U2 - Cross Industry

CROSS INDUSTRY - SPANISH
PROCESS CLASSIFICATION
FRAMEWORK
VERSION NUMBER 7.1.0
GENERATED ON 1/9/2020
For more information about the PCF, visit www.apqc.org/pcf
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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.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking
library for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2020 APQC

Copyright 2020 APQC
Hierarchy Metrics
PCF ID ID Name available?
10002 1.0 Desarrollar Visión y Estrategia Y
10003 2.0 Desarrollar y Gestionar Productos y Servicios Y
10004 3.0 Mercadeo y Venta de Productos y Servicios Y
20022 4.0 Entrega de Productos Físicos Y
20025 5.0 Entregar Servicios Y
20085 6.0 Administrar el servicio al cliente Y
10007 7.0 Desarrollar y Administrar el Capital Humano Y
10008 8.0 Administrar la tecnología de la información (TI) Y
17058 9.0 Administrar Recursos Financieros Y
19207 10.0 Adquirir, Construir y Administrar Activos Fijos N
16437 11.0 Administrar los Riesgos de la Empresas, Remediación y Resiliencia N
10012 12.0 Administrar las relaciones externas Y
10013 13.0 Desarrollar y Administrar las Capacidades del Negocio Y
Copyright 2020 APQC 5 of 1079

Hierarchy Metrics
17040 1.1 Definir el concepto del negocio y la visión a largo plazo N
10017 1.1.1 Evaluar el ambiente externo Y
19945 1.1.1.1 Identificar competencia N
10021 1.1.1.2 Analizar y evaluar competencia N
10022 1.1.1.3 Identificar las tendencias económicas N
10023 1.1.1.4 Identificar asuntos políticos y reguladores N
10024 1.1.1.5 Evaluar nuevas innovaciones tecnológicas N
10025 1.1.1.6 Analizar demografía N
10026 1.1.1.7 Identificar cambios sociales y culturales N
10027 1.1.1.8 Identificar cuestiones ecológicas N
16790 1.1.1.9 Identificar cuestiones de propiedad intelectual (IP) N
16791 1.1.1.10 Evaluar opciones de adquisición de IP N
10018 1.1.2 Realizar encuestas y determinar deseos y necesidades del cliente Y
10028 1.1.2.1 Llevar a cabo evaluaciones e investigaciones N
cualitativas/cuantitativas
19946 1.1.2.2 Capturar las necesidades y deseos de los clientes N
19947 1.1.2.3 Evaluar deseos y necesidades de los clientes N
10019 1.1.3 Evaluar el ambiente interno N
10030 1.1.3.1 Analizar las características organizacionales N
19948 1.1.3.2 Analizar las operaciones internas N
10031 1.1.3.3 Crear líneas base para procesos actuales N
10032 1.1.3.4 Analizar sistemas y tecnología N
10033 1.1.3.5 Analizar salud financiera N
10034 1.1.3.6 Identificar capacidades centrales N
10020 1.1.4 Establecer visión estratégica N
19949 1.1.4.1 Definir la visión estratégica N
10035 1.1.4.2 Alinear a los accionistas alrededor de la visión estratégica N
10036 1.1.4.3 Comunicar la visión estratégica a los accionistas N
16792 1.1.5 Conducir oportunidades de reestructuración organizacional N
16793 1.1.5.1 Identificar oportunidades de reestructuración N
16794 1.1.5.2 Realizar la debida diligencia N
16795 1.1.5.3 Analizar las opciones de ventas N
16796 1.1.5.3.1 Evaluar opciones de adquisición N
16797 1.1.5.3.2 Evaluar opciones de fusión N
16798 1.1.5.3.3 Evaluar opciones de desunión N
16799 1.1.5.3.4 Evaluar opciones de enajenación N
10015 1.2 Desarrollar estrategia de negocios N
10037 1.2.1 Desarrollar una declaración de misión general N
10044 1.2.1.1 Definir el negocio actual N
10045 1.2.1.2 Formular la misión N
10046 1.2.1.3 Comunicar la misión N

Hierarchy Metrics
10038 1.2.2 Definir y evaluar las opciones estratégicas para alcanzar los N
objetivos
10047 1.2.2.1 Definir opciones estratégicas N
18083 1.2.2.1.1 Seleccionar asociaciones y relaciones para apoyar la N
empresa extendida
10048 1.2.2.2 Evaluar y analizar el impacto de cada opción N
13289 1.2.2.2.1 Identificar trancendencias de los elementos clave del modelo N
operativo que requieren cambios
13290 1.2.2.2.2 Identificar tracendecias de aspectos tecnológicos clave N
16800 1.2.2.3 Desarrollar estrategia B2B (Negocio a Negocio) N
16801 1.2.2.3.1 Desarrollar servicio como estrategia de producto N
16802 1.2.2.4 Desarrollar estrategia B2C (Negocio a Cliente) N
16803 1.2.2.5 Desarrollar estrategia socio/alianza N
16805 1.2.2.6 Desarrollar estrategia de fusión/separación/adquisición salida N
16806 1.2.2.7 Desarrollar estrategia de innovación N
14189 1.2.2.8 Desarrollar estrategia de sostenibilidad N
19950 1.2.2.9 Desarrollar estrategia de apoyo global N
19951 1.2.2.10 Desarrollar estrategia de servicios compartidos N
14197 1.2.2.11 Desarrollar estrategia de mejoras austeras/continuas N
19952 1.2.2.12 Desarrollar estrategia de innovación y marco N
10039 1.2.3 Elegir estrategia de negocio a largo plazo N
10040 1.2.4 Coordinar y alinear estrategias funcionales y de proceso N
10041 1.2.5 Crear diseño organizacional N
10049 1.2.5.1 Evaluar amplitud y profundidad de la estructura N
10050 1.2.5.2 organizacional
Realizar cartografia de roles específicos de trabajo y análisis N
de valor agregado
10051 1.2.5.3 Desarrollar diagrama de funciones para evaluar actividad de N
entrega
10052 1.2.5.4 Realizar talleres de rediseño de la organización N
10053 1.2.5.5 Diseñar las relaciones entre las unidades organizacionales N
10054 1.2.5.6 Desarrollar análisis de rol y diagramas de actividad para N
procesos clave
10055 1.2.5.7 Evaluar implicaciones organizacionales de alternativas viables N
10056 1.2.5.8 Migrar a una nueva organización N
10042 1.2.6 Desarrollar y establecer las metas de la organización N
19953 1.2.6.1 Identificar las metas de la organización N
19954 1.2.6.2 Establecer métricas de línea base N
19955 1.2.6.3 Monitorear rendimiento contra objetivos N
10043 1.2.7 Formular estrategias de unidad de negocio N
19956 1.2.7.1 Analizar estrategias de unidad de negocio N
19957 1.2.7.2 Identificar capacidad central por cada unidad de negocio N
19958 1.2.7.3 Refinar las estrategias de las unidades de negocio en apoyo a N
la estrategia de la empresa

Hierarchy Metrics
19959 1.2.8 Desarrollar estrategia de experiencia del cliente N
19960 1.2.8.1 Evaluar experiencia del cliente N
19961 1.2.8.1.1 Identificar y revisar puntos de contacto del cliente N
19962 1.2.8.1.2 Evaluar la experiencia del cliente a través de los puntos de N
contacto
19963 1.2.8.1.3 Realizar analisis de causas pricipales en la experiencia de N
servicion al cliente
19964 1.2.8.2 Diseñar la experiencia del consumidor N
16612 1.2.8.2.1 Definir y administrar personajes N
19965 1.2.8.2.2 Crear mapas de recorrido del consumidor N
19966 1.2.8.2.3 Definir una vision única del cliente para la organización N
19967 1.2.8.2.4 Definir una visión para la experiencia del consumidor N
19968 1.2.8.2.5 Validar con los consumidores N
19969 1.2.8.2.6 Alinear la experiencia con los valores de marca y las N
estrategias comerciales
19970 1.2.8.2.7 Desarrollar estrategia de contenido N
19971 1.2.8.3 Diseñar estructura de apoyo al consumidor N
19972 1.2.8.3.1 Identificar las capacidades necesarias N
19973 1.2.8.3.2 Identificar el impacto en procesos funcionales N
19974 1.2.8.4 Desarrollar una hoja de ruta de experiencia del cliente para N
desarrollar e implementar capacidades definidas
18916 1.2.9 Comunicar estrategias interna y externamente N
10016 1.3 Ejecutar y medir iniciativas estratégicas N
10057 1.3.1 Desarrollar iniciativas estratégicas N
19975 1.3.1.1 Identificar prioridades estratégicas N
19976 1.3.1.2 Desarrollar iniciativas estratégicas basadas en negocios/ valor N
del consumidor
19977 1.3.1.3 Revisar con accionistas N
10058 1.3.2 Evaluar iniciativas estratégicas N
19978 1.3.2.1 Determinar el valor del negocio para cada prioridad estratégica N
19979 1.3.2.2 Determinar el valor del consumidor para cada prioridad N
estratégica
10059 1.3.3 Seleccionar iniciativas estratégicas N
19980 1.3.3.1 Priorizar iniciativas estratégicas N
19981 1.3.3.2 Comunicar iniciativas estratégicas a las unidades de negocio y N
accionistas
10060 1.3.4 Establecer medidas de alto nivel N
19982 1.3.4.1 Identificar los controladores de valor empresarial N
19983 1.3.4.2 Establecer puntos de referencia para los controladores de valor N
empresarial
19984 1.3.4.3 Monitorear desempeño contra puntos de referencia N
19507 1.3.5 Ejecutar iniciativas estratégicas N

