CrossIndustry v721 Vs v611

CROSS INDUSTRY PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 7.2.1
GENERATED ON 1/9/2020
For more information about the PCF, visit www.apqc.org/pcf
COMPARED TO CROSS INDUSTRY PROCESS CLASSIFICATION FRAMEWORK

VERSION 6.1.1
Copyright 2020 APQC

Copyright 2020 APQC
UNDERSTANDING THIS FILE
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to
communicate the various aspects of the framework necessary to interpret it and make full use of its intended
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly
on 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.
Hierarchy ID is the human-readable index number corresponding to this specific process element on each row.
This number will not be consistent across releases - meaning that a process element may have a different
hierarchy ID among a set of releases.
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
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (17058)
was added
Copyright to the
2020 APQCframework. This new element was added to the file. This new element contains a number of
previously used elements, including a significant change to one of its immediate children, 10731, which was
present in the previous release, but under a different parent. Also category 11 saw relatively few changes
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (17058)
was added to the framework. This new element was added to the file. This new element contains a number of
previously used elements, including a significant change to one of its immediate children, 10731, which was
present in the previous release, but under a different parent. Also category 11 saw relatively few changes
(difference index = 2) while category 12 saw the most changes (difference index = 121). Develop and manage
human capital had a number of changes to its immediate children (see the change details) but the structure
overall remains very simlar (difference index = 50).
Copyright 2020 APQC

Hierarchy Differenc Metrics
PCF ID ID Name e Index Change details available?
10002 1.0 Develop Vision and Strategy 75 +20944, c10016 Y
10003 2.0 Develop and Manage Products and Services 74 +19696, +19698 Y
10004 3.0 Market and Sell Products and Services 125 +20008, -10104 Y
20022 4.0 Deliver Physical Products 48 c10217, NEW Y
20025 5.0 Deliver Services 67 +20026, +20040, +20058, NEW Y
20085 6.0 Manage Customer Service 81 +12658, +20110, +20595, c10379, NEW Y
10007 7.0 Develop and Manage Human Capital 47 +20599, -10411, c17043 Y
20607 8.0 Manage Information Technology (IT) 321 +20608, +20652, +20706, +20765, +20784, Y
+20824, +20866, NEW
17058 9.0 Manage Financial Resources 49 Y
19207 10.0 Acquire, Construct, and Manage Assets 57 +19208, +19238, c10937, c10940, NEW N
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Resiliency 8 RENAME, WAS:Manage Enterprise Risk, N
Compliance, Remediation and Resiliency
10012 12.0 Manage External Relationships 15 Y
10013 13.0 Develop and Manage Business Capabilities 32 +20959 Y
Copyright 2020 APQC 5 of 1046

17040 1.1 Define the business concept and long-term vision 12 c10019 N
10017 1.1.1 Assess the external environment 3 +19945, +16790, +16791 Y
19945 1.1.1.1 Identify competitors 1 NEW N
10021 1.1.1.2 Analyze and Evaluate competition 0 N
10022 1.1.1.3 Identify economic trends 0 N
10023 1.1.1.4 Identify political and regulatory issues 0 N
10024 1.1.1.5 Assess new technology innovations 0 N
10025 1.1.1.6 Analyze demographics 0 N
10026 1.1.1.7 Identify social and cultural changes 0 N
10027 1.1.1.8 Identify ecological concerns 0 N
16790 1.1.1.9 Identify intellectual property concerns 1 NEW N
16791 1.1.1.10 Evaluate IP acquisition options 1 NEW N
10018 1.1.2 Survey market and determine customer needs and wants 4 +19946, +19947, -10029, c10028 Y
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1 RENAME, WAS:Conduct N
qualitative/quantitative assessments
19946 1.1.2.2 Capture customer needs and wants 1 NEW N
19947 1.1.2.3 Assess customer needs and wants 1 NEW N
10019 1.1.3 Assess the internal environment 4 +19948, c10033, c10034, RENAME, N
WAS:Perform internal analysis
10030 1.1.3.1 Analyze organizational characteristics 0 N
19948 1.1.3.2 Analyze internal operations 1 NEW N
10031 1.1.3.3 Create baselines for current processes 0 N
10032 1.1.3.4 Analyze systems and technology 0 N
10033 1.1.3.5 Analyze financial health 1 RENAME, WAS:Analyze financial positions N
10034 1.1.3.6 Identify core competencies 1 RENAME, WAS:Identify enterprise core N
competencies
10020 1.1.4 Establish strategic vision 1 +19949 N
19949 1.1.4.1 Define the strategic vision 1 NEW N
10035 1.1.4.2 Align stakeholders around strategic vision 0 N
10036 1.1.4.3 Communicate strategic vision to stakeholders 0 N

16792 1.1.5 Conduct organization restructuring opportunities 0 N
16793 1.1.5.1 Identify restructuring opportunities 0 N
16794 1.1.5.2 Perform due-diligence 0 N
16795 1.1.5.3 Analyze deal options 0 N
16796 1.1.5.3.1 Evaluate acquisition options 0 N
16797 1.1.5.3.2 Evaluate merger options 0 N
16798 1.1.5.3.3 Evaluate de-merger options 0 N
16799 1.1.5.3.4 Evaluate divesture options 0 N
10015 1.2 Develop business strategy 39 +19959, +18916, c10038, c10041 N
10037 1.2.1 Develop overall mission statement 0 N
10044 1.2.1.1 Define current business 0 N
10045 1.2.1.2 Formulate mission 0 N
10046 1.2.1.3 Communicate mission 0 N
10038 1.2.2 Define and evaluate strategic options to achieve the 14 +16800, +16802, +16803, +16805, +16806, N
objectives +19950, +19951, +19952, -14190, RENAME,
WAS:Evaluate strategic options to achieve the
objectives
10047 1.2.2.1 Define strategic options 1 +18083 N

18083 1.2.2.1.1 Select partnerships and relationships to support the 1 NEW N
extended enterprise
10048 1.2.2.2 Assess and analyze impact of each option 2 +13289, +13290 N
13289 1.2.2.2.1 Identify implications for key operating model business 1 NEW N
elements that require change
13290 1.2.2.2.2 Identify implications for key technology aspects 1 NEW N
16800 1.2.2.3 Develop B2B strategy 2 +16801, NEW N
16801 1.2.2.3.1 Develop service as a product strategy 1 NEW N
16802 1.2.2.4 Develop B2C strategy 1 NEW N
16803 1.2.2.5 Develop partner/alliance strategy 1 NEW N
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1 NEW N
16806 1.2.2.7 Develop innovation strategy 1 NEW N
14189 1.2.2.8 Develop sustainability strategy 0 N

19950 1.2.2.9 Develop global support strategy 1 NEW N
19951 1.2.2.10 Develop shared services strategy 1 NEW N
14197 1.2.2.11 Develop lean/continuous improvement strategy 0 N
19952 1.2.2.12 Develop innovation strategy and framework 1 NEW N
10039 1.2.3 Select long-term business strategy 0 N
10040 1.2.4 Coordinate and align functional and process strategies 0 N
10041 1.2.5 Create organizational design 1 RENAME, WAS:Create organizational design N
(structure, governance, reporting, etc.)
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0 N
10050 1.2.5.2 Perform job-specific roles mapping and value-added 0 N
10051 1.2.5.3 analyses
Develop role activity diagrams to assess hand-off activity 0 N
10052 1.2.5.4 Perform organization redesign workshops 0 N
10053 1.2.5.5 Design the relationships between organizational units 0 N
10054 1.2.5.6 Develop role analysis and activity diagrams for key 0 N
10055 1.2.5.7 processes
Assess organizational implication of feasible alternatives 0 N
10056 1.2.5.8 Migrate to new organization 0 N
10042 1.2.6 Develop and set organizational goals 3 +19953, +19954, +19955 N
19953 1.2.6.1 Identify organizational goals 1 NEW N
19954 1.2.6.2 Establish baseline metrics 1 NEW N
19955 1.2.6.3 Monitor performance against goals 1 NEW N
10043 1.2.7 Formulate business unit strategies 3 +19956, +19957, +19958 N
19956 1.2.7.1 Analyze business unit strategies 1 NEW N
19957 1.2.7.2 Identify core competency for each business unit 1 NEW N
19958 1.2.7.3 Refine business unit strategies in support of company 1 NEW N
19959 1.2.8 strategy
Develop customer experience strategy 17 +19960, +19964, +19971, +19974, NEW N
19960 1.2.8.1 Assess customer experience 4 +19961, +19962, +19963, NEW N
19961 1.2.8.1.1 Identify and review customer touchpoints 1 NEW N
19962 1.2.8.1.2 Assess customer experience across touchpoints 1 NEW N
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1 NEW N
experiences

19964 1.2.8.2 Design customer experience 8 +16612, +19965, +19966, +19967, +19968, N
+19969, +19970, NEW
16612 1.2.8.2.1 Define and manage personas 1 NEW N
19965 1.2.8.2.2 Create customer journey maps 1 NEW N
19966 1.2.8.2.3 Define single view of the customer for the organization 1 NEW N
19967 1.2.8.2.4 Define a vision for the customer experience 1 NEW N
19968 1.2.8.2.5 Validate with customers 1 NEW N
19969 1.2.8.2.6 Align experience with brand values and business 1 NEW N
19970 1.2.8.2.7 strategies
Develop content strategy 1 NEW N
19971 1.2.8.3 Design customer experience support structure 3 +19972, +19973, NEW N
19972 1.2.8.3.1 Identify required capabilities 1 NEW N
19973 1.2.8.3.2 Identify impact on functional processes 1 NEW N
19974 1.2.8.4 Develop customer experience roadmap to develop and 1 NEW N
implement defined capabilities
18916 1.2.9 Communicate strategies internally and externally 1 NEW N
10016 1.3 Execute and measure strategic initiatives 12 +19507, RENAME, WAS:Manage strategic N
initiatives
10057 1.3.1 Develop strategic initiatives 3 +19975, +19976, +19977 N
19975 1.3.1.1 Identify strategic priorities 1 NEW N
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1 NEW N
19977 1.3.1.3 value
Review with stakeholders 1 NEW N
10058 1.3.2 Evaluate strategic initiatives 2 +19978, +19979 N
19978 1.3.2.1 Determine business value for each strategic priority 1 NEW N
19979 1.3.2.2 Determine the customer value for each strategic priority 1 NEW N
10059 1.3.3 Select strategic initiatives 2 +19980, +19981 N
19980 1.3.3.1 Prioritize strategic initiatives 1 NEW N
19981 1.3.3.2 Communicate strategic initiatives to business units and 1 NEW N
stakeholders
10060 1.3.4 Establish high-level measures 3 +19982, +19983, +19984 N
19982 1.3.4.1 Identify business value drivers 1 NEW N
19983 1.3.4.2 Establish baselines for business value drivers 1 NEW N

19984 1.3.4.3 Monitor performance against baselines 1 NEW N
19507 1.3.5 Execute strategic initiatives 1 NEW N
20944 1.4 Develop and maintain business models 12 +20945, +20950, +20955, NEW N
20945 1.4.1 Develop business models 5 +20946, +20947, +20948, +20949, NEW N
20946 1.4.1.1 Assemble business model information 1 NEW N
20947 1.4.1.2 Secure appropriate approvals 1 NEW N
20948 1.4.1.3 Identify integration points with existing models 1 NEW N
20949 1.4.1.4 Adopt the business model 1 NEW N
20950 1.4.2 Maintain business models 5 +20951, +20952, +20953, +20954, NEW N
20951 1.4.2.1 Establish business model maintenance parameters 1 NEW N
20952 1.4.2.2 Accept business model feedback parameters 1 NEW N
20953 1.4.2.3 Prioritize and manage incoming feedback 1 NEW N
20954 1.4.2.4 Update existing models 1 NEW N
20955 1.4.3 Establish business model governance 1 NEW N

19696 2.1 Govern and manage product/service development program 32 +19985, +11740, NEW Y
10061 2.1.1 Manage product and service portfolio 2 -10064, -14192 Y
10063 2.1.1.1 Evaluate performance of existing products/services 0 Y
against market opportunities
10066 2.1.1.2 Confirm alignment of product/service concepts with 0 N
business strategy
10074 2.1.1.3 Prioritize and select new product/service concepts 0 N
10073 2.1.1.4 Plan and develop cost and quality targets 0 N
10075 2.1.1.5 Specify development timing targets 0 N
10076 2.1.1.6 Plan for product/service offering modifications 0 N
10067 2.1.2 Manage product and service life cycle 9 +16824, +11423 Y
16824 2.1.2.1 Develop plan for new product/service development and 1 NEW N
introduction/launch
10077 2.1.2.2 Introduce new products/services 0 N
10078 2.1.2.3 Retire outdated products/services 0 N
10079 2.1.2.4 Identify and refine performance indicators 0 N
11423 2.1.2.5 Conduct post launch review 8 +19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1 NEW N
in the market
11424 2.1.2.5.2 Review market performance 1 NEW N
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1 NEW N
19647 2.1.2.5.4 network
Apply data and analytics to review supply chain 1 NEW N
11426 2.1.2.5.5 methodologies
Review quality and performance of the product/service 1 NEW N
11427 2.1.2.5.6 Conduct financial review 1 NEW N
11428 2.1.2.5.7 Conduct new product development process assessment 1 NEW N
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9 +19941, +16826, +16827, +19697, +12771, N
NEW
19941 2.1.3.1 Conduct mandatory and elective reviews 1 NEW N
16826 2.1.3.2 Review infringement of patents and copyrights 1 NEW N

16827 2.1.3.3 Determine patent and copyright needs 1 NEW N
19697 2.1.3.4 Define product technical documentation management 1 NEW N
requirements
12771 2.1.3.5 Manage regulatory requirements 4 +12772, +12773, +12776, NEW N
12772 2.1.3.5.1 Train employees on appropriate regulatory 1 NEW N
12773 2.1.3.5.2 requirements
Maintain records for regulatory agencies 1 NEW N
12776 2.1.3.5.3 Manage regulatory submission life cycle 1 NEW N
11740 2.1.4 Manage product and service master data 11 +11741, +11742, +11743, +11744, +11745, Y
+11746, +11747, +11748, +11749, +11750,
NEW
11741 2.1.4.1 Manage materials master lists 1 NEW N
11742 2.1.4.2 Manage bills of material 1 NEW N
11743 2.1.4.3 Manage routings 1 NEW N
11744 2.1.4.4 Manage specifications 1 NEW N
11745 2.1.4.5 Manage drawings 1 NEW N
11746 2.1.4.6 Manage product/material classification 1 NEW N
11747 2.1.4.7 Develop and maintain quality/inspection documents 1 NEW N
11748 2.1.4.8 Maintain process specification data 1 NEW N
11749 2.1.4.9 Manage traceability data 1 NEW N
11750 2.1.4.10 Review and approve data access requests 1 NEW N
19698 2.2 Generate and define new product/service ideas 18 +19669, +19990, NEW Y
10065 2.2.1 Perform discovery research 0 Y
10070 2.2.1.1 Identify new technologies 0 N
10071 2.2.1.2 Develop new technologies 0 N
10072 2.2.1.3 Assess feasibility of integrating new leading technologies 0 N
into product/service concepts
19669 2.2.2 Generate new product/service concepts 5 +19986, +19987, +19988, +19989, NEW N
19986 2.2.2.1 Gather new product/service ideas and requirements 1 NEW N
19987 2.2.2.2 Analyze new product/service ideas and requirements 1 NEW N
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1 NEW N
19989 2.2.2.4 Formulate new product/service concepts 1 NEW N

10068 2.2.2.5 Identify potential improvements to existing products and 0 N
services
19990 2.2.3 Define product/service development requirements 12 +11331, +16815, +17389, NEW N
11331 2.2.3.1 Define product/service requirements 9 +19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
19991 2.2.3.1.1 Define basic functional requirements 1 NEW N
16808 2.2.3.1.2 Derive interoperability requirements for products and 1 NEW N
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1 NEW N
16810 2.2.3.1.4 Derive security requirements for products and services 1 NEW N
16811 2.2.3.1.5 Derive regulatory compliance requirements 1 NEW N
16812 2.2.3.1.6 Derive requirements from industry standards 1 NEW N
19992 2.2.3.1.7 Develop user experience requirements 1 NEW N
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1 NEW N
16815 2.2.3.2 Define post launch support model 1 NEW N
17389 2.2.3.3 Identify product/service bundling opportunities 1 NEW N
10062 2.3 Develop products and services 24 +19993, +19996, +19997, -10080, -10081, Y
-10082
19993 2.3.1 Design and prototype products and services 14 +16813, +16817, +19995, c10087, c10088, Y
c10092, NEW
10083 2.3.1.1 Assign resources to product/service project 1 +19994 N
19994 2.3.1.1.1 Identify requirements for product/service 1 NEW N
design/development partners
10084 2.3.1.2 Prepare high-level business case and technical assessment 0 N
10085 2.3.1.3 Develop product/service design specifications 0 N
16813 2.3.1.4 Develop user experience design specifications 1 NEW N
16817 2.3.1.5 Provide warranty-related recommendations 1 NEW N
10086 2.3.1.6 Document design specifications 0 N
10087 2.3.1.7 Conduct mandatory and elective external reviews 1 RENAME, WAS:Conduct mandatory and N
elective external reviews (legal, regulatory,
standards, internal)

19995 2.3.1.8 Design products/services 7 +16819, +16820, +16821, +16822, +16818, N
+16823, NEW
16819 2.3.1.8.1 Design for manufacturing 1 NEW N
16820 2.3.1.8.2 Design for product servicing 1 NEW N
16821 2.3.1.8.3 Design for re-manufacturing 1 NEW N
16822 2.3.1.8.4 Review product troubleshooting methodology 1 NEW N
16818 2.3.1.8.5 Design and manage product data, design, and bill of 1 NEW N
16823 2.3.1.8.6 materials
Design for product upgrades 1 NEW N
10088 2.3.1.9 Build prototypes/proof of concepts 1 RENAME, WAS:Build prototypes N
10098 2.3.1.10 Develop and test prototype production and/or service 0 N
delivery process
10089 2.3.1.11 Eliminate quality and reliability problems 0 N
10090 2.3.1.12 Conduct in-house product/service testing and evaluate 0 N
feasibility
10091 2.3.1.13 Identify design/development performance indicators 0 N
10092 2.3.1.14 Collaborate on design with suppliers and external partners 1 RENAME, WAS:Collaborate on design with N
suppliers and contract manufacturers
19996 2.3.2 Test market for new or revised products and services 1 NEW Y
10093 2.3.2.1 Prepare detailed market study 0 N
10094 2.3.2.2 Conduct customer tests and interviews 0 N
10095 2.3.2.3 Finalize product/service characteristics and business cases 0 N
10096 2.3.2.4 Finalize technical requirements 0 N
19997 2.3.3 Prepare for production/service delivery 6 +19998, c10099, c10100, c11418, NEW Y
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1 RENAME, WAS:Design and obtain necessary N
equipment materials and equipment
10097 2.3.3.2 Identify requirements for changes to 0 N
manufacturing/delivery processes
11418 2.3.3.3 Request engineering/process change 1 RENAME, WAS:Request engineering change N
10100 2.3.3.4 Install and validate production/service delivery process 2 c11417, RENAME, WAS:Install and validate N
production process or methodology
11417 2.3.3.4.1 Monitor initial production runs 1 RENAME, WAS:Monitor production runs N

19998 2.3.3.5 Validate launch procedures 1 NEW N

10101 3.1 Understand markets, customers, and capabilities 7 Y
10106 3.1.1 Perform customer and market intelligence analysis 4 c10111, c10112 Y
10108 3.1.1.1 Conduct customer and market research 1 +10114 N
10114 3.1.1.1.1 Understand consumer needs and predict customer 1 NEW N
purchasing behavior
10109 3.1.1.2 Identify market segments 1 +10115 N
10115 3.1.1.2.1 Determine market share gain/loss 1 NEW N
10110 3.1.1.3 Analyze market and industry trends 0 N
10111 3.1.1.4 Analyze competing organizations, competitive/substitute 1 RENAME, WAS:Analyze competing N
products/services organizations, competitive/substitute products
10112 3.1.1.5 Evaluate existing products/services 1 RENAME, WAS:Evaluate existing N
10113 3.1.1.6 Assess internal and external business environment 0 products/brands N
10107 3.1.2 Evaluate and prioritize market opportunities 3 Y
10116 3.1.2.1 Quantify market opportunities 0 N
10117 3.1.2.2 Determine target segments 1 +18941 N
18941 3.1.2.2.1 Identify under-served and saturated market segments 1 NEW N
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0 N
overall business strategy
10119 3.1.2.4 Validate opportunities 2 +10120, +10121 N
10120 3.1.2.4.1 Test with customers/consumers 1 NEW N
10121 3.1.2.4.2 Confirm internal capabilities 1 NEW N
10102 3.2 Develop marketing strategy 38 +20000, +20006, +16848, +18924, -10122, Y
c10123
11168 3.2.1 Define offering and customer value proposition 0 Y
11169 3.2.1.1 Define offering and positioning 0 N
11170 3.2.1.2 Develop value proposition including brand positioning for 0 N
target segments
11171 3.2.1.3 Validate value proposition with target segments 0 N
11172 3.2.1.4 Develop new branding 0 N

10123 3.2.2 Define pricing strategy 5 +13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
13169 3.2.2.1 Conduct pricing analysis 1 NEW N
10124 3.2.2.2 Establish guidelines for applying pricing and discounting 1 RENAME, WAS:Establish guidelines for N
of products/services applying pricing of products/services
19999 3.2.2.3 Establish pricing targets 1 NEW N
10125 3.2.2.4 Approve pricing strategies/policies and targets 1 RENAME, WAS:Approve pricing N
20000 3.2.3 Define and manage channel strategy 11 strategies/policies
+20001, +20002, +20003, +20004, +20005, Y
c10126, c10127, NEW
20001 3.2.3.1 Determine channels to be supported 1 NEW N
20002 3.2.3.2 Establish channel objectives 1 NEW N
10127 3.2.3.3 Determine channel role and fit with target segments 1 RENAME, WAS:Determine channel fit with N
target segments
10128 3.2.3.4 Select channels for target segments 0 N
20003 3.2.3.5 Identify required channel capabilities 1 NEW N
10126 3.2.3.6 Evaluate channel attributes and potential partners 1 RENAME, WAS:Evaluate channel attributes and N
partners
20004 3.2.3.7 Orchestrate seamless customer experience across 4 +16590, +16591, +16592, NEW Y
supported channels
16590 3.2.3.7.1 Define omni-channel strategy 1 NEW N
16591 3.2.3.7.2 Define omni-channel requirements 1 NEW N
16592 3.2.3.7.3 Develop omni-channel policies and procedures 1 NEW N
20005 3.2.3.8 Develop and manage execution roadmap 1 NEW N
20006 3.2.4 Analyze and manage channel performance 6 +16573, +16574, +16575, +16500, +16501, Y
NEW
16573 3.2.4.1 Establish channel-specific metrics and targets 1 NEW Y
16574 3.2.4.2 Monitor and report performance 1 NEW N
16575 3.2.4.3 Monitor and report events influencing factors 1 NEW N
16500 3.2.4.4 Analyze performance 1 NEW N
16501 3.2.4.5 Develop plan for improvements 1 NEW N

16848 3.2.5 Develop marketing communication strategy 9 +16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
16849 3.2.5.1 Develop customer communication calendar 1 NEW N
16850 3.2.5.2 Define public relations (PR) strategy 1 NEW N
16851 3.2.5.3 Define direct marketing strategy 1 NEW N
16852 3.2.5.4 Define internal marketing communication strategy 1 NEW N
16853 3.2.5.5 Identify new media for marketing communication 1 NEW N
16854 3.2.5.6 Define new media communication strategy 1 NEW N
16855 3.2.5.7 Define point of sale (POS) communication strategy 1 NEW N
18627 3.2.5.8 Define communication guidelines and mechanisms 1 NEW N
18924 3.2.6 Design and manage customer loyalty program 6 +20007, +18925, +18926, +16633, +18927, N
NEW
20007 3.2.6.1 Define customer loyalty program 1 NEW N
18925 3.2.6.2 Acquire members to customer loyalty program 1 NEW N
18926 3.2.6.3 Build engagement and relationship with members 1 NEW N
16633 3.2.6.4 Monitor customer loyalty program benefits to the 1 NEW N
enterprise and the customer
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and 1 NEW N
the customer
20008 3.3 Develop and manage marketing plans 22 +20593, +20010, +16613, +16629, c10148, NEW Y
10148 3.3.1 Establish goals, objectives, and metrics for products/services 1 RENAME, WAS:Establish goals, objectives, and Y
by channel/segment metrics for products by channels/segments
10149 3.3.2 Establish marketing budgets 1 +17683 Y
10155 3.3.2.1 Confirm marketing alignment to business strategy 0 N
10156 3.3.2.2 Determine costs of marketing 0 N
10157 3.3.2.3 Create marketing budget 0 N
17683 3.3.2.4 Determine projected ROI for marketing investment 1 NEW N
20593 3.3.3 Develop and manage pricing 7 +20009, +18948, +11495, +11496, +11497, N
+17684, NEW

20009 3.3.3.1 Understand resource requirements for each 1 NEW N
product/service and delivery channel/method
18948 3.3.3.2 Determine corporate incentives 1 NEW N
10163 3.3.3.3 Determine pricing based on volume/unit forecast 0 N
10164 3.3.3.4 Execute pricing plan 0 N
10165 3.3.3.5 Evaluate pricing performance 0 N
10166 3.3.3.6 Refine pricing as needed 0 N
11495 3.3.3.7 Implement promotional pricing programs 1 NEW N
11496 3.3.3.8 Implement other retail pricing programs 1 NEW N
11497 3.3.3.9 Communicate and implement price changes 1 NEW N
17684 3.3.3.10 Achieve regulatory approval for pricing 1 NEW N
20010 3.3.4 Develop and manage promotional activities 2 c10167, NEW N
10167 3.3.4.1 Define promotional concepts and objectives 1 RENAME, WAS:Define promotional concepts N
10159 3.3.4.2 Develop marketing messages 0 N
10160 3.3.4.3 Define target audience 0 N
10168 3.3.4.4 Plan and test promotional activities 0 N
10169 3.3.4.5 Execute promotional activities 0 N
10170 3.3.4.6 Evaluate promotional performance metrics 0 N
10171 3.3.4.7 Refine promotional performance metrics 0 N
10172 3.3.4.8 Incorporate learning into future/planned consumer 0 N
10153 3.3.5 promotions
Track customer management measures 1 c10173 Y
10173 3.3.5.1 Determine customer lifetime value 1 RENAME, WAS:Determine customer N
loyalty/lifetime value
10174 3.3.5.2 Analyze customer revenue trend 0 N
10175 3.3.5.3 Analyze customer attrition and retention rates 0 N
10176 3.3.5.4 Analyze customer metrics 0 N
10177 3.3.5.5 Revise customer strategies, objectives, and plans based on 0 N
metrics
16613 3.3.6 Analyze and respond to customer insight 6 +16627, +16614, +16615, +16616, +16617, Y
NEW
16627 3.3.6.1 Monitor and respond to social media activity 1 NEW N

16614 3.3.6.2 Analyze customer website activity 1 NEW N
16615 3.3.6.3 Analyze customer purchase patterns 1 NEW N
16616 3.3.6.4 Develop business rules to provide personalized offers 1 NEW N
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust 1 NEW N
offers accordingly
10154 3.3.7 Develop and manage packaging strategy 0 N
10178 3.3.7.1 Plan packaging strategy 0 N
10179 3.3.7.2 Test packaging options 0 N
10180 3.3.7.3 Execute packaging strategy 0 N
10181 3.3.7.4 Refine packaging 0 N
16629 3.3.8 Manage product marketing content 3 +16630, +18130, NEW N
16630 3.3.8.1 Manage product images 1 NEW N
18130 3.3.8.2 Manage product copy 1 NEW N
10103 3.4 Develop sales strategy 8 Y
10129 3.4.1 Develop sales forecast 0 Y
10134 3.4.1.1 Gather current and historic order information 0 N
10135 3.4.1.2 Analyze sales trends and patterns 0 N
10136 3.4.1.3 Generate sales forecast 0 N
10137 3.4.1.4 Analyze historical and planned promotions and events 0 N
10130 3.4.2 Develop sales partner/alliance relationships 7 +11465, +11521, +11466, +18629, +11522, N
+11523, +11468
10138 3.4.2.1 Identify alliance opportunities 0 N
10139 3.4.2.2 Design alliance programs and methods for selecting and 0 N
managing relationships
10140 3.4.2.3 Select alliances 0 N
11465 3.4.2.4 Develop customer trade strategy and customer 1 NEW N
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1 NEW N
11466 3.4.2.6 Conduct planning activities for major trade customers 1 NEW N
10141 3.4.2.7 Develop partner and alliance management strategies 0 N
10142 3.4.2.8 Establish partner and alliance management goals 0 N

18629 3.4.2.9 Establish partner and alliance agreements 1 NEW N
11522 3.4.2.10 Develop promotional and category management calendars 1 NEW N
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1 NEW N
11468 3.4.2.12 Communicate planning information to customer teams 1 NEW N
10131 3.4.3 Establish overall sales budgets 1 +17682 Y
17682 3.4.3.1 Calculate product market share 1 NEW Y
10143 3.4.3.2 Calculate product revenue 0 N
10144 3.4.3.3 Determine variable costs 0 N
10145 3.4.3.4 Determine overhead and fixed costs 0 N
10146 3.4.3.5 Calculate net profit 0 N
10147 3.4.3.6 Create budget 0 N
10132 3.4.4 Establish sales goals and measures 0 Y
10133 3.4.5 Establish customer management measures 0 Y
10105 3.5 Develop and manage sales plans 49 +11779, -10186, c10182 Y
10182 3.5.1 Manage leads/opportunities 8 +18115, +11773, +18116, +20011, c10184, Y
c10189, RENAME, WAS:Generate leads
10188 3.5.1.1 Identify potential customers 0 N
10189 3.5.1.2 Identify/receive leads/opportunities 1 RENAME, WAS:Identify leads N
18115 3.5.1.3 Validate and qualify leads/opportunities 1 NEW N
11773 3.5.1.4 Match opportunities to business strategy 1 NEW N
18116 3.5.1.5 Develop opportunity win plans 1 NEW N
20011 3.5.1.6 Manage opportunity pipeline 1 NEW Y
10209 3.5.1.7 Determine sales resource allocation 0 N
10184 3.5.1.8 Manage customer sales calls 2 +20012, RENAME, WAS:Manage customer Y
10190 3.5.1.8.1 Perform sales calls 0 sales N
10191 3.5.1.8.2 Perform pre-sales activities 0 N
20012 3.5.1.8.3 Manage customer meetings/workshops 1 NEW N
10192 3.5.1.8.4 Close the sale 0 N
10193 3.5.1.8.5 Record outcome of sales process 0 Y
10183 3.5.2 Manage customers and accounts 4 +20013, +20014 Y

20013 3.5.2.1 Select key customers/accounts 1 NEW N
11173 3.5.2.2 Develop sales/key account plan 0 N
20014 3.5.2.3 Manage sales/key account plan 1 NEW N
11174 3.5.2.4 Manage customer relationships 0 N
14208 3.5.2.5 Manage customer master data 2 +16598, +16599 N
16598 3.5.2.5.1 Collect and merge internal and third-party customer 1 NEW N
information
16599 3.5.2.5.2 De-duplicate customer data 1 NEW N
11779 3.5.3 Develop and manage sales proposals, bids, and quotes 16 +11781, +11780, +11782, +11783, +11784, Y
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793,
NEW
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote 1 NEW N
11780 3.5.3.2 (RFQ)
Refine customer requirements 1 NEW N
11782 3.5.3.3 Review RFP/RFQ request 1 NEW N
11783 3.5.3.4 Perform competitive analysis 1 NEW N
11784 3.5.3.5 Validate with strategy/business plans 1 NEW N
11785 3.5.3.6 Understand customer business and requirements 1 NEW N
20015 3.5.3.7 Develop solution and delivery approach 1 NEW N
11787 3.5.3.8 Identify staffing requirements 1 NEW N
11788 3.5.3.9 Develop pricing and scheduling estimates 1 NEW N
11789 3.5.3.10 Conduct profitability analysis 1 NEW N
20016 3.5.3.11 Manage internal reviews 1 NEW N
20017 3.5.3.12 Manage internal approvals 1 NEW N
11790 3.5.3.13 Submit/present bid/proposal/quote to customer 1 NEW N
20018 3.5.3.14 Revise bid/proposal/quote 1 NEW N
11793 3.5.3.15 Manage notification outcome 1 NEW N
10185 3.5.4 Manage sales orders 12 +17404, c10195, c10198, c10200 Y
10194 3.5.4.1 Accept and validate sales orders 0 N

10195 3.5.4.2 Collect and maintain account information 9 +10201, +10202, +10203, +10204, +10205, Y
+10206, +10207, +10208, RENAME,
WAS:Collect and maintain customer account
information
10201 3.5.4.2.1 Administer key account details 1 NEW N

10202 3.5.4.2.2 Retrieve full customer details 1 NEW N
10203 3.5.4.2.3 Modify involved party details 1 NEW N
10204 3.5.4.2.4 Record address details 1 NEW N
10205 3.5.4.2.5 Record contact details 1 NEW N
10206 3.5.4.2.6 Record key customer communication profile details 1 NEW N
10207 3.5.4.2.7 Review involved party information 1 NEW N
10208 3.5.4.2.8 Terminate involved party information 1 NEW N
10196 3.5.4.3 Determine availability 0 Y
10197 3.5.4.4 Determine fulfillment process 0 Y
10198 3.5.4.5 Enter orders into system 1 RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity 1 NEW Y
10199 3.5.4.7 Process back orders and updates 0 N
10200 3.5.4.8 Handle sales order inquiries including post-order 1 RENAME, WAS:Handle order inquiries N
fulfillment transactions including post-order fulfillment transactions
10187 3.5.5 Manage sales partners and alliances 8 +18641, -10212, -10213, c10211, c14209 N
10211 3.5.5.1 Provide sales and product/service training to sales 4 +20019, +20020, +20021, RENAME, N
partners/alliances WAS:Provide sales and product training to sales
partners/alliances
20019 3.5.5.1.1 Provide certification enablement training 1 NEW N
20020 3.5.5.1.2 Manage certifications and skills 1 NEW N
20021 3.5.5.1.3 Provide support to partners/alliances 1 NEW N
18641 3.5.5.2 Provide marketing materials to sales partners/alliances 1 NEW N
10214 3.5.5.3 Evaluate partner/alliance results 0 N
14209 3.5.5.4 Manage sales partner/alliance master data 1 RENAME, WAS:Manage channel partner master N
data

10215 4.1 Plan for and align supply chain resources 22 -10228, c10222 Y
10221 4.1.1 Develop production and materials strategies 2 +19551, c10232 N
10229 4.1.1.1 Define manufacturing goals 0 N
10230 4.1.1.2 Define labor and materials policies 0 N
10231 4.1.1.3 Define outsourcing policies 0 N
10232 4.1.1.4 Define capital expense policies 1 RENAME, WAS:Define manufacturing capital N
expense policies
10233 4.1.1.5 Define capacities 0 N
10234 4.1.1.6 Define production network and supply constraints 0 N
14193 4.1.1.7 Define production process 0 N
19551 4.1.1.8 Define standard operating procedures 1 NEW N
14194 4.1.1.9 Define production workplace layout and infrastructure 0 N
10222 4.1.2 Manage demand for products 7 c10235, c10236, c10237, c10239, c10240, N
c10241, RENAME, WAS:Manage demand for
products and services
10235 4.1.2.1 Develop baseline demand forecasts 1 RENAME, WAS:Develop baseline forecasts N
10236 4.1.2.2 Collaborate demand with customers 1 RENAME, WAS:Collaborate with customers N
10237 4.1.2.3 Develop demand consensus forecast 1 RENAME, WAS:Develop consensus forecast N
10238 4.1.2.4 Determine available to promise 0 N
10239 4.1.2.5 Monitor activity against demand forecast and revise 1 RENAME, WAS:Monitor activity against N
forecast forecast and revise forecast
10240 4.1.2.6 Evaluate and revise demand forecasting approach 1 RENAME, WAS:Evaluate and revise forecasting N
approach
10241 4.1.2.7 Measure demand forecast accuracy 1 RENAME, WAS:Measure forecast accuracy Y
10223 4.1.3 Create materials plan 0 N
10242 4.1.3.1 Create unconstrained plan 0 N
10243 4.1.3.2 Collaborate with supplier and contract manufacturers 0 N
10244 4.1.3.3 Identify critical materials and supplier capacity 0 N
10245 4.1.3.4 Monitor material specifications 0 N
10246 4.1.3.5 Generate constrained plan 0 N

14196 4.1.3.6 Define production balance and control 0 N
10224 4.1.4 Create and manage master production schedule 7 +20023, +20024, -10247, -10248, -10249, N
-10250, c17041
20023 4.1.4.1 Model production network to enable simulation and 1 NEW N
optimization
20024 4.1.4.2 Create master production schedule 1 NEW N
17041 4.1.4.3 Maintain master production schedule 1 RENAME, WAS:Monitor master production N
schedule and plan
17042 4.1.5 Plan distribution requirements 4 +19555, -10257, c10258, c10260 N
10252 4.1.5.1 Maintain master data 0 N
10253 4.1.5.2 Determine finished goods inventory requirements at 0 N
destination
19555 4.1.5.3 Determine product storage facility requirements 1 NEW N
10254 4.1.5.4 Calculate requirements at destination 0 N
10255 4.1.5.5 Calculate consolidation at source 0 N
10256 4.1.5.6 Manage collaborative replenishment planning 0 N
10258 4.1.5.7 Calculate and optimize destination dispatch plan 1 RENAME, WAS:Calculate destination dispatch N
plan
10259 4.1.5.8 Manage dispatch plan attainment 0 N
10260 4.1.5.9 Calculate and optimize destination load plans 1 RENAME, WAS:Calculate destination load plans N
10261 4.1.5.10 Manage partner load plan 0 N
10262 4.1.5.11 Manage cost of supply 0 N
10263 4.1.5.12 Manage capacity utilization 0 N
10226 4.1.6 Establish distribution planning constraints 1 +19558 N
10267 4.1.6.1 Establish distribution center layout constraints 0 N
10268 4.1.6.2 Establish inventory management constraints 0 N
10269 4.1.6.3 Establish transportation management constraints 0 N
19558 4.1.6.4 Establish storage management constraints 1 NEW N
10227 4.1.7 Review distribution planning policies 0 N
10264 4.1.7.1 Review distribution network 0 N
10265 4.1.7.2 Establish sourcing relationships 0 N

10266 4.1.7.3 Establish dynamic deployment policies 0 N
10368 4.1.8 Develop quality standards and procedures 0 N
10371 4.1.8.1 Establish quality targets 0 N
10372 4.1.8.2 Develop standard testing procedures 0 N
10373 4.1.8.3 Communicate quality specifications 0 N
10216 4.2 Procure materials and services 6 +20973, c10277 Y
10277 4.2.1 Provide sourcing governance and perform category 3 c10283, c10285, RENAME, WAS:Develop Y
management sourcing strategies
10281 4.2.1.1 Develop procurement plan 0 N
10282 4.2.1.2 Clarify purchasing requirements 0 N
10283 4.2.1.3 Establish materials management contingency plans 1 RENAME, WAS:Develop inventory strategy N
10284 4.2.1.4 Match needs to supply capabilities 0 N
10285 4.2.1.5 Analyze organization’s spend profile 1 RENAME, WAS:Analyze organization's spend N
profile
10286 4.2.1.6 Seek opportunities to improve efficiency and value 0 N
10287 4.2.1.7 Collaborate with suppliers to identify sourcing 0 N
20973 4.2.2 opportunities
Develop sourcing and category management strategies 1 NEW N
10278 4.2.3 Select suppliers and develop/maintain contracts 0 Y
10288 4.2.3.1 Select suppliers 0 N
10289 4.2.3.2 Certify and validate suppliers 0 N
10290 4.2.3.3 Negotiate and establish contracts 0 N
10291 4.2.3.4 Manage contracts 0 N
10279 4.2.4 Order materials and services 2 c10297, c10298 Y
10292 4.2.4.1 Process/Review requisitions 0 N
10293 4.2.4.2 Approve requisitions 0 N
10294 4.2.4.3 Solicit/Track vendor quotes 0 N
10295 4.2.4.4 Create/Distribute purchase orders 0 Y
10296 4.2.4.5 Expedite orders and satisfy inquiries 0 N
10297 4.2.4.6 Reconcile purchase orders 1 RENAME, WAS:Record receipt of goods Y
10298 4.2.4.7 Research/Resolve order exceptions 1 RENAME, WAS:Research/Resolve exceptions N
10280 4.2.5 Manage suppliers 0 Y

10299 4.2.5.1 Monitor/Manage supplier information 0 N
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance 0 N
10301 4.2.5.3 Support inventory and production processes 0 N
10302 4.2.5.4 Monitor quality of product delivered 0 N
10217 4.3 Produce/Assemble/Test product 11 c10304, RENAME, Y
WAS:Produce/Manufacture/Deliver product
10303 4.3.1 Schedule production 1 +19563 N
19563 4.3.1.1 Model and simulate plant 1 NEW N
10306 4.3.1.2 Generate line level plan 0 N
10307 4.3.1.3 Generate detailed schedule 0 N
10308 4.3.1.4 Schedule production orders and create lots 0 N
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive 0 N
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order 0 N
cycle)
10309 4.3.1.7 Release production orders and create lots 0 N
10304 4.3.2 Produce/Assemble product 6 +19566, RENAME, WAS:Produce product Y
10310 4.3.2.1 Manage raw material inventory 0 N
10311 4.3.2.2 Execute detailed line schedule 0 N
10319 4.3.2.3 Report maintenance issues 0 N
10313 4.3.2.4 Rerun defective items 0 N
19566 4.3.2.5 Monitor and optimize production process 5 +19567, +19568, +19569, +19570, NEW N
19567 4.3.2.5.1 Automate and control plant 1 NEW N
19568 4.3.2.5.2 Perform advanced process control 1 NEW N
19569 4.3.2.5.3 Perform real-time optimization 1 NEW N
19570 4.3.2.5.4 Manage plant alarms and alerts 1 NEW N
10314 4.3.2.6 Assess production performance 0 N
10369 4.3.3 Perform quality testing 3 +20956, +12045, +12046 N
10318 4.3.3.1 Calibrate test equipment 0 N
10374 4.3.3.2 Perform testing using the standard testing procedure 0 Y
20956 4.3.3.3 Manage quality samples 1 NEW N

10375 4.3.3.4 Record test results 0 N
12045 4.3.3.5 Track and analyze non-conformance trends 1 NEW N
12046 4.3.3.6 Perform root cause analysis 1 NEW N
10370 4.3.4 Maintain production records and manage lot traceability 0 N
10376 4.3.4.1 Determine lot numbering system 0 N
10377 4.3.4.2 Determine lot use 0 N
10219 4.4 Manage logistics and warehousing 8 +20936, -10339, -10342, c10338 Y
10338 4.4.1 Provide logistics governance 2 +16905, RENAME, WAS:Define logistics Y
10343 4.4.1.1 Translate customer service requirements into logistics 0 strategy N
requirements
10344 4.4.1.2 Design logistics network 0 N
10345 4.4.1.3 Communicate outsourcing needs 0 N
10346 4.4.1.4 Develop and maintain delivery service policy 0 N
10347 4.4.1.5 Optimize transportation schedules and costs 0 N
10348 4.4.1.6 Define key performance measures 0 N
16905 4.4.1.7 Define reverse logistics strategy 1 NEW N
20936 4.4.2 Plan and manage inbound material flow 3 +12708, +20109, NEW Y
10349 4.4.2.1 Plan inbound material receipts 0 N
10350 4.4.2.2 Manage inbound material flow 0 N
10351 4.4.2.3 Monitor inbound delivery performance 0 N
10352 4.4.2.4 Manage flow of returned products 0 N
12708 4.4.2.5 Control quality of returned parts 1 NEW N
20109 4.4.2.6 Salvage or repair returned products 1 NEW Y
10366 4.4.2.6.1 Perform salvage activities 0 N
14195 4.4.2.6.2 Manage repair/refurbishment and return to 0 N
10340 4.4.3 customer/stock
Operate warehousing 1 +20957 Y
10353 4.4.3.1 Track inventory deployment 0 N
10354 4.4.3.2 Receive, inspect, and store inbound deliveries 0 N
10355 4.4.3.3 Track product availability 0 N
10356 4.4.3.4 Pick, pack, and ship product for delivery 0 N
10357 4.4.3.5 Track inventory accuracy 0 N

10358 4.4.3.6 Track third-party logistics storage and shipping 0 N
10359 4.4.3.7 performance
Manage physical finished goods inventory 0 Y
20957 4.4.3.8 Manage warehouse transfers 1 NEW N
10341 4.4.4 Operate outbound transportation 0 Y
10360 4.4.4.1 Plan, transport, and deliver outbound product 0 N
10361 4.4.4.2 Track carrier delivery performance 0 N
10362 4.4.4.3 Manage transportation fleet 0 N
10363 4.4.4.4 Process and audit carrier invoices and documents 0 N

20026 5.1 Establish service delivery governance and strategies 14 +20027, +20032, NEW Y
20027 5.1.1 Establish service delivery governance 5 +20028, +20029, +20030, +20031, NEW N
20028 5.1.1.1 Set up and maintain service delivery governance and 1 NEW N
management system
20029 5.1.1.2 Manage service delivery performance 1 NEW N
20030 5.1.1.3 Manage service delivery development and direction 1 NEW N
20031 5.1.1.4 Solicit feedback from customer on service delivery 1 NEW N
20032 5.1.2 satisfaction
Develop service delivery strategies 8 +20033, +20034, +20035, +20036, +20037, N
+20038, +20039, NEW
20033 5.1.2.1 Define service delivery goals 1 NEW N
20034 5.1.2.2 Define labor policies 1 NEW N
20035 5.1.2.3 Evaluate resource availability 1 NEW N
20036 5.1.2.4 Define service delivery network and supply constraints 1 NEW N
20037 5.1.2.5 Define service delivery process 1 NEW N
20038 5.1.2.6 Review and validate service delivery procedures 1 NEW N
20039 5.1.2.7 Define service delivery workplace layout and 1 NEW N
20040 5.2 infrastructure
Manage service delivery resources 25 +20041, +20050, +12127, NEW Y
20041 5.2.1 Manage service delivery resource demand 9 +20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
20042 5.2.1.1 Monitor pipeline 1 NEW N
20043 5.2.1.2 Develop baseline forecasts 1 NEW N
20044 5.2.1.3 Collaborate with customers 1 NEW N
20045 5.2.1.4 Develop consensus forecast 1 NEW N
20046 5.2.1.5 Determine availability of skills to deliver on current and 1 NEW N
forecast customer orders
20047 5.2.1.6 Monitor activity against forecast and revise forecast 1 NEW N
20048 5.2.1.7 Evaluate and revise forecasting approach 1 NEW N
20049 5.2.1.8 Measure forecast accuracy 1 NEW N
20050 5.2.2 Create and manage resource plan 7 +20051, +20052, +20053, +20054, +20055, N
+20056, NEW

20051 5.2.2.1 Define and manage skills taxonomy 1 NEW N
20052 5.2.2.2 Create resource plan 1 NEW N
20053 5.2.2.3 Match resource demand with capacity, skills, and 1 NEW N
20054 5.2.2.4 capabilities
Collaborate with suppliers and partners to supplement 1 NEW N
skills and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1 NEW N
20056 5.2.2.6 Monitor and manage resource capacity and availability 1 NEW N
12127 5.2.3 Enable service delivery resources 8 +12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
12128 5.2.3.1 Develop service delivery training plan 1 NEW N
12129 5.2.3.2 Develop training materials 1 NEW N
12131 5.2.3.3 Manage training schedule 1 NEW N
12132 5.2.3.4 Deliver operations training 1 NEW N
12133 5.2.3.5 Deliver technical training 1 NEW N
20057 5.2.3.6 Perform skill and capability testing 1 NEW N
12135 5.2.3.7 Evaluate training effectiveness 1 NEW N
20058 5.3 Deliver service to customer 27 +20059, +20069, +20077, NEW N
20059 5.3.1 Initiate service delivery 10 +20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
20060 5.3.1.1 Review contract and agreed terms 1 NEW N
20061 5.3.1.2 Understand customer requirements and define refine 1 NEW N
20062 5.3.1.3 approach
Modify/revise and approve project plan 1 NEW N
20063 5.3.1.4 Review customer business objectives 1 NEW N
20064 5.3.1.5 Confirm environmental readiness 1 NEW N
20065 5.3.1.6 Identify, select, and assign resources 3 +20066, +20067, NEW N
20066 5.3.1.6.1 Establish people objectives 1 NEW N
20067 5.3.1.6.2 Establish engagement rules 1 NEW N
20068 5.3.1.7 Plan for service delivery 1 NEW N
20069 5.3.2 Execute service delivery 8 +20070, +20071, +20072, +20073, +20074, Y
+20075, +20076, NEW
20070 5.3.2.1 Analyze environment and customer needs 1 NEW N

20071 5.3.2.2 Define solution 1 NEW N
20072 5.3.2.3 Validate solution 1 NEW N
20073 5.3.2.4 Identify changes 1 NEW N
20074 5.3.2.5 Obtain approval to proceed 1 NEW N
20075 5.3.2.6 Make build/buy solution 1 NEW N
20076 5.3.2.7 Deploy solution 1 NEW N
20077 5.3.3 Complete service delivery 8 +20078, +20079, +20080, +20081, +20082, Y
+20083, +20084, NEW
20078 5.3.3.1 Conduct service delivery/project review and evaluate 1 NEW N
20079 5.3.3.2 success
Complete/finalize financial management activities 1 NEW N
20080 5.3.3.3 Confirm delivery according to contract terms 1 NEW N
20081 5.3.3.4 Release resources 1 NEW N
20082 5.3.3.5 Manage service delivery completion 1 NEW N
20083 5.3.3.6 Harvest knowledge 1 NEW N
20084 5.3.3.7 Archive records and update systems 1 NEW N

10378 6.1 Develop customer care/customer service strategy 12 +20086, +20087, +20088, +20089, +20092, Y
-10381, c10383
20086 6.1.1 Define customer service requirements across the enterprise 1 NEW N
20087 6.1.2 Define customer service experience 1 NEW N
20088 6.1.3 Define and manage customer service channel strategy 1 NEW N
10382 6.1.4 Define customer service policies and procedures 0 N
10383 6.1.5 Establish target service level for each customer segment 1 RENAME, WAS:Establish service levels for Y
customers
20089 6.1.6 Define warranty offering 6 +16893, +16890, +20090, +20091, +12673, N
NEW
16893 6.1.6.1 Determine and document warranty policies 1 NEW N
16890 6.1.6.2 Create and manage warranty rules/claim codes for 1 NEW N
20090 6.1.6.3 products
Agree on warranty responsibilities with suppliers 1 NEW N
20091 6.1.6.4 Define warranty related offerings for customers 1 NEW N
12673 6.1.6.5 Communicate warranty policies and offerings 1 NEW N
20092 6.1.7 Develop recall strategy 1 NEW N
10379 6.2 Plan and manage customer service contacts 13 +20094, +12840, c10388, RENAME, WAS:Plan Y
and manage customer service operations
10387 6.2.1 Plan and manage customer service work force 0 Y
10390 6.2.1.1 Forecast volume of customer service contacts 0 N
10391 6.2.1.2 Schedule customer service work force 0 N
10392 6.2.1.3 Track work force utilization 0 N
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with 0 N
customer service representatives
10388 6.2.2 Manage customer service problems, requests, and inquiries 7 +13482, +16928, +16937, c10394, c10395, Y
c10396, RENAME, WAS:Manage customer
service requests/inquiries
10394 6.2.2.1 Receive customer problems, requests, and inquiries 1 RENAME, WAS:Receive customer N
requests/inquiries
13482 6.2.2.2 Analyze problems, requests, and inquiries 1 NEW N

10395 6.2.2.3 Resolve customer problems, requests, and inquiries 1 RENAME, WAS:Route customer N
requests/inquiries
10396 6.2.2.4 Respond to customer problems, requests, and inquiries 1 RENAME, WAS:Respond to customer N
requests/inquiries
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities 1 NEW N
16937 6.2.2.6 Deliver opportunity to sales team 1 NEW N
10389 6.2.3 Manage customer complaints 1 +19072 Y
10397 6.2.3.1 Receive customer complaints 0 N
10398 6.2.3.2 Route customer complaints 0 N
10399 6.2.3.3 Resolve customer complaints 0 N
10400 6.2.3.4 Respond to customer complaints 0 N
19072 6.2.3.5 Analyze customer complaints and response/redressal 1 NEW N
20094 6.2.4 Process returns 3 +20095, c10364, NEW N
10364 6.2.4.1 Authorize return 1 RENAME, WAS:Authorize and process returns N
20095 6.2.4.2 Process return and record reason 1 NEW N
12840 6.2.5 Report incidents and risks to regulatory bodies 1 NEW N
12658 6.3 Service products after sales 28 +20605, +12669, +20106, c10218, NEW Y
20605 6.3.1 Register products 1 NEW N
12669 6.3.2 Process warranty claims 16 +20096, +12671, +20097, +20101, +20102, Y
+12668, +20103, +20104, +20105, +12667,
NEW
20096 6.3.2.1 Receive warranty claim 1 NEW N
12671 6.3.2.2 Validate warranty claim 1 NEW N
20097 6.3.2.3 Investigate warranty issues 6 +20098, +12677, +12678, +20099, +20100, N
NEW
20098 6.3.2.3.1 Define issue 1 NEW N
12677 6.3.2.3.2 Schedule field service 1 NEW N
12678 6.3.2.3.3 Request and receive defective part 1 NEW N
20099 6.3.2.3.4 Investigate issue/perform root cause analysis 1 NEW N
20100 6.3.2.3.5 Receive investigation result/recommendation for 1 NEW N
corrective action

20101 6.3.2.4 Determine responsible party 1 NEW N
20102 6.3.2.5 Manage pre-authorizations 1 NEW N
12668 6.3.2.6 Approve or reject warranty claim 1 NEW N
20103 6.3.2.7 Notify originator of approve/reject decision 1 NEW N
20104 6.3.2.8 Authorize payment 1 NEW N
20105 6.3.2.9 Close claim 1 NEW N
12667 6.3.2.10 Reconcile warranty transaction disposition 1 NEW N
20106 6.3.3 Manage supplier recovery 3 +20107, +20108, NEW N
20107 6.3.3.1 Create supplier recovery claims 1 NEW N
20108 6.3.3.2 Negotiate recoveries with suppliers 1 NEW N
10218 6.3.4 Service products 7 RENAME, WAS:Deliver service to customer Y
10320 6.3.4.1 Confirm specific service requirements for individual 0 N
10324 6.3.4.1.1 customer
Process customer request 0 N
10325 6.3.4.1.2 Create customer profile 0 N
10326 6.3.4.1.3 Generate service order 0 N
10321 6.3.4.2 Identify and schedule resources to meet service 1 -10329 N
Create resourcing plan and schedule 0 N
10328 6.3.4.2.2 Create service order fulfillment schedule 0 N
10322 6.3.4.3 Provide service to specific customers 3 -10333, c10331, c10332 N
10330 6.3.4.3.1 Organize daily service order fulfillment schedule 0 N
10331 6.3.4.3.2 Execute product repair 1 RENAME, WAS:Dispatch resources N
10332 6.3.4.3.3 Manage service order fulfillment 1 RENAME, WAS:Manage order fulfillment N
10323 6.3.4.4 Ensure quality of service 2 progress
c10334, c10335 N
10334 6.3.4.4.1 Identify completed service orders for feedback 1 RENAME, WAS:Identify completed orders for N
feedback
10335 6.3.4.4.2 Identify incomplete service orders and service failures 1 RENAME, WAS:Identify incomplete orders and Y
service failures
10336 6.3.4.4.3 Solicit customer feedback on services delivered 0 N
10337 6.3.4.4.4 Process customer feedback on services delivered 0 N
20110 6.4 Manage product recalls and regulatory audits 7 +20111, +20112, +20113, +20114, +20115, N
+20116, NEW

20111 6.4.1 Initiate recall 1 NEW N
20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1 NEW N
hazards
20113 6.4.3 Manage recall related communications 1 NEW N
20114 6.4.4 Submit regulatory reports 1 NEW N
20115 6.4.5 Monitor and audit recall effectiveness 1 NEW N
20116 6.4.6 Manage recall termination 1 NEW N
20595 6.5 Evaluate customer service operations and customer satisfaction 20 +12672, +20121, c10401, c10402, NEW N
10401 6.5.1 Measure customer satisfaction with customer problems, 8 +11687, +11688, +18126, -10404, -10405, N
requests, and inquiries handling -10406, -10407, RENAME, WAS:Measure
customer satisfaction with customer
requests/inquiries handling
11687 6.5.1.1 Solicit customer feedback on customer service experience 1 NEW N

11688 6.5.1.2 Analyze customer service data and identify improvement 1 NEW N
opportunities
18126 6.5.1.3 Provide customer feedback to product management on 1 NEW N
customer service experience
10402 6.5.2 Measure customer satisfaction with customer- complaint 2 +11689, RENAME, WAS:Measure customer Y
handling and resolution satisfaction with customer-complaint handling
and resolution
11236 6.5.2.1 Solicit customer feedback on complaint handling and 0 N
11237 6.5.2.2 resolution
Analyze customer complaint data and identify 0 N
improvement opportunities
11689 6.5.2.3 Identify common customer complaints 1 NEW N
10403 6.5.3 Measure customer satisfaction with products and services 2 +20117, c11241 Y
11238 6.5.3.1 Gather and solicit post-sale customer feedback on 0 N
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness 0 N
20117 6.5.3.3 Solicit customer feedback on cross-channel experience 1 NEW N
11240 6.5.3.4 Analyze product and service satisfaction data and identify 0 N

11241 6.5.3.5 Provide feedback and insights to appropriate teams 1 RENAME, WAS:Provide customer feedback to N
(product design/development, marketing, manufacturing) product management on products and services
12672 6.5.4 Evaluate and manage warranty performance 6 +20118, +12676, +20119, +12674, +20120, Y
NEW
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1 NEW N
resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 1 NEW N
20119 6.5.4.3 Identify improvement opportunities 1 NEW N
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 1 NEW N
20120 6.5.4.5 Investigate fraudulent claims 1 NEW N
20121 6.5.5 Evaluate recall performance 1 NEW N

17043 7.1 Develop and manage human resources planning, policies, and 11 +20958, -17044, RENAME, WAS:Develop and Y
strategies manage human resources (HR) planning, policies,
and strategies
20958 7.1.1 Develop human resources strategy 2 +20606, NEW N
10418 7.1.1.1 Identify strategic HR needs 0 N
10419 7.1.1.2 Define HR and business function roles and accountability 0 N
10420 7.1.1.3 Determine HR costs 0 N
10421 7.1.1.4 Establish HR measures 0 N
10422 7.1.1.5 Communicate HR strategies 0 N
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0 N
20606 7.1.1.7 Manage employer branding 1 NEW N
17045 7.1.2 Develop and implement workforce strategy and policies 7 +16938, +11622, +11623, +20122, c10424, N
c10433
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0 N
and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1 RENAME, WAS:Plan employee resourcing N
unit/organization requirements per unit/organization
10425 7.1.2.3 Develop compensation plan 1 c10210 N
10210 7.1.2.3.1 Establish incentive plan 1 RENAME, WAS:Establish sales force incentive N
10426 7.1.2.4 Develop succession plan 0 plan Y
16938 7.1.2.5 Develop high performers/leadership programs 1 NEW N
10427 7.1.2.6 Develop employee diversity plan 0 N
11622 7.1.2.7 Develop training program 1 NEW N
11623 7.1.2.8 Develop recruitment program 1 NEW N
10428 7.1.2.9 Develop other HR programs 0 N
10429 7.1.2.10 Develop HR policies 0 N
10430 7.1.2.11 Administer HR policies 0 N
10431 7.1.2.12 Plan employee benefits 0 N
10433 7.1.2.13 Develop workforce strategy models 1 RENAME, WAS:Develop work force strategy N
models

20122 7.1.2.14 Implement workforce strategy models 1 NEW N
10417 7.1.3 Monitor and update strategy, plans, and policies 0 Y
10434 7.1.3.1 Measure realization of objectives 0 N
10435 7.1.3.2 Measure contribution to business strategy 0 N
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0 N
10438 7.1.3.4 Review and revise HR plans 0 N
17046 7.1.4 Develop competency management models 0 N
10410 7.2 Recruit, source, and select employees 8 +20123, -17049 Y
10439 7.2.1 Manage employee requisitions 5 -10449, c10446, c10447, c10448, c10450 N
10445 7.2.1.1 Align staffing plan to work force plan and business unit 0 N
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1 RENAME, WAS:Develop job descriptions N
10446 7.2.1.3 Open job requisitions 1 RENAME, WAS:Develop and open job N
requisitions
10448 7.2.1.4 Post job requisitions 1 RENAME, WAS:Post requisitions N
10450 7.2.1.5 Modify job requisitions 1 RENAME, WAS:Modify requisitions N
10451 7.2.1.6 Notify hiring manager 0 N
10452 7.2.1.7 Manage requisition dates 0 N
10440 7.2.2 Recruit/Source candidates 0 N
10453 7.2.2.1 Determine recruitment methods and channels 0 N
10454 7.2.2.2 Perform recruiting activities/events 0 N
10455 7.2.2.3 Manage recruitment vendors 0 N
17047 7.2.2.4 Manage employee referral programs 0 N
17048 7.2.2.5 Manage recruitment channels 0 N
20123 7.2.3 Screen and select candidates 1 NEW N
10456 7.2.3.1 Identify and deploy candidate selection tools 0 N
10457 7.2.3.2 Interview candidates 0 N
10458 7.2.3.3 Test candidates 0 N
10459 7.2.3.4 Select and reject candidates 0 N
10443 7.2.4 Manage new hire/re-hire 0 Y
10463 7.2.4.1 Draw up and make offer 0 N

10464 7.2.4.2 Negotiate offer 0 N
10465 7.2.4.3 Hire candidate 0 N
10444 7.2.5 Manage applicant information 1 N
10460 7.2.5.1 Obtain candidate background information 0 N
10466 7.2.5.2 Create applicant record 0 N
10467 7.2.5.3 Manage/track applicant data 1 +20124 N
20124 7.2.5.3.1 Complete position classification and level of 1 NEW N
10468 7.2.5.4 experience
Archive and retain records of non-hires 0 N
20599 7.3 Manage employee on boarding, development, and training 15 NEW Y
10469 7.3.1 Manage employee orientation and deployment 4 c11243, c17050 Y
10474 7.3.1.1 Create/maintain employee on-boarding program 2 +10477, +10478 N
10477 7.3.1.1.1 Develop employee induction program 1 NEW N
10478 7.3.1.1.2 Maintain/Update employee induction program 1 NEW N
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 1 RENAME, WAS:Evaluate the effectiveness of N
program employee on-boarding program
17050 7.3.1.3 Execute on-boarding program 1 RENAME, WAS:Execute onboarding program N
10470 7.3.2 Manage employee performance 1 c10479 Y
10479 7.3.2.1 Define employee performance objectives 1 RENAME, WAS:Define performance objectives N
10480 7.3.2.2 Review, appraise, and manage employee performance 0 N
10481 7.3.2.3 Evaluate and review performance program 0 N
10472 7.3.3 Manage employee development 2 c10488, c17051 Y
10487 7.3.3.1 Define employee development guidelines 0 N
10488 7.3.3.2 Develop employee career plans and career paths 1 RENAME, WAS:Develop employee career plans N
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
10493 7.3.4.5 Develop, conduct, and manage employee and/or 0 Y
management training programs
20125 7.3.4.6 Manage examinations and certifications 5 +20126, +20127, +20128, +20129, NEW N
20126 7.3.4.6.1 Liaise with external certification authorities 1 NEW N
20127 7.3.4.6.2 Administer certification tests 1 NEW N
20128 7.3.4.6.3 Appraise experience qualifications 1 NEW N
20129 7.3.4.6.4 Administer certificate issue and maintenance 1 NEW N
17052 7.4 Manage employee relations 0 Y
10483 7.4.1 Manage labor relations 0 Y
10484 7.4.2 Manage collective bargaining process 0 N
10485 7.4.3 Manage labor management partnerships 0 N
10531 7.4.4 Manage employee grievances 0 Y
10412 7.5 Reward and retain employees 6 +10494, +10496, -17053, -17054 Y
10494 7.5.1 Develop and manage reward, recognition, and motivation 1 NEW Y
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0 Y
10499 7.5.1.2 Develop benefits and reward plan 0 N
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0 N
10501 7.5.1.4 Identify compensation requirements based on financial, 0 N
benefits, and HR policies
10502 7.5.1.5 Administer compensation and rewards to employees 0 N
10503 7.5.1.6 Reward and motivate employees 0 N
10495 7.5.2 Manage and administer benefits 0 N
10504 7.5.2.1 Deliver employee benefits program 0 N
10505 7.5.2.2 Administer benefit enrollment 0 N
10506 7.5.2.3 Process claims 0 N
10507 7.5.2.4 Perform benefit reconciliation 0 N
10496 7.5.3 Manage employee assistance and retention 3 +10509, +10511, NEW N
10508 7.5.3.1 Deliver programs to support work/life balance for 0 N
employees

10509 7.5.3.2 Develop family support systems 1 NEW N
10510 7.5.3.3 Review retention and motivation indicators 0 N
10511 7.5.3.4 Review compensation plan 1 NEW N
10497 7.5.4 Administer payroll 0 Y
10413 7.6 Redeploy and retire employees 4 +20132, c17055 Y
10512 7.6.1 Manage promotion and demotion process 0 Y
10513 7.6.2 Manage separation 0 Y
10514 7.6.3 Manage retirement 0 N
10515 7.6.4 Manage leave of absence 0 N
10516 7.6.5 Develop and implement employee outplacement 0 N
20132 7.6.6 Manage workforce scheduling 3 +20133, c10517, NEW N
20133 7.6.6.1 Receive required resources/skills and capabilities 1 NEW N
10517 7.6.6.2 Manage resource deployment 1 RENAME, WAS:Manage deployment of N
17055 7.6.7 Relocate employees and manage assignments 1 personnel
RENAME, WAS:Relocate employees, and N
manage assignments
10520 7.6.7.1 Manage expatriates 0 Y
17056 7.7 Manage employee information and analytics 1 c10525 Y
10522 7.7.1 Manage reporting processes 0 Y
10523 7.7.2 Manage employee inquiry process 0 Y
10524 7.7.3 Manage and maintain employee data 0 Y
10525 7.7.4 Manage human resource information systems HRIS 1 RENAME, WAS:Manage human resource Y
information systems (HRIS)
10526 7.7.5 Develop and manage employee metrics 0 Y
10527 7.7.6 Develop and manage time and attendance systems 0 Y
10530 7.7.7 Manage/Collect employee suggestions and perform employee 0 N
research
17057 7.8 Manage employee communication 1 +16944 Y
10529 7.8.1 Develop employee communication plan 0 N
16944 7.8.2 Conduct employee engagement surveys 1 NEW N
10532 7.9 Deliver employee communications 0 N

+20824, +20866, NEW
20608 8.1 Develop and manage IT customer relationships 44 +20609, +20612, +20617, +20623, +20632, Y
+20641, +20648, NEW
20609 8.1.1 Understand IT customer needs 3 +20610, +20611, NEW N
20610 8.1.1.1 Understand IT customer communities 1 NEW N
20611 8.1.1.2 Assess IT customer operational capabilities 1 NEW N
20612 8.1.2 Identify IT customer transformation needs 5 +20613, +20614, +20615, +20616, NEW N
20613 8.1.2.1 Understand business requirements for IT capabilities 1 NEW N
20614 8.1.2.2 Understand IT landscape 1 NEW N
20615 8.1.2.3 Develop IT visioning 1 NEW N
20616 8.1.2.4 Outline IT service expectations 1 NEW N
20617 8.1.3 Plan and communicate IT services 6 +20618, +20619, +20620, +20621, +20622, N
NEW
20618 8.1.3.1 Manage IT customer expectations 1 NEW N
20619 8.1.3.2 Define future IT services 1 NEW N
20620 8.1.3.3 Determine IT performance indicators 1 NEW N
20621 8.1.3.4 Create IT marketing messages 1 NEW N
20622 8.1.3.5 Create IT service marketing plan 1 NEW N
20623 8.1.4 Provide IT transformation guidance 10 +20624, +20625, +20937, +20626, +20627, N
+20628, +20629, +20630, +20631, NEW
20624 8.1.4.1 Develop IT transformation plans 1 NEW N
20625 8.1.4.2 Collect IT customer requirements 1 NEW N
20937 8.1.4.3 Analyze IT customer requirements 1 NEW N
20626 8.1.4.4 Identify and prioritize IT opportunities 1 NEW N
20627 8.1.4.5 Facilitate solution design activities 1 NEW N
20628 8.1.4.6 Prioritize IT outcomes 1 NEW N
20629 8.1.4.7 Develop business cases 1 NEW N
20630 8.1.4.8 Support business case 1 NEW N
20631 8.1.4.9 Develop transformation roadmap 1 NEW N

20632 8.1.5 Develop and manage IT service levels 8 +20633, +20634, +20635, +20636, +20637, N
+20638, +20640, NEW
20633 8.1.5.1 Understand IT service requirements 1 NEW N
20634 8.1.5.2 Forecast IT service demand 1 NEW N
20635 8.1.5.3 Maintain IT services catalog 1 NEW N
20636 8.1.5.4 Define service level agreement 1 NEW N
20637 8.1.5.5 Maintain IT customer contracts 1 NEW N
20638 8.1.5.6 Negotiate and establish service level agreements 1 NEW N
20640 8.1.5.7 Develop and maintain improvement processes 1 NEW N
20641 8.1.6 Manage IT customer relationships 6 +20642, +20643, +20644, +20645, +20646, N
NEW
20642 8.1.6.1 Establish relationship management mechanisms 1 NEW N
20643 8.1.6.2 Understand IT customer strategy 1 NEW N
20644 8.1.6.3 Understand IT customer environment 1 NEW N
20645 8.1.6.4 Communicate IT capabilities 1 NEW N
20646 8.1.6.5 Manage IT requirements 1 NEW N
20648 8.1.7 Analyze service performance 5 +20649, +20650, +20647, +20938, NEW N
20649 8.1.7.1 Assess SLA compliance 1 NEW N
20650 8.1.7.2 Triage SLA compliance issues 1 NEW N
20647 8.1.7.3 Collect feedback about IT products and services 1 NEW N
20938 8.1.7.4 Synthesize and distribute IT performance information 1 NEW N
20652 8.2 Develop and manage IT business strategy 51 +20653, +20660, +20668, +20674, +20682, Y
+20693, +20699, NEW
20653 8.2.1 Define business technology and governance strategy 7 +20654, +20655, +20656, +20657, +20658, N
+20659, NEW
20654 8.2.1.1 Build and maintain IT strategic intelligence 1 NEW N
20655 8.2.1.2 Monitor and map current and emerging technologies 1 NEW N
20656 8.2.1.3 Define and communicate digital transformation strategy 1 NEW N
20657 8.2.1.4 Develop IT strategic alignment 1 NEW N
20658 8.2.1.5 Articulate IT alignment principles 1 NEW N
20659 8.2.1.6 Maintain IT strategic alignment 1 NEW N

20660 8.2.2 Manage IT portfolio strategy 7 +20661, +20662, +20663, +20664, +20665, N
+20667, NEW
20661 8.2.2.1 Establish and validate IT value criteria 1 NEW N
20662 8.2.2.2 Determine IT portfolio investment balance 1 NEW N
20663 8.2.2.3 Evaluate proposed IT investment projects 1 NEW N
20664 8.2.2.4 Prioritize IT projects 1 NEW N
20665 8.2.2.5 Align IT resources to strategic priorities 1 NEW N
20667 8.2.2.6 Align IT portfolio to business objectives 1 NEW N
20668 8.2.3 Define and maintain enterprise architecture 5 +20670, +20671, +20672, +20673, NEW N
20670 8.2.3.1 Create and publish enterprise architecture principles 1 NEW N
20671 8.2.3.2 Establish and operate enterprise architecture governance 1 NEW N
20672 8.2.3.3 Research technologies to innovate IT services and 1 NEW N
20673 8.2.3.4 solutions
Provide input to definition and prioritization of IT projects 1 NEW N
20674 8.2.4 Define IT service management strategy 8 +20675, +20676, +20677, +20678, +20679, N
+20680, +20681, NEW
20675 8.2.4.1 Establish IT service management strategy and goals 1 NEW N
20676 8.2.4.2 Identify IT service operating and process requirements 1 NEW N
20677 8.2.4.3 Define IT service catalog 1 NEW N
20678 8.2.4.4 Establish IT service management framework 1 NEW N
20679 8.2.4.5 Define and implement IT service management 1 NEW N
20680 8.2.4.6 Define and deploy support service management process 1 NEW N
tools and methods
20681 8.2.4.7 Monitor and report IT performance 1 NEW N
20682 8.2.5 Control IT management system 10 +20683, +20684, +20685, +20686, +20687, N
+20688, +20689, +20690, +20692, NEW
20683 8.2.5.1 Determine IT performance measures 1 NEW N
20684 8.2.5.2 Define IT control points and assurance procedures 1 NEW N
governance model
20685 8.2.5.3 Monitor and analyze overall IT performance 1 NEW N
20686 8.2.5.4 Monitor and analyze IT financial performance 1 NEW N
20687 8.2.5.5 Monitor and analyze IT value and benefits 1 NEW N

20688 8.2.5.6 Optimize IT resource allocation 1 NEW N
20689 8.2.5.7 Manage IT projects and services interdependencies 1 NEW N
20690 8.2.5.8 Report IT service and project performance 1 NEW N
20692 8.2.5.9 Select, deploy, and operate IT performance analytics tools 1 NEW N
20693 8.2.6 Manage IT value portfolio 5 +20694, +20695, +20696, +20697, NEW N
20694 8.2.6.1 Assess performance against IT service and project value 1 NEW N
20695 8.2.6.2 criteria
Quantify value of IT service and project portfolio 1 NEW N
20696 8.2.6.3 investments
Communicate business technology value contribution 1 NEW N
20697 8.2.6.4 Determine and implement IT portfolio adjustments 1 NEW N
20699 8.2.7 Define and manage technology innovation 8 +20700, +20701, +20702, +20703, +20939, N
+20704, +20705, NEW
20700 8.2.7.1 Establish selection criteria for research initiatives 1 NEW N
20701 8.2.7.2 Analyze emerging technology concepts 1 NEW N
20702 8.2.7.3 Identify technology concepts and capabilities 1 NEW N
20703 8.2.7.4 Execute IT research projects 1 NEW N
20939 8.2.7.5 Evaluate IT research project outcomes 1 NEW N
20704 8.2.7.6 Identify and promote viable concepts 1 NEW N
20705 8.2.7.7 Develop and plan IT investment projects 1 NEW N
20706 8.3 Develop and manage IT resilience and risk 62 +20707, +20716, +20721, +20731, +20735, Y
+20743, +20749, +20756, NEW
20707 8.3.1 Develop IT compliance, risk, and security strategy 11 +20708, +20940, +20709, +20710, +20711, N
+20712, +20941, +20713, +20714, +20715,
NEW
20708 8.3.1.1 Determine and evaluate IT regulatory and audit 1 NEW N
20940 8.3.1.2 requirements
Understand business unit risk tolerance 1 NEW N
20709 8.3.1.3 Establish IT risk tolerance 1 NEW N
20710 8.3.1.4 Establish risk ownership 1 NEW N
20711 8.3.1.5 Establish and maintain risk management roles 1 NEW N
20712 8.3.1.6 Establish compliance objectives 1 NEW N
20941 8.3.1.7 Identify systems to support compliance 1 NEW N
20713 8.3.1.8 Identify and evaluate IT risk 1 NEW N

20714 8.3.1.9 Evaluate IT-related risks resiliency 1 NEW N
20715 8.3.1.10 Create IT risk mitigation strategies and approaches 1 NEW N
20716 8.3.2 Develop IT resilience strategy 5 +20717, +20718, +20719, +20720, NEW N
20717 8.3.2.1 Determine IT delivery resiliency 1 NEW N
20718 8.3.2.2 Determine critical IT risks 1 NEW N
20719 8.3.2.3 Prioritize IT risks 1 NEW N
20720 8.3.2.4 Establish mitigation approaches for IT risks 1 NEW N
20721 8.3.3 Control IT risk, compliance, and security 11 +20722, +20723, +20724, +20942, +20725, N
+20726, +20727, +20728, +20729, +20730,
NEW
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations 1 NEW N
20723 8.3.3.2 Analyze IT security threat impact 1 NEW N
20724 8.3.3.3 Create and maintain IT compliance requirements 1 NEW N
20942 8.3.3.4 Create and maintain IT security policies, standards, and 1 NEW N
procedures
20725 8.3.3.5 Develop and deploy risk management training 1 NEW N
20726 8.3.3.6 Establish risk reporting capabilities and responsibilities 1 NEW N
20727 8.3.3.7 Establish communication standards 1 NEW N
20728 8.3.3.8 Conduct IT risk and threat assessments 1 NEW N
20729 8.3.3.9 Monitor and manage IT activity risk 1 NEW N
20730 8.3.3.10 Identify, supervise and monitor IT risk mitigation 1 NEW N
20731 8.3.4 Planmeasures
and manage IT continuity 4 +20732, +20733, +20734, NEW N
20732 8.3.4.1 Evaluate IT continuity 1 NEW N
20733 8.3.4.2 Identify IT continuity gaps 1 NEW N
20734 8.3.4.3 Manage IT business continuity 1 NEW N
20735 8.3.5 Develop and manage IT security, privacy, and data protection 8 +20736, +20737, +20738, +20739, +20740, N
+20741, +20742, NEW
20736 8.3.5.1 Assess IT regulatory and confidentiality requirements and 1 NEW N
policies
20737 8.3.5.2 Create IT security, privacy, and data protection risk 1 NEW N
governance

20738 8.3.5.3 Define IT data security and privacy policies, standards, 1 NEW N
and procedures
20739 8.3.5.4 Review and monitor physical and logical IT data security 1 NEW N
measures
20740 8.3.5.5 Review and monitor application security controls 1 NEW N
20741 8.3.5.6 Review and monitor IT physical environment security 1 NEW N
20742 8.3.5.7 controls
Monitor/analyze network intrusion detection data and 1 NEW N
resolve threats
20743 8.3.6 Conduct and analyze IT compliance assessments 6 +20744, +20745, +20746, +20747, +20748, N
NEW
20744 8.3.6.1 Conduct projects to enhance IT compliance and remediate 1 NEW N
20745 8.3.6.2 risk
Conduct IT compliance control auditing of internal and 1 NEW N
external services
20746 8.3.6.3 Perform IT compliance reporting 1 NEW N
20747 8.3.6.4 Identify and escalate IT compliance issues and 1 NEW N
remediation requirements
20748 8.3.6.5 Support external audits and reports 1 NEW N
20749 8.3.7 Develop and execute IT resilience and continuity operations 7 +20750, +20751, +20752, +20753, +20754, N
+20755, NEW
20750 8.3.7.1 Conduct IT resilience improvement projects 1 NEW N
20751 8.3.7.2 Develop, document, and maintain IT business continuity 1 NEW N
planning
20752 8.3.7.3 Implement and enforce change control procedures 1 NEW N
20753 8.3.7.4 Execute recurring IT service provider business continuity 1 NEW N
20754 8.3.7.5 Provide IT resilience training 1 NEW N
20755 8.3.7.6 Execute recurring IT business operations continuity 1 NEW N
20756 8.3.8 Manage IT user identity and authorization 9 +20757, +20758, +20759, +20760, +20761, N
+20762, +20763, +20764, NEW
20757 8.3.8.1 Support integration of identity and authorization policies 1 NEW N
20758 8.3.8.2 Manage IT user directory 1 NEW N
20759 8.3.8.3 Manage IT user authorization 1 NEW N

20760 8.3.8.4 Manage IT user authentication mechanisms 1 NEW N
20761 8.3.8.5 Audit IT user identity and authorization systems 1 NEW N
20762 8.3.8.6 Respond to IT information security and network breaches 1 NEW N
20763 8.3.8.7 Conduct penetration testing 1 NEW N
20764 8.3.8.8 Audit integration of user identity and authorization 1 NEW N
20765 8.4 systems
Manage information 19 +20766, +20770, +20776, +20779, NEW Y
20766 8.4.1 Define business information and analytics strategy 4 +20767, +20768, +20769, NEW N
20767 8.4.1.1 Establish data, information, and analytic objectives 1 NEW N
20768 8.4.1.2 Establish data, information, and analytic governance 1 NEW N
20769 8.4.1.3 Access IT data/analytic capabilities 1 NEW N
20770 8.4.2 Define and maintain business information architecture 6 +20771, +20772, +20773, +20774, +20775, N
NEW
20771 8.4.2.1 Determine enterprise business information requirements 1 NEW N
20772 8.4.2.2 Define enterprise data models 1 NEW N
20773 8.4.2.3 Identify and understand external data sources 1 NEW N
20774 8.4.2.4 Establish data ownership and stewardship responsibilities 1 NEW N
20775 8.4.2.5 Maintain and evolve enterprise data and information 1 NEW N
architecture
20776 8.4.3 Define and execute business information lifecycle planning 3 +20777, +20778, NEW N
and control
20777 8.4.3.1 Define and maintain enterprise information policies, 1 NEW N
standards, and procedures
20778 8.4.3.2 Implement and execute data administration 1 NEW N
20779 8.4.4 responsibilities
Manage business information content 5 +20780, +20781, +20782, +20783, NEW N
20780 8.4.4.1 Monitor and control business information 1 NEW N
20781 8.4.4.2 Maintain business information feeds and repositories 1 NEW N
20782 8.4.4.3 Perform internal usage audits 1 NEW N
20783 8.4.4.4 Implement and administer business information access 1 NEW N
20784 8.5 Develop and manage services/solutions 40 +20785, +20793, +20799, +20808, +20817, Y
NEW

20785 8.5.1 Develop service/solution and integration strategy 8 +20786, +20787, +20788, +20789, +20790, N
+20791, +20792, NEW
20786 8.5.1.1 Determine IT service/solution development 1 NEW N
20787 8.5.1.2 Define IT service/solution development 1 NEW N
20788 8.5.1.3 processes/standards
Identify, deploy, and support development methodologies 1 NEW N
and tools
20789 8.5.1.4 Establish service component criteria 1 NEW N
20790 8.5.1.5 Understand and select reusable service components 1 NEW N
20791 8.5.1.6 Maintain service component portfolio 1 NEW N
20792 8.5.1.7 Establish development standards exception governance 1 NEW N
20793 8.5.2 Manage service/solution lifecycle planning 6 +20794, +20795, +20796, +20797, +20798, N
NEW
20794 8.5.2.1 Monitor and track emerging technology capabilities 1 NEW N
20795 8.5.2.2 Identify IT services/solutions 1 NEW N
20796 8.5.2.3 Determine IT service/solution approach 1 NEW N
20797 8.5.2.4 Define IT solution lifecycle 1 NEW N
20798 8.5.2.5 Develop IT service/solution "sunset" plans 1 NEW N
20799 8.5.3 Develop and manage service/solution architecture 9 +20800, +20801, +20802, +20803, +20804, N
+20805, +20806, +20807, NEW
20800 8.5.3.1 Assess IT application and infrastructure architecture 1 NEW N
constraints
20801 8.5.3.2 Assess business constraints on IT service/solution 1 NEW N
20802 8.5.3.3 Determine IT component integration requirements 1 NEW N
20803 8.5.3.4 Identify opportunities for IT component reuse 1 NEW N
20804 8.5.3.5 Promote adoption of existing service/solution architecture 1 NEW N
20805 8.5.3.6 Develop and maintain service/solution architectures 1 NEW N
20806 8.5.3.7 Assess IT service/solution architecture conformance 1 NEW N
20807 8.5.3.8 Manage architectural exceptions 1 NEW N
20808 8.5.4 Execute IT service/solution creation and testing 9 +20809, NEW N
20809 8.5.4.1 Execute IT service/solution development lifecycle 8 +20810, +20811, +20812, +20813, +20814, N
+20815, +20816, NEW

20810 8.5.4.1.1 Assess and validate IT service/solution requirements 1 NEW N
20811 8.5.4.1.2 Create service/solution design 1 NEW N
20812 8.5.4.1.3 Build and test IT service/solution components 1 NEW N
20813 8.5.4.1.4 Integrate IT components and services 1 NEW N
20814 8.5.4.1.5 Execute IT service/solution validation 1 NEW N
20815 8.5.4.1.6 Bundle service/solution deployment packaging 1 NEW N
20816 8.5.4.1.7 Manage service/solution process exceptions 1 NEW N
20817 8.5.5 Perform service/solution maintenance and testing 7 +20818, NEW N
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle 6 +20819, +20820, +20821, +20822, +20823, N
NEW
20819 8.5.5.1.1 Assess IT remediation 1 NEW N
20820 8.5.5.1.2 Modify service/solution design 1 NEW N
20821 8.5.5.1.3 Perform IT service/solution remediation 1 NEW N
20822 8.5.5.1.4 Manage service/solution operations 1 NEW N
20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging 1 NEW N
20824 8.6 Deploy services/solutions 42 +20825, +20832, +20840, +20848, +20858, Y
NEW
20825 8.6.1 Develop and manage service/solution deployment strategy 7 +20826, +20827, +20828, +20829, +20830, N
+20831, NEW
20826 8.6.1.1 Assess IT deployment business impact 1 NEW N
20827 8.6.1.2 Establish IT deployment policies 1 NEW N
20828 8.6.1.3 Define and create deployment procedure workflow 1 NEW N
20829 8.6.1.4 Define IT change/release standards 1 NEW N
20830 8.6.1.5 Assign deployment approval responsibilities 1 NEW N
20831 8.6.1.6 Analyze deployments outcomes 1 NEW N
20832 8.6.2 Plan service and solution implementation 8 +20833, +20834, +20835, +20836, +20837, N
+20838, +20839, NEW
20833 8.6.2.1 Assess IT deployment risk 1 NEW N
20834 8.6.2.2 Define implementation schedule and roll-out sequence 1 NEW N
20835 8.6.2.3 Determine implementation requirements 1 NEW N
20836 8.6.2.4 Plan and align user testing and resources 1 NEW N

20837 8.6.2.5 Develop IT training 1 NEW N
20838 8.6.2.6 Create implementation communications 1 NEW N
20839 8.6.2.7 Manage IT roll-back procedures 1 NEW N
20840 8.6.3 Manage change deployment control 8 +20841, +20842, +20843, +20844, +20845, N
+20846, +20847, NEW
20841 8.6.3.1 Asses IT change/release impact 1 NEW N
20842 8.6.3.2 Confirm change/release compliance 1 NEW N
20843 8.6.3.3 Assess IT change/release risk 1 NEW N
20844 8.6.3.4 Consolidate IT change 1 NEW N
20845 8.6.3.5 Create and communicate deployment schedule 1 NEW N
20846 8.6.3.6 Approve change/release deployment 1 NEW N
20847 8.6.3.7 Document IT change/release outcome 1 NEW N
20848 8.6.4 Implement technology solutions 10 +20849, +20850, +20851, +20852, +20853, N
+20854, +20855, +20856, +20857, NEW
20849 8.6.4.1 Confirm hardware/software operational status 1 NEW N
20850 8.6.4.2 Confirm operational availability 1 NEW N
20851 8.6.4.3 Execute internal IT implementation plan 1 NEW N
20852 8.6.4.4 Confirm implementation completion 1 NEW N
20853 8.6.4.5 Implement software change/release 1 NEW N
20854 8.6.4.6 Perform post-installation testing 1 NEW N
20855 8.6.4.7 Distribute software components network-wide 1 NEW N
20856 8.6.4.8 Verify change/release implementation success 1 NEW N
20857 8.6.4.9 Execute roll-back plan 1 NEW N
20858 8.6.5 Perform service and solution rollout 8 +20859, +20860, +20861, +20862, +20863, N
+20864, +20865, NEW
20859 8.6.5.1 Conduct IT training 1 NEW N
20860 8.6.5.2 Prepare and distribute service/solution communications 1 NEW N
20861 8.6.5.3 Support organizational changes 1 NEW N
20862 8.6.5.4 Execute rollout plans 1 NEW N
20863 8.6.5.5 Provide rollout support 1 NEW N
20864 8.6.5.6 Manage rollout support capabilities 1 NEW N

20865 8.6.5.7 Monitor and record rollout issues 1 NEW N
20866 8.7 Create and manage support services/solutions 62 +20867, +20873, +20880, +20888, +20895, Y
+20905, +20914, +20921, NEW
20867 8.7.1 Define and establish service delivery strategy 6 +20868, +20869, +20870, +20871, +20872, N
NEW
20868 8.7.1.1 Assess business objectives and IT service delivery 1 NEW N
20869 8.7.1.2 Define IT service delivery portfolio 1 NEW N
20870 8.7.1.3 Create and maintain IT service delivery model 1 NEW N
20871 8.7.1.4 Determine IT service delivery locations and activities 1 NEW N
20872 8.7.1.5 Define IT service delivery sourcing strategy 1 NEW N
20873 8.7.2 Define and develop service support strategy 7 +20874, +20875, +20876, +20877, +20878, N
+20879, NEW
20874 8.7.2.1 Assess business objectives and IT service support delivery 1 NEW N
20875 8.7.2.2 Define IT service support portfolio 1 NEW N
20876 8.7.2.3 Create and maintain IT support model 1 NEW N
20877 8.7.2.4 Develop IT support service sourcing strategy 1 NEW N
20878 8.7.2.5 Establish support service framework 1 NEW N
20879 8.7.2.6 Provide service support tools and technology 1 NEW N
20880 8.7.3 Plan and manage service delivery control 8 +20881, NEW N
20881 8.7.3.1 Plan operational activities for IT service delivery 7 +20882, +20883, +20884, +20885, +20886, N
+20887, NEW
20882 8.7.3.1.1 Schedule service delivery resources 1 NEW N
20883 8.7.3.1.2 Maintain/optimize batch job schedule 1 NEW N
20884 8.7.3.1.3 Schedule change/release windows 1 NEW N
20885 8.7.3.1.4 Schedule/optimize backup and archive activities 1 NEW N
20886 8.7.3.1.5 Balance operational workloads across available 1 NEW N
infrastructure components
20887 8.7.3.1.6 Determine specific problem support procedures 1 NEW N
20888 8.7.4 Develop and manage infrastructure resource planning 6 +20889, +20890, +20891, +20892, +20893, N
NEW
20889 8.7.4.1 Develop IT service delivery strategy 1 NEW N

20890 8.7.4.2 Assess IT infrastructure business objectives 1 NEW N
20891 8.7.4.3 Determine ongoing IT infrastructure capabilities 1 NEW N
20892 8.7.4.4 Plan IT infrastructure change 1 NEW N
20893 8.7.4.5 Plan and budget IT license usage volumes 1 NEW N
20895 8.7.5 Define service support planning 11 +20896, +20897, +20898, +20943, +20899, N
+20900, +20901, +20902, +20903, +20904,
NEW
20896 8.7.5.1 Understand IT support demand patterns 1 NEW N
20897 8.7.5.2 Determine required support resource levels, 1 NEW N
responsibilities, and capabilities
20898 8.7.5.3 Maintain service support knowledge repository 1 NEW N
20943 8.7.5.4 Maintain service support learning 1 NEW N
20899 8.7.5.5 Communicate service support needs 1 NEW N
20900 8.7.5.6 Define IT escalation mechanisms 1 NEW N
20901 8.7.5.7 Manage IT service support resources 1 NEW N
20902 8.7.5.8 Coordinate with external support providers 1 NEW N
20903 8.7.5.9 Triage IT service delivery incidents 1 NEW N
20904 8.7.5.10 Monitor IT service support performance 1 NEW N
20905 8.7.6 Develop and manage service delivery operations 9 +20906, +20907, +20908, +20909, +20910, N
+20911, +20912, +20913, NEW
20906 8.7.6.1 Operate and monitor online systems 1 NEW N
20907 8.7.6.2 Run and monitor batch job schedule 1 NEW N
20908 8.7.6.3 Manage service delivery workloads 1 NEW N
20909 8.7.6.4 Manage infrastructure performance and capacity 1 NEW N
20910 8.7.6.5 Respond to unplanned operational issues 1 NEW N
20911 8.7.6.6 Produce and distribute output media 1 NEW N
20912 8.7.6.7 Monitor IT infrastructure security 1 NEW N
20913 8.7.6.8 Manage IT infrastructure/data recovery 1 NEW N
20914 8.7.7 Manage infrastructure resource administration 7 +20915, +20916, +20917, +20918, +20919, N
+20920, NEW
20915 8.7.7.1 Manage infrastructure configuration 1 NEW N

20916 8.7.7.2 Perform infrastructure component maintenance 1 NEW N
20917 8.7.7.3 Install/configure/upgrade infrastructure components 1 NEW N
20918 8.7.7.4 Maintain IT asset records 1 NEW N
20919 8.7.7.5 Administer IT licenses/user agreements 1 NEW N
20920 8.7.7.6 Provide IT infrastructure service and capabilities 1 NEW N
20921 8.7.8 Operate IT user support 7 +20922, +20923, +20925, +20926, +20927, N
+20928, NEW
20922 8.7.8.1 Triage IT issues/requests 1 NEW N
20923 8.7.8.2 Provide IT resolution capabilities 1 NEW N
20925 8.7.8.3 Manage IT user requests 1 NEW N
20926 8.7.8.4 Escalate IT requests 1 NEW N
20927 8.7.8.5 Resolve IT issues/requests 1 NEW N
20928 8.7.8.6 Execute IT continuity and recovery action 1 NEW N

10728 9.1 Perform planning and management accounting 3 Y
10738 9.1.1 Perform planning/budgeting/forecasting 2 +20135, +20136 Y
10771 9.1.1.1 Develop and maintain budget policies and procedures 0 N
10772 9.1.1.2 Prepare periodic budgets and plans 0 N
20135 9.1.1.3 Operationalize and implement plans to achieve budget 1 NEW N
10773 9.1.1.4 Prepare periodic financial forecasts 0 N
20136 9.1.1.5 Perform variance analysis against forecasts and budgets 1 NEW N
10739 9.1.2 Perform cost accounting and control 1 +14057 Y
10774 9.1.2.1 Perform inventory accounting 0 N
14057 9.1.2.2 Perform profit center accounting 1 NEW N
10775 9.1.2.3 Perform cost of sales analysis 0 N
10776 9.1.2.4 Perform product costing 0 N
10777 9.1.2.5 Perform variance analysis 0 N
11175 9.1.2.6 Report on profitability 0 N
10740 9.1.3 Perform cost management 0 Y
10778 9.1.3.1 Determine key cost drivers 0 N
10779 9.1.3.2 Measure cost drivers 0 N
10780 9.1.3.3 Determine critical activities 0 N
10781 9.1.3.4 Manage asset resource deployment and utilization 0 N
10741 9.1.4 Evaluate and manage financial performance 0 Y
10782 9.1.4.1 Assess customer and product profitability 0 N
10783 9.1.4.2 Evaluate new products 0 N
10784 9.1.4.3 Perform life cycle costing 0 N
10785 9.1.4.4 Optimize customer and product mix 0 N
10786 9.1.4.5 Track performance of new-customer and product 0 N
10787 9.1.4.6 strategies
Prepare activity-based performance measures 0 N
10788 9.1.4.7 Manage continuous cost improvement 0 N
10729 9.2 Perform revenue accounting 4 Y
10742 9.2.1 Process customer credit 2 +14187, +14188 Y
10789 9.2.1.1 Establish credit policies 0 Y

10790 9.2.1.2 Analyze/Approve new account applications 0 Y
14187 9.2.1.3 Analyze credit scoring history 1 NEW N
14188 9.2.1.4 Forecast credit scoring requirement 1 NEW N
10791 9.2.1.5 Review existing accounts 0 Y
10792 9.2.1.6 Produce credit/collection reports 0 Y
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies 0 N
10743 9.2.2 Invoice customer 0 Y
10794 9.2.2.1 Maintain customer/product master files 0 Y
10795 9.2.2.2 Generate customer billing data 0 Y
10796 9.2.2.3 Transmit billing data to customers 0 Y
10797 9.2.2.4 Post receivable entries 0 Y
10798 9.2.2.5 Resolve customer billing inquiries 0 Y
10744 9.2.3 Process accounts receivable (AR) 0 Y
10799 9.2.3.1 Establish AR policies 0 N
10800 9.2.3.2 Receive/Deposit customer payments 0 N
10801 9.2.3.3 Apply cash remittances 0 N
10802 9.2.3.4 Prepare AR reports 0 N
10803 9.2.3.5 Post AR activity to the general ledger 0 N
10745 9.2.4 Manage and process collections 2 +14007, +14008 Y
10804 9.2.4.1 Establish policies for delinquent accounts 0 N
10805 9.2.4.2 Analyze delinquent account balances 0 N
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts 0 N
10807 9.2.4.4 Discuss account resolution with internal parties 0 N
10808 9.2.4.5 Process adjustments/write off balances 0 Y
14007 9.2.4.6 Perform recovery workout 1 NEW N
14008 9.2.4.7 Manage default accounts 1 NEW N
10746 9.2.5 Manage and process adjustments/deductions 0 Y
10809 9.2.5.1 Establish policies/procedures for adjustments 0 N
10810 9.2.5.2 Analyze adjustments 0 N
10811 9.2.5.3 Correspond/Negotiate with customer 0 N
10812 9.2.5.4 Discuss resolution with internal parties 0 N