Hierarchy Metrics
19696 2.1 Gobernar y administrar el programa de desarrollo de Y
productos/servicios
10061 2.1.1 Administrar cartera de productos y servicios Y
10063 2.1.1.1 Evaluar el rendimiento de los productos/servicios existentes Y
frente a las oportunidades de mercado
10066 2.1.1.2 Confirmar la alineación de los conceptos de N
productos/servicios con la estrategia del negocio
10074 2.1.1.3 Priorizar y seleccionar nuevos conceptos de N
productos/servicios
10073 2.1.1.4 Planear y desarrollar objetivos de costo y calidad N
10075 2.1.1.5 Especificar los objetivos de sincronización del desarrollo N
10076 2.1.1.6 Plan para modificaciones de oferta de productos/servicios N
10067 2.1.2 Administrar ciclos de vida de productos y servicio Y
16824 2.1.2.1 Desarrollar plan para desarrollo e introducción/lanzamiento de N
nuevos productos/servicios
10077 2.1.2.2 Introducir nuevos productos/servicios N
10078 2.1.2.3 Retirar productos/servicios obsoletos N
10079 2.1.2.4 Identificar y refinar indicadores de desempeño N
11423 2.1.2.5 Conducir una revisión posterior al lanzamiento N
19646 2.1.2.5.1 Llevar a cabo una prueba analítica posterior al lanzamiento N
para examinar la aceptación en el mercado
11424 2.1.2.5.2 Revisar el rendimiento en el mercado N
11425 2.1.2.5.3 Revisar la efectividad de la cadena de suministro y red de N
distribución
19647 2.1.2.5.4 Aplicar datos y análisis para revisar las metodologías de la N
cadena de suministro
11426 2.1.2.5.5 Revisar la calidad y desempeño de los productos/servicios N
11427 2.1.2.5.6 Conducir una revisión financiera N
11428 2.1.2.5.7 Conducir evaluación de desarrollo de productos nuevos N
19985 2.1.3 Administrar patentes, derechos de autor y requisitos reguladores N
19941 2.1.3.1 Conducir revisiones obligatorias y opcionales N
16826 2.1.3.2 Revisar violaciones de patentes y derechos de autor N
16827 2.1.3.3 Determinar las necesidades de patentes y derechos de autor N
19697 2.1.3.4 Definir los requisitos de la gestión de la documentación N
técnica del productos
12771 2.1.3.5 Administrar requisitos regulatorios N
12772 2.1.3.5.1 Capacitar a los empleados en los requisitos reglamentarios N
apropiados
12773 2.1.3.5.2 Mantener registros para las agencias regulatorias N
12776 2.1.3.5.3 Gestionar el ciclo de vida de las presentaciones regulatorias N
11740 2.1.4 Administrar datos maestros de productos y servicios Y
11741 2.1.4.1 Administrar la lista maestra de materiales N

Hierarchy Metrics
11742 2.1.4.2 Administrar facturas de material N
11743 2.1.4.3 Administrar enrutamientos N
11744 2.1.4.4 Administrar especificaciones N
11745 2.1.4.5 Administrar dibujos N
11746 2.1.4.6 Administrar clasificación de productos/materiales N
11747 2.1.4.7 Desarrollar y mantener documentos de calidad/inspección N
11748 2.1.4.8 Mantener los datos de especificación del proceso N
11749 2.1.4.9 Gestionar los datos de trazabilidad N
11750 2.1.4.10 Revisar y aprobar solicitudes de acceso a datos N
19698 2.2 Generar y definir ideas de nuevos productos/servicios Y
10065 2.2.1 Realizar investigación de descubrimiento Y
10070 2.2.1.1 Identificar nuevas tecnologías N
10071 2.2.1.2 Desarrollar nuevas tecnologías N
10072 2.2.1.3 Evaluar la viabilidad de integrar nuevos conceptos de N
tecnología en productos/servicios
19669 2.2.2 Generar nuevos conceptos de productos/servicios N
19986 2.2.2.1 Reunir ideas y requisitos para nuevos productos/servicios N
19987 2.2.2.2 Analizar ideas y requisitos para nuevos productos/servicios N
19988 2.2.2.3 Evaluar nuevas entradas y requisitos de productos/servicios N
19989 2.2.2.4 Formular nuevos conceptos de productos/servicios N
10068 2.2.2.5 Identificar mejoras potenciales a productos y servicios N
existentes
19990 2.2.3 Definir requisitos de desarrollo de productos/servicios N
11331 2.2.3.1 Definir requisitos de productos/servicios N
19991 2.2.3.1.1 Definir requisitos funcionales básicos N
16808 2.2.3.1.2 Derivar requisitos de interoperabilidad para productos y N
servicios
16809 2.2.3.1.3 Derivar requisitos de confianza para productos y servicios N
16810 2.2.3.1.4 Derivar requisitos de seguridad para productos andservicios N
16811 2.2.3.1.5 Derivar requisitos de cumplimiento normativo N
16812 2.2.3.1.6 Derivar requisitos de estándares de industria N
19992 2.2.3.1.7 Desarrollar requisitos de experiencia de usuario N
16814 2.2.3.1.8 Derivar oferta de “servicios-como- producto” N
16815 2.2.3.2 Definir modelo de apoyo posterior al lanzamiento N
17389 2.2.3.3 Identificar oportunidades de agrupamiento de N
productos/servicios
10062 2.3 Desarrollar productos y servicios Y
19993 2.3.1 Diseño y prototipo de productos y servicios Y
10083 2.3.1.1 Asignar recursos al proyecto de productos/servicios N
19994 2.3.1.1.1 Identificar requisitos para los socios de desarrollo para N
productos/ servicios
10084 2.3.1.2 Preparar un caso de negocio de alto nivel y una evaluación N
técnica

Hierarchy Metrics
10085 2.3.1.3 Desarrollar especificaciones de diseño para N
16813 2.3.1.4 productos/servicios
Desarrollar especificaciones de diseño de experiencia del N
usuario
16817 2.3.1.5 Proporcionar recomendaciones relacionadas con garantía N
10086 2.3.1.6 Documentar especificaciones de diseño N
10087 2.3.1.7 Conducir revisiones externas obligatorias y opcionales N
19995 2.3.1.8 Diseñar productos/servicios N
16819 2.3.1.8.1 Diseñar para fabricación N
16820 2.3.1.8.2 Diseñar para mantenimiento de productos N
16821 2.3.1.8.3 Diseñar para refabricación N
16822 2.3.1.8.4 Revisar la metodología de solución de problemas del N
16818 2.3.1.8.5 producto
Diseñar y administrar datos de producto, diseño y facturas de N
materiales
16823 2.3.1.8.6 Diseñar para mejorar productos N
10088 2.3.1.9 Construir prototipos/prueba de conceptos N
10098 2.3.1.10 Desarrollar y examinar la producción de prototipos y/o el N
proceso de servicio de envío
10089 2.3.1.11 Eliminar problemas de calidad y confiabilidad N
10090 2.3.1.12 Realizar pruebas internas de producto/servicio y evaluar N
viabilidad
10091 2.3.1.13 Identificar los indicadores de rendimiento de diseño/desarrollo N
10092 2.3.1.14 Colaborar en el diseño con proveedores y socios externos N
19996 2.3.2 Examinar el mercado para productos y servicios nuevos o Y
revisados
10093 2.3.2.1 Preparar estudio de Mercado detallado N
10094 2.3.2.2 Realizar pruebas y entrevistas a clientela N
10095 2.3.2.3 Finalizar las características de los productos/servicios y los N
casos comerciales
10096 2.3.2.4 Finalizar los requisitos técnicos N
19997 2.3.3 Prepararse para el envío de producción/servicio Y
10099 2.3.3.1 Diseñar y obtener capacidades necesarias/ materiales y equipo N
10097 2.3.3.2 Identificar los requisitos para cambios en los procesos de N
manufactura y entrega
11418 2.3.3.3 Solicitar cambio de ingeniería/procesos N
10100 2.3.3.4 Instalar y validar el proceso de producción/servicio de entrega N
11417 2.3.3.4.1 Monitorear la producción inicial N
19998 2.3.3.5 Validar procedimientos de lanzamiento N

Hierarchy Metrics
10101 3.1 Comprender mercados, clientes y capacidades Y
10106 3.1.1 Realizar análisis de inteligencia de clientes y mercado Y
10108 3.1.1.1 Realizar investigación de cliente y mercado N
10114 3.1.1.1.1 Comprender las necesidades del consumidor y predecir su N
comportamiento de compra
10109 3.1.1.2 Identificar segmentos de mercado N
10115 3.1.1.2.1 Determinar la pérdida/ganancia de participación de mercado N
10110 3.1.1.3 Analizar las tendencias del mercado y la industria N
10111 3.1.1.4 Analizar organizaciones competidoras, productos/servicios N
competitivos/sustitutos
10112 3.1.1.5 Evaluar productos/servicios existentes N
10113 3.1.1.6 Evaluar el ambiente interno y externo del negocio N
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Y
10116 3.1.2.1 Cuantificar oportunidades de mercado N
10117 3.1.2.2 Determinar segmentos objetivo N
18941 3.1.2.2.1 Identificar segmentos de mercado poco atendidos y N
10118 3.1.2.3 saturados
Priorizar las oportunidades consistentes con las capacidades y N
la estrategia comercial general
10119 3.1.2.4 Validar oportunidades N
10120 3.1.2.4.1 Prueba con los clientes/consumidores N
10121 3.1.2.4.2 Confirmar capacidades internas N
10102 3.2 Desarrollar una estrategia de marketing Y
11168 3.2.1 Definir oferta y propuesta de valor para el cliente Y
11169 3.2.1.1 Definir oferta y posicionamiento N
11170 3.2.1.2 Desarrollar proposición de valor incluyendo posicionamiento N
de marca para segmentos objetivo
11171 3.2.1.3 Validar propuesta de valor con segmentos objetivo N
11172 3.2.1.4 Desarrollar una nueva marca N
10123 3.2.2 Definir estrategia de precios N
13169 3.2.2.1 Realizar análisis de precios N
10124 3.2.2.2 Establecer guías para aplicar precios y descuentos a los N
productos/servicios
19999 3.2.2.3 Establecer objetivos de precios N
10125 3.2.2.4 Aprobar estrategias de precios/políticas y objetivos N
20000 3.2.3 Definir y gestionar la estrategia del canal Y
20001 3.2.3.1 Determinar canales a ser apoyados N
20002 3.2.3.2 Establecer objetivos del canal N
10127 3.2.3.3 Determinar el rol del canal y ajustarse a los segmentos N
10128 3.2.3.4 objetivo
Seleccionar canales para segmentos objetivo N
20003 3.2.3.5 Identificar las capacidades del canal requeridas N
10126 3.2.3.6 Evaluar atributos del canal y socios potenciales N

Hierarchy Metrics
20004 3.2.3.7 Orquestar la experiencia del cliente sin problemas a través de Y
los canales compatibles
16590 3.2.3.7.1 Definir la estrategia omnicanal N
16591 3.2.3.7.2 Definir requisitos omnicanal N
16592 3.2.3.7.3 Desarrollar políticas y procedimientos del omnicanal N
20005 3.2.3.8 Desarrollar y gestionar la hoja de ruta de ejecución N
20006 3.2.4 Analizar y gestionar el rendimiento del canal Y
16573 3.2.4.1 Establecer métricas y objetivos específicos del canal Y
16574 3.2.4.2 Monitorear e informar el desempeño N
16575 3.2.4.3 Monitorear e informar los eventos que influencian los factores N
16500 3.2.4.4 Analizar el desempeño N
16501 3.2.4.5 Desarrollar un plan para mejoras N
16848 3.2.5 Desarrollar estrategia de comunicación de marketing N
16849 3.2.5.1 Desarrollar calendario de comunicación al cliente N
16850 3.2.5.2 Definir estrategia de relaciones públicas (PR) N
16851 3.2.5.3 Definir estrategia directa de marketing N
16852 3.2.5.4 Definir estrategia interna de comunicación de marketing N
16853 3.2.5.5 Identificar nuevos medios para comunicación de marketing N
16854 3.2.5.6 Definir estrategia para nuevos medios de comunicación N
16855 3.2.5.7 Definir estrategia de comunicación de puntos de venta (POS) N
18627 3.2.5.8 Definir guías y mecanismos de comunicación N
18924 3.2.6 Diseñar y administrar el programa de fidelidad del cliente N
20007 3.2.6.1 Definir el programa de fidelidad del cliente N
18925 3.2.6.2 Adquirir miembros para el programa de fidelidad del cliente N
18926 3.2.6.3 Construir compromiso y relación con los miembros N
16633 3.2.6.4 Monitorear los beneficios del programa de fidelidad del cliente N
para la empresa y el cliente
18927 3.2.6.5 Optimizar el valor del programa de fidelidad para ambos, la N
empresa y el cliente
20008 3.3 Desarrollar y administrar planes de marketing Y
10148 3.3.1 Establecer metas, objetivos y métricas para productos/ servicios Y
por canal/segmento
10149 3.3.2 Establecer presupuestos de marketing Y
10155 3.3.2.1 Confirmar la alineación del marketing a la estrategia del N
10156 3.3.2.2 negocio
Determinar costos demarketing N
10157 3.3.2.3 Crear presupuesto de marketing N
17683 3.3.2.4 Determinar el ROI proyectado para inversión de marketing N
20593 3.3.3 Desarrollar y administrar precios N
20009 3.3.3.1 Comprender los requisitos de recursos para cada N
producto/servicio y canal/método de entrega
18948 3.3.3.2 Determinar incentivos corporativos N
10163 3.3.3.3 Determinar el precio basado enel pronóstico volumen/unidad N
10164 3.3.3.4 Ejecutar el plan de precios N

Hierarchy Metrics
10165 3.3.3.5 Evaluar el rendimiento de los precios N
10166 3.3.3.6 Refinar el precio como sea necesario N
11495 3.3.3.7 Implementar programas de precios promocionales N
11496 3.3.3.8 Implementar otros programas de precios al por menor N
11497 3.3.3.9 Comunicar e implementar cambios de precio N
17684 3.3.3.10 Lograr la aprobación regulatoria para la fijación de precios N
20010 3.3.4 Desarrollar y administrar actividades promocionales N
10167 3.3.4.1 Definir conceptos y objetivos promocionales N
10159 3.3.4.2 Desarrollar mensajes de marketing N
10160 3.3.4.3 Definir el publico objetivo N
10168 3.3.4.4 Planear y examinar actividades promocionales N
10169 3.3.4.5 Ejecutar actividades promocionales N
10170 3.3.4.6 Evaluar el desempeño de métricas promocionales N
10171 3.3.4.7 Refinar las métricas de desempeño promocional N
10172 3.3.4.8 Incorporar aprendizaje en promociones futuras/planeadas para N
el consumidor
10153 3.3.5 Rastrear medidas de gestión del cliente Y
10173 3.3.5.1 Determinar el valor de vida del cliente N
10174 3.3.5.2 Analizar la tendencia de los ingresos del cliente N
10175 3.3.5.3 Analizar las tasas de deserción y retención del cliente N
10176 3.3.5.4 Analizar las métricas del cliente N
10177 3.3.5.5 Revisar las estrategias, objetivos y planes del cliente basados N
en métricas
16613 3.3.6 Analizar y responder a las percepciones del cliente Y
16627 3.3.6.1 Monitorear y responder a la actividad de medios sociales N
16614 3.3.6.2 Analizar la actividad del cliente en el sitio web N
16615 3.3.6.3 Analizar los patrones de compra del cliente N
16616 3.3.6.4 Desarrollar reglas de negocios para proporcionar ofertas N
personalizadas
16617 3.3.6.5 Monitorear la efectividad de las ofertas personalizadas y N
ajustar las ofertas correspondientes
10154 3.3.7 Desarrollar y gestionar la estrategia de empaquetado N
10178 3.3.7.1 Planificar estrategia de empaque N
10179 3.3.7.2 Opciones de embalaje de prueba N
10180 3.3.7.3 Ejecutar estrategia de empaque N
10181 3.3.7.4 Refinar el empaquetado N
16629 3.3.8 Administrar contenido de marketing de productos N
16630 3.3.8.1 Administrar la imagen de los productos N
18130 3.3.8.2 Administrar la copia del producto N
10103 3.4 Desarrollar estrategia de ventas Y
10129 3.4.1 Desarrollar pronóstico de ventas Y
10134 3.4.1.1 Reunir información actual e histórica N
10135 3.4.1.2 Analizar tendencias y patrones de venta N

Hierarchy Metrics
10136 3.4.1.3 Generar pronóstico de ventas N
10137 3.4.1.4 Analizar promociones y eventos históricos y planeados N
10130 3.4.2 Desarrollar socio de ventas/relaciones de alianza N
10138 3.4.2.1 Identificar oportunidades de alianza N
10139 3.4.2.2 Diseñar programas de alianza y métodos para seleccionar y N
administrar relaciones
10140 3.4.2.3 Seleccionar alianzas N
11465 3.4.2.4 Desarrollar la estrategia de comercio de clientes comerciales y N
objetivos de los clientes
11521 3.4.2.5 Definir programas comerciales y opciones de financiamiento N
11466 3.4.2.6 Realizar actividades de planificación para los principales N
clientes comerciales
10141 3.4.2.7 Desarrollar estrategias de gestión de socios y alianzas N
10142 3.4.2.8 Establecer objetivos de gestión de socios y alianzas N
18629 3.4.2.9 Establecer acuerdos de socios y de alianzas N
11522 3.4.2.10 Desarrollar calendarios promocionales y de gestión de N
categoría(calendarios de trade-marketing)
11523 3.4.2.11 Crear planes de venta estratégicos y tácticos por cliente N
11468 3.4.2.12 Comunicar información de planeación a los equipos de N
10131 3.4.3 clientes un presupuesto general de ventas
Establecer Y
17682 3.4.3.1 Calcular la cuota de mercado del producto Y
10143 3.4.3.2 Calcular los ingresos del producto N
10144 3.4.3.3 Determinar los costos variables N
10145 3.4.3.4 Determinar costos generales y fijos N
10146 3.4.3.5 Calcular ganancia neta N
10147 3.4.3.6 Crear presupuesto N
10132 3.4.4 Establecer objetivos y medidas de ventas Y
10133 3.4.5 Establecer medidas de gestión del cliente Y
10105 3.5 Desarrollar y administrar planes de ventas Y
10182 3.5.1 Administrar dirige/oportunidades Y
10188 3.5.1.1 Identificar clientes potenciales N
10189 3.5.1.2 Identificar/recibir dirige/oportunidades N
18115 3.5.1.3 Validar y calificar dirige/oportunidades N
11773 3.5.1.4 Hacer coincidir oportunidades con la estrategia comercial N
18116 3.5.1.5 Desarrollar planes de oportunidad de ganar N
20011 3.5.1.6 Gestionar canales de oportunidades Y
10209 3.5.1.7 Determinar asignación de recurso de ventas N
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Y
10190 3.5.1.8.1 Realizar llamadas de ventas N
10191 3.5.1.8.2 Realizar actividades de pre venta N
20012 3.5.1.8.3 Gestionar reuniones /talleres de clientes N
10192 3.5.1.8.4 Cerrar la venta N
10193 3.5.1.8.5 Registrar el resultado del proceso de ventas Y