10813 9.2.5.5 Prepare chargeback invoices 0 N
10814 9.2.5.6 Process related entries 0 N
10730 9.3 Perform general accounting and reporting 3 Y
10747 9.3.1 Manage policies and procedures 1 +20604 Y
10815 9.3.1.1 Negotiate service-level agreements 0 Y
10816 9.3.1.2 Establish accounting policies 0 Y
20604 9.3.1.3 Publish accounting policies 1 NEW Y
10817 9.3.1.4 Set and enforce approval limits 0 Y
10818 9.3.1.5 Establish common financial systems 0 Y
10748 9.3.2 Perform general accounting 1 c10822 Y
10819 9.3.2.1 Maintain chart of accounts 0 Y
10820 9.3.2.2 Process journal entries 0 Y
10821 9.3.2.3 Process allocations 0 Y
10822 9.3.2.4 Process period end adjustments 1 RENAME, WAS:Process period end adjustments Y
(e.g., accruals and currency conversions)
10823 9.3.2.5 Post and reconcile intercompany transactions 0 Y
10824 9.3.2.6 Reconcile general ledger accounts 0 Y
10825 9.3.2.7 Perform consolidations and process eliminations 0 Y
10826 9.3.2.8 Prepare trial balance 0 Y
10827 9.3.2.9 Prepare and post management adjustments 0 Y
10749 9.3.3 Perform fixed-asset accounting 0 Y
10828 9.3.3.1 Establish fixed-asset policies and procedures 0 N
10829 9.3.3.2 Maintain fixed-asset master data files 0 N
10830 9.3.3.3 Process and record fixed-asset additions and retires 0 N
10831 9.3.3.4 Process and record fixed-asset adjustments, 0 Y
enhancements, revaluations, and transfers
10832 9.3.3.5 Process and record fixed-asset maintenance and repair 0 N
expenses
10833 9.3.3.6 Calculate and record depreciation expense 0 N
10834 9.3.3.7 Reconcile fixed-asset ledger 0 N
10835 9.3.3.8 Track fixed-assets including physical inventory 0 N

10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and 0 N
regulatory reporting
10750 9.3.4 Perform financial reporting 1 +14074 Y
10837 9.3.4.1 Prepare business unit financial statements 0 Y
10838 9.3.4.2 Prepare consolidated financial statements 0 Y
10839 9.3.4.3 Perform business unit reporting/review management 0 Y
10840 9.3.4.4 reports
Perform consolidated reporting/review of cost 0 Y
management reports
10841 9.3.4.5 Prepare statements for board review 0 Y
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports 0 Y
10843 9.3.4.7 Produce regulatory reports 0 Y
14074 9.3.4.8 Perform legal and management consolidation 1 NEW Y
10731 9.4 Manage fixed-asset project accounting 0 Y
10751 9.4.1 Perform capital planning and project approval 0 Y
10844 9.4.1.1 Develop capital investment policies and procedures 0 N
10845 9.4.1.2 Develop and approve capital expenditure plans and 0 N
10846 9.4.1.3 budgets
Review and approve capital projects and fixed-asset 0 N
10847 9.4.1.4 acquisitions
Conduct financial justification for project approval 0 N
10752 9.4.2 Perform capital project accounting 0 Y
10848 9.4.2.1 Create project account codes 0 N
10849 9.4.2.2 Record project-related transactions 0 N
10850 9.4.2.3 Monitor and track capital projects and budget spending 0 N
10851 9.4.2.4 Close/capitalize projects 0 N
10852 9.4.2.5 Measure financial returns on completed capital projects 0 N
10732 9.5 Process payroll 3 c10755 Y
10753 9.5.1 Report time 0 Y
10853 9.5.1.1 Establish policies and procedures 0 N
10854 9.5.1.2 Collect and record employee time worked 0 N
10855 9.5.1.3 Analyze and report paid and unpaid leave 0 N
10856 9.5.1.4 Monitor regular, overtime, and other hours 0 N
10857 9.5.1.5 Analyze and report employee utilization 0 N

10754 9.5.2 Manage pay 0 Y
10858 9.5.2.1 Enter employee time worked into payroll system 0 N
10859 9.5.2.2 Maintain and administer employee earnings information 0 N
10860 9.5.2.3 Maintain and administer applicable deductions 0 N
10861 9.5.2.4 Monitor changes in tax status of employees 0 N
10862 9.5.2.5 Process and distribute payments 0 N
10863 9.5.2.6 Process and distribute manual checks 0 N
10864 9.5.2.7 Process period-end adjustments 0 N
10865 9.5.2.8 Respond to employee payroll inquiries 0 N
10755 9.5.3 Manage and process payroll taxes 3 +14075, +14076, RENAME, WAS:Process Y
payroll taxes
14075 9.5.3.1 Develop tax plan 1 NEW N
14076 9.5.3.2 Manage tax plan 1 NEW N
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0 N
10867 9.5.3.4 Produce and distribute employee annual tax statements 0 N
10868 9.5.3.5 File regulatory payroll tax forms 0 N
10733 9.6 Process accounts payable and expense reimbursements 10 +20929 Y
10756 9.6.1 Process accounts payable (AP) 2 c10874, c10875 Y
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0 Y
10870 9.6.1.2 Maintain/Manage electronic commerce 0 Y
10871 9.6.1.3 Audit invoices and key data in AP system 0 Y
10872 9.6.1.4 Approve payments 0 Y
10873 9.6.1.5 Process financial accruals and reversals 0 Y
10874 9.6.1.6 Process payables taxes 1 RENAME, WAS:Process taxes Y
10875 9.6.1.7 Research/Resolve payable exceptions 1 RENAME, WAS:Research/Resolve exceptions Y
10876 9.6.1.8 Process payments 0 Y
10877 9.6.1.9 Respond to AP inquiries 0 Y
10878 9.6.1.10 Retain records 0 Y
10879 9.6.1.11 Adjust accounting records 0 Y
10757 9.6.2 Process expense reimbursements 1 c10884 Y

10880 9.6.2.1 Establish and communicate expense reimbursement 0 Y
policies and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0 Y
10882 9.6.2.3 Approve reimbursements and advances 0 Y
10883 9.6.2.4 Process reimbursements and advances 0 Y
10884 9.6.2.5 Manage personnel accounts 1 RENAME, WAS:Manage personal accounts Y
20929 9.6.3 Manage corporate credit cards 7 +20930, +20931, +20932, +20933, +20934, N
+20935, NEW
20930 9.6.3.1 Establish corporate credit card policies and approval limits 1 NEW N
20931 9.6.3.2 Process corporate credit card requests 1 NEW N
20932 9.6.3.3 Order corporate credit cards 1 NEW N
20933 9.6.3.4 Manage corporate credit card accounts 1 NEW N
20934 9.6.3.5 Approve/Change credit limits 1 NEW N
20935 9.6.3.6 Cancel/Deactivate credit card 1 NEW N
10734 9.7 Manage treasury operations 23 +16958 Y
10758 9.7.1 Manage treasury policies and procedures 0 Y
10885 9.7.1.1 Establish scope and governance of treasury operations 0 N
10886 9.7.1.2 Establish and publish treasury policies 0 N
10887 9.7.1.3 Develop treasury procedures 0 N
10888 9.7.1.4 Monitor treasury procedures 0 N
10889 9.7.1.5 Audit treasury procedures 0 N
10890 9.7.1.6 Revise treasury procedures 0 N
10891 9.7.1.7 Develop and confirm internal controls for treasury 0 N
10892 9.7.1.8 Define system security requirements 0 N
10759 9.7.2 Manage cash 0 Y
10893 9.7.2.1 Manage and reconcile cash positions 0 N
10894 9.7.2.2 Manage cash equivalents 0 N
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0 N
10896 9.7.2.4 Develop cash flow forecasts 0 N
10897 9.7.2.5 Manage cash flows 0 N
10898 9.7.2.6 Produce cash management accounting transactions and 0 N
reports

10899 9.7.2.7 Manage and oversee banking relationships 0 N
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0 N
10760 9.7.3 Manage in-house bank accounts 0 N
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0 N
10902 9.7.3.2 Manage and facilitate inter-company borrowing 0 N
10903 9.7.3.3 transactions
Manage centralized outgoing payments on behalf of 0 N
10904 9.7.3.4 subsidiaries
Manage central incoming payments on behalf of 0 N
Manage internal payments and netting transactions 0 N
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0 N
10907 9.7.3.7 Provide account statements for in-house bank accounts 0 N
10761 9.7.4 Manage debt and investment 1 +14079 N
14079 9.7.4.1 Establish investment policy 1 NEW N
10908 9.7.4.2 Manage financial intermediary relationships 0 N
10909 9.7.4.3 Manage liquidity 0 N
10910 9.7.4.4 Manage issuer exposure 0 N
10911 9.7.4.5 Process and oversee debt and investment transactions 0 N
10912 9.7.4.6 Process and oversee foreign currency transactions 0 N
10913 9.7.4.7 Produce debt and investment accounting transaction 0 N
14210 9.7.4.8 reports
Process and oversee interest rate transactions 0 N
11208 9.7.5 Monitor and execute risk and hedging transactions 21 +12974, +20137, -11212, c11209, c11210 Y
12974 9.7.5.1 Develop risk management/hedging strategy 1 NEW N
11209 9.7.5.2 Manage interest rate risk 5 +19575, +19576, +19577, +19578, RENAME, N
WAS:Manage interest-rate risk
19575 9.7.5.2.1 Manage interest rate market data 1 NEW N
19576 9.7.5.2.2 Determine interest rate exposure for all markets 1 NEW N
19577 9.7.5.2.3 Determine interest rate hedge requirements in 1 NEW N
accordance with risk policy
19578 9.7.5.2.4 Execute interest rate trades 1 NEW N
11210 9.7.5.3 Manage foreign exchange risk 6 +19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
19579 9.7.5.3.1 Manage foreign exchange market data 1 NEW N

19580 9.7.5.3.2 Determine foreign exchange exposure for all 1 NEW N
19581 9.7.5.3.3 currencies
Determine foreign exchange hedge requirements in 1 NEW N
19582 9.7.5.3.4 Execute foreign exchange trades 1 NEW N
19583 9.7.5.3.5 Manage foreign exchange balance sheet risk 1 NEW N
11211 9.7.5.4 Manage exposure risk 4 +19584, +19585, +19586, +19587 N
19584 9.7.5.4.1 Determine current customer exposures and limit 1 NEW N
19585 9.7.5.4.2 exceptions
Resolve customer exposure limit violations 1 NEW N
19586 9.7.5.4.3 Manage customer collateral 1 NEW N
19587 9.7.5.4.4 Perform annual customer credit reviews 1 NEW N
20137 9.7.5.5 Execute hedging transactions 4 +19588, +19589, +19590, NEW N
19588 9.7.5.5.1 Measure physical positions 1 NEW N
19589 9.7.5.5.2 Establish hedges 1 NEW N
19590 9.7.5.5.3 Unwind hedges 1 NEW N
11213 9.7.5.5.4 Evaluate and refine hedging positions 0 N
11215 9.7.5.5.5 Monitor credit 0 N
11214 9.7.5.6 Produce hedge accounting transactions and reports 0 N
16958 9.7.6 Manage financial fraud/dispute cases 1 NEW N
10735 9.8 Manage internal controls 1 Y
10762 9.8.1 Establish internal controls, policies, and procedures 0 Y
10914 9.8.1.1 Establish board of directors and audit committee 0 N
10915 9.8.1.2 Define and communicate code of ethics 0 N
10916 9.8.1.3 Assign roles and responsibility for internal controls 0 N
11250 9.8.1.4 Define business process objectives and risks 0 N
11251 9.8.1.5 Define entity/unit risk tolerances 0 N
10763 9.8.2 Operate controls and monitor compliance with internal 0 Y
controls policies and procedures
10917 9.8.2.1 Design and implement control activities 0 N
10918 9.8.2.2 Monitor control effectiveness 0 N
10919 9.8.2.3 Remediate control deficiencies 0 N
10920 9.8.2.4 Create compliance function 0 N

10921 9.8.2.5 Operate compliance function 0 N
10922 9.8.2.6 Implement and maintain controls-related enabling 0 N
technologies and tools
10764 9.8.3 Report on internal controls compliance 1 c10925 Y
10923 9.8.3.1 Report to external auditors 0 N
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 0 N
exchanges, etc.
10925 9.8.3.3 Report to third parties 1 RENAME, WAS:Report to third parties (e.g., N
business partners)
10926 9.8.3.4 Report to internal management 0 N
10736 9.9 Manage taxes 1 Y
10765 9.9.1 Develop tax strategy and plan 0 N
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0 N
10928 9.9.1.2 Consolidate and optimize total tax plan 0 N
10929 9.9.1.3 Maintain tax master data 0 N
10766 9.9.2 Process taxes 1 c10931 Y
10930 9.9.2.1 Perform tax planning/strategy 0 N
10931 9.9.2.2 Prepare tax returns 1 RENAME, WAS:Prepare returns N
10932 9.9.2.3 Prepare foreign taxes 0 N
10933 9.9.2.4 Calculate deferred taxes 0 N
10934 9.9.2.5 Account for taxes 0 N
10935 9.9.2.6 Monitor tax compliance 0 N
10936 9.9.2.7 Address tax inquiries 0 N
10737 9.10 Manage international funds/consolidation 0 N
10767 9.10.1 Monitor international rates 0 N
10768 9.10.2 Manage transactions 0 N
10769 9.10.3 Monitor currency exposure/hedge currency 0 Y
10770 9.10.4 Report results 0 N
17059 9.11 Perform global trade services 1 +19593 N
14090 9.11.1 Screen sanctioned party list 0 N
14091 9.11.2 Control exports and imports 0 N

14092 9.11.3 Classify products 0 N
19593 9.11.4 Perform currency conversion 1 NEW N
14093 9.11.5 Calculate duty 0 N
14094 9.11.6 Communicate with customs 0 N
14095 9.11.7 Document trade 0 N
14096 9.11.8 Process trade preferences 0 N
14097 9.11.9 Handle restitution 0 N
14098 9.11.10 Prepare letter of credit 0 N

10937 10.1 Plan and acquire assets 8 -10942, c10944, c10941, RENAME, N
WAS:Design and construct/acquire
nonproductive assets
10941 10.1.1 Develop property strategy and long term vision 3 c10956, c10957, RENAME, WAS:Develop N
property strategy and long-term vision
10955 10.1.1.1 Confirm alignment of property requirements with business 0 Y
strategy
10956 10.1.1.2 Appraise the external environment 1 RENAME, WAS:Assess the external N
10957 10.1.1.3 Determine build or buy decision 1 environment
RENAME, WAS:Make build-or-buy decision N
10943 10.1.2 Plan facility 0 Y
10958 10.1.2.1 Design facility 0 N
10959 10.1.2.2 Analyze budget 0 N
10960 10.1.2.3 Select property 0 N
10961 10.1.2.4 Negotiate terms for facility 0 N
10962 10.1.2.5 Manage construction or modification to building 0 N
10944 10.1.3 Provide workspace and facilities 3 c10963, c10964, RENAME, WAS:Provide N
workspace and assets
10963 10.1.3.1 Acquire workspace and facilities 1 RENAME, WAS:Acquire workspace and assets N
10964 10.1.3.2 Change fit/form/function of workspace and facilities 1 RENAME, WAS:Change fit/form/function of N
10949 10.1.4 Manage facilities operations 0 N
10965 10.1.4.1 Relocate people 0 N
10966 10.1.4.2 Relocate material and tools 0 N
19208 10.2 Design and construct productive assets 22 +19209, +20139, +19229, +19224, NEW N
19209 10.2.1 Manage capital program for productive assets 4 +19210, +19211, +19212, NEW N
19210 10.2.1.1 Define capital investment plan 1 NEW N
19211 10.2.1.2 Monitor capital program 1 NEW N
19212 10.2.1.3 Secure construction financing 1 NEW N
20139 10.2.2 Design and plan asset construction 6 +19220, +11276, +19221, +19222, +19223, N
NEW
19220 10.2.2.1 Develop construction strategy 1 NEW N

11276 10.2.2.2 Perform construction performance management 1 NEW N
19221 10.2.2.3 Obtain construction permissions 1 NEW N
19222 10.2.2.4 Design assets 1 NEW N
19223 10.2.2.5 Plan construction resources 1 NEW N
19229 10.2.3 Schedule and perform construction work 6 +19230, +19231, +19232, +19233, +19234, N
NEW
19230 10.2.3.1 Schedule construction work 1 NEW N
19231 10.2.3.2 Obtain resources 1 NEW N
19232 10.2.3.3 Construct new assets 1 NEW N
19233 10.2.3.4 Augment existing assets 1 NEW N
19234 10.2.3.5 Renew/Replace assets 1 NEW N
19224 10.2.4 Manage asset construction 5 +19225, +19226, +19227, +19228, NEW N
19225 10.2.4.1 Monitor work performance 1 NEW N
19226 10.2.4.2 Undertake construction quality control 1 NEW N
19227 10.2.4.3 Create work and asset records 1 NEW N
19228 10.2.4.4 Manage safety, security, and access to sites 1 NEW N
19238 10.3 Maintain productive assets 23 +19239, +19245, +19253, NEW N
19239 10.3.1 Plan asset maintenance 8 +19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
19240 10.3.1.1 Develop maintenance strategies 1 NEW N
10967 10.3.1.2 Analyze assets and predict maintenance requirements 1 RENAME, WAS:Analyze assets, and predict N
maintenance requirements
19241 10.3.1.3 Specify maintenance policies 1 NEW N
10968 10.3.1.4 Integrate preventive maintenance into operations schedule 1 RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
19242 10.3.1.5 Identify work management tasks & priorities 1 NEW N
19243 10.3.1.6 Conduct resource planning 1 NEW N
19244 10.3.1.7 Create work plans 1 NEW N
19245 10.3.2 Manage asset maintenance 8 +19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
19246 10.3.2.1 Schedule maintenance work 1 NEW N

19247 10.3.2.2 Obtain required resources 1 NEW N
19248 10.3.2.3 Undertake quality control 1 NEW N
19249 10.3.2.4 Update work and asset records 1 NEW N
19250 10.3.2.5 Manage maintenance work safety 1 NEW N
19251 10.3.2.6 Define maintenance performance targets 1 NEW N
19252 10.3.2.7 Monitor maintenance performance against 1 NEW N
19253 10.3.3 targets/contracts
Perform asset maintenance 6 +10947, +19254, +19255, +19256, +19257, N
NEW
10947 10.3.3.1 Perform preventative asset maintenance 1 NEW N
19254 10.3.3.2 Perform routine asset maintenance 1 NEW N
19255 10.3.3.3 Perform corrective asset maintenance and repairs 1 NEW N
19256 10.3.3.4 Identify unplanned maintenance requirements 1 NEW N
19257 10.3.3.5 Perform unplanned maintenance and repairs 1 NEW N
10940 10.4 Dispose of assets 3 +19258, +16970, RENAME, WAS:Dispose of Y
productive and nonproductive assets
10952 10.4.1 Develop exit strategy 0 N
19258 10.4.2 Decommission productive assets 1 NEW N
10953 10.4.3 Perform sale or trade 0 N
10954 10.4.4 Perform abandonment 0 N
16970 10.4.5 Perform waste and hazardous goods management 1 NEW N

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 8 RENAME, WAS:Manage Enterprise Risk, N
Resiliency Compliance, Remediation and Resiliency
17060 11.1 Manage enterprise risk 3 Y
16439 11.1.1 Establish the enterprise risk framework and policies 0 N
16440 11.1.1.1 Determine risk tolerance for organization 0 N
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0 N
16442 11.1.1.3 procedures
Identify and implement enterprise risk management tools 0 N
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0 N
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive 0 N
management and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 2 c16448, c16451 N
16446 11.1.2.1 Identify enterprise level risks 0 N
16447 11.1.2.2 Assess risks to determine which to mitigate 0 N
16448 11.1.2.3 Develop risk mitigation and management strategy and 1 RENAME, WAS:Develop risk mitigation and N
integrate with existing performance management management strategy, and integrate with existing
processes performance management processes
16449 11.1.2.4 Verify business unit and functional risk mitigation plans 0 N
are implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0 N
16451 11.1.2.6 Report on enterprise risk activities 1 RENAME, WAS:Report on risk activities N
16452 11.1.2.7 Coordinate business unit and functional risk management 0 N
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 0 N
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 1 N
16456 11.1.3.1 Identify risks 0 N
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0 N
procedures

16458 11.1.3.3 Develop mitigation plans for risks 1 +18129 N
18129 11.1.3.3.1 Assess adequacy of insurance coverage 1 NEW N
16459 11.1.3.4 Implement mitigation plans for risks 0 N
16460 11.1.3.5 Monitor risks 0 N
16461 11.1.3.6 Analyze risk activities and update plans 0 N
16462 11.1.3.7 Report on risk activities 0 N
17467 11.2 Manage compliance 4 N
17468 11.2.1 Establish compliance framework and policies 0 N
17469 11.2.1.1 Develop enterprise compliance policies and procedures 0 N
17470 11.2.1.2 Implement enterprise compliance activities 0 N
14133 11.2.1.3 Manage internal audits 0 N
14137 11.2.1.4 Maintain controls-related technologies and tools 0 N
16463 11.2.2 Manage regulatory compliance 4 +19595, +19596, c16467, c16469 N
16464 11.2.2.1 Develop regulatory compliance procedures 0 N
16465 11.2.2.2 Identify applicable regulatory requirements 0 N
16466 11.2.2.3 Monitor the regulatory environment for changing or 0 N
emerging regulations
16467 11.2.2.4 Assess current compliance position and identify 1 RENAME, WAS:Assess current compliance N
weaknesses or shortfalls therein position, and identify weaknesses or shortfalls
therein
16468 11.2.2.5 Implement missing or stronger regulatory compliance 0 N
controls and policies
16469 11.2.2.6 Monitor and test regulatory compliance position and 1 RENAME, WAS:Monitor and test, on an ongoing N
existing controls and scheduled basis, regulatory compliance
position and existing controls, defining controls
that should be added, removed, or modified as
required
19595 11.2.2.7 Compile and communicate compliance scorecard(s) 1 NEW N

19596 11.2.2.8 Compile and communicate internal and regulatory 1 NEW N
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0 N

11185 11.3 Manage remediation efforts 0 Y
11201 11.3.1 Create remediation plans 0 N
11202 11.3.2 Contact and confer with experts 0 N
11203 11.3.3 Identify/dedicate resources 0 N
11204 11.3.4 Investigate legal aspects 0 N
11205 11.3.5 Investigate damage cause 0 N
11206 11.3.6 Amend or create policy 0 N
11216 11.4 Manage business resiliency 0 Y
11221 11.4.1 Develop the business resilience strategy 0 N
11222 11.4.2 Perform continuous business operations planning 0 N
11223 11.4.3 Test continuous business operations 0 N
11224 11.4.4 Maintain continuous business operations 0 N
16471 11.4.5 Share knowledge of specific risks across other parts of the 0 N
organization

11010 12.1 Build investor relationships 0 N
11035 12.1.1 Plan, build, and manage lender relations 0 N
11036 12.1.2 Plan, build, and manage analyst relations 0 N
11037 12.1.3 Communicate with shareholders 0 N
11011 12.2 Manage government and industry relationships 13 N
11038 12.2.1 Manage government relations 6 +12869, +12870, +12871, +12872, +12873, N
+12874
12869 12.2.1.1 Assess relationships 1 NEW N
12870 12.2.1.2 Appoint responsible executives 1 NEW N
12871 12.2.1.3 Monitor relationships 1 NEW N
12872 12.2.1.4 Receive input from internal advisors 1 NEW N
12873 12.2.1.5 Receive input from external advisors 1 NEW N
12874 12.2.1.6 Liaise with authorities 1 NEW N
11039 12.2.2 Manage relations with quasi-government bodies 4 +12875, +12876, +12877, +12878 N
12875 12.2.2.1 Establish relationships with agencies 1 NEW N
12876 12.2.2.2 Respond to audit inquiries 1 NEW N
12877 12.2.2.3 Maintain documentation of contacts 1 NEW N
12878 12.2.2.4 Plan and manage meetings 1 NEW N
11040 12.2.3 Manage relations with trade or industry groups 3 +12879, +12880, +12881 N
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1 NEW N
12880 12.2.3.2 Monitor the success of the partnerships 1 NEW N
12881 12.2.3.3 Extend or change the relationships 1 NEW N
11041 12.2.4 Manage lobby activities 0 N
11012 12.3 Manage relations with board of directors 1 c11042 N
11042 12.3.1 Report financial results 1 RENAME, WAS:Report results N
11043 12.3.2 Report audit findings 0 N
11013 12.4 Manage legal and ethical issues 1 Y
11044 12.4.1 Create ethics policies 0 N
11045 12.4.2 Manage corporate governance policies 0 N
11046 12.4.3 Develop and perform preventive law programs 0 N

11047 12.4.4 Ensure compliance 0 N
11053 12.4.4.1 Plan and initiate compliance program 0 N
11054 12.4.4.2 Execute compliance program 0 N
11048 12.4.5 Manage outside counsel 0 N
11056 12.4.5.1 Assess problem and determine work requirements 0 N
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0 N
11058 12.4.5.3 Receive strategy/budget 0 N
11059 12.4.5.4 Receive work product and manage/monitor case and work 0 N
performed
11060 12.4.5.5 Process payment for legal services 0 N
11061 12.4.5.6 Track legal activity/performance 0 N
11049 12.4.6 Protect intellectual property 1 c11062 N
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1 RENAME, WAS:Manage copyrights and patents N
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0 N
11064 12.4.6.3 Administer licensing terms 0 N
11065 12.4.6.4 Administer options 0 N
11050 12.4.7 Resolve disputes and litigations 0 N
11051 12.4.8 Provide legal advice/counseling 0 N
11052 12.4.9 Negotiate and document agreements/contracts 0 N
11014 12.5 Manage public relations program 0 N
11066 12.5.1 Manage community relations 0 N
11067 12.5.2 Manage media relations 0 N
11068 12.5.3 Promote political stability 0 N
11069 12.5.4 Create press releases 0 N
11070 12.5.5 Issue press releases 0 N

16378 13.1 Manage business processes 3 N
16379 13.1.1 Establish and maintain process management governance 0 N
16380 13.1.1.1 Define and manage governance approach 0 N
16381 13.1.1.2 Establish and maintain process tools and templates 0 N
16382 13.1.1.3 Assign and support process ownership 0 N
16383 13.1.1.4 Perform process governance activities 0 N
16384 13.1.2 Define and manage process frameworks 0 N
16385 13.1.2.1 Establish and maintain process framework 0 N
16386 13.1.2.2 Identify cross-functional processes 0 N
16387 13.1.3 Define processes 2 c16390 N
16388 13.1.3.1 Scope processes 0 N
16389 13.1.3.2 Analyze processes 1 +20140 N
20140 13.1.3.2.1 Identify published best practices 1 NEW N
16390 13.1.3.3 Model and document processes 1 RENAME, WAS:Map processes N
16391 13.1.3.4 Publish processes 0 N
16392 13.1.4 Manage process performance 1 N
16393 13.1.4.1 Provide process training 0 N
16394 13.1.4.2 Support process execution 0 N
16395 13.1.4.3 Measure and report process performance 1 +20141 N
20141 13.1.4.3.1 Identify additional metrics as required 1 NEW N
16396 13.1.5 Improve processes 0 N
16397 13.1.5.1 Identify and select improvement opportunities 0 N
16398 13.1.5.2 Manage improvement projects 0 N
16399 13.1.5.3 Perform continuous improvement activities 0 N
16400 13.2 Manage portfolio, program, and project 1 N
16401 13.2.1 Manage portfolio 0 N
16402 13.2.1.1 Establish portfolio strategy 0 N
16403 13.2.1.2 Define portfolio governance 0 N
16404 13.2.1.3 Monitor and control portfolio 0 N
16405 13.2.2 Manage programs 0 N

16406 13.2.2.1 Establish program structure and approach 0 N
16407 13.2.2.2 Manage program stakeholders and partners 0 N
16408 13.2.2.3 Manage program execution 0 N
16409 13.2.2.4 Review and report program performance 0 N
16410 13.2.3 Manage projects 1 N
16411 13.2.3.1 Establish project scope 0 N
11117 13.2.3.1.1 Identify project requirements and objectives 0 N
16412 13.2.3.1.2 Identify project resource requirements 0 N
11118 13.2.3.1.3 Assess culture and readiness for project management 0 N
approach
11120 13.2.3.1.4 Create business case and obtain funding 0 N
11121 13.2.3.1.5 Develop project measures and indicators 0 N
11119 13.2.3.2 Identify appropriate project management methodologies 0 N
16413 13.2.3.3 Develop project plans 1 +20142 N
11123 13.2.3.3.1 Define roles and resources 0 N
20142 13.2.3.3.2 Acquire/secure project resources 1 NEW N
11124 13.2.3.3.3 Identify specific IT requirements 0 N
11125 13.2.3.3.4 Create training and communication plans 0 N
11127 13.2.3.3.5 Design recognition and reward approaches 0 N
11128 13.2.3.3.6 Design and plan launch of project 0 N
11129 13.2.3.3.7 Deploy the project 0 N
16414 13.2.3.4 Execute projects 0 N
11131 13.2.3.4.1 Evaluate impact of project management (strategy and 0 N
projects) on measures and outcomes
16415 13.2.3.4.2 Report the status of project 0 N
16416 13.2.3.4.3 Manage project scope 0 N
11132 13.2.3.4.4 Promote and sustain activity and involvement 0 N
11133 13.2.3.4.5 Realign and refresh project management strategy and 0 N
approaches
16417 13.2.3.5 Review and report project performance 0 N
16418 13.2.3.6 Close projects 0 N

17471 13.3 Manage enterprise quality 0 N
17472 13.3.1 Establish quality requirements 0 N
17473 13.3.1.1 Define critical-to-quality characteristics 0 N
17474 13.3.1.2 Define preventive quality activities 0 N
17475 13.3.1.3 Develop quality controls 0 N
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0 N
17477 13.3.1.3.2 Define sampling plan 0 N
17478 13.3.1.3.3 Identify measurement methods 0 N
17479 13.3.1.3.4 Define required competencies 0 N
17480 13.3.1.4 Prove capability to assess compliance with requirements 0 N
17481 13.3.1.5 Finalize quality plan 0 N
17482 13.3.2 Evaluate performance to requirements 0 N
17483 13.3.2.1 Test against quality plan 0 N
17484 13.3.2.1.1 Conduct test and collect data 0 N
17485 13.3.2.1.2 Record result(s) 0 N
17486 13.3.2.1.3 Determine disposition of result(s) 0 N
17487 13.3.2.2 Assess results of tests 0 N
17488 13.3.2.2.1 Assess sample significance 0 N
17489 13.3.2.2.2 Summarize result(s) 0 N
17490 13.3.2.2.3 Recommend actions 0 N
17491 13.3.2.2.4 Decide next steps 0 N
17492 13.3.3 Manage non-conformance 0 N
17493 13.3.3.1 Assess potential impact 0 N
17494 13.3.3.2 Determine immediate action(s) 0 N
17495 13.3.3.3 Identify root cause(s) 0 N
17496 13.3.3.4 Take corrective or preventative action 0 N
17497 13.3.3.5 Close non-conformance 0 N
17498 13.3.4 Implement and maintain the enterprise quality management 0 N
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0 N
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0 N

17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0 N
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0 N
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0 N
17504 13.3.4.6 Create environment and capability for EQMS 0 N
17505 13.3.4.6.1 improvement(s)
Reward quality excellence 0 N
17506 13.3.4.6.2 Create and maintain quality partnerships 0 N
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0 N
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0 N
17509 13.3.4.6.5 channels
Assure independent EQMS management access to 0 N
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0 N
11074 13.4 Manage change 6 N
11134 13.4.1 Plan for change 3 +20143, +20144, c11141 N
11138 13.4.1.1 Select process improvement methodology 0 N
11140 13.4.1.2 Determine stakeholders 0 N
11139 13.4.1.3 Assess readiness for change 0 N
11141 13.4.1.4 Identify change champion(s) 1 RENAME, WAS:Engage/Identify champion N
11142 13.4.1.5 Form design team 0 N
11143 13.4.1.6 Define scope 0 N
11144 13.4.1.7 Understand current state 0 N
11145 13.4.1.8 Define future state 0 N
11146 13.4.1.9 Conduct organizational risk analysis 0 N
11147 13.4.1.10 Assess cultural issues 0 N
20143 13.4.1.11 Identify impacted groups 1 NEW N
20144 13.4.1.12 Determine degree/extent of impact 1 NEW N
11148 13.4.1.13 Establish accountability for change management 0 N
11149 13.4.1.14 Identify barriers to change 0 N
11150 13.4.1.15 Determine change enablers 0 N
11151 13.4.1.16 Identify resources and develop measures 0 N
11135 13.4.2 Design the change 1 +20145 N

11152 13.4.2.1 Assess connection to other initiatives 0 N
11153 13.4.2.2 Develop change management plans 0 N
11154 13.4.2.3 Develop training plan 0 N
11155 13.4.2.4 Develop communication plan 0 N
20145 13.4.2.5 Assign change champion(s) 1 NEW N
11156 13.4.2.6 Develop rewards/incentives plan 0 N
11157 13.4.2.7 Establish change adoption metrics 0 N
11158 13.4.2.8 Establish/Clarify new roles 0 N
11159 13.4.2.9 Identify budget/roles 0 N
11136 13.4.3 Implement change 2 +20146, c11161 N
11160 13.4.3.1 Create commitment for improvement/change 0 N
11161 13.4.3.2 Reengineer business processes and systems 1 RENAME, WAS:Re-engineer business processes N
and systems
11162 13.4.3.3 Support transition to new roles or exit strategies for 0 N
incumbents
11163 13.4.3.4 Monitor change 0 N
20146 13.4.3.5 Report on change 1 NEW N
11137 13.4.4 Sustain improvement 0 N
11164 13.4.4.1 Monitor improved process performance 0 N
11165 13.4.4.2 Capture and reuse lessons learned from change process 0 N
11166 13.4.4.3 Take corrective action as necessary 0 N
11073 13.5 Develop and manage enterprise-wide knowledge management 9 +20965, +20969 Y
(KM) capability
11095 13.5.1 Develop KM strategy 2 -11101, c11100 N
11100 13.5.1.1 Develop governance model with roles and accountability 1 RENAME, WAS:Develop governance model N
11102 13.5.1.2 Define roles and accountability of core group versus 0 N
operating units
11103 13.5.1.3 Develop funding models 0 N
11104 13.5.1.4 Identify links to key initiatives 0 N
11105 13.5.1.5 Develop core KM methodologies 0 N
11106 13.5.1.6 Assess IT needs and engage IT function 0 N

11107 13.5.1.7 Develop training and communication plans 0 N
11108 13.5.1.8 Develop change management approaches 0 N
11109 13.5.1.9 Develop strategic measures and indicators 0 N
11096 13.5.2 Assess KM capabilities 0 Y
11110 13.5.2.1 Assess maturity of existing KM initiatives 0 N
11111 13.5.2.2 Evaluate existing KM approaches 0 N
11112 13.5.2.3 Identify gaps and needs 0 N
20965 13.5.3 Design and implement KM capabilities 4 +20966, +20967, +20968, NEW N
11114 13.5.3.1 Develop new KM approaches 0 N
20966 13.5.3.2 Design resource model for KM approaches 1 NEW N
11115 13.5.3.3 Implement new KM approaches 0 N
20967 13.5.3.4 Leverage and enhance IT for KM approaches 1 NEW N
20968 13.5.3.5 Develop measures 1 NEW N
20969 13.5.4 Evolve and sustain KM capabilities 3 +20970, +20971, NEW N
11113 13.5.4.1 Enhance/Modify existing KM approaches 0 N
20970 13.5.4.2 Sustain awareness and engagement 1 NEW N
20971 13.5.4.3 Expand KM infrastructure to meet demand 1 NEW N
16436 13.6 Measure and benchmark 7 +20147 N
11071 13.6.1 Create and manage organizational performance strategy 2 c11076, c11078 N
11075 13.6.1.1 Create enterprise measurement systems model 0 N
11076 13.6.1.2 Measure process efficiency 1 RENAME, WAS:Measure process productivity N
11077 13.6.1.3 Measure cost effectiveness 0 N
11078 13.6.1.4 Measure staff productivity 1 RENAME, WAS:Measure staff efficiency N
11079 13.6.1.5 Measure cycle time 0 N
11072 13.6.2 Benchmark performance 1 c11087 N
11083 13.6.2.1 Conduct performance assessments 0 N
11084 13.6.2.2 Develop benchmarking capabilities 0 N
11085 13.6.2.3 Conduct internal process and external competitive 0 N
benchmarking
11087 13.6.2.4 Conduct gap analysis 1 RENAME, WAS:Conduct gap analysis to N
understand need for change and degree needed

11088 13.6.2.5 Establish need for change 0 N
20147 13.6.3 Evaluate process performance 4 +20148, c10274, c10275, NEW N
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 0 N
10271 13.6.3.2 Establish monitoring frequency 0 N
20148 13.6.3.3 Collect data 1 NEW N
10272 13.6.3.4 Calculate performance measures 0 N
10273 13.6.3.5 Identify performance trends 0 N
10274 13.6.3.6 Analyze performance against benchmark data 1 RENAME, WAS:Analyze performance N
benchmark gaps
10275 13.6.3.7 Prepare reports 1 RENAME, WAS:Prepare appropriate reports N
10276 13.6.3.8 Develop performance improvement plan 0 N
11179 13.7 Manage environmental health and safety (EHS) 0 N
11180 13.7.1 Determine environmental health and safety impacts 0 Y
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0 N
operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0 N
11181 13.7.2 Develop and execute functional EHS program 0 N
11188 13.7.2.1 Identify regulatory and stakeholder requirements 0 N
11189 13.7.2.2 Assess future risks and opportunities 0 N
11190 13.7.2.3 Create EHS policy 0 N
11191 13.7.2.4 Record and manage EHS events 0 N
11182 13.7.3 Train and educate functional employees 0 N
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide 0 N
11183 13.7.4 support
Monitor and manage functional EHS management program 0 N
11193 13.7.4.1 Manage EHS costs and benefits 0 N
11194 13.7.4.2 Measure and report EHS performance 0 N
11196 13.7.4.3 Implement emergency response program 0 N
11197 13.7.4.4 Implement pollution prevention program 0 N
11195 13.7.4.5 Provide employees with EHS support 0 N
20959 13.8 Develop, Manage, and Deliver Analytics 6 +20960, +20961, +20962, +20963, +20964, N
NEW

20960 13.8.1 Develop and manage hypotheses 1 NEW N
20961 13.8.2 Collect data 1 NEW N
20962 13.8.3 Analyze data 1 NEW N
20963 13.8.4 Report on data 1 NEW N
20964 13.8.5 Identify remedial actions 1 NEW N

17040 1.1 Define the business concept and long-term vision 12 c10019 N
10017 1.1.1 Assess the external environment 3 +19945, +16790, +16791 Y
19945 1.1.1.1 Identify competitors 1 NEW N
10021 1.1.1.2 Analyze and Evaluate competition 0 N
10022 1.1.1.3 Identify economic trends 0 N
10023 1.1.1.4 Identify political and regulatory issues 0 N
10024 1.1.1.5 Assess new technology innovations 0 N
10025 1.1.1.6 Analyze demographics 0 N
10026 1.1.1.7 Identify social and cultural changes 0 N
10027 1.1.1.8 Identify ecological concerns 0 N
16790 1.1.1.9 Identify intellectual property concerns 1 NEW N
16791 1.1.1.10 Evaluate IP acquisition options 1 NEW N
10018 1.1.2 Survey market and determine customer needs and wants 4 +19946, +19947, -10029, c10028 Y
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1 RENAME, WAS:Conduct N
qualitative/quantitative assessments
19946 1.1.2.2 Capture customer needs and wants 1 NEW N
19947 1.1.2.3 Assess customer needs and wants 1 NEW N
10019 1.1.3 Assess the internal environment 4 +19948, c10033, c10034, RENAME, N
WAS:Perform internal analysis
10030 1.1.3.1 Analyze organizational characteristics 0 N
19948 1.1.3.2 Analyze internal operations 1 NEW N
10031 1.1.3.3 Create baselines for current processes 0 N
10032 1.1.3.4 Analyze systems and technology 0 N
10033 1.1.3.5 Analyze financial health 1 RENAME, WAS:Analyze financial positions N
10034 1.1.3.6 Identify core competencies 1 RENAME, WAS:Identify enterprise core N
competencies
10020 1.1.4 Establish strategic vision 1 +19949 N
19949 1.1.4.1 Define the strategic vision 1 NEW N
10035 1.1.4.2 Align stakeholders around strategic vision 0 N
10036 1.1.4.3 Communicate strategic vision to stakeholders 0 N

16792 1.1.5 Conduct organization restructuring opportunities 0 N
16793 1.1.5.1 Identify restructuring opportunities 0 N
16794 1.1.5.2 Perform due-diligence 0 N
16795 1.1.5.3 Analyze deal options 0 N
16796 1.1.5.3.1 Evaluate acquisition options 0 N
16797 1.1.5.3.2 Evaluate merger options 0 N
16798 1.1.5.3.3 Evaluate de-merger options 0 N
16799 1.1.5.3.4 Evaluate divesture options 0 N
10015 1.2 Develop business strategy 39 +19959, +18916, c10038, c10041 N
10037 1.2.1 Develop overall mission statement 0 N
10044 1.2.1.1 Define current business 0 N
10045 1.2.1.2 Formulate mission 0 N
10046 1.2.1.3 Communicate mission 0 N
10038 1.2.2 Define and evaluate strategic options to achieve the 14 +16800, +16802, +16803, +16805, +16806, N
objectives +19950, +19951, +19952, -14190, RENAME,
WAS:Evaluate strategic options to achieve the
objectives
10047 1.2.2.1 Define strategic options 1 +18083 N

18083 1.2.2.1.1 Select partnerships and relationships to support the 1 NEW N
extended enterprise
10048 1.2.2.2 Assess and analyze impact of each option 2 +13289, +13290 N
13289 1.2.2.2.1 Identify implications for key operating model business 1 NEW N
elements that require change
13290 1.2.2.2.2 Identify implications for key technology aspects 1 NEW N
16800 1.2.2.3 Develop B2B strategy 2 +16801, NEW N
16801 1.2.2.3.1 Develop service as a product strategy 1 NEW N
16802 1.2.2.4 Develop B2C strategy 1 NEW N
16803 1.2.2.5 Develop partner/alliance strategy 1 NEW N
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1 NEW N
16806 1.2.2.7 Develop innovation strategy 1 NEW N
14189 1.2.2.8 Develop sustainability strategy 0 N

19950 1.2.2.9 Develop global support strategy 1 NEW N
19951 1.2.2.10 Develop shared services strategy 1 NEW N
14197 1.2.2.11 Develop lean/continuous improvement strategy 0 N
19952 1.2.2.12 Develop innovation strategy and framework 1 NEW N
10039 1.2.3 Select long-term business strategy 0 N
10040 1.2.4 Coordinate and align functional and process strategies 0 N
10041 1.2.5 Create organizational design 1 RENAME, WAS:Create organizational design N
(structure, governance, reporting, etc.)
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0 N
10050 1.2.5.2 Perform job-specific roles mapping and value-added 0 N
10051 1.2.5.3 analyses
Develop role activity diagrams to assess hand-off activity 0 N
10052 1.2.5.4 Perform organization redesign workshops 0 N
10053 1.2.5.5 Design the relationships between organizational units 0 N
10054 1.2.5.6 Develop role analysis and activity diagrams for key 0 N
10055 1.2.5.7 processes
Assess organizational implication of feasible alternatives 0 N
10056 1.2.5.8 Migrate to new organization 0 N
10042 1.2.6 Develop and set organizational goals 3 +19953, +19954, +19955 N
19953 1.2.6.1 Identify organizational goals 1 NEW N
19954 1.2.6.2 Establish baseline metrics 1 NEW N
19955 1.2.6.3 Monitor performance against goals 1 NEW N
10043 1.2.7 Formulate business unit strategies 3 +19956, +19957, +19958 N
19956 1.2.7.1 Analyze business unit strategies 1 NEW N
19957 1.2.7.2 Identify core competency for each business unit 1 NEW N
19958 1.2.7.3 Refine business unit strategies in support of company 1 NEW N
19959 1.2.8 strategy
Develop customer experience strategy 17 +19960, +19964, +19971, +19974, NEW N
19960 1.2.8.1 Assess customer experience 4 +19961, +19962, +19963, NEW N
19961 1.2.8.1.1 Identify and review customer touchpoints 1 NEW N
19962 1.2.8.1.2 Assess customer experience across touchpoints 1 NEW N
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1 NEW N
experiences

19964 1.2.8.2 Design customer experience 8 +16612, +19965, +19966, +19967, +19968, N
+19969, +19970, NEW
16612 1.2.8.2.1 Define and manage personas 1 NEW N
19965 1.2.8.2.2 Create customer journey maps 1 NEW N
19966 1.2.8.2.3 Define single view of the customer for the organization 1 NEW N
19967 1.2.8.2.4 Define a vision for the customer experience 1 NEW N
19968 1.2.8.2.5 Validate with customers 1 NEW N
19969 1.2.8.2.6 Align experience with brand values and business 1 NEW N
19970 1.2.8.2.7 strategies
Develop content strategy 1 NEW N
19971 1.2.8.3 Design customer experience support structure 3 +19972, +19973, NEW N
19972 1.2.8.3.1 Identify required capabilities 1 NEW N
19973 1.2.8.3.2 Identify impact on functional processes 1 NEW N
19974 1.2.8.4 Develop customer experience roadmap to develop and 1 NEW N
implement defined capabilities
18916 1.2.9 Communicate strategies internally and externally 1 NEW N
10016 1.3 Execute and measure strategic initiatives 12 +19507, RENAME, WAS:Manage strategic N
initiatives
10057 1.3.1 Develop strategic initiatives 3 +19975, +19976, +19977 N
19975 1.3.1.1 Identify strategic priorities 1 NEW N
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1 NEW N
19977 1.3.1.3 value
Review with stakeholders 1 NEW N
10058 1.3.2 Evaluate strategic initiatives 2 +19978, +19979 N
19978 1.3.2.1 Determine business value for each strategic priority 1 NEW N
19979 1.3.2.2 Determine the customer value for each strategic priority 1 NEW N
10059 1.3.3 Select strategic initiatives 2 +19980, +19981 N
19980 1.3.3.1 Prioritize strategic initiatives 1 NEW N
19981 1.3.3.2 Communicate strategic initiatives to business units and 1 NEW N
stakeholders
10060 1.3.4 Establish high-level measures 3 +19982, +19983, +19984 N
19982 1.3.4.1 Identify business value drivers 1 NEW N
19983 1.3.4.2 Establish baselines for business value drivers 1 NEW N

19984 1.3.4.3 Monitor performance against baselines 1 NEW N
19507 1.3.5 Execute strategic initiatives 1 NEW N
20944 1.4 Develop and maintain business models 12 +20945, +20950, +20955, NEW N
20945 1.4.1 Develop business models 5 +20946, +20947, +20948, +20949, NEW N
20946 1.4.1.1 Assemble business model information 1 NEW N
20947 1.4.1.2 Secure appropriate approvals 1 NEW N
20948 1.4.1.3 Identify integration points with existing models 1 NEW N
20949 1.4.1.4 Adopt the business model 1 NEW N
20950 1.4.2 Maintain business models 5 +20951, +20952, +20953, +20954, NEW N
20951 1.4.2.1 Establish business model maintenance parameters 1 NEW N
20952 1.4.2.2 Accept business model feedback parameters 1 NEW N
20953 1.4.2.3 Prioritize and manage incoming feedback 1 NEW N
20954 1.4.2.4 Update existing models 1 NEW N
20955 1.4.3 Establish business model governance 1 NEW N

19696 2.1 Govern and manage product/service development program 32 +19985, +11740, NEW Y
10061 2.1.1 Manage product and service portfolio 2 -10064, -14192 Y
10063 2.1.1.1 Evaluate performance of existing products/services 0 Y
against market opportunities
10066 2.1.1.2 Confirm alignment of product/service concepts with 0 N
business strategy
10074 2.1.1.3 Prioritize and select new product/service concepts 0 N
10073 2.1.1.4 Plan and develop cost and quality targets 0 N
10075 2.1.1.5 Specify development timing targets 0 N
10076 2.1.1.6 Plan for product/service offering modifications 0 N
10067 2.1.2 Manage product and service life cycle 9 +16824, +11423 Y
16824 2.1.2.1 Develop plan for new product/service development and 1 NEW N
introduction/launch
10077 2.1.2.2 Introduce new products/services 0 N
10078 2.1.2.3 Retire outdated products/services 0 N
10079 2.1.2.4 Identify and refine performance indicators 0 N
11423 2.1.2.5 Conduct post launch review 8 +19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1 NEW N
in the market
11424 2.1.2.5.2 Review market performance 1 NEW N
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1 NEW N
19647 2.1.2.5.4 network
Apply data and analytics to review supply chain 1 NEW N
11426 2.1.2.5.5 methodologies
Review quality and performance of the product/service 1 NEW N
11427 2.1.2.5.6 Conduct financial review 1 NEW N
11428 2.1.2.5.7 Conduct new product development process assessment 1 NEW N
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9 +19941, +16826, +16827, +19697, +12771, N
NEW
19941 2.1.3.1 Conduct mandatory and elective reviews 1 NEW N
16826 2.1.3.2 Review infringement of patents and copyrights 1 NEW N

16827 2.1.3.3 Determine patent and copyright needs 1 NEW N
19697 2.1.3.4 Define product technical documentation management 1 NEW N
requirements
12771 2.1.3.5 Manage regulatory requirements 4 +12772, +12773, +12776, NEW N
12772 2.1.3.5.1 Train employees on appropriate regulatory 1 NEW N
Maintain records for regulatory agencies 1 NEW N
12776 2.1.3.5.3 Manage regulatory submission life cycle 1 NEW N
11740 2.1.4 Manage product and service master data 11 +11741, +11742, +11743, +11744, +11745, Y
+11746, +11747, +11748, +11749, +11750,
NEW
11741 2.1.4.1 Manage materials master lists 1 NEW N
11742 2.1.4.2 Manage bills of material 1 NEW N
11743 2.1.4.3 Manage routings 1 NEW N
11744 2.1.4.4 Manage specifications 1 NEW N
11745 2.1.4.5 Manage drawings 1 NEW N
11746 2.1.4.6 Manage product/material classification 1 NEW N
11747 2.1.4.7 Develop and maintain quality/inspection documents 1 NEW N
11748 2.1.4.8 Maintain process specification data 1 NEW N
11749 2.1.4.9 Manage traceability data 1 NEW N
11750 2.1.4.10 Review and approve data access requests 1 NEW N
19698 2.2 Generate and define new product/service ideas 18 +19669, +19990, NEW Y
10065 2.2.1 Perform discovery research 0 Y
10070 2.2.1.1 Identify new technologies 0 N
10071 2.2.1.2 Develop new technologies 0 N
10072 2.2.1.3 Assess feasibility of integrating new leading technologies 0 N
into product/service concepts
19669 2.2.2 Generate new product/service concepts 5 +19986, +19987, +19988, +19989, NEW N
19986 2.2.2.1 Gather new product/service ideas and requirements 1 NEW N
19987 2.2.2.2 Analyze new product/service ideas and requirements 1 NEW N
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1 NEW N
19989 2.2.2.4 Formulate new product/service concepts 1 NEW N

10068 2.2.2.5 Identify potential improvements to existing products and 0 N
services
19990 2.2.3 Define product/service development requirements 12 +11331, +16815, +17389, NEW N
11331 2.2.3.1 Define product/service requirements 9 +19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
19991 2.2.3.1.1 Define basic functional requirements 1 NEW N
16808 2.2.3.1.2 Derive interoperability requirements for products and 1 NEW N
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1 NEW N
16810 2.2.3.1.4 Derive security requirements for products and services 1 NEW N
16811 2.2.3.1.5 Derive regulatory compliance requirements 1 NEW N
16812 2.2.3.1.6 Derive requirements from industry standards 1 NEW N
19992 2.2.3.1.7 Develop user experience requirements 1 NEW N
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1 NEW N
16815 2.2.3.2 Define post launch support model 1 NEW N
17389 2.2.3.3 Identify product/service bundling opportunities 1 NEW N
10062 2.3 Develop products and services 24 +19993, +19996, +19997, -10080, -10081, Y
-10082
19993 2.3.1 Design and prototype products and services 14 +16813, +16817, +19995, c10087, c10088, Y
c10092, NEW
10083 2.3.1.1 Assign resources to product/service project 1 +19994 N
19994 2.3.1.1.1 Identify requirements for product/service 1 NEW N
design/development partners
10084 2.3.1.2 Prepare high-level business case and technical assessment 0 N
10085 2.3.1.3 Develop product/service design specifications 0 N
16813 2.3.1.4 Develop user experience design specifications 1 NEW N
16817 2.3.1.5 Provide warranty-related recommendations 1 NEW N
10086 2.3.1.6 Document design specifications 0 N
10087 2.3.1.7 Conduct mandatory and elective external reviews 1 RENAME, WAS:Conduct mandatory and N
elective external reviews (legal, regulatory,
standards, internal)

19995 2.3.1.8 Design products/services 7 +16819, +16820, +16821, +16822, +16818, N
+16823, NEW
16819 2.3.1.8.1 Design for manufacturing 1 NEW N
16820 2.3.1.8.2 Design for product servicing 1 NEW N
16821 2.3.1.8.3 Design for re-manufacturing 1 NEW N
16822 2.3.1.8.4 Review product troubleshooting methodology 1 NEW N
16818 2.3.1.8.5 Design and manage product data, design, and bill of 1 NEW N
16823 2.3.1.8.6 materials
Design for product upgrades 1 NEW N
10088 2.3.1.9 Build prototypes/proof of concepts 1 RENAME, WAS:Build prototypes N
10098 2.3.1.10 Develop and test prototype production and/or service 0 N
delivery process
10089 2.3.1.11 Eliminate quality and reliability problems 0 N
10090 2.3.1.12 Conduct in-house product/service testing and evaluate 0 N
feasibility
10091 2.3.1.13 Identify design/development performance indicators 0 N
10092 2.3.1.14 Collaborate on design with suppliers and external partners 1 RENAME, WAS:Collaborate on design with N
suppliers and contract manufacturers
19996 2.3.2 Test market for new or revised products and services 1 NEW Y
10093 2.3.2.1 Prepare detailed market study 0 N
10094 2.3.2.2 Conduct customer tests and interviews 0 N
10095 2.3.2.3 Finalize product/service characteristics and business cases 0 N
10096 2.3.2.4 Finalize technical requirements 0 N
19997 2.3.3 Prepare for production/service delivery 6 +19998, c10099, c10100, c11418, NEW Y
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1 RENAME, WAS:Design and obtain necessary N
equipment materials and equipment
10097 2.3.3.2 Identify requirements for changes to 0 N
manufacturing/delivery processes
11418 2.3.3.3 Request engineering/process change 1 RENAME, WAS:Request engineering change N
10100 2.3.3.4 Install and validate production/service delivery process 2 c11417, RENAME, WAS:Install and validate N
production process or methodology
11417 2.3.3.4.1 Monitor initial production runs 1 RENAME, WAS:Monitor production runs N

19998 2.3.3.5 Validate launch procedures 1 NEW N

10101 3.1 Understand markets, customers, and capabilities 7 Y
10106 3.1.1 Perform customer and market intelligence analysis 4 c10111, c10112 Y
10108 3.1.1.1 Conduct customer and market research 1 +10114 N
10114 3.1.1.1.1 Understand consumer needs and predict customer 1 NEW N
purchasing behavior
10109 3.1.1.2 Identify market segments 1 +10115 N
10115 3.1.1.2.1 Determine market share gain/loss 1 NEW N
10110 3.1.1.3 Analyze market and industry trends 0 N
10111 3.1.1.4 Analyze competing organizations, competitive/substitute 1 RENAME, WAS:Analyze competing N
products/services organizations, competitive/substitute products
10112 3.1.1.5 Evaluate existing products/services 1 RENAME, WAS:Evaluate existing N
10113 3.1.1.6 Assess internal and external business environment 0 products/brands N
10107 3.1.2 Evaluate and prioritize market opportunities 3 Y
10116 3.1.2.1 Quantify market opportunities 0 N
10117 3.1.2.2 Determine target segments 1 +18941 N
18941 3.1.2.2.1 Identify under-served and saturated market segments 1 NEW N
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0 N
overall business strategy
10119 3.1.2.4 Validate opportunities 2 +10120, +10121 N
10120 3.1.2.4.1 Test with customers/consumers 1 NEW N
10121 3.1.2.4.2 Confirm internal capabilities 1 NEW N
10102 3.2 Develop marketing strategy 38 +20000, +20006, +16848, +18924, -10122, Y
c10123
11168 3.2.1 Define offering and customer value proposition 0 Y
11169 3.2.1.1 Define offering and positioning 0 N
11170 3.2.1.2 Develop value proposition including brand positioning for 0 N
target segments
11171 3.2.1.3 Validate value proposition with target segments 0 N
11172 3.2.1.4 Develop new branding 0 N

10123 3.2.2 Define pricing strategy 5 +13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
13169 3.2.2.1 Conduct pricing analysis 1 NEW N
10124 3.2.2.2 Establish guidelines for applying pricing and discounting 1 RENAME, WAS:Establish guidelines for N
of products/services applying pricing of products/services
19999 3.2.2.3 Establish pricing targets 1 NEW N
10125 3.2.2.4 Approve pricing strategies/policies and targets 1 RENAME, WAS:Approve pricing N
20000 3.2.3 Define and manage channel strategy 11 strategies/policies
+20001, +20002, +20003, +20004, +20005, Y
c10126, c10127, NEW
20001 3.2.3.1 Determine channels to be supported 1 NEW N
20002 3.2.3.2 Establish channel objectives 1 NEW N
10127 3.2.3.3 Determine channel role and fit with target segments 1 RENAME, WAS:Determine channel fit with N
target segments
10128 3.2.3.4 Select channels for target segments 0 N
20003 3.2.3.5 Identify required channel capabilities 1 NEW N
10126 3.2.3.6 Evaluate channel attributes and potential partners 1 RENAME, WAS:Evaluate channel attributes and N
partners
20004 3.2.3.7 Orchestrate seamless customer experience across 4 +16590, +16591, +16592, NEW Y
supported channels
16590 3.2.3.7.1 Define omni-channel strategy 1 NEW N
16591 3.2.3.7.2 Define omni-channel requirements 1 NEW N
16592 3.2.3.7.3 Develop omni-channel policies and procedures 1 NEW N
20005 3.2.3.8 Develop and manage execution roadmap 1 NEW N
20006 3.2.4 Analyze and manage channel performance 6 +16573, +16574, +16575, +16500, +16501, Y
NEW
16573 3.2.4.1 Establish channel-specific metrics and targets 1 NEW Y
16574 3.2.4.2 Monitor and report performance 1 NEW N
16575 3.2.4.3 Monitor and report events influencing factors 1 NEW N
16500 3.2.4.4 Analyze performance 1 NEW N
16501 3.2.4.5 Develop plan for improvements 1 NEW N

16848 3.2.5 Develop marketing communication strategy 9 +16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
16849 3.2.5.1 Develop customer communication calendar 1 NEW N
16850 3.2.5.2 Define public relations (PR) strategy 1 NEW N
16851 3.2.5.3 Define direct marketing strategy 1 NEW N
16852 3.2.5.4 Define internal marketing communication strategy 1 NEW N
16853 3.2.5.5 Identify new media for marketing communication 1 NEW N
16854 3.2.5.6 Define new media communication strategy 1 NEW N
16855 3.2.5.7 Define point of sale (POS) communication strategy 1 NEW N
18627 3.2.5.8 Define communication guidelines and mechanisms 1 NEW N
18924 3.2.6 Design and manage customer loyalty program 6 +20007, +18925, +18926, +16633, +18927, N
NEW
20007 3.2.6.1 Define customer loyalty program 1 NEW N
18925 3.2.6.2 Acquire members to customer loyalty program 1 NEW N
18926 3.2.6.3 Build engagement and relationship with members 1 NEW N
16633 3.2.6.4 Monitor customer loyalty program benefits to the 1 NEW N
enterprise and the customer
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and 1 NEW N
the customer
20008 3.3 Develop and manage marketing plans 22 +20593, +20010, +16613, +16629, c10148, NEW Y
10148 3.3.1 Establish goals, objectives, and metrics for products/services 1 RENAME, WAS:Establish goals, objectives, and Y
by channel/segment metrics for products by channels/segments
10149 3.3.2 Establish marketing budgets 1 +17683 Y
10155 3.3.2.1 Confirm marketing alignment to business strategy 0 N
10156 3.3.2.2 Determine costs of marketing 0 N
10157 3.3.2.3 Create marketing budget 0 N
17683 3.3.2.4 Determine projected ROI for marketing investment 1 NEW N
20593 3.3.3 Develop and manage pricing 7 +20009, +18948, +11495, +11496, +11497, N
+17684, NEW

20009 3.3.3.1 Understand resource requirements for each 1 NEW N
product/service and delivery channel/method
18948 3.3.3.2 Determine corporate incentives 1 NEW N
10163 3.3.3.3 Determine pricing based on volume/unit forecast 0 N
10164 3.3.3.4 Execute pricing plan 0 N
10165 3.3.3.5 Evaluate pricing performance 0 N
10166 3.3.3.6 Refine pricing as needed 0 N
11495 3.3.3.7 Implement promotional pricing programs 1 NEW N
11496 3.3.3.8 Implement other retail pricing programs 1 NEW N
11497 3.3.3.9 Communicate and implement price changes 1 NEW N
17684 3.3.3.10 Achieve regulatory approval for pricing 1 NEW N
20010 3.3.4 Develop and manage promotional activities 2 c10167, NEW N
10167 3.3.4.1 Define promotional concepts and objectives 1 RENAME, WAS:Define promotional concepts N
10159 3.3.4.2 Develop marketing messages 0 N
10160 3.3.4.3 Define target audience 0 N
10168 3.3.4.4 Plan and test promotional activities 0 N
10169 3.3.4.5 Execute promotional activities 0 N
10170 3.3.4.6 Evaluate promotional performance metrics 0 N
10171 3.3.4.7 Refine promotional performance metrics 0 N
10172 3.3.4.8 Incorporate learning into future/planned consumer 0 N
10153 3.3.5 promotions
Track customer management measures 1 c10173 Y
10173 3.3.5.1 Determine customer lifetime value 1 RENAME, WAS:Determine customer N
loyalty/lifetime value
10174 3.3.5.2 Analyze customer revenue trend 0 N
10175 3.3.5.3 Analyze customer attrition and retention rates 0 N
10176 3.3.5.4 Analyze customer metrics 0 N
10177 3.3.5.5 Revise customer strategies, objectives, and plans based on 0 N
metrics
16613 3.3.6 Analyze and respond to customer insight 6 +16627, +16614, +16615, +16616, +16617, Y
NEW
16627 3.3.6.1 Monitor and respond to social media activity 1 NEW N

16614 3.3.6.2 Analyze customer website activity 1 NEW N
16615 3.3.6.3 Analyze customer purchase patterns 1 NEW N
16616 3.3.6.4 Develop business rules to provide personalized offers 1 NEW N
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust 1 NEW N
offers accordingly
10154 3.3.7 Develop and manage packaging strategy 0 N
10178 3.3.7.1 Plan packaging strategy 0 N
10179 3.3.7.2 Test packaging options 0 N
10180 3.3.7.3 Execute packaging strategy 0 N
10181 3.3.7.4 Refine packaging 0 N
16629 3.3.8 Manage product marketing content 3 +16630, +18130, NEW N
16630 3.3.8.1 Manage product images 1 NEW N
18130 3.3.8.2 Manage product copy 1 NEW N
10103 3.4 Develop sales strategy 8 Y
10129 3.4.1 Develop sales forecast 0 Y
10134 3.4.1.1 Gather current and historic order information 0 N
10135 3.4.1.2 Analyze sales trends and patterns 0 N
10136 3.4.1.3 Generate sales forecast 0 N
10137 3.4.1.4 Analyze historical and planned promotions and events 0 N
10130 3.4.2 Develop sales partner/alliance relationships 7 +11465, +11521, +11466, +18629, +11522, N
+11523, +11468
10138 3.4.2.1 Identify alliance opportunities 0 N
10139 3.4.2.2 Design alliance programs and methods for selecting and 0 N
managing relationships
10140 3.4.2.3 Select alliances 0 N
11465 3.4.2.4 Develop customer trade strategy and customer 1 NEW N
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1 NEW N
11466 3.4.2.6 Conduct planning activities for major trade customers 1 NEW N
10141 3.4.2.7 Develop partner and alliance management strategies 0 N
10142 3.4.2.8 Establish partner and alliance management goals 0 N

18629 3.4.2.9 Establish partner and alliance agreements 1 NEW N
11522 3.4.2.10 Develop promotional and category management calendars 1 NEW N
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1 NEW N
11468 3.4.2.12 Communicate planning information to customer teams 1 NEW N
10131 3.4.3 Establish overall sales budgets 1 +17682 Y
17682 3.4.3.1 Calculate product market share 1 NEW Y
10143 3.4.3.2 Calculate product revenue 0 N
10144 3.4.3.3 Determine variable costs 0 N
10145 3.4.3.4 Determine overhead and fixed costs 0 N
10146 3.4.3.5 Calculate net profit 0 N
10147 3.4.3.6 Create budget 0 N
10132 3.4.4 Establish sales goals and measures 0 Y
10133 3.4.5 Establish customer management measures 0 Y
10105 3.5 Develop and manage sales plans 49 +11779, -10186, c10182 Y
10182 3.5.1 Manage leads/opportunities 8 +18115, +11773, +18116, +20011, c10184, Y
c10189, RENAME, WAS:Generate leads
10188 3.5.1.1 Identify potential customers 0 N
10189 3.5.1.2 Identify/receive leads/opportunities 1 RENAME, WAS:Identify leads N
18115 3.5.1.3 Validate and qualify leads/opportunities 1 NEW N
11773 3.5.1.4 Match opportunities to business strategy 1 NEW N
18116 3.5.1.5 Develop opportunity win plans 1 NEW N
20011 3.5.1.6 Manage opportunity pipeline 1 NEW Y
10209 3.5.1.7 Determine sales resource allocation 0 N
10184 3.5.1.8 Manage customer sales calls 2 +20012, RENAME, WAS:Manage customer Y
10190 3.5.1.8.1 Perform sales calls 0 sales N
10191 3.5.1.8.2 Perform pre-sales activities 0 N
20012 3.5.1.8.3 Manage customer meetings/workshops 1 NEW N
10192 3.5.1.8.4 Close the sale 0 N
10193 3.5.1.8.5 Record outcome of sales process 0 Y
10183 3.5.2 Manage customers and accounts 4 +20013, +20014 Y

20013 3.5.2.1 Select key customers/accounts 1 NEW N
11173 3.5.2.2 Develop sales/key account plan 0 N
20014 3.5.2.3 Manage sales/key account plan 1 NEW N
11174 3.5.2.4 Manage customer relationships 0 N
14208 3.5.2.5 Manage customer master data 2 +16598, +16599 N
16598 3.5.2.5.1 Collect and merge internal and third-party customer 1 NEW N
information
16599 3.5.2.5.2 De-duplicate customer data 1 NEW N
11779 3.5.3 Develop and manage sales proposals, bids, and quotes 16 +11781, +11780, +11782, +11783, +11784, Y
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793,
NEW
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote 1 NEW N
11780 3.5.3.2 (RFQ)
Refine customer requirements 1 NEW N
11782 3.5.3.3 Review RFP/RFQ request 1 NEW N
11783 3.5.3.4 Perform competitive analysis 1 NEW N
11784 3.5.3.5 Validate with strategy/business plans 1 NEW N
11785 3.5.3.6 Understand customer business and requirements 1 NEW N
20015 3.5.3.7 Develop solution and delivery approach 1 NEW N
11787 3.5.3.8 Identify staffing requirements 1 NEW N
11788 3.5.3.9 Develop pricing and scheduling estimates 1 NEW N
11789 3.5.3.10 Conduct profitability analysis 1 NEW N
20016 3.5.3.11 Manage internal reviews 1 NEW N
20017 3.5.3.12 Manage internal approvals 1 NEW N
11790 3.5.3.13 Submit/present bid/proposal/quote to customer 1 NEW N
20018 3.5.3.14 Revise bid/proposal/quote 1 NEW N
11793 3.5.3.15 Manage notification outcome 1 NEW N
10185 3.5.4 Manage sales orders 12 +17404, c10195, c10198, c10200 Y
10194 3.5.4.1 Accept and validate sales orders 0 N

10195 3.5.4.2 Collect and maintain account information 9 +10201, +10202, +10203, +10204, +10205, Y
+10206, +10207, +10208, RENAME,
WAS:Collect and maintain customer account
information
10201 3.5.4.2.1 Administer key account details 1 NEW N

10202 3.5.4.2.2 Retrieve full customer details 1 NEW N
10203 3.5.4.2.3 Modify involved party details 1 NEW N
10204 3.5.4.2.4 Record address details 1 NEW N
10205 3.5.4.2.5 Record contact details 1 NEW N
10206 3.5.4.2.6 Record key customer communication profile details 1 NEW N
10207 3.5.4.2.7 Review involved party information 1 NEW N
10208 3.5.4.2.8 Terminate involved party information 1 NEW N
10196 3.5.4.3 Determine availability 0 Y
10197 3.5.4.4 Determine fulfillment process 0 Y
10198 3.5.4.5 Enter orders into system 1 RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity 1 NEW Y
10199 3.5.4.7 Process back orders and updates 0 N
10200 3.5.4.8 Handle sales order inquiries including post-order 1 RENAME, WAS:Handle order inquiries N
fulfillment transactions including post-order fulfillment transactions
10187 3.5.5 Manage sales partners and alliances 8 +18641, -10212, -10213, c10211, c14209 N
10211 3.5.5.1 Provide sales and product/service training to sales 4 +20019, +20020, +20021, RENAME, N
partners/alliances WAS:Provide sales and product training to sales
partners/alliances
20019 3.5.5.1.1 Provide certification enablement training 1 NEW N
20020 3.5.5.1.2 Manage certifications and skills 1 NEW N
20021 3.5.5.1.3 Provide support to partners/alliances 1 NEW N
18641 3.5.5.2 Provide marketing materials to sales partners/alliances 1 NEW N
10214 3.5.5.3 Evaluate partner/alliance results 0 N
14209 3.5.5.4 Manage sales partner/alliance master data 1 RENAME, WAS:Manage channel partner master N
data

10215 4.1 Plan for and align supply chain resources 22 -10228, c10222 Y
10221 4.1.1 Develop production and materials strategies 2 +19551, c10232 N
10229 4.1.1.1 Define manufacturing goals 0 N
10230 4.1.1.2 Define labor and materials policies 0 N
10231 4.1.1.3 Define outsourcing policies 0 N
10232 4.1.1.4 Define capital expense policies 1 RENAME, WAS:Define manufacturing capital N
expense policies
10233 4.1.1.5 Define capacities 0 N
10234 4.1.1.6 Define production network and supply constraints 0 N
14193 4.1.1.7 Define production process 0 N
19551 4.1.1.8 Define standard operating procedures 1 NEW N
14194 4.1.1.9 Define production workplace layout and infrastructure 0 N
10222 4.1.2 Manage demand for products 7 c10235, c10236, c10237, c10239, c10240, N
c10241, RENAME, WAS:Manage demand for
10235 4.1.2.1 Develop baseline demand forecasts 1 RENAME, WAS:Develop baseline forecasts N
10236 4.1.2.2 Collaborate demand with customers 1 RENAME, WAS:Collaborate with customers N
10237 4.1.2.3 Develop demand consensus forecast 1 RENAME, WAS:Develop consensus forecast N
10238 4.1.2.4 Determine available to promise 0 N
10239 4.1.2.5 Monitor activity against demand forecast and revise 1 RENAME, WAS:Monitor activity against N
forecast forecast and revise forecast
10240 4.1.2.6 Evaluate and revise demand forecasting approach 1 RENAME, WAS:Evaluate and revise forecasting N
approach
10241 4.1.2.7 Measure demand forecast accuracy 1 RENAME, WAS:Measure forecast accuracy Y
10223 4.1.3 Create materials plan 0 N
10242 4.1.3.1 Create unconstrained plan 0 N
10243 4.1.3.2 Collaborate with supplier and contract manufacturers 0 N
10244 4.1.3.3 Identify critical materials and supplier capacity 0 N
10245 4.1.3.4 Monitor material specifications 0 N
10246 4.1.3.5 Generate constrained plan 0 N

14196 4.1.3.6 Define production balance and control 0 N
10224 4.1.4 Create and manage master production schedule 7 +20023, +20024, -10247, -10248, -10249, N
-10250, c17041
20023 4.1.4.1 Model production network to enable simulation and 1 NEW N
optimization
20024 4.1.4.2 Create master production schedule 1 NEW N
17041 4.1.4.3 Maintain master production schedule 1 RENAME, WAS:Monitor master production N
schedule and plan
17042 4.1.5 Plan distribution requirements 4 +19555, -10257, c10258, c10260 N
10252 4.1.5.1 Maintain master data 0 N
10253 4.1.5.2 Determine finished goods inventory requirements at 0 N
destination
19555 4.1.5.3 Determine product storage facility requirements 1 NEW N
10254 4.1.5.4 Calculate requirements at destination 0 N
10255 4.1.5.5 Calculate consolidation at source 0 N
10256 4.1.5.6 Manage collaborative replenishment planning 0 N
10258 4.1.5.7 Calculate and optimize destination dispatch plan 1 RENAME, WAS:Calculate destination dispatch N
plan
10259 4.1.5.8 Manage dispatch plan attainment 0 N
10260 4.1.5.9 Calculate and optimize destination load plans 1 RENAME, WAS:Calculate destination load plans N
10261 4.1.5.10 Manage partner load plan 0 N
10262 4.1.5.11 Manage cost of supply 0 N
10263 4.1.5.12 Manage capacity utilization 0 N
10226 4.1.6 Establish distribution planning constraints 1 +19558 N
10267 4.1.6.1 Establish distribution center layout constraints 0 N
10268 4.1.6.2 Establish inventory management constraints 0 N
10269 4.1.6.3 Establish transportation management constraints 0 N
19558 4.1.6.4 Establish storage management constraints 1 NEW N
10227 4.1.7 Review distribution planning policies 0 N
10264 4.1.7.1 Review distribution network 0 N
10265 4.1.7.2 Establish sourcing relationships 0 N

10266 4.1.7.3 Establish dynamic deployment policies 0 N
10368 4.1.8 Develop quality standards and procedures 0 N
10371 4.1.8.1 Establish quality targets 0 N
10372 4.1.8.2 Develop standard testing procedures 0 N
10373 4.1.8.3 Communicate quality specifications 0 N
10216 4.2 Procure materials and services 6 +20973, c10277 Y
10277 4.2.1 Provide sourcing governance and perform category 3 c10283, c10285, RENAME, WAS:Develop Y
management sourcing strategies
10281 4.2.1.1 Develop procurement plan 0 N
10282 4.2.1.2 Clarify purchasing requirements 0 N
10283 4.2.1.3 Establish materials management contingency plans 1 RENAME, WAS:Develop inventory strategy N
10284 4.2.1.4 Match needs to supply capabilities 0 N
10285 4.2.1.5 Analyze organization’s spend profile 1 RENAME, WAS:Analyze organization's spend N
profile
10286 4.2.1.6 Seek opportunities to improve efficiency and value 0 N
10287 4.2.1.7 Collaborate with suppliers to identify sourcing 0 N
20973 4.2.2 opportunities
Develop sourcing and category management strategies 1 NEW N
10278 4.2.3 Select suppliers and develop/maintain contracts 0 Y
10288 4.2.3.1 Select suppliers 0 N
10289 4.2.3.2 Certify and validate suppliers 0 N
10290 4.2.3.3 Negotiate and establish contracts 0 N
10291 4.2.3.4 Manage contracts 0 N
10279 4.2.4 Order materials and services 2 c10297, c10298 Y
10292 4.2.4.1 Process/Review requisitions 0 N
10293 4.2.4.2 Approve requisitions 0 N
10294 4.2.4.3 Solicit/Track vendor quotes 0 N
10295 4.2.4.4 Create/Distribute purchase orders 0 Y
10296 4.2.4.5 Expedite orders and satisfy inquiries 0 N
10297 4.2.4.6 Reconcile purchase orders 1 RENAME, WAS:Record receipt of goods Y
10298 4.2.4.7 Research/Resolve order exceptions 1 RENAME, WAS:Research/Resolve exceptions N
10280 4.2.5 Manage suppliers 0 Y

10299 4.2.5.1 Monitor/Manage supplier information 0 N
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance 0 N
10301 4.2.5.3 Support inventory and production processes 0 N
10302 4.2.5.4 Monitor quality of product delivered 0 N
10217 4.3 Produce/Assemble/Test product 11 c10304, RENAME, Y
WAS:Produce/Manufacture/Deliver product
10303 4.3.1 Schedule production 1 +19563 N
19563 4.3.1.1 Model and simulate plant 1 NEW N
10306 4.3.1.2 Generate line level plan 0 N
10307 4.3.1.3 Generate detailed schedule 0 N
10308 4.3.1.4 Schedule production orders and create lots 0 N
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive 0 N
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order 0 N
cycle)
10309 4.3.1.7 Release production orders and create lots 0 N
10304 4.3.2 Produce/Assemble product 6 +19566, RENAME, WAS:Produce product Y
10310 4.3.2.1 Manage raw material inventory 0 N
10311 4.3.2.2 Execute detailed line schedule 0 N
10319 4.3.2.3 Report maintenance issues 0 N
10313 4.3.2.4 Rerun defective items 0 N
19566 4.3.2.5 Monitor and optimize production process 5 +19567, +19568, +19569, +19570, NEW N
19567 4.3.2.5.1 Automate and control plant 1 NEW N
19568 4.3.2.5.2 Perform advanced process control 1 NEW N
19569 4.3.2.5.3 Perform real-time optimization 1 NEW N
19570 4.3.2.5.4 Manage plant alarms and alerts 1 NEW N
10314 4.3.2.6 Assess production performance 0 N
10369 4.3.3 Perform quality testing 3 +20956, +12045, +12046 N
10318 4.3.3.1 Calibrate test equipment 0 N
10374 4.3.3.2 Perform testing using the standard testing procedure 0 Y
20956 4.3.3.3 Manage quality samples 1 NEW N

10375 4.3.3.4 Record test results 0 N
12045 4.3.3.5 Track and analyze non-conformance trends 1 NEW N
12046 4.3.3.6 Perform root cause analysis 1 NEW N
10370 4.3.4 Maintain production records and manage lot traceability 0 N
10376 4.3.4.1 Determine lot numbering system 0 N
10377 4.3.4.2 Determine lot use 0 N
10219 4.4 Manage logistics and warehousing 8 +20936, -10339, -10342, c10338 Y
10338 4.4.1 Provide logistics governance 2 +16905, RENAME, WAS:Define logistics Y
10343 4.4.1.1 Translate customer service requirements into logistics 0 strategy N
requirements
10344 4.4.1.2 Design logistics network 0 N
10345 4.4.1.3 Communicate outsourcing needs 0 N
10346 4.4.1.4 Develop and maintain delivery service policy 0 N
10347 4.4.1.5 Optimize transportation schedules and costs 0 N
10348 4.4.1.6 Define key performance measures 0 N
16905 4.4.1.7 Define reverse logistics strategy 1 NEW N
20936 4.4.2 Plan and manage inbound material flow 3 +12708, +20109, NEW Y
10349 4.4.2.1 Plan inbound material receipts 0 N
10350 4.4.2.2 Manage inbound material flow 0 N
10351 4.4.2.3 Monitor inbound delivery performance 0 N
10352 4.4.2.4 Manage flow of returned products 0 N
12708 4.4.2.5 Control quality of returned parts 1 NEW N
20109 4.4.2.6 Salvage or repair returned products 1 NEW Y
10366 4.4.2.6.1 Perform salvage activities 0 N
14195 4.4.2.6.2 Manage repair/refurbishment and return to 0 N
10340 4.4.3 customer/stock
Operate warehousing 1 +20957 Y
10353 4.4.3.1 Track inventory deployment 0 N
10354 4.4.3.2 Receive, inspect, and store inbound deliveries 0 N
10355 4.4.3.3 Track product availability 0 N
10356 4.4.3.4 Pick, pack, and ship product for delivery 0 N
10357 4.4.3.5 Track inventory accuracy 0 N

10358 4.4.3.6 Track third-party logistics storage and shipping 0 N
10359 4.4.3.7 performance
Manage physical finished goods inventory 0 Y
20957 4.4.3.8 Manage warehouse transfers 1 NEW N
10341 4.4.4 Operate outbound transportation 0 Y
10360 4.4.4.1 Plan, transport, and deliver outbound product 0 N
10361 4.4.4.2 Track carrier delivery performance 0 N
10362 4.4.4.3 Manage transportation fleet 0 N
10363 4.4.4.4 Process and audit carrier invoices and documents 0 N

20026 5.1 Establish service delivery governance and strategies 14 +20027, +20032, NEW Y
20027 5.1.1 Establish service delivery governance 5 +20028, +20029, +20030, +20031, NEW N
20028 5.1.1.1 Set up and maintain service delivery governance and 1 NEW N
management system
20029 5.1.1.2 Manage service delivery performance 1 NEW N
20030 5.1.1.3 Manage service delivery development and direction 1 NEW N
20031 5.1.1.4 Solicit feedback from customer on service delivery 1 NEW N
20032 5.1.2 satisfaction
Develop service delivery strategies 8 +20033, +20034, +20035, +20036, +20037, N
+20038, +20039, NEW
20033 5.1.2.1 Define service delivery goals 1 NEW N
20034 5.1.2.2 Define labor policies 1 NEW N
20035 5.1.2.3 Evaluate resource availability 1 NEW N
20036 5.1.2.4 Define service delivery network and supply constraints 1 NEW N
20037 5.1.2.5 Define service delivery process 1 NEW N
20038 5.1.2.6 Review and validate service delivery procedures 1 NEW N
20039 5.1.2.7 Define service delivery workplace layout and 1 NEW N
20040 5.2 infrastructure
Manage service delivery resources 25 +20041, +20050, +12127, NEW Y
20041 5.2.1 Manage service delivery resource demand 9 +20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
20042 5.2.1.1 Monitor pipeline 1 NEW N
20043 5.2.1.2 Develop baseline forecasts 1 NEW N
20044 5.2.1.3 Collaborate with customers 1 NEW N
20045 5.2.1.4 Develop consensus forecast 1 NEW N
20046 5.2.1.5 Determine availability of skills to deliver on current and 1 NEW N
forecast customer orders
20047 5.2.1.6 Monitor activity against forecast and revise forecast 1 NEW N
20048 5.2.1.7 Evaluate and revise forecasting approach 1 NEW N
20049 5.2.1.8 Measure forecast accuracy 1 NEW N
20050 5.2.2 Create and manage resource plan 7 +20051, +20052, +20053, +20054, +20055, N
+20056, NEW

20051 5.2.2.1 Define and manage skills taxonomy 1 NEW N
20052 5.2.2.2 Create resource plan 1 NEW N
20053 5.2.2.3 Match resource demand with capacity, skills, and 1 NEW N
20054 5.2.2.4 capabilities
Collaborate with suppliers and partners to supplement 1 NEW N
skills and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1 NEW N
20056 5.2.2.6 Monitor and manage resource capacity and availability 1 NEW N
12127 5.2.3 Enable service delivery resources 8 +12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
12128 5.2.3.1 Develop service delivery training plan 1 NEW N
12129 5.2.3.2 Develop training materials 1 NEW N
12131 5.2.3.3 Manage training schedule 1 NEW N
12132 5.2.3.4 Deliver operations training 1 NEW N
12133 5.2.3.5 Deliver technical training 1 NEW N
20057 5.2.3.6 Perform skill and capability testing 1 NEW N
12135 5.2.3.7 Evaluate training effectiveness 1 NEW N
20058 5.3 Deliver service to customer 27 +20059, +20069, +20077, NEW N
20059 5.3.1 Initiate service delivery 10 +20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
20060 5.3.1.1 Review contract and agreed terms 1 NEW N
20061 5.3.1.2 Understand customer requirements and define refine 1 NEW N
20062 5.3.1.3 approach
Modify/revise and approve project plan 1 NEW N
20063 5.3.1.4 Review customer business objectives 1 NEW N
20064 5.3.1.5 Confirm environmental readiness 1 NEW N
20065 5.3.1.6 Identify, select, and assign resources 3 +20066, +20067, NEW N
20066 5.3.1.6.1 Establish people objectives 1 NEW N
20067 5.3.1.6.2 Establish engagement rules 1 NEW N
20068 5.3.1.7 Plan for service delivery 1 NEW N
20069 5.3.2 Execute service delivery 8 +20070, +20071, +20072, +20073, +20074, Y
+20075, +20076, NEW
20070 5.3.2.1 Analyze environment and customer needs 1 NEW N

20071 5.3.2.2 Define solution 1 NEW N
20072 5.3.2.3 Validate solution 1 NEW N
20073 5.3.2.4 Identify changes 1 NEW N
20074 5.3.2.5 Obtain approval to proceed 1 NEW N
20075 5.3.2.6 Make build/buy solution 1 NEW N
20076 5.3.2.7 Deploy solution 1 NEW N
20077 5.3.3 Complete service delivery 8 +20078, +20079, +20080, +20081, +20082, Y
+20083, +20084, NEW
20078 5.3.3.1 Conduct service delivery/project review and evaluate 1 NEW N
20079 5.3.3.2 success
Complete/finalize financial management activities 1 NEW N
20080 5.3.3.3 Confirm delivery according to contract terms 1 NEW N
20081 5.3.3.4 Release resources 1 NEW N
20082 5.3.3.5 Manage service delivery completion 1 NEW N
20083 5.3.3.6 Harvest knowledge 1 NEW N
20084 5.3.3.7 Archive records and update systems 1 NEW N

10378 6.1 Develop customer care/customer service strategy 12 +20086, +20087, +20088, +20089, +20092, Y
-10381, c10383
20086 6.1.1 Define customer service requirements across the enterprise 1 NEW N
20087 6.1.2 Define customer service experience 1 NEW N
20088 6.1.3 Define and manage customer service channel strategy 1 NEW N
10382 6.1.4 Define customer service policies and procedures 0 N
10383 6.1.5 Establish target service level for each customer segment 1 RENAME, WAS:Establish service levels for Y
customers
20089 6.1.6 Define warranty offering 6 +16893, +16890, +20090, +20091, +12673, N
NEW
16893 6.1.6.1 Determine and document warranty policies 1 NEW N
16890 6.1.6.2 Create and manage warranty rules/claim codes for 1 NEW N
20090 6.1.6.3 products
Agree on warranty responsibilities with suppliers 1 NEW N
20091 6.1.6.4 Define warranty related offerings for customers 1 NEW N
12673 6.1.6.5 Communicate warranty policies and offerings 1 NEW N
20092 6.1.7 Develop recall strategy 1 NEW N
10379 6.2 Plan and manage customer service contacts 13 +20094, +12840, c10388, RENAME, WAS:Plan Y
and manage customer service operations
10387 6.2.1 Plan and manage customer service work force 0 Y
10390 6.2.1.1 Forecast volume of customer service contacts 0 N
10391 6.2.1.2 Schedule customer service work force 0 N
10392 6.2.1.3 Track work force utilization 0 N
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with 0 N
customer service representatives
10388 6.2.2 Manage customer service problems, requests, and inquiries 7 +13482, +16928, +16937, c10394, c10395, Y
c10396, RENAME, WAS:Manage customer
service requests/inquiries
10394 6.2.2.1 Receive customer problems, requests, and inquiries 1 RENAME, WAS:Receive customer N
requests/inquiries
13482 6.2.2.2 Analyze problems, requests, and inquiries 1 NEW N

10395 6.2.2.3 Resolve customer problems, requests, and inquiries 1 RENAME, WAS:Route customer N
requests/inquiries
10396 6.2.2.4 Respond to customer problems, requests, and inquiries 1 RENAME, WAS:Respond to customer N
requests/inquiries
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities 1 NEW N
16937 6.2.2.6 Deliver opportunity to sales team 1 NEW N
10389 6.2.3 Manage customer complaints 1 +19072 Y
10397 6.2.3.1 Receive customer complaints 0 N
10398 6.2.3.2 Route customer complaints 0 N
10399 6.2.3.3 Resolve customer complaints 0 N
10400 6.2.3.4 Respond to customer complaints 0 N
19072 6.2.3.5 Analyze customer complaints and response/redressal 1 NEW N
20094 6.2.4 Process returns 3 +20095, c10364, NEW N
10364 6.2.4.1 Authorize return 1 RENAME, WAS:Authorize and process returns N
20095 6.2.4.2 Process return and record reason 1 NEW N
12840 6.2.5 Report incidents and risks to regulatory bodies 1 NEW N
12658 6.3 Service products after sales 28 +20605, +12669, +20106, c10218, NEW Y
20605 6.3.1 Register products 1 NEW N
12669 6.3.2 Process warranty claims 16 +20096, +12671, +20097, +20101, +20102, Y
+12668, +20103, +20104, +20105, +12667,
NEW
20096 6.3.2.1 Receive warranty claim 1 NEW N
12671 6.3.2.2 Validate warranty claim 1 NEW N
20097 6.3.2.3 Investigate warranty issues 6 +20098, +12677, +12678, +20099, +20100, N
NEW
20098 6.3.2.3.1 Define issue 1 NEW N
12677 6.3.2.3.2 Schedule field service 1 NEW N
12678 6.3.2.3.3 Request and receive defective part 1 NEW N
20099 6.3.2.3.4 Investigate issue/perform root cause analysis 1 NEW N
20100 6.3.2.3.5 Receive investigation result/recommendation for 1 NEW N
corrective action

20101 6.3.2.4 Determine responsible party 1 NEW N
20102 6.3.2.5 Manage pre-authorizations 1 NEW N
12668 6.3.2.6 Approve or reject warranty claim 1 NEW N
20103 6.3.2.7 Notify originator of approve/reject decision 1 NEW N
20104 6.3.2.8 Authorize payment 1 NEW N
20105 6.3.2.9 Close claim 1 NEW N
12667 6.3.2.10 Reconcile warranty transaction disposition 1 NEW N
20106 6.3.3 Manage supplier recovery 3 +20107, +20108, NEW N
20107 6.3.3.1 Create supplier recovery claims 1 NEW N
20108 6.3.3.2 Negotiate recoveries with suppliers 1 NEW N
10218 6.3.4 Service products 7 RENAME, WAS:Deliver service to customer Y
10320 6.3.4.1 Confirm specific service requirements for individual 0 N
10324 6.3.4.1.1 customer
Process customer request 0 N
10325 6.3.4.1.2 Create customer profile 0 N
10326 6.3.4.1.3 Generate service order 0 N
10321 6.3.4.2 Identify and schedule resources to meet service 1 -10329 N
Create resourcing plan and schedule 0 N
10328 6.3.4.2.2 Create service order fulfillment schedule 0 N
10322 6.3.4.3 Provide service to specific customers 3 -10333, c10331, c10332 N
10330 6.3.4.3.1 Organize daily service order fulfillment schedule 0 N
10331 6.3.4.3.2 Execute product repair 1 RENAME, WAS:Dispatch resources N
10332 6.3.4.3.3 Manage service order fulfillment 1 RENAME, WAS:Manage order fulfillment N
10323 6.3.4.4 Ensure quality of service 2 progress
c10334, c10335 N
10334 6.3.4.4.1 Identify completed service orders for feedback 1 RENAME, WAS:Identify completed orders for N
feedback
10335 6.3.4.4.2 Identify incomplete service orders and service failures 1 RENAME, WAS:Identify incomplete orders and Y
service failures
10336 6.3.4.4.3 Solicit customer feedback on services delivered 0 N
10337 6.3.4.4.4 Process customer feedback on services delivered 0 N
20110 6.4 Manage product recalls and regulatory audits 7 +20111, +20112, +20113, +20114, +20115, N
+20116, NEW

20111 6.4.1 Initiate recall 1 NEW N
20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1 NEW N
hazards
20113 6.4.3 Manage recall related communications 1 NEW N
20114 6.4.4 Submit regulatory reports 1 NEW N
20115 6.4.5 Monitor and audit recall effectiveness 1 NEW N
20116 6.4.6 Manage recall termination 1 NEW N
20595 6.5 Evaluate customer service operations and customer satisfaction 20 +12672, +20121, c10401, c10402, NEW N
10401 6.5.1 Measure customer satisfaction with customer problems, 8 +11687, +11688, +18126, -10404, -10405, N
requests, and inquiries handling -10406, -10407, RENAME, WAS:Measure
customer satisfaction with customer
requests/inquiries handling
11687 6.5.1.1 Solicit customer feedback on customer service experience 1 NEW N

11688 6.5.1.2 Analyze customer service data and identify improvement 1 NEW N
opportunities
18126 6.5.1.3 Provide customer feedback to product management on 1 NEW N
customer service experience
10402 6.5.2 Measure customer satisfaction with customer- complaint 2 +11689, RENAME, WAS:Measure customer Y
handling and resolution satisfaction with customer-complaint handling
and resolution
11236 6.5.2.1 Solicit customer feedback on complaint handling and 0 N
11237 6.5.2.2 resolution
Analyze customer complaint data and identify 0 N
11689 6.5.2.3 Identify common customer complaints 1 NEW N
10403 6.5.3 Measure customer satisfaction with products and services 2 +20117, c11241 Y
11238 6.5.3.1 Gather and solicit post-sale customer feedback on 0 N
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness 0 N
20117 6.5.3.3 Solicit customer feedback on cross-channel experience 1 NEW N
11240 6.5.3.4 Analyze product and service satisfaction data and identify 0 N

11241 6.5.3.5 Provide feedback and insights to appropriate teams 1 RENAME, WAS:Provide customer feedback to N
(product design/development, marketing, manufacturing) product management on products and services
12672 6.5.4 Evaluate and manage warranty performance 6 +20118, +12676, +20119, +12674, +20120, Y
NEW
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1 NEW N
resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 1 NEW N
20119 6.5.4.3 Identify improvement opportunities 1 NEW N
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 1 NEW N
20120 6.5.4.5 Investigate fraudulent claims 1 NEW N
20121 6.5.5 Evaluate recall performance 1 NEW N

17043 7.1 Develop and manage human resources planning, policies, and 11 +20958, -17044, RENAME, WAS:Develop and Y
strategies manage human resources (HR) planning, policies,
and strategies
20958 7.1.1 Develop human resources strategy 2 +20606, NEW N
10418 7.1.1.1 Identify strategic HR needs 0 N
10419 7.1.1.2 Define HR and business function roles and accountability 0 N
10420 7.1.1.3 Determine HR costs 0 N
10421 7.1.1.4 Establish HR measures 0 N
10422 7.1.1.5 Communicate HR strategies 0 N
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0 N
20606 7.1.1.7 Manage employer branding 1 NEW N
17045 7.1.2 Develop and implement workforce strategy and policies 7 +16938, +11622, +11623, +20122, c10424, N
c10433
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0 N
and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1 RENAME, WAS:Plan employee resourcing N
unit/organization requirements per unit/organization
10425 7.1.2.3 Develop compensation plan 1 c10210 N
10210 7.1.2.3.1 Establish incentive plan 1 RENAME, WAS:Establish sales force incentive N
10426 7.1.2.4 Develop succession plan 0 plan Y
16938 7.1.2.5 Develop high performers/leadership programs 1 NEW N
10427 7.1.2.6 Develop employee diversity plan 0 N
11622 7.1.2.7 Develop training program 1 NEW N
11623 7.1.2.8 Develop recruitment program 1 NEW N
10428 7.1.2.9 Develop other HR programs 0 N
10429 7.1.2.10 Develop HR policies 0 N
10430 7.1.2.11 Administer HR policies 0 N
10431 7.1.2.12 Plan employee benefits 0 N
10433 7.1.2.13 Develop workforce strategy models 1 RENAME, WAS:Develop work force strategy N
models