Hierarchy Metrics
10183 3.5.2 Administrar clientes y cuentas Y
20013 3.5.2.1 Seleccionar clientes clave/cuentas N
11173 3.5.2.2 Desarrollar ventas/plan de cuentas clave N
20014 3.5.2.3 Administrar ventas/plan clave de cuentas N
11174 3.5.2.4 Administrar relaciones con los clientes N
14208 3.5.2.5 Administrar datos maestros de clientes N
16598 3.5.2.5.1 Recolectar y fusionar información de clientes internos y de N
terceros
16599 3.5.2.5.2 Deduplicar datos de clientes N
11779 3.5.3 Desarrollar y gestionar propuestas de ventas, licitaciones y Y
presupuestos
11781 3.5.3.1 Recibir solicitud de propuesta [RFP por sus siglas en N
inglés]/Solicitud de presupuesto [RFQ por sus siglas en inglés]
11780 3.5.3.2 Refinar requisitos del cliente N
11782 3.5.3.3 Revisar solicitudes RFP/RFQ N
11783 3.5.3.4 Realizar un análisis competitivo N
11784 3.5.3.5 Validar con estrategia/planes de negocio N
11785 3.5.3.6 Comprender el negocio de los clientes y sus requisitos N
20015 3.5.3.7 Desarrollar solución y enfoque de entrega N
11787 3.5.3.8 Identificar requisitos de personal N
11788 3.5.3.9 Desarrollar precios y estimados de programación N
11789 3.5.3.10 Realizar análisis de rentabilidad N
20016 3.5.3.11 Administrar revisiones internas N
20017 3.5.3.12 Administrar aprobaciones internas N
11790 3.5.3.13 Enviar/presentar oferta/propuesta/presupuesto al cliente N
20018 3.5.3.14 Revisar oferta/propuesta/presupuesto N
11793 3.5.3.15 Gestionar el resultado de la notificación N
10185 3.5.4 Administrar órdenes de venta Y
10194 3.5.4.1 Aceptar y validar órdenes de venta N
10195 3.5.4.2 Recopilar y mantener información de la cuenta Y
10201 3.5.4.2.1 Supervisar detalles de cuentas clave N
10202 3.5.4.2.2 Recuperar detalles completos del cliente N
10203 3.5.4.2.3 Modificar los detalles de la parte involucrada N
10204 3.5.4.2.4 Registrar detalles de dirección N
10205 3.5.4.2.5 Registrar detalles del contacto N
10206 3.5.4.2.6 Registrar los detalles del perfil de comunicación del cliente N
clave
10207 3.5.4.2.7 Revisar información de la parte involucrada N
10208 3.5.4.2.8 Eliminar la información de la parte involucrada N
10196 3.5.4.3 Determinar disponibilidad Y
10197 3.5.4.4 Determinar el proceso de cumplimiento Y
10198 3.5.4.5 Ingresar órdenes al sistema Y

Hierarchy Metrics
17404 3.5.4.6 Identificar/realizar actividades de ventas cruzadas/vender algo Y
más
10199 3.5.4.7 Procesar pedidos pendientes y actualizaciones N
10200 3.5.4.8 Manejar las consultas de pedidos de venta, incluidas las N
transacciones de despacho de pedidos posteriores
10187 3.5.5 Administrar los socios y alianzas de ventas N
10211 3.5.5.1 Proporcionar entrenamiento de ventas y productos/servicio a N
los socios/alianzas de ventas
20019 3.5.5.1.1 Proporcionar entrenamiento de habilitación de certificación N
20020 3.5.5.1.2 Gestionar certificaciones y habilidades N
20021 3.5.5.1.3 Proporcionar apoyo a socios/alianzas N
18641 3.5.5.2 Proporcionar materiales de marketing a socios/alianzas de N
10214 3.5.5.3 ventas
Evaluar resultados de socios/alianzas N
14209 3.5.5.4 Administrar datos maestros de socios/alianzas de ventas N

Hierarchy Metrics
10215 4.1 Planificar y alinear los recursos de la cadena de suministro Y
10221 4.1.1 Desarrollar estrategias de producción y materiales N
10229 4.1.1.1 Definir objetivos de manufactura N
10230 4.1.1.2 Definir políticas de trabajo y materiales N
10231 4.1.1.3 Definir políticas de subcontratación N
10232 4.1.1.4 Definir políticas de gasto de capital N
10233 4.1.1.5 Definir capacidades N
10234 4.1.1.6 Definir la red de producción y restricciones de suministro N
14193 4.1.1.7 Definir proceso de producción N
19551 4.1.1.8 Definir procedimientos convecionales de operación N
14194 4.1.1.9 Definir el diseño y la infraestructura del lugar de trabajo de N
producción
10222 4.1.2 Administrar la demanda de productos y servicios N
10235 4.1.2.1 Desarrollar un pronóstico de demanda de línea N
10236 4.1.2.2 Colaborar en la demanda con los clientes N
10237 4.1.2.3 Desarrollar el pronóstico de consenso de la demanda N
10238 4.1.2.4 Determinar disponibilidad para prometer N
10239 4.1.2.5 Monitorear la actividad contra el pronóstico de demanda y N
revisar el pronóstico
10240 4.1.2.6 Evaluar y revisar el enfoque de previsión de la demanda N
10241 4.1.2.7 Medir la exactitud del pronóstico de la demanda Y
10223 4.1.3 Crear plan de materiales N
10242 4.1.3.1 Crear un plan sin restricciones N
10243 4.1.3.2 Colaborar con el proveedor y contratar fabricantes N
10244 4.1.3.3 Identificar materiales críticos y la capacidad del proveedor N
10245 4.1.3.4 Monitorear las especificaciones de material N
10246 4.1.3.5 Generar plan restringido N
14196 4.1.3.6 Definir balance de producción y control N
10224 4.1.4 Crear y administrar el programa maestro de producción N
20023 4.1.4.1 Modelar la red de producción para habilitar la simulación y N
optimización
20024 4.1.4.2 Crear un programa maestro de producción N
17041 4.1.4.3 Mantener el programa maestro de producción N
17042 4.1.5 Requisitos de distribución de plan N
10252 4.1.5.1 Mantenimiento de datos maestros N
10253 4.1.5.2 Determinar los requisitos de inventario de productos N
terminados en destino
19555 4.1.5.3 Determinar los requisitos de almacenamiento de producto N
10254 4.1.5.4 Calcular los requisitos en el destino N
10255 4.1.5.5 Calcular la consolidación en la fuente N
10256 4.1.5.6 Gestionar el plan de reabastecimiento colaborativo N
10258 4.1.5.7 Calcular y optimizar el plan de despacho de destino N

Hierarchy Metrics
10259 4.1.5.8 Gestionar el logro del plan de despacho N
10260 4.1.5.9 Calcular y optimizar los planes de carga de destino N
10261 4.1.5.10 Administrar el plan de carga del socio N
10262 4.1.5.11 Administrar costo de suministros N
10263 4.1.5.12 Administrar la capacidad de uso N
10226 4.1.6 Establecer restricciones de planificación de distribución N
10267 4.1.6.1 Establecer restricciones del centro de distribución N
10268 4.1.6.2 Establecer restricciones de gestión de inventario N
10269 4.1.6.3 Establecer gestión de transporte N
19558 4.1.6.4 Establecer restricciones de gestión de almacenamiento N
10227 4.1.7 Revisar políticas de planeación de distribución N
10264 4.1.7.1 Revisar la red de distribución N
10265 4.1.7.2 Establecer relaciones de abastecimiento N
10266 4.1.7.3 Establecer políticas de implementación dinámica N
10368 4.1.8 Desarrollar estándares de calidad y procedimientos N
10371 4.1.8.1 Establecer objetivos de calidad N
10372 4.1.8.2 Desarrollar procedimientos de prueba estándar N
10373 4.1.8.3 Comunicar especificaciones de calidad N
10216 4.2 Procurar materiales y servicios Y
10277 4.2.1 Desarrollar estrategias de abastecimiento Y
10281 4.2.1.1 Desarrollar un plan de procuración N
10282 4.2.1.2 Clarificar los requerimientos de compra N
10283 4.2.1.3 Desarrollar estrategia de inventario N
10284 4.2.1.4 Empatar las necesidades a las capacidades de abastecimiento N
10285 4.2.1.5 Analizar el perfil de gastos de la organización N
10286 4.2.1.6 Buscar oportunidades para mejorar la eficiencia y el valor N
10287 4.2.1.7 Colaborar con proveedores para identificar oportunidades de N
abastecimiento
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener contactos Y
10288 4.2.2.1 Seleccionar proveedores N
10289 4.2.2.2 Certificar y validar proveedores N
10290 4.2.2.3 Negociar y establecer contratistas N
10291 4.2.2.4 Administrar contratos N
10279 4.2.3 Ordenar materiales y servicios Y
10292 4.2.3.1 Procesar/Revisar requerimientos N
10293 4.2.3.2 Aprobar requerimientos N
10294 4.2.3.3 Solicitar/dar seguimiento a los vendedores N
10295 4.2.3.4 Crear/Distribuir órdenes de compra Y
10296 4.2.3.5 Agilizar pedidos y satisfacer consultas N
10297 4.2.3.6 Registrar el recibo de mercancías Y
10298 4.2.3.7 Investigar/Resolver excepciones de órdenes N
10280 4.2.4 Administrar proveedores Y
10299 4.2.4.1 Monitorear/Administrar la información del proveedor N

Hierarchy Metrics
10300 4.2.4.2 Preparar/Analizar adquisiciones y el rendimiento del N
10301 4.2.4.3 proveedor
Apoyar procesos de inventario y producción N
10302 4.2.4.4 Monitorear la calidad del producto enviado N
10217 4.3 Producir/fabricar/entregar productos Y
10303 4.3.1 Programar la producción N
19563 4.3.1.1 Modelar y simular planta N
10306 4.3.1.2 Generar plan de nivel de línea N
10307 4.3.1.3 Generar programa detallado N
10308 4.3.1.4 Programar órdenes de producción y crear lotes N
10315 4.3.1.5 Programar mantenimiento preventivo (planificado) (órdenes N
de mantenimiento preventivo)
10316 4.3.1.6 Programación de mantenimiento solicitado (no planificado) N
(ciclo de orden de trabajo)
10309 4.3.1.7 Liberar órdenes de producción y crear lotes N
10304 4.3.2 Producir el producto Y
10310 4.3.2.1 Administrar el inventario de materia prima N
10311 4.3.2.2 Ejecutar un cronograma de línea detallado N
10319 4.3.2.3 Informar asuntos de mantenimiento N
10313 4.3.2.4 Reponer artículos defectuosos N
19566 4.3.2.5 Monitorear y optimizar el proceso de producción N
19567 4.3.2.5.1 Automatizar y controlar planta N
19568 4.3.2.5.2 Realizar control de proceso avanzado N
19569 4.3.2.5.3 Realizar optimización en tiempo real N
19570 4.3.2.5.4 Administrar las alarmas y alertas de la planta N
10314 4.3.2.6 Evaluar el desempeño de la producción N
10369 4.3.3 Realizar pruebas de calidad N
10318 4.3.3.1 Calibrar el equipo de prueba N
10374 4.3.3.2 Realizar pruebas usando el procedimiento de prueba estándar Y
10375 4.3.3.3 Registrar los resultados de la prueba N
12045 4.3.3.4 Seguir y analizar las tendencias de no conformidad N
12046 4.3.3.5 Realizar análisis de causa raíz N
10370 4.3.4 Mantener los registros de producción y gestionar la trazabilidad N
10376 4.3.4.1 Determinar el Sistema de numeración de lotes N
10377 4.3.4.2 Determinar el uso de lote N
10219 4.4 Gestionar la logística y el almacenamiento Y
10338 4.4.1 Proporcionar una gestión de logística Y
10343 4.4.1.1 Traducir los requisitos de servicio al cliente en requisitos N
logísticos
10344 4.4.1.2 Diseñar una red de logística N
10345 4.4.1.3 Comunicar necesidades de subcontratación N
10346 4.4.1.4 Desarrollar y mantener política de servicio de entrega N
10347 4.4.1.5 Optimizar horario de transporte y costos N
10348 4.4.1.6 Definir medidas clave de rendimiento N

Hierarchy Metrics
16905 4.4.1.7 Definir estrategia de logística inversa N
10339 4.4.2 Planificar y administrar el flujo de material entrante Y
10349 4.4.2.1 Planificar los recibos de material N
10350 4.4.2.2 Administrar el flujo de material entrante N
10351 4.4.2.3 Monitorear el rendimiento de la entrega entrante N
10352 4.4.2.4 Administrar el flujo de productos devueltos N
12708 4.4.2.5 Controlar la calidad de las partes devueltas N
10340 4.4.3 Operar almacenamiento Y
10353 4.4.3.1 Seguimiento del despliegue de inventario N
10354 4.4.3.2 Recibir, inspeccionar, y almacenar entregas entrantes N
10355 4.4.3.3 Seguimiento a disponibilidad de producto N
10356 4.4.3.4 Recoger, empacar y enviar producto para la entrega N
10357 4.4.3.5 Seguimiento a la precisión del inventario N
10358 4.4.3.6 Rastrear el almacenamiento de logística de terceros y el N
rendimiento de envío
10359 4.4.3.7 Administrar el inventario de bienes terminados físicos Y
10341 4.4.4 Operar el transporte de salida Y
10360 4.4.4.1 Planear,transportar,y entregar el producto de N
10361 4.4.4.2 Seguimiento del rendimiento de entrega N
10362 4.4.4.3 Gestionar la flota de transporte N
10363 4.4.4.4 Procesar y auditar facturas y documentos del transportista N

Hierarchy Metrics
20026 5.1 Establecer la gobernancia y estrategias de entrega de servicios Y
20027 5.1.1 Establecer la gobernancia de entrega de servicios N
20028 5.1.1.1 Configurar y mantener el gobierno de entrega de servicio N
20029 5.1.1.2 Administrar el rendimiento de la entrega de servicio N
20030 5.1.1.3 Gestionar el desarrollo y la dirección de entrega de servicios N
20031 5.1.1.4 Solicitar retroalimentación del cliente sobre la satisfacción del N
servicio de entrega
20032 5.1.2 Desarrollar estrategias de servicio de entrega N
20033 5.1.2.1 Definir objetivos del servicio de entrega N
20034 5.1.2.2 Definir políticas de trabajo N
20035 5.1.2.3 Evaluar disponibilidad de recursos N
20036 5.1.2.4 Definir la red de entrega del servicio y las restricciones de N
suministro
20037 5.1.2.5 Definir el proceso de servicio de entrega N
20038 5.1.2.6 Revisar y validar los procedimientos de servicio de entrega N
20039 5.1.2.7 Definir el diseño e infraestructura del lugar de trabajo de la N
prestación del servicio
20040 5.2 Gestionar los recursos de entrega de servicios Y
20041 5.2.1 Gestionar la demanda de recursos de entrega de servicios N
20042 5.2.1.1 Monitorear el canal N
20043 5.2.1.2 Desarrollar un pronóstico de referencia N
20044 5.2.1.3 Colaborar con los clientes N
20045 5.2.1.4 Desarrollar un pronóstico de consenso N
20046 5.2.1.5 Determinar la disponibilidad de habilidades para cumplir con N
los pedidos actuales y previstos de los clientes
20047 5.2.1.6 Monitorear la actividad contra el enfoque de pronóstico y N
20048 5.2.1.7 Evaluar y revisar el enfoque de pronóstico N
20049 5.2.1.8 Medir la precisión del pronóstico N
20050 5.2.2 Crear y gestionar el plan de recursos N
20051 5.2.2.1 Definir y administrar la taxonomía de habilidades N
20052 5.2.2.2 Crear plan de recursos N
20053 5.2.2.3 Emparejar la demanda de recursos con capacidades, N
habilidades y competencias
20054 5.2.2.4 Colaborar con proveedores y socios para complementar N
habilidades y capacidades
20055 5.2.2.5 Identificar recursos críticos y capacidad del proveedor N
20056 5.2.2.6 Monitorear y administrar capacidad y disponibilidad de N
12127 5.2.3 recursos
Activar recursos de entrega de servicio N
12128 5.2.3.1 Desarrollar plan de entrenamiento de entregas N
12129 5.2.3.2 Desarrollar materiales de entrenamiento N
12131 5.2.3.3 Administrar el horario de entrenamiento N

Hierarchy Metrics
12132 5.2.3.4 Entregar entrenamiento de operaciones N
12133 5.2.3.5 Entregar entrenamiento técnico N
20057 5.2.3.6 Realizar pruebas de habilidad y capacidad N
12135 5.2.3.7 Evaluar efectividad de entrenamiento N
20058 5.3 Entrega de servicio al cliente N
20059 5.3.1 Iniciar servicio de entrega Y
20060 5.3.1.1 Revisar contrato y términos acordados N
20061 5.3.1.2 Comprender los requerimientos del cliente y definir el enfoque N
refinado
20062 5.3.1.3 Modificar/revisar y aprobar el plan de proyecto N
20063 5.3.1.4 Revisar los objetivos de negocio del cliente N
20064 5.3.1.5 Confirmar la preparación ambiental N
20065 5.3.1.6 Identificar, seleccionar y asignar recursos N
20066 5.3.1.6.1 Establecer los objetivos de la gente N
20067 5.3.1.6.2 Establecer reglas de compromiso N
20068 5.3.1.7 Planear para la entrega de servicio N
20069 5.3.2 Ejecutar servicio de entrega Y
20070 5.3.2.1 Analizar ambiente y necesidades del cliente N
20071 5.3.2.2 Definir solución N
20072 5.3.2.3 Validar solución N
20073 5.3.2.4 Identificar cambios N
20074 5.3.2.5 Obtener aprobación para proceder N
20075 5.3.2.6 Hacer construir/comprar solución N
20076 5.3.2.7 Implementar solución N
20077 5.3.3 Finalizar servicio de entrega Y
20078 5.3.3.1 Realizar servicio de entrega/revisar proyecto y evaluar el éxito N
20079 5.3.3.2 Completar/finalizar actividades de administración financiera N
20080 5.3.3.3 Confirmar entrega de acuerdo a los términos del contrato N
20081 5.3.3.4 Liberar recursos N
20082 5.3.3.5 Gestionar la finalización de servicio de entrega N
20083 5.3.3.6 Cosechar el conocimiento N
20084 5.3.3.7 Archivar registros y actualizar sistemas N

Hierarchy Metrics
10378 6.1 Desarrollar atención al cliente/estrategia de servicio al cliente Y
20086 6.1.1 Definir requisitos de servicio al cliente a través de la empresa N
20087 6.1.2 Definir experiencia de servicio al cliente N
20088 6.1.3 Definir y gestionar la estrategia del canal de atención a cliente N
10382 6.1.4 Definir políticas y procedimientos de servicio al cliente N
10383 6.1.5 Establecer el nivel de servicio objetivo para cada segmento de Y
clientela
20089 6.1.6 Definir oferta de garantía N
16893 6.1.6.1 Determinar y documentar políticas de garantía N
16890 6.1.6.2 Crear y administrar reglas de garantía/códigos de reclamo para N
productos
20090 6.1.6.3 Acordar responsabilidades de garantía con los proveedores N
20091 6.1.6.4 Definir ofertas relacionadas con la garantía para el cliente N
12673 6.1.6.5 Comunicar políticas de garantía y ofertas N
20092 6.1.7 Desarrollar estrategia de retirada N
10379 6.2 Planear y administrar contactos de servicio al cliente Y
10387 6.2.1 Planear y administrar la fuerza de trabajo de servicio al cliente Y
10390 6.2.1.1 Pronosticar volumen de contactos de servicio al cliente N
10391 6.2.1.2 Programar la fuerza de trabajo de servicio al cliente N
10392 6.2.1.3 Rastrear la utilización de la fuerza de trabajo N
10393 6.2.1.4 Monitorear y evaluar la calidad de las interacciones del cliente N
con los representantes de servicio al cliente
10388 6.2.2 Administrar problemas de servicio al cliente, solicitudes y Y
preguntas
10394 6.2.2.1 Recibir problemas del cliente, solicitudes y preguntas N
13482 6.2.2.2 Analizar problemas, solicitudes y preguntas N
10395 6.2.2.3 Resolver problemas del cliente, solicitudes y preguntas N
10396 6.2.2.4 Responder a problemas de clientes, solicitudes y preguntas N
16928 6.2.2.5 Identificar y capturar oportunidades de venta adicional/venta N
cruzada
16937 6.2.2.6 Enviar oportunidades al equipo de ventas N
10389 6.2.3 Administrar quejas de clientes Y
10397 6.2.3.1 Recibir quejas de clientes N
10398 6.2.3.2 Orientar quejas de clientes N
10399 6.2.3.3 Resolver quejas de clientes N
10400 6.2.3.4 Responder a quejas de clientes N
19072 6.2.3.5 Analizar quejas de clientes y responder/rectificar N
20094 6.2.4 Procesar devoluciones N
10364 6.2.4.1 Autorizar devolución N
20095 6.2.4.2 Procesar devolución y registrar la causa N
12840 6.2.5 Informar incidentes y riesgos a los organismos reguladores N
12658 6.3 Productos de servicio después de las ventas Y