20122 7.1.2.14 Implement workforce strategy models 1 NEW N
10417 7.1.3 Monitor and update strategy, plans, and policies 0 Y
10434 7.1.3.1 Measure realization of objectives 0 N
10435 7.1.3.2 Measure contribution to business strategy 0 N
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0 N
10438 7.1.3.4 Review and revise HR plans 0 N
17046 7.1.4 Develop competency management models 0 N
10410 7.2 Recruit, source, and select employees 8 +20123, -17049 Y
10439 7.2.1 Manage employee requisitions 5 -10449, c10446, c10447, c10448, c10450 N
10445 7.2.1.1 Align staffing plan to work force plan and business unit 0 N
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1 RENAME, WAS:Develop job descriptions N
10446 7.2.1.3 Open job requisitions 1 RENAME, WAS:Develop and open job N
requisitions
10448 7.2.1.4 Post job requisitions 1 RENAME, WAS:Post requisitions N
10450 7.2.1.5 Modify job requisitions 1 RENAME, WAS:Modify requisitions N
10451 7.2.1.6 Notify hiring manager 0 N
10452 7.2.1.7 Manage requisition dates 0 N
10440 7.2.2 Recruit/Source candidates 0 N
10453 7.2.2.1 Determine recruitment methods and channels 0 N
10454 7.2.2.2 Perform recruiting activities/events 0 N
10455 7.2.2.3 Manage recruitment vendors 0 N
17047 7.2.2.4 Manage employee referral programs 0 N
17048 7.2.2.5 Manage recruitment channels 0 N
20123 7.2.3 Screen and select candidates 1 NEW N
10456 7.2.3.1 Identify and deploy candidate selection tools 0 N
10457 7.2.3.2 Interview candidates 0 N
10458 7.2.3.3 Test candidates 0 N
10459 7.2.3.4 Select and reject candidates 0 N
10443 7.2.4 Manage new hire/re-hire 0 Y
10463 7.2.4.1 Draw up and make offer 0 N

10464 7.2.4.2 Negotiate offer 0 N
10465 7.2.4.3 Hire candidate 0 N
10444 7.2.5 Manage applicant information 1 N
10460 7.2.5.1 Obtain candidate background information 0 N
10466 7.2.5.2 Create applicant record 0 N
10467 7.2.5.3 Manage/track applicant data 1 +20124 N
20124 7.2.5.3.1 Complete position classification and level of 1 NEW N
10468 7.2.5.4 experience
Archive and retain records of non-hires 0 N
20599 7.3 Manage employee on boarding, development, and training 15 NEW Y
10469 7.3.1 Manage employee orientation and deployment 4 c11243, c17050 Y
10474 7.3.1.1 Create/maintain employee on-boarding program 2 +10477, +10478 N
10477 7.3.1.1.1 Develop employee induction program 1 NEW N
10478 7.3.1.1.2 Maintain/Update employee induction program 1 NEW N
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 1 RENAME, WAS:Evaluate the effectiveness of N
program employee on-boarding program
17050 7.3.1.3 Execute on-boarding program 1 RENAME, WAS:Execute onboarding program N
10470 7.3.2 Manage employee performance 1 c10479 Y
10479 7.3.2.1 Define employee performance objectives 1 RENAME, WAS:Define performance objectives N
10480 7.3.2.2 Review, appraise, and manage employee performance 0 N
10481 7.3.2.3 Evaluate and review performance program 0 N
10472 7.3.3 Manage employee development 2 c10488, c17051 Y
10487 7.3.3.1 Define employee development guidelines 0 N
10488 7.3.3.2 Develop employee career plans and career paths 1 RENAME, WAS:Develop employee career plans N
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
10493 7.3.4.5 Develop, conduct, and manage employee and/or 0 Y
management training programs
20125 7.3.4.6 Manage examinations and certifications 5 +20126, +20127, +20128, +20129, NEW N
20126 7.3.4.6.1 Liaise with external certification authorities 1 NEW N
20127 7.3.4.6.2 Administer certification tests 1 NEW N
20128 7.3.4.6.3 Appraise experience qualifications 1 NEW N
20129 7.3.4.6.4 Administer certificate issue and maintenance 1 NEW N
17052 7.4 Manage employee relations 0 Y
10483 7.4.1 Manage labor relations 0 Y
10484 7.4.2 Manage collective bargaining process 0 N
10485 7.4.3 Manage labor management partnerships 0 N
10531 7.4.4 Manage employee grievances 0 Y
10412 7.5 Reward and retain employees 6 +10494, +10496, -17053, -17054 Y
10494 7.5.1 Develop and manage reward, recognition, and motivation 1 NEW Y
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0 Y
10499 7.5.1.2 Develop benefits and reward plan 0 N
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0 N
10501 7.5.1.4 Identify compensation requirements based on financial, 0 N
benefits, and HR policies
10502 7.5.1.5 Administer compensation and rewards to employees 0 N
10503 7.5.1.6 Reward and motivate employees 0 N
10495 7.5.2 Manage and administer benefits 0 N
10504 7.5.2.1 Deliver employee benefits program 0 N
10505 7.5.2.2 Administer benefit enrollment 0 N
10506 7.5.2.3 Process claims 0 N
10507 7.5.2.4 Perform benefit reconciliation 0 N
10496 7.5.3 Manage employee assistance and retention 3 +10509, +10511, NEW N
10508 7.5.3.1 Deliver programs to support work/life balance for 0 N
employees

10509 7.5.3.2 Develop family support systems 1 NEW N
10510 7.5.3.3 Review retention and motivation indicators 0 N
10511 7.5.3.4 Review compensation plan 1 NEW N
10497 7.5.4 Administer payroll 0 Y
10413 7.6 Redeploy and retire employees 4 +20132, c17055 Y
10512 7.6.1 Manage promotion and demotion process 0 Y
10513 7.6.2 Manage separation 0 Y
10514 7.6.3 Manage retirement 0 N
10515 7.6.4 Manage leave of absence 0 N
10516 7.6.5 Develop and implement employee outplacement 0 N
20132 7.6.6 Manage workforce scheduling 3 +20133, c10517, NEW N
20133 7.6.6.1 Receive required resources/skills and capabilities 1 NEW N
10517 7.6.6.2 Manage resource deployment 1 RENAME, WAS:Manage deployment of N
17055 7.6.7 Relocate employees and manage assignments 1 personnel
RENAME, WAS:Relocate employees, and N
manage assignments
10520 7.6.7.1 Manage expatriates 0 Y
17056 7.7 Manage employee information and analytics 1 c10525 Y
10522 7.7.1 Manage reporting processes 0 Y
10523 7.7.2 Manage employee inquiry process 0 Y
10524 7.7.3 Manage and maintain employee data 0 Y
10525 7.7.4 Manage human resource information systems HRIS 1 RENAME, WAS:Manage human resource Y
information systems (HRIS)
10526 7.7.5 Develop and manage employee metrics 0 Y
10527 7.7.6 Develop and manage time and attendance systems 0 Y
10530 7.7.7 Manage/Collect employee suggestions and perform employee 0 N
research
17057 7.8 Manage employee communication 1 +16944 Y
10529 7.8.1 Develop employee communication plan 0 N
16944 7.8.2 Conduct employee engagement surveys 1 NEW N
10532 7.9 Deliver employee communications 0 N

+20824, +20866, NEW
20608 8.1 Develop and manage IT customer relationships 44 +20609, +20612, +20617, +20623, +20632, Y
+20641, +20648, NEW
20609 8.1.1 Understand IT customer needs 3 +20610, +20611, NEW N
20610 8.1.1.1 Understand IT customer communities 1 NEW N
20611 8.1.1.2 Assess IT customer operational capabilities 1 NEW N
20612 8.1.2 Identify IT customer transformation needs 5 +20613, +20614, +20615, +20616, NEW N
20613 8.1.2.1 Understand business requirements for IT capabilities 1 NEW N
20614 8.1.2.2 Understand IT landscape 1 NEW N
20615 8.1.2.3 Develop IT visioning 1 NEW N
20616 8.1.2.4 Outline IT service expectations 1 NEW N
20617 8.1.3 Plan and communicate IT services 6 +20618, +20619, +20620, +20621, +20622, N
NEW
20618 8.1.3.1 Manage IT customer expectations 1 NEW N
20619 8.1.3.2 Define future IT services 1 NEW N
20620 8.1.3.3 Determine IT performance indicators 1 NEW N
20621 8.1.3.4 Create IT marketing messages 1 NEW N
20622 8.1.3.5 Create IT service marketing plan 1 NEW N
20623 8.1.4 Provide IT transformation guidance 10 +20624, +20625, +20937, +20626, +20627, N
+20628, +20629, +20630, +20631, NEW
20624 8.1.4.1 Develop IT transformation plans 1 NEW N
20625 8.1.4.2 Collect IT customer requirements 1 NEW N
20937 8.1.4.3 Analyze IT customer requirements 1 NEW N
20626 8.1.4.4 Identify and prioritize IT opportunities 1 NEW N
20627 8.1.4.5 Facilitate solution design activities 1 NEW N
20628 8.1.4.6 Prioritize IT outcomes 1 NEW N
20629 8.1.4.7 Develop business cases 1 NEW N
20630 8.1.4.8 Support business case 1 NEW N
20631 8.1.4.9 Develop transformation roadmap 1 NEW N

20632 8.1.5 Develop and manage IT service levels 8 +20633, +20634, +20635, +20636, +20637, N
+20638, +20640, NEW
20633 8.1.5.1 Understand IT service requirements 1 NEW N
20634 8.1.5.2 Forecast IT service demand 1 NEW N
20635 8.1.5.3 Maintain IT services catalog 1 NEW N
20636 8.1.5.4 Define service level agreement 1 NEW N
20637 8.1.5.5 Maintain IT customer contracts 1 NEW N
20638 8.1.5.6 Negotiate and establish service level agreements 1 NEW N
20640 8.1.5.7 Develop and maintain improvement processes 1 NEW N
20641 8.1.6 Manage IT customer relationships 6 +20642, +20643, +20644, +20645, +20646, N
NEW
20642 8.1.6.1 Establish relationship management mechanisms 1 NEW N
20643 8.1.6.2 Understand IT customer strategy 1 NEW N
20644 8.1.6.3 Understand IT customer environment 1 NEW N
20645 8.1.6.4 Communicate IT capabilities 1 NEW N
20646 8.1.6.5 Manage IT requirements 1 NEW N
20648 8.1.7 Analyze service performance 5 +20649, +20650, +20647, +20938, NEW N
20649 8.1.7.1 Assess SLA compliance 1 NEW N
20650 8.1.7.2 Triage SLA compliance issues 1 NEW N
20647 8.1.7.3 Collect feedback about IT products and services 1 NEW N
20938 8.1.7.4 Synthesize and distribute IT performance information 1 NEW N
20652 8.2 Develop and manage IT business strategy 51 +20653, +20660, +20668, +20674, +20682, Y
+20693, +20699, NEW
20653 8.2.1 Define business technology and governance strategy 7 +20654, +20655, +20656, +20657, +20658, N
+20659, NEW
20654 8.2.1.1 Build and maintain IT strategic intelligence 1 NEW N
20655 8.2.1.2 Monitor and map current and emerging technologies 1 NEW N
20656 8.2.1.3 Define and communicate digital transformation strategy 1 NEW N
20657 8.2.1.4 Develop IT strategic alignment 1 NEW N
20658 8.2.1.5 Articulate IT alignment principles 1 NEW N
20659 8.2.1.6 Maintain IT strategic alignment 1 NEW N

20660 8.2.2 Manage IT portfolio strategy 7 +20661, +20662, +20663, +20664, +20665, N
+20667, NEW
20661 8.2.2.1 Establish and validate IT value criteria 1 NEW N
20662 8.2.2.2 Determine IT portfolio investment balance 1 NEW N
20663 8.2.2.3 Evaluate proposed IT investment projects 1 NEW N
20664 8.2.2.4 Prioritize IT projects 1 NEW N
20665 8.2.2.5 Align IT resources to strategic priorities 1 NEW N
20667 8.2.2.6 Align IT portfolio to business objectives 1 NEW N
20668 8.2.3 Define and maintain enterprise architecture 5 +20670, +20671, +20672, +20673, NEW N
20670 8.2.3.1 Create and publish enterprise architecture principles 1 NEW N
20671 8.2.3.2 Establish and operate enterprise architecture governance 1 NEW N
20672 8.2.3.3 Research technologies to innovate IT services and 1 NEW N
20673 8.2.3.4 solutions
Provide input to definition and prioritization of IT projects 1 NEW N
20674 8.2.4 Define IT service management strategy 8 +20675, +20676, +20677, +20678, +20679, N
+20680, +20681, NEW
20675 8.2.4.1 Establish IT service management strategy and goals 1 NEW N
20676 8.2.4.2 Identify IT service operating and process requirements 1 NEW N
20677 8.2.4.3 Define IT service catalog 1 NEW N
20678 8.2.4.4 Establish IT service management framework 1 NEW N
20679 8.2.4.5 Define and implement IT service management 1 NEW N
20680 8.2.4.6 Define and deploy support service management process 1 NEW N
tools and methods
20681 8.2.4.7 Monitor and report IT performance 1 NEW N
20682 8.2.5 Control IT management system 10 +20683, +20684, +20685, +20686, +20687, N
+20688, +20689, +20690, +20692, NEW
20683 8.2.5.1 Determine IT performance measures 1 NEW N
20684 8.2.5.2 Define IT control points and assurance procedures 1 NEW N
governance model
20685 8.2.5.3 Monitor and analyze overall IT performance 1 NEW N
20686 8.2.5.4 Monitor and analyze IT financial performance 1 NEW N
20687 8.2.5.5 Monitor and analyze IT value and benefits 1 NEW N

20688 8.2.5.6 Optimize IT resource allocation 1 NEW N
20689 8.2.5.7 Manage IT projects and services interdependencies 1 NEW N
20690 8.2.5.8 Report IT service and project performance 1 NEW N
20692 8.2.5.9 Select, deploy, and operate IT performance analytics tools 1 NEW N
20693 8.2.6 Manage IT value portfolio 5 +20694, +20695, +20696, +20697, NEW N
20694 8.2.6.1 Assess performance against IT service and project value 1 NEW N
20695 8.2.6.2 criteria
Quantify value of IT service and project portfolio 1 NEW N
20696 8.2.6.3 investments
Communicate business technology value contribution 1 NEW N
20697 8.2.6.4 Determine and implement IT portfolio adjustments 1 NEW N
20699 8.2.7 Define and manage technology innovation 8 +20700, +20701, +20702, +20703, +20939, N
+20704, +20705, NEW
20700 8.2.7.1 Establish selection criteria for research initiatives 1 NEW N
20701 8.2.7.2 Analyze emerging technology concepts 1 NEW N
20702 8.2.7.3 Identify technology concepts and capabilities 1 NEW N
20703 8.2.7.4 Execute IT research projects 1 NEW N
20939 8.2.7.5 Evaluate IT research project outcomes 1 NEW N
20704 8.2.7.6 Identify and promote viable concepts 1 NEW N
20705 8.2.7.7 Develop and plan IT investment projects 1 NEW N
20706 8.3 Develop and manage IT resilience and risk 62 +20707, +20716, +20721, +20731, +20735, Y
+20743, +20749, +20756, NEW
20707 8.3.1 Develop IT compliance, risk, and security strategy 11 +20708, +20940, +20709, +20710, +20711, N
+20712, +20941, +20713, +20714, +20715,
NEW
20708 8.3.1.1 Determine and evaluate IT regulatory and audit 1 NEW N
20940 8.3.1.2 requirements
Understand business unit risk tolerance 1 NEW N
20709 8.3.1.3 Establish IT risk tolerance 1 NEW N
20710 8.3.1.4 Establish risk ownership 1 NEW N
20711 8.3.1.5 Establish and maintain risk management roles 1 NEW N
20712 8.3.1.6 Establish compliance objectives 1 NEW N
20941 8.3.1.7 Identify systems to support compliance 1 NEW N
20713 8.3.1.8 Identify and evaluate IT risk 1 NEW N

20714 8.3.1.9 Evaluate IT-related risks resiliency 1 NEW N
20715 8.3.1.10 Create IT risk mitigation strategies and approaches 1 NEW N
20716 8.3.2 Develop IT resilience strategy 5 +20717, +20718, +20719, +20720, NEW N
20717 8.3.2.1 Determine IT delivery resiliency 1 NEW N
20718 8.3.2.2 Determine critical IT risks 1 NEW N
20719 8.3.2.3 Prioritize IT risks 1 NEW N
20720 8.3.2.4 Establish mitigation approaches for IT risks 1 NEW N
20721 8.3.3 Control IT risk, compliance, and security 11 +20722, +20723, +20724, +20942, +20725, N
+20726, +20727, +20728, +20729, +20730,
NEW
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations 1 NEW N
20723 8.3.3.2 Analyze IT security threat impact 1 NEW N
20724 8.3.3.3 Create and maintain IT compliance requirements 1 NEW N
20942 8.3.3.4 Create and maintain IT security policies, standards, and 1 NEW N
procedures
20725 8.3.3.5 Develop and deploy risk management training 1 NEW N
20726 8.3.3.6 Establish risk reporting capabilities and responsibilities 1 NEW N
20727 8.3.3.7 Establish communication standards 1 NEW N
20728 8.3.3.8 Conduct IT risk and threat assessments 1 NEW N
20729 8.3.3.9 Monitor and manage IT activity risk 1 NEW N
20730 8.3.3.10 Identify, supervise and monitor IT risk mitigation 1 NEW N
20731 8.3.4 Planmeasures
and manage IT continuity 4 +20732, +20733, +20734, NEW N
20732 8.3.4.1 Evaluate IT continuity 1 NEW N
20733 8.3.4.2 Identify IT continuity gaps 1 NEW N
20734 8.3.4.3 Manage IT business continuity 1 NEW N
20735 8.3.5 Develop and manage IT security, privacy, and data protection 8 +20736, +20737, +20738, +20739, +20740, N
+20741, +20742, NEW
20736 8.3.5.1 Assess IT regulatory and confidentiality requirements and 1 NEW N
policies
20737 8.3.5.2 Create IT security, privacy, and data protection risk 1 NEW N
governance

20738 8.3.5.3 Define IT data security and privacy policies, standards, 1 NEW N
and procedures
20739 8.3.5.4 Review and monitor physical and logical IT data security 1 NEW N
measures
20740 8.3.5.5 Review and monitor application security controls 1 NEW N
20741 8.3.5.6 Review and monitor IT physical environment security 1 NEW N
20742 8.3.5.7 controls
Monitor/analyze network intrusion detection data and 1 NEW N
resolve threats
20743 8.3.6 Conduct and analyze IT compliance assessments 6 +20744, +20745, +20746, +20747, +20748, N
NEW
20744 8.3.6.1 Conduct projects to enhance IT compliance and remediate 1 NEW N
20745 8.3.6.2 risk
Conduct IT compliance control auditing of internal and 1 NEW N
external services
20746 8.3.6.3 Perform IT compliance reporting 1 NEW N
20747 8.3.6.4 Identify and escalate IT compliance issues and 1 NEW N
remediation requirements
20748 8.3.6.5 Support external audits and reports 1 NEW N
20749 8.3.7 Develop and execute IT resilience and continuity operations 7 +20750, +20751, +20752, +20753, +20754, N
+20755, NEW
20750 8.3.7.1 Conduct IT resilience improvement projects 1 NEW N
20751 8.3.7.2 Develop, document, and maintain IT business continuity 1 NEW N
planning
20752 8.3.7.3 Implement and enforce change control procedures 1 NEW N
20753 8.3.7.4 Execute recurring IT service provider business continuity 1 NEW N
20754 8.3.7.5 Provide IT resilience training 1 NEW N
20755 8.3.7.6 Execute recurring IT business operations continuity 1 NEW N
20756 8.3.8 Manage IT user identity and authorization 9 +20757, +20758, +20759, +20760, +20761, N
+20762, +20763, +20764, NEW
20757 8.3.8.1 Support integration of identity and authorization policies 1 NEW N
20758 8.3.8.2 Manage IT user directory 1 NEW N
20759 8.3.8.3 Manage IT user authorization 1 NEW N

20760 8.3.8.4 Manage IT user authentication mechanisms 1 NEW N
20761 8.3.8.5 Audit IT user identity and authorization systems 1 NEW N
20762 8.3.8.6 Respond to IT information security and network breaches 1 NEW N
20763 8.3.8.7 Conduct penetration testing 1 NEW N
20764 8.3.8.8 Audit integration of user identity and authorization 1 NEW N
20765 8.4 systems
Manage information 19 +20766, +20770, +20776, +20779, NEW Y
20766 8.4.1 Define business information and analytics strategy 4 +20767, +20768, +20769, NEW N
20767 8.4.1.1 Establish data, information, and analytic objectives 1 NEW N
20768 8.4.1.2 Establish data, information, and analytic governance 1 NEW N
20769 8.4.1.3 Access IT data/analytic capabilities 1 NEW N
20770 8.4.2 Define and maintain business information architecture 6 +20771, +20772, +20773, +20774, +20775, N
NEW
20771 8.4.2.1 Determine enterprise business information requirements 1 NEW N
20772 8.4.2.2 Define enterprise data models 1 NEW N
20773 8.4.2.3 Identify and understand external data sources 1 NEW N
20774 8.4.2.4 Establish data ownership and stewardship responsibilities 1 NEW N
20775 8.4.2.5 Maintain and evolve enterprise data and information 1 NEW N
architecture
20776 8.4.3 Define and execute business information lifecycle planning 3 +20777, +20778, NEW N
and control
20777 8.4.3.1 Define and maintain enterprise information policies, 1 NEW N
standards, and procedures
20778 8.4.3.2 Implement and execute data administration 1 NEW N
20779 8.4.4 responsibilities
Manage business information content 5 +20780, +20781, +20782, +20783, NEW N
20780 8.4.4.1 Monitor and control business information 1 NEW N
20781 8.4.4.2 Maintain business information feeds and repositories 1 NEW N
20782 8.4.4.3 Perform internal usage audits 1 NEW N
20783 8.4.4.4 Implement and administer business information access 1 NEW N
20784 8.5 Develop and manage services/solutions 40 +20785, +20793, +20799, +20808, +20817, Y
NEW

20785 8.5.1 Develop service/solution and integration strategy 8 +20786, +20787, +20788, +20789, +20790, N
+20791, +20792, NEW
20786 8.5.1.1 Determine IT service/solution development 1 NEW N
20787 8.5.1.2 Define IT service/solution development 1 NEW N
20788 8.5.1.3 processes/standards
Identify, deploy, and support development methodologies 1 NEW N
and tools
20789 8.5.1.4 Establish service component criteria 1 NEW N
20790 8.5.1.5 Understand and select reusable service components 1 NEW N
20791 8.5.1.6 Maintain service component portfolio 1 NEW N
20792 8.5.1.7 Establish development standards exception governance 1 NEW N
20793 8.5.2 Manage service/solution lifecycle planning 6 +20794, +20795, +20796, +20797, +20798, N
NEW
20794 8.5.2.1 Monitor and track emerging technology capabilities 1 NEW N
20795 8.5.2.2 Identify IT services/solutions 1 NEW N
20796 8.5.2.3 Determine IT service/solution approach 1 NEW N
20797 8.5.2.4 Define IT solution lifecycle 1 NEW N
20798 8.5.2.5 Develop IT service/solution "sunset" plans 1 NEW N
20799 8.5.3 Develop and manage service/solution architecture 9 +20800, +20801, +20802, +20803, +20804, N
+20805, +20806, +20807, NEW
20800 8.5.3.1 Assess IT application and infrastructure architecture 1 NEW N
constraints
20801 8.5.3.2 Assess business constraints on IT service/solution 1 NEW N
20802 8.5.3.3 Determine IT component integration requirements 1 NEW N
20803 8.5.3.4 Identify opportunities for IT component reuse 1 NEW N
20804 8.5.3.5 Promote adoption of existing service/solution architecture 1 NEW N
20805 8.5.3.6 Develop and maintain service/solution architectures 1 NEW N
20806 8.5.3.7 Assess IT service/solution architecture conformance 1 NEW N
20807 8.5.3.8 Manage architectural exceptions 1 NEW N
20808 8.5.4 Execute IT service/solution creation and testing 9 +20809, NEW N
20809 8.5.4.1 Execute IT service/solution development lifecycle 8 +20810, +20811, +20812, +20813, +20814, N
+20815, +20816, NEW

20810 8.5.4.1.1 Assess and validate IT service/solution requirements 1 NEW N
20811 8.5.4.1.2 Create service/solution design 1 NEW N
20812 8.5.4.1.3 Build and test IT service/solution components 1 NEW N
20813 8.5.4.1.4 Integrate IT components and services 1 NEW N
20814 8.5.4.1.5 Execute IT service/solution validation 1 NEW N
20815 8.5.4.1.6 Bundle service/solution deployment packaging 1 NEW N
20816 8.5.4.1.7 Manage service/solution process exceptions 1 NEW N
20817 8.5.5 Perform service/solution maintenance and testing 7 +20818, NEW N
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle 6 +20819, +20820, +20821, +20822, +20823, N
NEW
20819 8.5.5.1.1 Assess IT remediation 1 NEW N
20820 8.5.5.1.2 Modify service/solution design 1 NEW N
20821 8.5.5.1.3 Perform IT service/solution remediation 1 NEW N
20822 8.5.5.1.4 Manage service/solution operations 1 NEW N
20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging 1 NEW N
20824 8.6 Deploy services/solutions 42 +20825, +20832, +20840, +20848, +20858, Y
NEW
20825 8.6.1 Develop and manage service/solution deployment strategy 7 +20826, +20827, +20828, +20829, +20830, N
+20831, NEW
20826 8.6.1.1 Assess IT deployment business impact 1 NEW N
20827 8.6.1.2 Establish IT deployment policies 1 NEW N
20828 8.6.1.3 Define and create deployment procedure workflow 1 NEW N
20829 8.6.1.4 Define IT change/release standards 1 NEW N
20830 8.6.1.5 Assign deployment approval responsibilities 1 NEW N
20831 8.6.1.6 Analyze deployments outcomes 1 NEW N
20832 8.6.2 Plan service and solution implementation 8 +20833, +20834, +20835, +20836, +20837, N
+20838, +20839, NEW
20833 8.6.2.1 Assess IT deployment risk 1 NEW N
20834 8.6.2.2 Define implementation schedule and roll-out sequence 1 NEW N
20835 8.6.2.3 Determine implementation requirements 1 NEW N
20836 8.6.2.4 Plan and align user testing and resources 1 NEW N

20837 8.6.2.5 Develop IT training 1 NEW N
20838 8.6.2.6 Create implementation communications 1 NEW N
20839 8.6.2.7 Manage IT roll-back procedures 1 NEW N
20840 8.6.3 Manage change deployment control 8 +20841, +20842, +20843, +20844, +20845, N
+20846, +20847, NEW
20841 8.6.3.1 Asses IT change/release impact 1 NEW N
20842 8.6.3.2 Confirm change/release compliance 1 NEW N
20843 8.6.3.3 Assess IT change/release risk 1 NEW N
20844 8.6.3.4 Consolidate IT change 1 NEW N
20845 8.6.3.5 Create and communicate deployment schedule 1 NEW N
20846 8.6.3.6 Approve change/release deployment 1 NEW N
20847 8.6.3.7 Document IT change/release outcome 1 NEW N
20848 8.6.4 Implement technology solutions 10 +20849, +20850, +20851, +20852, +20853, N
+20854, +20855, +20856, +20857, NEW
20849 8.6.4.1 Confirm hardware/software operational status 1 NEW N
20850 8.6.4.2 Confirm operational availability 1 NEW N
20851 8.6.4.3 Execute internal IT implementation plan 1 NEW N
20852 8.6.4.4 Confirm implementation completion 1 NEW N
20853 8.6.4.5 Implement software change/release 1 NEW N
20854 8.6.4.6 Perform post-installation testing 1 NEW N
20855 8.6.4.7 Distribute software components network-wide 1 NEW N
20856 8.6.4.8 Verify change/release implementation success 1 NEW N
20857 8.6.4.9 Execute roll-back plan 1 NEW N
20858 8.6.5 Perform service and solution rollout 8 +20859, +20860, +20861, +20862, +20863, N
+20864, +20865, NEW
20859 8.6.5.1 Conduct IT training 1 NEW N
20860 8.6.5.2 Prepare and distribute service/solution communications 1 NEW N
20861 8.6.5.3 Support organizational changes 1 NEW N
20862 8.6.5.4 Execute rollout plans 1 NEW N
20863 8.6.5.5 Provide rollout support 1 NEW N
20864 8.6.5.6 Manage rollout support capabilities 1 NEW N

20865 8.6.5.7 Monitor and record rollout issues 1 NEW N
20866 8.7 Create and manage support services/solutions 62 +20867, +20873, +20880, +20888, +20895, Y
+20905, +20914, +20921, NEW
20867 8.7.1 Define and establish service delivery strategy 6 +20868, +20869, +20870, +20871, +20872, N
NEW
20868 8.7.1.1 Assess business objectives and IT service delivery 1 NEW N
20869 8.7.1.2 Define IT service delivery portfolio 1 NEW N
20870 8.7.1.3 Create and maintain IT service delivery model 1 NEW N
20871 8.7.1.4 Determine IT service delivery locations and activities 1 NEW N
20872 8.7.1.5 Define IT service delivery sourcing strategy 1 NEW N
20873 8.7.2 Define and develop service support strategy 7 +20874, +20875, +20876, +20877, +20878, N
+20879, NEW
20874 8.7.2.1 Assess business objectives and IT service support delivery 1 NEW N
20875 8.7.2.2 Define IT service support portfolio 1 NEW N
20876 8.7.2.3 Create and maintain IT support model 1 NEW N
20877 8.7.2.4 Develop IT support service sourcing strategy 1 NEW N
20878 8.7.2.5 Establish support service framework 1 NEW N
20879 8.7.2.6 Provide service support tools and technology 1 NEW N
20880 8.7.3 Plan and manage service delivery control 8 +20881, NEW N
20881 8.7.3.1 Plan operational activities for IT service delivery 7 +20882, +20883, +20884, +20885, +20886, N
+20887, NEW
20882 8.7.3.1.1 Schedule service delivery resources 1 NEW N
20883 8.7.3.1.2 Maintain/optimize batch job schedule 1 NEW N
20884 8.7.3.1.3 Schedule change/release windows 1 NEW N
20885 8.7.3.1.4 Schedule/optimize backup and archive activities 1 NEW N
20886 8.7.3.1.5 Balance operational workloads across available 1 NEW N
infrastructure components
20887 8.7.3.1.6 Determine specific problem support procedures 1 NEW N
20888 8.7.4 Develop and manage infrastructure resource planning 6 +20889, +20890, +20891, +20892, +20893, N
NEW
20889 8.7.4.1 Develop IT service delivery strategy 1 NEW N

20890 8.7.4.2 Assess IT infrastructure business objectives 1 NEW N
20891 8.7.4.3 Determine ongoing IT infrastructure capabilities 1 NEW N
20892 8.7.4.4 Plan IT infrastructure change 1 NEW N
20893 8.7.4.5 Plan and budget IT license usage volumes 1 NEW N
20895 8.7.5 Define service support planning 11 +20896, +20897, +20898, +20943, +20899, N
+20900, +20901, +20902, +20903, +20904,
NEW
20896 8.7.5.1 Understand IT support demand patterns 1 NEW N
20897 8.7.5.2 Determine required support resource levels, 1 NEW N
responsibilities, and capabilities
20898 8.7.5.3 Maintain service support knowledge repository 1 NEW N
20943 8.7.5.4 Maintain service support learning 1 NEW N
20899 8.7.5.5 Communicate service support needs 1 NEW N
20900 8.7.5.6 Define IT escalation mechanisms 1 NEW N
20901 8.7.5.7 Manage IT service support resources 1 NEW N
20902 8.7.5.8 Coordinate with external support providers 1 NEW N
20903 8.7.5.9 Triage IT service delivery incidents 1 NEW N
20904 8.7.5.10 Monitor IT service support performance 1 NEW N
20905 8.7.6 Develop and manage service delivery operations 9 +20906, +20907, +20908, +20909, +20910, N
+20911, +20912, +20913, NEW
20906 8.7.6.1 Operate and monitor online systems 1 NEW N
20907 8.7.6.2 Run and monitor batch job schedule 1 NEW N
20908 8.7.6.3 Manage service delivery workloads 1 NEW N
20909 8.7.6.4 Manage infrastructure performance and capacity 1 NEW N
20910 8.7.6.5 Respond to unplanned operational issues 1 NEW N
20911 8.7.6.6 Produce and distribute output media 1 NEW N
20912 8.7.6.7 Monitor IT infrastructure security 1 NEW N
20913 8.7.6.8 Manage IT infrastructure/data recovery 1 NEW N
20914 8.7.7 Manage infrastructure resource administration 7 +20915, +20916, +20917, +20918, +20919, N
+20920, NEW
20915 8.7.7.1 Manage infrastructure configuration 1 NEW N

20916 8.7.7.2 Perform infrastructure component maintenance 1 NEW N
20917 8.7.7.3 Install/configure/upgrade infrastructure components 1 NEW N
20918 8.7.7.4 Maintain IT asset records 1 NEW N
20919 8.7.7.5 Administer IT licenses/user agreements 1 NEW N
20920 8.7.7.6 Provide IT infrastructure service and capabilities 1 NEW N
20921 8.7.8 Operate IT user support 7 +20922, +20923, +20925, +20926, +20927, N
+20928, NEW
20922 8.7.8.1 Triage IT issues/requests 1 NEW N
20923 8.7.8.2 Provide IT resolution capabilities 1 NEW N
20925 8.7.8.3 Manage IT user requests 1 NEW N
20926 8.7.8.4 Escalate IT requests 1 NEW N
20927 8.7.8.5 Resolve IT issues/requests 1 NEW N
20928 8.7.8.6 Execute IT continuity and recovery action 1 NEW N

10728 9.1 Perform planning and management accounting 3 Y
10738 9.1.1 Perform planning/budgeting/forecasting 2 +20135, +20136 Y
10771 9.1.1.1 Develop and maintain budget policies and procedures 0 N
10772 9.1.1.2 Prepare periodic budgets and plans 0 N
20135 9.1.1.3 Operationalize and implement plans to achieve budget 1 NEW N
10773 9.1.1.4 Prepare periodic financial forecasts 0 N
20136 9.1.1.5 Perform variance analysis against forecasts and budgets 1 NEW N
10739 9.1.2 Perform cost accounting and control 1 +14057 Y
10774 9.1.2.1 Perform inventory accounting 0 N
14057 9.1.2.2 Perform profit center accounting 1 NEW N
10775 9.1.2.3 Perform cost of sales analysis 0 N
10776 9.1.2.4 Perform product costing 0 N
10777 9.1.2.5 Perform variance analysis 0 N
11175 9.1.2.6 Report on profitability 0 N
10740 9.1.3 Perform cost management 0 Y
10778 9.1.3.1 Determine key cost drivers 0 N
10779 9.1.3.2 Measure cost drivers 0 N
10780 9.1.3.3 Determine critical activities 0 N
10781 9.1.3.4 Manage asset resource deployment and utilization 0 N
10741 9.1.4 Evaluate and manage financial performance 0 Y
10782 9.1.4.1 Assess customer and product profitability 0 N
10783 9.1.4.2 Evaluate new products 0 N
10784 9.1.4.3 Perform life cycle costing 0 N
10785 9.1.4.4 Optimize customer and product mix 0 N
10786 9.1.4.5 Track performance of new-customer and product 0 N
10787 9.1.4.6 strategies
Prepare activity-based performance measures 0 N
10788 9.1.4.7 Manage continuous cost improvement 0 N
10729 9.2 Perform revenue accounting 4 Y
10742 9.2.1 Process customer credit 2 +14187, +14188 Y
10789 9.2.1.1 Establish credit policies 0 Y

10790 9.2.1.2 Analyze/Approve new account applications 0 Y
14187 9.2.1.3 Analyze credit scoring history 1 NEW N
14188 9.2.1.4 Forecast credit scoring requirement 1 NEW N
10791 9.2.1.5 Review existing accounts 0 Y
10792 9.2.1.6 Produce credit/collection reports 0 Y
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies 0 N
10743 9.2.2 Invoice customer 0 Y
10794 9.2.2.1 Maintain customer/product master files 0 Y
10795 9.2.2.2 Generate customer billing data 0 Y
10796 9.2.2.3 Transmit billing data to customers 0 Y
10797 9.2.2.4 Post receivable entries 0 Y
10798 9.2.2.5 Resolve customer billing inquiries 0 Y
10744 9.2.3 Process accounts receivable (AR) 0 Y
10799 9.2.3.1 Establish AR policies 0 N
10800 9.2.3.2 Receive/Deposit customer payments 0 N
10801 9.2.3.3 Apply cash remittances 0 N
10802 9.2.3.4 Prepare AR reports 0 N
10803 9.2.3.5 Post AR activity to the general ledger 0 N
10745 9.2.4 Manage and process collections 2 +14007, +14008 Y
10804 9.2.4.1 Establish policies for delinquent accounts 0 N
10805 9.2.4.2 Analyze delinquent account balances 0 N
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts 0 N
10807 9.2.4.4 Discuss account resolution with internal parties 0 N
10808 9.2.4.5 Process adjustments/write off balances 0 Y
14007 9.2.4.6 Perform recovery workout 1 NEW N
14008 9.2.4.7 Manage default accounts 1 NEW N
10746 9.2.5 Manage and process adjustments/deductions 0 Y
10809 9.2.5.1 Establish policies/procedures for adjustments 0 N
10810 9.2.5.2 Analyze adjustments 0 N
10811 9.2.5.3 Correspond/Negotiate with customer 0 N
10812 9.2.5.4 Discuss resolution with internal parties 0 N

10813 9.2.5.5 Prepare chargeback invoices 0 N
10814 9.2.5.6 Process related entries 0 N
10730 9.3 Perform general accounting and reporting 3 Y
10747 9.3.1 Manage policies and procedures 1 +20604 Y
10815 9.3.1.1 Negotiate service-level agreements 0 Y
10816 9.3.1.2 Establish accounting policies 0 Y
20604 9.3.1.3 Publish accounting policies 1 NEW Y
10817 9.3.1.4 Set and enforce approval limits 0 Y
10818 9.3.1.5 Establish common financial systems 0 Y
10748 9.3.2 Perform general accounting 1 c10822 Y
10819 9.3.2.1 Maintain chart of accounts 0 Y
10820 9.3.2.2 Process journal entries 0 Y
10821 9.3.2.3 Process allocations 0 Y
10822 9.3.2.4 Process period end adjustments 1 RENAME, WAS:Process period end adjustments Y
(e.g., accruals and currency conversions)
10823 9.3.2.5 Post and reconcile intercompany transactions 0 Y
10824 9.3.2.6 Reconcile general ledger accounts 0 Y
10825 9.3.2.7 Perform consolidations and process eliminations 0 Y
10826 9.3.2.8 Prepare trial balance 0 Y
10827 9.3.2.9 Prepare and post management adjustments 0 Y
10749 9.3.3 Perform fixed-asset accounting 0 Y
10828 9.3.3.1 Establish fixed-asset policies and procedures 0 N
10829 9.3.3.2 Maintain fixed-asset master data files 0 N
10830 9.3.3.3 Process and record fixed-asset additions and retires 0 N
10831 9.3.3.4 Process and record fixed-asset adjustments, 0 Y
enhancements, revaluations, and transfers
10832 9.3.3.5 Process and record fixed-asset maintenance and repair 0 N
expenses
10833 9.3.3.6 Calculate and record depreciation expense 0 N
10834 9.3.3.7 Reconcile fixed-asset ledger 0 N
10835 9.3.3.8 Track fixed-assets including physical inventory 0 N

10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and 0 N
regulatory reporting
10750 9.3.4 Perform financial reporting 1 +14074 Y
10837 9.3.4.1 Prepare business unit financial statements 0 Y
10838 9.3.4.2 Prepare consolidated financial statements 0 Y
10839 9.3.4.3 Perform business unit reporting/review management 0 Y
10840 9.3.4.4 reports
Perform consolidated reporting/review of cost 0 Y
management reports
10841 9.3.4.5 Prepare statements for board review 0 Y
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports 0 Y
10843 9.3.4.7 Produce regulatory reports 0 Y
14074 9.3.4.8 Perform legal and management consolidation 1 NEW Y
10731 9.4 Manage fixed-asset project accounting 0 Y
10751 9.4.1 Perform capital planning and project approval 0 Y
10844 9.4.1.1 Develop capital investment policies and procedures 0 N
10845 9.4.1.2 Develop and approve capital expenditure plans and 0 N
10846 9.4.1.3 budgets
Review and approve capital projects and fixed-asset 0 N
10847 9.4.1.4 acquisitions
Conduct financial justification for project approval 0 N
10752 9.4.2 Perform capital project accounting 0 Y
10848 9.4.2.1 Create project account codes 0 N
10849 9.4.2.2 Record project-related transactions 0 N
10850 9.4.2.3 Monitor and track capital projects and budget spending 0 N
10851 9.4.2.4 Close/capitalize projects 0 N
10852 9.4.2.5 Measure financial returns on completed capital projects 0 N
10732 9.5 Process payroll 3 c10755 Y
10753 9.5.1 Report time 0 Y
10853 9.5.1.1 Establish policies and procedures 0 N
10854 9.5.1.2 Collect and record employee time worked 0 N
10855 9.5.1.3 Analyze and report paid and unpaid leave 0 N
10856 9.5.1.4 Monitor regular, overtime, and other hours 0 N
10857 9.5.1.5 Analyze and report employee utilization 0 N

10754 9.5.2 Manage pay 0 Y
10858 9.5.2.1 Enter employee time worked into payroll system 0 N
10859 9.5.2.2 Maintain and administer employee earnings information 0 N
10860 9.5.2.3 Maintain and administer applicable deductions 0 N
10861 9.5.2.4 Monitor changes in tax status of employees 0 N
10862 9.5.2.5 Process and distribute payments 0 N
10863 9.5.2.6 Process and distribute manual checks 0 N
10864 9.5.2.7 Process period-end adjustments 0 N
10865 9.5.2.8 Respond to employee payroll inquiries 0 N
10755 9.5.3 Manage and process payroll taxes 3 +14075, +14076, RENAME, WAS:Process Y
payroll taxes
14075 9.5.3.1 Develop tax plan 1 NEW N
14076 9.5.3.2 Manage tax plan 1 NEW N
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0 N
10867 9.5.3.4 Produce and distribute employee annual tax statements 0 N
10868 9.5.3.5 File regulatory payroll tax forms 0 N
10733 9.6 Process accounts payable and expense reimbursements 10 +20929 Y
10756 9.6.1 Process accounts payable (AP) 2 c10874, c10875 Y
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0 Y
10870 9.6.1.2 Maintain/Manage electronic commerce 0 Y
10871 9.6.1.3 Audit invoices and key data in AP system 0 Y
10872 9.6.1.4 Approve payments 0 Y
10873 9.6.1.5 Process financial accruals and reversals 0 Y
10874 9.6.1.6 Process payables taxes 1 RENAME, WAS:Process taxes Y
10875 9.6.1.7 Research/Resolve payable exceptions 1 RENAME, WAS:Research/Resolve exceptions Y
10876 9.6.1.8 Process payments 0 Y
10877 9.6.1.9 Respond to AP inquiries 0 Y
10878 9.6.1.10 Retain records 0 Y
10879 9.6.1.11 Adjust accounting records 0 Y
10757 9.6.2 Process expense reimbursements 1 c10884 Y

10880 9.6.2.1 Establish and communicate expense reimbursement 0 Y
policies and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0 Y
10882 9.6.2.3 Approve reimbursements and advances 0 Y
10883 9.6.2.4 Process reimbursements and advances 0 Y
10884 9.6.2.5 Manage personnel accounts 1 RENAME, WAS:Manage personal accounts Y
20929 9.6.3 Manage corporate credit cards 7 +20930, +20931, +20932, +20933, +20934, N
+20935, NEW
20930 9.6.3.1 Establish corporate credit card policies and approval limits 1 NEW N
20931 9.6.3.2 Process corporate credit card requests 1 NEW N
20932 9.6.3.3 Order corporate credit cards 1 NEW N
20933 9.6.3.4 Manage corporate credit card accounts 1 NEW N
20934 9.6.3.5 Approve/Change credit limits 1 NEW N
20935 9.6.3.6 Cancel/Deactivate credit card 1 NEW N
10734 9.7 Manage treasury operations 23 +16958 Y
10758 9.7.1 Manage treasury policies and procedures 0 Y
10885 9.7.1.1 Establish scope and governance of treasury operations 0 N
10886 9.7.1.2 Establish and publish treasury policies 0 N
10887 9.7.1.3 Develop treasury procedures 0 N
10888 9.7.1.4 Monitor treasury procedures 0 N
10889 9.7.1.5 Audit treasury procedures 0 N
10890 9.7.1.6 Revise treasury procedures 0 N
10891 9.7.1.7 Develop and confirm internal controls for treasury 0 N
10892 9.7.1.8 Define system security requirements 0 N
10759 9.7.2 Manage cash 0 Y
10893 9.7.2.1 Manage and reconcile cash positions 0 N
10894 9.7.2.2 Manage cash equivalents 0 N
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0 N
10896 9.7.2.4 Develop cash flow forecasts 0 N
10897 9.7.2.5 Manage cash flows 0 N
10898 9.7.2.6 Produce cash management accounting transactions and 0 N
reports

10899 9.7.2.7 Manage and oversee banking relationships 0 N
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0 N
10760 9.7.3 Manage in-house bank accounts 0 N
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0 N
10902 9.7.3.2 Manage and facilitate inter-company borrowing 0 N
10903 9.7.3.3 transactions
Manage centralized outgoing payments on behalf of 0 N
Manage central incoming payments on behalf of 0 N
Manage internal payments and netting transactions 0 N
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0 N
10907 9.7.3.7 Provide account statements for in-house bank accounts 0 N
10761 9.7.4 Manage debt and investment 1 +14079 N
14079 9.7.4.1 Establish investment policy 1 NEW N
10908 9.7.4.2 Manage financial intermediary relationships 0 N
10909 9.7.4.3 Manage liquidity 0 N
10910 9.7.4.4 Manage issuer exposure 0 N
10911 9.7.4.5 Process and oversee debt and investment transactions 0 N
10912 9.7.4.6 Process and oversee foreign currency transactions 0 N
10913 9.7.4.7 Produce debt and investment accounting transaction 0 N
14210 9.7.4.8 reports
Process and oversee interest rate transactions 0 N
11208 9.7.5 Monitor and execute risk and hedging transactions 21 +12974, +20137, -11212, c11209, c11210 Y
12974 9.7.5.1 Develop risk management/hedging strategy 1 NEW N
11209 9.7.5.2 Manage interest rate risk 5 +19575, +19576, +19577, +19578, RENAME, N
WAS:Manage interest-rate risk
19575 9.7.5.2.1 Manage interest rate market data 1 NEW N
19576 9.7.5.2.2 Determine interest rate exposure for all markets 1 NEW N
19577 9.7.5.2.3 Determine interest rate hedge requirements in 1 NEW N
19578 9.7.5.2.4 Execute interest rate trades 1 NEW N
11210 9.7.5.3 Manage foreign exchange risk 6 +19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
19579 9.7.5.3.1 Manage foreign exchange market data 1 NEW N

19580 9.7.5.3.2 Determine foreign exchange exposure for all 1 NEW N
19581 9.7.5.3.3 currencies
Determine foreign exchange hedge requirements in 1 NEW N
19582 9.7.5.3.4 Execute foreign exchange trades 1 NEW N
19583 9.7.5.3.5 Manage foreign exchange balance sheet risk 1 NEW N
11211 9.7.5.4 Manage exposure risk 4 +19584, +19585, +19586, +19587 N
19584 9.7.5.4.1 Determine current customer exposures and limit 1 NEW N
19585 9.7.5.4.2 exceptions
Resolve customer exposure limit violations 1 NEW N
19586 9.7.5.4.3 Manage customer collateral 1 NEW N
19587 9.7.5.4.4 Perform annual customer credit reviews 1 NEW N
20137 9.7.5.5 Execute hedging transactions 4 +19588, +19589, +19590, NEW N
19588 9.7.5.5.1 Measure physical positions 1 NEW N
19589 9.7.5.5.2 Establish hedges 1 NEW N
19590 9.7.5.5.3 Unwind hedges 1 NEW N
11213 9.7.5.5.4 Evaluate and refine hedging positions 0 N
11215 9.7.5.5.5 Monitor credit 0 N
11214 9.7.5.6 Produce hedge accounting transactions and reports 0 N
16958 9.7.6 Manage financial fraud/dispute cases 1 NEW N
10735 9.8 Manage internal controls 1 Y
10762 9.8.1 Establish internal controls, policies, and procedures 0 Y
10914 9.8.1.1 Establish board of directors and audit committee 0 N
10915 9.8.1.2 Define and communicate code of ethics 0 N
10916 9.8.1.3 Assign roles and responsibility for internal controls 0 N
11250 9.8.1.4 Define business process objectives and risks 0 N
11251 9.8.1.5 Define entity/unit risk tolerances 0 N
10763 9.8.2 Operate controls and monitor compliance with internal 0 Y
controls policies and procedures
10917 9.8.2.1 Design and implement control activities 0 N
10918 9.8.2.2 Monitor control effectiveness 0 N
10919 9.8.2.3 Remediate control deficiencies 0 N
10920 9.8.2.4 Create compliance function 0 N

10921 9.8.2.5 Operate compliance function 0 N
10922 9.8.2.6 Implement and maintain controls-related enabling 0 N
technologies and tools
10764 9.8.3 Report on internal controls compliance 1 c10925 Y
10923 9.8.3.1 Report to external auditors 0 N
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 0 N
exchanges, etc.
10925 9.8.3.3 Report to third parties 1 RENAME, WAS:Report to third parties (e.g., N
business partners)
10926 9.8.3.4 Report to internal management 0 N
10736 9.9 Manage taxes 1 Y
10765 9.9.1 Develop tax strategy and plan 0 N
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0 N
10928 9.9.1.2 Consolidate and optimize total tax plan 0 N
10929 9.9.1.3 Maintain tax master data 0 N
10766 9.9.2 Process taxes 1 c10931 Y
10930 9.9.2.1 Perform tax planning/strategy 0 N
10931 9.9.2.2 Prepare tax returns 1 RENAME, WAS:Prepare returns N
10932 9.9.2.3 Prepare foreign taxes 0 N
10933 9.9.2.4 Calculate deferred taxes 0 N
10934 9.9.2.5 Account for taxes 0 N
10935 9.9.2.6 Monitor tax compliance 0 N
10936 9.9.2.7 Address tax inquiries 0 N
10737 9.10 Manage international funds/consolidation 0 N
10767 9.10.1 Monitor international rates 0 N
10768 9.10.2 Manage transactions 0 N
10769 9.10.3 Monitor currency exposure/hedge currency 0 Y
10770 9.10.4 Report results 0 N
17059 9.11 Perform global trade services 1 +19593 N
14090 9.11.1 Screen sanctioned party list 0 N
14091 9.11.2 Control exports and imports 0 N

14092 9.11.3 Classify products 0 N
19593 9.11.4 Perform currency conversion 1 NEW N
14093 9.11.5 Calculate duty 0 N
14094 9.11.6 Communicate with customs 0 N
14095 9.11.7 Document trade 0 N
14096 9.11.8 Process trade preferences 0 N
14097 9.11.9 Handle restitution 0 N
14098 9.11.10 Prepare letter of credit 0 N

10937 10.1 Plan and acquire assets 8 -10942, c10944, c10941, RENAME, N
WAS:Design and construct/acquire
nonproductive assets
10941 10.1.1 Develop property strategy and long term vision 3 c10956, c10957, RENAME, WAS:Develop N
property strategy and long-term vision
10955 10.1.1.1 Confirm alignment of property requirements with business 0 Y
strategy
10956 10.1.1.2 Appraise the external environment 1 RENAME, WAS:Assess the external N
10957 10.1.1.3 Determine build or buy decision 1 environment
RENAME, WAS:Make build-or-buy decision N
10943 10.1.2 Plan facility 0 Y
10958 10.1.2.1 Design facility 0 N
10959 10.1.2.2 Analyze budget 0 N
10960 10.1.2.3 Select property 0 N
10961 10.1.2.4 Negotiate terms for facility 0 N
10962 10.1.2.5 Manage construction or modification to building 0 N
10944 10.1.3 Provide workspace and facilities 3 c10963, c10964, RENAME, WAS:Provide N
10963 10.1.3.1 Acquire workspace and facilities 1 RENAME, WAS:Acquire workspace and assets N
10964 10.1.3.2 Change fit/form/function of workspace and facilities 1 RENAME, WAS:Change fit/form/function of N
10949 10.1.4 Manage facilities operations 0 N
10965 10.1.4.1 Relocate people 0 N
10966 10.1.4.2 Relocate material and tools 0 N
19208 10.2 Design and construct productive assets 22 +19209, +20139, +19229, +19224, NEW N
19209 10.2.1 Manage capital program for productive assets 4 +19210, +19211, +19212, NEW N
19210 10.2.1.1 Define capital investment plan 1 NEW N
19211 10.2.1.2 Monitor capital program 1 NEW N
19212 10.2.1.3 Secure construction financing 1 NEW N
20139 10.2.2 Design and plan asset construction 6 +19220, +11276, +19221, +19222, +19223, N
NEW
19220 10.2.2.1 Develop construction strategy 1 NEW N

11276 10.2.2.2 Perform construction performance management 1 NEW N
19221 10.2.2.3 Obtain construction permissions 1 NEW N
19222 10.2.2.4 Design assets 1 NEW N
19223 10.2.2.5 Plan construction resources 1 NEW N
19229 10.2.3 Schedule and perform construction work 6 +19230, +19231, +19232, +19233, +19234, N
NEW
19230 10.2.3.1 Schedule construction work 1 NEW N
19231 10.2.3.2 Obtain resources 1 NEW N
19232 10.2.3.3 Construct new assets 1 NEW N
19233 10.2.3.4 Augment existing assets 1 NEW N
19234 10.2.3.5 Renew/Replace assets 1 NEW N
19224 10.2.4 Manage asset construction 5 +19225, +19226, +19227, +19228, NEW N
19225 10.2.4.1 Monitor work performance 1 NEW N
19226 10.2.4.2 Undertake construction quality control 1 NEW N
19227 10.2.4.3 Create work and asset records 1 NEW N
19228 10.2.4.4 Manage safety, security, and access to sites 1 NEW N
19238 10.3 Maintain productive assets 23 +19239, +19245, +19253, NEW N
19239 10.3.1 Plan asset maintenance 8 +19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
19240 10.3.1.1 Develop maintenance strategies 1 NEW N
10967 10.3.1.2 Analyze assets and predict maintenance requirements 1 RENAME, WAS:Analyze assets, and predict N
maintenance requirements
19241 10.3.1.3 Specify maintenance policies 1 NEW N
10968 10.3.1.4 Integrate preventive maintenance into operations schedule 1 RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
19242 10.3.1.5 Identify work management tasks & priorities 1 NEW N
19243 10.3.1.6 Conduct resource planning 1 NEW N
19244 10.3.1.7 Create work plans 1 NEW N
19245 10.3.2 Manage asset maintenance 8 +19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
19246 10.3.2.1 Schedule maintenance work 1 NEW N

19247 10.3.2.2 Obtain required resources 1 NEW N
19248 10.3.2.3 Undertake quality control 1 NEW N
19249 10.3.2.4 Update work and asset records 1 NEW N
19250 10.3.2.5 Manage maintenance work safety 1 NEW N
19251 10.3.2.6 Define maintenance performance targets 1 NEW N
19252 10.3.2.7 Monitor maintenance performance against 1 NEW N
19253 10.3.3 targets/contracts
Perform asset maintenance 6 +10947, +19254, +19255, +19256, +19257, N
NEW
10947 10.3.3.1 Perform preventative asset maintenance 1 NEW N
19254 10.3.3.2 Perform routine asset maintenance 1 NEW N
19255 10.3.3.3 Perform corrective asset maintenance and repairs 1 NEW N
19256 10.3.3.4 Identify unplanned maintenance requirements 1 NEW N
19257 10.3.3.5 Perform unplanned maintenance and repairs 1 NEW N
10940 10.4 Dispose of assets 3 +19258, +16970, RENAME, WAS:Dispose of Y
productive and nonproductive assets
10952 10.4.1 Develop exit strategy 0 N
19258 10.4.2 Decommission productive assets 1 NEW N
10953 10.4.3 Perform sale or trade 0 N
10954 10.4.4 Perform abandonment 0 N
16970 10.4.5 Perform waste and hazardous goods management 1 NEW N

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 8 RENAME, WAS:Manage Enterprise Risk, N
Resiliency Compliance, Remediation and Resiliency
17060 11.1 Manage enterprise risk 3 Y
16439 11.1.1 Establish the enterprise risk framework and policies 0 N
16440 11.1.1.1 Determine risk tolerance for organization 0 N
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0 N
16442 11.1.1.3 procedures
Identify and implement enterprise risk management tools 0 N
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0 N
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive 0 N
management and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 2 c16448, c16451 N
16446 11.1.2.1 Identify enterprise level risks 0 N
16447 11.1.2.2 Assess risks to determine which to mitigate 0 N
16448 11.1.2.3 Develop risk mitigation and management strategy and 1 RENAME, WAS:Develop risk mitigation and N
integrate with existing performance management management strategy, and integrate with existing
processes performance management processes
16449 11.1.2.4 Verify business unit and functional risk mitigation plans 0 N
are implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0 N
16451 11.1.2.6 Report on enterprise risk activities 1 RENAME, WAS:Report on risk activities N
16452 11.1.2.7 Coordinate business unit and functional risk management 0 N
activities
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 1 N
16456 11.1.3.1 Identify risks 0 N
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0 N
procedures

16458 11.1.3.3 Develop mitigation plans for risks 1 +18129 N
18129 11.1.3.3.1 Assess adequacy of insurance coverage 1 NEW N
16459 11.1.3.4 Implement mitigation plans for risks 0 N
16460 11.1.3.5 Monitor risks 0 N
16461 11.1.3.6 Analyze risk activities and update plans 0 N
16462 11.1.3.7 Report on risk activities 0 N
17467 11.2 Manage compliance 4 N
17468 11.2.1 Establish compliance framework and policies 0 N
17469 11.2.1.1 Develop enterprise compliance policies and procedures 0 N
17470 11.2.1.2 Implement enterprise compliance activities 0 N
14133 11.2.1.3 Manage internal audits 0 N
14137 11.2.1.4 Maintain controls-related technologies and tools 0 N
16463 11.2.2 Manage regulatory compliance 4 +19595, +19596, c16467, c16469 N
16464 11.2.2.1 Develop regulatory compliance procedures 0 N
16465 11.2.2.2 Identify applicable regulatory requirements 0 N
16466 11.2.2.3 Monitor the regulatory environment for changing or 0 N
emerging regulations
16467 11.2.2.4 Assess current compliance position and identify 1 RENAME, WAS:Assess current compliance N
weaknesses or shortfalls therein position, and identify weaknesses or shortfalls
therein
16468 11.2.2.5 Implement missing or stronger regulatory compliance 0 N
controls and policies
16469 11.2.2.6 Monitor and test regulatory compliance position and 1 RENAME, WAS:Monitor and test, on an ongoing N
existing controls and scheduled basis, regulatory compliance
position and existing controls, defining controls
that should be added, removed, or modified as
required
19595 11.2.2.7 Compile and communicate compliance scorecard(s) 1 NEW N

19596 11.2.2.8 Compile and communicate internal and regulatory 1 NEW N
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0 N

11185 11.3 Manage remediation efforts 0 Y
11201 11.3.1 Create remediation plans 0 N
11202 11.3.2 Contact and confer with experts 0 N
11203 11.3.3 Identify/dedicate resources 0 N
11204 11.3.4 Investigate legal aspects 0 N
11205 11.3.5 Investigate damage cause 0 N
11206 11.3.6 Amend or create policy 0 N
11216 11.4 Manage business resiliency 0 Y
11221 11.4.1 Develop the business resilience strategy 0 N
11222 11.4.2 Perform continuous business operations planning 0 N
11223 11.4.3 Test continuous business operations 0 N
11224 11.4.4 Maintain continuous business operations 0 N
16471 11.4.5 Share knowledge of specific risks across other parts of the 0 N
organization

11010 12.1 Build investor relationships 0 N
11035 12.1.1 Plan, build, and manage lender relations 0 N
11036 12.1.2 Plan, build, and manage analyst relations 0 N
11037 12.1.3 Communicate with shareholders 0 N
11011 12.2 Manage government and industry relationships 13 N
11038 12.2.1 Manage government relations 6 +12869, +12870, +12871, +12872, +12873, N
+12874
12869 12.2.1.1 Assess relationships 1 NEW N
12870 12.2.1.2 Appoint responsible executives 1 NEW N
12871 12.2.1.3 Monitor relationships 1 NEW N
12872 12.2.1.4 Receive input from internal advisors 1 NEW N
12873 12.2.1.5 Receive input from external advisors 1 NEW N
12874 12.2.1.6 Liaise with authorities 1 NEW N
11039 12.2.2 Manage relations with quasi-government bodies 4 +12875, +12876, +12877, +12878 N
12875 12.2.2.1 Establish relationships with agencies 1 NEW N
12876 12.2.2.2 Respond to audit inquiries 1 NEW N
12877 12.2.2.3 Maintain documentation of contacts 1 NEW N
12878 12.2.2.4 Plan and manage meetings 1 NEW N
11040 12.2.3 Manage relations with trade or industry groups 3 +12879, +12880, +12881 N
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1 NEW N
12880 12.2.3.2 Monitor the success of the partnerships 1 NEW N
12881 12.2.3.3 Extend or change the relationships 1 NEW N
11041 12.2.4 Manage lobby activities 0 N
11012 12.3 Manage relations with board of directors 1 c11042 N
11042 12.3.1 Report financial results 1 RENAME, WAS:Report results N
11043 12.3.2 Report audit findings 0 N
11013 12.4 Manage legal and ethical issues 1 Y
11044 12.4.1 Create ethics policies 0 N
11045 12.4.2 Manage corporate governance policies 0 N
11046 12.4.3 Develop and perform preventive law programs 0 N

11047 12.4.4 Ensure compliance 0 N
11053 12.4.4.1 Plan and initiate compliance program 0 N
11054 12.4.4.2 Execute compliance program 0 N
11048 12.4.5 Manage outside counsel 0 N
11056 12.4.5.1 Assess problem and determine work requirements 0 N
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0 N
11058 12.4.5.3 Receive strategy/budget 0 N
11059 12.4.5.4 Receive work product and manage/monitor case and work 0 N
performed
11060 12.4.5.5 Process payment for legal services 0 N
11061 12.4.5.6 Track legal activity/performance 0 N
11049 12.4.6 Protect intellectual property 1 c11062 N
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1 RENAME, WAS:Manage copyrights and patents N
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0 N
11064 12.4.6.3 Administer licensing terms 0 N
11065 12.4.6.4 Administer options 0 N
11050 12.4.7 Resolve disputes and litigations 0 N
11051 12.4.8 Provide legal advice/counseling 0 N
11052 12.4.9 Negotiate and document agreements/contracts 0 N
11014 12.5 Manage public relations program 0 N
11066 12.5.1 Manage community relations 0 N
11067 12.5.2 Manage media relations 0 N
11068 12.5.3 Promote political stability 0 N
11069 12.5.4 Create press releases 0 N
11070 12.5.5 Issue press releases 0 N

16378 13.1 Manage business processes 3 N
16379 13.1.1 Establish and maintain process management governance 0 N
16380 13.1.1.1 Define and manage governance approach 0 N
16381 13.1.1.2 Establish and maintain process tools and templates 0 N
16382 13.1.1.3 Assign and support process ownership 0 N
16383 13.1.1.4 Perform process governance activities 0 N
16384 13.1.2 Define and manage process frameworks 0 N
16385 13.1.2.1 Establish and maintain process framework 0 N
16386 13.1.2.2 Identify cross-functional processes 0 N
16387 13.1.3 Define processes 2 c16390 N
16388 13.1.3.1 Scope processes 0 N
16389 13.1.3.2 Analyze processes 1 +20140 N
20140 13.1.3.2.1 Identify published best practices 1 NEW N
16390 13.1.3.3 Model and document processes 1 RENAME, WAS:Map processes N
16391 13.1.3.4 Publish processes 0 N
16392 13.1.4 Manage process performance 1 N
16393 13.1.4.1 Provide process training 0 N
16394 13.1.4.2 Support process execution 0 N
16395 13.1.4.3 Measure and report process performance 1 +20141 N
20141 13.1.4.3.1 Identify additional metrics as required 1 NEW N
16396 13.1.5 Improve processes 0 N
16397 13.1.5.1 Identify and select improvement opportunities 0 N
16398 13.1.5.2 Manage improvement projects 0 N
16399 13.1.5.3 Perform continuous improvement activities 0 N
16400 13.2 Manage portfolio, program, and project 1 N
16401 13.2.1 Manage portfolio 0 N
16402 13.2.1.1 Establish portfolio strategy 0 N
16403 13.2.1.2 Define portfolio governance 0 N
16404 13.2.1.3 Monitor and control portfolio 0 N
16405 13.2.2 Manage programs 0 N

16406 13.2.2.1 Establish program structure and approach 0 N
16407 13.2.2.2 Manage program stakeholders and partners 0 N
16408 13.2.2.3 Manage program execution 0 N
16409 13.2.2.4 Review and report program performance 0 N
16410 13.2.3 Manage projects 1 N
16411 13.2.3.1 Establish project scope 0 N
11117 13.2.3.1.1 Identify project requirements and objectives 0 N
16412 13.2.3.1.2 Identify project resource requirements 0 N
11118 13.2.3.1.3 Assess culture and readiness for project management 0 N
approach
11120 13.2.3.1.4 Create business case and obtain funding 0 N
11121 13.2.3.1.5 Develop project measures and indicators 0 N
11119 13.2.3.2 Identify appropriate project management methodologies 0 N
16413 13.2.3.3 Develop project plans 1 +20142 N
11123 13.2.3.3.1 Define roles and resources 0 N
20142 13.2.3.3.2 Acquire/secure project resources 1 NEW N
11124 13.2.3.3.3 Identify specific IT requirements 0 N
11125 13.2.3.3.4 Create training and communication plans 0 N
11127 13.2.3.3.5 Design recognition and reward approaches 0 N
11128 13.2.3.3.6 Design and plan launch of project 0 N
11129 13.2.3.3.7 Deploy the project 0 N
16414 13.2.3.4 Execute projects 0 N
11131 13.2.3.4.1 Evaluate impact of project management (strategy and 0 N
projects) on measures and outcomes
16415 13.2.3.4.2 Report the status of project 0 N
16416 13.2.3.4.3 Manage project scope 0 N
11132 13.2.3.4.4 Promote and sustain activity and involvement 0 N
11133 13.2.3.4.5 Realign and refresh project management strategy and 0 N
approaches
16417 13.2.3.5 Review and report project performance 0 N
16418 13.2.3.6 Close projects 0 N

17471 13.3 Manage enterprise quality 0 N
17472 13.3.1 Establish quality requirements 0 N
17473 13.3.1.1 Define critical-to-quality characteristics 0 N
17474 13.3.1.2 Define preventive quality activities 0 N
17475 13.3.1.3 Develop quality controls 0 N
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0 N
17477 13.3.1.3.2 Define sampling plan 0 N
17478 13.3.1.3.3 Identify measurement methods 0 N
17479 13.3.1.3.4 Define required competencies 0 N
17480 13.3.1.4 Prove capability to assess compliance with requirements 0 N
17481 13.3.1.5 Finalize quality plan 0 N
17482 13.3.2 Evaluate performance to requirements 0 N
17483 13.3.2.1 Test against quality plan 0 N
17484 13.3.2.1.1 Conduct test and collect data 0 N
17485 13.3.2.1.2 Record result(s) 0 N
17486 13.3.2.1.3 Determine disposition of result(s) 0 N
17487 13.3.2.2 Assess results of tests 0 N
17488 13.3.2.2.1 Assess sample significance 0 N
17489 13.3.2.2.2 Summarize result(s) 0 N
17490 13.3.2.2.3 Recommend actions 0 N
17491 13.3.2.2.4 Decide next steps 0 N
17492 13.3.3 Manage non-conformance 0 N
17493 13.3.3.1 Assess potential impact 0 N
17494 13.3.3.2 Determine immediate action(s) 0 N
17495 13.3.3.3 Identify root cause(s) 0 N
17496 13.3.3.4 Take corrective or preventative action 0 N
17497 13.3.3.5 Close non-conformance 0 N
17498 13.3.4 Implement and maintain the enterprise quality management 0 N
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0 N
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0 N

17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0 N
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0 N
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0 N
17504 13.3.4.6 Create environment and capability for EQMS 0 N
17505 13.3.4.6.1 improvement(s)
Reward quality excellence 0 N
17506 13.3.4.6.2 Create and maintain quality partnerships 0 N
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0 N
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0 N
17509 13.3.4.6.5 channels
Assure independent EQMS management access to 0 N
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0 N
11074 13.4 Manage change 6 N
11134 13.4.1 Plan for change 3 +20143, +20144, c11141 N
11138 13.4.1.1 Select process improvement methodology 0 N
11140 13.4.1.2 Determine stakeholders 0 N
11139 13.4.1.3 Assess readiness for change 0 N
11141 13.4.1.4 Identify change champion(s) 1 RENAME, WAS:Engage/Identify champion N
11142 13.4.1.5 Form design team 0 N
11143 13.4.1.6 Define scope 0 N
11144 13.4.1.7 Understand current state 0 N
11145 13.4.1.8 Define future state 0 N
11146 13.4.1.9 Conduct organizational risk analysis 0 N
11147 13.4.1.10 Assess cultural issues 0 N
20143 13.4.1.11 Identify impacted groups 1 NEW N
20144 13.4.1.12 Determine degree/extent of impact 1 NEW N
11148 13.4.1.13 Establish accountability for change management 0 N
11149 13.4.1.14 Identify barriers to change 0 N
11150 13.4.1.15 Determine change enablers 0 N
11151 13.4.1.16 Identify resources and develop measures 0 N
11135 13.4.2 Design the change 1 +20145 N

11152 13.4.2.1 Assess connection to other initiatives 0 N
11153 13.4.2.2 Develop change management plans 0 N
11154 13.4.2.3 Develop training plan 0 N
11155 13.4.2.4 Develop communication plan 0 N
20145 13.4.2.5 Assign change champion(s) 1 NEW N
11156 13.4.2.6 Develop rewards/incentives plan 0 N
11157 13.4.2.7 Establish change adoption metrics 0 N
11158 13.4.2.8 Establish/Clarify new roles 0 N
11159 13.4.2.9 Identify budget/roles 0 N
11136 13.4.3 Implement change 2 +20146, c11161 N
11160 13.4.3.1 Create commitment for improvement/change 0 N
11161 13.4.3.2 Reengineer business processes and systems 1 RENAME, WAS:Re-engineer business processes N
and systems
11162 13.4.3.3 Support transition to new roles or exit strategies for 0 N
incumbents
11163 13.4.3.4 Monitor change 0 N
20146 13.4.3.5 Report on change 1 NEW N
11137 13.4.4 Sustain improvement 0 N
11164 13.4.4.1 Monitor improved process performance 0 N
11165 13.4.4.2 Capture and reuse lessons learned from change process 0 N
11166 13.4.4.3 Take corrective action as necessary 0 N
11073 13.5 Develop and manage enterprise-wide knowledge management 9 +20965, +20969 Y
(KM) capability
11095 13.5.1 Develop KM strategy 2 -11101, c11100 N
11100 13.5.1.1 Develop governance model with roles and accountability 1 RENAME, WAS:Develop governance model N
11102 13.5.1.2 Define roles and accountability of core group versus 0 N
operating units
11103 13.5.1.3 Develop funding models 0 N
11104 13.5.1.4 Identify links to key initiatives 0 N
11105 13.5.1.5 Develop core KM methodologies 0 N
11106 13.5.1.6 Assess IT needs and engage IT function 0 N

11107 13.5.1.7 Develop training and communication plans 0 N
11108 13.5.1.8 Develop change management approaches 0 N
11109 13.5.1.9 Develop strategic measures and indicators 0 N
11096 13.5.2 Assess KM capabilities 0 Y
11110 13.5.2.1 Assess maturity of existing KM initiatives 0 N
11111 13.5.2.2 Evaluate existing KM approaches 0 N
11112 13.5.2.3 Identify gaps and needs 0 N
20965 13.5.3 Design and implement KM capabilities 4 +20966, +20967, +20968, NEW N
11114 13.5.3.1 Develop new KM approaches 0 N
20966 13.5.3.2 Design resource model for KM approaches 1 NEW N
11115 13.5.3.3 Implement new KM approaches 0 N
20967 13.5.3.4 Leverage and enhance IT for KM approaches 1 NEW N
20968 13.5.3.5 Develop measures 1 NEW N
20969 13.5.4 Evolve and sustain KM capabilities 3 +20970, +20971, NEW N
11113 13.5.4.1 Enhance/Modify existing KM approaches 0 N
20970 13.5.4.2 Sustain awareness and engagement 1 NEW N
20971 13.5.4.3 Expand KM infrastructure to meet demand 1 NEW N
16436 13.6 Measure and benchmark 7 +20147 N
11071 13.6.1 Create and manage organizational performance strategy 2 c11076, c11078 N
11075 13.6.1.1 Create enterprise measurement systems model 0 N
11076 13.6.1.2 Measure process efficiency 1 RENAME, WAS:Measure process productivity N
11077 13.6.1.3 Measure cost effectiveness 0 N
11078 13.6.1.4 Measure staff productivity 1 RENAME, WAS:Measure staff efficiency N
11079 13.6.1.5 Measure cycle time 0 N
11072 13.6.2 Benchmark performance 1 c11087 N
11083 13.6.2.1 Conduct performance assessments 0 N
11084 13.6.2.2 Develop benchmarking capabilities 0 N
11085 13.6.2.3 Conduct internal process and external competitive 0 N
benchmarking
11087 13.6.2.4 Conduct gap analysis 1 RENAME, WAS:Conduct gap analysis to N
understand need for change and degree needed

11088 13.6.2.5 Establish need for change 0 N
20147 13.6.3 Evaluate process performance 4 +20148, c10274, c10275, NEW N
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 0 N
10271 13.6.3.2 Establish monitoring frequency 0 N
20148 13.6.3.3 Collect data 1 NEW N
10272 13.6.3.4 Calculate performance measures 0 N
10273 13.6.3.5 Identify performance trends 0 N
10274 13.6.3.6 Analyze performance against benchmark data 1 RENAME, WAS:Analyze performance N
benchmark gaps
10275 13.6.3.7 Prepare reports 1 RENAME, WAS:Prepare appropriate reports N
10276 13.6.3.8 Develop performance improvement plan 0 N
11179 13.7 Manage environmental health and safety (EHS) 0 N
11180 13.7.1 Determine environmental health and safety impacts 0 Y
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0 N
operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0 N
11181 13.7.2 Develop and execute functional EHS program 0 N
11188 13.7.2.1 Identify regulatory and stakeholder requirements 0 N
11189 13.7.2.2 Assess future risks and opportunities 0 N
11190 13.7.2.3 Create EHS policy 0 N
11191 13.7.2.4 Record and manage EHS events 0 N
11182 13.7.3 Train and educate functional employees 0 N
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide 0 N
11183 13.7.4 support
Monitor and manage functional EHS management program 0 N
11193 13.7.4.1 Manage EHS costs and benefits 0 N
11194 13.7.4.2 Measure and report EHS performance 0 N
11196 13.7.4.3 Implement emergency response program 0 N
11197 13.7.4.4 Implement pollution prevention program 0 N
11195 13.7.4.5 Provide employees with EHS support 0 N
20959 13.8 Develop, Manage, and Deliver Analytics 6 +20960, +20961, +20962, +20963, +20964, N
NEW

20960 13.8.1 Develop and manage hypotheses 1 NEW N
20961 13.8.2 Collect data 1 NEW N
20962 13.8.3 Analyze data 1 NEW N
20963 13.8.4 Report on data 1 NEW N
20964 13.8.5 Identify remedial actions 1 NEW N

Process
Element Hierarchy
ID ID Process element Definition
10001 Root This is the root of the PCF hierarchy
10002 1.0 Develop Vision and Strategy Establishing a direction and vision for an organization. This
involves defining the business concept and long-term vision, as well
as developing the business strategy and managing strategic
initiatives. Processes in this category focus on creating a vision, a
mission, and strategic objectives, and culminate in creating
measures to ensure that the organization is moving in the desired
direction.
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.

Process
Element Hierarchy
10022 1.1.1.3 Identify economic trends Determining large-scale macroeconomic shifts and trends, with
medium to long-term relevance for the organization. Vet the
immediate and the larger economic ecosystem to identify broad-
based movements that affect the organization. In the immediate
vicinity, for example, examine the stock price of key
vendors/suppliers in the organizational value-chain. In the larger
economic ecosystem, analyze according to geographical distribution
where factors such as interest rates, taxation structures, oil prices,
and unemployment rates are explored.
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.

Process
Element Hierarchy
10025 1.1.1.6 Analyze demographics Analyzing statistical data relating to the size, distribution, and
composition of relevant populations, as well as their characteristics.
Perform quantitative analysis over raw data-sets gathered from well-
founded sources such as government census or large, private
databases. Consider employing primary research in collecting
required statistics. Use comprehensive studies (reports, briefs, and
articles) to assist with the analysis, in place of raw data.
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 1.1.1.9 Identify intellectual property concerns Establishing measures and procedures for identifying various
intellectual property threats and concerns.
16791 1.1.1.10 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.

Process
Element Hierarchy
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments Investigating key market features and customer characteristics,
using qualitative and quantitative measures to capture relevant
aspects. Distill key ingredients that allow the organization to
Capture customer needs and wants [19946], and Assess customer
needs and wants [19947]. Conduct standardized appraisals by
defining selection parameters and setting quotas.
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.

Process
Element Hierarchy
10031 1.1.3.3 Create baselines for current processes Establishing baselines that provide standards for assessing
performance levels and allow for a relational benchmarking of
current processes. Undertake a survey of archival performance
records, conducted in conjunction by the management and the
operations personnel. Take into account the organization's internal
objectives, particularly for process improvement and enhancement.
Understand industry best practices.
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.

Process
Element Hierarchy
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.
19949 1.1.4.1 Define the strategic vision Developing goals to define organizations vision. Define and
document ideas, direction, and activities which enable the
organization to reach these goals.
10035 1.1.4.2 Align stakeholders around strategic vision Orienting those entities, associated with the organization that have a
direct bearing on its operations and output, in a way that advances
its strategic vision. Map all stakeholders in strategic configurations,
within the architectural layout of the marketplace, and position the
organization relative to them. (This exercise is undertaken by senior
strategy personnel, drawing upon the process Define a business
concept and long-term vision [17040].)
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.

Process
Element Hierarchy
16793 1.1.5.1 Identify restructuring opportunities Identifying opportunities for restructuring the organization, through
an analysis of internal viability and external contingency. Conduct a
broad-based survey of the market landscape, taking the large-scale
trends and movements into account, to determine the necessity and
possibility of restructuring the organization. Review the
organization's internal capacities, the readiness of its process
frameworks, the robustness of its financials, the capableness of its
systems, the resourcefulness of its personnel, etc. for assimilating an
extensive overhaul.
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.

Process
Element Hierarchy
16797 1.1.5.3.2 Evaluate merger options Appraising entities identified as being suitable for a merger, taking
stock of the restructuring opportunities within the firm and the
market. Verify the appropriateness and viability of such options.
Assess these entities to ensure their pertinence to the contextual
state-of-affairs in the market, as well as a fit with the resources and
capabilities of the organization itself. (This process can be carried
out, in its entirety, by qualified in-house personnel or may be
designated to specialist professional services providers.)
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.

Process
Element Hierarchy
10037 1.2.1 Develop overall mission statement Establishing an overarching, compact statement that concisely
underscores the mission of the organization. Define and
communicate a clear and succinct mission statement, which
encapsulates how the organization aims to proceed in order to
Establish a strategic vision [10020]. Solicit critical inputs from
senior management and strategy executives, and collaborate with
marketing or personnel from allied functions.
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 1.2.1.2 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 1.2.1.3 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.

Process
Element Hierarchy
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.
10047 1.2.2.1 Define strategic options Defining the various options available to achieve the goals
highlighted in the mission statement. Delineate (in accordance with
a predefined criteria) the various permutations of strategic decisions
that would help the organization achieve the objectives outlined in
Develop overall mission statement [10037]. Involve senior
management and key strategy personnel, with timely help 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.

Process
Element Hierarchy
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.
16803 1.2.2.5 Develop partner/alliance strategy Defining direction and plan objectives for partnering with other
companies to deliver product/services. Focus on creating a vision
and strategic objectives, and culminate in creating measures for
strategic alliance or partnership.
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy Defining a strategy for corporate development. Include providing a
framework for evaluating merger and acquisition candidates; and
planning for a value creation through merging/demerging with a
company, acquiring a company, or exiting from an already
merged/acquired company.
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.

Process
Element Hierarchy
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.
14197 1.2.2.11 Develop lean/continuous improvement strategy Developing strategies for the optimization of processes and the
improvement of functional areas in order to improve the bottom
line. Create a road map of decision choices that would allow the
organization to continuously enhance process efficiencies and
advance performance standards.
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 .
10039 1.2.3 Select long-term business strategy Embracing a strategy for the achievement of business goals over the
distant future. Espouse one of the strategic options for realizing its
mission over the long term. Enlist senior management executives,
comprising strategy and/or business unit personnel.

Process
Element Hierarchy
10040 1.2.4 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 1.2.5 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 1.2.5.1 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.
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses Appraising job-specific roles within the organizational chart and
their hierarchical architecture. Analyze a map of work-related roles
within the organizational structure. Examine the value added by the
positions associated with jobs to be performed and how they stack
up within the organization's operations.
10051 1.2.5.3 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.

Process
Element Hierarchy
10052 1.2.5.4 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 1.2.5.5 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 1.2.5.6 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.
10055 1.2.5.7 Assess organizational implication of feasible alternatives Probing the repercussions of all practicable organizational design
options. Analyze the significance and impact of workable
organizational structure options. Closely examine the long-term
impact of these frameworks over the functioning of the
organization.
10056 1.2.5.8 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].)

Process
Element Hierarchy
10042 1.2.6 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 1.2.6.1 Identify organizational goals Creating and developing strategic objectives that establishes a
process to outline expected outcomes and guide employees' efforts.
19954 1.2.6.2 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 1.2.6.3 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 1.2.7 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 1.2.7.1 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.
19957 1.2.7.2 Identify core competency for each business unit Determining the resources and skills of each business unit based on
knowledge and technical capacity. Enable business units to meet
customer needs and grow in a competitive marketplace.
19958 1.2.7.3 Refine business unit strategies in support of company strategy Evaluating existing business unit strategy based on the company's
strategy and eliminate unwanted/unnecessary resources/elements
and re-consider necessary resources to meet the overall company's
strategy.

Process
Element Hierarchy
19959 1.2.8 Develop customer experience strategy Defining a roadmap to meet customer expectations while
considering how it will affect the business.
19960 1.2.8.1 Assess customer experience Measuring customer feedback in regard to product and services
effectiveness based on overall satisfaction. The data to be analyzed
is collected through surveys, customer responses, and feedbacks
based on the delivered products/services.
19961 1.2.8.1.1 Identify and review customer touchpoints Creating methods to gauge customer experiences, expectations, and
suggestions. Review both liked and disliked areas of
product/services to be delivered. Evaluate touchpoints based on the
nature of product/service in the market e.g., billboards, web sites,
direct mail, service calls, etc.
19962 1.2.8.1.2 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 1.2.8.1.3 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 1.2.8.2 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.
16612 1.2.8.2.1 Define and manage personas Identifying a set of characteristics that define the demographic and
behavioral patterns of the customer. Further, use persona scoring to
design your marketing strategies around personas, and measure and
optimize your interactions with the contacts classified by a certain
persona.

Process
Element Hierarchy
19965 1.2.8.2.2 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 1.2.8.2.3 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 1.2.8.2.4 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 1.2.8.2.5 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 1.2.8.2.6 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 1.2.8.2.7 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 1.2.8.3 Design customer experience support structure Creating a roadmap for customer experience support with an overall
approach, process flow, and impact timeframe.
19972 1.2.8.3.1 Identify required capabilities Determining the necessary skills and competencies required to
efficiently collect customer experiences through the support
structure.

Process
Element Hierarchy
19973 1.2.8.3.2 Identify impact on functional processes Identifying the affect of customer experience through customer
experience support structure on other functions of customer services
related to customer.
19974 1.2.8.4 Develop customer experience roadmap to develop and Defining a standard guideline to create and execute the capacities of
implement defined capabilities registering customer experiences in a timely manner. Create a
common understanding of what behaviors are required to implement
the strategy. Define what talent/skills your organization needs to
reach customer experience goals.
18916 1.2.9 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 Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
10057 1.3.1 Develop strategic initiatives Developing strategic projects that help fulfill long-term goals.
Develop time-bound projects that are discretionary in nature and lie
beyond the scope of the organization's routine operations.
19975 1.3.1.1 Identify strategic priorities Creating a statement of the organization's direction to guide
decision making around the allocation of resources. Provide a focus
on the organization's overarching goals to ensure coherent and
considered action. Strategic objectives are ranked by their
importance in achieving the strategic goals. All subsequent
operational or tactical planning and resource allocation is based on
strategic priorities
19976 1.3.1.2 Develop strategic initiatives based on business/customer value Creating a statement of the organization's direction based on what is
considered "value" to the customer or business.
19977 1.3.1.3 Review with stakeholders Developing a process for stakeholder dialog that is integrated into
the assessment of business strategies. Report on the evaluation of
the business objectives, strategies, subject, or past events.

Process
Element Hierarchy
10058 1.3.2 Evaluate strategic initiatives Examining projects of strategic significance that lie outside the
purview of the organization's routine operations. Closely analyze
strategic initiatives for their applicability and feasibility, given the
organization's vision.
19978 1.3.2.1 Determine business value for each strategic priority Establishing a standard measure of value to determine the business
worth for each of the Identify strategic priorities [19975]. List the
effectiveness and utility for every important strategic element based
on the benefit it adds to the business.
19979 1.3.2.2 Determine the customer value for each strategic priority Analyzing the value preposition; the value the customer gets from a
product/services for each of your Identify strategic priorities
[19975]. Customer value is the satisfaction a consumer feels after
making a purchase for goods or services relative to what he/she
must give up to receive them.
10059 1.3.3 Select strategic initiatives Selecting relevant projects of strategic significance that create
opportunities for the organization to realize its long-term objectives,
on the basis of their suitability to the organization's constraints and
reality. Select from the process Evaluate strategic initiatives
[10058], based on their applicability and feasibility for the
organization. Enlist senior management, especially strategy
personnel.
19980 1.3.3.1 Prioritize strategic initiatives Listing the most effective procedures in the order of most important
to the least. Create measures or filter for determining which of many
"strategic initiatives" is most important to the least important.
19981 1.3.3.2 Communicate strategic initiatives to business units and Establishing procedures for communications within the organization
stakeholders which creates the road map for successful understanding of strategic
initiatives for both business units and stakeholders (internal and
external).
10060 1.3.4 Establish high-level measures Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.

Process
Element Hierarchy
19982 1.3.4.1 Identify business value drivers Determining key indicators or factors responsible for driving
business value. Key business value drivers comprise of operational,
financial, and sustainability drivers.
19983 1.3.4.2 Establish baselines for business value drivers Establishing baseline measures that provide standards for assessing
performance of Identify business value drivers [19982].
19984 1.3.4.3 Monitor performance against baselines Overseeing the progress of activities to ensure they are on-course
and on-schedule in meeting the objectives and performance targets
against Establish baselines for business value drivers [19983].
19507 1.3.5 Execute strategic initiatives Successfully implement strategic initiatives. Execution of strategy is
also defined as the process of implementing logical set of connected
activities by an organization to make a strategy work.
20944 1.4 Develop and maintain business models Establishing how an organization creates, delivers and captures
value or makes profit. Identify the products or services that a
business will sell, its target market, anticipated expenses, and other
core aspects of its modus operandi. Revise the plan as required to
reflect changing circumstances.
20945 1.4.1 Develop business models Creating an economic model that describes the goals of an
organization and the business processes needed to achieve those
goals. This involves information gathering, securing necessary
approvals and authorizations, integrating with preexisting models,
including the general business concept [10002] and business
strategy [10015], and formally accepting the model as the basis for
organization's day-to-day operations.
20946 1.4.1.1 Assemble business model information Collecting all relevant materials needed to develop the business
model, so that it can adequately model its processes.
20947 1.4.1.2 Secure appropriate approvals Obtaining required permissions, licenses and authorizations that
legitimize the business, help to mitigate associated risks and
safeguard the operations.
20948 1.4.1.3 Identify integration points with existing models Ensuring coherence with pre-exsiting models to avoid
contradictions between models. Make sure that all models represent
the same long-term vision.

Process
Element Hierarchy
20949 1.4.1.4 Adopt the business model Consenting to a particular business model and formally accepting it
to serve as the set of guiding principles in operating the company.
20950 1.4.2 Maintain business models Revising and updating business models to reflect the changes in the
marketed services, product inventory, market behavior, available
resources or accrued expenses. Determine how and when to modify
the accepted business model in response to incoming feedback.
20951 1.4.2.1 Establish business model maintenance parameters Determining the timeline, procedures and responsibilities for
reviewing the business model and for updating it to best serve the
organization.
20952 1.4.2.2 Accept business model feedback parameters Deciding the type of responses, reactions, sentiments and insights
that are crucial to be taken into consideration with business model
maintenance.
20953 1.4.2.3 Prioritize and manage incoming feedback Evaluating the feedback regarding products, services, processes or
resources. Determine which judgments are critical and mandate
changes to the current business model to better deliver the desired
value
20954 1.4.2.4 Update existing models Modifying the business models that are presently in use in response
to incoming feedback or changing markets to achieve the enterprise
business goals.
20955 1.4.3 Establish business model governance Creating and implementing a strategy, responsibilities and control
mechanisms for managing business models that are timely, efficient
and cost-effective.
10003 2.0 Develop and Manage Products and Services Detailing practices and procedures related to the concept of
developing and managing products and services. These are reflected
in the process groups Govern and manage product/service
development program [19696], Generate and define new
product/service ideas [19698], and Develop products and services
[10062].

Process
Element Hierarchy
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.
10061 2.1.1 Manage product and service portfolio Managing a portfolio of product/service offerings to take advantage
of shifts in the market expectations, all the while coordinating with
the overall business strategy. Revisit the product/service portfolio in
light of market opportunities, and overhaul it to capture value
created by these opportunities. Identify gaps between current
offerings and the market expectations to direct the organization's
R&D activity. Create new solutions, and revise or retire existing
ones so that the revamped portfolio aligns with Develop a business
strategy [10015].
10063 2.1.1.1 Evaluate performance of existing products/services against Assessing the capabilities and performance of existing
market opportunities products/services, in light of market opportunities. Examine
performance of the existing line of products/services, including
measures of profitability, penetration, and value delivered. Identify
gaps between existing solutions' portfolio or their performance
levels, on the one hand, and the current market demand, available
technologies, and/or customer expectations, on the other. Consider
opportunities in the present market environment and any relation
with the performance. Consider input from professional services
providers.
10066 2.1.1.2 Confirm alignment of product/service concepts with business Checking the alignment of product/service portfolio, and its
strategy individual offerings, with the organization's overall strategy and
planning for the development of new or revised solutions. Conduct
reality checks on new product/service concepts prior to committing
significant investment to ensure that the revamped solutions'
portfolio is in line with the overall business strategy, aligns
organizational processes for their development, and creates a plan
for assimilating these changes in the organization's offerings. Enlist
senior management executives.

Process
Element Hierarchy
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.
10075 2.1.1.5 Specify development timing targets Determining the individual and collective timeframe for realizing
new/revised solutions. Create a schedule that clearly demarcates the
timeframes designated for the development of every new solution
and/or revising each of the existing ones. Create a timetable by
setting deadlines for each step in overhauling the product/service
portfolio.
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.

Process
Element Hierarchy
10067 2.1.2 Manage product and service life cycle Manage the introduction and withdrawal of products/services.
Administer associated changes, namely measuring the performance
of new solution offerings and the revision of master files in the
archives.
16824 2.1.2.1 Develop plan for new product/service development and Developing a program and managing a perspective for new
introduction/launch product/service introduction and launch.
10077 2.1.2.2 Introduce new products/services Launching revamped product/service portfolio in to the market.
Introduction in to the marketplace is done by deploying effective
channels for marketing, sales, delivery, and after-sales servicing.
Introduce new/revised solution offerings in a concerted effort.
Coordinate a cross-functional effort.
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].)

Process
Element Hierarchy
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.
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability in the Measuring the performance of marketing once the product/services
market are launched. This broadly covers measuring user engagement and
product's/service's performance in the market.
11424 2.1.2.5.2 Review market performance 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).

Process
Element Hierarchy
19647 2.1.2.5.4 Apply data and analytics to review 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/service 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 new product development 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.
19985 2.1.3 Manage patents, copyrights, and regulatory requirements Determining the attributes necessary to protect and safeguard
intellectual assets, maximize the value of IP assets through
streamlined process, and collaboration between departments. Focus
on needs to safeguard, critical assets, and assets' value.
19941 2.1.3.1 Conduct mandatory and elective reviews Conducting necessary performance reviews on enforcement of
processes and steps to ensure protection. Determine policies and
reviews for Manage patents, copyrights, and regulatory
requirements [19985].
16826 2.1.3.2 Review infringement of patents and copyrights Reviewing activities in regards to patentability and infringement.
The usage of Open Source in commercial product development will
be reviewed in regard to licensing, community development, etc.
16827 2.1.3.3 Determine patent and copyright needs Determining the business need for patents and copyrights. The
patents and copyrights are managed by Manage copyrights and
patents [11062].

Process
Element Hierarchy
19697 2.1.3.4 Define product technical documentation management Defining sourcing and procurement requirements for new product
requirements technical documentation management. Make sourcing-based
decisions that identify the capabilities that will be required in order
to launch the new product. This documentation will be used to
support the product following entry into service. It is compiled and
managed in Manage product and process related data [12082], but
the capability to manage and maintain this documentation must be
defined and established.
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.
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements Conducting training and impart learning to existing and new
employees. Training will relate to the most recent/enforced
regulations of the business to meet Manage regulatory requirements
[12771].
12773 2.1.3.5.2 Maintain records for regulatory agencies Identifying steps and procedures to manage and regularly update the
records for regulatory agencies. Updates will be made to safety
procedures, identity and access management, software tools and
applications, internal accessibility policies, internal quality
parameters, etc.
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.

Process
Element Hierarchy
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.
11746 2.1.4.6 Manage product/material classification Controlling the details of the product and the input materials.
Manage classification throughout the production process, and for
future accessibility to new product development or product
enrichment.
11747 2.1.4.7 Develop and maintain quality/inspection documents Determining procedures required to assess the sustainability of
defined criterion for product/service delivery to customers. Retain
results for further review as a procedural practice.
11748 2.1.4.8 Maintain process specification data Directing and handling data with respect to the procedures followed
across different functions and mission critical applications.
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.

Process
Element Hierarchy
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.
10071 2.2.1.2 Develop new technologies Developing new technologies from scratch to integrate into a
revised portfolio of solutions. Develop new technological processes,
models, and/or implements in-house, with the objective of
improving existing solutions or creating new ones. Consider market
realities, as well as the portfolio of products/services. Assess the
results in conjunction with senior executives and personnel
responsible for the design, processing, and delivery of these
solutions. Engage the R&D function, and consider external sources
such as offshore providers, specialized research agencies, and
crowdsourcing communities.

Process
Element Hierarchy
10072 2.2.1.3 Assess feasibility of integrating new leading technologies into Appraising the feasibility of integrating new technologies, whether
product/service concepts developed as a custom solution or adopted from an external source,
into revised portfolio of solution offerings. Examine recently
developed technological advances for suitability to incorporate them
into the concept of revised and/or new solution offerings. Enlist
senior management, in consultation with in-house personnel
responsible for the design, processing, and delivery of these
solutions, as well as key supply-chain stakeholders.
19669 2.2.2 Generate new product/service concepts Producing and defining ideologies for new product/service
19986 2.2.2.1 Gather new product/service ideas and requirements offerings.
Collecting necessary items, documents, regulatory requirements,
etc., based on Generate and define new product/service ideas
[19698]
19987 2.2.2.2 Analyze new product/service ideas and requirements Assessing and reviewing the concepts and requirements of Generate
and define new product/service ideas [19698]
19988 2.2.2.3 Evaluate new product/service inputs and requirements Assessing and reviewing the required inputs and necessary elements
such as automation, technology, hardware installation, regulatory
requirements, certifications, etc., for new products/services through
defined process and analysis.
19989 2.2.2.4 Formulate new product/service concepts Devising ideas and elements necessary for thoughts on new
product/service development.
10068 2.2.2.5 Identify potential improvements to existing products and Defining potential enhancements to current products/services in
services order to take advantage of a shift in market expectations. Identify
how the existing line of products/services may be revised--through
enhancements to individual solutions or across-the-board
renovations--in order to capitalize on present opportunities in the
market.

Process
Element Hierarchy
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.
19991 2.2.3.1.1 Define basic functional requirements Determining the operations of functions related to the
product/service in the marketing environment.
16808 2.2.3.1.2 Derive interoperability requirements for products and services Determining the ability of products and services to work together,
exchange and use information in a multi-vendor, multi-network, and
multi-service environment.
16809 2.2.3.1.3 Derive safety requirements for products and services Developing safety requirements in line with environmental safety,
occupational health and safety, and community health and safety
guidelines.
16810 2.2.3.1.4 Derive security requirements for products and services Implementing security requirements through authentication and
encryption of CE device data stream. Utilize security measures
such as cryptographic protocols and hardware security (smart
cards).
16811 2.2.3.1.5 Derive regulatory compliance requirements Meeting regulatory requirements set forth by such directives as
RoHS, WEEE, ELV, and REACH.
16812 2.2.3.1.6 Derive requirements from industry standards Complying with consumer electronic industry standards developed
by the Consumer Technology Association (CTA).
19992 2.2.3.1.7 Develop user experience requirements Identifying and creating steps and tools to develop the user
experience.