Hierarchy Metrics
12669 6.3.1 Procesar reclamos de garantía Y
20096 6.3.1.1 Recibir reclamos de garantía N
12671 6.3.1.2 Validar reclamo de garantía N
20097 6.3.1.3 Investigar asuntos de garantía N
20098 6.3.1.3.1 Definir el problema N
12677 6.3.1.3.2 Programar el servicio de campo N
12678 6.3.1.3.3 Solicitar y recibir la parte defectuosa N
20099 6.3.1.3.4 Investigar el problema/realizar análisis de causa raíz N
20100 6.3.1.3.5 Recibir resultado de investigación/recomendación para N
acción correctiva
20101 6.3.1.4 Determinar parte responsable N
20102 6.3.1.5 Administrar pre autorizaciones N
12668 6.3.1.6 Aprobar o rechazar reclamo de garantía N
20103 6.3.1.7 Notificar al ordenante de la decisión de aprobar/rechazar N
20104 6.3.1.8 Autorizar pago N
20105 6.3.1.9 Cerrar reclamo N
12667 6.3.1.10 Conciliar la disposición de transacción de garantía N
20106 6.3.2 Gestionar recuperación del proveedor N
20107 6.3.2.1 Crear reclamacion de recuperaciones al proveedor N
20108 6.3.2.2 Negociar recuperaciones con el proveedor N
10218 6.3.3 Service products Y
10321 6.3.3.1 Identificar y programar recursos para cumplir con los N
requisitos del servicio and
10327 6.3.3.1.1 Crear plan de recursos y programar N
10328 6.3.3.1.2 Crear un cronograma de cumplimiento de la orden de N
servicio
10322 6.3.3.2 Proporcionar servicio a clientes específicos N
10330 6.3.3.2.1 Organizar la orden de servicio diario N
10331 6.3.3.2.2 Ejecutar reparación de producto N
10332 6.3.3.2.3 Gestionar el cumplimiento de la orden de servicio N
10323 6.3.3.3 Asegurar calidad de servicio N
10334 6.3.3.3.1 Identificar órdenes de servicio completado para N
retroalimentación
10335 6.3.3.3.2 Identificar órdenes de servicio incompletas y fallas de Y
10336 6.3.3.3.3 servicio
Solicitar retroalimentación del cliente de los servicios N
entregados
10337 6.3.3.3.4 Procesar retroalimentación de servicios entregados N
20109 6.3.4 Salvar o reparar productos devueltos Y
10366 6.3.4.1 Realizar actividades de rescate N
14195 6.3.4.2 Gestionar la reparación/ restauración y volver al stock/cliente N
20110 6.4 Gestionar los retiros de productos y las auditorías regulatorias N
20111 6.4.1 Iniciar el retiro N

Hierarchy Metrics
20112 6.4.2 Evaluar la probabilidad y consecuencias de ocurrencia de N
cualquier riesgo
20113 6.4.3 Gestionar las comunicaciones relacionadas con la retirada N
20114 6.4.4 Presentar informes regulatorios N
20115 6.4.5 Monitorear y auditar la efectividad de la retirada N
20116 6.4.6 Gestionar la finalización del retiro N
20595 6.5 Evaluar operaciones de servicio al cliente y satisfacción del N
10401 6.5.1 cliente
Medir la satisfacción del cliente con los problemas, solicitudes y N
el manejo de preguntas de los clientes
11687 6.5.1.1 Solicitar retroalimentación de cliente en experiencia de N
servicio al cliente
11688 6.5.1.2 Analizar datos de servicio al cliente e identificar N
oportunidades de mejora
18126 6.5.1.3 Proporcionar comentarios de los clientes a la gestión de N
productos sobre la experiencia de servicio al cliente
10402 6.5.2 Medir la satisfacción del cliente con el manejo y resolución de Y
las quejas del cliente
11236 6.5.2.1 Solicitar retroalimentación al cliente sobre el manejo de las N
quejas y sus soluciones
11237 6.5.2.2 Analizar datos de quejas de los clientes e identificar lar N
11689 6.5.2.3 Identificar las quejas comunes de los clientes N
10403 6.5.3 Medir la satisfacción de los clientes con los productos y Y
11238 6.5.3.1 servicios
Reunir y solicitar al cliente retroalimentación post venta de los N
productos y servicios
11239 6.5.3.2 Solicitar al cliente retroalimentación post-venta sobre la N
efectividad de los anuncios
20117 6.5.3.3 Solicitar al cliente retroalimentación sobre la experiencia de N
canales cruzados
11240 6.5.3.4 Analiza datos de satisfacción de productos y servicios e N
identificar oportunidades de mejora
11241 6.5.3.5 Proporcionar retroalimentación y percepciones a los equipos N
apropiados (diseño de producto/ desarrollo, marketing,
manufactura)
12672 6.5.4 Evaluar y gestionar el rendimiento de garantía Y
20118 6.5.4.1 Medir la satisfacción del cliente con el manejo de la resolución N
y la garantía
12676 6.5.4.2 Monitorear e informar sobre métricas de la gestión de garantía N
20119 6.5.4.3 Identificar oportunidades de mejora N
12674 6.5.4.4 Identificar oportunidades de eliminar desperdicio de garantía N
20120 6.5.4.5 Investiga reclamos fraudulentos N
20121 6.5.5 Evaluar el rendimiento de recuperación N

Hierarchy Metrics
17043 7.1 Crear y Administrar la planeación, políticas y estrategias de Y
Recursos Humanos
17044 7.1.1 Desarrollar la estrategia de Recursos Humanos N
10418 7.1.1.1 Identificar las necesidades de estrategia de Recursos Humanos N
10419 7.1.1.2 Definir los Recursos Humanos y los papeles funcionales del N
negocio así como la responsabilidad
10420 7.1.1.3 Determinar los costos de Recursos Humanos N
10421 7.1.1.4 Establecer las medidas de Recursos Humanos N
10422 7.1.1.5 Comunicar las estrategias de Recursos Humanos N
10432 7.1.1.6 Desarrollar la estrategia para los N
sistemas/tecnologías/herramientas de Recursos Humanos
17045 7.1.2 Desarrollar e implementar la estrategia y políticas de fuerza de N
trabajo
10423 7.1.2.1 Reunir los requisitos de habilidades de acuerdo con la N
estrategia corporativa y al entorno de mercado
10424 7.1.2.2 Planear requisitos de recursos de empleados por unidad de N
negocio/organización
10425 7.1.2.3 Desarrollar planes de compensación N
10210 7.1.2.3.1 Establecer un plan de incentivos N
10426 7.1.2.4 Desarrollar planes de sucesión Y
16938 7.1.2.5 Desarrollar programas de liderazgo/alto desempeño N
10427 7.1.2.6 Desarrollar planes de diversidad de empleados N
11622 7.1.2.7 Desarrollar programas de entrenamiento N
11623 7.1.2.8 Desarrollar programas de reclutamiento N
10428 7.1.2.9 Desarrollar otros programas de Recursos Humanos N
10429 7.1.2.10 Desarrollar políticas de Recursos Humanos N
10430 7.1.2.11 Administrar políticas de Recursos Humanos N
10431 7.1.2.12 Planear prestaciones de empleados N
10433 7.1.2.13 Desarrollar modelos de estrategia de fuerza de trabajo N
20122 7.1.2.14 Implementar modelos de estrategia de fuerza de trabajo N
10417 7.1.3 Monitorear y actualizar la estrategia, planes y políticas Y
10434 7.1.3.1 Medir el cumplimiento de objetivos N
10435 7.1.3.2 Medir la contribución a la estrategia de negocios N
10436 7.1.3.3 Comunicar los planes y proporcionar las actualizaciones a los N
accionistas
10438 7.1.3.4 Determinar los canales y métodos de reclutamiento N
17046 7.1.4 Desarrollar modelos de administración de competencias N
10410 7.2 Reclutar, fuente y seleccionar empleados Y
10439 7.2.1 Administrar los requerimientos de empleados N
10445 7.2.1.1 Alinear el plan de personal con las necesidades del plan de la N
fuerza de trabajo y las necesidades /recursos de la unidad de
negocios

Hierarchy Metrics
10447 7.2.1.2 Desarrollar y mantener las descripciones de empleos N
10446 7.2.1.3 Solicitudes de trabajo abiertas N
10448 7.2.1.4 Requisitos de trabajo después de haberlo obtenido N
10450 7.2.1.5 Modificar los requisitos del trabajo N
10451 7.2.1.6 Notificar al gerente que contrata N
10452 7.2.1.7 Administrar las fechas de requerimientos N
10440 7.2.2 Reclutar/Fuentes de candidatos N
10453 7.2.2.1 Determinar los métodos de reclutamiento y canales N
10454 7.2.2.2 Llevar a cabo actividades/eventos de reclutamiento N
10455 7.2.2.3 Administrar a los vendedores del reclutamiento N
17047 7.2.2.4 Administrar los programas de referencia de empleados N
17048 7.2.2.5 Administrar los canales de reclutamiento N
20123 7.2.3 Filtrar y seleccionar candidatos N
10456 7.2.3.1 Identificar y desplegar las herramientas de selección de N
candidatos
10457 7.2.3.2 Entrevistar candidatos N
10458 7.2.3.3 Evaluar candidatos N
10459 7.2.3.4 Seleccionar y rechazar candidatos N
10443 7.2.4 Administrar la nueva contratación/recontratación Y
10463 7.2.4.1 Diseñar y hacer la oferta N
10464 7.2.4.2 Negociar la oferta N
10465 7.2.4.3 Contratar al Candidato N
10444 7.2.5 Administrar la información del solicitante N
10460 7.2.5.1 Obtener la información de los antecedentes del candidato N
10466 7.2.5.2 Crear un registro del solicitante N
10467 7.2.5.3 Procesar/investigar los datos del solicitante N
20124 7.2.5.3.1 Completar la clasificación del puesto y el nivel de N
10468 7.2.5.4 experiencia
Archivar y conserva los registros de a quienes no se les N
contrato
20599 7.3 Administrar la incorporación, desarrollo y entrenamiento del Y
empleado
10469 7.3.1 Administrar la orientación y el despliegue del empleado Y
10474 7.3.1.1 Crear/mantener un programa de incorporación del empleado N
10477 7.3.1.1.1 Desarrollar el programa de inducción del empleado N
10478 7.3.1.1.2 Mantener/actualizar el programa de inducción del empleado N
11243 7.3.1.2 Evaluar la efectividad del empleado en el programa de N
incorporación
17050 7.3.1.3 Ejecutar programas de incorporación N
10470 7.3.2 Administrar el desarrollo de los empleados Y
10479 7.3.2.1 Desarrollar los objetivos de rendimiento de los empleados N
10480 7.3.2.2 Revisar, evaluar y administrar el rendimiento de los N
10481 7.3.2.3 empleados
Evaluate and review performance program N
10472 7.3.3 Administrar el Desarrollo de los Empleados Y

Hierarchy Metrics
10487 7.3.3.1 Definir los lineamientos de desarrollo de los empleados N
10488 7.3.3.2 Desarrollar planes de carrera y de trayectoria de los empleados N
17051 7.3.3.3 Administrar las habilidades de los empleados y las N
competencias de desarrollo
10473 7.3.4 Desarrollar y capacitar empleados Y
10490 7.3.4.1 Alinear las necesidades de desarrollo organizacional y de los N
empleados
16940 7.3.4.2 Definir las competencias de los empleados N
10491 7.3.4.3 Alinear el aprendizaje de los programas con competencias N
10492 7.3.4.4 Establecer las necesidades de capacitación por medio de N
análisis de las habilidades disponibles
10493 7.3.4.5 Desarrollar, conducir y administrar los programas de Y
capacitación administrativos y de los empleados
20125 7.3.4.6 Administrar las pruebas y certificaciones N
20126 7.3.4.6.1 Hacer enlace con las autoridades de certificación externa N
20127 7.3.4.6.2 Administrar las pruebas de certificación N
20128 7.3.4.6.3 Evaluar las calificaciones de experiencia N
20129 7.3.4.6.4 Administrar la emisión y mantenimiento de certificados N
17052 7.4 Administrar relaciones de los empleados Y
10483 7.4.1 Administrar las relaciones laborales Y
10484 7.4.2 Administrar los procesos de negociación colectiva N
10485 7.4.3 Gestionar asociaciones de gestión laboral N
10531 7.4.4 Gestionar las quejas de los empleados Y
10412 7.5 Desarrollar y retener los premios y retener empleados Y
10494 7.5.1 Desarrollar y administrar premios, reconocimientos y programas Y
de motivación
10498 7.5.1.1 Desarrollar una estructura y un plan de compensación/sueldo Y
10499 7.5.1.2 Desarrollar un plan de premiación y de recompensas N
10500 7.5.1.3 Desarrollar un análisis competitivo de las prestaciones y N
premios
10501 7.5.1.4 Identificar los requerimientos de compensación con base en N
las políticas de RH, de prestaciones y financieras
10502 7.5.1.5 Administrar la compensación y los premios a los empleados N
10503 7.5.1.6 Premiar y motivar a los empleados N
10495 7.5.2 Administrar y procesar las prestaciones N
10504 7.5.2.1 Entregar un programa de prestaciones para el empleado N
10505 7.5.2.2 Administrar un registro de prestaciones N
10506 7.5.2.3 Procesar las quejas N
10507 7.5.2.4 Llevar a cabo una conciliación de prestaciones N
10496 7.5.3 Administrar el apoyo y retención del empleado N
10508 7.5.3.1 Entregar programas para dar apoyo a un balance vida/trabajo N
para el empleado
10509 7.5.3.2 Desarrollar sistemas de apoyo a la familia N

Hierarchy Metrics
10510 7.5.3.3 Revisar los indicadores de motivación y retención N
10511 7.5.3.4 Revisar los planes de compensación N
10497 7.5.4 Administrar la nómina Y
10413 7.6 Reubicar y retirar los empleados Y
10512 7.6.1 Administrar el proceso de promoción y de descenso de rango Y
10513 7.6.2 Administrar la separación Y
10514 7.6.3 Administrar el retiro N
10515 7.6.4 Administrar la excedencia N
10516 7.6.5 Desarrollar e implementar la reubicación de los empleados N
20132 7.6.6 Administrar el horario de la fuerza de trabajo N
20133 7.6.6.1 Recibir los recursos/habilidad y capacidades requeridas N
10517 7.6.6.2 Administrar el despliegue de recursos N
17055 7.6.7 Traslado de empleados y administrar asignaciones N
10520 7.6.7.1 Administrar expatriados Y
20134 7.7 Administrar la información de los empleados y analistas Y
10522 7.7.1 Administrar los procesos de reporte Y
10523 7.7.2 Administrar los procesos de preguntas del empleado Y
10524 7.7.3 Administrar y mantener los datos de los empleados Y
10525 7.7.4 Administrar los sistemas de información de recursos humanos Y
(SIIRH)
10526 7.7.5 Desarrollar y administrar las métricas de los empleados Y
10527 7.7.6 Desarrollar y administrar el tiempo y la asistencia Y
10530 7.7.7 Administrar/Recolectar las sugerencias de los empleados y N
desarrollar investigaciones de empleados
17057 7.8 Administrar la comunicación de los empleados Y
10529 7.8.1 Desarrollar un plan de comunicación de empleados N
16944 7.8.2 Llevar a cabo encuestas de participación de los empleados N
10532 7.9 Entrega de comunicaciones a los empleados N

Hierarchy Metrics
10563 8.1 Administrar el negocio de la tecnología de información Y
10570 8.1.1 Desarrollar la estrategia de TI empresarial Y
10603 8.1.1.1 Construir una inteligencia estratégica N
10604 8.1.1.2 Identificar las necesidades a largo plazo de TI de la compañía N
con la colaboración de las partes interesadas
10605 8.1.1.3 Definir estrategias estándar, lineamientos y principios N
10606 8.1.1.4 Definir y establecer la arquitectura de TI y el desarrollo N
estándar
10607 8.1.1.5 Definir la estrategia de vendedores para componentes de TI N
10608 8.1.1.6 Establecer el gobierno de organización de TI y sus procesos N
10609 8.1.1.7 Construir un mapa estratégico para desarrollar las capacidades N
de IT en apoyo de los objetivos del negocio
10571 8.1.2 Definir la arquitectura de la empresa N
10611 8.1.2.1 Establecer la definición actual y la futura de la arquitectura de N
la empresa
10612 8.1.2.2 Confirmar el enfoque de mantenimiento de la arquitectura N
empresarial
10613 8.1.2.3 Mantener la relevancia de la arquitectura de la empresa N
10614 8.1.2.4 Actuar como un centro distribuidor de información para la N
investigación e innovación de TI
10615 8.1.2.5 Gobierna la arquitectura empresarial N
10572 8.1.3 Administrar una cartera de TI N
10616 8.1.3.1 Establecer una cartera de IT N
10617 8.1.3.2 Analizar y evaluar el valor de la cartera de TI para la empresa N
10618 8.1.3.3 Provisión de recursos de acuerdo con las prioridades N
estratégicas
10573 8.1.4 Llevar a cabo una investigación e innovación de IT N
10620 8.1.4.1 Investigar y tecnologías para innovar los servicios y N
soluciones de TI
10621 8.1.4.2 Transformación de tecnologías viables para los Servicios y N
soluciones de TI
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del negocio de TI Y
10625 8.1.5.1 Establecer y monitorear los indicadores de desarrollo clave N
10626 8.1.5.2 Evaluar los planes de desarrollo de TI N
10627 8.1.5.3 Valor de la comunicación TI N
10564 8.2 Desarrollar y administrar las relaciones de clientes de IT Y
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de TI Y
11244 8.2.1.1 Investigación de servicios y soluciones de TI para abordar los N
requisitos comerciales y de los usuarios
11245 8.2.1.2 Traducir requerimientos del negocio y usuarios en los N
requerimientos de servicios y soluciones TI
11246 8.2.1.3 Formular servicios de TI e iniciativas estratégicas de N
soluciones

Hierarchy Metrics
11247 8.2.1.4 Coordinar estrategias con partes interesadas para asegurar la N
coordinación
11248 8.2.1.5 Evaluar y seleccionar iniciativas estratégicas de servicios y N
soluciones de IT
10579 8.2.2 Desarrollar y administrar los niveles de Servicio de TI N
10640 8.2.2.1 Crear y mantener los servicios de TI y el catálogo de N
10641 8.2.2.2 soluciones
Establecer y mantener el negocio y los contratos de niveles de N
servicios
10642 8.2.2.3 Evaluar y reportar los resultados obtenidos del nivel de N
servicios
10643 8.2.2.4 Comunicar las oportunidades de mejoras del negocio y de los N
niveles de Servicio de TI
10580 8.2.3 Llevar a cabo una administración lateral de acuerdo con la N
demanda (DSM por sus siglas en inglés) para servicios TI
10644 8.2.3.1 Analizar soluciones y servicios, consume y uso de TI N
10645 8.2.3.2 Desarrollar e implementar programas de incentivos que N
mejoren la eficiencia de consumo
10646 8.2.3.3 Desarrollar el pronóstico volumen/unidad para servicios y N
soluciones IT
10581 8.2.4 Administrar la satisfacción del cliente Y
10647 8.2.4.1 Capturar y analizar la satisfacción del cliente N
10648 8.2.4.2 Evaluar y comunicar los patrones de satisfacción del cliente N
10649 8.2.4.3 Iniciar mejoras con base en los patrones de satisfacción del N
cliente
10582 8.2.5 Comercializar los servicios y soluciones IT N
10650 8.2.5.1 Desarrollar una estrategia de mercadotecnia de servicios y N
soluciones IT
10651 8.2.5.2 Desarrollar y administrar una estrategia de clientes IT N
10652 8.2.5.3 Administrar las campañas promocionales y publicitarias de N
servicios y soluciones IT
10653 8.2.5.4 Procesar y rastrear los pedidos de servicios y soluciones IT N
11220 8.3 Desarrollar e implementar controles de protección de datos, de Y
privacidad y de seguridad
11230 8.3.1 Desarrollar e implementar controles de protección de datos, de N
11231 8.3.2 Probar, evaluar e implementar controles de protección de datos, N
de privacidad y de seguridad
10565 8.4 Administrar Información Empresarial Y
10583 8.4.1 Desarrollar estrategias de administración de contenidos y de Y
información
10654 8.4.1.1 Entender las necesidades de la administración de contenidos y N
de información y el papel que desempeñan los servicios de TI
para ejecutar la estrategia de negocios