Process
Element Hierarchy
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering Productizing the service by defining the scope of the service/cost.
Target market for the service and make the service more tangible.
16815 2.2.3.2 Define post launch support model Defining SLAs (Service Level Agreement) and service level KPIs
(Key Performance Indicator).
17389 2.2.3.3 Identify product/service bundling opportunities Establishing areas of growth and further development of
product/service mix, customization, market based changes, etc., to
further demonstrate value to the customer in the competition.
10062 2.3 Develop products and services Developing new products/services from scratch, including all
activities associated with the design, prototyping, evaluation, and
market testing of these planned offerings.
19993 2.3.1 Design and prototype products and services Sketching and standardizing product and service based on the
market. Analyze the data market competitiveness and innovation
attained for the product and service development.
10083 2.3.1.1 Assign resources to product/service project Allocating resources to the design, development, and evaluation of
product/service concepts. Allocate funds, personnel, and time for
developing the new and/or revised products/services. Begin to
design the potential new product/service concepts that have been
prioritized and selected for further development.
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.

Process
Element Hierarchy
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 Determining the usability and user experience of products and the
business impact it creates.
16817 2.3.1.5 Provide warranty-related recommendations Providing warranty plan and pricing specifications for
recommendation.
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.
10087 2.3.1.7 Conduct mandatory and elective external reviews Conducting any mandatory and elective appraisals of the
product/service design specifications in order to ensure compliance
with external standards. Carry out external reviews of specifications
created for the development of new product/service designs.
Conduct mandatory appraisals such as legal and regulatory, as well
as any optional assessments that, for instance, pitch the
specifications against industrial benchmarks.
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 Carrying out the steps necessary to appropriately manufacture
correct parts. This includes designing application, product
hardware, mold, casting, mechanical, and electrical aspects of the
product.
16820 2.3.1.8.2 Design for product servicing Creating product application service view to allow for product
servicing and refurbishing.
16821 2.3.1.8.3 Design for re-manufacturing Replacing core components and republishing.
16822 2.3.1.8.4 Review product troubleshooting methodology Reviewing the design and approach for troubleshooting the product.

Process
Element Hierarchy
16818 2.3.1.8.5 Design and manage product data, design, and bill of materials Designing the BOM-Bill of material, manufacturing BOM and
Service BOMA bill of materials list for all the raw materials and
components/parts used in the producing end product.
16823 2.3.1.8.6 Design for product upgrades Designing 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.
10089 2.3.1.11 Eliminate quality and reliability problems Eliminating any problems relating to utility of the product/service
over the course of its expected lifetime. Tweak the prototype in
order to comply with the required quality and reliability standards.
Further refine the prototype, so it may be subjected to testing.
10090 2.3.1.12 Conduct in-house product/service testing and evaluate Carrying out an in-house appraisal of the prototypes in order to
feasibility validate design and feasibility. Test the product/service prototypes
to confirm their compliance with design and usability standards.
Corroborate the viability of the design, and validate the feasibility
of their production. Identify any areas for improvement.
10091 2.3.1.13 Identify design/development performance indicators Identifying performance parameters. Determine the parameters to
measure performance of the design and development of the
product/service concepts into prototypes.

Process
Element Hierarchy
10092 2.3.1.14 Collaborate on design with suppliers and external partners Interacting with suppliers and manufactures to determine design
decisions. Collaborate with vendors, suppliers, contractors, and
subcontractors to verify feasibility of co-producing the prototype's
design. Ensure that efforts can be coordinated with other
stakeholders in the organization's supply chain ecosystem at the
time of manufacturing, producing, or packaging the finished
product/service.
19996 2.3.2 Test market for new or revised products and services Expanding on the marketplace analysis that took place earlier in the
product development lifecycle by testing the market against
offerings. The results from this in-depth analysis will help the
organization finalize product/service characteristics and technical
requirements and also identify any needed changes in the
manufacturing and delivery processes that support market delivery.
To prepare a detailed market study that accounts for any changes in
the global environment, the organization may want to conduct a
series of interviews, workshops, and focus groups with potential and
existing customers.
10093 2.3.2.1 Prepare detailed market study Composing a detailed study of the market ecosystem in light of new
products/services. Conduct a detailed analysis of the targeted
market(s) in order to Introduce new products/services [10077].
Examine the competition, market size and growth rate, market
trends, customer segments and their characteristics, market
influencers, distribution channels, and profitability. Enlist in-house
marketing and/or solutioning teams, or outsource to specialized
professional services agencies.

Process
Element Hierarchy
10094 2.3.2.2 Conduct customer tests and interviews Conducting both qualitative and quantitative studies to determine
the fit between the newly developed products/services and the
customers. Conduct external tests of the new product/service, and
then refine them to maximize the customer uptake. Gather feedback
from prospective customers and targeted populations by conducting
surveys, focus groups, interviews, and detailed studies. Enlist
professional services such as public relations or market research
organizations.
10095 2.3.2.3 Finalize product/service characteristics and business cases Finalizing the characteristics of new products/services by
appropriately weighing feedback from prospective customers
against a cost-benefit analysis in order to produce a profitable
business proposition. Refine the attributes of the newly developed
products/services, in light of the feedback and insights collected
during Conduct customer tests and interviews [10094]. Revisit the
high-level business case to justify the resources assigned to the
product/service project against the anticipated benefits.
10096 2.3.2.4 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.
19997 2.3.3 Prepare for production/service delivery Devising business plans and procedures for
manufacturing/operations/production and delivery of services
offered by the organization. Further in general terms the total
amount of output that the manufacturing department is responsible
to produce for each period.

Process
Element Hierarchy
10099 2.3.3.1 Design and obtain necessary capabilities/materials and Developing and/or sourcing the essential machinery needed for
equipment 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.
10097 2.3.3.2 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.
11418 2.3.3.3 Request engineering/process change Requesting changes in the production and/or delivery operations for
processing the new or revised products/services. Rectify any
problems identified in the manufacturing or delivery processes
(through Monitor production runs [11417]). Seek changes in
components, repair machinery, optimize production lines, and tweak
factory assemblies through a formal notice to the concerned
division, known as an engineering change order.
10100 2.3.3.4 Install and validate production/service delivery process 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.
11417 2.3.3.4.1 Monitor initial production runs Regularly monitoring production runs of the production and/or
delivery operations.

Process
Element Hierarchy
19998 2.3.3.5 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.
10108 3.1.1.1 Conduct customer and market research Carrying out research studies to understand the behavior of
customers and the realities of the market. Undertake research to
understand the market conditions as well as the characteristics,
drives, and desires of prospective customers. Gather highly
contextualized intelligence through primary and secondary research
methods, with the objective of gaining insights over how to best
seize a market opportunity. Consider assistance from professional
research services.
10114 3.1.1.1.1 Understand consumer needs and predict customer purchasing Identifying the factors that drive the targeted market segment.
behavior Model customer purchasing patterns, and forecast their future
purchasing behavior.

Process
Element Hierarchy
10109 3.1.1.2 Identify market segments Identifying a section of the customer population to target for
marketing products/services. Create segments within the customer
population for targeted marketing campaigns, which increase the
efficacy of marketing outlay. Determine the right customer
segments, craft effective marketing messages, and efficiently
communicate them. Determine the optimal pricing mix. Consider
assistance from professional services for market segmentation
studies, with coordination and oversight from the marketing/sales
functions.
10115 3.1.1.2.1 Determine market share gain/loss Determining the increase or decrease of the company's sales volume
in the targeted markets. Conduct an analysis to determine the factors
and underlying causes that affect the changes in the demand for
products or services offered. Consider changes in offerings or in the
business strategy to regain or increase the market share.
10110 3.1.1.3 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 3.1.1.4 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.

Process
Element Hierarchy
10112 3.1.1.5 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.
10113 3.1.1.6 Assess internal and external business environment Understanding the culture and environment in which you're
operating. Analyze how internal decision-making, thought
processes, financial circumstances, and more affect the ability to
bring new products to market. Survey or analyze the market into
which the products would be introduced.
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.
18941 3.1.2.2.1 Identify under-served and saturated market segments Determining which groups of potential customers do not yet, or
already do have access to the product or a service that the company
produces or markets. Use those findings to create specialized
product offerings and differentiated marketing campaigns.
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.

Process
Element Hierarchy
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.
10120 3.1.2.4.1 Test with customers/consumers Validating identified market opportunities by testing company's
offerings on limited-size samples of the consumer population that
are hypothesized to be representative of the target market at large
and to have similar purchasing behavior. The feedback gained
through consumer testing can be used to modify or reject product
offerings before their full scale launch, saving the company valuable
resources, should the initial offering not be successful.
10121 3.1.2.4.2 Confirm internal capabilities Verifying that the company has sufficient infrastructure and
resources to deliver their offerings in a timely and cost-effective
manner, and that it is able to scale up from the small-scale market
samples, used for consumer testing, to the entire identified market
segment.
10102 3.2 Develop marketing strategy Charting a strategic course for marketing products/services. This
will include defining the value proposition, creating a mechanism
for pricing, and determining the right mix of marketing channels.
Create a specific positioning and branding for the organization's
offerings. Enlist marketing head to lead, with inputs from the
business development and sales functions.
11168 3.2.1 Define offering and customer value proposition Refining the attributes of organizational offerings to define their
value proposition for the customer. Clearly define the suite of
offerings in terms of the value delivered, from the perspective of
what the customer desires. Validate the benefits delivered to the
customers against target market segments, using techniques such as
minimum viable product. Position brands for the respective
products/services, in line with their unique value proposition and
aligned with customers needs.

Process
Element Hierarchy
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.
11171 3.2.1.3 Validate value proposition with target segments Validating the desirability of the perceived value delivered by the
organization's offerings, to the targeted customer segment.
Substantiate the value of the benefits accrued to the customers
through the organization's offerings. Justify the value proposition in
light of the targeted segments by gathering feedback (using teaser
demonstrations, surveys, interviews, primary research studies, and
customer case studies). Corroborate the benefits of the
organization's offerings.
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.

Process
Element Hierarchy
10123 3.2.2 Define pricing strategy Creating a pricing strategy and mechanism that aligns with the
benefits of the products/services, as perceived by customers. Chart a
strategic course and a methodology that can guide the pricing of
products/services. Draw heavily from the customer value
proposition, and balance the expectations of different divisions
inside the organization, while delivering the maximum ROI.
13169 3.2.2.1 Conduct pricing analysis Analyzing marketing objectives, consumer demand, product
attributes, competitors' pricing, and economic trends to determine
optimum prices for the set of products and services that the
company offers or intends to offer by delivering maximum ROI.
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.
19999 3.2.2.3 Establish pricing targets Determining optimum prices for individual products or services on
the basis of the cost of producing, distributing and marketing the
offerings, pricing analysis and general pricing strategy.
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.
20000 3.2.3 Define and manage channel strategy Establishing all the activities needed to identify the appropriate
channels to market to different customer segments as defined in
Determine target segments [10117]. This involves finding channel
partners, ensuring that the channels align with organizational
strategy for each segment, and the final channel selection process.

Process
Element Hierarchy
20001 3.2.3.1 Determine channels to be supported Deciding which distributors, wholesalers and retailers the company
will use to promote its offerings and to distribute its products and
services to the target market. Narrowing down which intermediaries
the company will use will affect retail prices of individual products,
and should therefore be included in the pricing analysis.
20002 3.2.3.2 Establish channel objectives Identifying the role that each chosen marketing channels plays in
the larger distribution network with respect to the organizational
marketing strategy. Determine intermediary costs for shipping,
handling, transporting, warehousing, insurance and marketing that
incur and accumulate in the distribution channel.
10127 3.2.3.3 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 3.2.3.4 Select channels for target segments Choose the most pertinent marketing channel for the targeted
segments (based on Determine channel fit with target segments
[10127]).
20003 3.2.3.5 Identify required channel capabilities Determining the maximum output rate required from a distribution
channel to optimally market and deliver the products and services
the company offers or would like to offer. Ideally, a channel should
be able to adapt to a certain degree of variability in the demand for
the offerings, and able scale up if needed.

Process
Element Hierarchy
10126 3.2.3.6 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.
20004 3.2.3.7 Orchestrate seamless customer experience across supported Coordinating marketing and distribution efforts across different
channels channels that integrate well with each other, are in conformance
with company values, visual identity and branding, and offer
uniform customer service experience that drives customer loyalty
and repeat business.
16590 3.2.3.7.1 Define omni-channel strategy Devising a strategy to market company's products or services
seamlessly through all or most channels that are in widespread use
among the target market. This may mean cross-channel access to
customer preferences and purchasing history to accept returned
merchandise, provide refunds, resolve payment issues or to provide
technical support.
16591 3.2.3.7.2 Define omni-channel requirements Identifying necessary preconditions that a channel should fulfill in
order to be included as one of the adopted channels, such as
required throughput capacities, service capabilities, competitive
pricing, and alignment with organizational marketing strategies.
16592 3.2.3.7.3 Develop omni-channel policies and procedures Determining the detailed policies and procedures that each of the
channels needs to follow in order to conform to the organizational
marketing strategy and to provide seamless customer service
experience.

Process
Element Hierarchy
20005 3.2.3.8 Develop and manage execution roadmap Determining the actions that need to be taken for successful
multichannel marketing, the ordering, timing and dependencies of
the steps, and the governance mechanism for reviewing and
changing the protocol, if needed.
20006 3.2.4 Analyze and manage channel performance Monitoring marketing and distribution efforts of all channels
individually and as a network. Re-distribute or add resources to
channels that perform better than expected. Purge or consolidate
under-performing channels, and find more promising replacements.
16573 3.2.4.1 Establish channel-specific metrics and targets Determining measurable parameters to be used for comparing the
performance of different marketing channels. Decide on
benchmarks and values for optimum or desired performance.
16574 3.2.4.2 Monitor and report performance Tracking trends and changes in performance inside individual
marketing channels and in channels collectively. Summarize and
document results. Alert relevant parties about significant or
unexpected deviations from expected behaviors.
16575 3.2.4.3 Monitor and report events influencing factors Analyzing the factors and circumstances that influence desired
outcomes. Communicate core findings to relevant parties.
16500 3.2.4.4 Analyze performance Conducting an analysis to review channel performance with respect
to chosen metrics, benchmarks and performance targets [16573].
Compare to past performance and forecasts for the channel.
16501 3.2.4.5 Develop plan for improvements Devising a course of action to be taken to improve under-
performing channels and to promote or expand channels that surpass
expectations.
16848 3.2.5 Develop marketing communication strategy Establishing marketing communications that deliver promotional
messages, in a coordinated way, through multiple marketing
channels, such as print, radio, television, direct mail, online or
mobile advertising, email, social media or personal selling.
16849 3.2.5.1 Develop customer communication calendar Timing and scheduling the delivery of marketing messages to
maximize their impact on customer purchasing behavior. Integrate
individual messages to larger marketing campaigns and to seasonal
purchasing patterns.

Process
Element Hierarchy
16850 3.2.5.2 Define public relations (PR) strategy Deciding how to promote and maintain a favorable public image of
the company in the eyes of its employees, customers, investors,
suppliers, politicians or the general public. This may involve various
means but is frequently conducted through publicity, education,
corporate social responsibility, charitable causes or civic
engagements.
16851 3.2.5.3 Define direct marketing strategy Devising a master plan how to select potential customers or
qualified clients for customized offers, and contact them on one-to-
one basis through chat, phone, email or regular mail. The strategy
would need to take into account that personalizing offers and
contacting customers individually is an effective but resource-
intensive marketing technique, and that ill-targeted offers risk at
angering and alienating the contactees.
16852 3.2.5.4 Define internal marketing communication strategy Developing a program to promote the objectives, values, products
and services of the company to its employees by treating them as
potential customers, in order to extend company client base,
increase employee engagement or to foster brand advocacy.
16853 3.2.5.5 Identify new media for marketing communication Finding emerging media based on digital or other technologies that
would enable the company to increase the speed and volume of
marketing communications, to make communications more
interactive and to customize promotional messages more easily to
the target audience, thus rendering them more effective.
16854 3.2.5.6 Define new media communication strategy Developing a marketing strategy that is maximally effective in a
new or emerging media channel by capitalizing on its novel
attributes and capabilities.
16855 3.2.5.7 Define point of sale (POS) communication strategy Establishing a framework for coordinated marketing to increase the
profitability and increase brand awareness at the point of sale. This
may include promotional posters on product shelves or island
displays, advertisements in shopping carts, stickers on the floor that
lead consumers to the promoted product, multi-buy promotions,
coupons on sales receipts, etc.

Process
Element Hierarchy
18627 3.2.5.8 Define communication guidelines and mechanisms Establishing standardized procedures for effective communication
that maximizes ROI, promotes brand awareness and respects
customers. In its simplest form, it includes a message (what is to be
said), a target (to whom the message is reaching) and a medium or a
channel (where the message is to be said).
18924 3.2.6 Design and manage customer loyalty program Creating and managing a customer loyalty program. The loyalty
program is a key part of marketing, with an elaborate strategy and
process for acquiring, retaining, and engaging with members.
Members are engaged and acquainted to the loyalty program, thus
growing relationship and adding value through the program.
20007 3.2.6.1 Define customer loyalty program Devising procedures and mechanisms to retain existing customers,
promote repeat business and increase the likelihood that previous
customers to continue to buy products or services from the
company. This may be achieved by rewarding customers for repeat
business by means of gifts, discounts, redeemable "points", or
prioritized access to new products, events or services.
18925 3.2.6.2 Acquire members to customer loyalty program Convincing customers to register their personal information with the
company and be assigned a unique identifier that they use when
making purchases. The identifier makes it easier for the company to
track customer purchases. Customers are rewarded by various
incentives that encourage repeat business [20007].
18926 3.2.6.3 Build engagement and relationship with members Building deeper relationships between a customer and a brand in
order to promote customer loyalty and derive repeat business.
Besides making frequent purchases, highly engaged customers refer
family, friends and colleagues to make purchases as well, consume
and re-broadcast promotional materials, provide feedback to the
purchases they make and do not support competing brands.
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise Surveying and tracking the benefits of customer loyalty programs
and the customer both for the company and for customers. Compare with comparable
loyalty programs instituted in competitor companies. Propose
changes as needed to keep up with market trends.

Process
Element Hierarchy
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and the Enhancing the customer loyalty program so that it will yield
customer maximum value both for the company and for the patrons enrolled
in the program, increasing customer retention and continued
engagement.
20008 3.3 Develop and manage marketing plans Creating specific plans to market offerings to customers. This
process group includes processes for making budgets, identifying
and developing media, pricing products and services, managing
packaging, managing marketing content and promotional activities,
tracking and responding to customer insight and monitoring
measures established within "develop marketing strategy".
Additionally, in this process group, organizations take action on
plans made in earlier processes. Here, marketing and customers are
managed and measured along with any supporting materials.
10148 3.3.1 Establish goals, objectives, and metrics for products/services by Determining what to achieve by marketing. Create qualitative and
channel/segment quantitative targets. Establish metrics to track performance (for
individual Market segments [10109] and Channels for target
segments [10129]). Enlist the head of marketing to determine
marketing priorities and the related measures. (The decision in
establishing these goals, objectives, and metrics is founded in
Develop marketing strategy [10102] and takes cues from current
priorities and organizational strategy.)
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.

Process
Element Hierarchy
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.
10157 3.3.2.3 Create marketing budget Estimating the outlay required for promoting, selling, and
distributing the products/services of the organization. Add up the
expenses of all activities necessitated in marketing, such as
promotional campaigns, advertising, marketing communications,
PR campaigns, employing skilled personnel, and office space.
17683 3.3.2.4 Determine projected ROI for marketing investment Estimating how much profit the company would generate for its
expenses on marketing . Forecasted return on investment, used as a
metric to gauge the efficiency of marketing, is beneficial in revising
marketing budgets and adjusting costs to improve the overall yield.
20593 3.3.3 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.
20009 3.3.3.1 Understand resource requirements for each product/service and Determining the production and distribution costs for each product
delivery channel/method or service, and each channel or method as factors in determining
overall pricing.

Process
Element Hierarchy
18948 3.3.3.2 Determine corporate incentives Introducing financial inducements, such as discounts, to
distributors, resellers or vendors as a motivation to prioritize selling
company's products or services over those of its competitors.
10163 3.3.3.3 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 3.3.3.4 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 3.3.3.5 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.
10166 3.3.3.6 Refine pricing as needed Refining the pricing mechanism to create equitable prices for all
products/services with the objective of maximizing the profits
and/or customer uptake of these offerings. Reconcile the pricing
mechanism in order to achieve equilibrium pricing. Adjust the
prices for all of the organization's offerings, using the insights
gleaned from examining how much profit or customer uptake is
generated by the present pricing strategy.
11495 3.3.3.7 Implement promotional pricing programs Managing schemes that offer lower pricing for a limited time as a
promotional and sales incentive when launching a new product or a
service.

Process
Element Hierarchy
11496 3.3.3.8 Implement other retail pricing programs Determining the optimum consumer pricing for each product or
service at the point of sale, based on production and distribution
costs and estimated sales volume.
11497 3.3.3.9 Communicate and implement price changes Assigning new prices or pricing adjustments to products or services
to replace the original base prices. Update the prices in product
catalogs and databases, and disseminate the information through all
involved distribution and marketing channels.
17684 3.3.3.10 Achieve regulatory approval for pricing Obtaining internal price approvals and governmental approvals that
are required for licensed products and for products that can be
reimbursed by the government.
20010 3.3.4 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 3.3.4.1 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 3.3.4.2 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.

Process
Element Hierarchy
10160 3.3.4.3 Define target audience Determining the appropriate audience to direct marketing efforts at.
Identify the particular group of customers to target. Discover the
appropriate customer groups at a micro-level. Use techniques such
as segmentation analysis, whereby the entire population is sliced
according to certain demographic or behavioral attributes.
10168 3.3.4.4 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 3.3.4.5 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 3.3.4.6 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.

Process
Element Hierarchy
10171 3.3.4.7 Refine promotional performance metrics Fine-tuning promotional activities by employing the insights
gleaned from the quantitative, as well as any qualitative,
performance evaluations. Change certain attributes of the schemes,
campaigns, and programs deployed in order to increase the impact
generated, in terms of measures already agreed upon such as
customer uptake, market penetration, sustenance of impact created,
and revenue growth through offerings marketed.
10172 3.3.4.8 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 3.3.5 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 3.3.5.1 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 3.3.5.2 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.

Process
Element Hierarchy
10175 3.3.5.3 Analyze customer attrition and retention rates Calculating measures that capture the proportion of customers the
organization is able to retain to those it is losing. Compute metrics
such as the tendency to switch brands/providers and the proportion
of return customers to comprehend the trends within the customer
attrition and retention rates.
10176 3.3.5.4 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 3.3.5.5 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.
16613 3.3.6 Analyze and respond to customer insight Reviewing and responding to customer feedback. Create tickets to
initiate bug fixes or to propose feature updates. Monitor and track
progress.
16627 3.3.6.1 Monitor and respond to social media activity Following postings on social media to promote offerings, raise
brand awareness, interact with customers, increase customer
engagement and brand loyalty, respond to queries, gauge sentiment
regarding company's products or services, and to derive customer
insight.

Process
Element Hierarchy
16614 3.3.6.2 Analyze customer website activity Examining user activity on company, vendor or reseller websites to
improve traffic on and to the website, improve user experience on
the website to simplify purchasing process and encourage repeat
purchases, and to increase the site's visibility in search engine
results. Various metrics can be used to measure user activity, such
as number of users who are new, returning or unique, time spent on
page, session duration, bounce rate, click through rate, conversion
rate, and others.
16615 3.3.6.3 Analyze customer purchase patterns Conducting analyses to uncover customer purchasing habits. Detect
patterns and categorize users based on similar characteristics and
behaviors, demographic information, geographic location, search
history, etc.
16616 3.3.6.4 Develop business rules to provide personalized offers Creating formulas for personalized offers, purchasing
recommendations and targeted advertisements for customers on the
basis of previously detected purchase patterns [16615].
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust offers Analyzing how well the targeted offers perform to see whether they
accordingly result in an increased conversion rate. Reanalyze the purchase
patterns or modify those business rules that are produce effective
recommendations.
10154 3.3.7 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.

Process
Element Hierarchy
10178 3.3.7.1 Plan packaging strategy Creating a strategic road map for how to package products/services
into desirable solutions while increasing profitability. Create a
scheme for how the organization will bundle and wrap its
products/services into a presentable and sellable offering. Consider
what aspects or components of an offering the organization can
extract the maximum revenue from, and reduce the less profitable
constituents while maintaining a high perceptible value for the
customers. Balance maximizing profit with benefits to the customer.
10179 3.3.7.2 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 3.3.7.3 Execute packaging strategy Implementing the final packaging. Put into action the packaging
strategy in light of the insights accumulated from testing various
options.
10181 3.3.7.4 Refine packaging Fine-tuning the packaging that has been developed and tested using
insights gleaned from feedback.
16629 3.3.8 Manage product marketing content Creating descriptions of products that are promotional and
informative in content in order to initiate and increase sales.
Marketing content consists of text, and optionally, images.
16630 3.3.8.1 Manage product images Producing or overseeing the creation or acquisition of photos,
images and graphics for a product description, advertisement or a
website. Like the copy [18131], product images are chosen and
edited to enhance the product description and to convince
consumers to purchase the product.
18130 3.3.8.2 Manage product copy Authoring or overseeing the creation of the textual portion of a
product description, advertisement, or web page, including the
headline, body, product attributes, and brand or advertiser
information. A copy is designed to provide information about the
product and to catch and hold the interest of prospective buyers long
enough to persuade them to make a purchase. The copy of a website
is called its content.

Process
Element Hierarchy
10103 3.4 Develop 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.
10134 3.4.1.1 Gather current and historic order information Gathering all information about sales orders into an index. Create a
directory of all sales orders, whether open or those which have been
fulfilled. Track what product/service was ordered, the quantity
ordered, who ordered it, the delivery date, the shipping method, the
unit price and line total, payment terms, and any discount applied.
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.

Process
Element Hierarchy
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 3.4.1.4 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.
10138 3.4.2.1 Identify alliance opportunities Identifying collaboration opportunities for selling, marketing, and
distributing the organization's products/services. Determine any
scope for partnering with other economic agents, with synergies for
the marketing, sales, and/or distribution of the organization's
products/services. Identify alliance opportunities that target
customer segments who would be interested.
10139 3.4.2.2 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 3.4.2.3 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.

Process
Element Hierarchy
11465 3.4.2.4 Develop customer trade strategy and customer Implementing category management strategies for customers
objectives/targets through the use of consumer insights and understanding of customer
specifics. Develop consumer and channel insights. Establish long
term strategies, objectives and targets across the brand.
11521 3.4.2.5 Define trade programs and funding options Establishing business-to-business marketing campaigns and
financial incentives for wholesalers, dealers, distributors and other
intermediaries that the company uses to distribute its products or
services.
11466 3.4.2.6 Conduct planning activities for major trade customers Arranging meetings with trade partners to coordinate logistics,
manage critical resources, resolve bottlenecks, and schedule urgent
or time-sensitive matters.
10141 3.4.2.7 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.
10142 3.4.2.8 Establish partner and alliance management goals Setting targets for organizational achievement. This includes what
the organization aims to achieve from and how it wishes to manage
both the individual partners and the alliance as a whole. Set
immediate through long-term goals including revenue targets,
market penetration, footfall numbers, and geographical coverage.
18629 3.4.2.9 Establish partner and alliance agreements Setting up strategic alliances with key trade partners and ratifying
partnership agreements.
11522 3.4.2.10 Develop promotional and category management calendars Combining scheduled promotional, category management and trade
(trade marketing calendars) marketing events into unified timetables. Update the calendars.
Register new events.

Process
Element Hierarchy
11523 3.4.2.11 Create strategic and tactical sales plans by customer Establishing long term customer sales plans to assess current sales
and to determine future sales objectives, strategies for achieving the
goals, and available resources.
11468 3.4.2.12 Communicate planning information to customer teams Sending invitations and distributing information about upcoming
events to customer teams and other involved entities.
10131 3.4.3 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.
17682 3.4.3.1 Calculate product market share Determining the percentage of total sales volume in the market for a
particular product.
10143 3.4.3.2 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 3.4.3.3 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 3.4.3.4 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 3.4.3.5 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 3.4.3.6 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.

Process
Element Hierarchy
10132 3.4.4 Establish sales goals and measures Establishing specific quantitative and qualitative measures of
realizing sales targets. Create sales targets by analyzing historical
sales data and comparing the forecasts to results, in light of
customer and market intelligence. Examine the performance of sales
personnel in light of market opportunities. Based on this review,
establish sales targets along with metrics to quantify these goals,
corresponding with the overall business strategy.
10133 3.4.5 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.
10182 3.5.1 Manage leads/opportunities Generating leads of prospective customers to grow the
organization's business. Identify viable customers based on
customer and market research. Discover leads through IT
applications, cold calling, reference/network development, or other
sales and business development techniques. Employ a scoring
model qualify the prospective customers into leads, and prioritize
them.
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.

Process
Element Hierarchy
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.
18115 3.5.1.3 Validate and qualify leads/opportunities Reviewing the set of potential customers and sales opportunities.
Approve the leads that meet company requirements on new
businesses.
11773 3.5.1.4 Match opportunities to business strategy Aligning sales leads with business objectives.
18116 3.5.1.5 Develop opportunity win plans Creating plans about how to close leads and win sales opportunities.
20011 3.5.1.6 Manage opportunity pipeline Overseeing and planning the acquisition of new customers.
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.
10190 3.5.1.8.1 Perform sales calls Communicating with customers and prospects with the intent of
creating sales opportunities. Reach out to existing and prospective
customers through alternate media and networking channels, apart
from cold calling/emailing.
10191 3.5.1.8.2 Perform pre-sales activities Capitalizing on sales calls by pitching on bids and closing deals.
Outline the nature and scope of the work, draft agreement terms,
prepare proposals and agreements, and propose timelines and prices.

Process
Element Hierarchy
20012 3.5.1.8.3 Manage customer meetings/workshops Arranging and leading meetings, seminars, workshops and training
events with customers to educate them about current offerings, best
practices and technological advances to provide more value to
customers and to increase their attrition and loyalty.
10192 3.5.1.8.4 Close the sale Formalizing a sale by reaching an agreement on terms of the deal.
Negotiate on the price, and reach a consensus on the terms and
conditions.
10193 3.5.1.8.5 Record outcome of sales process Completing all the paper-work associated with the sale of its
products/services. Exchange any pertinent legal/financial
information required for completing the sale, signing of a
contract/work-order, and issuing copies of bills/invoices.
10183 3.5.2 Manage customers and accounts Managing the customer's expectations, with the intent of responsibly
increasing the sale of the organization's products/services. Create a
systematic method for governing sales, using sales forecasts and
customer management measures. Develop a blueprint to manage
relationships with customers and the data it holds on them, as well
as the sale of its products/services to these customers. Devise a
recipe for handling the organization's key customers in order to
manage their expectations with tact and responsibility while
maximizing revenue.
20013 3.5.2.1 Select key customers/accounts Choosing principal clients that are vital for the company.
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.
20014 3.5.2.3 Manage sales/key account plan Handling the accounts of important clients.

Process
Element Hierarchy
11174 3.5.2.4 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 3.5.2.5 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.
16598 3.5.2.5.1 Collect and merge internal and third-party customer Gathering the data about customers. Combine the information
information available locally with the data obtained from external sources.
16599 3.5.2.5.2 De-duplicate customer data Eliminating redundant information in customer data.
11779 3.5.3 Develop and manage sales proposals, bids, and quotes Understanding and refining the customer requirements as provided
in a RFP (Request for Proposal) or RFI (Request for Information).
(For military contracts and supplying fuels to railroads and major
fuel users, there is a bidding process. These entities ask for bids
from the refiners to supply fuel at a given location.). When
compiling the response, they must take into consideration whether
the requirements are a match with the strategic or tactical plans of
the organization and whether they are able to submit a bid/proposal
that is competitive based on an understanding of the offerings of
other competing organizations. The next step will be to define the
pricing and scheduling of the proposed solution and determine
whether the proposal will be profitable for the company if accepted.
The bid is then submitted and a notification of whether or not it was
successful is received.
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) Accepting procurement proposals.

Process
Element Hierarchy
11780 3.5.3.2 Refine customer requirements Clarifying the details about procurement requests, such as the scope,
timeline, data sources, type and characteristics and evaluation
criteria for the goods or services to be delivered, and any additional
terms, conditions or special requirements.
11782 3.5.3.3 Review RFP/RFQ request Evaluating individual price and delivery solicitations for their
strengths and weaknesses. Analyze how closely the submitted bids
respond to the requirements outlined in the RFPs.
11783 3.5.3.4 Perform competitive analysis Comparing the proposals submitted by different bidders in terms of
cost, efficiency and value.
11784 3.5.3.5 Validate with strategy/business plans Assessing the business strategy, forecasted performance, financing
and cash flow of the proposals.
11785 3.5.3.6 Understand customer business and requirements Deepening knowledge about the customer's field of operation and
business needs.
20015 3.5.3.7 Develop solution and delivery approach Creating a plan with detailed steps about how produce and deliver
the goods or services.
11787 3.5.3.8 Identify staffing requirements Determining the needs for internal resources and vacancies.
11788 3.5.3.9 Develop pricing and scheduling estimates Establishing predicted delivery costs, fees and timelines.
11789 3.5.3.10 Conduct profitability analysis Reviewing profitability data. Analyze systematically all relevant
metrics and parameters. Report findings and make
recommendations for changes to operational strategies.
20016 3.5.3.11 Manage internal reviews Overseeing the internal review process.
20017 3.5.3.12 Manage internal approvals Obtaining required company-internal authorizations.
11790 3.5.3.13 Submit/present bid/proposal/quote to customer Delivering the proposal to the potential client.
20018 3.5.3.14 Revise bid/proposal/quote Amending bids, proposals or quotes with more accurate time, cost
or delivery estimates.
11793 3.5.3.15 Manage notification outcome Handling proposals depending on whether they were accepted or
rejected.
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.

Process
Element Hierarchy
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.
10201 3.5.4.2.1 Administer key account details Managing essential information of customer accounts.
10202 3.5.4.2.2 Retrieve full customer details Obtaining detailed information about customers.
10203 3.5.4.2.3 Modify involved party details Altering information about involved parties.
10204 3.5.4.2.4 Record address details Documenting address information.
10205 3.5.4.2.5 Record contact details Documenting contact information.
10206 3.5.4.2.6 Record key customer communication profile details Providing information about important business rules regarding
communicating with customers.
10207 3.5.4.2.7 Review involved party information Revising information about involved parties.
10208 3.5.4.2.8 Terminate involved party information Dismissing information about involved parties.
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.
10197 3.5.4.4 Determine fulfillment process Devising a blueprint for order fulfillment. Create a schematic flow
encompassing all activities to deliver orders to the customers.
Outline a procedure for satisfying these orders by answering
questions about what needs to happen in sequence to realize an
order.

Process
Element Hierarchy
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.
10211 3.5.5.1 Provide sales and product/service training to sales Imparting guidance and instruction to sales partners/alliances
partners/alliances concerning products/services. Distribute literature about the
organization's products/services. Conduct workshops. Disseminate
useful media content to engage and enlighten partners. Create
communities through group engagements.

Process
Element Hierarchy
20019 3.5.5.1.1 Provide certification enablement training Provide training and certification to develop strategies for
marketing-driven sales.
20020 3.5.5.1.2 Manage certifications and skills Reviewing, processing and issuing certifications and accrediting
skills and competencies.
20021 3.5.5.1.3 Provide support to partners/alliances Backing sales partners and strategic alliances.
18641 3.5.5.2 Provide marketing materials to sales partners/alliances Distributing marketing materials and sales brochures to entities that
the company partners with.
10214 3.5.5.3 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.
14209 3.5.5.4 Manage sales partner/alliance master data Managing the repository of data relating to the organization's
partners/alliances over time. Store, maintain, access, revise, and use
all data on partners/alliances. Manage data. Ensure its security.
Determine legitimate use cases that are beneficial to the
organization.
20022 4.0 Deliver Physical 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.

Process
Element Hierarchy
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.
10233 4.1.1.5 Define capacities Outlining the manufacturing and processing capacities of the
organization. Delineate the capabilities required for optimizing
output with available resources. Analyze capabilities possessed by
the organization concerning the raw materials required and the
process necessitated for producing finished products.
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.
19551 4.1.1.8 Define standard operating procedures Establishing or prescribing methods to be followed routinely for the
performance of designated operations or in designated situations.
This may include step-by-step instructions to help workers carry out
complex routine operations. The goal is to improve efficiency,
quality, and uniformity of performance, while reducing
miscommunication, failure, or rework.
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.

Process
Element Hierarchy
10222 4.1.2 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 4.1.2.1 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 4.1.2.2 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.
10237 4.1.2.3 Develop demand consensus forecast Arriving at a consensus over the forecasted levels of demand for
products/services. Consensus is achieved by juxtaposing decisions
developed in the baseline forecast with those reached at by
collaborating with customers. Enlist senior-level decision makers of
the sales and marketing functions.
10238 4.1.2.4 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 4.1.2.5 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 4.1.2.6 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 4.1.2.7 Measure demand forecast accuracy Calculating and inspecting the accuracy of demand forecasts. Use
metrics to check the reliability of the forecasts created.

Process
Element Hierarchy
10223 4.1.3 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 4.1.3.1 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 4.1.3.2 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.
10244 4.1.3.3 Identify critical materials and supplier capacity Identifying principal materials needed for the manufacturing process
and the levels of supply that may be ensured for them. Determine
the essential and crucial inventory items required for the smooth
functioning of all manufacturing processes. Estimate the average,
peak, and baseline capacities of various vendors and suppliers.
Establish the capability of individual suppliers from the market and
the vendors.
10245 4.1.3.4 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 4.1.3.5 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.

Process
Element Hierarchy
14196 4.1.3.6 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 4.1.4 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.
20023 4.1.4.1 Model production network to enable simulation and Create representative logical system that provides the framework to
optimization attain strategic objectives based on resources, product volumes, and
processes. Provides the general sequential flow and capacity
requirement relationships among raw materials, parts, resources,
finished products, and product families.
20024 4.1.4.2 Create master production schedule Creating the plan for internal activities such as production,
inventory, and staffing. Include forecasted quantity of items to
produce based on inputs from sales planning, demand
planning/forecasting, and supply chain partners.
17041 4.1.4.3 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.
17042 4.1.5 Plan distribution requirements Maintaining master data of finished products and inventory. Identify
the requirements of finished products at the destination, as well as
partner requirements. Calculate the consolidation at source. Manage
replenishment planning. Create and administer a dispatch plan.
Calculate load plans for destinations and partners. Manage the cost
of supplying these products. Ensure effective utilization of capacity.
10252 4.1.5.1 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.

Process
Element Hierarchy
10253 4.1.5.2 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.
19555 4.1.5.3 Determine product storage facility requirements Evaluate constraints, needs, parameters, and conditions for physical
storage and retrieval of components or products for future use or
shipment in a storage facility within a certain timeframe.
10254 4.1.5.4 Calculate requirements at destination Interact with the concerned authority at the destination to reach a
specific figure that correctly represents requirements.
10255 4.1.5.5 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 4.1.5.6 Manage collaborative replenishment planning Administering the plan for collaborative replenishment of goods.
Replenish inventory by creating a plan in case of faulty production.
10258 4.1.5.7 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 4.1.5.8 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 4.1.5.9 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 4.1.5.10 Manage partner load plan Administering the load plan for partners. Manage the delivery, and
dispatch from the source to the partners.
10262 4.1.5.11 Manage cost of supply Managing all expenses to provide products/services in the market.
Estimate the overall cost of supplying of products/inventory,
including the cost distributing it through various partners and
channels. Consider the cost of all the logistical processes that occur
from the moment a product is ready to be dispatched to the time it
reaches the destination.

Process
Element Hierarchy
10263 4.1.5.12 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 4.1.6 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 4.1.6.1 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 4.1.6.2 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 4.1.6.3 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.
19558 4.1.6.4 Establish storage management constraints Determining potential constraints for physical storage and retrieval
of components or products in a storage facility within a certain
timeframe. Consider factors such as the building shape, height,
capacity, door locations, lift equipment, automation, etc.
10227 4.1.7 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.

Process
Element Hierarchy
10264 4.1.7.1 Review distribution network Evaluating the system that defines how the products/inventory
would reach from the source (i.e., manufacturer) to the destination
(i.e., retailer/distributer).
10265 4.1.7.2 Establish sourcing relationships Establishing relationships with transportation/distribution sources in
order to ensure an effective distribution network and strategy.
Screen and evaluate various sources available to pick out the best
among them.
10266 4.1.7.3 Establish dynamic deployment policies Creating strategic guidelines on the availability of the products at all
the distribution centers. Create a dynamic network to ensure
availability at all times, even in cases of defaults.
10368 4.1.8 Develop quality standards and procedures Developing standards and procedures for maintaining the quality of
products/services. Establish desired quality targets. Create
standardized procedures for the quality. Ensure quality
specifications are effectively communicated.
10371 4.1.8.1 Establish quality targets Defining specific qualitative and quantitative target figures.
10372 4.1.8.2 Develop standard testing procedures Creating standard procedures for testing the quality of
products/services. Describe the steps of key processes to help ensure
consistent and quality output. Define the routine instructions for
performing the quality testing activity.
10373 4.1.8.3 Communicate quality specifications Communicating the desired quality specifications to the
manufacturing units, as well as the distribution centers, to avoid any
misunderstanding or misinterpretation.
10216 4.2 Procure materials and services Creating a plan for procuring materials and services. Develop
strategies for sourcing materials and services. Choose the most
appropriate suppliers, and develop contracts with them. Order the
materials and services as per the requirements. Manage relationships
with suppliers.

Process
Element Hierarchy
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.
10281 4.2.1.1 Develop procurement plan Creating a plan for procuring materials and services. Plan what to
buy, when, and from what sources. Include project requirements, the
procurement team, the justification for the procurement, a timeline
of events, and an explanation of the supplier selection process.
Outline specific actions to start and complete purchases in order to
adhere to best practices.
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.

Process
Element Hierarchy
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.
20973 4.2.2 Develop sourcing and category management strategies Deploying a strategic sourcing methodology to segment the
majority of organizational spend based on external supply markets
(versus individual suppliers or internal stakeholders) to reduce the
cost of buying goods and services, reduce risk in the supply chain,
and maximize value delivered from the supply base. This approach
typically includes cross-functional management of categories,
examining the entire category spend, how the organization uses the
products or services within the category, the marketplace, and major
suppliers.
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.
10288 4.2.3.1 Select suppliers Evaluating the pros and cons of various suppliers. Choose the most
appropriate and cost-effective suppliers on the basis of their
material quality, delivery schedules, and costs.
10289 4.2.3.2 Certify and validate suppliers Validating the supply sources, and provide certification as an
official supplier.
10290 4.2.3.3 Negotiate and establish contracts Legally binding suppliers with the company. Negotiate contracts
individually with all the suppliers that include the promised material
delivery, the delivery dates and duration, etc.
10291 4.2.3.4 Manage contracts Keeping contracts up-to-date with routine evaluation. Maintain
order and discipline with the contracts in order to avoid any loss of
information and mishaps.
10279 4.2.4 Order materials and services Creating and approving requisitions and distributing purchase orders
accordingly. Hasten the procurement process to satisfy internal
needs.
10292 4.2.4.1 Process/Review requisitions Handling operations related to processing/reviewing the
requisitions. Establish and maintain procedures for the initiation,
authorization, and processing of purchase requirements to procure
products/services.

Process
Element Hierarchy
10293 4.2.4.2 Approve requisitions Approving requisitions for materials and services. Examine
distributor-specific requests, and validate them individually.
10294 4.2.4.3 Solicit/Track vendor quotes Requesting quotes from suppliers. Use a request for quotation
(RFQ) to invite suppliers into a bidding process for specific
products/services.
10295 4.2.4.4 Create/Distribute purchase orders Creating and placing the orders for purchasing materials and
services from suppliers. Analyze vendor quotes. Choose the most
cost-effective vendors. Create vendor-specific orders. Distribute
them in order to initiate the purchasing process.
10296 4.2.4.5 Expedite orders and satisfy inquiries Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.
10297 4.2.4.6 Reconcile purchase orders Verify that purchase orders are filled as expected: verify that items
and quantities are delivered as expected, based on purchase order
details and goods receipts.
10298 4.2.4.7 Research/Resolve order exceptions Identifying and resolving any exceptions. Address the internal
needs/inquiries for materials that cannot be procured immediately.
Research inquiries that require the need of exceptional materials.
10280 4.2.5 Manage suppliers Collecting and analyzing new information in order to track and rate
suppliers through a supplier information management system.
10299 4.2.5.1 Monitor/Manage supplier information Examining procurement and vendor performance. Report delivery
timing and the quality of the materials procured through different
vendors.
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance Assisting the production and inventory processes through the
information and reports created. Use the information and metrics of
the procurement and vendor performance to enhance or improve the
production process.
10301 4.2.5.3 Support inventory and production processes Support inventory and production processes by analyzing impact of
procurement decisions and collaborating to constantly improve. (For
example, perhaps minimum order requirements could be negotiated
to be lower, to reduce excessive inventory and make production
more flexible.)

Process
Element Hierarchy
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.
19563 4.3.1.1 Model and simulate plant Creating a representation of plant facilities to optimize material
flow, resource utilization, and logistics for all levels of plant
planning from global production facilities, through local plants, to
specific lines and enabling the comparison of
production�alternatives,.
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.
10307 4.3.1.3 Generate detailed schedule Broadening the line-level plan. Specify all the individual production
processes, along with the timing and the duration to come up with a
working schedule that tracks the whole process and any deviations
that might occur.
10308 4.3.1.4 Schedule production orders and create lots Creating a schedule to commence production of orders received, and
creating lots to consolidate the processing. Plan when the
production orders are to be initiated by commencing the operations
for processing products/services. Specify which materials to
produce, where to produce them, which operations will facilitate
this, and on which date production is to start. Define the size of
production lots, demarcating the durations of batch production.
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive Scheduling planned maintenance of the production equipment.
maintenance orders)

Process
Element Hierarchy
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.
10310 4.3.2.1 Manage raw material inventory Administering the inventory of raw materials. Manage the total cost
of all component parts in stock but not yet used. Manage the cost of
the direct materials (i.e., materials incorporated into the final
product) and indirect materials (i.e., materials not incorporated into
the final product but consumed during the production process).
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 4.3.2.4 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.

Process
Element Hierarchy
19566 4.3.2.5 Monitor and optimize production process Integrating different resources in the production process: material,
personnel, equipment, robotics, etc. Includes automating and
controlling the plant, performing advanced process control and real-
time optimization. This activity also includes managing plant alarms
and alerts.
19567 4.3.2.5.1 Automate and control plant Creating and applying technology to monitor and control the
production and delivery of products and services. Automation
involves a broad range of technologies.
19568 4.3.2.5.2 Perform advanced process control Including a broad range of techniques and technologies
implemented within industrial process control systems that are
routinely reviewed, audited, and improved, advanced process
controls typically address particular performance or economic
improvement opportunities. An advanced set of process control
measures can be used to reduce variation and identify primary
improvement options. Results of analysis are fed back into process
design for incorporation into production.
19569 4.3.2.5.3 Perform real-time optimization Helping organizations increase performance and efficiency, real-
time optimization is a category of closed-loop process control that
aims at optimizing process performance in real time for systems. It
is normally built upon model-based optimization systems and is
usually large scale. Real-time optimization automatically detects
errors, and can modify and eliminate both random and non-random
errors, as well as analyze and monitor all systems involved.
19570 4.3.2.5.4 Manage plant alarms and alerts Applying human factors and instrumentation engineering and
systems thinking to manage the design of an alarm or alert system to
increase its usability. Typical challenges include having too many
alarms in a plant, poorly designed alarms/alerts, improperly set
alarm/alert points, unclear alarm/alert messages, etc. Poor alarm
management is one of the leading causes of unplanned downtime.

Process
Element Hierarchy
10314 4.3.2.6 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.
20956 4.3.3.3 Manage quality samples Selecting a set of elements from a product lot to draw conclusions
or make inferences about the quality of the product lot from which
the sample is drawn. Sampling is frequently used because gathering
data on every product produced by a company is often impossible,
impractical, or too costly to collect.
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.
12045 4.3.3.5 Track and analyze non-conformance trends Managing and monitoring the occurrences of problems with a
process or product. It is important that nonconformance occurrences
are tracked in a standardized way so the data can easily be reviewed
to assess the impact of the problem. Ongoing analysis of trends in
nonconformance gives an organization the ability to make process
changes to reduce the incidence and cost of nonconformances.

Process
Element Hierarchy
12046 4.3.3.6 Perform root cause analysis Using a technique that helps people answer the question of why a
problem occurred in the first place. It seeks to identify the origin of
a problem using a specific set of steps, with associated tools, to find
the primary cause of the problem to determine what happened, why,
and how to reduce the likelihood that it will happen again.
10370 4.3.4 Maintain production records and manage lot traceability Perpetuating the production records by systematically documenting
and using it to ensure the effective management of lots. Determine
the lot numbering system and its use. (The lot number enables
tracking of the constituent parts, as well as labor and equipment
records involved in the manufacturing of a product. It enables
manufacturers and to perform quality control checks, calculate
expiration dates, and issue corrections of their production output.)
10376 4.3.4.1 Determine lot numbering system Allotting an identification number to a particular quantity or lot of
material manufactured. Assign lot numbers on the basis of specific
production units, material similarity, etc. Place lot numbers on the
outside of packaging.
10377 4.3.4.2 Determine lot use Identifying the use of production lots. Define where, how, and when
to use a specific production lot.
10219 4.4 Manage logistics and warehousing Administering and overseeing all activities related to logistics and
warehousing. Outline and establish a strategy for the logistics
function. Plan and administer the flow of inbound materials.
Administer the operational activities of warehousing and outbound
transportation. Manage reverse logistics including returns and
exchanges.
10338 4.4.1 Provide logistics governance Outlining the strategy for managing logistics. Translate customer
requirements logistic requirements. Create an efficient logistic
network and outsourcing portions of logistics activities. Design a
logistics strategy that optimizes transportation costs and schedule.
Define key performance indicators.

Process
Element Hierarchy
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.
10345 4.4.1.3 Communicate outsourcing needs Conveying outsourcing needs within the organization, with the
objective of sourcing the assistance required. Define the portion of
logistical activities that can be transferred to outside suppliers.
Assess third-party agencies to carefully select the most appropriate
agencies for outsourcing. Convey these needs to management or the
appropriate authority.
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.

Process
Element Hierarchy
16905 4.4.1.7 Define reverse logistics strategy Establish a strategy that includes rules and regulations for the
physical handling, information processing, and disposition of
product and packaging returned by the buyer to the seller or an
intermediary. Include return approval, transportation coordination,
advance communication, product tracking, receipt, disposition of
the return, and processing warranty claims in the strategy.
20936 4.4.2 Plan and manage inbound material flow Creating and executing a strategy for all the internal activities
related to the flow/transfer of inbound materials. This process
includes planning inbound material receipts, managing inbound
material flow, monitoring inbound delivery performance, managing
the flow of returned products, controlling the quality of returned
parts, and salvaging or repairing returned products.
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.
12708 4.4.2.5 Control quality of returned parts Implement a checks and balances system to verify that returned
parts meet acceptable quality standards to determine appropriate
disposition activity.
20109 4.4.2.6 Salvage or repair returned products Determining if a returned product can be salvaged or repaired.
Salvage or repair is dependent upon the product, the condition of the
product, or the availability of a like item.

Process
Element Hierarchy
10366 4.4.2.6.1 Perform salvage activities Executing activities for reinstating the returned products. Present the
customer with additional incentives of compensation in case of any
defective products delivery or any discrepancy in the product
specifications in order to save the order from being permanently
returned.
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.
10357 4.4.3.5 Track inventory accuracy Monitoring any discrepancies between electronic records that
represent the inventory and the physical state of the inventory. Look
for discrepancies such as phantom inventory, which includes
products that an inventory accounting system considers to be
available at the storage location but are not actually available.

Process
Element Hierarchy
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.
20957 4.4.3.8 Manage warehouse transfers Shipping items from one warehouse to another in a multi-warehouse
environment. A warehouse transfer is typically handled
electronically in a system designed to replicate the physical
processes involved with transferring items from one warehouse to
another.
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.
10362 4.4.4.3 Manage transportation fleet Taking care of a range of functions related to the means of transport
used for delivering the end products. Manage vehicle financing,
vehicle maintenance, vehicle telematics (tracking and diagnostics),
driver management, speed management, fuel management, and
health and safety management.

Process
Element Hierarchy
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.
20032 5.1.2 Develop service delivery strategies Constructing strategies that identify goals, policies, processes, and
procedures in relation to service delivery. Review and validate
strategies. Define the workplace layout and infrastructure.
20033 5.1.2.1 Define service delivery goals Aligning organization practices to meet the needs of the customer
by creating service delivery goals.

Process
Element Hierarchy
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.
20043 5.2.1.2 Develop baseline forecasts Identifying the demand anticipated for the organization's services.
Estimate future demand for services using historical data, analysis
of the market environment, and external data.
20044 5.2.1.3 Collaborate with customers Providing a collaborative meeting in which to engage the customer
to understand the scope of their needs and constructing solutions
based on need and constraints.

Process
Element Hierarchy
20045 5.2.1.4 Develop consensus forecast Arriving at a consensus over the forecasted levels of demand for
services by analyzing baseline forecasts and customer input.
20046 5.2.1.5 Determine availability of skills to deliver on current and Identifying what skillset is necessary for the delivery of
forecast customer orders opportunities. Determine the forecast of customer orders based upon
those skillsets and the resources available.
20047 5.2.1.6 Monitor activity against forecast and revise forecast Overseeing all activities necessary to deliver services to customer.
Revise forecast to account for any issues that may arise. This could
be changes in market trend, resource changes, etc.
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.
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills Understanding organizational need to enlist suppliers to provide
and capabilities resources for gaps in skills and capabilities. Identify where
additional skills are needed and collaborate with third parties to fill
those demands.
20055 5.2.2.5 Identify critical resources and supplier capacity Realizing critical resources required to perform and carry out
customer needs. Engage with suppliers to fulfill those needs, if
necessary. Identify supplier threshold for performing those needs.

Process
Element Hierarchy
20056 5.2.2.6 Monitor and manage resource capacity and availability Directing and managing workforce needs. Ensure that resources are
at full capacity. Monitor that all resources are able to skilled in their
respective rolls. Make sure that necessary resources are available to
provide the needed services.
12127 5.2.3 Enable service delivery resources Instituting training to enable resources to provide service delivery to
the customer. Develop a training plan. Create materials that provide
for operation and technical training. Schedule, perform, and
evaluate training.
12128 5.2.3.1 Develop service delivery 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.
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.
12135 5.2.3.7 Evaluate training effectiveness Eliciting feedback from various sources to evaluate the training
provided. This can be achieved through testing and the practical
application of skills. Additionally, manager or student feedback can
be garnered to evaluate training effectiveness.
20058 5.3 Deliver service to customer Rendering service to the customer by initiating, executing, and
completing tasks associated with service delivery.

Process
Element Hierarchy
20059 5.3.1 Initiate service delivery Collaborating with the customer to understand service needs.
Review, understand, and modify the delivery scope with the
organization needs of the customer in mind. Confirm readiness and
identify, select, and assign resources. Plan for service delivery.
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.
20068 5.3.1.7 Plan for service delivery Establishing a plan of action to successfully render a solution for
service delivery.
20069 5.3.2 Execute service delivery Carrying out service delivery to the customer by creating and
deploying the necessary solution. Analyze need and create a
solution. Validate the solution and make changes if needed. Obtain
approval to build/buy solution and then deploy solution to customer.

Process
Element Hierarchy
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.
20080 5.3.3.3 Confirm delivery according to contract terms Confirming that the organization has satisfied all terms of the
delivery contract set forth in collaboration between the organization
and customer.
20081 5.3.3.4 Release resources Discharging leveraged resources from service delivery
commitments upon completion. Returning resources to the resource
pool.

Process
Element Hierarchy
20082 5.3.3.5 Manage service delivery completion Ensuring that all aspects of the service delivery process are
completed both internally and externally.
20083 5.3.3.6 Harvest knowledge Garnering feedback from all avenues to collect a knowledge base
concerning services rendered.
20084 5.3.3.7 Archive records and update systems Completing and archiving all records associated with requested
services. Update all necessary systems to reflect those changes.
20085 6.0 Manage Customer Service Managing customers before and after the delivery of services. This
includes developing and planning customer service practices with an
eye on steering processes relating to inquiries after sales, feedback,
warranties, and recalls.
10378 6.1 Develop customer care/customer service strategy Defining a plan that removes customer obstacles by gathering
operational insight and competitive insight, as well as improving
soft skills and forward resolution for employees. Develop customer
segmentation. Define rules and regulations for customer service.
Establish service levels for customers.
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.
20088 6.1.3 Define and manage customer service channel strategy Establishing and refining procedures for customer service and
technical support.
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.
10383 6.1.5 Establish target service level for each customer segment Determining and implementing levels for customer services.
Benchmark certain customer service practices, and base customer
level services on those benchmarks. Create a service level
agreement, which is a negotiated agreement designed to create a
common understanding about services, priorities, and
responsibilities.

Process
Element Hierarchy
20089 6.1.6 Define warranty offering Determining the exact terms and conditions under which specific
warranties apply to certain goods or services.
16893 6.1.6.1 Determine and document warranty policies Establishing warranty policies to assure customers that the company
will guarantee its warranties that it issues.
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.
20090 6.1.6.3 Agree on warranty responsibilities with suppliers Negotiating with manufacturers and dealers the obligations of each
party in upholding warranties.
20091 6.1.6.4 Define warranty related offerings for customers Informing customers about warranties that apply to promoted
products or services.
12673 6.1.6.5 Communicate warranty policies and offerings Communicating rules and updates via training manuals for new
products and training resources.
20092 6.1.7 Develop recall strategy Establishing procedures to handle recalls of defective products.
10379 6.2 Plan and manage customer service contacts Planning and administering work force operations for customer
service provision by taking care of customer services
requests/inquiries, as well as the complaints.
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.

Process
Element Hierarchy
10390 6.2.1.1 Forecast volume of customer service contacts Projecting the total work force required to service customer service
inquiries in order to effectively predict the volume of vendor
contracts required. Estimate the number of the customer service
contracts in an agreed-upon time frame in order to strategically
maintain the work force necessitated for customer inquires. Analyze
historical data around customer service contracts, the universe of
customer inquiries, frequency of inquiries, servicing capability (per
head) of the employees, etc.
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 Handling the requests and inquiries from customers that seek
information regarding the organization's products/services. Obtain
the customer requests online and by phone. Direct these requests to
higher-level representatives. Approve requests, and respond to
customers.

Process
Element Hierarchy
10394 6.2.2.1 Receive customer problems, requests, and inquiries Receiving requests for information from customers over multiple
channels. Receive various requests and inquiries from customers
regarding products/services. Accept these inquiries through
channels such as email, telephone, online forms, text messages,
social media, and in person. Supply dedicated equipment, systems,
and personnel.
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.

Process
Element Hierarchy
10398 6.2.3.2 Route customer complaints Routing any complaints or grievances received from customers in
order to address them in the most appropriate manner. Direct
complaints to the best suited personnel or system. Implement a
system or procedure capable of efficiently channeling the various
objections, complaints, and criticism from customers over the
offerings provided by the organization.
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 Analyzing complaint logs to provide input for continuous service
improvement and customer profiling.
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 and risks to regulatory bodies Notifying all stakeholders, legal, and industry regulatory bodies of
the incidents and risks related to a return or recall, if needed.

Process
Element Hierarchy
12658 6.3 Service products after sales Assigning post-sales policies and paying claims on purchased
products. This is a process that is an administrative function
focused on creating rules (claim codes). This group ensures that
claims are valid and are processed quickly. As well as to quickly
determine responsibility for claim settlement.
20605 6.3.1 Register products Filing product registrations.

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.
20096 6.3.2.1 Receive warranty claim Receiving incoming warranty claims. Route claim to correct
department. Document claim.
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.
20097 6.3.2.3 Investigate warranty issues Executing investigational and analysis of warranty claims. This
involves notification and definition of a warranty issue, includes the
scheduling of a field service agent to perform further investigation;
the request and receipt of defective parts; and diagnosis/root cause
analysis. This concludes with the receipt of the result and
recommendation for corrective action.
20098 6.3.2.3.1 Define issue Defining the issue of the claim. The warranty team will look into the
issue and understand whether it is covered by the claim code or if
more detail is required. Field service will be scheduled to further
qualify the definition of the issue and to collect more evidence.

Process
Element Hierarchy
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.
20099 6.3.2.3.4 Investigate issue/perform root cause analysis Investigating claims by an appropriate functional representative.
Once the issue has been clearly defined and diagnosed and a
recommendation for corrective action is determined, it will be
provided to the warranty management team.
20100 6.3.2.3.5 Receive investigation result/recommendation for corrective Receiving investigative results to assess claim approval or denial.
action The warranty team will assess the results of the investigation and
the recommendations for corrective action.
20101 6.3.2.4 Determine responsible party Identifying responsible party for a claim. There is no negotiation
with the supplier at this point. There can be multiple warranties
applicable to the same part: a new part warranty, a new product
warranty (for the product the part is installed on), and a supplier
warranty from the company that last repaired the part. The
information required for this decision would be the output of
Receive component/part and analyze fault [19728]."
20102 6.3.2.5 Manage pre-authorizations Authorizing claims prior to submittal.

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.
20103 6.3.2.7 Notify originator of approve/reject decision Contacting the originator of whether the warranty claim has been
approved or rejected.
20104 6.3.2.8 Authorize payment Allowing for a payment to be made to the claimant.
20105 6.3.2.9 Close claim Archiving and closing the warranty claim after a final decision has
been made to either approve or reject.
12667 6.3.2.10 Reconcile warranty transaction disposition Assuring that the warranty transaction has been completed.

Process
Element Hierarchy
20106 6.3.3 Manage supplier recovery Managing the recovery of costs from suppliers for individual
20107 6.3.3.1 Create supplier recovery claims claims.
Raising a supplier recovery claim. This is based off the decision
made in Receive investigation result/recommendation for corrective
action [20100].
20108 6.3.3.2 Negotiate recoveries with suppliers Arranging the returns of recalled products to suppliers.
10218 6.3.4 Service products Validating specific service requirements for individual customers.
Determine and schedule resource to fulfill these requirements.
Provide service to specific individual customers. Ensure the quality
of service delivery.
10320 6.3.4.1 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 6.3.4.1.1 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 6.3.4.1.2 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 6.3.4.1.3 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 6.3.4.2 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.

Process
Element Hierarchy
10327 6.3.4.2.1 Create resourcing plan and schedule Developing a plan for sourcing and deploying the resources required
to fulfill customer service needs. Document a detailed summary of
all types of resources (equipment, finance, personnel, time, etc.)
required to complete customer service requests and procure these
resources. Identify and assess various sources in order to effectively
create a resourcing plan.
10328 6.3.4.2.2 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 6.3.4.3 Provide service to specific customers Dispatching resources for managing and fulfilling daily service
requirements. Manage the progress of order fulfillment. Complete
order blocks.
10330 6.3.4.3.1 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 6.3.4.3.2 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 6.3.4.3.3 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 6.3.4.4 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.
10334 6.3.4.4.1 Identify completed service orders for feedback Determining the service orders that have been successfully
delivered. Identify the service orders completed and delivered to the
customer. Leverage communication systems to ensure coordination
with the customers in order to avoid mishaps.

Process
Element Hierarchy
10335 6.3.4.4.2 Identify incomplete service orders and service failures Determining orders which have not been completed or delivered.
Identify the service orders that are partially or entirely incomplete,
as well as the orders that have not been delivered to the customer.
Use techniques such as project trackers to recognize the progress of
the service orders.
10336 6.3.4.4.3 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 6.3.4.4.4 Process customer feedback on services delivered Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.
20110 6.4 Manage product recalls and regulatory audits Removing defective products from the distribution chain.
Participate in audits from watchdog agencies.
20111 6.4.1 Initiate recall Commencing the removal process of defective products.
20112 6.4.2 Assess the likelihood and consequences of occurrence of any Performing risk analysis. Identify all dangers, evaluate how
hazards probable they are, and what kinds of negative results or or adverse
side effect they carry.
20113 6.4.3 Manage recall related communications Handling communications that are related to product recalls.
20114 6.4.4 Submit regulatory reports Creating and delivering reports to regulatory agencies to provide
details about handling product recalls.
20115 6.4.5 Monitor and audit recall effectiveness Analyzing the effectiveness of product recalls.
20116 6.4.6 Manage recall termination Ending product recalls, communicating to the public and filing
reports.
20595 6.5 Evaluate customer service operations and customer satisfaction Calculating and assessing the operational activities of the customer
service function. Evaluation is achieved through the customer
requests/inquiries handling process, the customer complaint
handling process, and product and services quality. Examine
activities to ensure high levels of customer service.

Process
Element Hierarchy
10401 6.5.1 Measure customer satisfaction with customer problems, Calculating satisfaction levels of customers by effectively
requests, and inquiries handling evaluating the process of handling requests/inquiries of customers.
Effectively calculate the performance of customer-requests/inquiries
handling and resolution. Obtain information regarding
requests/inquiries handling and resolution through customer
feedback. Use it to explore new ideas and opportunities for
enhanced customer requests/inquiries handling and resolution
process.
11687 6.5.1.1 Solicit customer feedback on customer service experience Creating an avenue for which the customer can provide feedback on
their experience with how their inquiry, problem, or request was
handled.
11688 6.5.1.2 Analyze customer service data and identify improvement Reviewing customer service feedback to identify areas in which
opportunities improvements can be made. Engage with management to discuss
issues.
18126 6.5.1.3 Provide customer feedback to product management on Handing over data to management to analyze common issues in
customer service experience regards to customer service.
10402 6.5.2 Measure customer satisfaction with customer- complaint Measuring the satisfaction level of customers as pertains to how
handling and resolution their complaints are handled and resolved. This process element
requires the organization to estimate the customers level of
fulfillment with the process reconciling their complaints and
towards the objective of ensuring customer retention. The feedback
received can be used to develop concepts for new opportunities to
boost the level of customer satisfaction.
11236 6.5.2.1 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).

Process
Element Hierarchy
11237 6.5.2.2 Analyze customer complaint data and identify improvement Examining the information obtained through handling and resolving
opportunities complaints for development/improvement opportunities. Categorize
the customer complaints data on the basis of speed, accuracy,
courtesy, price, product choice, availability, hours, location, etc.
Determine complaint patterns in order to diagnose areas needing
enhancement.
11689 6.5.2.3 Identify common customer complaints Determining complaint patterns in order to identify common issues.
Document common problems for correction.
10403 6.5.3 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 6.5.3.1 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 6.5.3.2 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 6.5.3.3 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 6.5.3.4 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.

Process
Element Hierarchy
11241 6.5.3.5 Provide feedback and insights to appropriate teams (product Providing feedback from customers on products/services to the
design/development, marketing, manufacturing) product management team. Analyze information collected through
Gather and solicit post-sale customer feedback on products/services
[11238]. Share with the product management team for consideration
while improving existing offerings or developing new
products/services.
12672 6.5.4 Evaluate and manage warranty performance Assessing the cost and effectiveness of warranties.
20118 6.5.4.1 Measure customer satisfaction with warranty handling and Evaluating how satisfied customers are with how product warranties
resolution are managed and resolved.
12676 6.5.4.2 Monitor and report on warranty management metrics Comparing warranties by using using applicable metrics to see how
they are handled and resolved. Develop and submit reports that
summarize significant conclusions.
20119 6.5.4.3 Identify improvement opportunities Determining how warranties and warranty management can be
made better and more efficient.
12674 6.5.4.4 Identify opportunities to eliminate warranty waste Finding ways to phase out unused or seldom used warranties.
20120 6.5.4.5 Investigate fraudulent claims Reviewing and assessing claims that contain deliberately incorrect
information or that have been submitted with the goal to deceive the
system.
20121 6.5.5 Evaluate recall performance Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
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.

Process
Element Hierarchy
20958 7.1.1 Develop human resources strategy Creating a long-term plan to associate human resource requirements
with the strategic goals of the company to ensure that there is
enough qualified staffing to achieve those goals, to maintain
competitive advantage and to reduce employee turnover.
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.
10421 7.1.1.4 Establish HR measures Evaluating the performance of HR function. Lay out the course of
HR procedures that would formulate a plan of action needed to
fulfill strategic HR needs. Deploy measures such as hiring policies,
leave management, internal code of conducts, and compensation
structure.
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.

Process
Element Hierarchy
20606 7.1.1.7 Manage employer branding Creating, maintaining and communicating company's reputation and
values to keep current employees and attract potential hires.
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.
10425 7.1.2.3 Develop compensation plan Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which
the compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
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.

Process
Element Hierarchy
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.
10428 7.1.2.9 Develop other HR programs Creating HR programs and services such as employee engagements
programs to promote positive employee behavior. Create a variety
of programs and services to support employees' professional and
personal needs at work and at home.
10429 7.1.2.10 Develop HR policies Creating rules and regulations that govern the HR function. Develop
a policy plan that serves as a guideline for setting rules and
regulations that help in achieving the HR goals and objectives.
10430 7.1.2.11 Administer HR policies Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
10431 7.1.2.12 Plan employee benefits Planning benefits in kind (also called fringe benefits, perquisites, or
perks). Include various types of non-wage compensations provided
to employees in addition to normal wages or salaries.

Process
Element Hierarchy
10433 7.1.2.13 Develop workforce strategy models Creating and implementing models for effectively strategizing the
work force of the organization. Develop a model that specifies the
organization's overall approach for maximizing the performance of
its work force by defining the goals, objectives, and expectations of
the work force. Manage all aspects of performance required for the
work force to function, including recruitment, selection, retention,
and professional development.
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.
10434 7.1.3.1 Measure realization of objectives Determining the accomplishment of HR goals and objectives.
Evaluate the effectiveness of the HR function by estimating the
present rate of achievement of the established objectives. Use
metrics to determine if the objectives are being realized. Leverage
measures such as turnover, training, return on human capital, costs
of labor, and expenses per employee.
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.

Process
Element Hierarchy
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.
10410 7.2 Recruit, source, and select employees Determining and handling employee requirements. Recruit or source
the candidates as per the requirements. Screen and select the most
appropriate candidates. Take care of the newly hired and re-hired
employees. Maintain records of information for all applicants.
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.

Process
Element Hierarchy
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.
10450 7.2.1.5 Modify job requisitions Making the necessary alterations to job requisitions. Revamp or
revise the job requisitions in case a position is filled or is not vacant
anymore, as well as in case of any new openings. (It involves
Manage the internal/external job posting websites [10449] to make
the necessary changes.)
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.

Process
Element Hierarchy
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.
17048 7.2.2.5 Manage recruitment channels Establishing and maintaining channels for recruiting. Extract the
best out of every recruitment channel. Manage all the processes
related to all the sourcing channels.
20123 7.2.3 Screen and select candidates Evaluating and selecting potential employees through interviews,
tests, etc.
10456 7.2.3.1 Identify and deploy candidate selection tools Identifying and implementing tools for the selection of candidates.
Recognize candidate selection tools such as screening, telephone
interviews, hiring manager interviews, drug testing, and skills
assessment. Effectively deploy these tools to check if the candidates
fit in the workplace or not, as well as to ensure workplace safety.
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.

Process
Element Hierarchy
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.
10465 7.2.4.3 Hire candidate Wrapping up the process for hiring candidates. Agree to all hiring
terms and conditions. Have the candidate accept and sign the job
offer.
10444 7.2.5 Manage applicant information Creating and maintaining a system for managing the information of
applicants. Create records for all candidates who apply. Maintain
and track information through the use applicant-tracking systems.
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.

Process
Element Hierarchy
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.
10469 7.3.1 Manage employee orientation and deployment Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the
new employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
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.
10477 7.3.1.1.1 Develop employee induction program Designing a program to systematically introduce newly hired
employees to the organizational culture of the company.
10478 7.3.1.1.2 Maintain/Update employee induction program Managing the orientation and training of new employees about the
organizational culture of the company.

Process
Element Hierarchy
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.
10481 7.3.2.3 Evaluate and review performance program Assessing and revamping performance programs, including the
instruments used to measure employee performance standards.
Review and upgrade these performance programs to avoid any
deprivations and ensure effectiveness.
10472 7.3.3 Manage employee development Establishing employee development guidelines. Lay out career paths
and plans for them. Manage the development of their skills to
enhance their skills, ability, and knowledge.
10487 7.3.3.1 Define employee development guidelines Outlining the guidelines for development of employees. Design
development policies and procedures to identify areas of growth for
employees, either in their current position or in preparation for
future roles. Include topics related to knowledge and skill
development.

Process
Element Hierarchy
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.
10492 7.3.4.4 Establish training needs by analysis of required and available Determining the training necessitated by business processes, using
skills an examination of skill sets that are needed by the organization and
those already possessed. Examine the various skills required by
individual employees. Design training in light of the availability of
resources to provide specific segments of training.
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.

Process
Element Hierarchy
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.
10483 7.4.1 Manage labor relations Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.
10484 7.4.2 Manage collective bargaining process Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
10485 7.4.3 Manage labor management partnerships Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
10531 7.4.4 Manage employee grievances Taking care or resolving any complaint raised by an employee by
procedures provided for in a collective agreement, an employment
contract, or by other mechanisms established by an employer.
10412 7.5 Reward and retain employees Creating frameworks for rewarding and recognizing employees with
the objective of retaining them. Create and manage programs for
provision of rewards, recognition, and motivation. Manage and
administer the benefits for employees. Help assist and retain
employees. Administer payroll to employees.

Process
Element Hierarchy
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 reward plan Developing a plan for provision of rewards, commission, and
benefits to employees. Plan health benefits, retirement benefits,
non-monetary benefits, etc.
10500 7.5.1.3 Perform competitive analysis of benefit and rewards Analyzing and evaluating the organization's benefits and rewards
plan. Compare/Benchmark the benefits and employees plan with
other organizations to adhere to industry standard practices.
10501 7.5.1.4 Identify compensation requirements based on financial, Recognizing the employee requirements for compensation on the
benefits, and HR policies basis of the financial, benefits, and HR policies of the organization.
Recognize individual compensation requirements regarding the
financial policies of the organization. Consider the benefits plan and
overall HR policies while selecting compensation requirements.
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.

Process
Element Hierarchy
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.
10496 7.5.3 Manage employee assistance and retention Managing activities centered around delivering programs to support
work/life balance for employees; developing family support
systems; reviewing retention and motivation indicators; and
reviewing compensation plans.
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.

Process
Element Hierarchy
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.
10512 7.6.1 Manage promotion and demotion process Administering the process of promoting and demoting employees.
Design a system for advancing or demoting an employee's rank or
position. Leverage techniques such as horizontal promotion, vertical
promotion, dry promotion, and involuntary/voluntary demotion.
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).

Process
Element Hierarchy
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.
10520 7.6.7.1 Manage expatriates Managing foreign resources. Manage employees who are sent to
live abroad for a defined time period, as well as non-native
employees.
17056 7.7 Manage employee information and analytics Managing the employee reporting processes, employee inquiry
process, employee information and data, and the HR information
systems. Create and administer the employee metrics. Develop and
handle the time and attendance systems. Refurbish the indicators for
employee retention and motivation.
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.

Process
Element Hierarchy
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.
10530 7.7.7 Manage/Collect employee suggestions and perform employee Procuring and handling suggestions from employees, and
research performing research on employees. Manage and analyze the
programs that help the organization to tap into employee ideas for
improving the organization's processes and/or products. Use
surveys, focus groups, and other data-gathering methods to find out
the attitudes, opinions, and feelings of members of an organization.
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.

Process
Element Hierarchy
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.
20609 8.1.1 Understand IT customer needs Assessing the customer communities along with current IT
operational capabilities and usage.
20610 8.1.1.1 Understand IT customer communities Interacting with IT customers to understand the IT needs through a
collaborative community through involvement, connection, and
informed communication.
20611 8.1.1.2 Assess IT customer operational capabilities Evaluate the ability of the group of staff dependent on information
technology, to align resources and critical processes according to
organizational vision being able to deliver effectively and
efficiently.
20612 8.1.2 Identify IT customer transformation needs Identifying changing needs of staff dependent on information
technology based on continuous improvement to deliver results
according to organizational goals.
20613 8.1.2.1 Understand business requirements for IT capabilities Understanding business requirements for the existing IT
environment as well as future IT needs.
20614 8.1.2.2 Understand IT landscape Understanding the complete logical structure and working of the
organization's IT landscape. Assess the configuration of hardware
and software (IT Assets) across the organization that supports
overall business operations.

Process
Element Hierarchy
20615 8.1.2.3 Develop IT visioning Developing goals to define IT vision. Define and document ideas,
direction, and activities which enable information technology to
reach these goals.
20616 8.1.2.4 Outline IT service expectations Defining a roadmap to meet organizational expectations from
information technology services while considering how it will affect
the business.
20617 8.1.3 Plan and communicate IT services Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization. Maintain and convey information about deliverables,
prices, contact points, and processes for requesting an information
technology service.
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.
20619 8.1.3.2 Define future IT services Defining the expected demand and usage of information technology
services to meet organization's future business goals. Gather
necessary information about the processes, resource requirements,
and structures pertaining to planned business growth.
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.

Process
Element Hierarchy
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.
20627 8.1.4.5 Facilitate solution design activities Providing a plan of action to provide solution to IT customers. The
solution design should be based on the collection and analysis of IT
customer requirements.
20628 8.1.4.6 Prioritize IT outcomes Prioritizing IT outcomes based on need, effectiveness, and
20629 8.1.4.7 Develop business cases efficiency.
Create a business case with value proposition indicating current
situation, proposed solution, financial analysis, and measurable
benefits to the IT customers.
20630 8.1.4.8 Support business case Supporting business case with supporting research, business
analysis, and background information on IT transformation.
20631 8.1.4.9 Develop transformation roadmap Creating a blueprint for execution of IT transformation from the
existing state to the planned organizational structure based on the
value proposition and projected business growth.

Process
Element Hierarchy
20632 8.1.5 Develop and manage IT service levels Establishing and maintaining service levels for the provision of IT
services and solutions. Design and maintain the IT services and
solution catalogue, as well as service level agreements. Evaluate the
performance of IT service level agreements. Communicate the
results to the management.
20633 8.1.5.1 Understand IT service requirements Understand requirements related to information technology 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.
20637 8.1.5.5 Maintain IT customer contracts Maintaining and documenting commitment of service to staff for
information technology contracts including providing software or
hardware solution through communication channels like phone,
email, and on-site services.
20638 8.1.5.6 Negotiate and establish service level agreements Establish a service level agreement, which is a negotiated agreement
designed to create a common understanding about services,
priorities, and responsibilities.
20640 8.1.5.7 Develop and maintain improvement processes Conveying the improvement opportunities for the business and level
of IT services. Leverage the results obtained from the performance
metrics of the business and IT service levels to identify and
recognize any opportunities that would improve or enhance the
efficiency of the business and IT service-level structure.
Communicate these opportunities to management in order for the
improvements to take effect.

Process
Element Hierarchy
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. 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. 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.
20646 8.1.6.5 Manage IT requirements Managing the IT requirements for business objectives. Identify the
requirements of hardware and software equipment to store, retrieve,
transmit, and manipulate data related to business operations.
Consider factors such as functional, design, growth phases, and
delivery schedule while managing IT requirements.
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.

Process
Element Hierarchy
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.
20655 8.2.1.2 Monitor and map current and emerging technologies Monitoring and evaluating existing and forthcoming technologies to
meet the current and future growth plans for business operations.
20656 8.2.1.3 Define and communicate digital transformation strategy Defining the integration of digital technology into business
operations and service delivery, and convey the strategy to different
segments of business. It is always backed by continuous
improvement followed by periodic review and change per
requirement of the business.
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.

Process
Element Hierarchy
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.
20667 8.2.2.6 Align IT portfolio to business objectives Aligning IT investments, projects, and activities to achieve overall
20668 8.2.3 Define and maintain enterprise architecture Outlining and maintaining the organization's IT architecture.
Establish the IT architecture definition and framework. Ensure the
relevance of IT. Create and confirm the approach for IT
maintenance. Create rules and regulations to guide IT architecture.
Authenticate and finalize all IT related research and innovation that
takes place within the organization.

Process
Element Hierarchy
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 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 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 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.
20676 8.2.4.2 Identify IT service operating and process requirements Identifying operating and process requirement for designing,
delivering, managing, and improving the way information
technology be used in the organization.
20677 8.2.4.3 Define IT service catalog Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization.

Process
Element Hierarchy
20678 8.2.4.4 Establish IT service management framework Create a layered structure for IT service management framework
ensuring right processes, people, and technology are in place to
meet business goals.
20679 8.2.4.5 Define and implement IT service management Defining and implementing activities involved in designing,
creating, delivering, supporting, and managing the lifecycle of
information technology services within an organization.
20680 8.2.4.6 Define and deploy support service management process tools Establishing services for providing support to users of IT services
and methods and solutions. Define the plethora of services along with tools and
methods by which the organization assists users of computers,
software products, or other electronic/mechanical products.
20681 8.2.4.7 Monitor and report IT performance Supervising, analyzing, and reporting performance of information
technology to ensure they are on-course and on-schedule in meeting
the organizational objectives and performance targets.
20682 8.2.5 Control IT management system Regulating the IT management system through performance
measures, governance, analysis, and monitoring through a variety of
analytic tools. Evaluate IT finances, resource, services, projects, and
value for report out.
20683 8.2.5.1 Determine IT performance measures Determining measures for evaluating the performance of IT services
in the organization. Establish key performance indicators, including
the IT services performance index.
20684 8.2.5.2 Define IT control points and assurance procedures governance Establishing a governance model with its own structure and
model functions from where full or partial control can be exercised over
the entire IT management system. Specify evaluation and quality
control procedures in the structure.
20685 8.2.5.3 Monitor and analyze overall IT performance Monitoring and analyzing information technology performance
measures to ensure timely completion, and that quality assurance is
met at all steps of IT services.
20686 8.2.5.4 Monitor and analyze IT financial performance Checking and analyzing predetermined financial targets and
timelines of IT management system. Monitoring their profitability,
feasibility, and consistency. Study the revenues generated.

Process
Element Hierarchy
20687 8.2.5.5 Monitor and analyze IT value and benefits Examining and analyzing the value and benefits of IT service
management to ensure benefits outweigh incurred costs.
20688 8.2.5.6 Optimize IT resource allocation Create process to assign and manage IT assets that support
organization's strategic goals.
20689 8.2.5.7 Manage IT projects and services interdependencies Manage capabilities required for the successful delivery of
information technology projects, which, by extension, affect the
success of the overall IT services.
20690 8.2.5.8 Report IT service and project performance Process of collecting, analyzing, and reporting information
regarding the performance of IT services and projects.
20692 8.2.5.9 Select, deploy, and operate IT performance analytics tools Select, establish, and operate analytics tool to analyze data and
extract actionable and commercially relevant information on IT
performance to evaluate or increase performance.
20693 8.2.6 Manage IT value portfolio Creating and establishing the value portfolio. Defining, analyzing,
and examining the value of projects, investments, and activities of
the IT function.
20694 8.2.6.1 Assess performance against IT service and project value criteria Process of evaluating performance to collect and analyze IT services
and projects. Ensure expected IT service and project value based on
established criteria.
20695 8.2.6.2 Quantify value of IT service and project portfolio investments Evaluate the value of the investments, projects, and activities of IT
function by assigning it a quantifiable value with a profitable return
to business operations.
20696 8.2.6.3 Communicate business technology value contribution Conveying the value addition through adopting technology targeting
towards integrated profitable business operations.
20697 8.2.6.4 Determine and implement IT portfolio adjustments Determining and implementing IT investments, projects, and
activities based on trending technological advancements in the
existing environment in order to achieve overall business objectives.
20699 8.2.7 Define and manage technology innovation Outline and manage the innovation of technology within the
organization. Research and understand emerging future
technological concepts and capabilities. Plan for IT innovation
investments. Plan and execute viable innovation projects.

Process
Element Hierarchy
20700 8.2.7.1 Establish selection criteria for research initiatives Establishing the standard for selecting IT research initiatives to
align with organizational criteria for implementing future
technologies.
20701 8.2.7.2 Analyze emerging technology concepts Assessing new and future technologies relevant to the organization's
vision of its IT capabilities.
20702 8.2.7.3 Identify technology concepts and capabilities Identification of conceptual elements that define the benefits of
technology to business.
20703 8.2.7.4 Execute IT research projects Implement information technology research projects that focus on
meeting the goals of the organization's IT services and capabilities.
20939 8.2.7.5 Evaluate IT research project outcomes Assessing IT research projects based on defined outcome
expectations.
20704 8.2.7.6 Identify and promote viable concepts Determine project viability. Promote relevant IT innovations that
meet business objectives.
20705 8.2.7.7 Develop and plan IT investment projects Develop and plan long-term allocation of funds for information
technology endeavors to meet business goals.
20706 8.3 Develop and manage IT resilience and risk Develop and include the processes required to rapidly adapt and
respond to any internal or external opportunity, demand, disruption,
or threat to IT. Develop a more dynamic, strategic, and integrated
approach to managing risk and compliance obligations.
20707 8.3.1 Develop IT compliance, risk, and security strategy Ensuring that the organization effectively manages risk. Develop
rules and standards for robust IT operations, manage risk, and adopt
measures to protect integrity, confidentiality, and security of IT
assets.
20708 8.3.1.1 Determine and evaluate IT regulatory and audit requirements Determining and evaluating IT regulatory and audit requirements.
Train employees on regulatory and audit requirements. Records for
the appropriate regulatory and audit agencies must be maintained
and the new product process must be approved by the appropriate
regulatory body before it is published to the organization.
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.

Process
Element Hierarchy
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.
20717 8.3.2.1 Determine IT delivery resiliency Determining resilience strategies to ensure that IT effectively
manages it's delivery process to mitigate risk.
20718 8.3.2.2 Determine critical IT risks Determining risks that could disrupt objectives of IT.
20719 8.3.2.3 Prioritize IT risks Prioritize potential IT risks based on business need to ensure overall
IT stability.
20720 8.3.2.4 Establish mitigation approaches for IT risks Establishing activities to improve opportunities and lessen threats
for IT.

Process
Element Hierarchy
20721 8.3.3 Control IT risk, compliance, and security Ensure effective control in overall IT risk management, formulate
and execute guidelines in-line with regulatory bodies, and manage
organizational security throughout the business operations.
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations Evaluation of dynamic, strategic, and integrated approach to
manage regulatory requirements and compliance obligations.
20723 8.3.3.2 Analyze IT security threat impact Analyzing the impact of threats to critical IT assets across different
departments and functions in the organization in terms of
quantifiable results.
20724 8.3.3.3 Create and maintain IT compliance requirements Develop and maintain IT compliance standards. Maintaining
requirements set forth by such directives as GRCP, PMI RMP,
CGRC, CGEIT, CRMA.
20942 8.3.3.4 Create and maintain IT security policies, standards, and Develop and maintain an architecture for securing and ensuring the
procedures privacy of data flows throughout the organization. Create, test,
evaluate, and implement IT security policies to ensure the safe use
of IT services and solutions.
20725 8.3.3.5 Develop and deploy risk management training Develop and implement training in regard to managing IT risks,
understanding criticality, impact, and opportunities associated with
20726 8.3.3.6 Establish risk reporting capabilities and responsibilities Establishing processes to communicate IT risk to the organization.
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
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.
20729 8.3.3.9 Monitor and manage IT activity risk Monitoring and managing risks related to IT adoption within the
organization.
20730 8.3.3.10 Identify, supervise and monitor IT risk mitigation measures Identifying and supervising a blueprint of measures for managing
risk in IT. Monitor actions to enhance opportunities and reduce
threats to project objectives.

Process
Element Hierarchy
20731 8.3.4 Plan and manage IT continuity Planning and managing IT's ability to recover from exposure to
internal and external threats.
20732 8.3.4.1 Evaluate IT continuity Evaluating IT business needs and IT's ability to recover from
internal or external threat exposure.
20733 8.3.4.2 Identify IT continuity gaps Identifying the limitations of the IT organization's ability to
remediate disruptions in IT services.
20734 8.3.4.3 Manage IT business continuity Integrating the disciplines of Emergency Response, Crisis
Management, Disaster Recovery (technology continuity) and
Business Continuity for IT.
20735 8.3.5 Develop and manage IT security, privacy, and data protection Creating and deploying an architecture for securing and ensuring the
privacy of data flows throughout the organization. Create and
develop protocols that ensure proper and efficient use of IT services
and solutions
20736 8.3.5.1 Assess IT regulatory and confidentiality requirements and Evaluate principles or rules employed in controlling, directing, or
policies managing IT services. Assessing requirements and policies related
to confidentiality.
20737 8.3.5.2 Create IT security, privacy, and data protection risk governance Defining and managing organization's approach to governing IT
security and ensuring the privacy of data flows throughout the
organization. Establish and manage tools to support the governance
process in order to avoid misuse of information and breach of
organizational privacy.
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.
20740 8.3.5.5 Review and monitor application security controls Identifying, examining, and reviewing security control for IT
applications. Test, analyze, and implement security protocols in
order to safeguard IT applications.

Process
Element Hierarchy
20741 8.3.5.6 Review and monitor IT physical environment security controls Identifying and examining security controls for physical
environment of information technology such as business facilities,
equipment, and resources.
20742 8.3.5.7 Monitor/analyze network intrusion detection data and resolve Monitoring and evaluating network intrusion detection for any
threats malicious activity or policy violations. Identify the gaps in order to
resolve threats and enhance existing network security.
20743 8.3.6 Conduct and analyze IT compliance assessments Evaluate and analyze the IT environment for the compliance of
industry regulations and government legislation. Ensure that IT
capability and resources meet the set standards.
20744 8.3.6.1 Conduct projects to enhance IT compliance and remediate risk Conducting projects in order to enhance set standards, established
guidelines, and risk preventive measures for IT risk and resilience.
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.
20751 8.3.7.2 Develop, document, and maintain IT business continuity Develop, document, and maintain plans to ensure uninterrupted
planning operations of critical IT services. Determine resources such as
specialized personnel, equipment, support infrastructure, legal and
financial aspects.

Process
Element Hierarchy
20752 8.3.7.3 Implement and enforce change control procedures Implement and enforce procedures and policies in order to control
changes in IT services and solutions. Manage changes in a rational
and predictable manner for optimum resource utilization.
20753 8.3.7.4 Execute recurring IT service provider business continuity Review and implement resources (including external parties)
necessary to support uninterrupted operations of critical IT services.
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.
20762 8.3.8.6 Respond to IT information security and network breaches Address any form of unauthorized network breach such as
unauthorized access or usage of data, applications, services,
networks, and/or devices. Identify the root cause and take corrective
measures to resolve the breach.
20763 8.3.8.7 Conduct penetration testing Conduct penetration testing (pen test) through an authorized
stimulated attack to identify security weakness in an IT environment
by evaluating the system or network with various harmful
techniques.

Process
Element Hierarchy
20764 8.3.8.8 Audit integration of user identity and authorization systems Reviewing the processes responsible for integration of user identity
and access authorization in order to confirm that all the required
regulations are followed.
20765 8.4 Manage information Creating strategies to manage the organization's information and
content. Outline the architecture for information. Administer
information resources. Administer the management of data and
content.
20766 8.4.1 Define business information and analytics strategy Create an organization-wide strategy for the IT function by
combining skills, technologies, applications, and processes in order
to attain organizations objectives.
20767 8.4.1.1 Establish data, information, and analytic objectives Implementing strategies for securing and ensuring the privacy of
data flows throughout the organization. Create protocols and
guidelines for individual IT components. Outline analytic objectives
in order to avoid misuse of information.
20768 8.4.1.2 Establish data, information, and analytic governance Creating a set of guidelines that ensure effective and efficient use of
IT. Define data, information, and analytic governance to reach the
organization's goal.
20769 8.4.1.3 Access IT data/analytic capabilities Determining the request for data accessibility and analysis. Review
the details based on internal data security policies and permit data
access only if internal policies and data access parameters are met.
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.
20771 8.4.2.1 Determine enterprise business information requirements Determining strategies to manage the enterprise wide flow of
business information and content. Outline the required architecture
for information resources.
20772 8.4.2.2 Define enterprise data models Define different ways of representation, usage, and identification of
data with independent or interdependent sources across the
organization.

Process
Element Hierarchy
20773 8.4.2.3 Identify and understand external data sources Identifying and understanding external sources of data in relevance
of reliability, security, and authenticity.
20774 8.4.2.4 Establish data ownership and stewardship responsibilities Establishing entities responsible for data accuracy, integrity, and
timeliness that can authorize or deny access to certain data. Develop
data utilizing governance processes to ensure fitness of data
elements.
20775 8.4.2.5 Maintain and evolve enterprise data and information Creating and maintaining the process of designing, creating,
architecture deploying, and managing strategies to maintain enterprise data and
information architecture.
20776 8.4.3 Define and execute business information lifecycle planning and Develop and implement strategies to plan and manage the flow of
control an information system's data from creation and initial storage to the
time when it becomes obsolete and deleted.
20777 8.4.3.1 Define and maintain enterprise information policies, standards, Outlining and establishing policies for information and setting
and procedures information standards and procedures. Establish policies to regulate
the creation, use, storage, access, communication, and dissemination
of information.
20778 8.4.3.2 Implement and execute data administration responsibilities Implementing and executing strategies for processes and
technologies that support the collection, managing, and storing of
data.
20779 8.4.4 Manage business information content Creating strategies to administer information and content.
Understand the needs of the organization for information and
content management. Realize the role of IT services for
implementing the overall business strategy. Assess the implications
of new technologies for managing information and content. Identify
and prioritize the most effective and efficient actions for managing
information and content.
20780 8.4.4.1 Monitor and control business information Defining the rules, diction, and logic that make up the framework of
the organization's information architecture. Monitoring and
controlling information attributes that flow through the IT
framework.
20781 8.4.4.2 Maintain business information feeds and repositories Maintain information feedstock along with IT hardware and
software needed for storage, access, and retrieval of business
information.

Process
Element Hierarchy
20782 8.4.4.3 Perform internal usage audits Verification of information access and usage through regular reports
on organizational performance.
20783 8.4.4.4 Implement and administer business information access Implement and manage the process for accessing information
including issues related to copyright, open source, privacy, and
security.
20784 8.5 Develop and manage services/solutions Designing and maintaining the IT services/solutions catalogue.
Evaluate the performance of IT services/solutions. Communicate
the results to the management.
20785 8.5.1 Develop service/solution and integration strategy Developing service/solution along with creating a strategy that
provides a base for delivering service/solution aligned with overall
business needs. Conduct research within the services/solutions field
for development and integration.
20786 8.5.1.1 Determine IT service/solution development Determining the development of IT service/solution. Analyze the
pros and cons of IT service/solution and it's methods on the basis of
their cost effectiveness and development value.
20787 8.5.1.2 Define IT service/solution development processes/standards Establishing the methods and processes as the foundation for
developing new IT platforms, components, software, and explore
new standards for better IT usage in the organization.
20788 8.5.1.3 Identify, deploy, and support development methodologies and Identifying and implementing techniques and tools for development
tools based on overall value addition to the IT environment.
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.
20791 8.5.1.6 Maintain service component portfolio Creating and establishing service component portfolio by defining
investments, and activities. Analyze and examine the value of the
service component portfolio, and allocate resources towards it.
20792 8.5.1.7 Establish development standards exception governance Creating standards and procedures for developing IT
services/solutions outside of defined business parameters.

Process
Element Hierarchy
20793 8.5.2 Manage service/solution lifecycle planning Executing life-cycle planning for IT services and solutions. Develop
new requirements and feature-function enhancements. Create and
design a life cycle plan that addresses the current and future state of
20794 8.5.2.1 Monitor and track emerging technology capabilities Perform a systematic investigation to new and future technology
capabilities for future upgrades.
20795 8.5.2.2 Identify IT services/solutions Identifying processes and supporting procedures that are performed
by an organization to design, plan, deliver, operate, and control
information technology services/solutions offered to customers.
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.
20802 8.5.3.3 Determine IT component integration requirements Determining the requirements to integrate IT components such as
hardware, software, database, telecommunication, and network.
20803 8.5.3.4 Identify opportunities for IT component reuse Identification of opportunities for reusing IT components so that
they can be cost-effective and efficient.

Process
Element Hierarchy
20804 8.5.3.5 Promote adoption of existing service/solution architecture Encouraging acceptance of existing IT service/solution architecture
in the organization.
20805 8.5.3.6 Develop and maintain service/solution architectures Creating and maintaining a services and solutions architecture over
a network that can be revised as needed or even eliminated in case
of inefficiencies.
20806 8.5.3.7 Assess IT service/solution architecture conformance Assessing functional compliance of the IT service/solution
architecture. Safeguard compliance with guidelines for the
architecture.
20807 8.5.3.8 Manage architectural exceptions Identifying and resolving any architectural exceptions. Address the
internal inquiries related to architecture that cannot be addressed
immediately. Research inquiries that require the need of exceptional
methods.
20808 8.5.4 Execute IT service/solution creation and testing Understanding customer requirements. Design the IT services and
solutions based on the requirements. Develop components for
providing the requirements. Train resources to provide support. Test
the IT services and solutions in advance. Confirm the customer
experience post-sale.
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.
20813 8.5.4.1.4 Integrate IT components and services Combining the newly built IT component along with IT services in
order to gain optimum output.

Process
Element Hierarchy
20814 8.5.4.1.5 Execute IT service/solution validation Validating that the proposed IT service/solution is feasible and
provides the needed services for the customer.
20815 8.5.4.1.6 Bundle service/solution deployment packaging Creating and implementing a strategy for the deployment of IT
service/solution by defining all of the activities that make the IT
function available for use. Define the deployment process,
procedures, and tools. Select the most feasible and practical
methodologies for the deployment process.
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 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.

Process
Element Hierarchy
20822 8.5.5.1.4 Manage service/solution operations Understanding customer requirements. Managing services/solutions
based on the requirements. Develop components for providing the
requirements. Train resources to provide support. Confirm the
customer experience post-sale. Evaluate the performance of
service/solution. Communicate the results to the management.
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.
20824 8.6 Deploy services/solutions Executing IT services/solutions by creating a strategy for
deployment. Plan and execute the changes. Plan and administer the
release of its IT services and solutions.
20825 8.6.1 Develop and manage service/solution deployment strategy Creating and implementing a strategy for the deployment of IT
service/solution. Define all of the activities that make the IT
function available for use. Establish the change policies for IT
services and solutions. Define the deployment process, procedures,
and tools. Select the most feasible and practical methodologies for
the deployment process.
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.

Process
Element Hierarchy
20832 8.6.2 Plan service and solution implementation Strategizing and executing changes in IT solutions and services.
Create a plan for deploying the changes. Communicate with
stakeholders about the changes. Administer and implement the
changes. Train the resources who will be affected by these changes.
Install changes and verify their effect.
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.

Process
Element Hierarchy
20844 8.6.3.4 Consolidate IT change Integrate all forms of changes in IT in order to make more efficient
use of resources and down time, and optimizing results.
20845 8.6.3.5 Create and communicate deployment schedule Defining and communicating the schedule for implementation to
related stakeholders and functions.
20846 8.6.3.6 Approve change/release deployment Permitting for the change/release deployment. Approve deployment
based on the evaluation of business impact due to change/release.
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
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.
20858 8.6.5 Perform service and solution rollout Strategizing and executing changes in IT solutions and services.
Create a plan for deploying the changes. Communicate with
stakeholders about the changes. Administer and implement the
changes. Train the resources who will be affected by these changes.
Install changes and verify their effect.

Process
Element Hierarchy
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 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.
20868 8.7.1.1 Assess business objectives and IT service delivery Assessing the goals and objectives of IT service delivery and how it
contributes to the overall business objectives. Align with the
business objectives of the organization.
20869 8.7.1.2 Define IT service delivery portfolio Creating and establishing a repository of IT service delivery
offerings.

Process
Element Hierarchy
20870 8.7.1.3 Create and maintain IT service delivery model Design and maintaining an IT service delivery model that defines
the processes and procedures needed to deliver the IT services and
solutions.
20871 8.7.1.4 Determine IT service delivery locations and activities Determining locations and types of IT services and solutions which
need to be delivered.
20872 8.7.1.5 Define IT service delivery sourcing strategy Defining a strategy for sourcing delivery of IT services and
solutions. Examine the pros and cons of various sources that can
support the delivery process. Select the most feasible and cost-
effective sources.
20873 8.7.2 Define and develop service support strategy Defining and creating a strategy for provision of support to users of
20874 8.7.2.1 Assess business objectives and IT service support delivery Assessing the goals of IT service support delivery and how it aligns
to contribute to the overall business objectives.
20875 8.7.2.2 Define IT service support portfolio Defining different IT support services and solutions such as remote
support and cloud support. Include planned IT initiatives and
ongoing IT services (such as application support).
20876 8.7.2.3 Create and maintain IT support model Design and maintaining an IT support model that defines the
processes and procedures needed to support users of IT services and
solutions.
20877 8.7.2.4 Develop IT support service sourcing strategy Developing a strategy for sourcing resources to support users of IT
services and solutions. 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.
20878 8.7.2.5 Establish support service framework Creating an agenda for the rules and regulations of support service
that deal with providing support to users of IT services and
solutions.
20879 8.7.2.6 Provide service support tools and technology Providing the tools and techniques to support users of IT services
and solutions, and choosing the most appropriate tools and
techniques. Evaluate the pros and cons of all the methodologies and
tools available. Choose the most efficient and effective
methodology.

Process
Element Hierarchy
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.
20889 8.7.4.1 Develop IT service delivery strategy Creating a strategy for delivering IT services and solutions.
Establish the sourcing strategy. Establish the delivery process
procedures and tools. Examine and choose the most effective
methodologies and tools.

Process
Element Hierarchy
20890 8.7.4.2 Assess IT infrastructure business objectives Assessing the goals and objectives of IT infrastructure and how it
contributes to the overall business objectives.
20891 8.7.4.3 Determine ongoing IT infrastructure capabilities Determining existing IT infrastructure capabilities. Identify the gaps
and needs in order to enhance the existing IT infrastructure to meet
growth objectives.
20892 8.7.4.4 Plan IT infrastructure change Identify the gaps and needs of existing IT infrastructure. Plan and
develop strategies to upgrade/replace existing IT infrastructure.
20893 8.7.4.5 Plan and budget IT license usage volumes Creating a plan associated with usage volumes of IT licenses.
Develop a framework to govern the licensing of an IT services
along with identified usage volumes. Determine the amount of
investment in IT license usage volumes and how would the license
volumes be financed.
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.
20943 8.7.5.4 Maintain service support learning Maintaining and transfer of knowledge towards service support with
the change/upgrade in technology over a stipulated period. Ensure
IT staff is well trained and tested on the new learning of service
support.

Process
Element Hierarchy
20899 8.7.5.5 Communicate service support needs Conveying service support needs within the organization, with the
objective of providing required support services. Define processes
and procedures needed to support users of IT services and solutions.
Convey these procedures to appropriate governing authority.
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.
20908 8.7.6.3 Manage service delivery workloads Analyze and manage workload needs in relation to service delivery.
Plan resources and mechanism around those workload needs so that
services could be delivered smoothly.

Process
Element Hierarchy
20909 8.7.6.4 Manage infrastructure performance and capacity Managing the performance and capacity of infrastructure by using
key performance indicators to routinely track the performance and
capacity levels. Review performance. Evaluate the efficiency and
effectiveness of the infrastructure.
20910 8.7.6.5 Respond to unplanned operational issues Addressing to an issue in operational activities within the IT
function, that occur outside of normal routine or preventative
maintenance.
20911 8.7.6.6 Produce and distribute output media Identify and introduce resources to display output in a viewable
form to key decision makers and evaluators.
20912 8.7.6.7 Monitor IT infrastructure security Identifying, examining, and recognizing any flaw or breach in
security of IT infrastructure. Ensure that protocols and guidelines
for individual IT components are being followed and there is no
misuse of information and breach of individual or organizational
privacy.
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.
20916 8.7.7.2 Perform infrastructure component maintenance Evaluating and maintaining all aspects of infrastructure component
maintenance. Ensure that all components of an IT infrastructure are
functioning properly as per the expectation. Maintenance includes
all preventative, routine, and corrective measures.

Process
Element Hierarchy
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
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.
20926 8.7.8.4 Escalate IT requests Follow processes and procedures to escalate IT requests to required
levels for resolution or effective decision making when necessary.

Process
Element Hierarchy
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.
10772 9.1.1.2 Prepare periodic budgets and plans Creating reports on a quarterly or annual basis for fund allocation.
Create a financial statement that estimates revenues and expenses
over a specific period of time. (Leverage budget methods such as
cost-based and zero-based budgeting techniques, in light of the
periodic targets outlined during Develop and maintain budget
policies and procedures [10771].)

Process
Element Hierarchy
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.
11175 9.1.2.6 Report on profitability Making a report about revenues generated by the organization or
business unit concerned. This process requires the organization to
create a report which shows how business is generating profits.
Profits are the part which is left after paying all expenses directly
related to the generation of the revenue, such as producing a
product, and other expenses related to conducting business
activities.

Process
Element Hierarchy
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.
10784 9.1.4.3 Perform life cycle costing Determining the cost of delivering an end product at different stages
of production. Study the total life cycle of a product/process to
determine how much revenue and production cost will be incurred
at every stage in order to make strategic decisions.
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.

Process
Element Hierarchy
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.
10792 9.2.1.6 Produce credit/collection reports Preparing account payable reports about payments to be made
according to accounting rules and principles, and providing the
reports to management.
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies Closing or restarting accounts according to changes made in credit
policies.
10743 9.2.2 Invoice customer Preparing detailed reports of customer purchases. Prepare a
commercial document between the seller and customer with details
about transaction. Detail the quantity purchased, price of
products/services, date, parties involved, unique invoice number,
and tax information.

Process
Element Hierarchy
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.
10799 9.2.3.1 Establish AR policies Creating rules and regulations to be followed in case of credit sales
to customers. Create rules and procedures to follow at the time of
sale (e.g., the allowable number of installments).
10800 9.2.3.2 Receive/Deposit customer payments Collecting cash from customers. Deposit it into bank account. Make
entries into the books of accounts.
10801 9.2.3.3 Apply cash remittances Checking and moving funds between countries for business
activities, typically through authorized remittance agents.
10802 9.2.3.4 Prepare AR reports Preparing reports that detail balances due or what to collect from
customers at a certain point in time.

Process
Element Hierarchy
10803 9.2.3.5 Post AR activity to the general ledger Preparing the general ledger for account receivables from journals.
Place all journal entries related to accounts receivables in the
general ledger accounts of a business.
10745 9.2.4 Manage and process collections Posting entries to respective accounts, and preparing accounts for
receivables. Manage the cash collected by the business from its
debtors. Record it in the books of accounts to provide clear
information about the availability of the cash.
10804 9.2.4.1 Establish policies for delinquent accounts Creating a process to follow in case of a failed payment by account
holders. Create rules and regulations for the account holder who has
failed to make at least the minimum monthly payment by the due
date.
10805 9.2.4.2 Analyze delinquent account balances Examining balance statements of accountholders who failed to make
required payments. Study or review the account details of
customers' past payments when preparing negotiations policies.
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts Determine ways for customers in default to repay debts (e.g.,
allowing more time or discounts).
10807 9.2.4.4 Discuss account resolution with internal parties Determining rules for handling accounts. Discuss and plan with
internal parties (department heads, managers, and senior
management) about rules to follow in coming months.
10808 9.2.4.5 Process adjustments/write off balances Maintaining reserves for write-offs and adjustments. Adjust or write
off certain expenses and losses.
14007 9.2.4.6 Perform recovery workout Renegotiating the terms of a loan agreement in order to recoup
money from a default account.
14008 9.2.4.7 Manage default accounts Managing accounts that have not met the requirements agreed upon
to pay off outstanding debts.
10746 9.2.5 Manage and process adjustments/deductions Creating and providing funds for necessary adjustments and
deductions, including all expenses that were required for the
business at certain point in time.
10809 9.2.5.1 Establish policies/procedures for adjustments Creating guidelines to follow in case of adjustments to business
processes.

Process
Element Hierarchy
10810 9.2.5.2 Analyze adjustments Checking changes made in accounts during the year. Examine the
alterations made in final accounts to rectify errors/omissions.
10811 9.2.5.3 Correspond/Negotiate with customer Providing suitable offers to customers. Present different offers (e.g.,
discounts) available for customers or buyers.
10812 9.2.5.4 Discuss resolution with internal parties Discussing and planning with internal parties (department heads,
managers, and senior management) about rules to follow in coming
months.
10813 9.2.5.5 Prepare chargeback invoices Creating a mechanism for consumer protection in case of a higher
price charged. When a supplier sells a product at a higher price to
the distributor than the price they have set with the end user, submit
a chargeback to the supplier to recover the money lost in the
transaction.
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.
10816 9.3.1.2 Establish accounting policies Establishing policies and procedures to prepare financial statements,
including methods, measurement systems, and procedures for
providing disclosures.
20604 9.3.1.3 Publish accounting policies Creating a written copy of agreed-upon procedures for preparing
financial statements, and making them available to the public.
10817 9.3.1.4 Set and enforce approval limits Implementing parameters for accounting. Apply set conditions for
any approval process.

Process
Element Hierarchy
10818 9.3.1.5 Establish common financial systems Establishing processes and procedures to exercise financial control
and accountability. Record, verify, and report transactions that
affect revenues, expenditures, assets, and liabilities.
10748 9.3.2 Perform general accounting Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
10819 9.3.2.1 Maintain chart of accounts Preparing trial balance account from general ledgers. List all
accounts used in the general ledger. Alter accounts according to
business requirements.
10820 9.3.2.2 Process journal entries Making ledger and trial balance accounts from journal entries. This
process requires the organization to record every transaction into
accounts done by business. It is a base documents for preparing
final accounts of company.
10821 9.3.2.3 Process allocations Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal
records.
10822 9.3.2.4 Process period end adjustments Updating journal entries to adjust the balance of income and
expenses at the end of an accounting period.
10823 9.3.2.5 Post and reconcile intercompany transactions Checking accounts separately for a parent and subsidiary company.
Manage relationship between a parent company and subsidiaries.
Document intercompany transactions in separate financial
statements.
10824 9.3.2.6 Reconcile general ledger accounts Reviewing general ledger accounts for a parent and subsidiaries
companies. Validate the integrity of account balances on the
company's general ledger of accounts. Review and compare general
ledger accounts balances with source documents to ensure that
balances match.
10825 9.3.2.7 Perform consolidations and process eliminations Aggregating different processes in the business. Eliminate
discontinued processes.

Process
Element Hierarchy
10826 9.3.2.8 Prepare trial balance Balancing debit and credit balances of trial balance to preparing
final accounts. Calculate the total debits and credits in company's
accounts. Correspond the sum of all debits with the sum of all
credits. Adjust entries as appropriate.
10827 9.3.2.9 Prepare and post management adjustments Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
10749 9.3.3 Perform fixed-asset accounting Accounting for long-term and fixed assets. Record purchased, fixed
assets that are not easily convertible into cash. Account for costs,
useful life, resale value, depreciation, and amortization.
10828 9.3.3.1 Establish fixed-asset policies and procedures Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions,
resale, usage, etc.
10829 9.3.3.2 Maintain fixed-asset master data files Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
10830 9.3.3.3 Process and record fixed-asset additions and retires Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements, Keeping a summary of expenses for installing and modifying assets.
revaluations, and transfers Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
10832 9.3.3.5 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 9.3.3.6 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.

Process
Element Hierarchy
10834 9.3.3.7 Reconcile fixed-asset ledger Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.
10835 9.3.3.8 Track fixed-assets including physical inventory Checking and updating the record of all raw materials and fixed
assets. Track all fixes asset. Maintain a record of all inventory
items.
10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and Showing market value and related expenses on fixed assets data for
regulatory reporting taxation. Provide complete information recorded in the books of
fixed assets about purchase price, depreciation, installation charges,
resale market value etc. for tax and regulatory purposes.
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.

Process
Element Hierarchy
10840 9.3.4.4 Perform consolidated reporting/review of cost management Making reports for all units to help higher management in decision
reports making. Prepare combined financial statements of a parent company
and its all subsidiaries (separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses and
cash flows, and also going through periodic reports which shows the
actual and estimated costs and their variances.
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.

Process
Element Hierarchy
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets Creating budgets, and soliciting approvals for capital projects.
Prepare budgets for projects that require heavy investments. Secure
approvals from management.
10846 9.4.1.3 Review and approve capital projects and fixed-asset acquisitions Evaluating and supporting capital investments in projects and fixed
assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
10847 9.4.1.4 Conduct financial justification for project approval Reviewing all project business cases in order to substantiate
projected financial gains. Validate any project's business case.
Juxtapose the benefits derived from moving a project forward
against the associated costs.
10752 9.4.2 Perform capital project accounting Accounting for large-scale and large-cost investments. Manage and
account for ongoing activities related to capital projects, including
setting up new projects, recording project transactions, monitoring
and tracking spending, closing and capitalizing projects, and
measuring the financial returns on completed projects.
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.

Process
Element Hierarchy
10753 9.5.1 Report time Recording the reporting time of employees on-site. Track working
days, salary calculations, holidays taken, number of hours spend in
the office, billing hours, etc.
10853 9.5.1.1 Establish policies and procedures Developing policies and procedures for the HR function to calculate
compensation.
10854 9.5.1.2 Collect and record employee time worked Tracking billing hours of each employee on daily basis.
10855 9.5.1.3 Analyze and report paid and unpaid leave Tracking leaves allowed and taken by employees.
10856 9.5.1.4 Monitor regular, overtime, and other hours Observing the number of hours worked by an employees on daily
basis. Track the number of hours worked by an employee, as well as
the number of hours worked beyond normal working hour's
according to company standards.
10857 9.5.1.5 Analyze and report employee utilization Monitoring the number of productive hours for employees.
10754 9.5.2 Manage pay Managing the total payments made in employees payroll, including
bonuses and compensation.
10858 9.5.2.1 Enter employee time worked into payroll system Tracking the number of hours worked for the payroll system.
Register the number of hours worked by an employee into the
payroll system for the purpose of calculating salaries or wages.
10859 9.5.2.2 Maintain and administer employee earnings information Tracking and oversee salary breakups of employees. This process
requires the organization to manage and update information
pertaining to the structure of every employee's salary. This would
involve the updating any changes to the salary structures of the
employees, in a central repository which can be accessed by
pertinent departments.
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.

Process
Element Hierarchy
10863 9.5.2.6 Process and distribute manual checks Handling incorrect/omitted salary payments.
10864 9.5.2.7 Process period-end adjustments Adjusting salary deductions for tax purposes at the end of the year.
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.
14075 9.5.3.1 Develop tax plan Devising a method to minimize payroll tax liability by means of
allowances, deductions, exclusions or exemptions.
14076 9.5.3.2 Manage tax plan Overseeing maintaining the reduction of payroll taxes [14075].
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.
10870 9.6.1.2 Maintain/Manage electronic commerce Tracking all online transactions.
10871 9.6.1.3 Audit invoices and key data in AP system Monitoring and evaluating bills registered in accounts books. Check
all invoices. Maintain records.
10872 9.6.1.4 Approve payments Processing payments for products/services.
10873 9.6.1.5 Process financial accruals and reversals Handling transactions for accruals and reversals. Record
transactions in the books of accounts on an accrual basis
(irrespective of the actual cash flow) and reversals basis (cancel out
the adjusting entries) for balancing accounts.

Process
Element Hierarchy
10874 9.6.1.6 Process payables taxes Filing the amount of taxes that a company owes as of the balance
sheet date. Prepare tax returns, including the income tax filing for
an individual or business entity from earnings.
10875 9.6.1.7 Research/Resolve payable exceptions Resolving any atypical or inconsistent situation concerning
payments to be made by the organization. Address any exceptional
case of accounts payable on an ad hoc basis, by seeking counsel or
carrying out any necessary research.
10876 9.6.1.8 Process payments Making payments for products/services on due dates (payment
cycle) decided by parties involved.
10877 9.6.1.9 Respond to AP inquiries Clarifying or address queries relating to the particulars of AP such
as date, discounts, amount, and installments. Coordinate with
concerned parties about the fulfillment of bills payable.
10878 9.6.1.10 Retain records Keeping bills of every transaction for future reference.
10879 9.6.1.11 Adjust accounting records Rectifying for alterations occurred in accounts while recording.
10757 9.6.2 Process expense reimbursements Processing reimbursements to employees for the expenses incurred
during the course of business. Approve and process advancements
and reimbursements for employee expenses on the organization's
behalf. Capture and report relevant tax data and manage personal
accounts.
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
20929 9.6.3 Manage corporate credit cards business.
Handling and authoring credit cards to business entities or for
corporate purchases.

Process
Element Hierarchy
20930 9.6.3.1 Establish corporate credit card policies and approval limits Developing procedures for using company credit cards. Set or
approve credit limits.
20931 9.6.3.2 Process corporate credit card requests Handling applications credit card applications for business
20932 9.6.3.3 Order corporate credit cards expenses.
Obtaining credit cards for business-related expenses.
20933 9.6.3.4 Manage corporate credit card accounts Handling credit card accounts of business customers.
20934 9.6.3.5 Approve/Change credit limits Authorizing changes to the available credit advances.
20935 9.6.3.6 Cancel/Deactivate credit card Blocking an existing credit card to disable all future transactions.
10734 9.7 Manage treasury operations Managing business's investments in trading in bonds, currencies,
financial derivatives, etc. Manage the financial assets and holdings
of the organization. Optimize the organization's liquidity. Invest
excess cash. Reduce financial risks.
10758 9.7.1 Manage treasury policies and procedures Managing rules and regulations for investments in trading in bonds,
currencies, financial derivatives, etc. Establish policies and
procedures for investments made. Optimize liquidity in treasury
operations.
10885 9.7.1.1 Establish scope and governance of treasury operations Selecting opportunities and the authoritative body for investments in
trading in bonds, currencies, financial derivatives, etc.
10886 9.7.1.2 Establish and publish treasury policies Creating and providing investment regulations for the organization.
Establish policies and procedures for investments to optimize
liquidity in treasury operations. Create a written copy of it.
10887 9.7.1.3 Develop treasury procedures Making processes for investing. Create steps for investments in
bonds, currencies, and financial derivatives in order to optimize
company's liquidity, invest excess cash, and reduce its financial
risks.
10888 9.7.1.4 Monitor treasury procedures Checking treasury processes in order to optimize company's
liquidity, invest excess cash, and reduce its financial risks.
10889 9.7.1.5 Audit treasury procedures Auditing the treasury function.
10890 9.7.1.6 Revise treasury procedures Reassessing all treasury procedures based on audit findings.
10891 9.7.1.7 Develop and confirm internal controls for treasury Creating and managing the internal control systems for investments
in bonds, currencies, and financial derivatives to verify procedures.
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.

Process
Element Hierarchy
10759 9.7.2 Manage cash Taking care of all cash-related activities in the business. Manage
and reconcile cash positions. Manage cash equivalents. Process and
oversee electronic fund transfers. Develop cash flow forecasts.
Manage cash flows. Produce cash management accounting
transactions and reports. Manage and oversee banking relationships.
Analyze, negotiate, resolve, and confirm bank fees.
10893 9.7.2.1 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 9.7.2.2 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 9.7.2.3 Process and oversee electronic fund transfers (EFTs) Supervising all online transactions.
10896 9.7.2.4 Develop cash flow forecasts Preparing forecasts for the cash generated or used by the
organization.
10897 9.7.2.5 Manage cash flows Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
10898 9.7.2.6 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 9.7.2.7 Manage and oversee banking relationships Maintaining and directing the course of relationships with banking
partners.
10900 9.7.2.8 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 9.7.3 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.

Process
Element Hierarchy
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries Maintaining subsidiaries' company accounts opened with bank
inside the corporation. Manage different financial services provided
by in-house bank structure for parent companies' subsidiaries or
branches.
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions Arranging loans for subsidiaries from in-house banks.
10903 9.7.3.3 Manage centralized outgoing payments on behalf of subsidiaries Handling payments made for subsidiaries by parent company.
10904 9.7.3.4 Manage central incoming payments on behalf of subsidiaries Handling payments received by parent company for subsidiaries.
10905 9.7.3.5 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 9.7.3.6 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 9.7.3.7 Provide account statements for in-house bank accounts Facilitating account statements for all in-house banking activity.
10761 9.7.4 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.
14079 9.7.4.1 Establish investment policy Developing and instituting principles that the organization ill use in
making investments.
10908 9.7.4.2 Manage financial intermediary relationships Maintaining smooth relations with financial investment banks that
help availing loans and services.
10909 9.7.4.3 Manage liquidity Managing and maintaining enough liquidity in form of cash and
cash equivalents in the business to meet urgent and timely
requirements
10910 9.7.4.4 Manage issuer exposure Managing the exposure incurred by the issuer for providing credit to
the borrower.
10911 9.7.4.5 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.
10912 9.7.4.6 Process and oversee foreign currency transactions Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.

Process
Element Hierarchy
10913 9.7.4.7 Produce debt and investment accounting transaction reports Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
14210 9.7.4.8 Process and oversee interest rate transactions Supervising the interest paid or received by the organization.
Arrange and supervise interest rate swap transactions to manage
exposure to fluctuations in interest rates. Or attain a marginally
lower rate of interest than could be gained through a swap.
11208 9.7.5 Monitor and execute risk and hedging transactions Performing transactions that limit investment risk with the help of
derivatives, such as options and futures contracts. Manage interest
rates, foreign exchange, and exposure risks. Develop and execute
hedging transactions. Evaluate and refine hedging positions.
Produce hedge accounting transactions and reports. Monitor credit.
12974 9.7.5.1 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 9.7.5.2 Manage interest rate risk Handling risks arising from changes in the interest rate.
19575 9.7.5.2.1 Manage interest rate market data Collecting and storing data that pertains to interest rate markets.
19576 9.7.5.2.2 Determine interest rate exposure for all markets Identifying potential interest rate risks for all markets.
19577 9.7.5.2.3 Determine interest rate hedge requirements in accordance with Deciding the requirements on interest rate investments that are made
risk policy by trading in futures or options market, on the basis of the accepted
risk policy.
19578 9.7.5.2.4 Execute interest rate trades Performing trading on interest rates.
11210 9.7.5.3 Manage foreign exchange risk Taking care of foreign-exchange risks.
19579 9.7.5.3.1 Manage foreign exchange market data Handling and processing information about changes in foreign
exchange rates.
19580 9.7.5.3.2 Determine foreign exchange exposure for all currencies Establishing potential foreign exchange risks for all currencies.
19581 9.7.5.3.3 Determine foreign exchange hedge requirements in accordance Deciding the requirements on investments in foreign exchange made
with risk policy by trading in futures or options market, on the basis of current risk
policy.
19582 9.7.5.3.4 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.

Process
Element Hierarchy
19583 9.7.5.3.5 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 9.7.5.4 Manage exposure risk Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
19584 9.7.5.4.1 Determine current customer exposures and limit exceptions Establishing ongoing risks that the customers face, and the
exceptions to exceeded limits.
19585 9.7.5.4.2 Resolve customer exposure limit violations Settling cases that involve violations of customer exposure limit.
19586 9.7.5.4.3 Manage customer collateral Handling customer securities to recover loans that are not paid back.
19587 9.7.5.4.4 Perform annual customer credit reviews Conducting reviews to assess customer credit on a yearly basis.
Introduce changes or make recommendations, if needed.
20137 9.7.5.5 Execute hedging transactions Implementing hedging strategy in attempt to alleviate risk. This will
include all options, depravities, and futures contracts agreed upon in
Develop risk management/hedging strategy [12974].
19588 9.7.5.5.1 Measure physical positions Evaluating investments made in some market to offset the risks of
investing in a contrary or opposing market.
19589 9.7.5.5.2 Establish hedges Determining which hedge options to execute.
19590 9.7.5.5.3 Unwind hedges Closing out a position or cashing in derivatives early.
11213 9.7.5.5.4 Evaluate and refine hedging positions Examining options in the market for hedging investments. Select an
option.
11215 9.7.5.5.5 Monitor credit Revising credit reports periodically for accurateness and changes
that could be suggestive of duplicitous activity.
11214 9.7.5.6 Produce hedge accounting transactions and reports Preparing and documenting accounts and records of all hedging
investment transactions to reduce risks due to change in markets.
16958 9.7.6 Manage financial fraud/dispute cases Handling cases that involve financial fraud. Resolve disputes.

Process
Element Hierarchy
10735 9.8 Manage internal controls Administering internal controls. This process requires the
organization to manage entity's board of trustees, management, and
other personnel in order to offer judicious assurance about the
achievement of effectiveness, proficiency of operations, and
reliability of financial reporting.
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.
11251 9.8.1.5 Define entity/unit risk tolerances Outlining the risk tolerance levels of individual units, as well as the
organization as a whole. Determine the specific maximum risk to
take in quantitative terms for each relevant risk subcategory,
including strategic, operational, financial, and compliance risks.
10763 9.8.2 Operate controls and monitor compliance with internal controls Incorporating planning, management, operations, and monitoring of
policies and procedures internal control mechanism policies and procedures in order to
manage internal controls. Design and implement control activities.
Monitor control effectiveness. Remediate control deficiencies.
Create compliance functions. Operate compliance functions.
Implement and maintain technologies and tools to enable the
internal controls-related activities.
10917 9.8.2.1 Design and implement control activities Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.

Process
Element Hierarchy
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 9.8.3 Report on internal controls compliance Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.
10923 9.8.3.1 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.
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities exchanges, Reporting to regulators, shareholders, debt holders, securities
etc. exchanges, etc. about IT regulations and pertinent data.
10925 9.8.3.3 Report to third parties Reporting to suppliers, customers, and partners that are doing
business with the company about IT regulations and pertinent data.
10926 9.8.3.4 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.

Process
Element Hierarchy
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.
10933 9.9.2.4 Calculate deferred taxes Calculating the income that has been realized when the tax on that
income has not.
10934 9.9.2.5 Account for taxes Managing the organization's financial accounts for the purpose of
taxation. Prepare and maintain the tax paid by the organization to
the country they have business in.
10935 9.9.2.6 Monitor tax compliance Checking and correcting the tax policies according to the rules and
regulations set by the organization.
10936 9.9.2.7 Address tax inquiries Addressing any tax queries by any regulatory or government
authorities. Review historical records related to taxation within the
organization in order to respond to queries.

Process
Element Hierarchy
10737 9.10 Manage international funds/consolidation Managing cash collections and disbursements made by operating
units across the enterprise. When appropriate, transfer cash from the
operating units to parent-level bank accounts managed by the
organization's treasury team.
10767 9.10.1 Monitor international rates Forecasting and monitoring changes in foreign currency value or
interest rates around the world that play an important role in the
organization.
10768 9.10.2 Manage transactions Managing any transfer of funds in the course of conducting cross-
border trades or investments, including conversion across
currencies. Find the most suitable alternative for making payments,
while saving taxes and avoiding any unwarranted regulation, with
the objective of protecting capital.
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.
14090 9.11.1 Screen sanctioned party list Evaluating the approved list of parties for engaging in international
trade in order to ensure the safety of the organization's business
transactions. Examine agents that have been granted legal rights to
engage in global trade and their credentials.
14091 9.11.2 Control exports and imports Overseeing and directing the flow of trade to/from the organization
in order to ensure financial gains.

Process
Element Hierarchy
14092 9.11.3 Classify products Systematically categorizing products/services for their suitability to
international trade. Create classes and categories for demarcating
the types of products suitable for international trade. Study requisite
national and international standards and the adherence of the
organization's portfolio of offerings to these.
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.
14098 9.11.10 Prepare letter of credit Creating a document assuring that a seller will receive payment
when certain delivery conditions are met. (If the buyer is unable to
make payment on the purchase, a bank covers the outstanding
amount.)
19207 10.0 Acquire, Construct, and Manage Assets Relating to the design, construction, acquisition, and management of
both productive and non-productive assets.

Process
Element Hierarchy
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.
10960 10.1.2.3 Select property Assessing and choosing the appropriate property. Analyze the
property requirements. Review the available property options.
Finalize the most suitable option.
10961 10.1.2.4 Negotiate terms for facility Discussing the terms and conditions of facilities to be occupied
according to the business requirements and availability of budgets.
10962 10.1.2.5 Manage construction or modification to building Constructing the buildings. Manage renovations according to
requirements and demands.

Process
Element Hierarchy
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 Conceptualizing and realizing dividend and income generating
assets such as machines, tools, factories, etc. Manage steps to
acquire assets including managing capital, as well as planning,
scheduling, and overseeing construction.
19209 10.2.1 Manage capital program for productive assets Producing and maintaining a planning schedule and a financial plan
to purchase or manufacture productive assets. Determine the
investment plan, monitor capital, and secure the necessary financing
in order to realize completion of the program.
19210 10.2.1.1 Define capital investment plan Establishing what funds will be invested in the construction of
productive assets for the advancement of established business
objectives.
19211 10.2.1.2 Monitor capital program Monitoring plans on capital projects. Capital projects can be
purchasing buildings, lands, etc.
19212 10.2.1.3 Secure construction financing Acquiring the loans needed to construct necessary assets.

Process
Element Hierarchy
20139 10.2.2 Design and plan asset construction Outlining the steps and strategies needed to construct assets. Verify
that all regulations are adhered to and that all permissions have been
granted. Organize and plan for resources to complete construction.
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.
19230 10.2.3.1 Schedule construction work Defining a timetable for which to execute the construction of the
asset.
19231 10.2.3.2 Obtain resources Gathering resources needed to complete all construction work.
Verify that all resources have the proper training and skills to
perform the work.
19232 10.2.3.3 Construct new assets Building new assets necessary for the organization. Be aware of any
construction codes and permits that need to be addressed.
19233 10.2.3.4 Augment existing assets Modifying existing assets to align with the changing needs of the
organization. Be aware of any construction codes and permits that
need to be addressed.

Process
Element Hierarchy
19234 10.2.3.5 Renew/Replace assets Determining the need to replace existing assets. Be aware of any
construction codes and permits that need to be addressed.
19224 10.2.4 Manage asset construction Overseeing the performance and quality of work. Assure that
records are maintained throughout the construction process. Adhere
to all safety, security, and access regulations set forth by the
organization and all government standards.
19225 10.2.4.1 Monitor work performance Monitoring construction to insure that all regulatory laws are being
adhered to, that all work is being performed in a timely manner, and
that quality assurance is met at all steps of the construction process.
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.
19239 10.3.1 Plan asset maintenance Ensuring that necessary resources are available and tasks are
prioritized accordingly through planning. Provide strategies and
policies that identify tasks that need to be completed, and the
resources necessary to fulfill those tasks.
19240 10.3.1.1 Develop maintenance strategies Creating goals and agendas to better realize the success of the
maintenance policies that have been put into place.
10967 10.3.1.2 Analyze assets and predict maintenance requirements Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.

Process
Element Hierarchy
19241 10.3.1.3 Specify maintenance policies Communicating policies in regards to asset maintenance. Provide a
clear set of procedures and policies that outline what will be
involved in the maintenance process.
10968 10.3.1.4 Integrate preventive maintenance into operations schedule Devising a methodology and procedure for assimilating the works
of planned maintenance into the schedule scheme for the processing
of finished products that utilizes the same machinery.
19242 10.3.1.5 Identify work management tasks & priorities Identifying the steps needed for asset maintenance. List out the
those tasks that are involved in completing this process. Prioritize
the tasks that are created.
19243 10.3.1.6 Conduct resource planning Analyzing workload needs in relation to asset maintenance and plan
resources around those needs.
19244 10.3.1.7 Create work plans Creating procedures on how to maintain productive assets.
19245 10.3.2 Manage asset maintenance Ensuring that asset maintenance is conducted in a timely manner
and successfully. Schedule work with the required resources with an
eye on quality control and safety. Verify that contracted
maintenance meets performance targets.
19246 10.3.2.1 Schedule maintenance work Defining a timetable for which to execute the maintenance of the
asset.
19247 10.3.2.2 Obtain required resources Gathering resources needed to complete all maintenance work.
Verify that all resources have the proper training and skills to
perform the work.
19248 10.3.2.3 Undertake quality control Implementing a checks and balances system to verify that the
maintenance was performed correctly. Rework when errors are
found.
19249 10.3.2.4 Update work and asset records Modifying existing maintenance records to include all new work
that has been performed, what assets were serviced, and any issues
that might have arisen.
19250 10.3.2.5 Manage maintenance work safety Assuring that all safety laws and regulations are being implemented
and followed. Align practices with regulatory bureaus such as
OSHA , EHS, and ISO.

Process
Element Hierarchy
19251 10.3.2.6 Define maintenance performance targets Outlining what should be achieved through predictive indicators
with regard to performing maintenance. This could include the
length of time it takes to perform routine maintenance or how often
unplanned maintenance feasibly occur.
19252 10.3.2.7 Monitor maintenance performance against targets/contracts Following set performance targets, monitor and gage the success of
the organization in meeting those targets.
19253 10.3.3 Perform asset maintenance Engaging in all aspects of asset maintenance. Ensure that all assets
are functioning properly and to all specified codes and regulations
where applicable. Maintenance includes all preventative, routine,
and corrective activates.
10947 10.3.3.1 Perform preventative asset maintenance Performing prophylactic maintenance in an effort to avoid
corrective or unplanned repairs.
19254 10.3.3.2 Perform routine asset maintenance Carrying out required maintenance to continue upkeep of equipment
or assets.
19255 10.3.3.3 Perform corrective asset maintenance and repairs Repairing or correcting faults that occur with an asset. This could be
a break or other repairable damage.
19256 10.3.3.4 Identify unplanned maintenance requirements Realizing potential or current problems with assets that would
require unplanned maintenance. Unplanned maintenance is a repair
or change that needs to be made that is not preventative or routine.
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 Retiring productive and non-productive assets.
10952 10.4.1 Develop exit strategy Creating a strategy for managing asset exits.
19258 10.4.2 Decommission productive assets Retiring assets that are no longer viable to the business.
Decommission assets that are no longer in working order, are out of
date, or whose maintenance exceeds the cost of replacement.
10953 10.4.3 Perform sale or trade Performing the sale of assets. Achieve and complete the sale
process. Deliver the end product to the customers.
10954 10.4.4 Perform abandonment Abandoning assets. Manage the act of deliberately and permanently
giving up, granting, leaving, or surrendering property or buildings
and allowing others to use the intellectual property without protest.

Process
Element Hierarchy
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 Ensuring that an organization effectively manages its risk. Process
Resiliency 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.
16442 11.1.1.3 Identify and implement enterprise risk management tools Recognizing and implementing tools for managing risk. Identify and
apply enterprise risk management tools. Leverage methods and
processes to manage risks and opportunities associated with
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the Communicating the knowledge about risk within the organization.
organization Identify operational risks. Share risk information within the
organization.
16444 11.1.1.5 Prepare and report enterprise risk to executive management Preparing and presenting reports about enterprise risk to the
and board management of the organization. Create reports for management on
hazard risks (e.g., property damage and liability torts), financial
risks (e.g., currency and liquidity risks), and operational risks (e.g.,
product failure, customer satisfaction, social trends, and
competition).

Process
Element Hierarchy
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.
16452 11.1.2.7 Coordinate business unit and functional risk management Coordinating risk management activities to improve opportunities
activities and lessen threats. Specify the organization's objectives. Assign
resources to project objectives.
16453 11.1.2.8 Ensure that each business unit/function follows the enterprise Checking each business unit's/function's options and activities to
risk management process improve opportunities and lessen threats.
16454 11.1.2.9 Ensure that each business unit/function follows the enterprise Checking the reporting process of each business unit's/function's
risk reporting process options and activities to improve opportunities and lessen threats.
17462 11.1.3 Manage business unit and function risk Analyzing the threats a business unit/function faces to prioritize the
controls it implements..
16456 11.1.3.1 Identify risks Developing a timely and continuous process to identify activities
that might hinder a project's goals.

Process
Element Hierarchy
16457 11.1.3.2 Assess risks using enterprise risk framework policies and Determining the possibility that a specified undesirable event will
procedures occur using established tools, implements, and frameworks. Use risk
assessments to determine, for example, whether to undertake a
particular venture, what rate of return a particular investment
requires, and how to mitigate an activity's potential losses.
16458 11.1.3.3 Develop mitigation plans for risks Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
18129 11.1.3.3.1 Assess adequacy of insurance coverage Evaluating the changing needs for insurance coverage. Research
available insurance providers and offerings.
16459 11.1.3.4 Implement mitigation plans for risks Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
16460 11.1.3.5 Monitor risks Identifying, examining, and recognizing/justifying any
improbability in investment decision making.
16461 11.1.3.6 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 11.1.3.7 Report on risk activities Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
17467 11.2 Manage compliance Managing steps to confirm enduring compliance to industry
regulations and government legislation.
17468 11.2.1 Establish compliance framework and policies Developing a set of procedures detailing an organization's progress
in complying with established guidelines, provisions, and
legislation.
17469 11.2.1.1 Develop enterprise compliance policies and procedures Creating a standardized approach to ethics and compliance. Have a
programmatic approach for compliance that focuses on the definite
risks the organization faces.
17470 11.2.1.2 Implement enterprise compliance activities Implementing standardized for ethics and compliance. Have a
programmatic approach, built from the top down, to enterprise
compliance that focuses on the definite risks the organization faces.

Process
Element Hierarchy
14133 11.2.1.3 Manage internal audits Managing accounts and prepare regular reports on financial
performance.
14137 11.2.1.4 Maintain controls-related technologies and tools Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of
the organization's information.
16463 11.2.2 Manage regulatory compliance Obeying laws, guidelines, strategies, and stipulations related to the
business.
16464 11.2.2.1 Develop regulatory compliance procedures Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
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.
16467 11.2.2.4 Assess current compliance position and identify weaknesses or Evaluating current regulatory policies and regulations. Assess their
shortfalls therein performance. Make necessary changes.
16468 11.2.2.5 Implement missing or stronger regulatory compliance controls Assessing the current policies and policies. Implement missing and
and policies necessary changes environmental changes, political changes,
technological changes, etc.
16469 11.2.2.6 Monitor and test regulatory compliance position and existing Monitoring, appraising, and evaluating the compliance position of
controls the organization in order to fine-tune for effective remediation.
Track efforts for handling regulatory and compliance requirements
necessitated by law. Test the robustness of internal frameworks,
procedures, and approaches for dealing with these requirements, in
order to clearly identify any necessary changes.

Process
Element Hierarchy
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.
11202 11.3.2 Contact and confer with experts Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
11203 11.3.3 Identify/dedicate resources Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.
11204 11.3.4 Investigate legal aspects Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules
and procedures.

Process
Element Hierarchy
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.
16471 11.4.5 Share knowledge of specific risks across other parts of the Sharing information about risks and resilience strategies of business
organization operations across the organization so that prospective risks can be
avoided.
10012 12.0 Manage External Relationships Fostering external relationships with stakeholders of the entity,
including investors, government and industry, the board of directors,
and the general public. This is not related to customer management.
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.

Process
Element Hierarchy
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.
12871 12.2.1.3 Monitor relationships Analyzing current relationships with government bodies and
12872 12.2.1.4 Receive input from internal advisors entities.
Garnering internal advice from an informal group in order to
successfully maintain and advance relationships.
12873 12.2.1.5 Receive input from external advisors Garnering third party advice from an informal group in order to
successfully maintain and advance relationships.
12874 12.2.1.6 Liaise with authorities Meeting with government heads and representatives.
11039 12.2.2 Manage relations with quasi-government bodies Managing relations with quasi-governmental organizations,
corporations, businesses, or any other agency that is treated by
national laws and principles to be under the supervision of the
government but also distinct and self-directed from the government.

Process
Element Hierarchy
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.
12876 12.2.2.2 Respond to audit inquiries Cooperating with auditors regarding potential or ongoing inquiries.
12877 12.2.2.3 Maintain documentation of contacts Keeping a repository of documents that contain information about
the network of partners, prospects and customers. Keep records up-
to-date with routine reviews and modify as 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.
11012 12.3 Manage relations with board of directors Maintaining relations with representatives of the stockholders.
Establish corporate management-related policies and to make
decisions on major company issues. Implement practices designed
to engender communication, trust, and cooperation.
11042 12.3.1 Report financial results Reporting financial results to management, and releasing results to
the public. Report financial statements, including the income
statement, balance sheet, and statement of cash flows.

Process
Element Hierarchy
11043 12.3.2 Report audit findings Reporting audit findings to management. Practice an internal audit
with criteria for confirming a problem, a description of the situation,
and the root cause of the problem. Make recommendations that
resolve the issue.
11013 12.4 Manage legal and ethical issues Managing legal practices to abide by the law, as well as ethical
practices.
11044 12.4.1 Create ethics policies Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the
public.
11045 12.4.2 Manage corporate governance policies Administering the system of rules, practices, and processes through
which a company is directed and controlled. Balance stakeholder
interests including shareholders, management, customers, suppliers,
financiers, government, and the community. Outline a strategy for
achieving organizational goals, from action plans and internal
controls to performance measurement and corporate disclosure.
11046 12.4.3 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 12.4.4 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.
11053 12.4.4.1 Plan and initiate compliance program Employing an internal system or process to identify and reduce the
risk of breaching the Competition and Consumer Act 2010. Remedy
any breach. Create a culture of compliance. Design compliance
programs.
11054 12.4.4.2 Execute compliance program Implementing the established compliance program in order to meet
the government laws and regulations. Create a compliance team that
scrutinizes the rules set out by government bodies such as the
Securities and Exchange Commission.

Process
Element Hierarchy
11048 12.4.5 Manage outside counsel Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from
subject matter experts and professionals for sourcing expert opinion
and counseling over legal and ethical matters.
11056 12.4.5.1 Assess problem and determine work requirements Examining the problems and deciding the action requirements for
engaging outside counsel. This process element calls upon the
organization to internally analyze the issues for which assistance
from external counsel is needed. Additionally, the organization
needs to break-down the issue, identifying the tasks and exercises
where outside counsel can help.
11057 12.4.5.2 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 12.4.5.3 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 12.4.5.4 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.
11060 12.4.5.5 Process payment for legal services Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
11061 12.4.5.6 Track legal activity/performance Keeping track of the legal activities and performance of the
organization.

Process
Element Hierarchy
11049 12.4.6 Protect intellectual property Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
11062 12.4.6.1 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 12.4.6.2 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 12.4.6.3 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 12.4.6.4 Administer options Managing options regarding licensing agreements. Follow favorable
terms and conditions.
11050 12.4.7 Resolve disputes and litigations Resolving disputes or civil lawsuits internally or externally.
11051 12.4.8 Provide legal advice/counseling Providing legal advice concerning the substance or procedure of a
law in relation to a particular situation.
11052 12.4.9 Negotiate and document agreements/contracts Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.

Process
Element Hierarchy
11014 12.5 Manage public relations program Managing a public relations programs through business and
communications skills.
11066 12.5.1 Manage community relations Developing and administering community relations. Establish
business connections with the people constituting the environment
the organization operates in and draws resources from in order to
foster mutual understanding, trust, and support. Create programs
that promote the organization's image in a positive and community-
oriented way.
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.
16378 13.1 Manage business processes Establishing and administering governance for management of the
processes. Outline and manage the frameworks for management of
the processes. Define the business processes. Administer the
performance of the processes. Enhance the business processes.

Process
Element Hierarchy
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.
16385 13.1.2.1 Establish and maintain process framework Defining and managing the framework that outlines the required
business processes of the organization, key elements, and how they
should interact. Institute strategy infrastructure and product,
operations, and enterprise management.

Process
Element Hierarchy
16386 13.1.2.2 Identify cross-functional processes Recognizing the different functional areas working on the same
project or goal.
16387 13.1.3 Define processes Outlining and establishing the business processes of the
organization. Scope, analyze, map, and publish processes for the
employees who may require it.
16388 13.1.3.1 Scope processes Defining the extent and limits of business processes. Define the
range and diversity of all the set of activities and tasks that, once
completed, will accomplish an organizational goal.
16389 13.1.3.2 Analyze processes Assessing and examining the set of activities and tasks that, once
completed, will accomplish an organizational goal. Create a
business process model that captures how a business process works
and how individuals from different groups work together to achieve
a business goal.
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.
16392 13.1.4 Manage process performance Evaluating and handling the performance of business processes.
Provide training to process owners. Support the execution of
business processes. Measure and report the performance of the
business processes.

Process
Element Hierarchy
16393 13.1.4.1 Provide process training Providing training for the employees and process owners that
administer the business processes. Design internal training programs
or source third party agencies to provide the skills and training
necessary.
16394 13.1.4.2 Support process execution Assisting and executing the business processes. Use business
process execution language (BEPL), which is a standard, executable
language for specifying actions within the business processes with
the use of web services.
16395 13.1.4.3 Measure and report process performance Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
20141 13.1.4.3.1 Identify additional metrics as required Determining the need for additional performance indicators that
would be necessary to successfully achieve the business goal.
16396 13.1.5 Improve processes Identifying and choosing improvement opportunities. Create and
manage improvement projects. Perform the improvement activities
continuously and routinely.
16397 13.1.5.1 Identify and select improvement opportunities Helping a process owner to identify, analyze, and improve existing
business processes within an organization to meet new goals and
objectives.
16398 13.1.5.2 Manage improvement projects Developing and implementing a systematic approach to help the
organization optimize its underlying processes in order to achieve
more efficient results. Systematically gather information to clarify
issues or problems. Intervene for improvements. Restructure
training programs as appropriate to increase effectiveness.
16399 13.1.5.3 Perform continuous improvement activities Persistently implementing activities for improving business
16400 13.2 Manage portfolio, program, and project processes.
Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.
16401 13.2.1 Manage portfolio Managing the business portfolio of the organization, including
investments, holdings, products, businesses, and brands. Establish a
portfolio strategy. Define portfolio governance. Monitor and control
the portfolio.

Process
Element Hierarchy
16402 13.2.1.1 Establish portfolio strategy Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.
16403 13.2.1.2 Define portfolio governance Outlining the administration of business portfolio of the
organization. Create and manage the rules and regulations regarding
the business processes in order to identify, select, prioritize, and
monitor portfolio components. Include a set of metrics to indicate
the health and progress of the portfolio in the most vital area.
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.
16408 13.2.2.3 Manage program execution Administering and implementing business programs. Implement and
execute programs with the intention of improving an organization's
performance. Execute all the individual projects of the program to
ensure the desired success.

Process
Element Hierarchy
16409 13.2.2.4 Review and report program performance Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such
as desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.
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.
11121 13.2.3.1.5 Develop project measures and indicators Developing procedures and indictors to assess performance of
business projects. Design and develop metrics and indicators--such
as cost, schedule, resources, risk, and quality--that exhibit the
performance of the business projects.

Process
Element Hierarchy
11119 13.2.3.2 Identify appropriate project management methodologies Identifying and implementing the techniques and procedures for
managing business projects. Identify the most appropriate models,
which are to be employed by the project managers for the purpose
of designing, planning, implementing, and achieving project
objectives. Examine and assess various project management
methodologies such as adaptive project framework, agile
development, crystal methods, and feature-driven development.
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.
11128 13.2.3.3.6 Design and plan launch of project Creating a plan specifying when to initiate the project, and
introducing it to the target audience. Clearly define the project team,
objectives, timelines, and milestone.
11129 13.2.3.3.7 Deploy the project Putting the project into position by effectively bringing it into
action.

Process
Element Hierarchy
16414 13.2.3.4 Execute projects Implementing the business projects of the organization. Evaluate the
impact of project management. Record and report the status of the
project. Manage the project scope. Promote and sustain activities
and involvement. Realign and revamp the project management
strategy and approach.
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].
16417 13.2.3.5 Review and report project performance Measuring the performance of a business project against key
performance indicators including the project scope, schedule,
quality, cost, and risk criteria. Identify any deviations from the plan.
Assess the impact of these deviations on the project, as well as on
the overall program. Report results to key stakeholders.
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.

Process
Element Hierarchy
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.
17475 13.3.1.3 Develop quality controls Developing controls for managing the quality of enterprise. Define
the process steps for quality controls and the sampling plan. Identify
the tools and methods to measure quality. Define the competencies
required.
17476 13.3.1.3.1 Define process steps for controls (or integration points) Establishing the steps for developing quality controls. Conduct
Alpha testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.

Process
Element Hierarchy
17477 13.3.1.3.2 Define sampling plan Establishing a detailed summary including measures, on which
material, in what manner, and by whom. Identify the parameters to
be measured, the range of possible values, and the required
resolution. Provide a sampling scheme that details how and when
samples will be taken. Select sample sizes. Assign roles and
responsibilities.
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.
17481 13.3.1.5 Finalize quality plan Establishing how the critical-to-quality characteristics will be
achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.
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.

Process
Element Hierarchy
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.
17488 13.3.2.2.1 Assess sample significance Assessing the significance of the sample chosen for the test in order
to determine whether or not the sample is representative of the
larger output or outcome. Determine if the sample meets or does not
meet the requirements. Identify the conditions for acceptance,
rejection, remediation, and prevention.
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.

Process
Element Hierarchy
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.
17496 13.3.3.4 Take corrective or preventative action Pursuing corrective and preventative activities to eliminate the
cause of a detected nonconformity. Define the nonconformity.
Communicate and assign responsibility. Identify the appropriate
corrective and preventive action. Implement and monitor for
reoccurrence.
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.

Process
Element Hierarchy
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.
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics Recognizing and implementing the processes, controls, and metrics
for maintenance of EQMS. Define the role of EQMS in failure
mode and effects analysis, complaint handling, and advanced
product quality planning. Establish the role of EQMS in evaluating
metrics such as cost of quality, overall equipment effectiveness, on-
time and complete shipments, percentage of products in compliance,
and new product introductions.
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.

Process
Element Hierarchy
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.
17507 13.3.4.6.3 Maintain talent capabilities and competencies Maintaining a common denominator for the competency level
within the organization's talent circle. Conduct training sessions,
skill development activities, and quality excellence activities to
ensure that the resources of the organization are competent enough
and have the capabilities to achieve the required level of quality.
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.

Process
Element Hierarchy
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.
11140 13.4.1.2 Determine stakeholders Identifying and communicating with shareholders affected by the
change. Consider internal and external stakeholders that will be
affected by the change. Determine the amount of influence the
change will have on them. Ensure the involvement of these
stakeholders in the change process by effectively communicating
with them.
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.

Process
Element Hierarchy
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.
11146 13.4.1.9 Conduct organizational risk analysis Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
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.

Process
Element Hierarchy
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.
11135 13.4.2 Design the change Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.
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.

Process
Element Hierarchy
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.
11158 13.4.2.8 Establish/Clarify new roles Establishing and explaining the new roles to employees. Assign
roles and responsibilities to resources.
11159 13.4.2.9 Identify budget/roles Creating a plan of financial outlay for the newly defined roles.
Determine the amount of capital the organization is willing to invest
in effectuating these new roles, how would the roles be financed,
and what would comprise the ROI from these flows. Coordinate
personnel responsible for change management and the finance
division.
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.

Process
Element Hierarchy
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.
20146 13.4.3.5 Report on change Reporting on the outcome of the change. Document changes and the
impact those changes had on critical assets. Share findings with
those within the target audience: those impacted by the change,
change champions, stakeholders, etc.
11137 13.4.4 Sustain improvement Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of re-
engineered business processes. Identify best practices and potential
issues. Effectuate remedial steps.
11164 13.4.4.1 Monitor improved process performance Monitoring the performance of improved business processes. Track
the key performance indicators of the upgraded processes in order to
gauge its contribution to the desired change. Expedite through the
use of business process management software.

Process
Element Hierarchy
11165 13.4.4.2 Capture and reuse lessons learned from change process Documenting and standardizing insights gleaned and the knowledge
acquired from studying the change process already implemented.
Create case studies/best practices guides from the process of
implementing change. Include experienced personnel.
11166 13.4.4.3 Take corrective action as necessary Implement corrective action to adjust the re-engineered processes
for maximizing the desired impact. Adjust business processes and
systems to implement the desired change.
11073 13.5 Develop and manage enterprise-wide knowledge management Creating and administering the capability of the organization's
(KM) capability knowledge management function. Develop a strategy for knowledge
management. Assess capabilities of the knowledge management
function.
11095 13.5.1 Develop KM strategy Creating a plan for managing the organization's knowledge base.
Determine what kind of specialized knowledge the organization
possesses, which elements of this collective knowledge can prove
beneficial, how to capture and maintain this knowledge, how to
grant access to this library of information, and how the organization
should proceed.
11100 13.5.1.1 Develop governance model with roles and accountability Developing a structure for the governance of the organization's
collective knowledge. Gather, maintain, and make accessible the
collective knowledge base. Develop a standard procedure for the
conservation and perpetuation of the organization's knowledge.
Create policies for the usage and maintenance of this knowledge.
Establish specialized roles.
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.

Process
Element Hierarchy
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.
11107 13.5.1.7 Develop training and communication plans Creating plans for KM training plans and conveying the knowledge
management strategy within the organization. Create training
programs, sessions, and activities in order to familiarize employees
and management with the concept of 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.

Process
Element Hierarchy
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.
20965 13.5.3 Design and implement KM capabilities Creating knowledge bases and other repositories to preserve and
develop company expertise, and to train new employees.
11114 13.5.3.1 Develop new KM approaches Designing new policies, procedures, and guidelines to support
knowledge management.
20966 13.5.3.2 Design resource model for KM approaches Creating a model to describe resources and approaches to
organization's knowledge management. Establish standards and
guidelines to be followed.
11115 13.5.3.3 Implement new KM approaches Implementing new policies, procedures, and guidelines to support
knowledge management.
20967 13.5.3.4 Leverage and enhance IT for KM approaches Using existing technologies to improve organization's knowledge
management processes. Research available third-party offerings.
Develop proprietary solutions. Employ knowledge engineers, data
scientists and other relevant personnel.
20968 13.5.3.5 Develop measures Creating metrics that can be used to systematically describe KM
approaches and capabilities. Choose applicable scales, benchmarks
and units of measure. Determine required precision and error rates.

Process
Element Hierarchy
20969 13.5.4 Evolve and sustain KM capabilities Developing resources for improved knowledge management and
knowledge engineering.
11113 13.5.4.1 Enhance/Modify existing KM approaches Leveraging KM evaluations and identified gap to enhance existing
approaches.
20970 13.5.4.2 Sustain awareness and engagement Developing awareness about available knowledge bases and
promoting their use to maximize their impact.
20971 13.5.4.3 Expand KM infrastructure to meet demand Augmenting available resources to better leverage the offerings of
the organization to serve existing clients and to expand the client
base.
16436 13.6 Measure and benchmark Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.
11071 13.6.1 Create and manage organizational performance strategy Creating and implementing a strategy for administering
organizational performance. This process element calls upon the
organization to create and administer a strategy for measuring,
tracking, streamlining, and improving internal performance. It
encompasses creating a blueprint for the tactical measurement of
internal processes and work force improvement, in alignment with
Employee Metrics Developed and Managed [10526].
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.

Process
Element Hierarchy
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.
11078 13.6.1.4 Measure staff productivity Evaluating the productivity of employees. Measure activities
performed to determine where automation could increase
productivity. Identify differences between the productivity of
employee groups. Evaluate the quality of work.
11079 13.6.1.5 Measure cycle time Measuring how long it takes to perform certain processes or cycles
of action. Select measures of customer response time, invoicing,
order to cash, etc. (Actions taken based on the measurement
typically exist as activities within process group Manage change
[11074] or within the other function specific categories. For
example, if measures indicate that the invoicing cycle is taking too
long or is inconsistent, the resulting actions would take place within
process Invoice the customer [10742].)
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

Process
Element Hierarchy
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.
20147 13.6.3 Evaluate process performance Assessing process data, measures, and trends in an effort to evaluate
process performance and identify possible improvements.
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 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.

Process
Element Hierarchy
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.
11186 13.7.1.1 Evaluate environmental impact of products, services, and Evaluating the impact of offerings and the auxiliary operations
operations required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
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.

Process
Element Hierarchy
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.
11191 13.7.2.4 Record and manage EHS events Recording and managing all events and activities associated with
complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.
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.

Process
Element Hierarchy
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.
11195 13.7.4.5 Provide employees with EHS support Supporting employees in light of the organization's environmental,
health, and safety policies and standards. Provide medical insurance,
maternity leave, environmental education, training over safety, etc.
20959 13.8 Develop, Manage, and Deliver Analytics Creating new and improving existing analytical capabilities to
enhance data management pipeline.
20960 13.8.1 Develop and manage hypotheses Creating theories that explain empirical data. Use the hypotheses to
guide feature selection in the process of data collection.
20961 13.8.2 Collect data Gathering and harvesting structured and unstructured data from
disparate sources. Clean and pre-process data. Remove duplicates.
Convert to a uniform format to make records comparable.
20962 13.8.3 Analyze data Conducting data analysis. Choose statistical algorithms that best
reveal patterns and trends in the data. Compare with hypotheses and
time series forecasts. Determine error rates and significant outliers.
20963 13.8.4 Report on data Summarizing and documenting the results of data analysis. Create
graphs and visualizations to illustrate numerical findings to make
them more accessible to readers.
20964 13.8.5 Identify remedial actions Determining the steps that need to be taken to correct the
shortcomings.

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10002 1.0 Develop Vision and Strategy Process Efficiency 101337 Number of new businesses launched over the past
three reporting periods per $1 billion revenue
(current reporting period)
10002 1.0 Develop Vision and Strategy Process Efficiency 101339 Number of new businesses launched over the past
three reporting periods per $100 million R&D
spend (three reporting periods prior)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026 Budget for research and development (R&D) as a
percentage of revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100253 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects
extension projects per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100259 Average project cost of existing product/service
improvements and extensions from start of design
and develop product/service process through
support product manufacturing or service
delivery process
improvement projects per $1,000 revenue

Process
Element Hierarchy
delivery process for new product/service
development projects per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273 Average project cost of new product/service
developments from start of design and develop
product/service process through support product
manufacturing or service delivery process
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425 Cost of existing product/service extension
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100427 Cost of existing product/service extension
opportunities per product/service extensions
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429 Cost of existing product/service improvement
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431 Cost of existing product/service improvement
opportunities per product/service improvement
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100447 Cost of new product/service development

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100449 Cost of new product/service development
opportunities per new product/service
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406 Compounded annual growth rate of R&D costs
over the past three reporting periods
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694 Engineering change order (ECO) costs as a
percentage of the total new product development
cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101558 Outsourced cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491 Other cost to generate new product/service ideas
per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694 Overhead cost to generate new product/service
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764 Percentage growth in R&D cost from three
reporting periods prior
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929 Personnel cost to generate new product/service
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115 Research and development (R&D) budget per
R&D FTE

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103139 Research and development (R&D) cost per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103141 Research and development (R&D) cost related to
new product development projects per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143 Research and development (R&D) cost related to
product improvements and extensions per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687 Total cost to generate new product/service ideas
per concept in the pre-design phase that is an
existing product/service improvement or
extension
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103689 Total cost to generate new product/service ideas
per completely new product/service concept
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104006 Total cost to perform product development per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286 Systems cost to generate new product/service
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368 Systems cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142 Total R&D cost as a percentage of revenue (three
reporting periods prior)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104144 Total R&D cost per $1,000 revenue (three
reporting periods prior)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146 Total R&D cost per business entity employee for
the current reporting period
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105516 Outsourced cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105229 Equipment cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105230 Material cost to perform the function "develop
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105231 Internal personnel cost to perform the function
"develop and manage products and services" as a
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105232 Internal systems cost to perform the function
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105233 Outsourced cost to perform the function "develop
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105234 Internal overhead cost to perform the function

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105235 Other costs to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105236 Fixed cost to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105237 Variable cost to perform the function "develop
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105238 Total infrastructure cost for new product/service
development per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105239 Total annual cost of poor quality per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105461 Total cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105511 Research and development (R&D) cost per newly
launched product/service
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105512 Equipment cost to perform the function "develop
revenue

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105513 Material cost to perform the function "develop
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105514 Internal personnel cost to perform the function
"develop and manage products and services" per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105515 Internal systems cost to perform the function
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105517 Internal overhead cost to perform the function
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105518 Other cost to perform the function "develop and
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105519 Fixed cost to perform the function "develop and
revenue

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105520 Variable cost to perform the function "develop
revenue
manage products and services" per FTE
(including external)
manage products and services" per newly
launched product/service
10003 2.0 Develop and Manage Products and Services Cycle Time 100193 Average design cycle time in days for all
10003 2.0 Develop and Manage Products and Services Cycle Time 100379 products
Average time-to-market in days for all products
(including product improvements and extensions)
10003 2.0 Develop and Manage Products and Services Cycle Time 100381 Average time-to-profitability in months for
existing product/service improvement and
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100383 Average time-to-profitability in months for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100656 Cycle time in days from the start of the design
the completion of the test market for
products/services for existing product/service
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100664 Cycle time in days from start of design and
develop product/service through completion of
test market product/service for existing
product/service improvement and extension
projects

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cycle Time 100665 Cycle time in days from start of design and
develop product/service through completion of
test market product/service for new
10003 2.0 Develop and Manage Products and Services Cycle Time 103464 Average time-to-market in days for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103466 Time-to-market in days for existing
product/service improvement and extension
projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103468 Average time-to-profitability in months for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103476 Time-to-market in days for new product/service
development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 107272 Average design-to-launch time, in months, for
product platforms
completely new products
new product variants
new software-enabled features for existing
products
10003 2.0 Develop and Manage Products and Services Process Efficiency 100236 Average percentage variance from budget for
existing product/service improvement projects

Process
Element Hierarchy
new product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100184 Average design and develop hours for existing
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187 Average design and develop hours for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100190 Average design and develop hours for new
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275 Average team size in FTEs for existing
product/service extension projects per $1 billion
revenue
product/service improvement projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100287 Average team size in FTEs for new
product/service development projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100290 Average team size in FTEs for new
10003 2.0 Develop and Manage Products and Services Process Efficiency 100198 Average generate new ideas hours for existing

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Process Efficiency 100201 Average generate new ideas hours for existing
10003 2.0 Develop and Manage Products and Services Process Efficiency 100204 Average generate new ideas hours for new
10003 2.0 Develop and Manage Products and Services Process Efficiency 101353 Number of concepts in the pre-design phase that
are new product/service developments per
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101357 Number of new product/service development
projects per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101359 Number of new product/service opportunities
generated per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101387 Number of product/service improvements
generated per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100950 Number of existing product/service improvement
and extension projects per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381 Number of product/service extensions generated
per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100946 Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101238 Number of FTEs for product development phases
per $1 billion revenue

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Process Efficiency 102308 Percentage of new product/service development
projects launched on budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 102310 Percentage of new product/service development
projects launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754 Percentage of new idea development from
internal sources
10003 2.0 Develop and Manage Products and Services Process Efficiency 101979 Percentage of existing product/service extension
10003 2.0 Develop and Manage Products and Services Process Efficiency 101982 Percentage of existing product/service extension
10003 2.0 Develop and Manage Products and Services Process Efficiency 101985 Percentage of existing product/service
improvement and extension projects launched on
budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 101987 Percentage of existing product/service
improvement and extension projects launched on
time
10003 2.0 Develop and Manage Products and Services Process Efficiency 105466 Number of FTEs (including external) that
perform the function "develop and manage
products and services" per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 103123 Ratio of the number of projects to concepts in the
pre-design phase for existing product/service
extensions and improvements
10003 2.0 Develop and Manage Products and Services Process Efficiency 103124 Ratio of the number of projects to concepts in the
pre-design phase for new product/service
developments
10003 2.0 Develop and Manage Products and Services Process Efficiency 103125 Ratio of the total numbers of projects to pre-
design concepts
10003 2.0 Develop and Manage Products and Services Process Efficiency 102407 Percentage of product/service development
projects launched as commercial
products/services annually

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Process Efficiency 102462 Research and development (R&D) FTEs as a
percentage of total business entity FTEs
10003 2.0 Develop and Manage Products and Services Process Efficiency 102526 Percentage of revenue from product/services
launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 107264 Percentage of revenue from completely new
products/services launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 107265 Percentage of revenue from existing
product/service improvements launched in the
past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 107266 Percentage of new products, including planned
variants, launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 107267 Percentage of products, launched with embedded
software, meeting quality targets
10003 2.0 Develop and Manage Products and Services Staff Productivity 105510 Number of newly launched products/services per
FTE (including external) that performs the
function "develop and manage products and
services"
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463 Number of research and development (R&D)
FTEs per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Staff Productivity 102644 Percentage of employees tasked with at least one
innovation goal
10003 2.0 Develop and Manage Products and Services Staff Productivity 101378 Number of product/service extensions generated
per generate new product/service ideas FTE

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Staff Productivity 101355 Number of new product/service development
projects per FTE involved from the start of the
design and develop products/services process
through the support product manufacturing or
service delivery process
10003 2.0 Develop and Manage Products and Services Staff Productivity 101350 Number of new product/service development
concepts per FTE that performs the phase
'generate new product/service ideas'
10003 2.0 Develop and Manage Products and Services Staff Productivity 100948 Number of existing product/service improvement
and extension projects per FTE involved from the
start of the design and develop products/services
process through the support product
manufacturing or service delivery process
10003 2.0 Develop and Manage Products and Services Staff Productivity 100945 Number of existing product/service improvement
and extension concepts per generate new
product/service ideas FTE

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Staff Productivity 101384 Number of product/service improvements
generated per generate new product/service ideas
FTE
10003 2.0 Develop and Manage Products and Services Supplemental 101998 Percentage of external ideas from
Information clients/customers
10003 2.0 Develop and Manage Products and Services Supplemental 101999 Percentage of external ideas from competitors
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102000 Percentage of external ideas from consultants
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102001 Percentage of external ideas from other sources
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102002 Percentage of external ideas from partners
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102003 Percentage of external ideas from suppliers
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102458 Percentage of R&D cost related to new product
Information development projects
10003 2.0 Develop and Manage Products and Services Supplemental 102460 Percentage of R&D cost related to product
Information improvements and extensions
10003 2.0 Develop and Manage Products and Services Supplemental 102125 Percentage of total innovation spend allocated to
Information enhancements to existing
products/processes/business models
Information major extensions to existing
Information new or white space opportunities
Information categories other than enhancements, extensions,
and new or white space opportunities

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Supplemental 104141 Research and development (R&D) cost as a
Information percentage of revenue
10003 2.0 Develop and Manage Products and Services Supplemental 104401 Percentage of new ideas from external sources
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107254 Average number of components (part numbers)
Information per product unit
10003 2.0 Develop and Manage Products and Services Supplemental 107255 Percentage of product cost allocated to software
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107256 Percentage of product cost allocated to electrical
Information components
10003 2.0 Develop and Manage Products and Services Supplemental 107257 Percentage of product cost allocated to
Information mechanical components
10003 2.0 Develop and Manage Products and Services Supplemental 107258 Percentage of product cost allocated to costs
Information other than software, electrical components, or
mechanical components
10003 2.0 Develop and Manage Products and Services Supplemental 107259 Percentage of product development project cost
Information allocated to software
Information allocated to electrical components
Information allocated to mechanical components
Information allocated to intellectual property protection
10003 2.0 Develop and Manage Products and Services Supplemental 107263 Percentage of product cost allocated to costs
Information other than software, electrical components,
mechanical components, or intellectual property
protection
10003 2.0 Develop and Manage Products and Services Supplemental 107268 Percentage of total annual revenue from pre-
Information defined variants/SKUs
10003 2.0 Develop and Manage Products and Services Supplemental 107269 Percentage of total annual revenue from
Information generating variants in production

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Supplemental 107270 Percentage of total annual revenue from
Information generating variants in engineering
10003 2.0 Develop and Manage Products and Services Supplemental 107271 Percentage of component part numbers common
Information with other products
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 107298 Net promoter score measured 12 months ago
10004 3.0 Market and Sell Products and Services Process Efficiency 107299 Percentage change in net promoter score
attributable to AI over the past 12 months
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 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 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 101833 Percentage of active customers who transact via
an electronic marketplace
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 101918 Percentage of customer accounts set up for
electronic data interchange (EDI)

Process
Element Hierarchy
10004 3.0 Market and Sell Products and Services Supplemental 101926 Revenue received from internet orders, WAP
Information orders, EDI orders, and orders from a direct
connection to the system as a percentage of total
business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 104733 Percentage of customers targeted through
Information campaigns using the website channel
Information campaigns using the mobile application channel
Information campaigns using the search engine marketing
channel
Information campaigns using the social media channel
Information campaigns using the traditional face-to-face
contact channel
Information campaigns using the direct mail channel
Information campaigns using the indirect marketing channel
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 102341 Revenue received from orders through a direct
Information connection to the system as a percentage of total
business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102343 Revenue received from EDI orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102345 Revenue received from email orders as a

Process
Element Hierarchy
10004 3.0 Market and Sell Products and Services Supplemental 102347 Revenue received from fax and mail orders as a
10004 3.0 Market and Sell Products and Services Supplemental 102351 Revenue received from orders through other
Information methods as a percentage of total business entity
revenue
10004 3.0 Market and Sell Products and Services Supplemental 102353 Revenue received from telephone orders as a
10004 3.0 Market and Sell Products and Services Supplemental 102355 Revenue received from WAP orders as a
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 107336 Business entity revenue per sales FTE
Information
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 107205 Total North American HR shared services center
cost per employee
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 Cost Effectiveness 106353 Total cost to perform the HR function as a
percentage of selling, general, and administrative
(SGA) costs

Process
Element Hierarchy
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
"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
"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
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106408 Outsourced cost to perform the process groups
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106464 Overhead and other cost of the HR function per
$1,000 revenue
function FTE
business entity employee

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106467 Outsourced cost to perform the HR function per
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 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 105398 North American HR shared service center in-
house cost per North American center transaction

Process
Element Hierarchy
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 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 104164 Systems cost to perform the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104165 Systems cost to perform the HR function per
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 103488 Budget for the HR function per business entity
employee
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

Process
Element Hierarchy
$1,000 revenue
business entity FTE
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 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
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 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

Process
Element Hierarchy
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 100197 Average fully loaded salary for senior
management or executives
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 101272 Number of FTEs that perform the HR function
10007 7.0 Develop and Manage Human Capital Process Efficiency 101031 Number of FTEs that perform HR administration
activities per $1 billion revenue
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 105355 First contact resolution for North American HR
shared services center
10007 7.0 Develop and Manage Human Capital Staff Productivity 107206 Total employees served by HR shared services
center per total HR headcount

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Staff Productivity 106733 Total company employees served per payroll
processing employee headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106734 Total company employees served per HR shared
services payroll CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106038 Employee satisfaction index
10007 7.0 Develop and Manage Human Capital Staff Productivity 106031 Number of original customer inquiries/calls
handled by Tier 1 service center employee per
Tier 1 service center employee per month
10007 7.0 Develop and Manage Human Capital Staff Productivity 106032 Total company employees per employee relations
specialist
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 100943 Number of business entity 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

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Staff Productivity 101368 Number of operational workers/office staff
10007 7.0 Develop and Manage Human Capital Staff Productivity 101416 Number of senior management/executive
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 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
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

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Staff Productivity 105395 Tier 2 call/inquiry volume per Tier 2 HR shared
10007 7.0 Develop and Manage Human Capital Staff Productivity 105359 Total company employees served per North
American HR shared services center
recruiting/staffing specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105360 Total requisitions 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
American HR shared services center workforce
administration specialist headcount
American HR shared services center training
administration specialist headcount

Process
Element Hierarchy
American HR shared services center leave of
absence administration specialist headcount
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
Center 2
Center 3
Center 4

Process
Element Hierarchy
Center 5
Center 6
Center 7
services center HR business partner headcount
services center HR generalist headcount

Process
Element Hierarchy
services center HR administrator headcount
services center field HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105384 Number of transactions per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105385 Number of calls/inquiries per HR shared service
10007 7.0 Develop and Manage Human Capital Staff Productivity 105386 Number of employees served per HR shared
10007 7.0 Develop and Manage Human Capital Staff Productivity 105387 Number of retirees served per HR shared service
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

Process
Element Hierarchy
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
employee
employee

Process
Element Hierarchy
employee
employee

Process
Element Hierarchy
employee
employee
services center tier 1 headcount
services center tier 2 headcount

Process
Element Hierarchy
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
services center HRIS headcount
services center talent acquisition CoE headcount
services center talent management CoE
headcount
services center compensation CoE headcount
services center benefits CoE headcount

Process
Element Hierarchy
services center employee and labor relations CoE
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
for Center 2
Center 2
Center 2
for Center 3
Center 3

Process
Element Hierarchy
Center 3
for Center 4
Center 4
Center 4
for Center 5
Center 5
Center 5
for Center 6
Center 6
Center 6

Process
Element Hierarchy
for Center 7
Center 7
Center 7
for Center 1
Center 1
Center 1
for Center 2
Center 2
Center 2
for Center 3

Process
Element Hierarchy
Center 3
Center 3
for Center 4
Center 4
Center 4
for Center 5
Center 5
Center 5
for Center 6
Center 6

Process
Element Hierarchy
Center 6
for Center 7
Center 7
Center 7
10007 7.0 Develop and Manage Human Capital Supplemental 101435 Total cost for the learning management system as
Information a percentage of the total cost to perform the HR
function
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 101963 Percentage of business entity employees who are
Information 60 years old or greater
Information at least 25 but less than 30 years old

Process
Element Hierarchy
Information less than 25 years old
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
Information years of tenure or more

Process
Element Hierarchy
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 100082 Systems cost to perform the HR function as a
Information percentage of total HR function cost
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
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

Process
Element Hierarchy
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 102330 Percentage of operational workers/office staff
Information that are female
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 102301 Percentage of middle management/specialists that
Information are female
10007 7.0 Develop and Manage Human Capital Supplemental 104154 Personnel cost for senior management or
Information executive employees as a percentage of total
business entity personnel cost
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 104130 Personnel cost for operational workers or office
Information staff as a percentage of total business entity
personnel cost
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 103176 Senior management/executives as a percentage of
Information total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 105353 HR service center employee turnover for North
Information American shared services center

Process
Element Hierarchy
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 106036 Total number of HR service center portal hits per
Information 1,000 company employees
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 106339 Average span of control for the HR function
Information

Process
Element Hierarchy
10012 12.0 Manage External Relationships Cost Effectiveness 106527 Total cost to perform the legal services function
as a percentage of selling, general, and
administrative cost (SG&A)
10012 12.0 Manage External Relationships Cost Effectiveness 106528 Total cost to perform the legal services function
as a percentage of revenue
10012 12.0 Manage External Relationships Cycle Time 106539 Cycle time in days for a legal services FTE to
complete contract preparation
10012 12.0 Manage External Relationships Cycle Time 106540 Cycle time in days for a legal services FTE to
complete contract review
10012 12.0 Manage External Relationships Staff Productivity 106526 Total number of legal services FTEs per $1
billion revenue
10012 12.0 Manage External Relationships Staff Productivity 106541 Customer satisfaction rate for legal services
10012 12.0 Manage External Relationships Supplemental 106520 Percentage of contracts management FTEs that
Information perform "other contracts management function
processes”
10012 12.0 Manage External Relationships Supplemental 106529 Percentage of legal services FTEs that perform
Information the process "conduct board activities"
Information the process "manage regulatory activities"
Information the processes "manage, prepare, and review
contracts"
Information the process "manage litigation and dispute
resolution"

Process
Element Hierarchy
Information the process "manage outside counsel"
Information the process "protect intellectual property"
Information the process "oversee corporate governance"
Information other legal services processes
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

Process
Element Hierarchy
10062 2.3 Develop products and services Cost Effectiveness 105526 Total cost to perform the process group "develop
products and services" per FTE (including
external)
10062 2.3 Develop products and services Cost Effectiveness 103512 Total cost to develop and manage products and
services per project that exits or completes the
test market products/services phase
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

Process
Element Hierarchy
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"
products and services" per $1,000 revenue
products and services" per product/service project

Process
Element Hierarchy
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 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 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 103119 Ratio of projects that enter the design and
develop products/services phase to projects that
enter the test market products/services phase
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

Process
Element Hierarchy
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
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
10101 3.1 Understand markets, customers, and capabilities Supplemental 104742 Percentage of customers using mobile
Information applications for information gathering on your
10101 3.1 Understand markets, customers, and capabilities Supplemental 104743 Percentage of customers using traditional face-to-
Information face contact for information gathering on your

Process
Element Hierarchy
10101 3.1 Understand markets, customers, and capabilities Supplemental 104744 Percentage of customers using indirect marketing
Information for 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 102525 Percentage of revenue attributed to customers
who made first purchase of the brand
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 101660 Relative change in brand performance over the
past three years
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
10103 3.4 Develop sales strategy Cost Effectiveness 100027 Budget for sales as a percentage of revenue
10105 3.5 Develop and manage sales plans Cycle Time 104636 Average sales cycle time in calendar days from
the time the lead/opportunity is identified and the
sale is closed
10105 3.5 Develop and manage sales plans Process Efficiency 100213 Average monthly sales forecast error within a
product family
10105 3.5 Develop and manage sales plans Staff Productivity 106145 Average daily retail shoppers to brick-and-mortar
retail store staff ratio

Process
Element Hierarchy
10105 3.5 Develop and manage sales plans Supplemental 102530 Sales FTEs as a percentage of total business
Information entity FTEs
10106 3.1.1 Perform customer and market intelligence Supplemental 106159 Customer lifetime value
analysis Information
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751 Average return on investment on website channel
marketing/sales campaigns
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)
10129 3.4.1 Develop sales forecast Supplemental 105867 Percentage of all of retail store units sold at full
Information price in the past year
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105796 Average cost to acquire a telecommunications
customer
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105797 Average cost to retain a telecommunications
customer
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 103165 Sales budget per sales FTE
10132 3.4.4 Establish sales goals and measures Process Efficiency 106120 Like for Like (LFL) retail sales growth
10133 3.4.5 Establish customer management measures Cycle Time 106147 Average time in minutes from queue to till in
brick-and-mortar retail stores

Process
Element Hierarchy
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 106130 Number of unique visits to the retail website per
products/services by channel/segment $1 billion revenue
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
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 105827 Percentage of total annual marketing budget
Information allocated to digital marketing - website design,
management, and optimization
Information allocated to digital marketing - mobile app
design, management, and optimization
Information allocated to digital marketing - digital content
creation (e.g., videos, games)
Information allocated to digital marketing - virtual events
(e.g., webinars)

Process
Element Hierarchy
Information allocated to digital marketing - search engine
optimization (seo) and paid search / pay per click
(ppc)
Information allocated to digital marketing - online advertising
(banners, pop-up ads, ads on external websites)
Information allocated to digital marketing - mobile marketing
other than apps (e.g., text/multimedia messages)
Information allocated to digital marketing - email marketing
Information allocated to digital marketing - social media
engagement
Information allocated to digital marketing - other
Information allocated to non-digital content creation
Information allocated to physical events (e.g., trade shows)
Information allocated to traditional media advertising and
sponsorships - print media
sponsorships - television/radio media
sponsorships - other media (e.g., billboards)

Process
Element Hierarchy
Information allocated to non-digital direct marketing - direct
postal mail
Information allocated to non-digital direct marketing -
telemarketing
Information allocated to allocated overhead
Information allocated to other
10153 3.3.5 Track customer management measures Process Efficiency 106134 Retail shopping cart abandonment rate
10153 3.3.5 Track customer management measures Process Efficiency 106125 Annual percentage change in retail customer
purchase frequency
10153 3.3.5 Track customer management measures Supplemental 105791 Telecommunications customer churn rate
Information
10153 3.3.5 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 105808 Percentage of inbound calls to the
telecommunications call center that are turned
into potential revenue opportunities
10182 3.5.1 Manage leads/opportunities Process Efficiency 105811 Cart abandonment rate for telecommunications
10182 3.5.1 Manage leads/opportunities Supplemental 105824 Percentage of customers who are inactive
Information customers
10183 3.5.2 Manage customers and accounts Process Efficiency 105792 Success rate of keeping customers who try to
cancel telecommunications service
10183 3.5.2 Manage customers and accounts Supplemental 106347 Number of subscribers (end users) per
Information telecommunications account

Process
Element Hierarchy
10183 3.5.2 Manage customers and accounts Supplemental 105800 Percentage of inbound contacts that are business
Information to business (B2B) 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 105764 Total number of telecommunications subscribers
Information (end users) per $1 billion revenue
10183 3.5.2 Manage customers and accounts Supplemental 105766 Percentage of telecommunications subscribers
Information that are prepaid customers
10183 3.5.2 Manage customers and accounts Supplemental 104763 Percentage of active customers who are repeat
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 Staff Productivity 104769 Number of active customers per sales FTE
10184 3.5.1.8 Manage customer sales calls Supplemental 104764 Percentage of annual net sales revenue
Information attributable to repeat customers

Process
Element Hierarchy
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

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Cost Effectiveness 100505 Combined personnel and systems costs of the
customer order management function as a
percentage of the total cost 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 100134 Average cost to resolve a service-after-sales
request for contact centers or similar remote
assistance channel
request for the customer self-service channel
request for on-site visits

Process
Element Hierarchy
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 102914 Personnel cost to perform the process "manage
sales orders" as a percentage of the total cost to
perform the process
sales orders" per process FTE
10185 3.5.4 Manage sales orders Cost Effectiveness 101688 Overhead cost to perform the process "manage

Process
Element Hierarchy
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 101485 Other cost to perform the process "manage sales
orders" per $1,000 revenue

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Cost Effectiveness 101460 Other cost of the customer order management
function
sales orders" as a percentage of the total cost to
perform the process
sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per call contact
10185 3.5.4 Manage sales orders Cost Effectiveness 101726 Overhead cost to perform the processes "manage
sales orders", "manage customer service
complaints" per inbound contact

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Cost Effectiveness 101661 Overhead cost of the customer order management
function
10185 3.5.4 Manage sales orders Cost Effectiveness 103497 Total cost to perform the processes "manage sales
orders", "manage customer service
complaints" per active customer
10185 3.5.4 Manage sales orders Cost Effectiveness 103498 Total cost to perform the processes "manage sales
orders", "manage customer service
10185 3.5.4 Manage sales orders Cost Effectiveness 103520 Total cost to perform the customer order
management function per $1,000 revenue

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Cost Effectiveness 103523 Total cost of the customer order management
function per function FTE
function per sales order
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

Process
Element Hierarchy
orders" per $1,000 revenue
orders" per sales order placed
orders" per sales order line item
10185 3.5.4 Manage sales orders Cost Effectiveness 103276 Systems cost to perform the process "manage
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
orders" as percentage of selling, general, and
administration costs
10185 3.5.4 Manage sales orders Cost Effectiveness 104800 Overhead and other costs to perform the process
"manage sales orders" per $100,000 revenue
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

Process
Element Hierarchy
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 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 102588 Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
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 102101 Inbound calls for the process "manage sales
orders" as a percentage of total inbound calls
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 101014 Number of FTEs that perform the process
"manage sales orders" per $1 billion revenue

Process
Element Hierarchy
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 102827 Percentage of sales orders delivered on time
(three reporting periods prior)
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 106021 Percentage of sales order line items placed over
the internet
through WAP
through direct connection to system
through e-mail

Process
Element Hierarchy
through fax and mail
through telephone
through other methods
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 placed 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 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 104802 Personnel cost of the process "Manage sales
10185 3.5.4 Manage sales orders Supplemental 104803 Systems cost of the process "Manage sales

Process
Element Hierarchy
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
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
Information attributable to sales completed on social media
Information attributable to sales completed on mobile
applications
Information attributable to sales completed through traditional
face-to-face channels
Information attributable to sales completed through human-
assisted channels other than face-to-face contact
Information attributable to sales completed through digital
channels other than social media, website, or
mobile applications
10185 3.5.4 Manage sales orders Supplemental 104153 Total revenue per sales order
Information

Process
Element Hierarchy
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 104352 Percentage of sales order line items changed by
Information the customer following initial order entry
10185 3.5.4 Manage sales orders Supplemental 104527 Inbound contacts for the process "manage sales
Information orders" as a percentage of total inbound contacts
10185 3.5.4 Manage sales orders Supplemental 102531 Percentage of sales order line items changed after
Information initial order placement through direct connection
to the system
Information initial order placement through electronic data
interchange (EDI)
Information initial order placement through e-mail
Information initial order placement through fax and mail

Process
Element Hierarchy
Information initial order placement through other methods
Information initial order placement through telephone
Information initial order placement through the internet
Information initial order placement through WAP
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 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 100675 Percentage of revenue attributed to direct sources
Information for the current period

Process
Element Hierarchy
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 102568 Percentage of sales orders changed by the
Information customer after the initial order placement
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
10185 3.5.4 Manage sales orders Supplemental 106074 Total cost to perform the process "manage sales
Information orders" as a percentage of total order-to-cash
process cost
10193 3.5.1.8.5 Record outcome of sales process Process Efficiency 106122 Retail sell through rate
10193 3.5.1.8.5 Record outcome of sales process Supplemental 106124 Annual percentage change in average retail
Information basket size
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

Process
Element Hierarchy
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 104788 Total cost to perform the process group "plan for
and align supply chain resources" per $1 billion
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

Process
Element Hierarchy
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104796 Personnel 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 104797 Systems cost to perform the process group "plan
for and align supply chain resources" per
$100,000 revenue

Process
Element Hierarchy
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104798 Overhead and other costs 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 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 103477 Total cost of quality per $100,000 revenue

Process
Element Hierarchy
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 104194 Forecast accuracy as a percentage of value
10215 4.1 Plan for and align supply chain resources Process Efficiency 104175 shipped
Forecast accuracy as a percentage of units
10215 4.1 Plan for and align supply chain resources Staff Productivity 104775 shipped
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 Staff Productivity 104193 Value added productivity per employee
10215 4.1 Plan for and align supply chain resources Staff Productivity 101218 Number of FTEs that perform the process group
"plan for and align supply chain resources" per
$1 billion revenue
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
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

Process
Element Hierarchy
10216 4.2 Procure materials and services Cost Effectiveness 106494 Total annual overhead cost to perform the
10216 4.2 Procure materials and services Cost Effectiveness 106495 Total annual outsourced cost to perform the
10216 4.2 Procure materials and services Cost Effectiveness 106496 Total annual other cost to perform the
10216 4.2 Procure materials and services Cost Effectiveness 106497 Personnel cost to perform the procurement
process group per process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106498 Systems cost to perform the procurement process
group per process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106499 Total annual overhead cost to perform the
procurement process group per process group
FTE

Process
Element Hierarchy
10216 4.2 Procure materials and services Cost Effectiveness 106501 Total annual other 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 106015 Total cost to perform the process group "procure
materials and services" per business entity
employee
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 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 103993 Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)
materials and services" as a percentage of
revenue
materials and services" per $1,000 revenue
materials and services" per $1,000 purchases

Process
Element Hierarchy
group per process group FTE
group per purchase order
group per purchase order line item
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
materials and services" per $1 billion revenue
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 100642 Days payable
10216 4.2 Procure materials and services Cycle Time 103094 Average procure-to-pay cycle time in days

Process
Element Hierarchy
10216 4.2 Procure materials and services Cycle Time 103188 Source Cycle Time
10216 4.2 Procure materials and services Cycle Time 106474 Average cycle time in days for sourcing events
for the procurement process group
10216 4.2 Procure materials and services Cycle Time 106475 Average cycle time in days to establish a contract
with a supplier
10216 4.2 Procure materials and services Cycle Time 106476 Average cycle time in days to set up a supplier in
the procurement system
10216 4.2 Procure materials and services Cycle Time 107252 Average procure-to-pay cycle time in days for
goods
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 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 100385 Transaction amount per purchase order
10216 4.2 Procure materials and services Process Efficiency 107315 Total annual cost takeout savings per $500
million purchases
10216 4.2 Procure materials and services Process Efficiency 107316 Total annual cost avoidance savings per $500
million purchases
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 106490 Manual transmission rate for direct materials and
services purchase orders

Process
Element Hierarchy
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 104118 Number of active vendors in the master file per
$1 million purchases
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 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 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 102450 Percentage of purchase value transacted via an
electronic marketplace

Process
Element Hierarchy
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 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 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 101861 Percentage of purchase value from certified
vendors
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 102648 Percentage of supplier orders received by original
request date (on time)
10216 4.2 Procure materials and services Staff Productivity 106018 Number of business entity employees per FTE
that performs the process group "procure

Process
Element Hierarchy
10216 4.2 Procure materials and services Staff Productivity 104139 Total purchase value (spend, in thousands of
dollars) 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 Staff Productivity 104129 Number of purchase orders processed per FTE
that performs the process group "procure
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 100673 Direct materials and services value as a
Information percentage of total value of purchases
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 102659 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: procurement cards
arrangement type: individual purchase orders
arrangement type: blanket/contract orders
Information allocated among the following submission
method: other

Process
Element Hierarchy
10216 4.2 Procure materials and services Supplemental 102671 Percentage of the total value of purchases placed
Information by non-traditional submission methods (without a
buyer or purchasing agent being involved to
process the transaction)
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 102432 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to internal purchasing
department
other
paper
telephone request direct to internal purchasing
department
telephone request direct to vendor
electronic request direct to vendor
10216 4.2 Procure materials and services Supplemental 102404 Percentage of procurement process group staff
Information with formal training in negotiations

Process
Element Hierarchy
Information with over three years of purchasing operations
experience
Information with over three years of strategic
sourcing/commodity management experience
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 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 102746 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
other
Information among the following purchase arrangement type:
replenishment/vendor management inventor
Information among the following submission method:
electronic data interchange
Information among the following submission method: fax
Information among the following submission method: internet
Information among the following submission method: mail

Process
Element Hierarchy
telephone
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 102804 Percentage of value of supplier certified
Information purchased material
10216 4.2 Procure materials and services Supplemental 104724 Ratio of purchases to revenue
Information
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 105166 Percentage of unique suppliers who are active
Information suppliers
10216 4.2 Procure materials and services Supplemental 105161 Number of items received by the business entity
Information per procurement process group FTE

Process
Element Hierarchy
10216 4.2 Procure materials and services Supplemental 106340 Average span of control for the procurement
Information function
10216 4.2 Procure materials and services Supplemental 105987 Direct materials and services value as a
Information percentage of cost of goods sold
10216 4.2 Procure materials and services Supplemental 106468 Typical savings goal of the procurement process
Information group set to deliver on sourcing events/projects
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
10216 4.2 Procure materials and services Supplemental 106477 Average payment days for negotiated payment
Information terms
10216 4.2 Procure materials and services Supplemental 106483 Percentage of procurement costs allocated to
Information direct materials and services purchases

Process
Element Hierarchy
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 process group cost
10216 4.2 Procure materials and services Supplemental 106486 Total annual systems cost to perform the
10216 4.2 Procure materials and services Supplemental 106487 Total annual overhead cost to perform the
10216 4.2 Procure materials and services Supplemental 106488 Total annual outsourced cost to perform the
10216 4.2 Procure materials and services Supplemental 106489 Total annual other cost to perform the
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 106366 Total cost of manufacturing (without materials)
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 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 105247 Scrap and rework costs as a percentage of cost of
goods sold

Process
Element Hierarchy
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 104781 Percentage of the total cost of the supply chain
function allocated to the process group
"Produce/Manufacture/Deliver product"
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 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 Cost Effectiveness 103169 Scrap and rework costs as a percentage of sales
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 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 Process Efficiency 100668 Direct labor availability for manufacturing
10217 4.3 Produce/Assemble/Test product Process Efficiency 100104 Asset turns

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 100821 Turnover rate for manufacturing personnel
10217 4.3 Produce/Assemble/Test product Process Efficiency 100790 Inventory obsolescence as a percentage of total
inventory

Process
Element Hierarchy
10217 4.3 Produce/Assemble/Test product Process Efficiency 104217 Warranty costs (repair and replacement) as a
percentage of sales
10217 4.3 Produce/Assemble/Test product Process Efficiency 105249 Average defective number of parts per million
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 104176 Unplanned machine downtime as a percentage of
scheduled run time
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 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 105988 Percentage of total revenue from outsourced
Information manufacturing
10217 4.3 Produce/Assemble/Test product Supplemental 105616 Conversion 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 100860 Material costs as a percentage of cost of goods
Information sold
10218 6.3.4 Service products Cost Effectiveness 100471 Cost to deliver per $1,000 total revenue

Process
Element Hierarchy
10218 6.3.4 Service products Cost Effectiveness 104787 Total cost to perform the process group "deliver
service to customer" per $1,000 revenue
10218 6.3.4 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 6.3.4 Service products Cost Effectiveness 104791 Total cost to perform the process group "deliver
service to customer" per $1 billion revenue
10218 6.3.4 Service products Supplemental 100683 Downside Supply Chain Adaptability
Information
10218 6.3.4 Service products Supplemental 104190 Upside Supply Chain Adaptability
Information
10218 6.3.4 Service products Supplemental 104191 Upside Supply Chain Flexibility
Information

Process
Element Hierarchy
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
logistics and warehousing" per sales order placed
logistics and warehousing" as a percentage of the
cost of continuing operations
logistics and warehousing" per process group
FTE

Process
Element Hierarchy
10219 4.4 Manage logistics and warehousing Cost Effectiveness 104783 Percentage of the total cost of the supply chain
function allocated to the process group "Manage
logistics and warehousing"
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
logistics and warehousing" as a percentage of
costs of goods sold
logistics and warehousing" per $1,000 revenue
logistics and warehousing" per FTE that performs
the processes "define logistics strategy", "plan
and manage inbound material flow", "operate
warehousing", and "operate outbound
transportation"

Process
Element Hierarchy
logistics and warehousing" per sales order
fulfilled
logistics and warehousing" as a percentage of
revenue
10219 4.4 Manage logistics and warehousing Cost Effectiveness 107237 Total transportation cost a percentage of revenue
10219 4.4 Manage logistics and warehousing Cycle Time 107232 Average cycle time in calendar days from
delivery order to successful completion of
delivery and disposal of back-hauled goods
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
products that have sales or usage between 101
and 1,000 units as a percentage of total gross
typical parts inventory value

Process
Element Hierarchy
products that have sales or usage between 1 and
100 units as a percentage of total gross typical
parts inventory value
products that have sales or usage of more than
1,000 units as a percentage of total gross typical
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 100097 Turnover rate for logistics personnel
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 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
sales between 101 and 1,000 as a percentage of
the total number of SKUs for typical products
sales between 1 and 100 as a percentage of the
total number of SKUs for typical products
sales greater than 1,000 as a percentage of the
total number of SKUs for typical products

Process
Element Hierarchy
have sales between 101 and 1,000 as a percentage
of the total number of SKUs for service/repair
parts
have sales between 1 and 100 as a percentage of
the total number of SKUs for service/repair parts
have sales greater than 1,000 as a percentage of
the total number of SKUs for service/repair parts
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 102362 Percentage of orders expedited
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 105153 Number of FTEs that perform the process group
"manage logistics and warehousing" per $1
billion revenue
10219 4.4 Manage logistics and warehousing Process Efficiency 101741 Perfect order performance
10219 4.4 Manage logistics and warehousing Process Efficiency 101221 Number of FTEs that perform the process group
"manage logistics and warehousing" excluding
"manage returns; manage reverse logistics" per
$1 billion revenue

Process
Element Hierarchy
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 102645 Percentage of supplier on-time delivery
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
from information technology/system failure
from late delivery/loss in transit
from manufacturing equipment failure
from network stock re-balances
from other issues
from poor transportation planning
from production schedule changes
from raw material shortages
from unavailable transport equipment
from transportation equipment failure
10219 4.4 Manage logistics and warehousing Process Efficiency 102586 Percentage of sales orders filled completely from
the primary sourcing location

Process
Element Hierarchy
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
Information parts that have sales or usage between 101 and
1,000 units as a percentage of total gross
service/repair parts inventory value
Information parts that have sales or usage between 1 and 100
units as a percentage of total gross service/repair
Information parts that have sales or usage of more than 1,000
units as a percentage of total gross service/repair
10241 4.1.2.7 Measure demand forecast accuracy Process Efficiency 100737 Forecast accuracy one planning period prior to
production run

Process
Element Hierarchy
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
category management sourcing strategies" per $1,000 revenue
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 102904 Personnel cost to perform the process "develop
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 102908 Personnel cost to perform the process "develop
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104471 Overhead cost to perform the process "develop
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104472 Other cost to perform the process "develop
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104473 Outsourced cost to perform the process "develop
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103266 Systems cost to perform the process "develop
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103271 Systems cost to perform the process "develop
category management sourcing strategies" per process FTE

Process
Element Hierarchy
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
category management "develop sourcing strategies" per $1 billion
revenue
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 106511 Total cost to perform the contracts management
function as a percentage of 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 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
$100,000 revenue

Process
Element Hierarchy
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104477 Overhead cost to perform the process "select
$1,000 revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104478 Other cost to perform the process "select
$1,000 revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104479 Outsourced cost to perform the process "select
$1,000 revenue
and develop/maintain contracts" per $1,000
revenue
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
$1,000 purchases
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103029 Personnel cost to perform the process "select
$1,000 revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 106525 Number of new projects managed per contracts
management FTE
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 106523 Number of supplier/service
provider/subcontractor contracts managed per
contracts management FTE

Process
Element Hierarchy
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
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs
suppliers and develop/maintain contracts" per $1
billion purchases
10278 4.2.3 Select suppliers and develop/maintain contracts Staff Productivity 106509 Total number of contracts management FTEs 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
10278 4.2.3 Select suppliers and develop/maintain contracts Supplemental 106513 Percentage of contracts management FTEs that
Information perform the processes "draft, negotiate, and
execute contracts and perform project and project
team initiation"
Information perform the processes "manage and monitor
contract administration”

Process
Element Hierarchy
Information perform the processes "manage, monitor, and
report on contract compliance”
Information perform the processes "develop, maintain, and
monitor the corporate contract management
system"
Information perform the process "perform project closing
activities"
10279 4.2.4 Order materials and services Cost Effectiveness 102978 Personnel cost to perform the process "order
10279 4.2.4 Order materials and services Cost Effectiveness 103790 Total cost to perform the process "order materials
and services" per $1,000 revenue
and services" per $1,000 purchases
and services" per purchase order
and services" per purchase order line item
10279 4.2.4 Order materials and services Cost Effectiveness 104474 Overhead cost to perform the process "order

Process
Element Hierarchy
10279 4.2.4 Order materials and services Cost Effectiveness 104475 Other cost to perform the process "order
10279 4.2.4 Order materials and services Cost Effectiveness 104476 Outsourced cost to perform the process "order
10279 4.2.4 Order materials and services Cost Effectiveness 103321 Systems cost to perform the process "order
10279 4.2.4 Order materials and services Cost Effectiveness 103323 Systems cost to perform the process "order
and services" per process FTE
10279 4.2.4 Order materials and services Cost Effectiveness 105158 Overhead cost to perform the process "order
10279 4.2.4 Order materials and services Cost Effectiveness 105159 Other cost to perform the process "order
10279 4.2.4 Order materials and services Cost Effectiveness 105160 Outsourced cost to perform the process "order
materials and services" per process FTE

Process
Element Hierarchy
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 Cycle Time 100639 Cycle time in hours to place a purchase order
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
materials and services" per $1 billion revenue
materials and services" as a percentage of
10279 4.2.4 Order materials and services Staff Productivity 105162 Number of purchase requisition line items
processed per "order materials/services" FTE

Process
Element Hierarchy
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
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 104920 Value of EPC or EPCM purchases as a
Information percentage of total purchases
10279 4.2.4 Order materials and services Supplemental 104921 Value of other purchases as a percentage of total
Information purchases

Process
Element Hierarchy
10279 4.2.4 Order materials and services Supplemental 105208 Personnel 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 105209 Systems cost to perform the process "order
process cost
10279 4.2.4 Order materials and services Supplemental 105210 Overhead cost to perform the process "order
process cost
10279 4.2.4 Order materials and services Supplemental 105211 Other cost to perform the process "order
process cost
10279 4.2.4 Order materials and services Supplemental 105212 Outsourced cost to perform the process "order
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 104900 Purchases made through purchase order - internal
Information catalog 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

Process
Element Hierarchy
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
10279 4.2.4 Order materials and services Supplemental 104914 Percentage of purchase order line items that are
Information systematically created with no manual
involvement or intervention by a buyer
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 103224 Systems cost to perform the process "manage
suppliers" per $100,000 purchases

Process
Element Hierarchy
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 104480 Overhead cost to perform the process "manage
10280 4.2.5 Manage suppliers Cost Effectiveness 104481 Other cost to perform the process "manage
10280 4.2.5 Manage suppliers Cost Effectiveness 104482 Outsourced cost to perform the process "manage
10280 4.2.5 Manage suppliers Cost Effectiveness 102863 Personnel cost to perform the process "manage
10280 4.2.5 Manage suppliers Cost Effectiveness 102867 Personnel cost to perform the process "manage
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 100102 Number of FTEs that perform the process
"manage suppliers" as a percentage of

Process
Element Hierarchy
"manage suppliers" per $1 billion purchases
"manage suppliers" per $1 billion revenue
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 105035 Total cost to perform the process "record receipt
of goods" per thousand barrel of oil equivalent
(BOE) net production
of goods" per gross operated producing well
of goods" per mile of pipe
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)

Process
Element Hierarchy
"record receipt of goods" per thousand gross
operated producing wells
"record receipt of goods" per thousand miles of
pipe
"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 Cycle Time 100854 Primary product manufacturing cycle time in
hours
10304 4.3.2 Produce/Assemble product Process Efficiency 100726 Finished-product first-pass quality yield for
primary products
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 100076 Raw material inventory turns
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 104221 Work-in-process (WIP) inventory days of supply
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 Staff Productivity 107253 Number of units produced per year

Process
Element Hierarchy
10335 6.3.4.4.2 Identify incomplete service orders and service Supplemental 105498 Percentage of manual sales order interventions
failures Information caused by contract issues
failures Information caused by pricing issues
failures Information caused by invoicing issues
failures Information caused by incorrect customer master data
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 101542 Outsourced cost to perform the process "define
10338 4.4.1 Provide logistics governance Cost Effectiveness 101673 Overhead cost to perform the process "define
10338 4.4.1 Provide logistics governance Cost Effectiveness 102880 Personnel cost to perform the process "define
10338 4.4.1 Provide logistics governance Cost Effectiveness 101470 Other cost to perform the process "define
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

Process
Element Hierarchy
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 103780 Total cost to perform the process "operate
warehousing" as a percentage of cost of goods
sold
warehousing" per process FTE
warehousing" per $1,000 revenue
warehousing" per sales order fulfilled
10340 4.4.3 Operate warehousing Cost Effectiveness 101710 Overhead cost to perform the process "operate
10340 4.4.3 Operate warehousing Cost Effectiveness 101507 Other cost to perform the process "operate

Process
Element Hierarchy
10340 4.4.3 Operate warehousing Cost Effectiveness 102975 Personnel cost to perform the process "operate
10340 4.4.3 Operate warehousing Cost Effectiveness 101571 Outsourced cost to perform the process "operate
10340 4.4.3 Operate warehousing Cost Effectiveness 103319 Systems cost to perform the process "operate
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 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 101231 Number of FTEs that perform the process
"operate warehousing" per $1 billion 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 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 104172 Unit fill rate
10340 4.4.3 Operate warehousing Process Efficiency 102628 Percentage of SKUs tracked by radio frequency
10340 4.4.3 Operate warehousing Staff Productivity 100882 Number of sales order line items filled per FTE
that performs the process "operate warehousing"

Process
Element Hierarchy
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 Additional 107331 Truck customer waiting time in minutes
Operational
Metrics
10341 4.4.4 Operate outbound transportation Cost Effectiveness 105193 Personnel cost to perform the process "operate
outbound transportation" per process FTE
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 101569 Outsourced cost to perform the process "operate

Process
Element Hierarchy
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 100742 Freight cost to perform the process "operate
10341 4.4.4 Operate outbound transportation Cost Effectiveness 102972 Personnel cost to perform the process "operate
10341 4.4.4 Operate outbound transportation Cost Effectiveness 101505 Other cost to perform the process "operate
10341 4.4.4 Operate outbound transportation Cost Effectiveness 101708 Overhead cost to perform the process "operate
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
outbound transportation" per process FTE

Process
Element Hierarchy
outbound transportation" per sales order fulfilled
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 102357 Percentage of orders delivered complete and 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 102573 Percentage of sales orders delivered 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 102832 Perfect condition rate
10341 4.4.4 Operate outbound transportation Process Efficiency 101227 Number of FTEs that perform the process
"operate outbound transportation" per $1 billion
revenue
10341 4.4.4 Operate outbound transportation Process Efficiency 102082 Full trailer-load or full container-load capacity
utilization
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 Process Efficiency 102600 Percentage of sales orders shipped on core
carriers
10341 4.4.4 Operate outbound transportation Process Efficiency 107219 Percentage of large/bulky deliveries completed
within the window provided to the consumer
10341 4.4.4 Operate outbound transportation Process Efficiency 107221 Average number of delivery attempts required to
complete large/bulky deliveries
10341 4.4.4 Operate outbound transportation Process Efficiency 107222 Percentage of large/bulky deliveries considered
exception deliveries
10341 4.4.4 Operate outbound transportation Process Efficiency 107223 Percentage of large/bulky deliveries including
products that are damaged or dead on arrival

Process
Element Hierarchy
10341 4.4.4 Operate outbound transportation Staff Productivity 107214 Number of large/bulky deliveries completed per
delivery/service area square mile
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
10341 4.4.4 Operate outbound transportation Supplemental 107215 Average weight, in pounds, of large/bulky
Information deliveries completed
10341 4.4.4 Operate outbound transportation Supplemental 107216 Average volume, in cubic feet, of large/bulky
Information deliveries completed
10341 4.4.4 Operate outbound transportation Supplemental 107217 Average number of items included in a
Information large/bulky delivery
10341 4.4.4 Operate outbound transportation Supplemental 107218 Total annual value of large/bulky products
Information delivered by the organization per delivery/service
area square mile

Process
Element Hierarchy
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)
procedure and services" per gross operated producing well
procedure and services" per mile of pipe
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)
procedure materials and services" per thousand gross
procedure materials and services" per thousand miles of
pipe
procedure materials and services" per thousand barrels
throughput
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103234 Systems cost to perform the process group
"develop customer care/customer service

Process
Element Hierarchy
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
$1,000 revenue
sales order
sales order line item
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101668 Overhead cost to perform the process group
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101465 Other cost to perform the process group "develop
$1,000 revenue
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 102873 Personnel cost to perform the process group
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101538 Outsourced cost to perform the process group

Process
Element Hierarchy
10378 6.1 Develop customer care/customer service strategy Process Efficiency 100992 Number of FTEs that perform the process group
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
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100401 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue
"manage customer complaints" per active
customer
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100409 Contact center systems cost to perform the
"manage customer complaints" per inbound
contact
revenue

Process
Element Hierarchy
"manage customer complaints" per active
customer
"manage customer complaints" per inbound
contact
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101756 Business to business inbound contacts as a
percentage of total inbound contacts
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101757 Business to consumer inbound contacts as a
percentage of total inbound contacts
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 102946 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101609 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
revenue
"manage sales orders", "manage customer service
complaints" per $1,000 revenue

Process
Element Hierarchy
"manage customer requests/inquiries" and
"manage customer complaints" as a percentage of
the total cost of the processes
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101729 Overhead cost to perform the processes "manage
customer complaints" as a percentage of the total
cost to perform the processes
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101730 Overhead cost to perform the processes "manage
customer complaints" per $1,000 revenue

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101523 Other cost to perform the processes "manage
"manage customer service requests/inquiries" and
"manage customer complaints" per inbound call
received through IVR DTMF
"manage customer complaints" per call received
through IVR speech
"manage customer complaints" per web
transactions contact

Process
Element Hierarchy
complaints" per $1,000 revenue
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103727 Total cost to perform the processes "manage
customer complaints" per customer service FTE

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103931 Total cost to perform the processes "manage
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 104152 Total revenue per inbound contact
"manage customer complaints" per web self-
service contact
10379 6.2 Plan and manage customer service contacts Cycle Time 103463 Average time in seconds to inbound calls
abandoned
10379 6.2 Plan and manage customer service contacts Cycle Time 104514 Average contact handling time in seconds
10379 6.2 Plan and manage customer service contacts Cycle Time 100124 Average call handling time in seconds
10379 6.2 Plan and manage customer service contacts Cycle Time 100321 Average speed of answer in seconds for agent
queue calls
10379 6.2 Plan and manage customer service contacts Process Efficiency 100320 Average seat utilization
10379 6.2 Plan and manage customer service contacts Process Efficiency 100020 Agent schedule adherence
10379 6.2 Plan and manage customer service contacts Process Efficiency 100729 First call resolution rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 100389 Bridge rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 100392 Call agent availability rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 100393 Call agent occupancy rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 100394 Call agent utilization rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 100780 IVR speech recognition rate

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Process Efficiency 101857 Percentage of web chat or instant messaging
contacts outsourced to a third-party provider
10379 6.2 Plan and manage customer service contacts Process Efficiency 102100 Percentage of inbound calls monitored by QAM
and scored by supervisors
10379 6.2 Plan and manage customer service contacts Process Efficiency 100898 Average number of contact center seats per
contact center
10379 6.2 Plan and manage customer service contacts Process Efficiency 102603 DTMF IVR self-service resolution rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 102604 IVR speech self-service resolution rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 102605 Web transactions self-service resolution rate
10379 6.2 Plan and manage customer service contacts Process Efficiency 102103 Calls routed to a live agent as a percentage of
total inbound calls
10379 6.2 Plan and manage customer service contacts Process Efficiency 102104 Calls abandoned in the agent queue as a
percentage of total inbound calls
10379 6.2 Plan and manage customer service contacts Process Efficiency 102129 Caller authentication rate for IVR
10379 6.2 Plan and manage customer service contacts Process Efficiency 101852 Percentage of inbound email contacts outsourced
to a third-party provider
10379 6.2 Plan and manage customer service contacts Process Efficiency 101859 Percentage of inbound postal mail contacts
outsourced to a third-party provider

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Process Efficiency 101860 Percentage of inbound web transaction contacts
outsourced to a third-party provider
10379 6.2 Plan and manage customer service contacts Process Efficiency 101910 Percentage of contacts with CTI that have
information pop up on the agent's desktop
10379 6.2 Plan and manage customer service contacts Process Efficiency 101911 Percentage of active customers with service level
based on customer segmentation
10379 6.2 Plan and manage customer service contacts Process Efficiency 104561 Number of agent FTEs per direct supervisor FTE
10379 6.2 Plan and manage customer service contacts Process Efficiency 104192 Agent FTEs evaluated using
sliding/interdependent agent targets as a
percentage
Percentage of
of all
agent phone
FTEs contacts outsourced
10379 6.2 Plan and manage customer service contacts Process Efficiency 104513 inbound
to a third-party provider
10379 6.2 Plan and manage customer service contacts Process Efficiency 102792 Percentage of transferred calls that are
misdirected
10379 6.2 Plan and manage customer service contacts Process Efficiency 102721 Percentage of active customers with active web
accounts
10379 6.2 Plan and manage customer service contacts Process Efficiency 102722 Transferred calls as a percentage of total inbound
calls

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Process Efficiency 103118 Direct supervisors per agent FTE
10379 6.2 Plan and manage customer service contacts Staff Productivity 104121 Inbound live agent calls per agent FTE
10379 6.2 Plan and manage customer service contacts Staff Productivity 104123 Inbound contacts per agent FTE
10379 6.2 Plan and manage customer service contacts Supplemental 101858 Percentage of inbound contacts through "other"
Information channels outsourced to a third-party provider
10379 6.2 Plan and manage customer service contacts Supplemental 102091 Number of inbound calls received through a live
Information agent as a percentage of total inbound calls
10379 6.2 Plan and manage customer service contacts Supplemental 102092 Number of inbound calls received through IVR
Information speech as a percentage of total inbound calls
10379 6.2 Plan and manage customer service contacts Supplemental 102093 Number of inbound calls received through IVR
Information DTMF as a percentage of total inbound calls
10379 6.2 Plan and manage customer service contacts Supplemental 102094 Inbound calls related to billing as a percentage of
Information total inbound calls
10379 6.2 Plan and manage customer service contacts Supplemental 102095 Inbound calls related to complaints as a
Information percentage of total inbound calls
10379 6.2 Plan and manage customer service contacts Supplemental 102096 Inbound calls related to new orders as a
10379 6.2 Plan and manage customer service contacts Supplemental 102097 Inbound calls related to order modification or
Information inquiry as a percentage of total inbound calls

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Supplemental 102098 Number of inbound calls for requirements other
Information than new orders, order modifications or inquiry,
billing, complaints, or technical support as a
10379 6.2 Plan and manage customer service contacts Supplemental 102099 Inbound contacts related to technical support as a
Information percentage of total inbound contacts
10379 6.2 Plan and manage customer service contacts Supplemental 101853 Percentage of inbound fax contacts outsourced to
Information a third-party provider
10379 6.2 Plan and manage customer service contacts Supplemental 101854 Percentage of inbound IVR DTMF contacts
Information outsourced to a third-party provider
10379 6.2 Plan and manage customer service contacts Supplemental 101855 Percentage of inbound IVR speech contacts
Information outsourced to a third-party provider
10379 6.2 Plan and manage customer service contacts Supplemental 101856 Percentage of inbound live agent call contacts
Information outsourced to third-party provider
10379 6.2 Plan and manage customer service contacts Supplemental 102102 Number of inbound calls for the customer service
Information function as a percentage of total inbound calls
10379 6.2 Plan and manage customer service contacts Supplemental 104542 South Asia contact center employees as a
Information percentage of total contact center employees
10379 6.2 Plan and manage customer service contacts Supplemental 104543 Southeast Asia contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 104544 Southern Europe contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 104545 US and Canadian contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 104546 Western Europe contact center employees as a

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Supplemental 104532 Inbound contacts related to billing as a
10379 6.2 Plan and manage customer service contacts Supplemental 104533 Inbound contacts related to complaints as a
10379 6.2 Plan and manage customer service contacts Supplemental 104534 Inbound contacts related to new orders as a
10379 6.2 Plan and manage customer service contacts Supplemental 104535 Inbound contacts related to order modification or
Information inquiry as a percentage of total inbound contacts
10379 6.2 Plan and manage customer service contacts Supplemental 104536 Middle East contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 104537 Nordic countries contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 104520 Africa contact center employees as a percentage
Information of total contact center employees
10379 6.2 Plan and manage customer service contacts Supplemental 104521 Australia and New Zealand contact center
Information employees as a percentage of total contact center
employees
10379 6.2 Plan and manage customer service contacts Supplemental 104522 Central Europe contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 104523 Central/South America contact center employees
Information as a percentage of total contact center employees
10379 6.2 Plan and manage customer service contacts Supplemental 104524 China, Russia, and Central Asia contact center
Information employees as a percentage of total contact center
employees
10379 6.2 Plan and manage customer service contacts Supplemental 104525 East Asia contact center employees as a

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Supplemental 104526 Eastern Europe contact center employees as a
10379 6.2 Plan and manage customer service contacts Supplemental 102105 Inbound contacts received via phone as a
10379 6.2 Plan and manage customer service contacts Supplemental 102106 Inbound contacts received via email as a
10379 6.2 Plan and manage customer service contacts Supplemental 102107 Inbound contacts received via fax as a percentage
Information of total inbound contacts
10379 6.2 Plan and manage customer service contacts Supplemental 102108 Inbound contacts received via web chat or instant
Information messaging as a percentage of total inbound
contacts
10379 6.2 Plan and manage customer service contacts Supplemental 102109 Number of inbound contacts through channels
Information other than phone, email, web self-service, web
chat or instant messaging, dedicated mobile apps,
SMS, social media, or postal mail as a percentage
of total inbound contacts
10379 6.2 Plan and manage customer service contacts Supplemental 102110 Inbound contacts received via postal mail as a
10379 6.2 Plan and manage customer service contacts Supplemental 102111 Inbound contacts received via web self-service as
Information a percentage of total inbound contacts
10379 6.2 Plan and manage customer service contacts Supplemental 105420 Business to business inbound calls as a
10379 6.2 Plan and manage customer service contacts Supplemental 105421 Business to consumer inbound calls as a
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 100735 Forecast accuracy for long-term planning
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100736 Forecast accuracy for short-term planning

Process
Element Hierarchy
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
inquiries coming from SMS
inquiries coming from social media
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
inquiries coming from e-mail
inquiries coming from fax
inquiries coming from postal mail
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 104507 First contact resolution rate for postal mail
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104508 First contact resolution rate for SMS
inquiries

Process
Element Hierarchy
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104509 First contact resolution rate for social media
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 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 104539 Percentage of inbound dedicated mobile app
inquiries Information contacts outsourced to a third-party provider

Process
Element Hierarchy
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 104541 Percentage of inbound social media contacts
inquiries Information outsourced to a third-party provider
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
inquiries Information customers via website channel
inquiries Information customers via social media channel
inquiries Information customers via traditional face-to-face channel
inquiries Information customers via contact center channel
inquiries Information customers via business-to-business channel
10389 6.2.3 Manage customer complaints Process Efficiency 106148 Annual percentage change in number of retail
customer complaints

Process
Element Hierarchy
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105781 Average customer satisfaction with billing and
complaint handling and resolution payment for telecommunications
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105782 Average customer satisfaction with the selection
complaint handling and resolution and purchasing process for telecommunications
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105776 Telecommunications organization's
complaint handling and resolution brand/relational Net Promoter Score
10402 6.5.2 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
complaint handling and resolution customers in the using stage of the customer
lifecycle
complaint handling and resolution customers in the renewal stage of the customer
lifecycle
10403 6.5.3 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 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 106345 Outsourced cost to perform the process group
"recruit, source, and select" per $1,000 revenue
source, and select employees" per senior
management/executive new hire
source, and select employees" per middle
management/specialist new hire

Process
Element Hierarchy
source, and select employees" per operational
workers/office staff new hire
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
"recruit, source, and select employees" per new
hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104093 Systems cost to perform the process group
$1,000 revenue
source, and select employees" per business entity
employee
source, and select employees" per new hire
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"

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Cycle Time 100304 Response time in hours for non-routine "recruit,
source, and select employees" inquiries
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 Cycle Time 100565 Cycle time in days from approval of job
requisition to acceptance of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 100569 Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition
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 106236 Number of interviews conducted for each senior
management/executive filled vacancy per FTE
10410 7.2 Recruit, source, and select employees Process Efficiency 106237 Number of interviews conducted for each middle
management/specialist filled vacancy per FTE
10410 7.2 Recruit, source, and select employees Process Efficiency 106238 Number of interviews conducted for each
operational worker/office staff filled vacancy per
FTE that performs the process group "recruit,
source, and select employees"
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

Process
Element Hierarchy
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 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 104770 Percentage of new hire retention after 12 months
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,
10410 7.2 Recruit, source, and select employees Staff Productivity 101348 Number of new hires 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
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
makers per middle management/specialist new
hire

Process
Element Hierarchy
makers per operational worker/office staff new
hire
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 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
10410 7.2 Recruit, source, and select employees Supplemental 101346 Senior management/executives new hires as a
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 101401 Number of monthly routine "recruit, source, and
Information select employees" inquiries per business entity
employee
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 101801 Percentage of "recruit, source, and select
Information employees" inquiries received that are non-
routine

Process
Element Hierarchy
Information employees" inquiries received that are routine
Information employees" inquiries received via digital
communication channels
Information employees" inquiries received via e-mail
Information employees" inquiries received via channels other
than e-mail, phone, and face-to-face
Information employees" inquiries received via face-to-face
Information employees" inquiries received via non-digital
communication channels
Information employees" inquiries received via phone
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

Process
Element Hierarchy
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 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 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 100062 Personnel cost to perform the process group
Information "recruit, source, and select employees" as a
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 100046 Overhead cost to perform the process group
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

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Supplemental 100083 Systems cost to perform the process group
group
10410 7.2 Recruit, source, and select employees Supplemental 106343 Number of job applications per approved job
Information requisition
10410 7.2 Recruit, source, and select employees Supplemental 106240 Number of FTEs that perform the process group
percentage of business entity FTEs
10412 7.5 Reward and retain employees Additional 107329 Top performer employee retention
Operational
Metrics
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
and retain employees" as a percentage of selling,
general, and administrative (SGA) costs
10412 7.5 Reward and retain employees Cost Effectiveness 106187 Total personnel cost per business entity FTE
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"

Process
Element Hierarchy
and retain employees" per $1,000 revenue
10412 7.5 Reward and retain employees Cost Effectiveness 100311 Average salary including base, overtime, and
variable pay for middle management or
specialists
variable pay for operational workers or office
staff
variable pay for senior management or executives
and retain employees" per business entity
employee
"reward and retain employees" per business
entity employee
"reward and retain employees" per $1,000
revenue

Process
Element Hierarchy
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 106205 Number of monthly routine "reward and retain
employees" inquiries per process group FTE
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"

Process
Element Hierarchy
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 Supplemental 101815 Percentage of "reward and retain employees"
Information inquiries received via face-to-face
Information inquiries received that are non-routine
Information inquiries received that are routine
Information inquiries received via channels other than e-mail,
phone, and face-to-face
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 101367 Number of monthly non-routine "reward and
Information retain employees" inquiries per business entity
employee

Process
Element Hierarchy
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 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 106204 Number of total monthly "reward and retain
employee
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
10412 7.5 Reward and retain employees Supplemental 100033 Other cost to perform the process group "reward
Information and retain employees" as a percentage of total
cost to perform the process

Process
Element Hierarchy
10412 7.5 Reward and retain employees Supplemental 100052 Overhead cost to perform the process group
Information inquiries received via phone
Information inquiries received via e-mail
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
10412 7.5 Reward and retain employees Supplemental 100121 Base pay per senior management or executive
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
10412 7.5 Reward and retain employees Supplemental 104603 Overhead and other costs of the process group

Process
Element Hierarchy
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)
10412 7.5 Reward and retain employees Supplemental 104630 Operational workers or office staff overtime pay
Information as a percentage of total pay (including cost of
benefits)
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
middle management/specialists
operational workers/office staff
10413 7.6 Redeploy and retire employees Cost Effectiveness 104061 Personnel cost to perform the process group
"redeploy and retire employees" per $1,000
revenue
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

Process
Element Hierarchy
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 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 106044 Total cost to perform mobility management
processes per process FTE
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 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

Process
Element Hierarchy
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 Staff Productivity 101276 Number of internal hires per "redeploy and retire
employees" FTE
10413 7.6 Redeploy and retire employees Staff Productivity 100491 Number of 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 101366 Number of monthly non-routine "redeploy and
Information retire employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 101402 Number of monthly routine "redeploy and retire
employee

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Supplemental 102072 Percentage of "redeploy and retire employees"
Information process inquiries received via channels other than
e-mail, phone, and face-to-face
Information process inquiries received via e-mail
Information process inquiries received via phone
channels
channels

Process
Element Hierarchy
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
group
10413 7.6 Redeploy and retire employees Supplemental 100072 Personnel 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 100058 Overhead cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100041 Other cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100095 Systems cost to perform the process group

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Supplemental 106462 Overhead and other costs of the process group
of total process group cost
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 Process Efficiency 106054 Number of FTEs that perform the process
"monitor and update plans" per $1 billion revenue
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

Process
Element Hierarchy
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 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 Process Efficiency 104563 Number of approved job requisitions per FTE
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 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 102606 Percentage of senior management/executive new
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102290 Percentage of middle management/specialist new
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

Process
Element Hierarchy
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
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
"develop and counsel employees"
10469 7.3.1 Manage employee orientation and deployment Supplemental 106174 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee orientation and
deployment"
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
review process from start to finish for
Operational workers/office staff
review process from start to finish for senior
management/executives

Process
Element Hierarchy
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
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 Supplemental 104577 Cost to perform the process "manage employee
Information performance" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
10470 7.3.2 Manage employee performance Supplemental 106175 Percentage of total cost to perform the process
process "manage employee performance"
10472 7.3.3 Manage employee development Cost Effectiveness 104569 Total cost to perform the process "manage
employee development" per $1,000 revenue
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

Process
Element Hierarchy
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
employees"
10472 7.3.3 Manage employee development Supplemental 106176 Percentage of total cost to perform the process
process "manage employee development"
10473 7.3.4 Develop and train employees Cost Effectiveness 106211 Personnel cost to perform the process "develop
and train employees" per process FTE
10473 7.3.4 Develop and train employees Cost Effectiveness 106209 Total cost to perform the process "develop and
train employees" per process FTE
train employees" per business entity employee
and train employees" per $1,000 revenue
and train employees" per business entity
employee
train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104044 Internal cost to perform learning administration
10473 7.3.4 Develop and train employees Cost Effectiveness 104045 Internal cost to perform learning administration

Process
Element Hierarchy
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 104595 Average time in days to close an identified skill
or capability gap through training for an
employee
or capability gap through training for an
operational workers/office staff employee
or capability gap through training for a middle
management/specialists employee
or capability gap through training for a senior
management/executives employee
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 102315 Percentage of operational staff/office staff who
attended management development programs
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 Process Efficiency 102304 Percentage of middle management/specialists
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

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Process Efficiency 101040 Number of FTEs that perform learning
administration activities per $1 billion revenue
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 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 Supplemental 104580 Cost to perform the process "develop and train
Information employees" as a percentage of the total cost to
employees"
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
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
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

Process
Element Hierarchy
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 102245 Percentage of learning days delivered using
Information classroom instruction provided by your
organization
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 102252 Percentage of learning days delivered using other
Information methods
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 106191 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
developing learning content
10473 7.3.4 Develop and train employees Supplemental 106192 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
deploying/delivering learning content

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Supplemental 106177 Percentage of total cost to perform the process
process "develop and train employees"
10483 7.4.1 Manage labor relations Cost Effectiveness 106061 Total cost to perform the activity "manage labor
relations" per $1,000 revenue
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 102253 Percentage of learning days delivered using
management training programs Information streaming video
management training programs Information virtual, classroom-based training delivered online

Process
Element Hierarchy
management training programs Information computer-based training (self-instruction)
installed from CD-ROM
management training programs Information computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
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)
management training programs Information computer based training
management training programs Information correspondence courses and virtual, instructor-led
classroom-based training delivered online
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102780 Percentage of training programs developed
management training programs Information externally
management training programs Information internally
management training programs Information through other channels
management training programs Information through partnerships with external specialists
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 102292 Percentage of middle management/specialist
motivation programs salary that is performance-related pay

Process
Element Hierarchy
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102608 Percentage of senior management/executive
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102321 Percentage of operational workers/office staff
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
10497 7.5.4 Administer payroll Cost Effectiveness 104047 Internal cost to perform payroll administration
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 104036 Total expatriation cost as a percentage of total

Process
Element Hierarchy
10513 7.6.2 Manage separation Cost Effectiveness 104147 Total relocation expenses as a percentage of total
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 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 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 Process Efficiency 100021 Agent voluntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 100019 Agent involuntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 103116 Employee turnover rate
10513 7.6.2 Manage separation Process Efficiency 101293 Involuntary terminations as a percentage of total
business entity employees
10513 7.6.2 Manage separation Process Efficiency 101431 Voluntary terminations as a percentage of total
10513 7.6.2 Manage separation Process Efficiency 101961 Percentage of business entity employees that
were redeployed for reasons other than filling a
vacancy

Process
Element Hierarchy
10513 7.6.2 Manage separation Supplemental 104125 Employees relocated within a country as a
Information percentage of total business entity employees
10513 7.6.2 Manage separation Supplemental 104718 Percentage of total vacancies filled by internal
Information candidates
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 102798 Percentage of vacancies filled by internal
Information candidates for middle management/specialists
Information candidates for operational workers/office staff
Information candidates for senior management/executives
10513 7.6.2 Manage separation Supplemental 102166 Percentage of total involuntary terminations that
Information are middle management/specialists
Information are operational workers/office staff

Process
Element Hierarchy
Information are senior management/executives
Information are senior management/executives
Information are middle management/specialists
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
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

Process
Element Hierarchy
10522 7.7.1 Manage reporting processes Process Efficiency 106417 Number of FTEs that perform the process
"manage reporting processes" 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 101400 Number of monthly routine "manage employee
Information information" inquiries per business entity
employee
10523 7.7.2 Manage employee inquiry process Supplemental 101364 Number of monthly non-routine "manage
Information employee information" inquiries per business
entity employee

Process
Element Hierarchy
10523 7.7.2 Manage employee inquiry process Supplemental 101787 Percentage of "manage employee information"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
channels
Information inquiries received via e-mail
channels

Process
Element Hierarchy
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
10527 7.7.6 Develop and manage time and attendance Process Efficiency 106422 Number of FTEs that perform the process
systems "develop and manage time and attendance" per
$1 billion revenue
10531 7.4.4 Manage employee grievances Cycle Time 100584 Cycle time in days required to resolve an
employee grievance

Process
Element Hierarchy
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 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 Cost Effectiveness 105136 Overhead and other costs to perform the process
group "perform planning and management
accounting" per $100,000 revenue

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Cost Effectiveness 105138 Overhead and other costs to perform the process
"perform cost accounting and control" and
"perform cost management" per $100,000
revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105142 Personnel 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 105143 Personnel cost to perform the process group
per process group FTE

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Cost Effectiveness 105144 Systems cost to perform the process group
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 105146 Total cost to perform the process group "perform
planning and management accounting" per
process group FTE

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Cost Effectiveness 105148 Total internal cost to perform the process
"perform cost management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 105150 Total internal cost to perform the process group
per process group FTE

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Cost Effectiveness 105135 Outsourced cost to perform the process group
per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 101606 Outsourced cost to perform the processes
"perform cost management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103065 Personnel cost to perform the processes "perform
management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 103067 Personnel cost to perform the processes "perform
10728 9.1 Perform planning and management accounting Cost Effectiveness 103802 Total cost to perform the processes "perform cost
10728 9.1 Perform planning and management accounting Process Efficiency 106522 Number of contracts managed per contracts
management FTE

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Process Efficiency 101089 Number of FTEs that perform the processes
"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
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"
10728 9.1 Perform planning and management accounting Supplemental 106517 Percentage of contracts management FTEs that
Information perform the process "negotiate supplier/service
provider/subcontractor contracts"
10728 9.1 Perform planning and management accounting Supplemental 106518 Percentage of contracts management FTEs that
Information perform the process "capture project employee
timesheets"
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

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 105963 Personnel cost to perform the order to invoice
10729 9.2 Perform revenue accounting Cost Effectiveness 105966 Personnel cost to perform the processes "process
10729 9.2 Perform revenue accounting Cost Effectiveness 105967 Personnel cost to perform the processes "process
adjustments/deductions" per process FTE

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 105968 Systems cost to perform the order to invoice
10729 9.2 Perform revenue accounting Cost Effectiveness 105973 Systems cost to perform the processes "process
10729 9.2 Perform revenue accounting Cost Effectiveness 105974 Total cost to perform the order to invoice
processes per invoice line item processed
processes per invoice processed

Process
Element Hierarchy
processes per sales order line item
processes per sales order placed
10729 9.2 Perform revenue accounting Cost Effectiveness 105979 Total cost to perform the processes "process
adjustments/deductions" per
adjustment/deduction
adjustments/deductions" per customer receipt

Process
Element Hierarchy
adjustments/deductions" per process FTE
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

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 106083 Overhead and other costs to perform the process
group "perform revenue accounting" per
$100,000 revenue

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 106084 Other 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

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 105930 Other cost to perform the order to invoice
10729 9.2 Perform revenue accounting Cost Effectiveness 105941 Other cost to perform the processes "process
10729 9.2 Perform revenue accounting Cost Effectiveness 105942 Outsourced cost to perform the order to invoice

Process
Element Hierarchy
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
10729 9.2 Perform revenue accounting Cost Effectiveness 105946 Overhead and other costs to perform the order to
invoice processes per $100,000 revenue

Process
Element Hierarchy
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 Cost Effectiveness 105950 Overhead cost to perform the order to invoice

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 106006 Personnel cost to perform the process group
"perform revenue accounting" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106271 Personnel cost to perform the process group
"perform revenue accounting" per process group
FTE

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 106272 Total cost to perform the process group "perform
revenue accounting" per process group FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105082 Total cost to perform the process group "perform
revenue accounting" per $1,000 revenue

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Process Efficiency 107242 Days sales outstanding in intercompany accounts
receivable (AR)
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 106080 Number of FTEs that perform the process group
"perform revenue accounting" per $1 billion
revenue
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

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Staff Productivity 105986 Value of customer adjustments/deductions per
FTE that performs the processes "process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105924 Number of adjustments/deductions per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
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

Process
Element Hierarchy
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 105929 Number of sales orders per FTE that performs the
order to invoice processes
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
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
10729 9.2 Perform revenue accounting Supplemental 106273 Percentage of total finance function FTEs
Information allocated to the process group "perform revenue
accounting"
10730 9.3 Perform general accounting and reporting Cost Effectiveness 107240 Average monthly intercompany payables accrual
as a percentage of monthly revenue

Process
Element Hierarchy
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
general accounting and reporting" per $1,000
revenue
general accounting and reporting" per process
group FTE

Process
Element Hierarchy
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 104841 Personnel cost to perform the process group
"perform general accounting and reporting" per
process FTE
10730 9.3 Perform general accounting and reporting Cost Effectiveness 104842 Personnel cost to perform the process group
$1,000 revenue

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103552 Total cost to perform the process group "Perform
fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103554 Total cost to perform the process group "Perform
fixed assets) per process group FTE
fixed assets) per $1,000 revenue
fixed assets) as a percentage of revenue
10730 9.3 Perform general accounting and reporting Cycle Time 100613 Cycle time in days to perform annual close at the
site level

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Process Efficiency 107241 Percentage of entities' intercompany balances
reconciling to zero after the first round of
consolidations and eliminations
10730 9.3 Perform general accounting and reporting Process Efficiency 100981 Number of FTEs that perform the process group
"perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Process Efficiency 104843 Number of FTEs that perform the process group
$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 107281 Total cost to perform the process group "manage
fixed asset project accounting" per $1 billion
revenue

Process
Element Hierarchy
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
fixed-asset project accounting" per process group
FTE
fixed-asset project accounting" per $1,000
revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106276 Personnel cost to perform the process group
$1,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106277 Outsourced cost to perform the process group
$1,000 revenue

Process
Element Hierarchy
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106278 Systems cost to perform the process group
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106279 Overhead cost to perform the process group
$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 Process Efficiency 101161 Number of FTEs that perform the process group
"manage fixed-asset project accounting" per $1
billion 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"

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 106161 Personnel cost to perform the process group
"process payroll" per employee paid

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 106162 Overhead and other costs to perform the process
group "process payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 106163 Outsourced cost to perform the process group

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 106164 Systems cost to perform the process group
"process payroll" per $100,000 revenue

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 106165 Overhead and other costs to perform the process
group "process payroll" per $100,000 revenue
10732 9.5 Process payroll Cost Effectiveness 105617 Outsourced cost to perform the process group

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 105618 Systems cost to perform the process group
10732 9.5 Process payroll Cost Effectiveness 102720 Total cost the process group "process payroll" as
a percentage of cost of continuing operations

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 100464 Total cost to perform the process group "process
payroll" as a percentage of revenue
payroll" per $1,000 revenue
payroll" per disbursement

Process
Element Hierarchy
payroll" per employee paid
payroll" per manual check/payment
payroll" per process group FTE
payroll" per payroll inquiry

Process
Element Hierarchy
"process payroll" per process group FTE
10732 9.5 Process payroll Cycle Time 100152 Cycle time in business days to process the payroll
10732 9.5 Process payroll Process Efficiency 101184 Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid

Process
Element Hierarchy
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 105268 First contact resolution rate for payroll inquiries
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 Staff Productivity 101372 Number of payroll inquiries 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
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
10732 9.5 Process payroll Supplemental 105262 Percentage of paid employees that are paid
Information weekly

Process
Element Hierarchy
10732 9.5 Process payroll Supplemental 105263 Percentage of paid employees that are paid bi-
Information weekly
10732 9.5 Process payroll Supplemental 105264 Percentage of paid employees that are paid semi-
Information monthly
10732 9.5 Process payroll Supplemental 105265 Percentage of paid employees that are paid
Information monthly
10732 9.5 Process payroll Supplemental 105266 Percentage of paid employees that are paid other
Information than monthly, semi-monthly, bi-weekly, or
weekly
10732 9.5 Process payroll Supplemental 105267 Percentage of payroll disbursements that include
Information garnished wages
10732 9.5 Process payroll Supplemental 103379 Systems cost to perform the process group
Information "process payroll" as a percentage of the total
process group cost

Process
Element Hierarchy
10732 9.5 Process payroll Supplemental 103053 Personnel cost to perform the process group
Information "process payroll" as a percentage of the total
process group cost
10733 9.6 Process accounts payable and expense Cost Effectiveness 105892 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
as a percentage of selling, general, and
administrative (SGA) costs
10733 9.6 Process accounts payable and expense Cost Effectiveness 106403 Total cost to perform the process groups "manage
reimbursements employee communications" and "deliver
employee communications" per $1,000 revenue

Process
Element Hierarchy
per $1,000 revenue
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 104828 Personnel cost to perform the process group
10733 9.6 Process accounts payable and expense Cost Effectiveness 104829 Personnel cost to perform the process group
reimbursements" per process group FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 104830 Systems cost to perform the process group

Process
Element Hierarchy
per process FTE
10733 9.6 Process accounts payable and expense Process Efficiency 101095 Number of FTEs that perform the process group
reimbursements" per $1 billion revenue
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"
10733 9.6 Process accounts payable and expense Supplemental 104823 Outsourced cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of total process
group cost

Process
Element Hierarchy
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 104827 Personnel cost to perform the process group
10733 9.6 Process accounts payable and expense Supplemental 104831 Systems cost to perform the process group
10734 9.7 Manage treasury operations Cost Effectiveness 104806 Total cost to perform the process group "manage
treasury operations" per $1 billion revenue

Process
Element Hierarchy
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 Process Efficiency 103152 Return on invested capital
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 Staff Productivity 104617 Number of bank accounts per FTE that performs
the process group "manage treasury operations"
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 Staff Productivity 104820 Number of global legal entities supported by the
treasury management operation per $1 billion
revenue
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

Process
Element Hierarchy
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
10735 9.8 Manage internal controls Cost Effectiveness 106283 Other cost to perform the process group "manage
internal controls" per $100,000 revenue

Process
Element Hierarchy
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
internal controls" per $1 billion revenue

Process
Element Hierarchy
internal controls" per $1,000 revenue
internal controls" per process FTE
10735 9.8 Manage internal controls Cost Effectiveness 103378 Systems cost to perform the process group

Process
Element Hierarchy
10735 9.8 Manage internal controls Cost Effectiveness 103051 Personnel cost to perform the process group
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"
10735 9.8 Manage internal controls Supplemental 105545 Percentage of internal controls staff that is
Information centralized at the finance shared services center
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 Cost Effectiveness 104807 Total cost to perform the process group "manage
taxes" per $1 billion 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"

Process
Element Hierarchy
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 103330 Systems cost 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 102990 Personnel cost to perform the process "perform
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
planning/budgeting/forecasting" per process FTE

Process
Element Hierarchy
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574 Outsourced cost to perform the process "perform
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
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100635 forecast
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 100892 Number of budget versions produced before final
approval
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101760 Percentage error for the inventory cost forecast
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
management"

Process
Element Hierarchy
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 101555 Outsourced 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
revenue
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 103282 Systems cost to perform the process "evaluate
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 104151 Total revenue per active customer

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105137 Overhead and other costs to perform the process
"evaluate and manage financial performance" per
$100,000 revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147 Total internal cost to perform the process
process FTE
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616 Cycle time in days to perform financial
evaluation of new customers
evaluation of new markets
evaluation of new products
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106160 Gross margin return on investment (GMROI)
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 in-store 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
$1 billion revenue

Process
Element Hierarchy
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 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 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 102831 Revenue growth from three reporting periods
Information prior
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 101763 Percentage growth in EBITDA from three
Information reporting periods prior
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

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Supplemental 100684 EBITDA margin (current reporting period)
Information
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 105960 Overhead cost to perform the process "process
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 105488 Overhead and other costs to perform the process
"process customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105480 Total cost to perform the process "process
customer credit" per active customer
customer credit" per customer account

Process
Element Hierarchy
10742 9.2.1 Process customer credit Cost Effectiveness 103343 Systems cost to perform the process "process
customer credit" as a percentage of revenue
customer credit" per process FTE
customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103010 Personnel cost to perform the process "process
10742 9.2.1 Process customer credit Cost Effectiveness 101582 Outsourced cost to perform the process "process

Process
Element Hierarchy
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 105478 Number of customer accounts 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 Supplemental 102034 Percentage of total finance function FTEs
Information allocated to the process "process customer credit"
10742 9.2.1 Process customer credit Supplemental 105472 Percentage of FTEs who perform the process
Information "process customer credit" who perform
management activities
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

Process
Element Hierarchy
10742 9.2.1 Process customer credit Supplemental 105965 Personnel cost to perform the process "process
cost
10742 9.2.1 Process customer credit Supplemental 105959 Overhead cost to perform the process "process
cost
10742 9.2.1 Process customer credit Supplemental 105939 Other cost to perform the process "process
cost
10742 9.2.1 Process customer credit Supplemental 105972 Systems cost to perform the process "process
cost
10742 9.2.1 Process customer credit Supplemental 106075 Total cost to perform the process "process
Information customer credit" as a percentage of total order-to-
cash process cost
10743 9.2.2 Invoice customer Cost Effectiveness 101561 Outsourced cost to perform the process "invoice
customer" per $1,000 revenue

Process
Element Hierarchy
10743 9.2.2 Invoice customer Cost Effectiveness 102933 Personnel cost to perform the process "invoice
10743 9.2.2 Invoice customer Cost Effectiveness 103694 Total cost to perform the process "invoice
customer" as a percentage of revenue
customer" per process FTE
customer" per $1 billion revenue
customer" per invoice line item processed
customer" per invoice processed
10743 9.2.2 Invoice customer Cost Effectiveness 103289 Systems cost to perform the process "invoice

Process
Element Hierarchy
customer" per active customer
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 105487 Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105952 Overhead cost to perform the process "invoice
10743 9.2.2 Invoice customer Cost Effectiveness 105932 Other cost to perform the process "invoice
10743 9.2.2 Invoice customer Cycle Time 100164 Cycle time in days to generate complete and
correct billing data

Process
Element Hierarchy
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 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 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 Staff Productivity 105479 Number of customer accounts per FTE that
10743 9.2.2 Invoice customer Staff Productivity 105495 Number of updates to the customer master file
per FTE that performs the process "invoice
customer"
10743 9.2.2 Invoice customer Staff Productivity 105477 Number of active customers per FTE that
10743 9.2.2 Invoice customer Supplemental 102010 Percentage of total finance function FTEs
Information allocated to the process "invoice customer"

Process
Element Hierarchy
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 106076 Total cost to perform the process "invoice
Information customers" as a percentage of total order-to-cash
process cost
10743 9.2.2 Invoice customer Supplemental 105964 Personnel cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105969 Systems cost to perform the process "invoice
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 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 105951 Overhead cost to perform the process "invoice

Process
Element Hierarchy
10743 9.2.2 Invoice customer Supplemental 105943 Outsourced cost to perform the process "invoice
10743 9.2.2 Invoice customer Supplemental 105931 Other cost to perform the process "invoice
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
10743 9.2.2 Invoice customer Supplemental 100387 Average value per line item billed
Information
10743 9.2.2 Invoice customer Supplemental 100230 Average number of line items per invoice
Information
10743 9.2.2 Invoice customer Supplemental 102157 Percentage of invoice line items that are
Information denominated in a foreign currency
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105938 Other 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 105958 Overhead cost to perform the process "process

Process
Element Hierarchy
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 103341 Systems cost to perform the process "process
accounts receivable (AR)" as a percentage of
revenue
accounts receivable (AR)" per process FTE
accounts receivable (AR)" per $1 billion revenue
accounts receivable (AR)" per customer receipt

Process
Element Hierarchy
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
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 101581 Outsourced cost to perform the process "process
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 106143 Average annual sales order value for a brick-and-
mortar retail store

Process
Element Hierarchy
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 101758 Percentage of total receipts that are processed
error free 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 101950 Percentage of receipts received electronically or
automatically
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 103167 Accounts receivable per $1,000 revenue
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 105557 Number of active customers managed 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
receivable (AR)"

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 100797 Number of invoices processed per FTE that
receivable (AR)"
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 102011 Percentage of total finance function FTEs
Information allocated to the processes "process accounts
receivable (AR)," "manage and process
collections," and "manage and process
10744 9.2.3 Process accounts receivable (AR) Supplemental 102033 Percentage of total finance function FTEs
Information allocated to the process "process accounts
receivable (AR)"
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

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Supplemental 105585 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "apply cash remittances"
the activity "establish accounts receivable
policies"
the activity "post accounts receivable activity to
the general ledger"
the activity "prepare accounts receivable reports"
the activity "receive/deposit customer payments"

Process
Element Hierarchy
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 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 105561 Outsourced cost to perform the process "process
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105937 Other cost to perform the process "process
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105957 Overhead cost to perform the process "process
total process cost

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Supplemental 106077 Total cost to perform the process "process
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 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 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 105936 Other cost to perform the process "manage and
process collections" per $100,000 revenue

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Cost Effectiveness 102940 Personnel cost to perform the process "manage
10745 9.2.4 Manage and process collections Cost Effectiveness 101563 Outsourced cost to perform the process "manage
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
process collections" per $1 billion revenue
process collections" per active customer
process collections" per process FTE

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Cost Effectiveness 103293 Systems cost to perform the process "manage and
process collections" per customer receipt
10745 9.2.4 Manage and process collections Cost Effectiveness 105594 Personnel cost to perform the process "manage
and process collections" per process FTE
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 106504 Percentage of invoices that is adjusted by the
customer prior to payment
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 104166 Total uncollectable balances as a percentage of
revenue
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 100796 Total number of invoices billed to customers
(current and delinquent) per FTE that performs
the process "manage and process collections"

Process
Element Hierarchy
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 102013 Percentage of total finance function FTEs
Information allocated to 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 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 105971 Systems cost to perform the process "manage and
process cost
10745 9.2.4 Manage and process collections Supplemental 105935 Other cost to perform the process "manage and
process cost

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Supplemental 105560 Outsourced cost to perform the process "manage
process cost
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 105593 Personnel cost to perform the process "manage
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
the activity "analyze delinquent account
balances"
the activity "correspond/negotiate with delinquent
accounts"

Process
Element Hierarchy
the activity "discuss account resolution with
internal parties"
the activity "establish policies/procedures for
delinquent accounts"
the activity "process adjustments/write off
uncollectible balances"
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 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 105595 Total cost to perform the process "manage and
process adjustments/deductions" per active
customer

Process
Element Hierarchy
process adjustments/deductions" per
adjustment/deduction
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 103291 Systems cost to perform the process "manage and
revenue
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562 Outsourced cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue

Process
Element Hierarchy
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 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 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 Staff Productivity 100880 Number of adjustments/deductions per FTE that
performs the process "manage and process
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
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105923 Maximum value of customer
Information adjustment/deduction that can be made without
approval

Process
Element Hierarchy
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105591 Personnel cost to perform the process "manage
Information and process adjustments/deductions" as a
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105559 Outsourced cost to perform the process "manage
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 105570 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform management activities
that perform the activity "analyze adjustments"

Process
Element Hierarchy
that perform the activity "correspond/negotiate
with customer"
that perform the activity "discuss resolution with
internal parties"
that perform the activity "establish
policies/procedures for adjustments"
that perform the activity "prepare chargeback
invoices"
that perform the activity "process related entries"

Process
Element Hierarchy
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105953 Overhead cost to perform the process "manage
10746 9.2.5 Manage and process adjustments/deductions Supplemental 106079 Total cost to perform the process "manage and
Information the process adjustments/deductions" as a
percentage of total order-to-cash process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105982 Value per adjustment/deduction processed
Information
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
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
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

Process
Element Hierarchy
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 103055 Personnel cost to perform the process "manage
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103380 Systems cost to perform the process "manage
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103973 Total cost to perform the process "manage
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 104844 Total cost to perform the process "Manage
policies and procedures" per process FTE
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 102015 Percentage of total finance function FTEs
Information allocated to the process "manage policies and
procedures"

Process
Element Hierarchy
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 104846 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Manage
policies and procedures"
10748 9.3.2 Perform general accounting Cost Effectiveness 103976 Total cost to perform the process "perform
general accounting" per $1,000 revenue
general accounting" per journal entry line item
general accounting" per process FTE
10748 9.3.2 Perform general accounting Cost Effectiveness 103381 Systems cost to perform the process "perform
10748 9.3.2 Perform general accounting Cost Effectiveness 103056 Personnel cost to perform the process "perform

Process
Element Hierarchy
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
10748 9.3.2 Perform general accounting Cost Effectiveness 106297 Overhead cost to perform the process "perform
10748 9.3.2 Perform general accounting Cost Effectiveness 106298 Other cost to perform the process "perform
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 100848 Manual journal entry line item percentage
10748 9.3.2 Perform general accounting Process Efficiency 101765 Percentage of journal entry line items processed
10748 9.3.2 Perform general accounting Process Efficiency 101753 Percentage change in business entity's gross
margin over the past three years

Process
Element Hierarchy
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 Staff Productivity 100875 Number of accounts per FTE that performs 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 102025 Percentage of total finance function FTEs
Information allocated to the process "perform general
accounting"
10748 9.3.2 Perform general accounting Supplemental 104847 Percentage of FTEs who perform the process
reporting" allocated to the process "Perform
general accounting"
10748 9.3.2 Perform general accounting Supplemental 101827 Percentage of accounts that are standard with the
Information business units reporting to your site
10748 9.3.2 Perform general accounting Supplemental 106299 Percentage of FTEs that perform the process
Information "perform general accounting" that perform
10748 9.3.2 Perform general accounting Supplemental 105992 Percentage of journal entry line items directly
Information linked from an internal/external system

Process
Element Hierarchy
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 107280 Total cost to perform the process "perform fixed-
asset accounting" per process FTE
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 107285 Overhead and other costs to perform the process
"perform fixed-asset accounting" per $1,000
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
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 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

Process
Element Hierarchy
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103546 Total cost to perform the fixed assets cycle as
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 103549 Total cost to perform the fixed assets cycle per
fixed assets cycle FTE
asset accounting" per $1,000 revenue
asset accounting" per fixed asset transaction
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103329 Systems cost to perform the process "perform

Process
Element Hierarchy
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103223 Systems cost to perform the fixed assets cycle 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 Cycle Time 100591 Cycle time in days to capitalize a fixed asset
purchase
10749 9.3.3 Perform fixed-asset accounting Cycle Time 100592 Cycle time in days to close a capital project
10749 9.3.3 Perform fixed-asset accounting Cycle Time 100593 Cycle time in days to complete an approved
capital expenditure plan
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101091 Number of FTEs that perform the process
"perform fixed-asset accounting" per $1 billion
revenue
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101162 Number of FTEs that perform the fixed assets
cycle per $1 billion revenue
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 101869 Percentage of approved capital projects
considered within or on budget for spending

Process
Element Hierarchy
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 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 Staff Productivity 100964 Number of fixed assets managed per FTE that
performs the process "perform fixed-asset
accounting"
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 100965 Number of fixed assets transactions per FTE that
performs the process "perform fixed-asset
accounting"
10749 9.3.3 Perform fixed-asset accounting Supplemental 102040 Percentage of total finance function FTEs
Information allocated to the fixed assets cycle
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"

Process
Element Hierarchy
10749 9.3.3 Perform fixed-asset accounting Supplemental 104849 Percentage of FTEs who perform the process
fixed-asset accounting"
10749 9.3.3 Perform fixed-asset accounting Supplemental 105125 Total value of Assets Under Management per
Information $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Supplemental 100868 Net value of fixed assets as a percentage of gross
Information value of fixed assets
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 107286 Overhead and other costs to perform the process
Information "perform fixed-asset accounting" as a percentage
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 103984 Total cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.4 Perform financial reporting Cost Effectiveness 103383 Systems cost to perform the process "perform

Process
Element Hierarchy
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
10750 9.3.4 Perform financial reporting Cost Effectiveness 101599 Outsourced cost to perform the process "perform
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 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 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
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 102021 Percentage of total finance function FTEs
Information allocated to the process "perform financial
reporting"

Process
Element Hierarchy
10750 9.3.4 Perform financial reporting Supplemental 104852 Percentage of FTEs who perform the process
financial reporting"
10750 9.3.4 Perform financial reporting Supplemental 106309 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform
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 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 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 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 103325 Systems cost to perform the process "perform
capital planning and project approval" per
$100,000 revenue

Process
Element Hierarchy
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 Process Efficiency 101086 Number of FTEs that perform the process
"perform capital planning and project approval"
10751 9.4.1 Perform capital planning and project approval Process Efficiency 100009 Actual capital expenditure as a percentage of
budgeted capital expenditures for the most recent
year
10751 9.4.1 Perform capital planning and project approval Process Efficiency 105133 Number of approved capital projects per FTE that
performs the process "perform capital planning
and project approval"
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

Process
Element Hierarchy
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103817 Total 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 Cost Effectiveness 102993 Personnel cost to perform the process "perform
10752 9.4.2 Perform capital project accounting Cost Effectiveness 101577 Outsourced cost to perform the process "perform
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 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 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"

Process
Element Hierarchy
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 103022 Personnel 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 103887 Total cost to perform the process "report time"
per $1,000 revenue
per employee paid
per time record processed
10753 9.5.1 Report time Cost Effectiveness 103351 Systems cost to perform the process "report time"
per employee paid

Process
Element Hierarchy
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 Cost Effectiveness 105254 Overhead and other costs to perform the process
"report time" per $1,000 revenue
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 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 Process Efficiency 102696 Percentage of time records that are processed first
time error free

Process
Element Hierarchy
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 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"
10753 9.5.1 Report time Supplemental 102389 Percentage of total FTEs that perform the process
Information group "process payroll" that perform 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

Process
Element Hierarchy
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 103304 Systems cost to perform the process "manage
10754 9.5.2 Manage pay Cost Effectiveness 103736 Total cost to perform the process "manage pay"
per $1,000 revenue
per employee paid
per payroll disbursement
10754 9.5.2 Manage pay Cost Effectiveness 102956 Personnel cost to perform the process "manage
10754 9.5.2 Manage pay Cost Effectiveness 102957 Personnel cost to perform the process "manage

Process
Element Hierarchy
10754 9.5.2 Manage pay Cost Effectiveness 101602 Outsourced cost to perform the process "manage
10754 9.5.2 Manage pay Cycle Time 100543 Cycle time in business days to reflect a new
employee in the payroll system
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 102380 Percentage of payroll disbursements that are
manual checks/payments
10754 9.5.2 Manage pay Process Efficiency 102383 Percentage of payroll disbursements that include
retroactive pay adjustments

Process
Element Hierarchy
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 101739 Payment errors as a percentage of total 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 101373 Number of payroll-related inquiries as a
percentage of payroll disbursements
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 Staff Productivity 101370 Number of payroll disbursements processed per
FTE that performs 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"
10754 9.5.2 Manage pay Supplemental 102385 Percentage of total FTEs that perform the process
"manage pay"
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

Process
Element Hierarchy
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 101605 Outsourced cost to perform the process "process
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103883 Total cost to perform the process "process payroll
taxes" per $1,000 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 103019 Personnel cost to perform the process "process
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103020 Personnel cost to perform the process "process
payroll taxes" per employee paid

Process
Element Hierarchy
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103349 Systems cost to perform the process "process
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105269 Outsourced cost to perform the process "process
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

Process
Element Hierarchy
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"
10755 9.5.3 Manage and process payroll taxes Supplemental 102387 Percentage of total FTEs that perform the process
"process payroll taxes"
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)
accounts payable" per gross operated producing
well
accounts payable" per mile of pipe
accounts payable" per thousand barrels
throughput
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105019 Total value of purchases per net barrel of oil
equivalent (BOE)

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105020 Total value (in millions) of purchases per gross
operated producing well
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105021 Total value (in millions) of purchases per mile of
pipe
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 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 103336 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 purchases
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 (AP)" per process FTE
accounts payable (AP)" per $1,000 purchases
accounts payable (AP)" as a percentage of
revenue

Process
Element Hierarchy
accounts payable (AP)" per process FTE
accounts payable (AP)" per $1 billion revenue
accounts payable" per $1,000 purchases
accounts payable (AP)" per
disbursement/payment
accounts payable (AP)" per invoice line item
processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 101580 Outsourced cost to perform the process "process
accounts payable (AP)" per invoice processed
accounts payable (AP)" as percentage of selling,
general, and administrative (SGA) costs

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105911 Overhead cost to perform the process "process
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105912 Outsourced cost to perform the process "process
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105913 Other cost to perform the process "process
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) Cycle Time 100575 Cycle time in days from receipt of invoice until
payment is transmitted
10756 9.6.1 Process accounts payable (AP) Cycle Time 100154 Cycle time in days from receipt of invoice until
approved and scheduled for payment
10756 9.6.1 Process accounts payable (AP) Cycle Time 100632 Cycle time in days to resolve an invoice error
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) Cycle Time 104923 Average cycle time (in calendar days) from the
first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked
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 107243 Days payables outstanding in intercompany
accounts payable (AP)

Process
Element Hierarchy
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 101944 Percentage of disbursements that are first time
error free
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101947 Percentage of discounts available that are taken
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 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 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 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 101283 Number of invoice line items processed per FTE
that performs the process "process accounts
payable (AP)"

Process
Element Hierarchy
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 105039 Number of FTEs who perform the process
"process accounts payable" per million barrel of
oil equivalent (BOE) net production
"process accounts payable" per thousand gross
"process accounts payable" per thousand miles of
pipe
"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
10756 9.6.1 Process accounts payable (AP) Supplemental 102032 Percentage of total finance function FTEs
Information allocated to the process "process accounts
payable"
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 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

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Supplemental 104926 Payments sent to vendors through automated
Information clearing house (ACH) as a percentage of the total
number of payments sent
10756 9.6.1 Process accounts payable (AP) Supplemental 104927 Payments sent to vendors through paper check as
Information 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 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 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 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 105880 Percentage of FTEs that perform the process
Information "process accounts payable" that perform
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

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Supplemental 107207 Number of payables invoices processed per $1
Information million revenue
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 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
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105917 Overhead cost of the process "process expense
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105918 Outsourced cost of the process "process expense
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105919 Other cost of the process "process expense
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 101583 Outsourced cost to perform the process "process
expense reimbursements" per $1,000 revenue

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Cost Effectiveness 102850 Personnel cost to perform the process "process
expense reimbursements" per process FTE
expense reimbursements" as a percentage of
revenue
expense reimbursements" per process FTE
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
expense reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103013 Personnel cost to perform the process "process
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

Process
Element Hierarchy
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
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 102650 Percentage of total T&E expenditures made using
cash advances
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 101262 Number of FTEs that perform the process
"process expense reimbursements" per $1 million
T&E expenditures
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 Staff Productivity 101419 Number of T&E disbursements per "process
expense reimbursements" FTE
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"

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Supplemental 105874 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
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
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
10758 9.7.1 Manage treasury policies and procedures Process Efficiency 106503 Days cash on hand
10759 9.7.2 Manage cash Cost Effectiveness 104814 Total cost of the process group "manage treasury
operations" per bank used in cash collection
network
10759 9.7.2 Manage cash Cost Effectiveness 104815 Total cost of the process group "Manage treasury
operations" per bank used in cash disbursement
network

Process
Element Hierarchy
10759 9.7.2 Manage cash Cycle Time 100171 Cycle time in hours to initiate, approve, and
dispatch a wire transfer
10759 9.7.2 Manage cash Cycle Time 100175 Cycle time in hours to reconcile a single bank
account
10759 9.7.2 Manage cash Cycle Time 105533 Average cycle time in hours to develop a short-
term cash flow forecast
10759 9.7.2 Manage cash Cycle Time 105534 Average cycle time in hours for the organization
to concentrate/physically pool cash and establish
a daily cash position
10759 9.7.2 Manage cash Cycle Time 104809 Cycle time in days to refresh the cash flow
forecast
10759 9.7.2 Manage cash Cycle Time 106546 Average cycle time in minutes for the
organization to concentrate/physically pool cash
and establish a daily cash position
10759 9.7.2 Manage cash Process Efficiency 104818 Number of banks used in cash collection network
10759 9.7.2 Manage cash Process Efficiency 104819 Number of banks used in cash disbursement
network per $1 billion revenue
10759 9.7.2 Manage cash Staff Productivity 104810 Number of banks used in cash collection network
per FTE that performs the process group "manage
10759 9.7.2 Manage cash Staff Productivity 104811 Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"

Process
Element Hierarchy
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 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 103673 Total cost to perform the process "establish
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 102918 Personnel cost to perform the process "establish
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 101554 Outsourced cost to perform the process "establish
$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 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 102312 Percentage of officers/employees on the audit
procedures Information committee

Process
Element Hierarchy
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
10762 9.8.1 Establish internal controls, policies, and Supplemental 102372 Percentage of other non-independent members on
procedures Information the audit committee
procedures Information the compensation committee

Process
Element Hierarchy
procedures Information the governance committee
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 102113 Percentage of independent members on the
procedures Information compensation 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

Process
Element Hierarchy
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568 Outsourced 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 Cost Effectiveness 102969 Personnel cost to perform the process "operate
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103766 Total cost to perform the process "operate
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103315 Systems cost to perform the process "operate
revenue
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 Cycle Time 100140 Cycle time in calendar days (including weekends)
internal controls policies and procedures from identification of change in risk until
changes to risk management policies and
procedures are completed and ready for
deployment/communication/implementation by
the business entity
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

Process
Element Hierarchy
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 101375 Number of primary controls per 1,000 employees
internal controls policies and procedures
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 Process Efficiency 101424 Number of times last year employees used
internal controls policies and procedures existing communication channels to report
suspected improprieties per 1,000 employees
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 102392 Percentage of primary controls that are automated
internal controls policies and procedures
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 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

Process
Element Hierarchy
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 9.8.3 Report on internal controls compliance Cost Effectiveness 103347 Systems cost to perform the process "report on
internal controls compliance" per $100,000
revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103879 Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103016 Personnel cost to perform the process "report on
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 101584 Outsourced cost to perform the process "report on
10764 9.8.3 Report on internal controls compliance Process Efficiency 102391 Previously identified control violations as a
percentage of total control violations
10764 9.8.3 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 9.8.3 Report on internal controls compliance Supplemental 102036 Percentage of total finance function FTEs
Information allocated to the process "report on internal
controls compliance"
10764 9.8.3 Report on internal controls compliance Supplemental 101459 Other as a percentage of risk assessment cost
Information
10764 9.8.3 Report on internal controls compliance Supplemental 101533 Outside consultants as a percentage of risk
Information assessment cost

Process
Element Hierarchy
10764 9.8.3 Report on internal controls compliance Supplemental 100770 Independent internal resources as a percentage of
Information risk assessment cost
10766 9.9.2 Process taxes Supplemental 105544 Ratio of tax strategy to tax filing staff at the
Information finance shared services center
10769 9.10.3 Monitor currency exposure/hedge currency Process Efficiency 107284 Percentage of daily cash balances versus forecast
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
10789 9.2.1.1 Establish credit policies Supplemental 105437 Maximum value of credit that can be extended to
Information new customers without approval
10789 9.2.1.1 Establish credit policies Supplemental 105438 Maximum value of credit that can be extended to
Information existing customers without approval
10790 9.2.1.2 Analyze/Approve new account applications Supplemental 105474 Percentage of FTEs who perform the process
Information "process customer credit" who analyze/approve
new account applications
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

Process
Element Hierarchy
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
10795 9.2.2.2 Generate customer billing data Supplemental 105491 Percentage of FTEs who perform the process
Information "invoice customer" who generate customer
billing data
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

Process
Element Hierarchy
10815 9.3.1.1 Negotiate service-level agreements Supplemental 106292 Percentage of FTEs that perform the process
perform the activity "negotiate service-level
agreements"
10816 9.3.1.2 Establish accounting policies Supplemental 106293 Percentage of FTEs that perform the process
perform the activity "establish accounting
policies"
10817 9.3.1.4 Set and enforce approval limits Supplemental 106295 Percentage of FTEs that perform the process
perform the activity "set and enforce approval
limits"
10818 9.3.1.5 Establish common financial systems Supplemental 106296 Percentage of FTEs that perform the process
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
activity "process journal entries"
10820 9.3.2.2 Process journal entries Supplemental 106324 Percentage of journal entry line items that are
Information intercompany

Process
Element Hierarchy
Information corrective/adjusting
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
activity "process allocations"
10822 9.3.2.4 Process period end adjustments Supplemental 106303 Percentage of FTEs that perform the process
activity "process period end adjustments"
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
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

Process
Element Hierarchy
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106329 Percentage of intercompany transactions
Information processed using a fully automated method
Information processed using a fully manual method
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
activity "reconcile general ledger accounts"
10825 9.3.2.7 Perform consolidations and process eliminations Supplemental 106306 Percentage of FTEs that perform the process
activity "perform consolidations and process
eliminations"
10826 9.3.2.8 Prepare trial balance Supplemental 106307 Percentage of FTEs that perform the process
activity "prepare trial balance"
10827 9.3.2.9 Prepare and post management adjustments Supplemental 106308 Percentage of FTEs that perform the process
activity "prepare and post management
adjustments"
10831 9.3.3.4 Process and record fixed-asset adjustments, Process Efficiency 107283 Percentage of fixed asset transactions handled
enhancements, revaluations, and transfers automatically without human intervention

Process
Element Hierarchy
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
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"
10840 9.3.4.4 Perform consolidated reporting/review of cost Supplemental 106313 Percentage of FTEs that perform the process
management reports Information "perform financial reporting" that perform the
activity "perform consolidated reporting/review
of cost management reports"
10841 9.3.4.5 Prepare statements for board review Supplemental 106314 Percentage of FTEs that perform the process
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"

Process
Element Hierarchy
10843 9.3.4.7 Produce regulatory reports Supplemental 106316 Percentage of FTEs that perform the process
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 105883 Percentage of FTEs that perform the process
activity "audit invoices/key data into AP 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
Information entered into the financial system via Electronic
Data Interchange (EDI)
Information scanned into the financial system
10872 9.6.1.4 Approve payments Supplemental 105898 Percentage of invoice line items approved by
Information two-way matching

Process
Element Hierarchy
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
Information evaluated (automatic) receipt settlement
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
10872 9.6.1.4 Approve payments Supplemental 105884 Percentage of FTEs that perform the process
activity "approve payments"
10873 9.6.1.5 Process financial accruals and reversals Supplemental 105885 Percentage of FTEs that perform the process
activity "process financial accruals and reversals"
10874 9.6.1.6 Process payables taxes Supplemental 105886 Percentage of FTEs that perform the process
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

Process
Element Hierarchy
10875 9.6.1.7 Research/Resolve payable exceptions Supplemental 105887 Percentage of FTEs that perform the process
activity "research/resolve payroll exceptions"
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 Process Efficiency 104604 Percentage of disbursements submitted
electronically
10876 9.6.1.8 Process payments Supplemental 105888 Percentage of FTEs that perform the process
activity "process payments"
10877 9.6.1.9 Respond to AP inquiries Staff Productivity 105907 Total annual number of vendor inquiries received
by the business entity per FTE dedicated to the
process "process accounts payable" that performs
the activity "respond to AP inquiries"
10877 9.6.1.9 Respond to AP inquiries Supplemental 105889 Percentage of FTEs that perform the process
activity "respond to AP inquiries"
10878 9.6.1.10 Retain records Supplemental 105890 Percentage of FTEs that perform the process
activity "retain records"
10879 9.6.1.11 Adjust accounting records Supplemental 105891 Percentage of FTEs that perform the process
activity "adjust accounting records"

Process
Element Hierarchy
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 reimbursements" 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
the activity "capture and report relevant tax data"
10882 9.6.2.3 Approve reimbursements and advances Supplemental 105877 Percentage of FTEs that perform the process
the activity "approve reimbursements and
advances"
10883 9.6.2.4 Process reimbursements and advances Supplemental 105878 Percentage of FTEs that perform the process
the activity "process reimbursements and
advances"
10884 9.6.2.5 Manage personnel accounts Supplemental 105879 Percentage of FTEs that perform the process
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

Process
Element Hierarchy
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
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106542 Total number of compliance and ethics services
FTEs per $1 billion revenue
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106543 Total cost to perform the compliance and ethics
services function as a percentage of selling,
general, and administrative cost (SG&A)
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106544 Total cost to perform the compliance and ethics
services function as a percentage of revenue
11013 12.4 Manage legal and ethical issues Supplemental 106537 Percentage of legal services FTEs that perform
Information the process "manage corporate compliance and
ethics program”
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
program per FTE that directly supports it
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 106107 Personnel (contractor) costs directly associated
management (KM) capability with leading, managing, and supporting the KM
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

Process
Element Hierarchy
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
management (KM) capability from allocations from business units, functions,
or groups leveraging KM services per $1,000
revenue
management (KM) capability from sources other than central/enterprise
funding source or allocations from business units,
functions, or groups leveraging KM services per
$1,000 revenue

Process
Element Hierarchy
program per $1,000 revenue
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 106093 Percentage of total funding for KM program,
management (KM) capability Information initiative, or service from central/enterprise
funding source
management (KM) capability Information initiative, or service from allocations from
business units, functions, or groups leveraging
KM services
management (KM) capability Information initiative, or service from sources other than
central/enterprise funding source or allocations
from business units, functions, or groups
leveraging KM services
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

Process
Element Hierarchy
allocated to personnel (contractor) costs directly
associated with KM
allocated to external/outsourcing costs directly
associated with KM
allocated to systems costs for KM applications,
platforms, and related technology
allocated to KM meetings, events, marketing, and
training
allocated to other KM costs
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
management (KM) capability Information platforms, or technologies from the IT
group/function
management (KM) capability Information platforms, or technologies from one or more
business units/functions whose employees are
end-users of the application/platform

Process
Element Hierarchy
management (KM) capability Information platforms, or technologies from another source or
group
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
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
11096 13.5.2 Assess KM capabilities Process Efficiency 106335 Estimated business value generated by KM
program, initiative, or service per FTE that
directly supports the business entity's knowledge
management program
11096 13.5.2 Assess KM capabilities Staff Productivity 106336 Number of business entity employees per FTE
that directly supports the business entity's
knowledge management program
11168 3.2.1 Define offering and customer value proposition Supplemental 105770 Percentage of digital sales of core
Information telecommunications products which include one
or more attachments

Process
Element Hierarchy
11185 11.3 Manage remediation efforts Additional 107321 Near miss correction rate
Operational
Metrics
11208 9.7.5 Monitor and execute risk and hedging Cost Effectiveness 104817 Total cost of the process group "Manage treasury
transactions operations" per foreign currency involved in
foreign exchange hedging program
11208 9.7.5 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 9.7.5 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 102943 Personnel cost to perform the process group
11216 11.4 Manage business resiliency Cost Effectiveness 101697 Overhead cost to perform the process group
11216 11.4 Manage business resiliency Cost Effectiveness 101622 Outsourced cost to perform the process group
11216 11.4 Manage business resiliency Cost Effectiveness 101494 Other cost to perform the process group "manage
business resiliency and risk", including

Process
Element Hierarchy
11216 11.4 Manage business resiliency Cost Effectiveness 103725 Total cost to perform the process "manage
11216 11.4 Manage business resiliency Cost Effectiveness 106427 Total cost to perform the process group "manage
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)
(between 20 and 40 percent of total annual
revenue)
revenue)
revenue)
(greater than 80 percent of total annual revenue)

Process
Element Hierarchy
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"

Process
Element Hierarchy
11216 11.4 Manage business resiliency Supplemental 102733 Percentage of total IT cost, including
Information depreciation/amortization, allocated to 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)

Process
Element Hierarchy
11779 3.5.3 Develop and manage sales proposals, bids, and Process Efficiency 106521 Number of proposals managed per contracts
quotes management FTE
11779 3.5.3 Develop and manage sales proposals, bids, and Staff Productivity 106524 Percentage of new proposals resulting in a new
quotes contract
11779 3.5.3 Develop and manage sales proposals, bids, and Supplemental 106512 Percentage of contracts management FTEs that
quotes Information perform the process "manage proposals, bids, and
quotes"
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 104887 Supplier recovery rate
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

Process
Element Hierarchy
12669 6.3.2 Process warranty claims Cost Effectiveness 104865 Systems 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 104890 Internal cost to perform the process "process
warranty claims" as a percentage of total process
cost
12669 6.3.2 Process warranty claims Cost Effectiveness 104891 Outsourced cost to perform the process "process
warranty claims" as a percentage of total process
cost
12669 6.3.2 Process warranty claims Cost Effectiveness 104892 Overhead and other costs to perform the process
"process warranty claims" per $1,000 revenue
12669 6.3.2 Process warranty claims Cost Effectiveness 105610 Goodwill cost per approved goodwill claim

Process
Element Hierarchy
warranty claims" per process FTE
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 Cycle Time 104870 Average cycle time in days to process a warranty
claim
12669 6.3.2 Process warranty claims Process Efficiency 104871 Number of FTEs that perform the process
"process warranty claims" per $1 billion revenue
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

Process
Element Hierarchy
12669 6.3.2 Process warranty claims Process Efficiency 104879 Percentage of total claims processed that is from
approved recall claims
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 warranty claims processed
that is processed automatically
suspense routed claims
12669 6.3.2 Process warranty claims Process Efficiency 104885 Percentage of total claims processed that required
human intervention
12669 6.3.2 Process warranty claims Process Efficiency 105450 Total number of other claims processed as a
percentage of total claims processed
12669 6.3.2 Process warranty claims Process Efficiency 105451 Number of claims rejected for other reason as a
percentage of total rejected claims
12669 6.3.2 Process warranty claims Process Efficiency 105452 Number of first time repair/replace claims
approved as a percentage of total claims
processed

Process
Element Hierarchy
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 Process Efficiency 105611 Total number of warranty claims processed per
$1,000 revenue
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"
12669 6.3.2 Process warranty claims Staff Productivity 105615 Number of invalid or fraudulent claims that are
approved per $1,000 revenue
12672 6.5.4 Evaluate and manage warranty performance Supplemental 104888 Percentage of customers satisfied with warranty
Information process / experience
14074 9.3.4.8 Perform legal and management consolidation Supplemental 106317 Percentage of FTEs that perform the process
activity "perform legal and management
consolidation"

Process
Element Hierarchy
16573 3.2.4.1 Establish channel-specific metrics and targets Staff Productivity 106144 Average annual retail sales revenue per customer-
facing sales associate
16613 3.3.6 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
17043 7.1 Develop and manage human resources planning, Process Efficiency 105603 Revenue per employee (entire organization)
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 106374 Personnel cost to perform the process group
"manage employee relations" per $1,000 revenue
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 Cost Effectiveness 106375 Personnel cost to perform the process group
"manage employee relations" per business entity
employee
17052 7.4 Manage employee relations Process Efficiency 106151 Employee engagement score
17052 7.4 Manage employee relations Process Efficiency 106355 Number of FTEs that perform the process group
"manage employee relations" per $1 billion
revenue

Process
Element Hierarchy
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
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
17052 7.4 Manage employee relations Supplemental 106377 Systems cost to perform the process group
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
17056 7.7 Manage employee information and analytics Cost Effectiveness 106380 Total cost to perform the process group "manage
employee information and analytics" per $1,000
revenue
17056 7.7 Manage employee information and analytics Process Efficiency 106364 Number of FTEs that perform the process group
"manage employee information and analytics"
17056 7.7 Manage employee information and analytics Staff Productivity 106363 Number of business entity employees per FTE
employee information and analytics"

Process
Element Hierarchy
17056 7.7 Manage employee information and analytics Staff Productivity 106461 Number of remote business entity employees per
FTE that performs the process group "manage
17056 7.7 Manage employee information and analytics Supplemental 106463 Overhead and other costs of the process group
Information "manage employee information and analytics" as
a percentage of the total cost to perform the
process group
17057 7.8 Manage employee communication Cost Effectiveness 106357 Total cost to perform the HR function per FTE
that performs the process groups "manage
17057 7.8 Manage employee communication Process Efficiency 106358 Number of FTEs that perform the process groups
"deliver employee communications" per $1
billion revenue
17058 9.0 Manage Financial Resources Cost Effectiveness 104464 Selling, general, and administrative (SGA) costs
as a percentage of business entity 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

Process
Element Hierarchy
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 107276 Employee turnover rate for FTEs dedicated to
Information planning, budgeting and management and capital
project accounting processes
17058 9.0 Manage Financial Resources Supplemental 107277 Average tenure, in years, of FTEs currently
Information dedicated to planning, budgeting and
management and capital project accounting
processes
17060 11.1 Manage enterprise risk Additional 107322 Fatalities or major injuries due to asset integrity
Operational incidents
Metrics
17060 11.1 Manage enterprise risk Additional 107323 Aircraft safe fueling
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107324 HazCom
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107325 Hydrocarbon spills in barrels
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107326 Rotating equipment/vessel availability
Operational
Metrics

Process
Element Hierarchy
17060 11.1 Manage enterprise risk Additional 107327 Mean time in months between failures
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107328 Number of asset integrity incidents
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107330 Loss due to asset integrity incidents
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107317 Occupational Health Hazard Assessment
Operational (OHHA)
Metrics
17060 11.1 Manage enterprise risk Additional 107318 Comprehensive Environmental Health
Operational Assessment (CEHA)
Metrics
17060 11.1 Manage enterprise risk Additional 107319 Restricted duty injuries/illnesses
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107320 On-the-job fatalities
Operational
Metrics
17060 11.1 Manage enterprise risk Supplemental 106536 Percentage of legal services FTEs that perform
Information the process "manage the corporate liability
insurance program"
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Cycle Time 105794 Average time in months that telecommunications
customers persuaded to convert from pre-paid to
post-paid remain as 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

Process
Element Hierarchy
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 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 Staff Productivity 106135 E-commerce cross-sell/up-sell revenue as a
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 3.4.3.1 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 Cost Effectiveness 105214 Total cost to perform the process group "govern
program and manage product/service development
program" per $1,000 revenue

Process
Element Hierarchy
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 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
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
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
and define new product/service ideas" per
concept (pre-design phase)

Process
Element Hierarchy
and define new product/service ideas" per FTE
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 105225 Total cost to perform the process group "generate
Information and define new product/service ideas" as a
percentage of total function cost
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

Process
Element Hierarchy
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105523 Total cost to perform the process "design and
prototype products and services" per FTE
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 105221 Number of FTEs (including external) that
Information perform the process "design and prototype
products and services" as a percentage of total
function FTEs
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

Process
Element Hierarchy
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105524 Total cost to perform the process "test market for
services new or revised products and services" per FTE
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105471 Total cost to perform the process "test market for
services new or revised products and services" per $1,000
revenue
19996 2.3.2 Test market for new or revised products and Process Efficiency 105465 Number of FTEs (including external) that
services perform the process "test market for new or
revised products and services" per $1 billion
revenue
19996 2.3.2 Test market for new or revised products and Supplemental 105227 Total cost to perform the process "test market for
services Information new or revised products and services" as a
percentage of total function cost
19996 2.3.2 Test market for new or revised products and Supplemental 105222 Number of FTEs (including external) that
services Information perform the process "test market for new or
revised products and services" as a percentage of
total function FTEs

Process
Element Hierarchy
19997 2.3.3 Prepare for production/service delivery Cost Effectiveness 105525 Total cost to perform the process "prepare for
production/service delivery" per FTE (including
external)
19997 2.3.3 Prepare for production/service delivery Cost Effectiveness 105470 Total cost to perform the process "prepare for
production/service delivery" per $1,000 revenue
19997 2.3.3 Prepare for production/service delivery Process Efficiency 105464 Number of FTEs (including external) that
perform the process "prepare for
production/service delivery" per $1 billion
revenue
19997 2.3.3 Prepare for production/service delivery Supplemental 105223 Number of FTEs (including external) that
Information perform the process "prepare for
production/service delivery" as a percentage of
total function FTEs
19997 2.3.3 Prepare for production/service delivery Supplemental 105228 Total cost to perform the process "prepare for
Information production/service delivery" as a percentage of
total function cost
19997 2.3.3 Prepare for production/service delivery Supplemental 105215 Percentage of products designed with a 'design
Information for supply chain' philosophy
20000 3.2.3 Define and manage channel strategy Supplemental 105767 Percentage of total sales of core
Information telecommunications products made via digital
channels

Process
Element Hierarchy
20000 3.2.3 Define and manage channel strategy Supplemental 105768 Percentage of total renewals of
Information telecommunications core products sold via digital
channels
20000 3.2.3 Define and manage channel strategy Supplemental 105769 Percentage of telecommunication product
Information bundles are sold via digital channels for triple-
and quadruple-play operators.
20004 3.2.3.7 Orchestrate seamless customer experience across Supplemental 105783 Percentage of telecommunications sales orders
supported channels Information that were touched on 1 channel only
supported channels Information that were touched on 2-3 channels
supported channels Information that were touched on 4 or more channels
20006 3.2.4 Analyze and manage channel performance Cost Effectiveness 105786 Average cost per telecommunications transaction
conducted by website
conducted by mobile app
conducted by telephone
conducted by chat
conducted at a retail store
20006 3.2.4 Analyze and manage channel performance Cycle Time 105806 Average call handle time in minutes for
telecommunications call center
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105814 Percentage of telecommunications mobile app
users that report satisfaction with the app
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105815 Average sales conversion rate for direct mail
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105816 Average sales conversion rate for face to face
contact

Process
Element Hierarchy
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105817 Average sales conversion rate for mobile
applications
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105818 Average sales conversion rate for telemarketing
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105819 Average sales conversion rate for website (your
company name.com)
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105798 Order self-service completion rate across all
channels for telecommunications
20006 3.2.4 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 3.2.4 Analyze and manage channel performance Process Efficiency 105772 Overall average revenue per telecommunications
user
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105773 Average revenue per telecommunications user for
the online-purchased user group
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105774 Average revenue per telecommunications user for
the offline-purchased user group
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105807 Average first-contact resolution rate for
telecommunications contact centers
20006 3.2.4 Analyze and manage channel performance Supplemental 105771 Digital content sales revenue as a percentage of
Information overall revenue
20006 3.2.4 Analyze and manage channel performance Supplemental 105775 Percentage of sales of telecommunications core
Information products influenced by social media
20006 3.2.4 Analyze and manage channel performance Supplemental 105812 Percentage of telecommunications customers that
Information have downloaded and registered on the mobile
app
20006 3.2.4 Analyze and manage channel performance Supplemental 105813 Percentage of telecommunications mobile app
Information users that are active
20008 3.3 Develop and manage marketing plans Cycle Time 105823 Average time in weeks to develop and launch a
new marketing campaign (from ideation to the
delivery of an offer/message to a
customer/prospect)

Process
Element Hierarchy
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
Information have called the call center more than 10 times in
the past 12 months
Information have never called the call center
20022 4.0 Deliver Physical Products Process Efficiency 105991 Sales order shipped complete rate
20022 4.0 Deliver Physical Products Staff Productivity 105990 Average number of orders picked per hour
20022 4.0 Deliver Physical Products Supplemental 107233 Percentage distribution of large/bulky products
Information that are delivery-only
Information that are delivery and installation/assembly
Information that are delivery, installation/assembly, and haul-
away or disposal
20022 4.0 Deliver Physical Products Supplemental 107282 Average value of bulky units delivered
Information
20025 5.0 Deliver Services Cost Effectiveness 107231 Total cost of the order to delivery and installation
process per $1 billion revenue
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

Process
Element Hierarchy
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 107228 Percentage of consumers claiming to be satisfied
with quality of delivery and installation/assembly
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 107226 Average effort in man-hours required to complete
delivery, installation, and back-haul of
large/bulky products
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 Staff Productivity 105409 Cost to serve banking customers (all channels)
per retail banking customer
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

Process
Element Hierarchy
Information customer relationship of one to three years per $1
Information customer relationship of three to five years per $1
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)
20025 5.0 Deliver Services Supplemental 105413 Annual non-interest expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Deliver Services Supplemental 105414 Annual non-interest expense as a percentage of
Information operating expense
20026 5.1 Establish service delivery governance and Supplemental 107220 Average price paid by the consumer for delivery,
strategies Information installation, and haul-away for large/bulky
deliveries

Process
Element Hierarchy
20040 5.2 Manage service delivery resources Cycle Time 107210 Average width, in hours, of the large/bulky
delivery window provided to the consumer
20040 5.2 Manage service delivery resources Supplemental 107209 Consumer delivery/service area in square miles
Information
20059 5.3.1 Initiate service delivery Cycle Time 107212 Average lead-time in days between consumer
order and the first accepted delivery window
20059 5.3.1 Initiate service delivery Supplemental 107211 Percentage of delivery orders rescheduled or
Information modified prior to delivery
20069 5.3.2 Execute service delivery Process Efficiency 107224 Percentage of large/bulky deliveries refused
20069 5.3.2 Execute service delivery Supplemental 107213 Percentage of consumers who paid a fee for an
Information expedited or priority delivery service level
20077 5.3.3 Complete service delivery Process Efficiency 107227 Percentage of deliveries requiring post-delivery
follow-up or issue resolution
20085 6.0 Manage Customer Service Cost Effectiveness 107293 Average cost per inbound contact
20085 6.0 Manage Customer Service Cost Effectiveness 107294 Average cost per contact measured 12 months
ago
20085 6.0 Manage Customer Service Cost Effectiveness 107295 Percentage change in average cost per contact
over the past 12 months attributable to AI
20085 6.0 Manage Customer Service Cost Effectiveness 107307 Organization's current learning budget per
customer service employee
20085 6.0 Manage Customer Service Cost Effectiveness 107308 Organization's learning budget per customer
service employee 12 months ago
20085 6.0 Manage Customer Service Cycle Time 107304 Average number of days per customer service
employee currently dedicated to learning
20085 6.0 Manage Customer Service Cycle Time 107305 Average number of days per customer service
employee dedicated to learning 12 months ago
20085 6.0 Manage Customer Service Process Efficiency 107289 Percentage of customer service FTEs added/hired
in the past 12 months attributed to AI
20085 6.0 Manage Customer Service Process Efficiency 107290 Percentage of customer service FTEs
eliminated/redeployed in the past 12 months
attributed to AI

Process
Element Hierarchy
20085 6.0 Manage Customer Service Process Efficiency 107291 Percentage of customer service FTEs with skill
requirement changes in the past 12 months driven
by the adoption of AI
20085 6.0 Manage Customer Service Process Efficiency 107306 Percentage of the change in your average number
of learning days per customer service FTE
attributable to AI
20085 6.0 Manage Customer Service Process Efficiency 107296 Percentage of customers claiming to be satisfied
measured 12 months ago
20085 6.0 Manage Customer Service Process Efficiency 107297 Percentage of the change in customers claiming
to be satisfied over the past 12 months
attributable to AI
20085 6.0 Manage Customer Service Process Efficiency 107300 Organization's customer retention rate for the past
3 years' external customers
20085 6.0 Manage Customer Service Process Efficiency 107301 Organization's customer retention rate for the past
3 years' external customers measured 12 months
ago
20085 6.0 Manage Customer Service Process Efficiency 107302 Percentage of inbound contacts with additional
cross-sell or up-sell sales
20085 6.0 Manage Customer Service Process Efficiency 107303 Percentage of cross-sell and up-sell transactions
attributable to AI
20085 6.0 Manage Customer Service Process Efficiency 104302 Customer retention rate for all customers over the
past three reporting periods
20085 6.0 Manage Customer Service Staff Productivity 107287 Inbound contacts per customer service FTE
20085 6.0 Manage Customer Service Supplemental 107292 Percentage of customer service FTEs with skill
Information requirement changes in the past 12 months
20085 6.0 Manage Customer Service Supplemental 107309 Percentage of customer interactions leveraging
Information AI

Process
Element Hierarchy
20085 6.0 Manage Customer Service Supplemental 107288 Percent change in customer service FTEs
Information
20109 4.4.2.6 Salvage or repair returned products Cost Effectiveness 107229 Average cost to dispose of back-hauled products
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106361 Total cost to perform the HR function per FTE
training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106212 Personnel cost to perform the process group
training "manage employee on-boarding, development,
and training" per process group FTE
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106172 Total cost to perform the process group "manage
training employee on-boarding, development, and
training" per $1,000 revenue
training" per business entity employee
training" per process group FTE

Process
Element Hierarchy
training" as a percentage of selling, general, and
administrative (SGA) costs
and training" per $1,000 revenue
and training" per business entity employee
20599 7.3 Manage employee on boarding, development, and Process Efficiency 106171 Number of FTEs that perform the process group
and training" per $1 billion revenue
20599 7.3 Manage employee on boarding, development, and Staff Productivity 106170 Number of business entity employees per FTE
training that performs the process group "manage
training"
20599 7.3 Manage employee on boarding, development, and Staff Productivity 106201 Number of remote business entity employees per
training FTE that performs the process group "manage
training"
20599 7.3 Manage employee on boarding, development, and Supplemental 106180 Personnel cost to perform the process group
training Information "manage employee on-boarding, development,
and training" as a percentage of the total cost to
perform the process group

Process
Element Hierarchy
20599 7.3 Manage employee on boarding, development, and Supplemental 106181 Systems cost to perform the process group
and training" as a percentage of the total cost to
20599 7.3 Manage employee on boarding, development, and Supplemental 106182 Overhead and other costs to perform the process
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, and Supplemental 106183 Outsourced cost of the process group "manage
training Information employee on-boarding, development, and
training" as a percentage of the total cost to
20599 7.3 Manage employee on boarding, development, and Supplemental 106188 Percentage of FTEs that perform the process
development, and training" that are senior
management / executive level
development, and training" that are middle

Process
Element Hierarchy
development, and training" that are Operational
workers/office staff
20599 7.3 Manage employee on boarding, development, and Supplemental 106368 Personnel cost to perform the process group
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on boarding, development, and Supplemental 106369 Systems cost to perform the process group
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on boarding, development, and Supplemental 106370 Overhead and other costs to perform the process
development, and training" as a percentage of
20599 7.3 Manage employee on boarding, development, and Supplemental 106371 Outsourced cost of the process group "manage
training Information employee on-boarding, development, and
training" as a percentage of total process group
cost
20604 9.3.1.3 Publish accounting policies Supplemental 106294 Percentage of FTEs that perform the process
perform the activity "publish accounting policies"

Process
Element Hierarchy
20607 8.0 Manage Information Technology (IT) Supplemental 106450 Percentage of IT operating costs dedicated to IT
Information project management
Information knowledge management
20607 8.0 Manage Information Technology (IT) Supplemental 106433 Percentage of IT costs allocated to cognitive
Information solutions or technologies
20607 8.0 Manage Information Technology (IT) Supplemental 106434 Percentage of IT costs allocated to cloud
Information
20607 8.0 Manage Information Technology (IT) Supplemental 106435 Percentage of IT costs allocated to mobility
Information
20607 8.0 Manage Information Technology (IT) Supplemental 106436 Percentage of IT capital cost allocated to
Information hardware
20607 8.0 Manage Information Technology (IT) Supplemental 106437 Percentage of IT capital cost allocated to
Information software
20607 8.0 Manage Information Technology (IT) Supplemental 106438 Percentage of IT capital cost allocated to costs
Information other than hardware or software
20607 8.0 Manage Information Technology (IT) Supplemental 106439 Percentage of total annual IT operating costs
Information allocated to outsourced costs
Information business administration
20608 8.1 Develop and manage IT customer relationships Supplemental 106448 Percentage of IT operating costs dedicated to
Information develop and manage IT customer relationships
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

Process
Element Hierarchy
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
20936 4.4.2 Plan and manage inbound material flow Supplemental 107225 Percentage of large/bulky deliveries including
Information backhaul of products due to scrap, disposal, or
returned goods
20936 4.4.2 Plan and manage inbound material flow Supplemental 107230 Percentage of delivery orders that include a
Information return merchandise authorization (RMA)

Formula Units
Number of new businesses/services launched new businesses
over the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses/services launched new businesses
over the past three years / (Research and
development (R&D) costs (three reporting
periods prior) * 0.000000010)
(Budget for research and development (R&D) / percent

Total business entity revenue) * 100.0
Average project cost from the start of the design dollars
extension projects

extension projects / (Total business entity
revenue * 0.0010)

improvement projects

improvement projects / (Total business entity
revenue * 0.0010)

Formula Units
development projects / (Total business entity
revenue * 0.0010)

Cost of new product/service opportunities from dollars

existing product/service extensions / (Total
business entity revenue * 0.0010)
existing product/service extensions / Number of
product/service opportunities that are existing
product/service extensions

existing product/service improvements / (Total
existing product/service improvements / Number
of product/service opportunities that are existing
product/service improvements

new product/service developments / (Total

Formula Units
new product/service developments / Number of
product/service opportunities that are new
product/service developments
(((Costs of research and development (R&D) / percent

Research and development (R&D) costs (three
reporting periods prior)) ^ 0.3333) - 1) * 100.0
Engineering change-order costs as a percentage percent
of total new product development costs
Outsourced cost to generate new product/service dollars

ideas / Total number of product/service
opportunities
Costs other than personnel, systems, overhead, dollars
and outsourced to generate new product/service
opportunities
Overhead cost to generate new product/service dollars

opportunities
((Costs of research and development (R&D) - percent
Research and development (R&D) costs (three
reporting periods prior)) / Research and
development (R&D) costs (three reporting
periods prior)) * 100.0
Personnel cost to generate new product/service dollars

opportunities
Budget for research and development (R&D) / dollars
Number of FTEs who perform research and
development (R&D)

Formula Units
Costs of research and development (R&D) / dollars
(Total business entity revenue * 0.0010)
((Percentage of research and development (R&D) dollars
cost related to new product development projects
* 0.010) * Costs of research and development
(R&D)) / (Total business entity revenue *
0.0010)
((Percentage of research and development (R&D) dollars
* -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue *
0.0010)
Total cost to generate new product/service ideas / dollars
Number of concepts in the pre-design phase that
extensions
Total cost to generate new product/service ideas / dollars

Number of concepts in the pre-design phase that
are new product/service developments
(Total cost to generate new product/service ideas dollars
+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / (Total
Systems cost to generate new product/service dollars

opportunities
Systems cost to support product manufacturing or dollars
service delivery / Number of projects that exit or

Formula Units
(Research and development (R&D) costs (three percent
reporting periods prior) / Total revenue (three
reporting periods prior)) * 100.0
Research and development (R&D) costs (three dollars
reporting periods prior) / (Total revenue (three
reporting periods prior) * 0.0010)
Number of business entity employees
(Total annual cost for new product/service dollars
development * 0.01 * Percentage of total annual
cost for new product/service development
allocated to outsourced cost) / (Total business
entity revenue * 0.0010)
Percentage of total annual cost for new percent

product/service development allocated to
equipment cost
product/service development allocated to material
cost
internal personnel cost
product/service development allocated to internal
systems cost
outsourced cost
product/service development allocated to internal
overhead cost

Formula Units
product/service development allocated tocosts
other than equipment, material, personnel,
systems, outsourced, or overhead costs

product/service development allocated to fixed
cost
product/service development allocated to variable
cost
Total annual infrastructure cost for new dollars
product/service development / (Total business
Total annual cost of poor quality / (Total business dollars
Total annual cost for new product/service dollars
development / (Total business entity revenue *
0.0010)
(Total number of projects * Percentage of new
product/service development projects that are
commercially launched * 0.01)

allocated to equipment cost) / (Total business

Formula Units
allocated to material cost) / (Total business entity
revenue * 0.0010)

allocated to internal personnel cost) / (Total

allocated to internal systems cost) / (Total

allocated to internal overhead cost) / (Total

allocated tocosts other than equipment, material,
personnel, systems, outsourced, or overhead
costs) / (Total business entity revenue * 0.0010)

allocated to fixed cost) / (Total business entity
revenue * 0.0010)

Formula Units
allocated to variable cost) / (Total business entity
revenue * 0.0010)

development / Number of FTEs who develop and
manage products and services
development / (Total number of projects *
Percentage of new product/service development
projects that are commercially launched * 0.01)
Average design cycle time in days for all days

products
Average time-to-market in days for all products days
Average time-to-profitability in months for months

Average time-to-profitability in months for new months

Cycle time in days from the start of the design days
the completion of the test market for
extension projects

the completion of the test market
products/services process for existing

Formula Units
products/services process for new product/service
Average time-to-market in days from the start of days

the design and develop products/services process
until the existing product/service extension
project is ready for sale

until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for months

until the new product/service development
project ready for sale
Average design-to-launch time, in months, for months

product platforms
completely new products
new product variants
Average design-to-launch time, in months, months
fornew software-enabled features for existing
products
Average percentage variance from budget for percent

Formula Units
new product/service development projects
Average number of hours to design and develop hours
extension projects
products/services for new product/service
Average team size in FTEs for existing FTEs
product/service extension projects / (Total
product/service improvement projects / (Total
Average team size in FTEs for new FTEs
product/service development projects / (Total
Average team size in FTEs for new FTEs
Average number of hours to generate new hours
product/service ideas for existing product/service
extension projects

Formula Units
product/service ideas for existing product/service
product/service ideas for new product/service
Number of concepts in the pre-design phase that concepts
are new product/service developments / (Total
Number of new product/service developments projects
projects / (Total business entity revenue *
0.000000001)
Number of product/service opportunities that are opportunities
new product/service developments / (Total
Number of product/service opportunities that are improvements
existing product/service improvements / (Total
Number of existing product/service improvement projects
and extension projects / (Total business entity
revenue * 0.000000001)
Number of product/service opportunities that are extensions
existing product/service extensions / (Total
extensions / (Total business entity revenue *
0.0010)
Number of FTEs who develop and manage FTEs

products and services / (Total business entity
revenue * 0.000000001)

Formula Units
Percentage of new product/service development percent
Percentage of new ideas from internal sources percent
Percentage of existing product/service extension percent

Percentage of existing product/service extension percent
Percentage of existing product/service percent
improvement projects launched on budget
Percentage of existing product/service percent

improvement projects launched on time
FTEs performing product/service development FTEs

processes / (Total business entity revenue *
0.000000001)
and extension projects / Number of concepts in
the pre-design phase that are existing
product/service improvements and extensions

projects / Number of concepts in the pre-design
phase that are new product/service developments
Total number of projects / Total number of projects
product/service concepts in the pre-design phase
projects that are commercially launched

Formula Units
(Number of FTEs who perform research and percent
development (R&D) / Number of business entity
FTEs) * 100.0
Percentage of revenue from products/services percent
launched in the last 12-month reporting period
Percentage of revenue from completely new percent
products/services launched in the past year
Percentage of revenue from existing percent
product/service improvements launched in the
past year
Percentage of new products, including planned percent
variants, launched on time
Percentage of products, launched with embedded percent
software, meeting quality targets
(Total number of projects * Percentage of new products/services
product/service development projects that are
commercially launched * 0.01) / Number of FTEs
who develop and manage products and services
Number of FTEs who perform research and FTEs

development (R&D) / (Total business entity
revenue * .000000001)
Percentage of employees tasked with at least one percent
innovation goal
Number of product/service opportunities that are extensions
existing product/service extensions / Number of
FTEs who generate new product/service ideas

Formula Units
projects / (((Percentage of FTEs who develop and
manage products and services who design and
develop products/services + Percentage of FTEs
who test market products/services + Percentage
of FTEs who develop and manage products and
services who support product manufacturing or
service delivery)*Number of FTEs who develop
and manage products and services)/100)
Number of product/service opportunities that are concepts

new product/service developments / Number of
FTEs who generate new product/service ideas
and extension projects / (((Percentage of FTEs
who design and develop products/services +
Percentage of FTEs who develop and manage
products and services who test market
products/services + Percentage of FTEs who
develop and manage products and services who
support product manufacturing or service
delivery)*Number of FTEs who develop and
manage products and services)/100)

extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
FTEs who develop and manage products and
services who generate new product/service ideas)
* 0.010)

Formula Units
Number of product/service opportunities that are improvements
existing product/service improvements / Number
of FTEs who generate new product/service ideas
Percentage of external ideas from percent
clients/customers
Percentage of external ideas from competitors percent
Percentage of external ideas from consultants percent
Percentage of external ideas from other sources percent
Percentage of external ideas from partners percent
Percentage of external ideas from suppliers percent
Percentage of research and development (R&D) percent

(100 - Percentage of research and development percent
(R&D) cost related to new product development
projects)
Percentage of total innovation spend allocated to percent
enhancements to existing
major extensions to products/processes/business
models
new or white space opportunities
other categories

Formula Units
Research and development (R&D) cost as a percent
Percentage of new ideas from external sources percent
Average number of components (part numbers) components

per product unit
Percentage of product cost allocated to software percent
Percentage of product cost allocated to electrical percent

components
Percentage of product cost allocated to percent
Percentage of product cost allocated to costs percent
other than software, electrical components, or
Percentage of product development project cost percent
allocated to software
allocated to electrical components
allocated to mechanical components
allocated to intellectual property protection
Percentage of product cost allocated to costs percent
other than software, electrical components,
mechanical components, or intellectual property
protection
Percentage of total annual revenue from pre- percent

defined variants/SKUs
Percentage of total annual revenue from percent
generating variants in production

Formula Units
Percentage of total annual revenue from percent
generating variants in engineering
Percentage of component part numbers shared or percent
common with other products
Customer retention rate for all customers percent
Net promoter score 12 months ago percent
Percentage change in net promoter score over the percent
past 12 months attributable to AI
Net Promoter Score percent
Number of FTEs who perform the marketing FTEs
function / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the sales function / FTEs
Total value of sales order line items lost due to dollars
lack of production capacity/stockouts / (Total
Percentage of active customers who transact via percent
an electronic marketplace
((Number of FTEs who perform the marketing percent
function + Number of FTEs who perform the
sales function + Number of FTEs who perform
research and development (R&D)) / Number of
business entity FTEs) * 100.0
(Customer accounts set up for EDI to submit percent

sales orders / Number of customers in the
customer master file) * 100.0

Formula Units
((Revenue received from internet orders + percent
Revenue received from WAP orders + Revenue
received from EDI orders + Revenue received
from orders through a direct connection to the
system) / Total business entity revenue) * 100.0
Percentage of customers targeted through percent

campaigns using the website channel
campaigns using the mobile application channel
campaigns using the search engine marketing
channel
campaigns using the social media channel
campaigns using the traditional face-to-face
contact channel
campaigns using the direct mail channel
campaigns using the indirect marketing channel
(Number of FTEs who perform the marketing percent
function/Number of business entity FTEs)*100
(Revenue received from orders through a direct percent
connection to the system / Total business entity
revenue) * 100.0
(Revenue received from EDI orders / Total percent
business entity revenue) * 100.0
(Revenue received from email orders / Total percent

Formula Units
(Revenue received from fax and mail orders / percent
Total business entity revenue) * 100.0
(Revenue received from orders through other percent
methods / Total business entity revenue) * 100.0
(Revenue received from telephone orders / Total percent

(Revenue received from WAP orders / Total percent
Percentage of active customers that are profitable percent
Total business entity revenue / Number of FTEs dollars

who perform the sales function
Total SG&A costs / Number of business entity dollars
employees
if((Employees served by Center 1)=0,0,(Total in- dollars
house operating cost for your HR service center
for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / (Employees
served by Center 1))
Total cost to perform HR administration activities dollars

/ (Total business entity revenue * .001)
Total cost to perform HR administration activities dollars
/ Number of business entity employees
(Total cost to perform the function "develop and percent
manage human capital" / Total SG&A costs) *
100

Formula Units
Personnel cost to perform the process groups dollars
"deliver employee communications" / (Total
Systems cost to perform the process groups dollars

Overhead cost to perform the process groups dollars


and outsourced to perform the process groups
Outsourced cost to perform the process groups dollars

Overhead and other cost to perform the function dollars

"develop and manage human capital" / (Total
"develop and manage human capital" / Number
of FTEs who perform the function "develop and
manage human capital"

of business entity employees

Formula Units
Outsourced cost to perform the function "develop dollars
and manage human capital" / Number of business
entity employees
Personnel cost to perform the function "develop dollars
and manage human capital" / Number of FTEs
who perform the function "develop and manage
human capital"
((Total in-house operating cost for your HR percent

service center for North American center + Total
of all outsourcing costs associated with HR
service center for North American center) / Total
business entity revenue) * 100
if((Employees served by Center 1 + Total retiree dollars

headcount served by HR shared services
organization)=0,0,(Total in-house operating cost
for your HR service center for North American
center + Total of all outsourcing costs associated
with HR service center for North American
center) / (Employees served by Center 1 + Total
retiree headcount served by HR shared services
organization))
if(Total HR shared service transaction volume by dollars

the North American center=0,0,Total in-house
operating cost for your HR service center for
North American center / Total HR shared service
transaction volume by the North American
center)

Formula Units
if(Total HR shared service call/inquiry volume by dollars
the North American center=0,0,Total in-house
operating cost for your HR service center for
North American center / Total HR shared service
call/inquiry volume by the North American
center)
(Overhead and other cost to perform the function percent

"develop and manage human capital" / Total cost
to perform the function "develop and manage
human capital") * 100
Systems cost to perform the function "develop dollars

and manage human capital" / (Total business
Systems cost to perform the function "develop dollars
entity employees
Budget to perform the function "develop and dollars
manage human capital" / (Total business entity
revenue * 0.0010)
manage human capital" / Number of business
entity FTEs
entity employees
Personnel cost for all employees / (Total dollars
Personnel cost for all employees / Number of dollars

Formula Units
and manage human capital" / (Total business
entity FTEs
entity employees
Total cost to perform the function "develop and dollars
entity FTEs
Internal cost for HR administration / (Total dollars
business entity revenue * .001)
Internal cost for HR administration / Number of dollars
manage human capital" / Number of FTEs who
human capital"

entity employees
manage human capital" / (Total business entity
revenue * 0.001)
Personnel cost of temporary staff/contractors / dollars
Number of temporary staff/contractors
Personnel cost for all middle dollars
management/specialist employees / Number of
middle management/specialist employees

Formula Units
Personnel cost for all operational worker/office dollars
staff employees / Number of operational
worker/office staff employees
Personnel cost for all senior dollars
management/executive employees / Number of
senior management/executive employees
Average speed to answer in seconds for your HR seconds
service center
Most recent rating of HR satisfaction for senior percent
management/executive employees
Most recent rating of HR satisfaction for middle percent
management/specialist employees
Most recent rating of HR satisfaction for percent
operational worker/office staff employees
First contact resolution rate for your HR service percent
center
Number of FTEs who perform the function FTEs
"develop and manage human capital" / (Total
business entity revenue*.000000001)
Number of FTEs who perform HR administrative FTEs
activities (exclude the activities for processing
and distributing payments) / (Total business
Average speed to answer in seconds for your HR seconds

service center for North American center
First contact resolution rate for North American percent
center
if(Total HR headcount for overall HR employees
organization=0,0,Total employee headcount
served by HR shared services organization / Total
HR headcount for overall HR organization)

Formula Units
if(Payroll services employee headcount=0,0,Total employees
employee headcount served by HR shared
services organization / Payroll services employee
headcount)
if(Payroll CoE headcount=0,0,Total employee employees

organization / Payroll CoE headcount)
Employee satisfaction rate percent
Number of monthly original customer inquiries/calls
inquiries/calls handled by Tier 1 service center
employees / Number of tier 1 service center
employees
Total employee headcount served by HR shared employees

services organization / Total number of employee
relations specialists
services organization / Total number of
recruiting/staffing specialists
services organization / Total number of training
administration specialists
Total number of job requisitions handled / Total requisitions
number of recruiting/staffing specialists
Number of business entity employees / Number employees
of FTEs who perform the function "develop and
manage human capital"
Number of middle management/specialist employees
employees / Number of FTEs who perform the
function "develop and manage human capital"

Formula Units
Number of operational worker/office staff employees
Number of senior management/executive employees
of FTEs who perform HR administrative
and distributing payments)
if(Number of tier 1 service center employees

managers/supervisors=0,0,Number of tier 1
service center employees / Number of tier 1
service center managers/supervisors)
if(Number of tier 1 service center transactions

employees=0,0,Total HR shared service tier 1
transaction volume / Number of tier 1 service
center employees)
if(Number of tier 1 service center calls/inquiries

call/inquiry volume / Number of tier 1 service
center employees)

managers/supervisors=0,0,Number of tier 2
service center employees / Number of tier 2
service center managers/supervisors)
if(Number of tier 2 service center transactions

transaction volume / Number of tier 2 service
center employees)

Formula Units
if(Number of tier 2 service center calls/inquiries
call/inquiry volume / Number of tier 2 service
center employees)
if(Recruiting/staffing service center specialist employees

headcount for North American
Center=0,0,Employees served by Center 1 /
Recruiting/staffing service center specialist
headcount for North American Center)
if(Recruiting/staffing service center specialist requisitions

Center=0,0,Number of job requisitions handled
by North American HR shared services center /
if(Recruiting/staffing service center specialist hires

Center=0,0,Number of hires handled by North
American HR shared services center /
if(Workforce administration service center employees

specialist headcount for North American
Workforce administration service center
specialist headcount for North American Center)
if(Training administration service center employees

Training administration service center specialist

Formula Units
if(Leave of absence administration service center employees
Leave of absence administration service center
specialist headcount for North American Center)
if(Employee relations service center specialist employees

Employee relations service center specialist
if(Total employee headcount for Center transactions

1=0,0,Self-service transaction volume for Center
1 / Total employee headcount for Center 1)
if(Total employee headcount for Center inquiry
1=0,0,Self-service inquiry volume for Center 1 /
Total employee headcount for Center 1)

Formula Units
if(HR business partners headcount for overall HR employees
served by HR shared services organization / HR
business partners headcount for overall HR
organization)
if(HR generalists headcount for overall HR employees

generalists headcount for overall HR
organization)

Formula Units
if(HR administrators headcount for overall HR employees
administrators headcount for overall HR
organization)
if(Total field HR headcount for overall HR employees

served by HR shared services organization / Total
field HR headcount for overall HR organization)
if(Total HR shared service employee transactions

headcount=0,0,Total HR shared service
transaction volume / Total HR shared service
employee headcount)
if(Total HR shared service employee calls/inquiries

headcount=0,0,Total HR shared service
call/inquiry volume / Total HR shared service
employee headcount)
if(Total HR shared service employee employees

headcount=0,0,Total employee headcount served
by HR shared services organization / Total HR
shared service employee headcount)
if(Total HR shared service employee retirees

headcount=0,0,Total retiree headcount served by
HR shared services organization / Total HR
shared service employee headcount)

1=0,0,Transaction volume for Center 1 / Total
employee headcount for Center 1)
if(Total employee headcount for Center calls
1=0,0,Call/inquiry volume for Center 1 / Total

Formula Units
if(Total employee headcount for Center employees
1=0,0,Employees served by Center 1 / Total
if(Total employee headcount for Center retirees
1=0,0,Retirees served by Center 1 / Total

Formula Units

Formula Units
employees=0,0,Total employee headcount served
by HR shared services organization / Number of
tier 1 service center employees)

employees=0,0,Total employee headcount served
by HR shared services organization / Number of
tier 2 service center employees)

Formula Units
if(Total HR headcount for overall HR customers
organization=0,0,(Total employee headcount
served by HR shared services organization +
Total retiree headcount served by HR shared
services organization) / Total HR headcount for
overall HR organization)
if(HRIS headcount for overall HR employees

served by HR shared services organization /
HRIS headcount for overall HR organization)
if(Talent acquisition CoE headcount for entire employees

shared services operation=0,0,Total employee
organization / Talent acquisition CoE headcount
for entire shared services operation)
if(Talent management CoE headcount for entire employees

shared services operation=0,0,Total employee
organization / Talent management CoE
headcount for entire shared services operation)
if(Compensation CoE headcount for entire shared employees

services operation=0,0,Total employee headcount
Compensation CoE headcount for entire shared
services operation)
if(Benefits CoE headcount for entire shared employees

services operation=0,0,Total employee headcount
Benefits CoE headcount for entire shared services
operation)

Formula Units
if(Employee and labor relations CoE headcount employees
for entire shared services operation=0,0,Total
employee headcount served by HR shared
services organization / Employee and labor
relations CoE headcount for entire shared
services operation)
if(Manager/supervisor headcount for Center employees

1=0,0,Tier 1 representative headcount for Center
1 / Manager/supervisor headcount for Center 1)
if(Tier 1 representative headcount for Center transactions
1=0,0,Transaction volume for Center 1 / Tier 1
representative headcount for Center 1)
if(Tier 1 representative headcount for Center calls
1=0,0,Call/inquiry volume for Center 1 / Tier 1

Formula Units

Formula Units

Formula Units

Formula Units
if(Transaction volume for Center calls
7=0,0,Call/inquiry volume for Center 7 /
Transaction volume for Center 7)
((Hardware costs associated with ownership for percent
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and
manage human capital") * 100.0
(Number of operational worker/office staff percent

employees / Number of business entity
employees) * 100
(Number of employees greater than 60 years old / percent
Number of business entity employees) * 100.0
(Number of employees between 25 and 30 years percent
old / Number of business entity employees) *
100.0
100.0

Formula Units
100.0
100.0
100.0
100.0
100.0
(Number of employees less than 25 years old / percent
Percentage of FTEs who perform the function percent
"develop and manage human capital" that do not
directly report to the HR organization
((Number of employees employed between 15 percent
and 20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
((Number of employees employed between 20 percent

and 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0

Formula Units
(Number of employees employed greater than 25 percent
years / Number of business entity employees) *
100.0
(Number of employees employed less than 1 year percent
/ Number of business entity employees) * 100.0
((Number of employees employed less than 1 percent
year + Number of employees employed between
1 and 5 years) / Number of business entity
employees) * 100.0
(Systems cost to perform the function "develop percent

and manage human capital" / Total cost to
Costs other than personnel, systems, overhead, percent

and outsourced to perform the function "develop
human capital" * 100
(Outsourced cost to perform the function percent

"develop and manage human capital" / Total cost
to perform the function "develop and manage
Overhead cost to perform the function "develop percent

and manage human capital"/Total cost to perform
the function "develop and manage human
capital"*100
(Personnel cost to perform the function "develop percent


Formula Units
(Number of middle management/specialist percent
employees) * 100
(Number of female operational worker/office percent
staff employees / Number of operational
worker/office staff employees) * 100
(Number of female senior management/executive percent
employees / Number of senior
management/executive employees) * 100.0
(Number of female middle percent
management/specialist employees / Number of
middle management/specialist employees) *
100.0
(Personnel cost for all senior percent
management/executive employees / Personnel
cost for all employees) * 100
Percentage of total employees who are remote percent
employees
(Personnel cost for all operational worker/office percent
staff employees / Personnel cost for all
employees) * 100
(Personnel cost for all middle percent
management/specialist employees / Personnel
cost for all employees) * 100.0
(Number of senior management/executive percent
employees) * 100
HR service center employee turnover rate for percent
North American center

Formula Units
if(Total HR shared service employee transactions
headcount=0,0,Total HR shared service self-
service transaction volume / Total HR shared
service employee headcount)
if(Total HR shared service employee inquiries

headcount=0,0,Total HR shared service self-
service inquiry volume / Total HR shared service
employee headcount)
if((Employees served by Center 1 * portal hits

0.001)=0,0,Number of portal hits for North
American HR shared services center /
(Employees served by Center 1 * 0.001))
Number of portal hits for your HR service portal hits

center / (Total employee headcount served by HR
shared services organization * .001)
(Number of employees who perform the function percent
of business entity employees) * 100
(Average span of control for the first level in the direct reports
HR function + Average span of control for the
second level in the HR function + Average span
of control for the third level in the HR function +
Average span of control for the fourth level in the
HR function + Average span of control for the
fifth level in the HR function + Average span of
control for the sixth level in the HR function +
Average span of control for the seventh level in
the HR function) / Number of levels for the HR
function

Formula Units
(Total cost of the legal services function /Total percent
SG&A costs) * 100
(Total cost of the legal services function /Total percent

Average cycle time in days for a legal services days
FTE to complete contract preparation
Average cycle time in days for a legal services days
FTE to complete contract review
Number of FTEs dedicated to the legal services FTEs
function / (Total business entity revenue *
0.000000001)
Most recent customer satisfaction rating of the percent
legal services function
Percentage allocation of contracts management percent
function FTEs dedicated to other processes
Percentage allocation of legal services function percent

FTEs dedicated to the process "conduct board
activities"
FTEs dedicated to the process "manage
regulatory activities"
FTEs dedicated to the process "manage, prepare,
and review contracts"
FTEs dedicated to the process "manage litigation
and dispute resolution"

Formula Units
FTEs dedicated to the process "manage outside
counsel"
FTEs dedicated to the process "protect
intellectual property"
FTEs dedicated to the process "oversee corporate
governance"
FTEs dedicated to other processes
Percentage of your organization's revenue growth percent
over the past three years due to acquisitions
Actual Open-to-buy inventory as a percentage of percent
planned inventory
Growth or decline in the count of active finished percent
products/SKUs over the past three years
Growth or decline in the count of active raw percent
material products/SKUs over the past three years

Formula Units
development * (Percentage of total annual cost
for new product/service development allocated to
designing, building, and testing products/services
+ Percentage of total annual cost for new
product/service development allocated to test
marketing products/services + Percentage of total
annual cost for new product/service development
allocated to preparing for production or service
delivery) * 0.01) / (Number of FTEs who develop
and manage products and services * (Percentage
of FTEs performing product/service development
are allocated to designing, building, and testing
products/services + Percentage of FTEs
performing product/service development are
allocated to test marketing products/services +
Percentage of FTEs performing product/service
development are allocated to preparing for
production or service delivery) * 0.01)
(Total cost to generate new product/service ideas dollars

+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / Number of
projects that exit or complete the test market
products/services phase
Total cost to support product manufacturing or dollars

service delivery / Number of projects that exit or

Formula Units


delivery) * 0.01) / (Total business entity revenue
* 0.0010)

delivery) * 0.01) / Total number of projects

Formula Units
products/services process for existing

products/services process for new product/service
(FTEs performing product/service development FTEs

processes * (Percentage of FTEs performing
product/service development are allocated to
+ Percentage of FTEs performing product/service
development are allocated to test marketing
products/services + Percentage of FTEs
delivery) * 0.01) / (Total business entity revenue
* 0.000000001)
Number of projects that enter the design and projects

develop products/services phase / Number of
projects that enter the test market
products/services phase
Number of projects that enter the test market projects

products/services phase / Number of projects that
exit or complete the test market products/services
phase

Formula Units
Total number of projects / (Number of FTEs who projects
develop and manage products and services *
(Percentage of FTEs performing product/service
development are allocated to designing, building,
and testing products/services + Percentage of
FTEs performing product/service development
are allocated to test marketing products/services
+ Percentage of FTEs performing product/service
production or service delivery) * 0.01)
Market opportunity currency value dollars
Percentage of products are based on common percent

development platforms
Percentage of parts that are common across major percent
product lines
Average lead time in months between subsequent days
product generations
Percentage of your customers uses your website percent
(your company name.com) for information
gathering or research on your products/services
Percentage of your customers uses social media percent
(interactions via social platforms external to your
company website) for information gathering or
research on your products/services
Percentage of your customers uses mobile percent

applications for information gathering or research
on your products/services
Percentage of your customers uses traditional percent
face-to-face contact for information gathering or
research on your products/services

Formula Units
Percentage of your customers uses indirect percent
marketing such as billboards, print, broadcasting
(radio/TV) for information gathering or research
on your products/services
Customer wallet share percent

Market share percent
Percentage of revenue from customers making percent
their first purchase of the brand in the last 12-
month reporting period
Percentage of revenue growth for the top 20 percent
percent of customers
Percentage of profitability change for the top 20 percent
Key customer retention rate percent
Relative change in brand performance over the percent
past three years
Percentage of customers who can name your percent
business entity's brand in an unaided recall test
Percentage of customers who would recommend percent
your business entity's product/service to
family/friends
(Budget for sales / Total business entity revenue) percent
* 100
Cycle time in days from when a sales days
lead/opportunity is identified to when it is closed
Average monthly product family sales forecast percent

error
Shoppers to retail store staff ratio

Formula Units
(Number of FTEs who perform the sales percent
function/Number of business entity FTEs)*100
Customer lifetime value (CLV) for your retail dollars
operation
Average return on investment for marketing/sales percent
campaigns for the website channel
campaigns for the mobile application channel
campaigns for the search engine marketing
channel
campaigns for the social media channel
campaigns for the face-to-face channel
campaigns for the indirect marketing channel
S25320470QN0001 percent
Percentage of all of retail store units sold at full percent

price in the past year
Average cost to acquire a customer dollars
Average cost to retain a customer dollars
Budget for sales / Number of FTEs who perform dollars

the sales function
Like for Like (LFL) retail sales growth (SKUs) percent
Average retail customer wait time in minutes minutes
from queue time to till

Formula Units
Average time in minutes that a user spends on the minutes
business entity website
Total unique visits to the business entity website / visits
(Total business entity revenue * .000000001)
Click through rate for the business entity website percent
Average percentage of visitors to the business percent

entity website who navigate away from the site
after viewing only one page
(Budget for marketing / Total business entity percent
revenue) * 100
Budget for marketing / Number of FTEs who dollars
perform the marketing function
Percentage of marketing budget allocated to percent
personnel (compensation-related)
Percentage of marketing budget allocated to non- percent
personnel

digital marketing - website design, management,
and optimization
digital marketing - mobile app design,
management, and optimization
digital marketing - digital content creation (e.g.,
videos, games)
digital marketing - virtual events (e.g., webinars)

Formula Units
digital marketing - search engine optimization
(seo) and paid search / pay per click (ppc)

digital marketing - online advertising (banners,
pop-up ads, ads on external websites)
digital marketing - mobile marketing other than
apps (e.g., text/multimedia messages)
digital marketing - email marketing
digital marketing - social media engagement

digital marketing - other
digital content creation
physical events (e.g., trade shows)
traditional media advertising and sponsorships -
print media
television/radio media
other media (e.g., billboards)

Formula Units
digital direct marketing - direct postal mail

digital direct marketing - telemarketing

allocated overhead
Percentage of marketing budget allocated to other percent
categories
Shopping cart abandonment for the business percent
entity website
Annual percentage change in retail customer percent
purchase frequency
Customer churn rate (all types) for retail store percent
transactions
Percentage of revenue growth for the top 20 percent
Percentage of inbound calls to the telecom call percent
center turned into potential revenue opportunities
Cart abandonment rate percent

Percentage of customers that have been inactive percent
for longer than 12 months
Percentage of customers who try to cancel their percent
telecommunications service that wind up keeping
it
Total number of subscribers/end users subscribers
(telecommunications provider) / Total number of
accounts (telecommunications provider)

Formula Units
Percentage of inbound contacts that are B2B percent
Percentage of inbound contacts that are C2B percent
Percentage of customers that try to cancel their percent

service that are kept
Percentage of customers that opt out of receiving percent
marketing messages from the organization
Total number of subscribers/end users subscribers
(telecommunications provider) / (Total business
Percentage of total number of subscribers/end percent
users that are prepaid customers
(telecommunications provider)
Percentage of active customers who are repeat percent
customers
E-commerce conversion rate for the business percent
entity website
Percentage of qualified leads where the sale is percent
closed
Percentage of order inquiry contacts received percent
through new (such as digital/electric) channels
Number of active customers in customer master customers
file/Number of FTEs who perform the sales
function
Percentage of net sales revenue attributable to percent
repeat customers

Formula Units
((Outsourced cost to perform the process group percent
strategy" + Outsourced cost to perform the
process "manage sales orders" + Outsourced cost
to perform the process "service customers" +
Outsourced cost to perform the process "manage
returns; manage reverse logistics") / (Total cost to
perform the process group "develop customer
care/customer service strategy" + Total cost to
perform the process "manage sales orders" +
Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0

Formula Units
((Personnel cost to perform the process group percent
strategy" + Systems cost to perform the process
group "develop customer care/customer service
strategy" + Personnel cost to perform the process
"manage sales orders" + Systems cost to perform
the process "manage sales orders" + Personnel
cost to perform the process "service customers" +
Systems cost to perform the process "service
customers" + Personnel cost to perform the
process "manage returns; manage reverse
logistics" + Systems cost to perform the process
"manage returns; manage reverse logistics") /
(Total cost to perform the process group "develop
customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
100.0
(Percentage of total cost to perform the process dollars

"Manage sales orders" allocated to external cost
* Total cost to perform the process "manage sales
orders" * .01) / (Total business entity revenue * .
001)
Average cost to resolve a service-after-sales dollars

request for contact centers or similar remote
assistance channel
request for the customer self-service channel
request for on-site visits

Formula Units
Average cost per sales order received through dollars
new (such as digital/electric) channels
Average cost per sales order received through dollars
traditional channels
(Percentage of total cost of the process "Manage dollars
sales orders" allocated to internal cost *
Percentage of internal cost of the process
"Manage sales orders" allocated to personnel
cost * Total cost to perform the process "manage
sales orders" * .0001) / (Total business entity
revenue * .001)
(Personnel cost to perform the process "manage percent
sales orders" / Total cost to perform the process
"manage sales orders") * 100.0
Personnel cost to perform the process "manage dollars
sales orders" / Number of FTEs who perform the
process "manage sales orders"
Overhead cost to perform the process "manage dollars
sales orders" / (Total business entity revenue * .
001)

Formula Units
((Personnel cost to perform the process group percent
strategy" + Personnel cost to perform the process
"manage sales orders" + Personnel cost to
perform the process "service customers" +
Personnel cost to perform the process "manage
100.0

and outsourced to perform the process "manage
sales orders" / (Total business entity revenue * .
001)

Formula Units
((Costs other than personnel, systems, overhead, percent
and outsourced to perform the process group
strategy" + Costs other than personnel, systems,
overhead, and outsourced to perform the process
"manage sales orders" + Costs other than
personnel, systems, overhead, and outsourced to
perform the process "service customers" + Costs
other than personnel, systems, overhead, and
outsourced to perform the process "manage
100.0
(Outsourced cost to perform the process "manage percent

(Outsourced cost to perform the process "manage dollars
sales orders" + Outsourced cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of inbound calls received
through a live agent
(Overhead cost to perform the process "manage dollars

sales orders" + Overhead cost to perform the
complaints") / Total number of inbound contacts

Formula Units
((Overhead cost to perform the process group percent
strategy" + Overhead cost to perform the process
"manage sales orders" + Overhead cost to
perform the process "service customers" +
Overhead cost to perform the process "manage
100.0
(Total cost to perform the process "manage sales dollars

orders" + Total cost to perform the processes
"manage customer complaints") / Number of
active customers in customer master file

orders" + Total cost to perform the processes
"manage customer complaints") / Total number
of inbound contacts
(Total cost to perform the process group "develop dollars


Formula Units
(Number of FTEs who perform the process group
strategy" + Number of FTEs who perform the
process "manage sales orders" + Number of FTEs
who perform the process "service customers" +
Number of FTEs who perform the process
"manage returns; manage reverse logistics")

Number of sales orders placed

Number of sales order line items
Total cost to perform the process "manage sales dollars

orders" / Number of FTEs who perform the
process "manage sales orders"

Formula Units
orders" / (Total business entity revenue * .001)
orders" / Number of sales orders placed
orders" / Number of sales order line items
"Manage sales orders" allocated to systems cost
* Total cost to perform the process "manage sales
orders" * .0001) / (Total business entity revenue
* .00001)
Annual personnel cost savings from automation dollars
of sales order processing / ( Total business entity
revenue * .000000001)
(Total cost to perform the process "manage sales percent
orders" / Total SG&A costs) * 100

"Manage sales orders" allocated to overhead and
other costs * Total cost to perform the process
"manage sales orders" * .0001) / (Total business
entity revenue * .00001)
Cycle time in hours before automation from the hours

Cycle time in hours after automation from the hours

Formula Units
Cycle time in hours from the time a sales order is hours
received until the time manufacturing/logistics is
notified
Cycle time in hours from receiving a customer's hours
order to completing the order's preparation
First contact resolution rate for inquiries on percent
existing orders and service-after-sales requests
Percentage of sales orders requiring no manual percent
intervention to create, modify, or fulfill
(Number of agent FTEs who perform the process percent
"manage sales orders" who perform order
entry/order processing / Number of agent FTEs
that perform the process "manage sales orders") *
100.0
(Number of agent FTEs who perform the process percent

"manage sales orders" who perform order inquiry
/ Number of agent FTEs that perform the process
(Number of inbound calls for the process percent

"manage sales orders" / Number of inbound calls)
* 100.0
(Number of FTEs who perform the process group FTEs
process "manage sales orders" + Number of FTEs
who perform the process "service customers" +
Number of FTEs who perform the process FTEs

"manage sales orders" / (Total business entity
revenue * .000000001)

Formula Units
(Sales order line items delivered on time as percent
scheduled / Number of sales order line items) *
100.0
Percentage of sales order line items requiring no percent
manual intervention to create, modify, or fulfill
Percentage of sales orders transacted via portal percent
Percentage of sales orders received through new percent
(such as digital/electric) channels
(Number of sales order line items received by percent
EDI / Number of sales order line items) * 100
Percentage of sales orders delivered on time percent
Percentage of sales orders received through percent
traditional channels
Percentage of inbound contacts that completed an percent

additional cross-sell or up-sell
Value of sales order line items not fulfilled due to percent
production capacity or stockouts as a percentage
of revenue
(Number of sales order line items received over percent
the internet / Number of sales order line items) *
100
WAP / Number of sales order line items) * 100
direct connection to system / Number of sales
order line items) * 100
(Number of sales order line items received by e- percent
mail / Number of sales order line items) * 100

Formula Units
(Number of sales order line items received percent
through fax and mail / Number of sales order line
items) * 100
telephone / Number of sales order line items) *
100
(Sales order line items received through other percent
methods / Number of sales order line items) *
100
Number of sales order line items / Number of sales order line
FTEs who perform the process "manage sales items
orders"
Number of sales orders placed / Number of FTEs sales orders
who perform the process "manage sales orders"
Percentage of the sales force that made their percent
quotas/targets in the last 12-month reporting
period
(Costs other than personnel, systems, overhead, percent
(Number of FTEs who perform the process percent

"manage sales orders" / Number of FTEs who
perform the function "manage financial
resources") * 100

"manage sales orders") * 100
(Systems cost to perform the process "manage percent

Formula Units
((Overhead cost to perform the process "manage percent
sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "manage sales orders") / Total cost to
perform the process "manage sales orders") *
100.0

Percentage of total annual sales revenue percent
attributable to your website channel

attributable to social media
attributable to mobile applications

attributable to the face-to-face channel

attributable to a human-assisted sales method
other than face-to-face contact
attributable to a digital channel other than your
website, social media, or mobile applications
Total business entity revenue / Number of sales dollars

orders placed

Formula Units
(Number of sales orders line items not fulfilled percent
due to lack of production capacity/stockouts /
Number of sales order line items) * 100.0
Percentage of sales orders not fulfilled due to percent
lack of production capacity/stockouts
(Number of sales order line items changed by the percent
customer after the initial order placement /
Number of sales order line items) * 100.0
Percentage of inbound contacts from all channels percent
related to the process "manage sales orders"
(Number of sales order line items changed after percent
initial order placement through direct connection
to the system / Number of sales order line items
changed by the customer after the initial order
placement) * 100.0

initial order placement through EDI / Number of
sales order line items changed by the customer
after the initial order placement) * 100.0

initial order placement through e-mail / Number
of sales order line items changed by the customer

initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) *
100.0

Formula Units
initial order changed through methods other than
the internet, WAP, EDI, direct connection to the
system, e-mail, fax and mail, and the telephone /
100.0
initial order placement through telephone /
100.0
initial order placement through the internet /
100.0
initial order placement through WAP / Number of
sales order line items changed by the customer
Percentage of revenue attributed to e-commerce percent

for the current period
Percentage of revenue attributed to e-commerce percent
Percentage of revenue attributed to indirect percent
sources (three reporting periods prior)
Percentage of revenue attributed to indirect percent
sources for the current period
(Overhead cost to perform the process "manage percent
Percentage of revenue attributed to direct sources percent
for the current period

Formula Units
Percentage of revenue attributed to direct sources percent
Percentage of sales orders changed by the percent
customer after the initial order placement
Percentage effect on overall profitability through percent
implementation of sales order management
automation
E-commerce sales as a percentage of retail sales percent
(Total cost to perform the process "manage sales percent

orders" / (Total cost to perform the process
"manage sales orders" + Total cost to perform the
process "process customer credit" + Total cost to
perform the process "invoice customer" + Total
cost to perform the process "process accounts
receivable (AR)" + Total cost to perform the
process "manage and process collections" + Total
cost to perform the process "manage and process
adjustments/deductions")) * 100
Retail sell through rate percent

Annual percentage change in average retail percent
basket size
Percentage of customer accounts set up for percent
automatic cash application
On shelf availability/In-stock rate for both online percent
and store operations
Average number of days to move a customer days
from acquisition to activation

Formula Units
Percentage of revenue generated from cross- percent
selling and up-selling services associated with
product purchase
(Total cost to perform the supply chain function * dollars
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / (Total business

supply chain resources" * .01) / Number of FTEs
who perform the process group "plan for and
align supply chain resources"

supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / Number
of FTEs who perform the process group "plan for
and align supply chain resources"

Formula Units
allocated to personnel cost * .000001) / (Total

allocated to systems cost * .000001) / (Total

Formula Units
allocated to overhead/other costs * .000001) /

chain resources" allocated to external cost * .
0001) / (Total business entity revenue * .001)
Percentage of total cost to perform the supply percent

supply chain resources"

supply chain resources" * .01) / (Total business
Total cost of quality / (Total business entity dollars

revenue * 0.000010)

Formula Units
Demand/Supply planning cost / (Total business dollars
Value of inventory carrying costs / (Total dollars
Forecast accuracy as a percentage of value percent
shipped
Forecast accuracy as a percentage of units percent
shipped
Number of products (SKUs) supported/managed / products (SKUs)
Number of FTEs who perform the process group
Value added productivity per employee in dollars
revenue value
Number of FTEs who perform the process group FTEs
"plan for and align supply chain resources" /
Employee retention rate percent
Total annual cost takeout savings obtained on dollars

Total annual cost avoidance savings obtained on dollars
(Total cost to perform the process group "procure dollars
materials and services" * Percentage of total
procurement cost allocated to personnel cost * .

procurement cost allocated to systems cost * .

Formula Units
procurement cost allocated to overhead cost * .

procurement cost allocated to outsourced cost * .

procurement cost allocated to other cost * .01) /

procurement cost allocated to personnel cost * .
01) / Number of FTEs who perform the process
group "procure materials and services"

procurement cost allocated to systems cost * .

procurement cost allocated to overhead cost * .

Formula Units
procurement cost allocated to other cost * .01) /
"procure materials and services"
Annual percentage change in savings in Goods percent

Not For Resale (GNFR)
Total cost to perform the process group "procure dollars
materials and services" / Number of business
entity employees
Total cost to source / (Total business entity dollars
revenue * 0.0010)
allocated to process group "procure materials and
services"
(Total cost to perform the process group "procure percent

materials and services" / Cost of goods sold
(COGS)) * 100
(Total cost to perform the process group "procure percent
materials and services" / Total business entity
revenue) * 100
materials and services" / (Total business entity
revenue * .001)
materials and services" / (Value of all materials
and services purchased * .001)

Formula Units
materials and services" / Number of FTEs who
perform the process group "procure materials and
services"

materials and services" / Number of purchase
orders placed
materials and services" / Number of purchase
order line items processed
((Systems cost to perform the process "develop percent
sourcing strategies" + Systems cost to perform
the process "select suppliers and
develop/maintain contracts" + Systems cost to
perform the process "order materials and
services" + Systems cost to perform the process
"manage suppliers") / (Total cost to perform the
process "develop sourcing strategies" + Total cost
to perform the process "select suppliers and
develop/maintain contracts" + Total cost to
services" + Total cost to perform the process
"manage suppliers")) * 100.0

revenue * .000000001)
Average procure-to-pay cycle time in days for days
services
Days payable outstanding days
goods

Formula Units
(Average supplier lead time on purchased days
materials * 24 + Cycle time in hours from the
receipt of a purchase requisition line item to the
purchase order's transmission to the
vendor/contractor + Dock-to-stock cycle time for
supplier deliveries in hours) / 24
Average cycle time in days for sourcing events days

for the procurement process group
Average cycle time in days to establish a contract days
with a supplier
Average cycle time in days to set up a supplier in days
the procurement system
goods
Average supplier lead time on purchased days
materials
Percentage of FTEs performing procurement FTEs
processes dedicated to ordering materials and
services / (Value of all materials and services
purchased * .000000001)
Average transaction amount per purchase order dollars

Total annual cost takeout savings obtained on dollars
purchased goods and services / (Value of all
materials and services purchased * 0.000000002)
Total annual cost avoidance savings obtained on dollars
purchased goods and services / (Value of all
Net Promoter Score (NPS) of the procurement percent
function stakeholders
Percentage of purchase orders for direct materials percent
and services transmitted to the vendor manually.

Formula Units
Percentage of purchase orders for indirect percent
materials and services transmitted to the vendor
manually.
Number of active unique suppliers in vendor active vendors
master file / (Value of all materials and services
purchased * .000001)
(Number of active suppliers considered strategic percent
suppliers / Number of active unique suppliers in
vendor master file) * 100.0
Percentage of total purchase value procured via percent
maverick buying
(Number of goods receipts received without item percent
and quantity verification / Number of parts and
materials receipts received) * 100
(Number of items received that fail inspection / percent
Number of items received) * 100.0
Percentage of purchase order line items received percent

with all items complete
(Purchase order line items received damage free / percent
Number of purchase order line items processed) *
100.0
Percentage of purchase order line items percent
transacted using e-procurement enabled catalogue
suppliers
(Percentage of purchases by currency volume percent
transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)

Formula Units
Percentage of purchases by currency volume percent
transacted electronically via private online trade
exchange
Percentage of purchases by currency volume percent
transacted electronically via public online trade
exchange
Percentage of purchase orders approved percent
electronically
Percentage of purchase orders received with all percent
items complete
(Number of purchase orders received with all percent
items damage free / Number of purchase orders
placed) * 100
"procure materials and services" / (Total business
Percentage of purchase value from certified percent
vendors
Percentage of the total value of goods and percent
services purchased from your top 10 suppliers
Percentage of supplier orders delivered by percent
original request date
Number of business entity employees / (Number employees
of FTEs who perform the process "develop
sourcing strategies" + Number of FTEs who
perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "manage suppliers")

Formula Units
(Value of all materials and services purchased / dollars
"procure materials and services") * .001
Number of active unique suppliers in vendor active suppliers
master file / Number of FTEs who perform the
process group "procure materials and services"
Number of purchase orders placed / Number of purchase orders
FTEs who perform the process group "procure
Percentage of value of purchased materials from percent
vendors that participate in vendor-managed
programs
(Value of all direct materials and services percent
purchased / Value of all materials and services
purchased) * 100
(Value of all indirect materials and services percent
purchased / Value of all materials and services
purchased) * 100
(Value of purchases placed by procurement percent
cards / Value of all materials and services
purchased) * 100.0
(Value of purchases placed by individual percent
purchase orders / Value of all materials and
services purchased) * 100.0
(Value of purchases placed by blanket/contract percent
orders / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
other methods / Value of all materials and
services purchased) * 100.0

Formula Units
((Value of purchase order line items submitted by percent
internet + Value of purchase order line items
submitted by WAP + Value of purchase order
line items submitted by EDI) / Value of all
materials and services purchased) * 100.0
Percentage of purchase order line items percent

transacted via portal
(Number of purchase requisition line items by percent
electronic request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0

other request methods / Number of purchase
requisition line items processed) * 100.0
paper request / Number of purchase requisition
line items processed) * 100.0
telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0

telephone request direct to vendor / Number of
purchase requisition line items processed) *
100.0
electronic request direct to vendor / Number of
purchase requisition line items processed) *
100.0
Percentage of procurement department staff with percent
formal training in negotiations

Formula Units
over three years of purchasing operations
experience
over three years of strategic sourcing/commodity
management experience
Value of all materials and services purchased / dollars
Percentage of materials and services purchase percent
value that is included in a TCO model
(Value of purchases placed by other methods / percent

Value of all materials and services purchased) *
100.0
(Value of purchases placed by percent
replenishment/vendor managed inventory / Value
of all materials and services purchased) * 100.0
EDI / Value of all materials and services
purchased) * 100.0
fax / Value of all materials and services
purchased) * 100.0
internet / Value of all materials and services
purchased) * 100.0
mail / Value of all materials and services
purchased) * 100.0

Formula Units
telephone / Value of all materials and services
purchased) * 100.0
WAP / Value of all materials and services
purchased) * 100.0
Percentage of total value of direct materials and percent
services purchased that is sourced outside of the
country
Percentage of total value of purchased material percent
that is supplier certified
(Value of all materials and services percent
purchased/Total business entity revenue)*100
Percentage of spend processed by EPC or EPCM Percent
partners
Percentage of transactions processed by EPC or Percent

EPCM partners
(Number of active unique suppliers in vendor percent

master file / Number of unique suppliers in
vendor master file) * 100
Number of items received / Number of FTEs who items
perform the process group "procure materials and
services"

Formula Units
(Average span of control for the first level in the direct reports
Procurement function + Average span of control
for the second level in the Procurement function
+ Average span of control for the third level in
the Procurement function + Average span of
control for the fourth level in the Procurement
function + Average span of control for the fifth
level in the Procurement function + Average span
of control for the sixth level in the Procurement
function + Average span of control for the
seventh level in the Procurement function) /
Number of levels for the Procurement function
(Value of all direct materials and services percent

purchased / Cost of goods sold (COGS)) * 100
Percentage of savings goal that the procurement percent
organization delivers on sourcing events/projects
Percentage of achieved savings that the percent
procurement organization delivers on sourcing
events/projects
Percentage of procurement process group FTEs percent
associated with direct materials and services
Percentage of procurement process group FTEs percent
associated with indirect materials and services
Percentage of purchase orders associated with percent
direct materials and services
Percentage of purchase orders associated with percent
indirect materials and services
Average payment days for negotiated payment days
terms
Percentage of procurement costs allocated to percent
direct materials and services purchases

Formula Units
Percentage of procurement costs allocated to percent
indirect materials and services purchases
Percentage of total procurement cost allocated to percent
personnel cost

systems cost

overhead cost

outsourced cost

other cost
((Total cost to manufacture - (Material cost as a percent

percentage of cost of goods sold * Cost of goods
sold (COGS) * .01)) / Total business entity
revenue) * 100
Total cost of manufacturing as a percentage of percent

revenue
allocated to process group
"produce/manufacture/deliver product" * .01) /
The business entity's scrap and rework costs as a percent

percentage of cost of goods sold

Formula Units
Total cost to manufacture / (Total business entity dollars
revenue * 0.0010)
"produce/manufacture/deliver product"

"produce/manufacture/deliver product" * .01) /
(Manufacturing controllable costs / Total percent

Overhead cost as a percentage of cost of goods percent
sold
Scrap and rework costs as a percentage of sales percent
Engineering change-order cycle time in days days
Maximum elapsed time it takes to engineer, hours

select, and negotiate with suppliers and order
materials for customized configuration of non-
standard items (capability model engineer-to-
order only)
Percentage of direct labor in manufacturing that percent

is available for manufacturing activities
Total asset turn rate turns
Percentage of defective parts per million percent
Turnover rate for manufacturing personnel percent
Value of inventory obsolescence as a percentage percent
of total inventory value

Formula Units
Warranty costs as a percentage of sales percent
Percentage of defective parts per million parts per million

Total annual cost of plant shipments per dollars
manufacturing employee
Percentage of total labor used in manufacturing percent
classified as direct labor
Unplanned machine downtime as a percentage of percent
scheduled run time
Costs of production material handling damage as percent
a percentage of total material costs
Most recent fiscal year's approximate currency dollars
value of plant shipments per business entity
employee
Percentage of manufacturing workforce that has percent
completed Six Sigma training
Percentage of total revenue produced by third percent
parties
Labor cost as a percentage of cost of goods sold + percent
Overhead cost as a percentage of cost of goods
sold
Labor cost as a percentage of cost of goods sold percent
Material cost as a percentage of cost of goods percent

sold
Total cost to deliver / (Total business entity dollars
revenue * 0.0010)

Formula Units
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue
* .001)

customer"

customer" * .01) / (Total business entity revenue
* .000000001)
Maximum percentage reduction in quantities percent

ordered sustainable at 30 days prior to deliver
with no inventory or cost penalties (downside
supply chain adaptability)
Maximum sustainable percentage increase in percent

quantity delivered that can be achieved in 30 days
(upside supply chain adaptability)
Number of days required to achieve an unplanned days
sustainable 20 percentage increase in quantities
delivered (upside supply chain flexibility)

Formula Units
(Total cost to perform the process "operate dollars
outbound transportation" + Total cost to perform
the process "operate warehousing" + Total cost to
perform the process "plan and manage inbound
material flow" + Total cost to perform the
process "define logistics strategy") / (Total

allocated to process group "manage logistics and
warehousing" * .01) / Number of sales orders
placed
(Total cost to perform the process group "manage percent

logistics and warehousing"/Total costs of
continuing operations)*100
(Total cost to perform the process "define dollars
logistics strategy" + Total cost to perform the
process "plan and manage inbound material flow"
+ Total cost to perform the process "operate
warehousing" + Total cost to perform the process
"operate outbound transportation") / (Number of
FTEs who perform the process "define logistics
+ Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation")

Formula Units
allocated to process group "manage logistics and
warehousing"
Transportation cost / (Total business entity dollars

revenue * .001)
(Transportation cost / Total cost to perform the percent
supply chain function) * 100
((Total cost to perform the process "define percent
"operate outbound transportation") / Cost of
goods sold (COGS)) * 100.0

Total cost to perform the process group "manage dollars

logistics and warehousing" /(Number of FTEs
who perform the process "operate outbound
transportation" + Number of FTEs who perform
the process "operate warehousing" + Number of
FTEs who perform the process "plan and manage
inbound material flow" + Number of FTEs who
perform the process "define logistics strategy")

Formula Units
process "define logistics strategy") / Number of
sales orders fulfilled
((Total cost to perform the process "define percent

"operate outbound transportation") / Total
Total annual transportation cost as a percentage percent

of revenue
Average cycle time in calendar days for days
successful completion of delivery and disposal of
back-hauled goods
Percentage of total logistics costs that are percent
expedited
(Gross value of on-hand balance for typical percent

products that have zero sales or usage / Total
gross value of on-hand balance for all typical
products) * 100.0
Percentage of on-hand balance value for SKUs percent

with sales between 101 and 1000

Formula Units
(Gross value of on-hand balance for typical percent
products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all typical products) * 100.0
Percentage of on-hand balance value for SKUs percent

with sales greater than 1000
Cost of damaged product as a percentage of sales percent

Turnover rate for logistics personnel percent
Percentage of online orders delivered complete percent
and on time
Percentage of direct labor in logistics that is percent
available for logistics activities
(Number of SKUs for service/repair parts that percent
have zero sales / Total number of SKUs for
service/repair parts) * 100.0
Percentage of SKUs for typical products with percent
zero sales
(Number of SKUs for typical products that have percent

sales between 101 and 1,000 / Total number of
SKUs for typical products) * 100.0
Percentage of SKUs for typical products with percent
sales between 1 and 100
(Number of SKUs for typical products that have percent

sales greater than 1,000 / Total number of SKUs
for typical products) * 100.0

Formula Units
Percentage of total parts with sales between 101 percent
and 1000
(Number of SKUs for service/repair parts that percent

have sales between 1 and 100 / Total number of
SKUs for service/repair parts) * 100.0
Percentage of total parts with sales greater than percent
1000
Percentage of ship from stock orders delivered in percent

full within 24 hours of order receipt
Percentage of sales orders considered expedited percent
The business entity's inventory shrinkage as a percent
percentage of cost of goods sold
(Number of FTEs who perform the process FTEs
"define logistics strategy" + Number of FTEs
who perform the process "plan and manage
perform the process "operate warehousing" +
"operate outbound transportation") / (Total
Perfect order performance percent

"operate outbound transportation" + Number of
FTEs who perform the process "operate
warehousing" + Number of FTEs who perform
the process "plan and manage inbound material
flow" + Number of FTEs who perform the

Formula Units
Percentage of labor used in process group percent
"manage logistics and warehousing" that is direct
labor
Percentage of supplier on-time delivery percent
Percentage of expedited orders resulting from percent
documentation error

inaccurate demand forecasts
information technology/system failure
Percentage of expedited orders resulting from late percent
delivery/loss in transit
manufacturing equipment failure
network stock re-balances
other issues
poor transportation planning
production schedule changes
raw material shortages
unavailable transport equipment
transportation equipment failure
Percentage of sales orders completely filled from percent
primary sourcing location

Formula Units
((Number of FTEs who perform the process percent
"define logistics strategy" + Number of FTEs
who perform the process "plan and manage
perform the process "operate warehousing" +
"operate outbound transportation" + Number of
FTEs who perform the process "manage returns;
manage reverse logistics")/Number of business
entity FTEs)*100
(Gross value of on-hand balance for percent

service/repair parts for products with zero sales
or usage / Total gross value of on-hand balance
for all products' service/repair parts) * 100.0
Percentage of on-hand balance for parts with percent

sales between 101 and 1000
(Gross value of on-hand balance for percent

service/repair parts for products with sales or
usage between 1 and 100 units / Total gross value
of on-hand balance for all products' service/repair
parts) * 100.0
Percentage of on-hand balance for parts with percent

sales greater than 1000
Forecast accuracy one planning period prior to percent

production run

Formula Units
Total cost to perform the process "develop dollars
sourcing strategies" / (Value of all materials and
services purchased * .001)
sourcing strategies" / (Total business entity
revenue * .001)
Personnel cost to perform the process "develop dollars
revenue * 0.0010)
Personnel cost to perform the process "develop dollars
services purchased * 0.0010)
Overhead cost to perform the process "develop dollars
sourcing strategies"/(Total business entity
revenue*0.0010)
and outsourced to perform the process "develop
revenue*0.0010)
Outsourced cost to perform the process "develop dollars

revenue*0.0010)
Systems cost to perform the process "develop dollars
revenue * 0.000010)
Systems cost to perform the process "develop dollars
sourcing strategies" / Number of FTEs who
perform the process "develop sourcing strategies"

Formula Units
"procure materials and services" * Percentage of
FTEs performing procurement processes
dedicated to providing sourcing governance and
performing category management * .01) / (Value
of all materials and services purchased * .
000000001)
dedicated to providing sourcing governance and
performing category management * .01) / (Total
Percentage of FTEs performing procurement percent

processes dedicated to providing sourcing
governance and performing category
management
Number of FTEs employed for buying and FTEs
purchasing activities / (Total business entity
revenue * .000000001)
(Total cost of the contracts management percent
function /Total business entity revenue) * 100
Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" / Number of
FTEs who perform the process "select suppliers
and develop/maintain contracts"
Systems cost to perform the process "select dollars

suppliers and develop/maintain contracts" /
(Value of all materials and services purchased *
0.000010)
Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" / (Total

Formula Units
Overhead cost to perform the process "select dollars
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
and outsourced to perform the process "select
Outsourced cost to perform the process "select dollars

and develop/maintain contracts" / (Total business
and develop/maintain contracts" / (Value of all
materials and services purchased * .001)
Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" /
(Value of all materials and services purchased *
0.0010)
Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" / (Total
Total number of new projects managed / Number projects
of FTEs dedicated to the contracts management
function
Total number of supplier/service contracts
provider/subcontractor contracts managed /
Number of FTEs dedicated to the contracts
management function

Formula Units
dedicated to selecting suppliers and
developing/maintaining contracts * .01)/ (Total

processes dedicated to selecting suppliers and
developing/maintaining contracts
dedicated to selecting suppliers and
developing/maintaining contracts * .01) / (Value
000000001)
Number of FTEs dedicated to the contracts FTEs
management function / (Total business entity
revenue * 0.000000001)
(Total cost to perform the process "develop percent
sourcing strategies" / Total cost to perform the
process group "procure materials and services") *
100

function FTEs dedicated to the process "draft,
negotiate, and execute contracts and perform
project and project team initiation"

function FTEs dedicated to the process "manage
and monitor contract administration"

Formula Units
function FTEs dedicated to the process "manage,
monitor, and report on contract compliance"
function FTEs dedicated to the process "develop,
maintain, and monitor the corporate contract
management system"

function FTEs dedicated to the process "perform
project closing activities"
Personnel cost to perform the process "order dollars
revenue * 0.0010)
Total cost to perform the process "order materials dollars
and services" / (Total business entity revenue *
0.0010)
and services" / (Value of all materials and
services purchased * .001)
and services" / Number of purchase orders placed
and services" / Number of purchase order line
items processed
Overhead cost to perform the process "order dollars
materials and services"/(Total business entity
revenue*0.0010)

Formula Units
and outsourced to perform the process "order
revenue * .001)
Outsourced cost to perform the process "order dollars

materials and services"/(Total business entity
revenue*0.0010)
Systems cost to perform the process "order dollars
revenue * 0.000010)
Systems cost to perform the process "order dollars
and services" / Number of FTEs who perform the
process "order materials and services"
Overhead cost to perform the process "order dollars
Outsourced cost to perform the process "order dollars

materials and services" / Number of FTEs who
services"

Formula Units
Cycle time from requisition creation to Days
requisition approval
Cycle time from requisition approval to purchase Days
order approval
Cycle time in hours from the receipt of a hours

purchase requisition line item to the purchase
order's transmission to the vendor/contractor
dedicated to ordering materials and services * .
01) / (Value of all materials and services
purchased * .000000001)

01) / (Total business entity revenue * .
000000001)
services
Number of purchase requisition line items purchase
processed / (Number of FTEs who perform the requisition line
process group "procure materials and services" * items
Percentage of FTEs performing procurement
services * .01)

Formula Units
Number of purchase order line items processed / purchase order
(Number of FTEs who perform the process group line items
01)
Number of purchase orders placed / (Number of purchase orders
FTEs who perform the process group "procure
materials and services" * Percentage of FTEs
performing procurement processes dedicated to
ordering materials and services * .01)
(Total cost to perform the process "select percent

suppliers and develop/maintain contracts" / Total
cost to perform the process group "procure
materials and services") * 100
(Total cost to perform the process "order percent

materials and services" / Total cost to perform the
process group "procure materials and services") *
100
Percentage of purchase orders that go through a Percent

formal notification/acceptance process with
supplier
Value of materials purchases as a percentage of Percent
total purchases
Value of services purchases as a percentage of Percent
total purchases
Value of EPC or EPCM purchases as a Percent
percentage of total purchases
Value of other purchases as a percentage of total Percent
purchases

Formula Units
(Personnel cost to perform the process "order percent
process "order materials and services") * 100
(Systems cost to perform the process "order percent
(Overhead cost to perform the process "order percent
(Outsourced cost to perform the process "order percent

Purchases made through P-card as a percentage Percent
of total purchase value
Purchases made through T&E card as a Percent
percentage of total purchase value
Purchases made through invoice only (non-PO) Percent
as a percentage of total purchase value
Purchases made through purchase order - internal Percent

catalog as a percentage of total purchase value
Purchases made through purchase order - Percent
external/punch-out catalog as a percentage of
total purchase value
Purchases made through purchase order - "Hands Percent
On" as a percentage of total purchase value

Formula Units
Purchases made through other channels as a Percent
percentage of total purchase value
Purchases made through P-card as a percentage Percent
of total invoice volume
Purchases made through T&E card as a Percent
percentage of total invoice volume
Purchases made through invoice only (non-PO) Percent
as a percentage of total invoice volume
Purchases made through purchase order - internal Percent

catalog as a percentage of total invoice volume
Purchases made through purchase order - Percent
external/punch-out catalog as a percentage of
total invoice volume
Purchases made through purchase order - "Hands Percent
On" as a percentage of total invoice volume
Purchases made through other channels as a Percent
percentage of total invoice volume
Percentage of purchase orders linked directly to Percent
contracted price in company's system or external
catalog
Percentage of purchase order line items Percent
systematically created
Total cost to perform the process "manage dollars

suppliers" / Number of FTEs who perform the
process "manage suppliers"
Systems cost to perform the process "manage dollars
suppliers" / (Value of all materials and services
purchased * 0.000010)

Formula Units
suppliers" / (Total business entity revenue *
0.000010)
suppliers"/(Total business entity revenue*0.0010)
purchased * .001)
suppliers" / (Total business entity revenue * .001)
purchased * 0.0010)
suppliers" / (Total business entity revenue *
0.0010)
Total cost to return to supplier / (Total business dollars
Average time spent to resolve supply related days
quality issues
processes dedicated to managing suppliers

Formula Units
dedicated to managing suppliers * .01) / (Value
000000001)
dedicated to managing suppliers * .01) / (Total
S25320472QN0001 percent
(Total cost to perform the process "manage percent
suppliers" / Total cost to perform the process
group "procure materials and services") * 100
Number of purchase orders placed / Number of Purchase Orders
FTEs who perform the process "order
materials/services" who create/distribute
purchase orders
Total cost to perform the process "record receipt Dollars

of goods" / (Average oil and gas net production
(BOE/day) * .001)
of goods" / Total operated producing well count
of goods" / Total number of miles of pipeline in
service
of goods" / (Average refining throughput * .001)
Number of business entity FTEs who perform FTEs
the process "record receipt of goods" / (Average
oil and gas net production (BOE/day) * .000001)

Formula Units
the process "record receipt of goods" / (Total
operated producing well count * .001)
the process "record receipt of goods" / (Total
number of miles of pipeline in service * .001)
the process "record receipt of goods" / (Average
refining throughput * .001)
Percentage of purchase orders with receipt of Percent
goods or services
Percentage of goods purchases with receipts Percent
performed after the invoice was received
Percentage of services purchases with receipts Percent
performed after the invoice was received
Percentage of invoices blocked due to goods Percent
receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours
hours
Finished-product first-pass quality yield for percent
primary products
Production schedule attainment during a primary percent
products planning period
Raw material inventory turn rate turns
Actual production rate as a percentage of the percent
maximum for primary products
365 / WIP inventory turn rate in turns days
WIP inventory turn rate in turns turns
365 / Raw material inventory turn rate days
Number of units produced per year units

Formula Units
Percentage of manual sales order interventions percent
caused by contract issues
caused by pricing issues
caused by invoicing issues
caused by incorrect customer master data
caused by other causes
Systems cost to perform the process "define dollars
logistics strategy" / (Total business entity revenue
* 0.000010)
Outsourced cost to perform the process "define dollars
* 0.0010)
Overhead cost to perform the process "define dollars
* 0.0010)
Personnel cost to perform the process "define dollars
* 0.0010)
and outsourced to perform the process "define
* 0.0010)
Total cost to perform the process "define logistics dollars

strategy" / Number of FTEs who perform the
process "define logistics strategy"
Total cost to perform the process "define logistics dollars
strategy" / (Total business entity revenue * .001)

Formula Units
"define logistics strategy" / (Total business entity
revenue*.000000001)
"define logistics strategy" / (Number of FTEs
who perform the process "define logistics
transportation")) *100
(Total cost to perform the process "operate percent

warehousing" / Cost of goods sold (COGS)) *
100.0
Total cost to perform the process "operate dollars
warehousing" /Number of FTEs who perform the
process "operate warehousing"
warehousing" / (Total business entity revenue *
0.0010)
warehousing" / Number of sales orders fulfilled
Overhead cost to perform the process "operate dollars
0.0010)
and outsourced to perform the process "operate
0.0010)

Formula Units
Personnel cost to perform the process "operate dollars
0.0010)
Outsourced cost to perform the process "operate dollars
0.0010)
Systems cost to perform the process "operate dollars
warehousing" / (Total business entity revenue * .
00001)
warehousing" / Number of FTEs who perform the
process "operate warehousing"
Dock-to-stock cycle time for supplier deliveries hours
in hours
Pick-to-ship cycle time in hours for customer hours
orders
Field finished goods inventory days of supply days
Warehouse slot utilization percent
"operate warehousing" / (Total business entity
revenue*.000000001)
Order fill rate percent
Order line fill rate percent
Inventory accuracy percent
Gross value of inventory / (Total business entity dollars
revenue * .001)
Unit fill rate percent
Percentage of SKUs tracked by radio frequency percent
Number of sales order line items / Number of sales order line
FTEs who perform the process "operate items
warehousing"

Formula Units
Number of sales orders fulfilled / Number of sales orders
warehousing"
"operate warehousing" / (Number of FTEs who
perform the process "define logistics strategy" +
Number of FTEs who perform the process "plan
and manage inbound material flow" + Number of
warehousing" + Number of FTEs who perform
the process "operate outbound transportation"))
*100
Percentage of finished goods inventory requiring percent

special handling or storage
Truck customer waiting time in minutes minutes

outbound transportation" / Number of FTEs who
transportation"
Transportation cost per mile dollars

Personnel cost to perform the process "plan and dollars
manage inbound material flow" / Number of
FTEs who perform the process "plan and manage
inbound material flow"

outbound transportation" / (Total business entity
revenue * 0.000010)
Outsourced cost (excluding freight) to perform dollars
the process "operate outbound transportation"
/(Total business entity revenue * .001)

Formula Units
(Freight cost to perform the process "operate percent
outbound transportation" / (Total cost to perform
the process "define logistics strategy" + Total
cost to perform the process "plan and manage
inbound material flow" + Total cost to perform
transportation")) * 100.0
Freight cost to perform the process "operate dollars

revenue * 0.0010)
revenue * 0.0010)
outsourced and freight to perform the process
"operate outbound transportation" /(Total
Overhead cost to perform the process "operate dollars

outbound transportation" /(Total business entity
revenue * .001)
(Total cost to perform the process "operate percent
outbound transportation" / Cost of goods sold
(COGS)) * 100.0
outbound transportation" / Number of FTEs who
transportation"

revenue * 0.0010)

Formula Units
outbound transportation" /Number of sales orders
fulfilled
Customer shipment to delivery cycle time in days
hours / 24
Accurate documentation rate percent
Percentage of sales orders delivered complete and percent
on time
Percentage of sales orders shipped complete and percent
on time
Percentage of sales orders delivered on time percent
Percentage of outbound transport containers with percent
multiple-customer orders
Perfect condition rate percent
"operate outbound transportation" / (Total
Full trailer load or full container load capacity percent
utilization
Percentage of sales orders shipped in full-load percent
shipments
Percentage of sales orders shipped on core percent
carriers
Percentage of large/bulky deliveries completed percent
within the window provided to the consumer
Average number of delivery attempts required to attempts
complete large/bulky deliveries
Percentage of large/bulky deliveries considered percent
exception deliveries
Percentage of large/bulky deliveries including percent
products that are damaged or dead-on-arrival

Formula Units
Number of large/bulky deliveries completed in deliveries
the past 12 months / Consumer delivery/service
area in square miles
"operate outbound transportation" / (Number of
FTEs who perform the process "define logistics
transportation")) *100
(Number of approved preferred/core carriers for percent

primary transportation mode / Number of carriers
used for primary transportation mode in the last
twelve months) * 100.0
Premium freight charges as a percentage of total percent

freight
Percentage of sales orders scheduled according to percent
customer request
Average weight of large/bulky deliveries pounds
completed
Average volume of large/bulky deliveries cubic feet
completed
Average number of items included in a items
large/bulky delivery
Total annual value of large/bulky products dollars
delivered by the organization / Consumer
delivery/service area in square miles

Formula Units
Product wastage (Damage and expiry) rate percent
Total cost to perform the process "order materials Dollars

and services" / (Average oil and gas net
production (BOE/day) * .001)
and services" / Total operated producing well
count
and services" / Total number of miles of pipeline
in service
and services" / (Average refining throughput * .
001)
Number of FTEs who perform the process "order FTEs
materials and services" / (Average oil and gas net
materials and services" / (Total operated
producing well count * .001)
materials and services" / (Total number of miles
of pipeline in service * .001)
materials and services" / (Average refining
throughput * .001)
Systems cost to perform the process group dollars
strategy" / (Total business entity revenue *
0.000010)

Formula Units
Total cost to perform the process group "develop dollars
customer care/customer service strategy" /
strategy"

customer care/customer service strategy" / (Total
Number of sales orders fulfilled
Number of sales order line items
Overhead cost to perform the process group dollars
0.0010)

0.0010)
Personnel cost to perform the process group dollars

0.0010)
Outsourced cost to perform the process group dollars

0.0010)

Formula Units
0.000000001)
Number of languages supported languages
(Centrally managed systems cost to perform the dollars

process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer complaints") / (Total business

"manage customer complaints") / Number of
(Contact center systems cost to perform the dollars

process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts

customer complaints") / (Total business entity
revenue * 0.0010)

Formula Units
customer complaints") / Number of active
customers in customer master file

"manage customer complaints") / Total number
of inbound contacts

considered "business to business"
considered "business to consumer"
Personnel cost to perform the processes "manage dollars
customer complaints" / Number of FTEs who
perform the customer service function
Outsourced cost to perform the processes dollars

"manage customer complaints" / (Total business

complaints") / (Total business entity revenue *
0.0010)

Formula Units
complaints") / Number of active customers in
customer master file

(Outsourced cost to perform the processes percent

"manage customer complaints" / Total cost to
perform the processes "manage customer service
complaints") * 100.0
(Overhead cost to perform the processes "manage percent

customer complaints" / Total cost to perform the
Overhead cost to perform the processes "manage dollars

customer complaints" / (Total business entity
revenue * 0.0010)

Formula Units
(Costs other than personnel, systems, overhead, dollars

and outsourced to perform the processes "manage

and outsourced to perform the processes "manage
revenue * 0.0010)

"manage customer complaints" / Number of
inbound calls received through IVR DTMF

inbound calls received through IVR speech

inbound contacts through web transactions

Formula Units
(Personnel cost to perform the process "manage dollars
sales orders" + Personnel cost to perform the
complaints") / (Total business entity revenue *
0.0010)

complaints") / Number of active customers in

(Personnel cost to perform the processes "manage percent

Personnel cost to perform the processes "manage dollars

revenue * 0.0010)
Total cost to perform the processes "manage dollars

customer complaints" / Number of FTEs who
perform the customer service function

Formula Units
Total cost to perform the processes "manage dollars
revenue * 0.0010)
Total business entity revenue / Total number of dollars

inbound contacts
"manage customer complaints" / Inbound
contacts received through web self-service
Average time in seconds to inbound calls seconds

abandoned
Average contact handling time in seconds, seconds
including after-contact work
(Average after-call work time in seconds + seconds
Average talk time in seconds)
Average speed of answer in seconds for agent seconds
queue calls
Average seat utilization percent
Average agent schedule adherence percent
First call resolution rate percent
Bridge rate percent
Call agent availability rate percent
Call agent occupancy rate percent
Call agent utilization rate percent
IVR speech recognition rate percent

Formula Units
(Inbound contacts received through web chat or percent
instant messaging, including virtual agents, from
all outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax,
postal mail, web transactions, online chats, and
other receipts) * 100.0
Percentage of inbound calls monitored by QAM percent

and scored by supervisors
Number of seats / Number of contact centers seats
included
DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate percent
Web transactions self-service resolution rate percent
Calls routed to a live agent as a percentage of percent
total inbound calls
Calls abandoned in the agent queue as a percent
Caller authentication rate for IVR percent
(Number of total inbound contacts outsourced to percent
a third-party for contacts received through email /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
(Percentage of inbound contacts outsourced to percent

third-party for postal mail / 100 percent sum of

Formula Units
(Inbound contacts received through web self- percent
service from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
Percentage of contacts with CTI that have percent

information pop up on the agent’s desktop
Percentage of active customers with service level percent
based on customer segmentation
Number of agent FTEs / (Number of general agent FTEs
service FTEs employed to manage agents +
Number of vital service FTEs employed to
manage agents)
Agent FTEs evaluated using percent

sliding/interdependent agent targets as a
percentage of all agent FTEsthrough telephone
(Inbound contacts received percent
channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
Percentage of transferred calls that are percent

misdirected
Percentage of active customers with active web percent
accounts
Transferred calls as a percentage of total inbound percent
calls

Formula Units
(Number of general service FTEs employed to direct supervisors
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Number of inbound calls received through a live calls

agent / Number of agent FTEs
Total number of inbound contacts / Number of contacts
agent FTEs
(Inbound contacts received through channels percent
other than phone, email, web self-service, web
chat or instant messaging (including virtual
agents), a dedicated mobile application, SMS,
social media, or postal mail, from all outsourced
providers / 100 percent sum of inbound contacts
outsourced to a third-party for live agent calls,
IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0
(Number of inbound calls received through a live percent

agent / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR percent
speech / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR percent
DTMF / Number of inbound calls) * 100.0
(Number of inbound calls for billing / Number of percent
inbound calls) * 100.0
(Number of inbound calls for complaints / percent
Number of inbound calls) * 100.0
(Number of inbound calls for new orders / percent
Number of inbound calls) * 100.0
(Number of inbound calls for order modification percent
or inquiry / Number of inbound calls) * 100.0

Formula Units
related to matters other than new orders, order
modification or inquiry, billing, complaints, or
technical support

related to technical support
Percentage of inbound contacts outsourced to percent
third-party for fax
third-party for IVR DTMF
third-party for IVR speech
third-party for live agent calls
(Number of inbound calls for the customer percent
service function / Number of inbound calls) *
100.0
( Number of contact center employees in South percent
Asia/Number of contact center employees )*100
( Number of contact center employees in percent
Southeast Asia/Number of contact center
employees )*100
Southern Europe/Number of contact center
employees )*100
( Number of contact center employees in the percent
United States or Canada/Number of contact
center employees )*100
Western Europe/Number of contact center
employees )*100

Formula Units
related to billing
related to complaints
related to new orders
related to order modification or inquiry
( Number of contact center employees in the percent
Middle East/Number of contact center employees
)*100
( Number of contact center employees in Nordic percent
countries/Number of contact center employees )
*100
Africa/Number of contact center employees )
*100
Australia or New Zealand/Number of contact
center employees )*100
( Number of contact center employees in Central percent
Europe/Number of contact center employees )
*100
( Number of contact center employees in Central percent
or South America/Number of contact center
employees )*100
( Number of contact center employees in China, percent
Russia, or Central Asia/Number of contact center
employees )*100
( Number of contact center employees in East percent
Asia/Number of contact center employees )*100

Formula Units
( Number of contact center employees in Eastern percent
Europe/Number of contact center employees )
*100
(Number of inbound contacts through calls / percent
Total number of inbound contacts) * 100.0
(Number of inbound contacts through email / percent
Total number of inbound contacts) * 100.0
(Number of inbound contacts through fax / Total percent
number of inbound contacts) * 100.0
(Number of inbound contacts through online percent
chat / Total number of inbound contacts) * 100.0
(Inbound contacts received through channels percent

other than phone, email, web self-service, web
chat or instant messaging (including virtual
agents), a dedicated mobile application, SMS,
social media, or postal mail / Total number of
inbound contacts) * 100.0
(Number of inbound contacts through postal percent

mail / Total number of inbound contacts) * 100.0
(Inbound contacts received through web self- percent
service / Total number of inbound contacts) *
100.0
(Number of inbound calls that are business to percent
business / Number of inbound calls) * 100.0
(Number of inbound calls that are business to percent
consumer / Number of inbound calls) * 100.0
Service level seconds
Long-term forecast accuracy percent

Short-term forecast accuracy percent

Formula Units
Response time in minutes for contacts received minutes
through call backs
through SMS
through social media
through web chat or instant messaging
Average talk time in seconds seconds

through email
through fax
through postal mail
First contact resolution rate for contacts from percent
channels other than phone, email, web self-
service, web chat or instant messaging, dedicated
mobile apps, SMS social media, or postal mail
First contact resolution rate for a dedicated percent

mobile application ("app")
First contact resolution rate for email contacts percent
First contact resolution rate for phone contacts percent
First contact resolution rate for postal mail percent
First contact resolution rate for SMS (mobile percent

phone short message service) contacts

Formula Units
First contact resolution rate for social media percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for web chat or percent
instant messaging including virtual agents
First contact resolution rate for web self-service percent
contacts
Customer satisfaction with technical support. percent

related to the process "manage customer service"
(Inbound contacts received through a dedicated percent

mobile application / Total number of inbound
contacts) * 100.0
(Total number of inbound contacts received percent
through SMS / Total number of inbound contacts)
* 100.0
(Total number of inbound contacts received percent
through social media / Total number of inbound
contacts) * 100.0
(Inbound contacts received through a dedicated percent
mobile application from all outsourced
providers / 100 percent sum of inbound contacts
outsourced to a third-party for live agent calls,
IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0

Formula Units
(Inbound contacts received through SMS percent
(exclude mobile messaging other than SMS) from
all outsourced providers / 100 percent sum of
(Inbound contacts received through social media percent

(including discussion forums, Facebook, Twitter,
etc.) from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a third-
party for live agent calls, IVR speech, IVR
Percentage of employee time spent working in percent

the social media channel servicing customers
the website channel servicing customers
the social media channel servicing customers
the face-to-face channel servicing customers
the contact center channel servicing customers
B2B channels other than website, mobile
applications, social media, face-to-face contact,
or contact centers channel servicing customers
Annual percentage change in number of percent

complaints

Formula Units
Customer satisfaction with billing and payment. percent
Customer satisfaction with the selection and percent

purchasing process.
Brand/relational NPS score percent
NPS for clients in awareness, selection, an buying percent

stage
NPS for clients who are using the service, percent

receiving support, or paying
NPS for clients in renewal stage percent
Percentage of customers claiming to be satisfied percent
Total cost to perform the process group "recruit, percent

source, and select employees" / Total SG&A
costs * 100
"recruit, source, and select" / (Total business
Total cost to perform the process group "recruit, dollars
source, and select employees" / (Total number of
new hires * Senior management/executive new
hires percentage * 0.01)

new hires * Middle management/specialist new
hires percentage * 0.01)

Formula Units
new hires * Operational workers/office workers
new hires percentage * 0.01)
Personnel cost to perform process group "recruit, dollars

source, and select employees" / (Total business
source, and select employees" / Total number of
new hires
source, and select employees" / Number of
Systems cost to perform process group "recruit, dollars
source, and select employees" / Number of
source, and select employees" / Total number of
new hires
perform the process group "recruit, source, and
select employees"

Formula Units
Response time in hours for a non-routine inquiry hours
for the process group "recruit, source, and select
employees"
Response time in hours for a routine inquiry for hours
the process group "recruit, source, and select
employees"
Cycle time in days from approval of job days
requisition to acceptance of job offer
Cycle time in days from identifying the need to days
hire a new employee to approval of job
requisition
"recruit, source, and select employees" / (Total
Number of interviews conducted for each senior interviews
management/executive vacancy filled / Number
of FTEs who perform the process group "recruit,
Number of interviews conducted for each middle interviews

management/specialist vacancy filled / Number
Number of interviews conducted for each interviews

operational worker/office staff vacancy filled /
"recruit, source, and select employees"
Percentage of management positions filled by percent

internal promotion versus external recruitment
for senior management/executive employees for
the past three years

Formula Units
Latest captured satisfaction rate of new hires with percent
the recruiting experience
Job offer acceptance rate for middle percent
Job offer acceptance rate for operational percent
Job offer acceptance rate for senior percent
(Percentage of middle management/specialist percent
employees who joined in the past 12 months that
are still within your business entity + Percentage
of operational worker/office staff employees who
joined in the past 12 months who are still within
your business entity + Percentage of senior
management/executive employees who joined in
the past 12 months that are still within your
business entity) / 3
Number of job applications received / Number of applications

FTEs who perform the process group "recruit,
Total number of new hires / Number of FTEs new hires
who perform the process group "recruit, source,
Number of hours invested by hiring decision hours
makers per senior management/executive new
hire
makers per middle management/specialist new
hire

Formula Units
makers per operational worker/office staff new
hire
Outsourced cost to perform the process group percent
"recruit, source, and select" / Total cost to
select employees" * 100
Middle management/specialist new hires percent

percentage
Operational workers/office workers new hires percent
percentage
Senior management/executive new hires percent
percentage
Number of non-routine inquiries received inquiries
monthly for the process group "recruit, source,
and select employees" / Number of business
entity employees
Number of routine inquiries received monthly for inquiries

employees" / Number of business entity
employees
Percentage of new hires from internal employee percent

referrals
(Number of non-routine inquiries received percent
monthly for the process group "recruit, source,
and select employees" / (Number of routine
inquiries received monthly for the process group
"recruit, source, and select employees" + Number
of non-routine inquiries received monthly for the
employees")) * 100.0

Formula Units
Number of routine inquiries received monthly for percent
employees"/(Number of routine inquiries
received monthly for the process group "recruit,
source, and select employees"+Number of non-
routine inquiries received monthly for the process
group "recruit, source, and select
employees")*100
Percentage of inquiries received for the process percent
group "recruit, source and select employees"
through digital communication channels
Percentage of the total inquiries received monthly percent
for the process group "recruit, source, and select
employees" via e-mail
Percentage of inquiries received monthly for the percent
employees" via channels other than e-mail,
phone, and face-to-face interaction

employees" via face-to-face interaction
group "recruit, source and select employees"
through non-digital communication channels
employees" via phone
Permanent full-time positions as a percentage of percent
total new hires
Permanent part-time positions as a percentage of percent
total new hires

Formula Units
Contingent positions as a percentage of total new percent
hires
(Overhead and other cost for the process group percent
"recruit, source, and select employees" / Total
cost to perform the process group "recruit,
source, and select employees") * 100

for middle management/specialist employees for
(Personnel cost to perform process group "recruit, percent

source, and select employees" / Total cost to
select employees") * 100

group "reward and retain employees" through
digital communication channels
group "reward and retain employees" through
non-digital communication channels
(Overhead cost to perform process group "recruit, percent
select employees") * 100.0

and outsourced to perform process group "recruit,
select employees") * 100.0

Formula Units
(Systems cost to perform process group "recruit, percent
select employees") * 100
Number of job applications received / Annual applications

number of job requisitions
Number of FTEs who perform the process group percent
"recruit, source, and select employees" / Number
of business entity FTEs * 100
Top performer employee retention percent
Total cost to perform the process group "reward dollars

and retain employees" / Number of FTEs who
perform the process group "reward and retain
employees"

"reward and retain employees" / Number of FTEs
who perform the process group "reward and
retain employees"
(Total cost to perform the process group "reward percent

and retain employees" / Total SG&A costs) * 100
Personnel cost of business entity FTEs / Number dollars

of business entity FTEs
employees"

Formula Units
and retain employees" / (Total business entity
revenue * .001)
(Total base pay for middle management/specialist dollars
employees + Total overtime pay for middle
management/specialist employees + Total
variable pay for middle management/specialist
employees) / Number of middle
(Total base pay for operational worker/office dollars

staff employees + Total overtime pay for
operational worker/office staff employees + Total
variable pay for operational worker/office staff
employees) / Number of operational
(Total base pay for senior management/executive dollars

employees + Total overtime pay for senior
management/executive employees + Total
variable pay for senior management/executive
employees) / Number of senior

and retain employees" / Number of business
entity employees
"reward and retain employees" / Number of
"reward and retain employees" / (Total business

Formula Units
for the process group "reward and retain
employees"
the process group "reward and retain employees"
Average tenure in months for business entity months
agents
"reward and retain employees" / (Total business
the process group "reward and retain employees"
/ Number of FTEs who perform the process
group "reward and retain employees"

monthly for the process group "reward and retain
employees" / Number of FTEs who perform the
process group "reward and retain employees"
(Number of routine inquiries received monthly inquiries

employees" + Number of non-routine inquiries
received monthly for the process group "reward
and retain employees") / Number of FTEs who
employees"
(Percentage of total employees who are remote employees

employees * Number of business entity
employees * 0.01) / Number of FTEs who
employees"

Formula Units
of FTEs who perform the process group "reward
and retain employees"
process group "reward and retain employees" via
face-to-face interaction
Number of non-routine inquiries received percent
and retain employees"+Number of non-routine
"reward and retain employees")*100

the process group "reward and retain
employees" / (Number of routine inquiries
and retain employees" + Number of non-routine
"reward and retain employees") * 100

channels other than e-mail, phone, and face-to-
face interaction

the process group "reward and retain
employees
employees

Formula Units
Number of days absent due to sickness excluding days
maternity and paternity leave per employee
Number of days absent due to sickness, days
maternity, and paternity leave per employee
"reward and retain employees"/Total cost to
employees"*100
(Number of routine inquiries received monthly inquiries

employees" + Number of non-routine inquiries
and retain employees") / Number of business
entity employees
(Percentage of internal cost to perform the percent

allocated to systems*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process

allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the

Formula Units
allocated to overhead*Internal cost to perform the

phone
e-mail
Total base pay for middle management/specialist dollars
employees / Number of middle
Total base pay for operational worker/office staff dollars
employees / Number of operational worker/office
staff employees
Total base pay for senior management/executive dollars
employees / Number of senior
Number of vacation days per year per employee days
(Personnel cost to perform the process group percent

"reward and retain employees" / Total cost to
employees") * 100
(Internal overhead and other cost to perform the percent

process group "reward and retain employees" /
Total cost to perform the process group "reward
and retain employees") * 100

Formula Units
(Total overtime pay for senior percent
management/executive employees/Total pay for
senior management/executive employees)*100
(Total overtime pay for middle percent
management/specialist employees/Total pay for
middle management/specialist employees)*100
(Total overtime pay for operational worker/office percent
staff employees/Total pay for operational
worker/office staff employees)*100
(Number of senior management/executive FTEs percent
retain employees" / Number of FTEs who
employees") * 100
(Number of middle management/specialist FTEs percent

employees") * 100
(Number of operational worker/office staff FTEs percent

employees") * 100

"redeploy and retire employees" / (Total business
"redeploy and retire employees" / Number of

Formula Units
Total cost to perform the process group "redeploy dollars
and retire employees" / Number of business
entity employees
Total cost to perform the process group "redeploy dollars
and retire employees" / (Total business entity
revenue * 0.001)
perform the process group "redeploy and retire
employees"

(Total cost to perform the process "relocate dollars
employees and manage assignments" + Total cost
to perform the process "manage expatriates") /
(Number of FTEs that perform the process
"relocate employees and manage assignments" +
Number of FTEs that perform the process
"manage expatriates")
(Total cost to perform the process "relocate dollars

employees and manage assignments" + Total cost
to perform the process "manage expatriates") /

the process group "redeploy and retire
employees"
for the process group "redeploy and retire
employees"

Formula Units
(Number of FTEs that perform the process FTEs
"relocate employees and manage assignments" +
Number of FTEs that perform the process
"manage expatriates") / (Total business entity
revenue * .000000001)

employees"
Number of vacancies filled by internal candidates internal hires

group "redeploy and retire employees"
of FTEs who perform the process group
"redeploy and retire employees"
"redeploy and retire employees"/Total cost to
employees"*100

monthly for the process group "redeploy and
retire employees" / Number of business entity
employees

employees

Formula Units
process group "redeploy and retire" via face-to-
face interaction
process group "redeploy and retire" via channels
other than e-mail, phone, and face-to-face
interaction

process group "redeploy and retire" via e-mail
process group "redeploy and retire" via phone
employees" through digital communication
channels
employees" through non-digital communication
channels
monthly for the process group "redeploy and
retire employees"/(Number of routine inquiries
received monthly for the process group "redeploy
and retire employees"+Number of non-routine
"redeploy and retire employees")*100

received monthly for the process group "redeploy
and retire employees"+Number of non-routine
"redeploy and retire employees")*100

Formula Units
(Percentage of total cost to perform the process percent
group "redeploy and retire employees" allocated
to internal costs * Percentage of internal cost to
employees" allocated to overhead and other
costs) / 100

process group "redeploy and retire employees"
allocated to personnel*Internal cost to perform

allocated to overhead*Internal cost to perform the
process group "redeploy and retire

allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the

allocated to systems*Internal cost to perform the

Formula Units
(Internal overhead and other cost (direct and/or percent
allocated to the business entity) to perform the
process group "redeploy and retire employees" /
Total cost to perform the process group "redeploy
and retire employees") * 100
Total cost to perform the process "monitor and dollars

update plans" / (Total business entity revenue * .
001)
Total cost to perform the process "monitor and dollars
update plans" / Number of FTEs that perform the
process "monitor and update plans"
"develop and manage human resources (HR)
planning, policies, and strategies" * Percentage of
FTEs who perform the process group "develop
and manage human resources (HR) planning,
policies, and strategies" who perform the process
"monitor and update plans" * 0.01) / (Total
Percentage of FTEs who perform the process percent

group "develop and manage human resources
(HR) planning, policies, and strategies" who
perform the process "monitor and update plans"
Total cost to perform the activity "develop dollars

succession plan" / (Total business entity revenue
* .001)
Number of formally planned successors around successors
key positions
Number of FTEs that perform the activity FTEs
"develop succession plan" / (Total business entity
revenue * .000000001)

Formula Units
Cycle time in days from identifying the need to days
hire a new employee to approval of job
requisition + Cycle time in days from approval of
job requisition to acceptance of job offer + Cycle
time in days from job offer acceptance until new
hire begins in the agreed position, including time
for orientation and initial set-up
Cycle time in days from job offer acceptance days

until new hire begins in the agreed position,
including time for orientation and initial set-up
Annual number of job requisitions / Number of job requisitions
FTEs who perform the process group "recruit,
(Total number of new hires / Annual number of percent
job requisitions) * 100
Percentage of operational worker/office staff percent
employees who joined in the past 12 months who
are still within your business entity
Percentage of senior management/executive percent
Percentage of middle management/specialist percent
(Total number of new hires / Number of business percent
entity employees) * 100
for operational worker/office staff employees for

Formula Units
employee orientation and deployment" / (Total
employee orientation and deployment" / Number
Percentage of total cost to perform the process percent
group "develop and counsel employees" allocated
to the process "manage employee orientation and
deployment"

employee orientation and deployment" / Total
cost to perform the process group "manage
training") * 100
Total annual cost to perform the process "manage dollars

employee performance" / Number of business
entity employees
Total annual cost to perform the process "manage dollars
employee performance" / (Total business entity
revenue * 0.001)
Cycle time in days from start to finish for a days
formal performance review for a middle
management/specialist employee
formal performance review for an operational
worker/office staff employee
formal performance review for a senior
management/executive employee

Formula Units
Percentage of middle management/specialist percent
employees who receive a formal performance
review
Percentage of operational worker/office staff percent
review
review
Number of FTEs that perform the process FTEs
"manage employee performance" / (Total
to the process "manage employee performance"
(Total annual cost to perform the process percent

"manage employee performance" / Total cost to
perform the process group "manage employee on-
boarding, development, and training") * 100

employee development" / (Total business entity
revenue * 0.001)
employee development" / Number of business
entity employees
"manage employee development" / (Total

Formula Units
to the process "manage employee development"

employee development" / Total cost to perform
the process group "manage employee on-
Internal personnel cost to perform the process dollars

"develop and train employees" / Number of FTEs
that perform the process "develop and train
employees"
Total cost to perform the process "Develop and dollars

train employees" / Number of FTEs that perform
the process "develop and train employees"
train employees" / Number of business entity
employees
"develop and train employees" / (Total business
"develop and train employees" / Number of
train employees" / (Total business entity revenue
* 0.001)
Internal cost for learning administration / (Total dollars
business entity revenue *.001)
Internal cost for learning administration / Number dollars

Formula Units
Budget for learning/Number of business entity dollars
employees
Number of calendar days per employee to close days
an identified skill or capability gap through
training
Cycle time in days to close an identified skill or days
capability gap through training for an operational
worker/office staff employee
capability gap through training for a middle
management/specialist employee
capability gap through training for a senior
management/executive
Percentage of senior management/executives who percent
Number of hours for developing classroom hours
training / Number of employees who attend
classroom training
Number of hours for developing e-learning hours
training / Number of employees who attend e-
learning training
Percentage of operational worker/office staff who percent
"develop and train employees" / (Total business
Percentage of middle management/specialists percent
who attend management development programs
Percentage of CEO and senior leadership time put percent
toward leadership development

Formula Units
Number of FTEs who perform learning FTEs
administrative activities (exclude the activities
for processing and distributing payments) / (Total

employees * 0.01) / Number of FTEs that
perform the process "develop and train
employees"
of FTEs who perform learning administrative

of FTEs that perform the process "develop and
train employees"
to the process "develop and train employees"
(Internal personnel cost to perform the process percent

"develop and train employees" / Total cost to
perform the process "Develop and train
employees" ) * 100
(Internal systems cost to perform the process percent

"develop and train employees" / Total cost to
perform the process "Develop and train
employees" ) * 100
(Internal overhead and other cost to perform the percent

process "develop and train employees" / Total
cost to perform the process "Develop and train
employees" ) * 100

Formula Units
(Outsourced (i.e. external) cost to perform the percent
process "develop and train employees" / Total
cost to perform the process "Develop and train
employees" ) * 100
Percentage of learning days delivered through percent

classroom instruction provided by your
organization
external classroom instruction
Percentage of learning days delivered through on- percent
the-job training
training methods other than computer based
training, correspondence courses, virtual
instructor led courses, internal and external
classroom instruction, and on-the-job training
Number of days dedicated to formal learning per days

employee
middle management/specialist employee
operational worker/office staff employee
senior management/executive employee
Percentage of time spent by FTEs performing the percent
process "develop and train employees" to
developing learning content
Percentage of time spent by FTEs performing the percent
process "develop and train employees" to
deploying/delivering learning content

Formula Units
(Total cost to perform the process "Develop and percent
train employees" / Total cost to perform the
process group "manage employee on-boarding,
development, and training") * 100
Total cost to perform the activity "manage labor dollars

relations" / (Total business entity revenue * .001)
Number of FTEs that perform the activity FTEs
"manage labor relations" / (Total business entity
revenue * .000000001)
Percentage of per-employee learning days for the percent
business entity delivered by external partners
(e.g. vendors, universities etc.)
Percentage of computer based training (training percent
primarily conducted by the employee on a
computer with no live in-person component)
content developed via mobile devices
Percentage of computer based training (training percent

primarily conducted by the employee on a
computer with no live in-person component)
content delivered via mobile devices
Percentage of virtual, instructor-led classroom- percent

based training content developed via mobile
devices
Percentage of virtual, instructor-led classroom- percent
based training content is delivered via mobile
devices
streaming video
Percentage of learning days delivered through a percent
virtual or classroom-based training online

Formula Units
computer-based training (self-instruction)
installed from CD-ROM
Percentage of learning days delivered through a percent
computer-based training (self-instruction) over
the web (either directly or downloaded)

correspondence courses
Percentage of learning days delivered through e- percent
learning (interactive)
Percentage of per-employee learning days percent
delivered using computer based training
Percentage of per-employee learning days percent
delivered using correspondence courses and or
virtual, instructor-led classroom-based training
delivered online
Percentage of training programs developed percent

externally
internally
through other channels
through partnerships with external specialists
Average agent salary dollars
Percentage of salaries for all middle percent

management/specialist employees that is
performance-related pay

Formula Units
Percentage of salaries for all senior percent
management/executive employees that is
Percentage of salaries for all operational percent
worker/office staff employees that is
Total cost to perform the process "administer dollars
payroll" / (Total business entity revenue * .001)
Internal cost for payroll administration / (Total dollars
Internal cost for payroll administration / Number dollars
"administer payroll" / (Total business entity
revenue * .000000001)
Number of FTEs who perform payroll FTEs
administrative activities (exclude the activities
for processing and distributing payments) / (Total

of FTEs who perform payroll administrative
Total personnel cost for employees in retail dollars

stores, retail inventory transportation, and retail
inventory warehousing / Total business entity
revenue
(Number of business entity employees promoted percent
internally during past 12 months / Number of
business entity employees) * 100
(Total expenditure for expatriation / Total costs percent
of continuing operations)*100

Formula Units
(Total cost of relocation expenses paid to percent
employees / Total costs of continuing
operations)*100
(Total expenditure for repatriation / Total costs of percent
continuing operations)*100
Cycle time in days from request for leave of days
absence to confirmation of absence to employee
Cycle time in days for the internal transfer days

process
Cycle time in days to process an employee's days
retirement
Cycle time in days to process an expatriation days
from identification of need for expatriation to
date of transfer
Cycle time in days to process a repatriation from days
identification of need for repatriation to date of
transfer
Agent voluntary attrition rate percent
Agent involuntary attrition rate percent
((Number of voluntary employee percent
terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
(Number of involuntary employee terminations / percent

Number of business entity employees) * 100
(Number of voluntary employee percent
terminations/Number of business entity
employees)*100
Percentage of employees redeployed for reasons percent
other than filling a vacancy

Formula Units
(Number of employees relocated within your percent
country / Number of business entity
employees)*100
Percentage of vacancies at your business entity percent
that are filled by internal candidates
(Number of voluntary employee terminations for percent
operational worker/office staff employees /
Number of voluntary employee
terminations)*100
Percentage of business entity's work force that percent
are expatriates
(Number of middle management/specialist percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of operational worker/office staff percent

employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100

vacancies at your business entity that are filled by
internal candidates
(Number of involuntary employee terminations percent
for middle management/specialist employees /
Number of involuntary employee
terminations)*100
(Number of involuntary employee terminations percent

for operational worker/office staff employees /
terminations)*100

Formula Units
(Number of involuntary senior percent
management/executive employee terminations /
terminations)*100
(Number of voluntary senior percent

management/executive employee terminations /
terminations)*100
(Number of voluntary employee terminations for percent
middle management/specialist employees /
terminations)*100
(Number of voluntary employee terminations / percent
(Number of voluntary employee terminations +
Number of involuntary employee terminations)) *
100
(Number of involuntary employee terminations / percent

(Number of voluntary employee terminations +
Number of involuntary employee terminations)) *
100

expatriates" / (Total business entity revenue * .
001)
expatriates" / Number of FTEs that perform the
process "manage expatriates"
"manage expatriates" / (Total business entity
revenue * .000000001)

Formula Units
(Percentage of process group "manage employee FTEs
information" FTEs who perform the process
"manage reporting processes" * Number of FTEs
who perform the process group "manage
employee information" * 0.01) / (Total business

for the process group "manage employee
information"
Cycle time in days for the function "develop and days
manage human capital" to fulfill an ad hoc
information request
the process group "manage employee
information"
"manage employee inquiry process" * Number of
FTEs who perform the process group "manage

information" / Number of business entity
employees
monthly for the process group "manage employee
information" / Number of business entity
employees

Formula Units
monthly for the process group "manage employee
information"/(Number of routine inquiries
received monthly for the process group "manage
employee information"+Number of non-routine
"manage employee information")*100

information"/(Number of routine inquiries
received monthly for the process group "manage
employee information"+Number of non-routine
"manage employee information")*100

process group "manage employee information"
via channels other than e-mail, phone, and face-
to-face interaction

group "manage employee information"
employees" through digital communication
channels
via e-mail
via face-to-face interaction
group "manage employee information"
employees" through non-digital communication
channels

Formula Units
via phone
"manage and maintain employee data" * Number
of FTEs who perform the process group "manage

"manage human resource information systems
(HRIS)" * Number of FTEs who perform the
process group "manage employee information" *
0.01) / (Total business entity revenue *
0.000000001)

"develop and manage employee metrics" *
"manage employee information" * 0.01) / (Total

"develop and manage time and attendance" *
"manage employee information" * 0.01) / (Total
Cycle time in days to resolve an employee days

grievance

Formula Units
Systems cost to perform the processes "perform dollars
management" / (Total business entity revenue *
0.00001)
Total cost to perform the processes "perform cost dollars

management" / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"
(Overhead cost to perform the process "perform dollars

planning/budgeting/forecasting" + Costs other
than personnel, systems, overhead, and
outsourced to perform the process "perform
planning/budgeting/forecasting" + Overhead cost
to perform the processes "perform cost
management" + Costs other than personnel,
and "perform cost management" + Overhead cost
to perform the process "evaluate and manage
financial performance" + Costs other than
perform the process "evaluate and manage
financial performance") / (Total business entity
revenue * .00001)

Formula Units
(Overhead cost to perform the processes "perform dollars
management" + Costs other than personnel,
and "perform cost management" ) / (Total
(Personnel cost to perform the process "evaluate dollars

and manage financial performance" + Personnel
cost to perform the process "perform
planning/budgeting/forecasting" + Personnel cost
management") / (Total business entity revenue *
0.001)
(Personnel cost to perform the process "evaluate dollars

and manage financial performance" + Personnel
planning/budgeting/forecasting" + Personnel cost
management") / (Number of FTEs who perform
the process "perform
planning/budgeting/forecasting" + Number of
FTEs who perform the processes "perform cost
management" + Number of FTEs who perform
the process "evaluate and manage financial
performance")

Formula Units
(Systems cost to perform the process "evaluate dollars
and manage financial performance" + Systems
planning/budgeting/forecasting" + Systems cost
0.00001)
(Total cost to perform the process "perform dollars
planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (Total business

planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Number of
FTEs who perform the process "perform
performance")

Formula Units
(Percentage of total cost of the process "perform dollars
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
management") / Number of FTEs who perform
the processes "perform cost accounting and
control" and "perform cost management"
((Percentage of total cost of the process dollars

"planning, budgeting, and forecasting" allocated
to internal costs * .01 * Total cost to perform the
process "perform
planning/budgeting/forecasting") + (Percentage
of total cost of the process "perform cost
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to internal costs * .01 *
manage financial performance")) / (Number of
performance")

Formula Units
(Outsourced cost to perform the process "evaluate dollars
and manage financial performance" + Outsourced
planning/budgeting/forecasting" + Outsourced
cost to perform the processes "perform cost
0.001)

"perform cost management" / (Total business
entity revenue *.0010)
Personnel cost to perform the processes "perform dollars

management" / Number of FTEs who perform the
and "perform cost management"
Personnel cost to perform the processes "perform dollars

0.001)
Total cost to perform the processes "perform cost dollars

0.001)
Total number of contracts managed / Number of contracts

FTEs dedicated to the contracts management
function

Formula Units
Number of FTEs who perform the processes FTEs
"perform cost management" / (Total business

"perform planning and management accounting")
(Number of FTEs who perform the process group percent
"perform planning and management accounting" /
Number of FTEs who perform the function
"manage financial resources") * 100

function FTEs dedicated to the process "negotiate
supplier/service provider/subcontractor contracts"

function FTEs dedicated to the process "capture
project employee timesheets"
(Overhead cost to perform the process "process dollars
accounts receivable (AR)" + Overhead cost to
perform the process "manage and process
collections" + Overhead cost to perform the
process "manage and process
adjustments/deductions") / (Total business entity
revenue * .00001)

process "process customer credit" + Personnel
cost to perform the process "invoice customer") /

Formula Units
process "process customer credit" + Personnel
(Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
"invoice customer")
(Personnel cost to perform the process "process dollars

accounts receivable (AR)" + Personnel cost to
collections" + Personnel cost to perform the
revenue * .001)

accounts receivable (AR)" + Personnel cost to
collections" + Personnel cost to perform the
adjustments/deductions") / (Number of FTEs who
perform the process "process accounts receivable
(AR)" + Number of FTEs who perform the
process "manage and process collections" +
"manage and process adjustments/deductions")

Formula Units
(Systems cost to perform the process "manage dollars
sales orders" + Systems cost to perform the
process "process customer credit" + Systems cost
to perform the process "invoice customer") /
(Systems cost to perform the process "process dollars

accounts receivable (AR)" + Systems cost to
collections" + Systems cost to perform the
revenue * .00001)

orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / Number of
billed/invoiced line items paid to your business
entity

invoices billed to customer

Formula Units
the process "invoice customer") / (Number of
FTEs who perform the process "manage sales
orders" + Number of FTEs who perform the
process "process customer credit" + Number of
FTEs who perform the process "invoice
customer")

sales order line items

sales orders placed
(Total cost to perform the process "process dollars

accounts receivable (AR)" + Total cost to
collections" + Total cost to perform the process
"manage and process adjustments/deductions") /
Number of adjustments/deductions

Number of receipts processed

Formula Units
"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
adjustments/deductions")

customer credit" + Systems cost to perform the
process "invoice customer" + Systems cost to
(AR)" + Systems cost to perform the process
"manage and process collections" + Systems cost
to perform the process "manage and process
revenue * 0.00001)

customer credit" + Overhead cost to perform the
process "invoice customer" + Overhead cost to
(AR)" + Overhead cost to perform the process
"manage and process collections" + Overhead
revenue * 0.00001)

Formula Units
process "invoice customer" + Overhead cost to
"manage and process collections" + Overhead
adjustments/deductions" + Costs other than
Costs other than personnel, systems, overhead,
and outsourced to perform the process "invoice
customer" + Costs other than personnel, systems,
"process accounts receivable (AR)" + Costs other
outsourced to perform the process "manage and
process collections" + Costs other than personnel,
revenue * 0.00001)

Formula Units
and outsourced to perform the process "process
customer credit" + Costs other than personnel,
process "invoice customer" + Costs other than
(AR)" + Costs other than personnel, systems,
"manage and process collections" + Costs other
process adjustments/deductions") / (Total
(Outsourced cost to perform the process "process dollars

customer credit" + Outsourced cost to perform
the process "invoice customer" + Outsourced cost
to perform the process "process accounts
receivable (AR)" + Outsourced cost to perform
the process "manage and process collections" +
Outsourced cost to perform the process "manage
and process adjustments/deductions") / (Total

Formula Units
process "process customer credit" + Costs other
outsourced to perform the process "invoice
customer") / (Total business entity revenue *
0.00001)

accounts receivable (AR)" + Costs other than
collections" + Costs other than personnel,
revenue * .00001)

process "process customer credit" + Outsourced

Formula Units
accounts receivable (AR)" + Outsourced cost to
collections" + Outsourced cost to perform the
revenue * .001)

process "manage sales orders" + Overhead cost
to perform the process "process customer credit"
+ Costs other than personnel, systems, overhead,
process "invoice customer" + Costs other than
perform the process "invoice customer") / (Total

Formula Units
"manage and process collections" + Costs other
process collections" + Overhead cost to perform
the process "manage and process
adjustments/deductions" + Costs other than
revenue * .00001)

sales orders" + Overhead cost to perform the
process "process customer credit" + Overhead


Formula Units
customer credit" + Personnel cost to perform the
process "invoice customer" + Personnel cost to
(AR)" + Personnel cost to perform the process
"manage and process collections" + Personnel
adjustments/deductions" ) / (Total business entity
revenue * 0.001)

customer credit" + Personnel cost to perform the
process "invoice customer" + Personnel cost to
(AR)" + Personnel cost to perform the process
"manage and process collections" + Personnel
"invoice customer" + Number of FTEs who

Formula Units
customer credit" + Total cost to perform the
process "invoice customer" + Total cost to
(AR)" + Total cost to perform the process
"manage and process collections" + Total cost to
"invoice customer" + Number of FTEs who

the process "invoice customer") / (Total business

revenue * .001)

Formula Units
Days sales outstanding in intercompany accounts days
receivable (AR)
Percentage of invoices paid in full the first time percent
"process customer credit" + Number of FTEs
who perform the process "invoice customer" +
revenue * .000000001)

revenue * .000000001)

"invoice customer") / (Total business entity
revenue * .000000001)

Formula Units
Total value of adjustments/deductions / (Number dollars
of FTEs who perform the process "process
accounts receivable (AR)" + Number of FTEs
who perform the process "manage and process
collections" + Number of FTEs who perform the
Number of adjustments/deductions / (Number of adjustments/deduc

FTEs who perform the process "process accounts tions
receivable (AR)" + Number of FTEs who
Number of billed/invoiced line items paid to your invoice line items
business entity / (Number of FTEs who perform
the process "manage sales orders" + Number of
FTEs who perform the process "process customer
credit" + Number of FTEs who perform the
process "invoice customer")
Number of invoices billed to customer / (Number invoices

of FTEs who perform the process "manage sales
customer")
Number of receipts processed / (Number of FTEs receipts

who perform the process "process accounts
receivable (AR)" + Number of FTEs who

Formula Units
Number of sales order line items / (Number of sales order line
FTEs who perform the process "manage sales items
customer")
Number of sales orders placed / (Number of sales orders

FTEs who perform the process "manage sales
customer")
"invoice customer") / Number of FTEs who
resources") * 100
(Number of active customers in customer master percent

file / Number of customers in the customer
master file) * 100.0
Percentage of total annual value of invoices paid percent
in full the first time
Percentage of invoices processed first time error percent
free
"perform revenue accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100.0
Average monthly intercompany payables accrual percent

as a percentage of monthly revenue

Formula Units
((Total cost to perform the process "manage percent
policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total SG&A costs) * 100
(Total cost to perform the process "manage Dollars

reporting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total
(Total cost to perform the process "manage Dollars

"perform fixed-asset accounting") / (Number of
FTEs who perform the process "manage policies
and procedures" + Number of FTEs who perform
the process "perform general accounting" +
"perform financial reporting" + Number of FTEs
who perform the process "perform fixed-asset
accounting")

Formula Units
"perform fixed-asset accounting") / Total SG&A
costs) * 100

policies and procedures" + Personnel cost to
perform the process "perform financial reporting"
+ Personnel cost to perform the process "perform
fixed-asset accounting" + Personnel cost to
perform the process "perform general
accounting") / (Number of FTEs who perform the
process "manage policies and procedures" +
"perform financial reporting" + Number of FTEs
accounting" + Number of FTEs who perform the
process "perform general accounting")

policies and procedures" + Personnel cost to
accounting" + Personnel cost to perform the
process "perform fixed-asset accounting" +
Personnel cost to perform the process "perform
financial reporting" ) / (Total business entity
revenue * 0.001)

Formula Units
(Total cost to perform the process "manage dollars
reporting") / (Total business entity revenue * .
000000001)

reporting") / (Number of FTEs who perform the
process "manage policies and procedures" +
"perform general accounting" + Number of FTEs
who perform the process "perform financial
reporting")

reporting") / (Total business entity revenue *
0.001)

reporting") / Total business entity revenue) * 100
Cycle time in calendar days between running trial days

balance to completing the consolidated financial
statements

Formula Units
Percentage of entities' intercompany balances percent
reconciling to zero after the first round of
consolidations and eliminations
"manage policies and procedures" + Number of
FTEs who perform the process "perform general
process "perform financial reporting") / (Total

"perform financial reporting") / (Total business

group "perform general accounting and
reporting" - Number of FTEs who perform the
process "perform fixed-asset accounting") /
Total cost for the process group "manage fixed dollars

asset project accounting" / (Total business entity
revenue * .000000001)

Formula Units
(Personnel cost to perform the process "perform dollars
capital planning and project approval" +
capital project accounting") / (Number of FTEs
who perform the process "perform capital
planning and project approval" + Number of
FTEs who perform the process "perform capital
project accounting")
Total cost for the process group "manage fixed dollars
asset project accounting" / (Number of FTEs who
perform the process "perform capital planning
and project approval" + Number of FTEs who
perform the process "perform capital project
accounting")
capital planning and project approval" + Total
cost to perform the process "perform capital
project accounting") / (Total business entity
revenue * 0.001)
(Personnel cost to perform the process "perform dollars

capital project accounting") / (Total business
(Outsourced cost to perform the process "perform dollars

Outsourced cost to perform the process "perform

Formula Units
(Systems cost to perform the process "perform dollars
capital planning and project approval" + Systems
revenue * 0.00001)

Overhead cost to perform the process "perform

and outsourced to perform the process "perform
capital planning and project approval" + Costs

"manage fixed-asset project accounting") / (Total
"perform capital planning and project approval"+
"perform capital project accounting") / Number
of FTEs who perform the function "manage
financial resources") * 100

Formula Units
((Percentage of internal costs of the process dollars
"report time" allocated to personnel costs *
Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001
* Total cost to perform the process "report time")
+ (Percentage of internal costs of the process
"manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay") +
(Percentage of internal costs of the process
"process payroll taxes" allocated to personnel
costs * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process payroll taxes")) / Total number
of employees paid

Formula Units
((Total cost to perform the process "report time" dollars
* Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001) + (Total cost to perform the process
"manage pay" * Percentage of total cost of the
process "manage pay" allocated to internal costs
* Percentage of internal costs of the process
"manage pay" allocated to overhead and other
costs * .0001) + (Total cost to perform the
process "process payroll taxes" * Percentage of
total cost to perform the process "process payroll
taxes" allocated to internal costs * Percentage of
internal costs of the process "process payroll
taxes" allocated to overhead and other costs * .
0001)) / Total number of employees paid

"report time" allocated to external costs * .01) +
(Total cost to perform the process "manage pay"
"manage pay" allocated to external costs * .01) +
(Total cost to perform the process "process
payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to external costs * .01)) / Total number
of employees paid

Formula Units
((Percentage of internal cost to perform the dollars
process "report time" allocated to systems costs *
+ (Percentage of internal cost to perform the
process "manage pay" allocated to systems costs
* Percentage of total cost of the process "manage
(Percentage of internal cost to perform the
systems costs * Percentage of total cost to
allocated to internal costs * 0.0001 * Total cost to
perform the process "process payroll taxes")) /

Formula Units
0001) + (Total cost to perform the process
"manage pay" * Percentage of total cost of the
process "manage pay" allocated to internal costs
* Percentage of internal costs of the process
"manage pay" allocated to overhead and other
costs * .0001) + (Total cost to perform the
process "process payroll taxes" * Percentage of
total cost to perform the process "process payroll
taxes" allocated to internal costs * Percentage of
internal costs of the process "process payroll
taxes" allocated to overhead and other costs * .
0001)) / (Total business entity revenue *
0.00001)

"report time" allocated to external costs * .01) +
"manage pay" allocated to external costs * .01) +
allocated to external costs * .01)) / (Total

Formula Units
Percentage of internal cost to perform the process
"report time" allocated to systems costs * 0.0001)
+ (Total cost to perform the process "manage
pay" * Percentage of total cost of the process
"manage pay" allocated to internal costs *
"manage pay" allocated to systems costs *
0.0001) + (Total cost to perform the process
"process payroll taxes" * Percentage of total cost
to perform the process "process payroll taxes"
allocated to internal costs * Percentage of internal
cost to perform the process "process payroll
taxes" allocated to systems costs * 0.0001)) /
Total number of employees paid
((Total cost to perform the process "report time" percent

+ Total cost to perform the process "manage pay"
+ Total cost to perform the process "process
payroll taxes") / Total costs of continuing
operations) * 100

Formula Units
time" allocated to personnel costs * 0.0001) +
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to personnel costs * 0.0001) + (Total
taxes" * Percentage of total cost to perform the
internal costs * Percentage of internal costs of the
personnel costs * 0.0001)) / (Total business entity
revenue * 0.001)
((Total cost to perform the process "report time" percent

+ Total cost to perform the process "manage pay"
+ Total cost to perform the process "process
payroll taxes") / Total business entity revenue) *
100
(Total cost to perform the process "report time" + dollars

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Total business entity revenue * 0.001)
(Total cost to perform the process "report dollars

time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements

Formula Units
taxes") / Total number of employees paid

taxes") / (Number of payroll disbursements *
Percentage of payroll disbursements that were
manual cheques * .01)

taxes") / (Number of FTEs who perform the
process "report time" + Number of FTEs who
perform the process "manage pay" + Number of
FTEs who perform the process "process payroll
taxes")

taxes") / Number of payroll inquiries received

Formula Units
time" allocated to personnel costs * 0.0001) +
allocated to personnel costs * 0.0001) + (Total
taxes" * Percentage of total cost to perform the
personnel costs * 0.0001)) / (Number of FTEs
who perform the process "report time" + Number
of FTEs who perform the process "manage pay"
"process payroll taxes")
Cycle time in business days to process payroll days

from HR/benefits system cut-off to payroll
transmit date
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes") /
(Total number of employees paid * 0.001)

Formula Units
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
Percentage of payroll inquiries resolved during percent

the initial contact
Total number of employees paid / (Number of employees
FTEs who perform the process "report time" +
"manage pay" + Number of FTEs who perform
the process "process payroll taxes")
Number of payroll inquiries received / (Number payroll inquiries

of FTEs who perform the process "report time" +
"manage pay" + Number of FTEs who perform
the process "process payroll taxes")

"process payroll" / Number of FTEs who perform
the function "manage financial resources") * 100
(Number of employees paid that are salaried percent
(exempt) employees / Total number of employees
paid) * 100
(Number of employees paid that are hourly (non- percent
exempt) employees / Total number of employees
paid) * 100
(Number of employees paid that are retired percent
employees receiving payments from payroll /
Total number of employees paid) * 100
(Number of employees paid weekly / Total percent
number of employees paid) * 100

Formula Units
(Number of employees paid every two weeks / percent
(Number of employees paid twice per month / percent
(Number of employees paid monthly / Total percent
number of employees paid) * 100
(Number of employees paid other than weekly, percent
every two weeks, twice per month, or monthly /
Percentage of payroll disbursements which percent
included garnished wages
(((Percentage of internal cost to perform the percent
+ (Percentage of internal cost to perform the
(Percentage of internal cost to perform the
perform the process "process payroll taxes")) /
(Total cost to perform the process "report time" +
taxes")) * 100

Formula Units
(((Percentage of internal costs of the process percent
+ (Percentage of internal costs of the process
(Percentage of internal costs of the process
process "process payroll taxes")) / (Total cost to
perform the process "report time" + Total cost to
perform the process "manage pay" + Total cost to
perform the process "process payroll taxes")) *
100
((Total cost to perform the process "process percent

accounts payable (AP)" + Total cost to perform
the process "process expense reimbursements") /
Total SG&A costs ) * 100
Total cost to perform the process groups "manage dollars

employee communications" / (Total business

Formula Units

expense reimbursements" + Outsourced cost to
perform the process "process accounts payable") /

accounts payable" + Personnel cost to perform

"process accounts payable (AP)" + Number of
FTEs who perform the process "process expense
reimbursements")

accounts payable" + Systems cost to perform the
process "process expense reimbursements") /
((Total cost to perform the process "process percent

Total business entity revenue ) * 100


Formula Units
"process accounts payable (AP)" + Number of
reimbursements")

"process accounts payable and expense
reimbursements" / (Total business entity revenue
* .000000001)

"process accounts payable and expense
reimbursements" / Number of FTEs who perform
[(Outsourced cost to perform the process "process percent

expense reimbursements" + Outsourced cost to
perform the process "process accounts payable") /
the process "process expense reimbursements")]
* 100

Formula Units
((Overhead cost to perform the process "process percent
accounts payable" + Costs other than personnel,
process "process accounts payable" + Overhead
cost to perform the process "process expense
reimbursements" + Costs other than personnel,
the process "process expense reimbursements"))
* 100
((Personnel cost to perform the process "process percent

* 100
((Systems cost to perform the process "process percent

accounts payable" + Systems cost to perform the
* 100

treasury operations" / (Total business entity
revenue * .000000001)

Formula Units
treasury operations" / (Total business entity
revenue * .001)
treasury operations" / Number of global legal
entities supported by treasury management
operation
Return on invested capital percent

"manage treasury operations" / (Total business
Number of corporate bank accounts managed by bank accounts
this finance SSC / Number of FTEs who perform
the process group "manage treasury operations"
Number of global legal entities supported by entities
treasury management operation / Number of
FTEs who perform the process group "manage
Number of global legal entities supported by entities

treasury management operation / (Total business
"manage treasury operations" / Number of FTEs
resources") * 100
Return on working capital percent

Formula Units
(Outsourced cost to perform the process dollars
"establish internal controls, policies, and
procedures" + Outsourced cost to perform the
process "operate controls and monitor
compliance with internal controls policies and
procedures" + Outsourced cost to perform the
process "report on internal controls
compliance") / (Total business entity revenue *
0.001)
(Overhead cost to perform the process "establish dollars

internal controls, policies, and procedures" +
Overhead cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Overhead
cost to perform the process "report on internal
controls compliance") / (Total business entity
revenue * 0.00001)

and outsourced to perform the process "establish
Costs other than personnel, systems, overhead,
and outsourced to perform the process "operate
controls policies and procedures" + Costs other
outsourced to perform the process "report on
internal controls compliance") / (Total business

Formula Units
(Personnel cost to perform the process "establish dollars
Personnel cost to perform the process "operate
controls policies and procedures" + Personnel
controls compliance") / (Number of FTEs who
perform the process "establish internal controls,
policies, and procedures" + Number of FTEs who
perform the process "operate controls and
monitor compliance with internal controls
policies and procedures" + Number of FTEs who
perform the process "report on internal controls
compliance")
((Total cost to perform the process "establish percent

Total cost to perform the process "operate
controls policies and procedures" + Total cost to
compliance") / Total business entity revenue) *
100.0
(Total cost to perform the process "establish dollars
0.000000001)

Formula Units
0.0010)
compliance") / (Number of FTEs who perform
the process "establish internal controls, policies,
the process "operate controls and monitor
compliance with internal controls policies and
procedures" + Number of FTEs who perform the
process "report on internal controls compliance")
(Systems cost to perform the process "establish dollars

Systems cost to perform the process "operate
controls policies and procedures" + Systems cost
to perform the process "report on internal
revenue * 0.000010)

Formula Units
(Personnel cost to perform the process "establish dollars
Personnel cost to perform the process "operate
controls policies and procedures" + Personnel
revenue * 0.0010)

"manage internal controls") / (Total business
"manage internal controls" / Number of FTEs
resources") * 100
Centralized internal controls staff percentage Percent

taxes" / (Total business entity revenue * .001)
taxes" / (Total business entity revenue * .
000000001)
"manage taxes" / (Total business entity revenue *
.000000001)
"manage taxes" / Number of FTEs who perform

Formula Units
(Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
"perform planning/budgeting/forecasting"

planning/budgeting/forecasting" + Costs other
planning/budgeting/forecasting") / (Total
Systems cost to perform the process "perform dollars

planning/budgeting/forecasting" / (Total business
Personnel cost to perform the process "perform dollars
planning/budgeting/forecasting" / Number of

(Total cost to perform the process "perform percent
planning/budgeting/forecasting" / Total business
entity revenue) * 100
Total cost to perform the process "perform dollars
planning/budgeting/forecasting" / Number of

Formula Units
Outsourced cost to perform the process "perform dollars
Cycle time in days to complete the budget days
Cycle time in days to prepare the financial days
forecast
Cycle time in days to update/revise the rolling days
forecast
"perform planning/budgeting/forecasting" / (Total
Number of budget versions produced before final budget versions
approval
Percentage error for the inventory cost forecast percent
Percentage error for the personnel cost forecast percent
Percentage error for the total sales forecast percent
Number of line items budgeted for the complete line items
budget / Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
"perform planning/budgeting/forecasting" /
(Number of FTEs who perform the processes percent

"perform cost management" / Number of FTEs
resources") * 100

Formula Units
Percentage of costs base from activity-based percent
costing
Average cost per click for a business entity's dollars
online advertisement
Outsourced cost to perform the process "evaluate dollars
and manage financial performance" / (Total
Personnel cost to perform the process "evaluate dollars
and manage financial performance" / Number of
FTEs who perform the process "evaluate and
manage financial performance"
Personnel cost to perform the process "evaluate dollars

Total cost to perform the process "evaluate and dollars
manage financial performance" / Number of
FTEs who perform the process "evaluate and
manage financial performance"
Total cost to perform the process "evaluate and dollars

manage financial performance" / (Total business
Systems cost to perform the process "evaluate dollars
Total business entity revenue / Number of active dollars

Formula Units
(Overhead cost to perform the process "evaluate dollars
and manage financial performance" + Costs other
outsourced to perform the process "evaluate and
manage financial performance") / (Total business
(Percentage of total cost of the process "evaluate dollars

and manage financial performance" allocated to
internal costs * .01 * Total cost to perform the
process "evaluate and manage financial
performance") / Number of FTEs who perform
performance"
Cycle time in days to perform financial days

evaluation of new customers
evaluation of new markets
evaluation of new products
Gross Margin Return on Investment (GMROI) percent
for the business entity
Store profitability for the physical retail store percent
Like for Like (LFL) retail sales growth for retail percent
stores
Average in-store sales per square foot of selling dollars
space
"evaluate and manage financial performance" /

Formula Units
Total business entity revenue / Number of dollars
business entity FTEs
"evaluate and manage financial performance" /
(Number of employees with compensation percent

affected by profit / Number of business entity
employees) * 100.0
(Number of employees with compensation percent
affected by budget versus actual variances /
((Total business entity revenue - Total revenue percent
(three reporting periods prior)) / Total revenue
(three reporting periods prior)) * 100
(((Total business entity revenue / Total revenue percent
(three reporting periods prior)) ^ 0.3333) - 1) *
100
((Earnings before interest, taxes, depreciation and percent
amortization (EBITDA) for the current 12-month
period - Earnings before interest, taxes,
depreciation and amortization (EBITDA) (three
reporting periods prior)) / Earnings before
interest, taxes, depreciation and amortization
(EBITDA) (three reporting periods prior)) * 100
(((Earnings before interest, taxes, depreciation percent

and amortization (EBITDA) for the current 12-
month period / Earnings before interest, taxes,
depreciation and amortization (EBITDA) (three
reporting periods prior)) ^ 0.3333) - 1) * 100

Formula Units
(Earnings before interest, taxes, depreciation and percent
amortization (EBITDA) for the current 12-month
period / Total business entity revenue) * 100
customer credit" / (Total business entity revenue
* .00001)
Overhead cost to perform the process "process dollars

* .00001)
(Percentage of total cost of the process "process dollars
customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / Number of FTEs
who perform the process "process customer
credit"

customer credit" * Percentage of total cost of the
process "process customer credit" allocated to
process "process customer credit" allocated to
overhead and other costs * 0.0001) / (Total
Total cost to perform the process "process dollars

customer credit" / Number of active customers in
customer credit" / Number of customers in the

Formula Units
"Process customer credit" allocated to systems
costs * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.00001)
(Total cost to perform the process "process percent

customer credit" / Total business entity revenue)
* 100
customer credit" / Number of FTEs who perform
the process "process customer credit"
* .000000001)
* .001)
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)

customer credit" * Percentage of total cost to
perform the process "process customer credit"
allocated to external costs * 0.01) / (Total

Formula Units
Cycle time in days for credit approval days
"process customer credit" / (Total business entity
revenue * .000000001)
Credit reviews performed at account level by credit reviews
credit staff / Number of FTEs who perform the
process "process customer credit"
Number of customers in the customer master customer accounts
file / Number of FTEs who perform the process
"process customer credit"
Number of active customers in customer master active customers
"process customer credit"
"process customer credit" / Number of FTEs who
resources") * 100

"process customer credit" who perform
management activities / Number of FTEs who
perform the process "process customer credit") *
100.0

customer credit" + Costs other than personnel,
process "process customer credit") / Total cost to
100.0
(Outsourced cost to perform the process "process percent

customer credit" / Total cost to perform the
process "process customer credit") * 100.0

Formula Units
(Personnel cost to perform the process "process percent
(Overhead cost to perform the process "process percent
(Systems cost to perform the process "process percent

customer credit" / (Total cost to perform the
process "manage sales orders" + Total cost to
Total cost to perform the process "invoice
customer" + Total cost to perform the process
"process accounts receivable (AR)" + Total cost
"manage and process adjustments/deductions")) *
100
(Total cost to perform the process "invoice dollars

customer" * Percentage of total cost to perform
the process "invoice customer" allocated to
external costs * 0.01) / (Total business entity
revenue * 0.001)

Formula Units
customer" * Percentage of total cost of the
process "invoice customer" allocated to internal
costs * Percentage of internal costs of the process
"invoice customer" allocated to personnel cost *
0.0001) / (Total business entity revenue * 0.001)
(Total cost to perform the process "invoice percent

customer" / Total business entity revenue) *
100.0
Total cost to perform the process "invoice dollars
customer" / Number of FTEs who perform the
process "invoice customer"
customer" / (Total business entity revenue *
0.000000001)
customer" / (Total business entity revenue * .001)
customer" / Number of billed/invoiced line items
paid to your business entity
customer" / Number of invoices billed to
customer
costs * Percentage of internal cost of the process
"Invoice customer" allocated to systems costs *
0.00001)

Formula Units
customer" / Number of active customers in
customer" / Number of customers in the customer
master file
(Percentage of total cost of the process "invoice dollars
customer" allocated to internal costs * Percentage
of internal costs of the process "invoice
customer" allocated to personnel cost * 0.0001 *
customer") / Number of FTEs who perform the
process "invoice customer"

costs * Percentage of internal cost to perform the
process "invoice customer" allocated to overhead
and other costs * 0.0001) / (Total business entity
revenue * 0.00001)
Overhead cost to perform the process "invoice dollars

customer" / (Total business entity revenue * .
00001)
customer" / (Total business entity revenue * .
00001)
Cycle time in days to generate complete and days

correct billing data

Formula Units
Cycle time in calendar days from the days
transmission of an invoice/bill to
shipping/providing the good/service
"invoice customer" / (Total business entity
revenue * .000000001)
Percentage of invoice line items invoiced using percent
electronic or automatic methods
Percentage of invoice line items processed error percent
free the first time
Percentage of invoices automatically generated percent
based on event triggers
business entity / Number of FTEs who perform
the process "invoice customer"
Number of invoices billed to customer / Number invoices
of FTEs who perform the process "invoice
customer"
"invoice customer"
Number of updates to customer master file / updates
"invoice customer"
"invoice customer"
"invoice customer" / Number of FTEs who
resources") * 100

Formula Units
Percentage of invoice line items received that percent
offer a discount
(Total cost to perform the process "invoice percent
customer" / (Total cost to perform the process
"manage sales orders" + Total cost to perform the
process "process customer credit" + Total cost to
perform the process "invoice customer" + Total
receivable (AR)" + Total cost to perform the
process "manage and process collections" + Total
(Personnel cost to perform the process "invoice percent

customer" / Total cost to perform the process
"invoice customer") * 100
(Systems cost to perform the process "invoice percent
"invoice customer") * 100
Value of billed/invoiced line items paid in full the dollars
first time / (Number of billed/invoiced line items
paid to your business entity * Percentage of
billed/invoiced line items paid in full the first
time * 0.01)
((Overhead cost to perform the process "invoice percent

customer" + Costs other than personnel, systems,
"invoice customer") / Total cost to perform the
process "invoice customer") * 100.0
(Overhead cost to perform the process "invoice percent

"invoice customer") * 100.0

Formula Units
(Outsourced cost to perform the process "invoice percent
Percentage of line items billed/invoiced offering percent

a discount for which the discount is taken
"invoice customer" who perform management
activities / Number of FTEs who perform the
Total value of line items billed/invoiced / dollars

Number of billed/invoiced line items paid to your
business entity
business entity / Number of invoices billed to
customer
Percentage of invoice line items denominated in a percent
foreign currency
accounts receivable (AR)" / (Total business entity
revenue * .00001)

accounts receivable (AR)" / Number of active
revenue * .00001)

Formula Units
(AR)") / (Total business entity revenue * .00001)
(Percentage of internal cost of the process dollars

"process accounts receivable (AR)" allocated to
(AR)" allocated to internal costs * 0.0001 * Total
receivable (AR)") / (Total business entity revenue
* .00001)

accounts receivable (AR)" / Total business entity
revenue) * 100
accounts receivable (AR)" / Number of FTEs
receivable (AR)"

revenue * .000000001)
revenue * .001)
accounts receivable (AR)" / Number of receipts
processed

Formula Units
(Percentage of internal costs to perform the dollars
process "process accounts receivable (AR)"
allocated to personnel costs * Percentage of total
receivable (AR)" allocated to internal costs *
0.0001 * Total cost to perform the process
"process accounts receivable (AR)") / Number of
FTEs who perform the process "process accounts
receivable (AR)"
(Percentage of internal costs to perform the dollars

receivable (AR)" allocated to internal costs *
0.0001 * Total cost to perform the process
"process accounts receivable (AR)") / (Total

accounts receivable (AR)" * Percentage of total
receivable (AR)" allocated to external costs * .01)
Days sales outstanding in accounts receivable days

Cycle time in calendar days from invoicing a days
customer to the receipt of payment
"process accounts receivable (AR)" / (Total
Average sales order value for orders placed athe dollars
the retail store

Formula Units
Percentage of billed/invoiced line items that are percent
paid on time to your business entity
(Number of receipts processed that are received percent
manually / Number of receipts processed) * 100
Percentage of billed/invoiced line items paid in percent
full the first time
(Number of receipts processed error-free first percent
time / Number of receipts processed) * 100
Days sales outstanding in accounts receivable / days
Standard payment terms in calendar days for
accounts receivable
Percentage of receipts received electronically or percent
automatically
Value of accounts receivable outstanding / (Total dollars
Percentage of receipts that are automatically percent
matched to open items in the accounts receivable
sub ledger
Percentage of line items billed/invoiced into the percent
system through an automated method

"process accounts receivable (AR)"
Number of receipts processed / Number of FTEs receipts
receivable (AR)"
"process accounts receivable (AR)"

Formula Units
accounts receivable (AR)"
business entity / Number of receipts processed
adjustments/deductions") / Number of FTEs who
resources") * 100

"process accounts receivable (AR)" / Number of
FTEs who perform the function "manage
Percentage of internal costs to perform the percent

receivable (AR)" allocated to internal costs * 0.01
Percentage of internal cost of the process percent

"process accounts receivable (AR)" allocated to
(AR)" allocated to internal costs * 0.01

Formula Units
"process accounts receivable (AR)" who perform
(AR)") * 100.0

"process accounts receivable (AR)" who apply
cash remittances / Number of FTEs who perform
the process "process accounts receivable (AR)") *
100.0

"process accounts receivable (AR)" who establish
accounts receivable policies / Number of FTEs
receivable (AR)") * 100.0

"process accounts receivable (AR)" who post
accounts receivable activity to the general
ledger / Number of FTEs who perform the
process "process accounts receivable (AR)") *
100.0
"process accounts receivable (AR)" who prepare
accounts receivable reports / Number of FTEs

"process accounts receivable (AR)" who
receive/deposit customer payments / Number of

Formula Units
Number of receipts processed / (Total business receipts
(AR)") / Total cost to perform the process
"process accounts receivable (AR)") * 100.0

accounts receivable (AR)" / Total cost to perform
100.0

100.0
(Overhead cost to perform the process "process percent

100.0

Formula Units
accounts receivable (AR)" / (Total cost to
Total cost to perform the process "process
Average value of e-commerce orders dollars

and process collections" + Costs other than
collections") / (Total business entity revenue * .
001)

and process collections" / (Total business entity
revenue * .00001)
and process collections" / (Total business entity
revenue * .00001)

Formula Units
(Percentage of internal costs of the process dollars
"manage and process collections" allocated to
personnel cost * Percentage of total cost of the
process "manage and process collections"
001)
(Total cost to perform the process "manage and dollars
process collections" * Percentage of total cost to
collections" allocated to external costs * 0.01) /
(Total cost to perform the process "manage and percent

process collections" / Total business entity
revenue) * 100
Total cost to perform the process "manage and dollars
process collections" / (Total business entity
revenue * .000000001)
process collections" / (Total business entity
revenue * .001)
process collections" / Number of active
process collections" / Number of FTEs who
collections"

Formula Units
"Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
00001)
process collections" / Number of receipts
processed
and process collections" / Number of FTEs who
collections"
Percentage of active customers that are percent

delinquent
Percentage of invoices adjusted by the customer percent
prior to payment
Percentage of invoices billed with credit terms percent
(Total value of uncollectable balances / Total percent

Percentage of billed/invoiced line items that are percent
adjusted prior to paying
"manage and process collections" / (Total
of FTEs who perform the process "manage and
process collections"

Formula Units
"manage and process collections"
"manage and process collections" / Number of

process collections" / (Total cost to perform the
process "manage sales orders" + Total cost to
customer" + Total cost to perform the process
"process accounts receivable (AR)" + Total cost
"manage and process adjustments/deductions")) *
100

and process collections" / Total cost to perform
the process "manage and process collections") *
100.0

100.0

100.0

Formula Units
100.0

and process collections" + Costs other than
collections") / Total cost to perform the process
"manage and process collections") * 100.0

100.0

"manage and process collections" who perform
collections") * 100.0

"manage and process collections" who analyze
delinquent account balances / Number of FTEs
collections") * 100.0

"manage and process collections" who
correspond/negotiate with delinquent accounts /

Formula Units
"manage and process collections" who discuss
account resolution with internal parties / Number
process collections") * 100.0

"manage and process collections" who establish
policies/procedures for delinquent accounts /

"manage and process collections" who process
adjustments/write off uncollectable balances /

and process adjustments/deductions" / (Total
and process adjustments/deductions" / (Total

and process adjustments/deductions" / Number of

process adjustments/deductions" / Number of

Formula Units
adjustments/deductions

and process adjustments/deductions" + Costs
process adjustments/deductions") / (Total

"Manage and process adjustments/deductions"
allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal

process adjustments/deductions" / (Total business
(Total cost to perform the process "manage and dollars
process adjustments/deductions" * Percentage of
total cost to perform the process "manage and
process adjustments/deductions" allocated to
external costs * 0.01) / (Total business entity
revenue * .001)

Formula Units
"manage and process adjustments/deductions"
allocated to personnel cost * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal
Cycle time in calendar days from identifying an days

adjustment to fully resolving and reflecting it in
the accounting records
"manage and process adjustments/deductions" /
Total value of adjustments/deductions / Number dollars
Number of adjustments/deductions / Number of adjustments/deduc
FTEs who perform the process "manage and tions
"manage and process adjustments/deductions" /
Highest value of customer adjustment/deduction dollars

that can be made without approval

Formula Units
Percentage of total cost of the process "manage percent
and process adjustments/deductions" allocated to
adjustments/deductions" allocated to personnel
cost * 0.01

allocated to external costs
and process adjustments/deductions" + Costs
process adjustments/deductions") / Total cost to
adjustments/deductions") * 100.0

who perform management activities / Number of
process adjustments/deductions") * 100.0

who analyze adjustments / Number of FTEs who

Formula Units
who correspond/negotiate with customers /
"manage and process adjustments/deductions") *
100.0

who discuss resolution with internal parties /
100.0

who establish policies/procedures for adjustments
100.0

who prepare chargeback invoices / Number of
process adjustments/deductions") * 100.0

who process related entries / Number of FTEs

Formula Units
and process adjustments/deductions" / Total cost

process adjustments/deductions" / (Total cost to
Total cost to perform the process "process
Total value of adjustments/deductions / Number dollars

of adjustments/deductions

Overhead cost to perform the process "manage Dollars

policies and procedures" / (Total business entity
revenue * 0.001)

Formula Units
Outsourced cost to perform the process "manage dollars
revenue *.0010)
revenue * 0.001)
revenue * 0.00001)
revenue * 0.001)
policies and procedures" / Number of FTEs who
perform the process "manage policies and
procedures"

policies and procedures" / Number of FTEs who
procedures"

"manage policies and procedures" / (Total
"manage policies and procedures" / Number of

Formula Units
"manage policies and procedures" who perform
procedures") * 100

"manage policies and procedures" * 100) /
"perform financial reporting")

general accounting" / (Total business entity
revenue * 0.001)
general accounting" / Number of journal entry
line items processed
general accounting" / Number of FTEs who
accounting"
revenue * 0.00001)
revenue * 0.001)

Formula Units
general accounting" / Number of FTEs who
accounting"
revenue *.0010)
Overhead cost to perform the process "perform Dollars
revenue * 0.001)
and outsourced to perform the process "perform
revenue * 0.001)
Cycle time in calendar days from running the days

initial trial balance to completing the period-end
management report
Cycle time in days to complete monthly financial days
close
"perform general accounting" / (Total business
Percentage of journal entry line items from a percent
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
Percentage of journal entry line items processed percent

Percentage change in business entity's gross percent
margin over the past three years

Formula Units
Number of journal entry line items processed / journal entry line
Number of FTEs who perform the process items
"perform general accounting"
Number of accounts in the chart of accounts / accounts
"perform general accounting"
Number of accounts in the chart of accounts accounts

"perform general accounting" / Number of FTEs
resources") * 100

"perform general accounting" * 100) / (Number
of FTEs who perform the process "manage
policies and procedures" + Number of FTEs who
(Number of standard accounts in chart of percent

accounts / Number of accounts in the chart of
accounts) * 100.0
"perform general accounting" who perform
accounting") * 100
Percentage of journal entry line items directly percent

linked from an internal/external system

Formula Units
Percentage of journal entry line items from an percent
automated recurring source
Percentage of journal entry line items from other percent
sources
Total cost to perform the process "perform fixed- dollars

asset accounting" / Number of FTEs who perform
the process "perform fixed-asset accounting"
Overhead and other cost to perform the process dollars
"perform fixed-asset accounting" / (Total
fixed-asset accounting" / (Total business entity
revenue *.0010)
project accounting" + Total cost to perform the

revenue * 0.0010)
fixed-asset accounting" / Number of fixed asset
transactions
Cost to repair and maintain fixed assets / (Gross dollars
value of fixed assets * 0.0010)
Depreciation expense for fixed assets / (Total dollars

Formula Units
((Total cost to perform the process "perform percent
process "perform fixed-asset accounting") / Total


"perform capital planning and project approval" +
"perform capital project accounting" + Number
of FTEs who perform the process "perform fixed-
asset accounting")

asset accounting" / (Total business entity revenue
* 0.001)
asset accounting" / Number of fixed asset
transactions
revenue * 0.000010)

Formula Units
(Systems cost to perform the process "perform dollars
capital planning and project approval" + Systems
project accounting" + Systems cost to perform
the process "perform fixed-asset accounting") /

fixed-asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"
Cycle time in calendar days to capitalize a fixed days

asset purchase
Cycle time in days to close a capital project days
Cycle time in days to complete an approved days
capital expenditure plan
"perform fixed-asset accounting" / (Total
"perform fixed-asset accounting" + Number of
revenue * .000000001)
Return on fixed assets percent

Total business entity revenue / Net book value of percent
fixed assets
Percentage of approved capital projects percent
considered within or on budget for spending

Formula Units
((Number of capital projects approved in the past percent
12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
Percentage of capital projects completed on time percent

Number of journal entry line items processed to journal entry line
record fixed asset transactions / Number of FTEs items
accounting"
Number of fixed assets managed / Number of fixed assets

FTEs who perform the process "perform fixed-
asset accounting"
Number of fixed asset transactions / Number of fixed asset
FTEs who perform the process "perform fixed- transactions
asset accounting"
project accounting") / Number of FTEs who
resources") * 100.0
"perform fixed-asset accounting" / Number of

Formula Units
"perform fixed-asset accounting" * 100) /
Total value of Assets Under Management for the dollars

overall organization / (Total annual revenue for
retail banking operation * .001)
(Net book value of fixed assets / Gross value of percent
fixed assets) * 100.0
(Number of fixed asset transactions from physical percent
inventories / Number of fixed asset transactions)
* 100.0
(Overhead and other cost to perform the process percent
"perform fixed-asset accounting" / Total cost to
perform the process "perform fixed-asset
accounting") * 100

financial reporting" / Number of FTEs who
financial reporting" / (Total business entity
revenue * 0.001)
revenue * 0.00001)

Formula Units
financial reporting" / Number of FTEs who
revenue * 0.001)
revenue *.0010)
Cycle time in days to complete the monthly days
Cycle time in days between completion of days
consolidated financial statements and the release
of earnings
Cycle time in days between completion of days
quarterly consolidated financial statements and
the release of earnings
Cycle time in calendar days from producing flash days
reports and completing the consolidated financial
statements
Cycle time in calendar days from producing days
monthly flash reports and completing the
monthly consolidated financial statements
"perform financial reporting" / (Total business
"perform financial reporting" / Number of FTEs
resources") * 100

Formula Units
"perform financial reporting" * 100) / (Number of
FTEs who perform the process "manage policies
the process "perform general accounting" +
FTEs who perform the process "perform financial
reporting")

"perform financial reporting" who perform
perform the process "perform financial
reporting") * 100
(Actual capital spending one year prior / Capital percent

expenditure budget one year prior) * 100.0
(Actual capital spending two years prior / Capital percent
expenditure budget two years prior) * 100.0
capital planning and project approval" / (Total
Total cost to perform the process "perform capital dollars
planning and project approval" / (Total business

Formula Units
capital planning and project approval" / Number
of FTEs who perform the process "perform
capital planning and project approval"
Cycle time in days to approve a capital project days

"perform capital planning and project approval" /
(Actual capital spending for most recent year / percent
Capital expenditure budget for most recent year)
* 100.0
Number of capital projects approved in the past approved projects
12 months / Number of FTEs who perform the
process "perform capital planning and project
approval"

"perform capital planning and project approval" /
"manage financial resources") * 100.0

capital project accounting" / Number of FTEs
who perform the process "perform capital project
accounting"

capital project accounting" / (Total business
capital project accounting"/Number of FTEs who
perform the process "perform capital project
accounting")

Formula Units
project accounting" / (Total business entity
revenue * 0.0010)
project accounting" / Number of capital projects
approved in the past 12 months
(Approved and non-budgeted capital projects / percent
Number of capital projects approved in the past
12 months) * 100.0
"perform capital project accounting" / (Total
"perform capital project accounting" / Number of
(Percentage of internal cost to perform the dollars


Formula Units
(Total cost to perform the process "report time" * dollars
"report time" allocated to external costs *
.01)/(Total business entity revenue * 0.001)

time" allocated to personnel costs * 0.0001) /

/ Total number of employees paid
Total cost to perform the process "report time" / dollars

Number of time records processed
/ Total number of employees paid

Formula Units
"report time" allocated to external costs * .01) /

0001)/Total number of employees paid

0001)/(Total business entity revenue * 0.001)
Cycle time in business days from receiving the days

time record from the employee and entering the
data into the payroll system
Number of FTEs who perform the process "report FTEs
time" / (Total business entity revenue *
0.000000001)
time" / (Total number of employees paid * 0.001)
Percentage of time records submitted percent

electronically
Percentage of time records entered manually percent
Percentage of time records processed error-free percent

the first time

Formula Units
Percentage of time records returned to the the percent
field for validation and/or correction
Number of time records processed / Number of time records
FTEs who perform the process "report time"
"report time" / Number of FTEs who perform the
function "manage financial resources") * 100
"report time" /(Number of FTEs who perform the
process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes") ) * 100

cost to perform the process "manage pay" ) /
(Total cost to perform the process "manage pay" dollars

allocated to overhead and other costs * .

allocated to overhead and other costs *

Formula Units
"manage pay" allocated to external costs * .

Total cost to perform the process "manage pay" / dollars

Number of payroll disbursements
allocated to personnel costs * 0.0001) / (Total


Formula Units
"manage pay" allocated to external costs *
Cycle time in business days from the effective days

date of hire for a new employee until they are
included in the payroll system
Cycle time in business days from the effective days
date that an employee is terminated until they are
removed from the payroll system
Cycle time in business days from when an error days
is identified/reported to when it is fully resolved
and reflected in the accounting records
Cycle time in business days from the payroll days
system cut-off date until payroll transmit date
Cycle time in business days between the time days
period cut-off for employees and the payroll
transmit date
Cycle time in business days from HR/benefits days
system cut-off until payroll system cut-off date
"manage pay" / (Total business entity revenue *
0.000000001)
"manage pay" / (Total number of employees paid
* 0.001)
Percentage of payroll disbursements that were percent
manual cheques
Percentage of payroll disbursements that were or percent
included retroactive pay adjustments

Formula Units
Percentage of employees receiving payroll percent
disbursements via direct deposit
Percentage of payroll disbursements with errors percent
identified after distribution
(Number of checks/payments voided during the percent
year / Number of payroll disbursements) * 100
(Number of payroll inquiries received / Number percent
of payroll disbursements) * 100
(Number of payroll disbursements * Percentage manual checks
of payroll disbursements that were manual
cheques * .01) / (Number of FTEs who perform
the process "report time" + Number of FTEs who
perform the process "manage pay" + Number of
taxes")
Number of payroll disbursements / Number of disbursements
FTEs who perform the process "manage pay"
"manage pay" / Number of FTEs who perform
"manage pay" / (Number of FTEs who perform
the process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes")) * 100
Number of business days HR/Benefit system is days

open for employee data changes, new hires, and
terminations during payroll period

Formula Units

allocated to external costs * .01)/(Total business
Total cost to perform the process "process payroll dollars

taxes" / (Total business entity revenue * 0.001)
Total cost to perform the process "process payroll dollars
taxes" / Total number of employees paid
costs of the process "process payroll taxes"
allocated to personnel costs * 0.0001) / (Total

process "process payroll taxes") / Total number
of employees paid

Formula Units

allocated to external costs * .01)/Total number of
employees paid

allocated to overhead and other costs * .

allocated to overhead and other costs *
Cycle time in business days from notification of days

required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding

Formula Units
"process payroll taxes" / (Total business entity
revenue * 0.000000001)
"process payroll taxes" / (Total number of
employees paid * 0.001)
"process payroll taxes" / Number of FTEs who
resources") * 100

"process payroll taxes" / (Number of FTEs who
perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"process payroll taxes")) * 100
Total cost to perform the process "process Dollars

accounts payable (AP)" / (Average oil and gas net
accounts payable (AP)" / Total operated
producing well count
accounts payable (AP)" / Total number of miles
of pipeline in service
accounts payable (AP)" / (Average refining
throughput * .001)
Value of all materials and services purchased / Dollars
Average oil and gas net production (BOE/day)

Formula Units
(Value of all materials and services purchased * . Dollars
000001) / Total operated producing well count
(Value of all materials and services purchased * . Dollars
000001) / Total number of miles of pipeline in
service
Value of all materials and services purchased / Dollars
Average refining throughput
Value of all materials and services purchased / dollars
"process accounts payable (AP)" * 1000000)
Systems cost to perform the process "process dollars
accounts payable" / (Value of all materials and
accounts payable" / (Total business entity
revenue * 0.00001)
Personnel cost to perform the process "process dollars
accounts payable" / Number of FTEs who
perform the process "process accounts payable
(AP)"
accounts payable" / (Value of all materials and
revenue * 0.001)
accounts payable (AP)" / Total business entity
revenue) * 100

Formula Units
accounts payable (AP)" / Number of FTEs who
(AP)"

accounts payable (AP)" / (Total business entity
revenue * .000000001)
accounts payable (AP)" / (Value of all materials
and services purchased * 0.001)
accounts payable (AP)" / (Total business entity
revenue * 0.001)
accounts payable (AP)" / Total number of
disbursements excluding T&E disbursements
accounts payable (AP)" / Number of invoice line
items processed
Outsourced cost to perform the process "process dollars
revenue *0.001)
accounts payable (AP)" / Number of invoices
processed
accounts payable (AP)" / Total SG&A costs ) *
100
accounts payable" / Number of invoices
processed

Formula Units
processed
processed
processed
processed
process "process accounts payable") / Number of
invoices processed
Cycle time in calendar days from receipt of an days

invoice until payment is transmitted
Cycle time in calendar days from the receipt of days
an invoice to when it is approved and scheduled
Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours from the receipt of an invoice hours
to its entry into the accounts payable/invoicing
system
Average cycle time from the first time an invoice Days
is blocked/parked until it is unblocked/unparked

"process accounts payable (AP)" / (Total business
Days payables outstanding in intercompany days
accounts payable (AP)

Formula Units
Value of accounts payable / (Total business entity dollars
revenue * 0.0010)
Percentage of disbursements that is processed percent
error-free the first time
(Number of invoice line items that are paid percent
within the discount period / Number of invoice
line items received that offer a discount) * 100
Percentage of invoice line items received percent
electronically
Percentage of invoice line items that is matched percent
the first time
(Number of invoices paid within discount period / percent
Number of invoices processed) * 100
Percentage of invoice line items that is entered percent
into the financial system by manual keying
Percentage of invoice line items that is matched percent
with a purchase order
Percentage of invoice line items your business percent
entity pays on time
"process accounts payable (AP)" / (Value of all
Number of updates made to the vendor master updates
"process accounts payable (AP)"
Number of invoices processed / Number of FTEs invoices
payable (AP)"
Number of invoice line items processed / Number invoice line items
accounts payable (AP)"

Formula Units
Total number of disbursements excluding T&E disbursements
disbursements / Number of FTEs who perform
the process "process accounts payable (AP)"
"process accounts payable (AP)" / (Average oil
and gas net production (BOE/day) * .000001)
"process accounts payable (AP)" / (Total operated
producing well count * .001)
"process accounts payable (AP)" / (Total number
of miles of pipeline in service * .001)
"process accounts payable (AP)" / (Average
refining throughput * .001)
Number of invoice line items processed / (Value invoice line items
of all materials and services purchased * 0.001)
"process accounts payable (AP)" / Number of

accounts payable" / Total cost to perform the
process "process accounts payable (AP)") * 100
Percentage of invoices processed through self- Percent

invoicing
Number of payments sent through electronic Percent
funds transfer (EFT) as a percentage of total
payments sent

Formula Units
Number of payments sent through automated Percent
clearing house (ACH) as a percentage of total
payments sent
Number of payments sent through paper check as Percent
a percentage of total payments sent
Number of payments sent through ePayable as a Percent
percentage of total payments sent
Number of payments sent through electronic Percent
funds transfer (EFT) as a percentage of total
payments sent
[(Overhead cost to perform the process "process percent
process "process accounts payable") / Total cost
to perform the process "process accounts payable
(AP)"] * 100

"process accounts payable" who perform
(AP)") * 100
Percentage of invoices paid on time Percent
Number of invoices processed / (Value of all invoices


Formula Units
Number of invoices processed/(Total business invoices processed
entity revenue*0.000001)
expense reimbursements" + Costs other than
perform the process "process expense
reimbursements") / Number of T&E
disbursements

expense reimbursements" / Number of T&E
disbursements
disbursements
disbursements
disbursements
disbursements

expense reimbursements" / Total SG&A costs ) *
100
expense reimbursements" / (Total business entity
revenue *0.001)

Formula Units
expense reimbursements" / Number of FTEs who
reimbursements"

expense reimbursements" / Total business entity
revenue ) * 100
expense reimbursements" / Number of FTEs who
reimbursements"

revenue * 0.000000001)
expense reimbursements" / (Total value of T&E
expenditures * 0.001)
revenue * 0.001)
disbursements
revenue * 0.001)

Formula Units
revenue * 0.00001)
Cycle time in calendar days from the receipt of days
an expense report to its approval and scheduling
for payment
"process expense reimbursements" / (Total
(Total value of cash advances / Total value of percent
T&E expenditures) * 100.0
(Number of expense report line items with percent
exceptions / Expense report line items) * 100
"process expense reimbursements" / (Total value
of T&E expenditures * 0.000001)
Expense report line items / Number of FTEs who expense report
perform the process "process expense line items
reimbursements"
Number of T&E disbursements / Number of disbursements
reimbursements"
Expense report line items / (Total value of T&E expense report
expenditures * 0.001) line items
"process expense reimbursements" / Number of

Formula Units
"process expense reimbursements" who perform
reimbursements") * 100

expense reimbursements" / Total cost to perform
the process "process expense reimbursements") *
100

100
[(Overhead cost to perform the process "process percent

expense reimbursements" + Costs other than
reimbursements") / Total cost to perform the
process "process expense reimbursements"] * 100

100
Days cash on hand days

treasury operations" / Number of banks used in
organization's cash collection network
treasury operations" / Number of banks used in
organization's cash disbursement network

Formula Units
Cycle time in hours to initiate, approve, and hours
dispatch a wire transfer
Cycle time in hours to reconcile a single bank hours
account from bank account statement receipt
through ending book balance reconciliation
Cycle time in hours to develop a short-term cash hours
flow forecast
Cycle time in hours to concentrate/physically hours
pool cash and establish a daily cash position
Cycle time in calendar days to refresh cash flow days

forecast
Cycle time in hours to concentrate/physically minutes
pool cash and establish a daily cash position * 60
Number of banks used in organization's cash banks

collection network / (Total business entity
revenue * .000000001)
disbursement network / (Total business entity
revenue * .000000001)
collection network / Number of FTEs who
perform the process group "manage treasury
operations"

disbursement network / Number of FTEs who
perform the process group "manage treasury
operations"

Formula Units
Systems cost to perform the process "establish dollars
internal controls, policies, and procedures" /
Percentage of cost to perform the process percent
procedures" allocated to risk assessment
Total cost to perform the process "establish dollars
Personnel cost to perform the process "establish dollars
Outsourced cost to perform the process "establish dollars
(Total business entity revenue *.0010)

procedures" / (Total business entity revenue *
0.000000001)

procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
(Number of audit committee officers/employees / percent

(Number of audit committee officers/employees
+ Number of other non-independent members on
the audit committee + Number of audit
committee independent members)) * 100.0

Formula Units
(Number of compensation committee percent
officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0
(Number of governance committee percent

officers/employees / (Number of governance
non-independent members on the governance
committee + Number of governance committee
(Number of other non-independent members on percent

the audit committee / (Number of audit
non-independent members on the audit
committee + Number of audit committee

the compensation committee / (Number of
compensation committee officers/employees +
Number of other non-independent members on
the compensation committee + Number of
compensation committee independent members))
* 100.0

Formula Units
the governance committee / (Number of
governance committee officers/employees +
the governance committee + Number of
governance committee independent members)) *
100.0
(Number of audit committee independent percent

members / (Number of audit committee
officers/employees + Number of other non-
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0
(Number of compensation committee percent

independent members / (Number of
compensation committee officers/employees +
the compensation committee + Number of
compensation committee independent members))
* 100.0
(Number of governance committee independent percent

members / (Number of governance committee
officers/employees + Number of other non-
independent members on the governance
committee + Number of governance committee
(Number of independent or outside directors on percent

the board / Number of directors on the board) *
100.0

Formula Units
Outsourced cost to perform the process "operate dollars
controls policies and procedures" / (Total



Cycle time in days to deploy change in enabling days

technology
Cycle time in calendar days (including weekends) days
from identification of change in risk until
changes to risk management policies and
procedures are completed and ready for
deployment/communication/implementation by
the business entity
Cycle time in calendar days (including weekends) days

from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Cycle time in days from reporting of a control days

violation until investigation is completed and
remediation steps/control changes are developed

Formula Units
"operate controls and monitor compliance with
internal controls policies and procedures" / (Total
Number of identified primary controls / (Number controls

of business entity employees * 0.0010)
Number of control violations in last twelve control violations
months pertaining to financial
reporting/accounting and/or security/access to
financial records / (Number of business entity
employees * 0.0010)
Number of times employees used existing times
communication channels to report suspected
improprieties in past 12 months / (Number of
business entity employees * 0.0010)
(Number of automated primary controls / percent

Number of identified primary controls) * 100.0
"operate controls and monitor compliance with
internal controls policies and procedures" /
(Number of new control violations in last twelve percent

months / Number of control violations in last
twelve months pertaining to financial
reporting/accounting and/or security/access to
financial records) * 100.0
(Number of detective primary controls / Number percent

of identified primary controls) * 100.0
(Number of preventative primary controls / percent
Number of identified primary controls) * 100.0

Formula Units
Percentage of conducting risk assessment cost percent
toward self assessments
Systems cost to perform the process "report on dollars
internal controls compliance" / (Total business
Total cost to perform the process "report on dollars
Personnel cost to perform the process "report on dollars
Outsourced cost to perform the process "report on dollars
(Number of previously identified control percent
violations in last twelve months / Number of
control violations in last twelve months) * 100.0
on internal controls compliance" / (Total business
"report on internal controls compliance" /
Percentage of the total cost of conducting risk percent

assessments for costs other than self assessments,
independent internal resources, and outside
consultants

toward outside consultants

Formula Units
toward independent internal resources
Ratio of tax strategy to tax filing staff at business Percent
entity
Percentage of daily cash balances versus forecast percent
"process customer credit" who establish credit
policies / Number of FTEs who perform the
Maximum credit that can be extended to new dollars

customers without approval
Maximum credit that can be extended to existing dollars
customers without approval
"process customer credit" who analyze/approve
new account applications / Number of FTEs who
100.0

"process customer credit" who review existing
accounts / Number of FTEs who perform the

"process customer credit" who produce
credit/collection reports / Number of FTEs who
100.0
Number of updates to customer master file / updates

"invoice customer" who maintain

Formula Units

customer/product master files / Number of FTEs
who perform the process "invoice customer") *
100.0

"invoice customer" who generate customer
billing data / Number of FTEs who perform the

"invoice customer" who transmit billing data to
customer / Number of FTEs who perform the

"invoice customer" who post accounts receivable
entries / Number of FTEs who perform the

"invoice customer" who resolve customer billing
inquiries / Number of FTEs who perform the
Highest value of uncollectable balance that can dollars

be written off without approval

Formula Units
"manage policies and procedures" who negotiate
service level agreements / Number of FTEs who
procedures") * 100

"manage policies and procedures" who establish
accounting policies / Number of FTEs who
procedures") * 100

"manage policies and procedures" who set up and
enforce approval limits / Number of FTEs who
procedures") * 100

"manage policies and procedures" who establish
common financial systems / Number of FTEs
who perform the process "manage policies and
procedures") * 100

"perform general accounting" who maintain a
chart of accounts / Number of FTEs who perform
the process "perform general accounting") * 100

"perform general accounting" who process
journal entries / Number of FTEs who perform
Percentage of journal entry line items that are percent

intercompany

Formula Units
corrective/adjusting
first time/originating
Percentage of journal entry line items of other percent
types

"perform general accounting" who process
allocations / Number of FTEs who perform the
process "perform general accounting") * 100

"perform general accounting" who process period
end adjustments / Number of FTEs who perform
Percentage of total accruals generated by percent

automated methods
Percentage of total accruals generated manually percent
Percentage of total accruals generated by hybrid percent

methods
"perform general accounting" who post and
reconcile intercompany transactions / Number of
accounting") * 100
(Number of journal entry line items processed * transactions

Percentage of journal entry line items that are
intercompany * 0.01) / Number of business
entities for which your business entity processes
intercompany transactions

Formula Units
Percentage of intercompany transactions percent
processed by automated methods
processed manually
processed by hybrid methods

"perform general accounting" who reconcile
general ledger accounts / Number of FTEs who
accounting") * 100

"perform general accounting" who perform
consolidations / Number of FTEs who perform

"perform general accounting" who prepare trial
balance / Number of FTEs who perform the
process "perform general accounting") * 100

"perform general accounting" who prepare and
post management adjustments / Number of FTEs
who perform the process "perform general
accounting") * 100
Percentage of fixed asset transactions that are percent

handled automatically without human
intervention

Formula Units
"perform financial reporting" who prepare
business unit financial statements / Number of
reporting") * 100

consolidated financial statements / Number of
reporting") * 100

business unit management reporting / Number of
reporting") * 100

consolidated management reporting / Number of
reporting") * 100

statements for board / Number of FTEs who
reporting") * 100

"perform financial reporting" who produce
quarterly/annual shareholder financial report /
"perform financial reporting") * 100

Formula Units
"perform financial reporting" who produce
regulatory reports / Number of FTEs who
reporting") * 100

"process accounts payable" who maintain AP/PO
vendor master file / Number of FTEs who
(AP)") * 100

"process accounts payable" who maintain/manage
electronic commerce / Number of FTEs who
(AP)") * 100

"process accounts payable" who audit
invoices/key data into AP system / Number of
payable (AP)") * 100

into the financial system by other methods

into the financial system by EDI

into the financial system by scanning
Percentage of invoice line items that is approved percent
by two-way matching

Formula Units
by three-way matching
by pre-approved procurement cards
by pre-approved blanket codes
by evaluated (automatic) receipt settlement
by replenishment/vendor managed inventory
by other methods

"process accounts payable" who approve
payments / Number of FTEs who perform the

"process accounts payable" who process financial
accruals and reversals / Number of FTEs who
(AP)") * 100

"process accounts payable" who process taxes /
"process accounts payable (AP)") * 100
Cycle time in days from identifying a days

disbursement error to its resolution

Formula Units
"process accounts payable" who research/resolve
exceptions / Number of FTEs who perform the
Percentage of disbursements processed that are percent

duplicate/erroneous payments
Percentage of disbursements processed that are percent

submitted electronically
"process accounts payable" who process
payments / Number of FTEs who perform the
Number of vendor inquiries received / Number of inquiries

payable" who respond to inquiries

"process accounts payable" who respond to
inquiries / Number of FTEs who perform the

"process accounts payable" who retain records /
"process accounts payable (AP)") * 100

"process accounts payable" who adjust
accounting records / Number of FTEs who
(AP)") * 100

Formula Units
"process expense reimbursements" who establish
expense reimbursement and approval limits /
"process expense reimbursements") * 100

"process expense reimbursements" who capture
and report relevant tax data / Number of FTEs
who perform the process "process expense

"process expense reimbursements" who approve
reimbursements and advances / Number of FTEs

"process expense reimbursements" who process
reimbursements and advances / Number of FTEs

"process expense reimbursements" who manage
personnel accounts / Number of FTEs who
(Square feet of stores disposed in the last year / percent

Total square feet of all retail space available at
the beginning of the present financial year or end
of the previous financial year) * 100
Cost per square foot for new buildings (store and dollars
warehouse)

Formula Units
Real estate cost as a percentage of direct sales percent
(excluding franchisee commission)
Number of FTEs dedicated to the compliance and FTEs

ethics services function / (Total business entity
revenue * 0.000000001)
(Total cost of the compliance and ethics services percent
function /Total SG&A costs) * 100
(Total cost of the compliance and ethics services percent

function /Total business entity revenue) * 100
FTEs dedicated to the process "manage corporate
compliance and ethics program"
Total cost, excluding overhead cost, for dollars
service / Number of business entity employees
service / Number of FTEs that directly support
the knowledge management program, initiative,
or service
Personnel (staff) costs directly associated with dollars

KM program / (Total business entity revenue *
0.001)
Personnel (contractor) costs directly associated dollars
with KM program / (Total business entity
revenue * 0.001)
External/outsourcing costs directly associated dollars
with KM program / (Total business entity
revenue * 0.001)

Formula Units
Systems costs for KM program applications, dollars
platforms, and related technology / (Total
Costs for KM program meetings, events, dollars
marketing, and training / (Total business entity
revenue * 0.001)
KM program costs other than personnel for staff dollars
and contractor, outsourcing, systems, meetings,
events, marketing, and training / (Total business
(Percentage of total funding for KM program, dollars

initiative, or service from central/enterprise
funding source * Total cost, excluding overhead
cost, for knowledge management program,
initiative, or service * .01) / (Total business entity
revenue * 0.001)

initiative, or service from allocations from
KM services * Total cost, excluding overhead
initiative, or service * .01) / (Total business entity
revenue * 0.001)

initiative, or service from sources other than
leveraging KM services * Total cost, excluding
overhead cost, for knowledge management
program, initiative, or service * .01) / (Total

Formula Units
service / (Total business entity revenue * 0.001)
Number of FTEs that directly support the FTEs
service / (Total business entity revenue *
0.000000001)
Percentage of KM applications, platforms, or percent

technologies hosted in the cloud
Percentage of KM applications, platforms, or percent
technologies hosted on-premises
(Number of FTEs that directly support the percent
service / Number of business entity FTEs) * 100
Percentage of total funding for KM program, percent
initiative, or service from central/enterprise
funding source
initiative, or service from allocations from
KM services
initiative, or service from sources other than
leveraging KM services
(Personnel (staff) costs directly associated with percent

KM program / Total cost, excluding overhead
initiative, or service) * 100

Formula Units
(Personnel (contractor) costs directly associated percent
with KM program / Total cost, excluding
program, initiative, or service) * 100
(External/outsourcing costs directly associated percent

with KM program / Total cost, excluding
(Systems costs for KM program applications, percent

platforms, and related technology / Total cost,
excluding overhead cost, for knowledge
management program, initiative, or service) *
100
(Costs for KM program meetings, events, percent
marketing, and training / Total cost, excluding
(KM program costs other than personnel for staff percent

and contractor, outsourcing, systems, meetings,
events, marketing, and training / Total cost,
100
Percentage of funding for KM applications, percent
platforms, or technologies from the KM program,
initiative, or service
platforms, or technologies from the IT
group/function
platforms, or technologies from one or more
business units/functions whose employees are
end-users of the application/platform

Formula Units
platforms, or technologies from another source or
group
Number of employees that participate in employees
approaches and activities included in KM
program, initiative, or service / (Total business
Estimated business value generated by KM dollars

program, initiative, or service / (Total business
(Number of employees that participate in percent
approaches and activities included in KM
program, initiative, or service / Number of
business entity employees) * 100
(Estimated business value generated by KM percent

program, initiative, or service / Total cost,
100
Estimated business value generated by KM dollars
program, initiative, or service / Number of FTEs
that directly support the knowledge management
program, initiative, or service

of FTEs that directly support the knowledge
management program, initiative, or service
Percentage of digital sales of core products percent
including one or more attachments, where
attachment bought in same digital transaction as
core product

Formula Units
Near miss correction rate percent

treasury operations" / Number of foreign
currencies involved in foreign exchange hedging
program
Number of foreign currencies involved in foreign foreign currencies

exchange hedging program / (Total business
Number of foreign currencies involved in foreign foreign currencies
exchange hedging program / Number of FTEs
who perform the process group "manage treasury
operations"
Systems cost to perform the process group dollars

"manage business resiliency and risk" / (Total
Overhead cost to perform the process group dollars

Formula Units
business resiliency and risk" / (Total business
((Percentage of IT cost allocated to the process dollars
group "manage business resiliency and risk" /
100) * Total annual IT cost (including
depreciation/amortization)) / ((Percentage of
information technology" perform the process
group "manage business resiliency and risk" /
100) * Number of FTEs who perform the
function "manage information technology")
Time in weeks to complete projects that address weeks

(less than 20 percent of total revenue)
(between 20 and 40 percent of total revenue)



(greater than 80 percent of total revenue)

Formula Units
Average level of experience in years for FTEs years
who perform the process group "manage business
resiliency and risk"
(IT budget allocated to the process group percent
"manage business resiliency and risk" / IT
budget, including depreciation/amortization, for
the past year) * 100.0

Formula Units
business resiliency and risk" / (Total cost to
perform the process group "manage the business
of information technology" + Total cost to
perform the process group "develop and manage
IT customer relationships" + Total cost to
perform the process group "manage business
resiliency and risk" + Total cost to perform the
process group "manage IT knowledge" + Total
cost to perform the process "develop information
and content management strategies" + Total cost
to perform the process "define the enterprise
information architecture" + Total cost to perform
the process "manage information resources" +
Total cost to perform the process "perform
enterprise data and content management" + Total
cost to perform the process "develop and
maintain information technology solutions" +
Total cost to perform the process group "deploy
information technology solutions" + Total cost to
perform the process group "deliver and support
information technology services")) * 100

"manage business resiliency and risk"/Number of
information technology") * 100.0
Percentage of primary products made from percent

recycled materials
Percentage of primary products potentially able percent
to be recovered and recycled

Formula Units
Total number of proposals developed / Number proposals
of FTEs dedicated to the contracts management
function
Percentage of new proposals resulting in a proposals
successful offer and a new contract
function FTEs dedicated to the process "manage
proposals, bids, and quotes"
Cycle time in calendar days to complete the Days
detection to correction cycle
Supplier recovery rate Percent
Warranty accrual rate Percent
Warranty claims rate Percent
Warranty cost forecast accuracy Percent
Average product return rate Percent
Average recall rate per product family Percent
Annual cost of the process "process warranty Dollars
claims" / (Total business entity revenue * 0.001)
((Percentage of total cost of the process "process Dollars
warranty claims" allocated to internal costs *
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process
warranty claims") * .0001) / (Total business

Formula Units
((Percentage of total cost of the process "process Dollars
"process warranty claims" allocated to systems
warranty claims") * .0001) / (Total business
Annual cost of the process "process warranty Dollars

claims" / Total number of warranty claims
processed
(Total cost of goodwill warranty claims / Total Percent
Percentage of total cost of the process "process Percent
warranty claims" allocated to internal costs
Percentage of total cost of the process "process Percent

warranty claims" allocated to external costs

"process warranty claims" allocated to overhead
and other costs * Annual cost of the process
"process warranty claims" / 10000) / (Total
Total cost of goodwill warranty claims / [(The dollars

percentage of annual approved warranty claims
that are goodwill claims * Percentage of
warranty claims approved * Total number of
warranty claims processed) / 10000]

Formula Units
Annual cost of the process "process warranty dollars
claims" / Number of FTEs who to perform the
process "process warranty claims"
"process warranty claims" allocated to personnel
warranty claims" / 10000) / Number of FTEs who
to perform the process "process warranty claims"
Cycle time in days to process a warranty claim Days
Number of FTEs who to perform the process FTEs

"process warranty claims" / (Total business entity
revenue * 0.000000001)
Total number of warranty claims processed claims
/Number of FTEs who to perform the process
"process warranty claims"
Percentage of rejected warranty claims rejected Percent
for reasons of fraud
Percentage of rejected warranty claims rejected Percent
for reasons of policy
Percentage of warranty claims approved that percent
were invalid or fraudulent
100 * [(The percentage of annual approved Percent
warranty claims that are goodwill claims *
Percentage of warranty claims approved * Total
number of warranty claims processed) / 10000] /
Total number of warranty claims processed

Formula Units
100 * [(The percentage of annual approved Percent
warranty claims that are recall claims *
number of warranty claims processed) / 10000] /
Total number of warranty claims processed
100 * [(Percentage of approved warranty claims Percent

that are repeat repair claims * Percentage of
warranty claims processed) / 10000] / Total
number of warranty claims processed
Percentage of warranty claims approved Percent
Percentage of warranty claims rejected Percent
Percentage of warranty claims that are Percent

automatically processed claims
Percentage of warranty claims that are Suspense Percent
Routed claims
Percentage of warranty claims that are Help Percent
Routed claims
Percentage of warranty claims allocated to other Percent
claims
Percentage of warranty claims rejected allocated Percent
to other
((The percentage of annual approved warranty Percent
claims that are first time repair / replace claims *
number of warranty claims processed * .0001) /
Total number of warranty claims processed) *
100

Formula Units
claims that are repeat repair / replace claims *
number of warranty claims processed * .0001) /
Total number of warranty claims processed) *
100
claims that are recall claims * Percentage of
warranty claims processed * .0001) / Total
number of warranty claims processed) * 100
Total number of warranty claims processed / claims

(Percentage of warranty claims approved that claims
were invalid or fraudulent * Percentage of
warranty claims processed * 0.0001) / Number of
FTEs who to perform the process "process
warranty claims"
(Percentage of warranty claims approved that claims

were invalid or fraudulent * Percentage of
warranty claims processed * 0.0001) / (Total
Percentage of customers satisfied with warranty Percent

process
"perform financial reporting" who perform legal
and management consolidation / Number of FTEs
who perform the process "perform financial
reporting") * 100

Formula Units
Average retail sales revenue per customer-facing dollars
associate
Percentage of customers offering a perfect percent
customer satisfaction score for service received
from the call center
FTEs
FTEs
Total organization revenue / Number of Dollar

organization employees
employee relations" / (Total business entity
revenue * 0.001)
employee relations" / Number of business entity
employees
"manage employee relations" / (Total business
manage human capital" / Number of FTEs that
perform the process group "manage employee
relations"

"manage employee relations" / Number of
Employee engagement score
Number of FTEs that perform the process group FTEs
"manage employee relations" / (Total business

Formula Units
Number of business entity employees / Total employees
number of FTEs that perform the process groups
"deliver employee communications"

employee relations"
"manage employee relations" / Total cost to
relations") * 100
(Systems cost to perform process group "manage percent

employee relations" / Total cost to perform the
process group "manage employee relations") *
100
group "manage employee relations" / Total cost
to perform the process group "manage employee
relations") * 100
(Outsourced cost to perform the process group percent

"manage employee relations" / Total cost to
relations") * 100

employee information and analytics" / (Total
"manage employee information and analytics" /
of FTEs who perform the process group "manage

Formula Units
information and analytics"
(Internal overhead and other cost (direct and/or percent

allocated to the business entity) to perform the
process group "manage employee information
and analytics" / Total cost to perform the process
group "manage employee information and
analytics") * 100

manage human capital" / Total number of FTEs
that perform the process groups "manage
Total number of FTEs that perform the process FTEs

groups "manage employee communications" and
(Total SG&A costs/Total business entity percent

revenue)*100
Annual non-interest expense per total assets for percent
the overall bank
Annual net income plus interest expense per total percent
assets for the overall bank
Percentage of annual fee income for banking percent
operation attributed to new transaction accounts
opened in the last year

Formula Units
Total non-interest expense for retail banking dollars
operation / (Total annual revenue for retail
banking operation * .001)
Total annual fee income for retail banking dollars
Total operating expense for retail banking dollars
Employee turnover rate for FTEs dedicated to percent
planning, budgeting and management and capital
project accounting processes
Average tenure, in years, of FTEs currently FTEs
dedicated to planning, budgeting and
management and capital project accounting
processes
Fatalities or major injuries due to asset integrity fatalities/major
incidents injuries
Aircraft safe fueling incidents
HazCom items
Hydrocarbon spills in barrels barrels
Rotating equipment/vessel availability percent

Formula Units
Mean time in months between failures months
Number of asset integrity incidents incidents
Loss due to asset integrity incidents dollars
Occupational Health Hazard Assessment items

(OHHA)
Comprehensive Environmental Health items

Assessment (CEHA)
Restricted duty injuries/illnesses injuries/illnesses
On-the-job fatalities fatalities

FTEs dedicated to the process "manage the
corporate liability insurance program"
Average number of months that customers months
converted from pre-paid to post-paid remain as
post-paid customers
Inbound contact center cross-sell / up-sell rate percent

Formula Units
Percentage of sales initiated on the website where percent
the customer was presented with a cross-sell or
up-sell offer
Percentage of qualified pre-paid customers that percent
your entity attempts to convert to post-paid that is
successfully converted
Percentage of revenue from cross-selling/up- percent
selling through e-commerce sales
Percentage of total annual revenue that is a result percent
of cross-selling or up-selling
Most-recent year-on-year change in market share percent

development * Percentage of total annual cost
overall governance and program management *
0.01) / (Number of FTEs who develop and
are allocated to overall governance and program
management * 0.01)


Formula Units
processes * Percentage of FTEs performing
0.000000001)
Percentage of FTEs performing product/service percent

development are allocated to overall governance
and program management

product/service development allocated to overall
governance and program management
generating and defining product/service ideas *

0.01) / Total number of product/service concepts
in the pre-design phase

Formula Units
are allocated to generating and defining
product/service ideas * 0.01)

processes * Percentage of FTEs performing
0.000000001)
Total number of product/service concepts in the concepts

pre-design phase / (Number of FTEs who develop
and manage products and services * Percentage
of FTEs performing product/service development
are allocated to generating and defining
product/service ideas * 0.01)

generating and defining product/service ideas
development are allocated to generating and
defining product/service ideas

Formula Units
* 0.01) / (Number of FTEs who develop and
are allocated to designing, building, and testing
products/services * 0.01)

* 0.01) / (Total business entity revenue * 0.0010)
(Number of FTEs who develop and manage FTEs

products and services * Percentage of FTEs
allocated to designing, building, and testing
products/services * 0.01) / (Total business entity
revenue * 0.000000001)

development are allocated to designing, building,
and testing products/services

Formula Units
test marketing products/services * 0.01) /
(Number of FTEs who develop and manage
allocated to test marketing products/services *
0.01)

test marketing products/services * 0.01) / (Total

allocated to test marketing products/services *
0.000000001)

marketing products/services
development are allocated to test marketing
products/services

Formula Units
preparing for production or service delivery *
are allocated to preparing for production or
service delivery * 0.01)

preparing for production or service delivery *

delivery * 0.01) / (Total business entity revenue *
0.000000001)

production or service delivery
preparing for production or service delivery
Percentage of products are designed with a percent
'design for supply chain' philosophy
Percentage of total sales of core products made percent
via digital channels

Formula Units
Percentage of total renewals sold via digital percent
channels
Percentage of bundles sold via digital channels percent

(telecommunications triple- and quadruple-play
operators only)
Proportion of sales orders going through only 1 percent
channel
Proportion of sales orders going through 2-3 percent
channels
Proportion of sales orders going through 4 or percent
more channels
Average transaction cost per website transaction dollars
Average transaction cost per mobile app dollars

transaction
Average transaction cost per telephonic dollars
transaction
Average cost per transaction (all types) for chat dollars
transactions
Average cost per transaction (all types) for retail dollars
store transactions
Call center average handle time in minutes minutes
Percentage of mobile app users reporting being percent

satisfied with the mobile app
Organization's conversion rate for direct mail percent
Organization's conversion rate for face to face percent
contact

Formula Units
Organization's conversion rate for mobile percent
applications
Organization's conversion rate for telemarketing percent
Organization's conversion rate for website (your percent
company name.com)
Order self-service completion rate across all percent
channels
Percentage of customers able to complete entire percent
enrollment to activation process through self
service
Overall ARPU dollars
ARPU for online-purchased mobile users dollars

ARPU for offline-purchased mobile users dollars
Average first-contact resolution rate for contact percent
centers
Percentage of overall revenue that is digital percent
content sales revenue
Percentage of total sales of core products percent
influenced by Social Media
Percentage of customers having downloaded the percent
mobile app and registered (telecommunications
provider)
Percentage of mobile app users who are active percent
Average time in weeks to develop and launch a weeks
new marketing campaign (from ideation to the
delivery of an offer/message to a
customer/prospect)

Formula Units
Percentage of customers having called the call percent
center in the past 12 months
Percentage of customers having called the call percent
center more than 10 times in the past 12 months
Percentage of customers having never called the percent

call center
Business entity's sales order shipped completed percent
rate
Average number of orders picked per hour orders
Percentage distribution of large/bulky products percent
that are delivery-only
that are delivery and installation/assembly
that are delivery, installation/assembly, and haul-
away or disposal
Total annual value of large/bulky products dollars
delivered by the organization / Number of
large/bulky deliveries completed in the past 12
months
Total cost of the order to delivery and installation dollars

process / (Total business entity revenue *
0.000000001)
(Number of FTEs who perform Branch Banking FTEs
activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total operating
expense for retail banking operation
*.000000001)
Total operating expense for retail banking dollars
operation / Number of unique retail banking
customers

Formula Units
Total annual revenue for retail banking dollars
operation / Number of unique retail banking
customers
Percentage of consumers claiming to be satisfied percent
with quality of delivery and installation/assembly
Branch Banking activities) / (Total non-interest
expense for retail banking operation * .
000000001)
Average effort in man-hours required to complete man-hours

delivery, installation, and back-haul of
large/bulky products
Branch Banking activities) / (Total annual fee
income for retail banking operation * .
000000001)
Branch Banking activities) / (Total annual
revenue for retail banking operation * .
000000001)
Number of unique retail banking customers / customers
Number of FTEs who perform back office
activities
Total annual cost to serve retail banking dollars
customers / Number of unique retail banking
customers
(Percentage of total branch banking staff time customers
allocated to deposit account servicing * Number
of unique retail banking customers * 0.01) /
(Total annual revenue for retail banking operation
*.000001)

Formula Units
allocated to teller transaction processing *
Number of unique retail banking customers *
0.01) / (Total annual revenue for retail banking
operation *.000001)

allocated to internal marketing or sales * Number
of unique retail banking customers * 0.01) /
(Total annual revenue for retail banking operation
*.000001)

allocated to loan/origination * Number of unique
retail banking customers * 0.01) / (Total annual
revenue for retail banking operation *.000001)
(Total operating expense for retail banking percent

operation / Total annual revenue for retail
banking operation) * 100
(Total annual fee income for retail banking percent
Number of unique retail banking customers / customers
Total number of branches forming the branch
network
(Total non-interest expense for retail banking percent
(Total non-interest expense for retail banking percent
operation / Total operating expense for retail
Average price paid for delivery, installation, and dollars
haul-away for large/bulky deliveries

Formula Units
Average width of the large/bulky delivery hours
window provided to the consumer
Consumer delivery/service area in square miles square miles
Average lead-time in days between consumer days

order and the first accepted delivery window
Percentage of delivery orders rescheduled or percent
modified prior to delivery
Percentage of large/bulky deliveries refused percent
Percentage of consumers who paid a fee for an percent
expedited or priority delivery service level
Percentage of deliveries requiring post-delivery percent
follow-up or issue resolution
Average cost per inbound contact dollars
Average cost per inbound contact 12 months ago dollars
Percentage change in average cost per contact dollars

Learning budget per customer service employee dollars
Learning budget per customer service employee dollars

12 months ago
Average number of days per customer service days
employee dedicated to learning
Average number of days per customer service days
employee dedicated to learning 12 months ago
Percentage attribution of customer service FTEs percent
added/hired as a result of AI
eliminated/redeployed as a result of AI

Formula Units
having skill requirements changes in the past 12
months as a result of AI
Percentage change in the average number of percent
learning days per customer service employee
Customer satisfaction percent
Percentage change in customers claiming to be percent

satisfied over the past 12 months attributable to
AI
Customer retention rate over the last 3 years percent
Customer retention rate over the last 3 years 12 percent

months ago
Percentage of inbound contacts where additional percent

cross-sell or up-sell sale was completed
Percentage of cross-sell and up-sell transactions percent
in the past 12 monthis attributable to AI
Customer retention rate over the past three years percent
Inbound contacts / Customer service FTEs contacts

Percentage of customer service FTEs having skill percent
requirements changes in the past 12 months
Percentage of inbound contacts leveraging AI percent

Formula Units
((Customer service FTEs added/hired in the past percent
12 months - Customer service FTEs
eliminated/redeployed in the past 12 months) /
(Customer service FTEs - Customer service FTEs
added/hired in the past 12 months + Customer
service FTEs eliminated/redeployed in the past
12 months)) * 100
Average cost to dispose of back-hauled products dollars

manage human capital" / Number of FTEs that
boarding, development, and training"

"manage employee on-boarding, development,
and training" / Number of FTEs that perform the
development, and training"

training" / (Total business entity revenue * 0.001)
training" / Number of business entity employees
training" / Number of FTEs that perform the
development, and training"

Formula Units
training" / Total SG&A costs) * 100

and training" / (Total business entity revenue *
0.001)
and training" / Number of business entity
employees
Number of FTEs that perform the process group FTEs
and training" / (Total business entity revenue *
0.000000001)

training"
employees * 0.01) / Number of FTEs that
boarding, development, and training"

and training" / Total cost to perform the process
group "manage employee on-boarding,

Formula Units
training" / Total cost to perform the process

development, and training" / Total cost to

(Allocation of FTEs for the process group percent

and training" from the senior
management/executive level / Number of FTEs
that perform the process group "manage
training") * 100
and training" from the middle
management/specialist level / Number of FTEs
that perform the process group "manage
training") * 100

Formula Units
and training" from the operational workers/office
staff level / Number of FTEs that perform the

development, and training") * 100.0

training" / Total cost to perform the process

development, and training" / Total cost to
boarding, development, and training") * 100.0


"manage policies and procedures" who publish
accounting policies / Number of FTEs who
procedures") * 100

Formula Units
Percentage allocation of IT operating costs to IT percent
project management
knowledge management
Percentage allocation of total IT costs to percent
cognitive solutions or technologies
Percentage allocation of total IT costs to cloud percent
Percentage allocation of total IT costs to mobility percent
Percentage allocation of IT capital costs to percent

hardware
software
categories other than hardware and software
Percentage of IT operating cost (excluding percent
depreciation/amortization) that is outsourced
business administration
Percentage allocation of IT operating costs to percent
developing and managing IT customer
relationships
developing and managing IT business strategy
managing IT resilience and risk
managing enterprise information
developing and integrating services/solutions

Formula Units
deploying services/solutions
supporting services/solutions
Percentage of large/bulky deliveries including percent
backhaul of products due to scrap, disposal, or
returned goods
Percentage of large/bulky delivery orders that percent
include a return merchandise authorization
(RMA)

ABOUT APQC
An internationally recognized resource for process
and performance improvement, APQC helps
organizations adapt to rapidly changing
environments, build new and better ways to work,
and succeed in a competitive marketplace. With a
focus on productivity, knowledge management,
benchmarking, and quality improvement initiatives,
APQC works with its member organizations to
identify best practices; discover effective methods of
improvement; broadly disseminate findings; and
connect individuals with one another and the
COPYRIGHT AND ATTRIBUTION
knowledge, training, and tools they need to succeed.
©2020
Founded APQC. ALL
in 1977, RIGHTS
APQC RESERVED. This
is a member-based
Process
nonprofitClassification Framework®
serving organizations around(“PCF”) is the
the world in
copyrighted
all sectors ofintellectual property of
business, education, APQC.
and APQC
government.
encourages
APQC is also thea wide
prouddistribution,
winner of thediscussion, and
2003, 2004,
use
2008,of 2012,
the PCFandfor classifying
2013 and defining
North American Most
organizational
Admired Knowledge processes. Accordingly,
Enterprises (MAKE) APQCawards.
hereby grants
This award you a perpetual,
is based on a study worldwide,
by Teleos, aroyalty-
free licensebased
European to use, copy, publish,
research firm, andmodify,
the KNOWand create
derivative
network. works of the PCF, provided that all copies
of the PCF and any derivative works contain the
following attribution:
This APQC Process Classification Framework® (“PCF”) is an open standard
developed by APQC, a nonprofit that promotes benchmarking and best practices
worldwide. The PCF is intended to facilitate organizational improvement through
process management and benchmarking, regardless of industry, size, or geography. To
download the full PCF or industry-specific versions of the PCF, as well as associated
measures and benchmarking, please visit www.apqc.org/pcf.
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CROSS INDUSTRY PROCESS

COMPARED TO CROSS INDUSTRY PROCESS CLASSIFICATION FRAMEWORK

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