Hierarchy Metrics
10655 8.4.1.2 Evaluar las implicaciones administrativas de contenidos y de N
información de la nueva tecnología
10656 8.4.1.3 Identificar y establecer prioridades en cuanto a las acciones de N
administración de contenidos y de información
10584 8.4.2 Definir la arquitectura de información de la empresa Y
10657 8.4.2.1 Definir los elementos de información, la estructura compuesta, N
las relaciones e impedimentos lógicos, la taxonomía y las
reglas de derivación
10658 8.4.2.2 Definir requerimientos de acceso a la información N
10659 8.4.2.3 Establecer una custodia de la información N
10660 8.4.2.4 Administrar los cambios para los requerimientos del contenido N
en la arquitectura de datos
10585 8.4.3 Administración de los Recursos de Información Y
10661 8.4.3.1 Definir las políticas y normas de los datos/ información de la N
empresa
10662 8.4.3.2 Desarrollar e implementar la administración del contenido y N
los datos
10586 8.4.4 Llevar a cabo la administración de contenido y datos de la Y
empresa
10663 8.4.4.1 Definir las fuentes y los destinos de los datos contenidos N
10664 8.4.4.2 Administrar las interfaces técnicas para los usuarios de los N
contenidos
10665 8.4.4.3 Administrar la retención, revisión y retiro de la información de N
la empresa
10566 8.5 Desarrollar y mantener las soluciones de tecnología de la Y
información
10587 8.5.1 Desarrollar la estrategia de desarrollo IT Y
10666 8.5.1.1 Establecer la estrategia de fuentes de abastecimiento para el N
desarrollo TI
10667 8.5.1.2 Definir los procesos, las metodologías y las normas que se N
aplican a las herramientas de desarrollo
10668 8.5.1.3 Seleccionar las herramientas y metodologías de desarrollo N
10588 8.5.2 Llevar a cabo una planeación de ciclo de vida de las soluciones N
y servicios TI
10669 8.5.2.1 Planear el desarrollo de requerimientos nuevos N
10670 8.5.2.2 Planear el desarrollo de mejoras de la funcionalidad y de las N
características
10671 8.5.2.3 Desarrollar un plan del ciclo de vida para las soluciones y N
servicios IT
10589 8.5.3 Desarrollar y mantener la arquitectura de las soluciones y N
servicios IT
10672 8.5.3.1 Crear una arquitectura de soluciones y servicios IT N
10673 8.5.3.2 Revisar la arquitectura de soluciones y servicios TI N

Hierarchy Metrics
10674 8.5.3.3 Retirar la arquitectura de soluciones y servicios TI N
10590 8.5.4 Crear soluciones y servicios IT Y
10675 8.5.4.1 Entender los requerimientos confirmados N
10676 8.5.4.2 Diseñar las soluciones y servicios TI N
10677 8.5.4.3 Adquirir /desarrollar los componentes de las soluciones y N
servicios TI
10678 8.5.4.4 Capacitar a los recursos en cuanto a las soluciones y servicios N
TI
10679 8.5.4.5 Probar las soluciones y servicios TI N
10680 8.5.4.6 Confirmar la aceptación por parte del cliente N
10591 8.5.5 Mantener las soluciones y servicios TI Y
10681 8.5.5.1 Entender los requerimientos de mejoras/ mantenimiento y N
análisis de defectos
10682 8.5.5.2 Diseñar los cambios para las soluciones y servicios TI N
10683 8.5.5.3 existentes
Adquirir /desarrollar los componentes con cambios de las N
soluciones y servicios TI
10684 8.5.5.4 Probar el cambio en las soluciones y servicios TI N
10685 8.5.5.5 Retirar las soluciones y servicios N
10567 8.6 Desplegar las soluciones de tecnología de la información Y
10592 8.6.1 Desarrollar la estrategia de despliegue de IT Y
10686 8.6.1.1 Establecer las políticas de cambio de las soluciones y servicios N
IT
10687 8.6.1.2 Definir el proceso, los procedimientos y las normas de las N
herramientas de despliegue
10688 8.6.1.3 Seleccionar las metodologías y herramientas de despliegue N
10593 8.6.2 Planear e implementar los cambios N
10689 8.6.2.1 Planear el cambio de despliegue N
10690 8.6.2.2 Comunicar los cambios a los accionistas N
10691 8.6.2.3 Administrar el programa de cambios N
10692 8.6.2.4 Capacitar a los usuarios participantes N
10693 8.6.2.5 Distribuir e instalar el cambio N
10694 8.6.2.6 Verificar el cambio N
10594 8.6.3 Planear y administrar lanzamientos N
10695 8.6.3.1 Entender y coordinar el diseño de lanzamientos y aceptación N
10696 8.6.3.2 Planear el programa de lanzamiento N
10697 8.6.3.3 Distribuir e instalar el lanzamiento N
10698 8.6.3.4 Verificar el lanzamiento N
10568 8.7 Entregar apoyar los servicios de tecnología de información Y
10595 8.7.1 Desarrollar estrategias de entrega de soluciones y servicios TI N
10699 8.7.1.1 Establecer estrategias de fuentes de abastecimiento para la N
entrega de IT
10700 8.7.1.2 Definir los procesos de entrega, los procedimientos y los N
estándares de las herramientas

Hierarchy Metrics
10701 8.7.1.3 Seleccionar las metodologías y herramientas N
10596 8.7.2 Desarrollar estrategias de apoyo IT N
10702 8.7.2.1 Establecer estrategias de fuentes de abastecimiento para apoyo N
de TI
10703 8.7.2.2 Definir los servicios de apoyo TI N
10597 8.7.3 Administrar los recursos de infraestructura TI N
10704 8.7.3.1 Administrar inventario y activos TI N
10705 8.7.3.2 Administrar la capacidad del recurso TI N
10598 8.7.4 Administrar las operaciones de infraestructura de TI N
10706 8.7.4.1 Entrega de servicios y soluciones de TI N
10707 8.7.4.2 Desarrollar servicios de apoyo a operaciones de TI N
10599 8.7.5 Respaldar las soluciones y servicios de TI Y
10708 8.7.5.1 Administrar la disponibillidad N
10709 8.7.5.2 Administrar las instalaciones N
10710 8.7.5.3 Administrar respaido/recuperación N
10711 8.7.5.4 Administrar el desempeño y la capacidad N
10712 8.7.5.5 Administrar los incidentes N
10713 8.7.5.6 Administrar los problemas N
10714 8.7.5.7 Administrar las preguntas N

Hierarchy Metrics
10728 9.1 Llevar a cabo la planeación y contabilidad administrativa Y
10738 9.1.1 Llevar a cabo la planeación/elaboración de Y
presupuestos/elaboración de pronósticos
10771 9.1.1.1 Desarrollar y mantener las políticas y procedimientos de la N
elaboración de presupuestos
10772 9.1.1.2 Preparar presupuestos y planes periódicos N
20135 9.1.1.3 Operar e implementar planes para alcanzar el presupuesto N
10773 9.1.1.4 Preparar pronósticos periódicos N
20136 9.1.1.5 Desarrollar análisis variable contra los pronósticos y N
presupuestos
10739 9.1.2 Llevar a cabo la contabilidad y control de costos Y
10774 9.1.2.1 Llevar a cabo contabilidad del inventario N
14057 9.1.2.2 Realizar la contabilidad del centro de ganancias N
10775 9.1.2.3 Realizar el análisis del costo de venta N
10776 9.1.2.4 Elaborar el costeo de productos N
10777 9.1.2.5 Llevar a cabo el análisis de variaciones N
11175 9.1.2.6 Informar sobre la rentabilidad N
10740 9.1.3 Llevar a cabo la administración de costos Y
10778 9.1.3.1 Determinar los conductores de costos clave N
10779 9.1.3.2 Medir los conductores de costos N
10780 9.1.3.3 Determinar las actividades críticas N
10781 9.1.3.4 Administrar el despliegue de los recursos de los activos y su N
utilización
10741 9.1.4 Evaluar y administrar el desempeño financiero Y
10782 9.1.4.1 Evaluar al cliente y la rentabilidad del producto N
10783 9.1.4.2 Evaluar productos nuevos N
10784 9.1.4.3 Realizar el costo del ciclo de vida N
10785 9.1.4.4 Optimizar la combinación producto y cliente N
10786 9.1.4.5 Rastrear el desempeño del cliente nuevo y las estrategias del N
producto
10787 9.1.4.6 Preparar las medidas de desempeño con base en la actividad N
10788 9.1.4.7 Administrar la mejora continua de costos N
10729 9.2 Llevar a cabo la contabilidad de ingresos Y
10742 9.2.1 Procesar el crédito al cliente Y
10789 9.2.1.1 Establecer políticas de crédito Y
10790 9.2.1.2 Analizar/aprobar nuevas solicitudes de cuentas Y
14187 9.2.1.3 Analizar la historia de crédito existente N
14188 9.2.1.4 Pronosticar requisitos de punteo de crédito N
10791 9.2.1.5 Revisar las cuentas existentes Y
10792 9.2.1.6 Emitir reportes de crédito/cobranza Y
10793 9.2.1.7 Reinstalar o suspender cuentas basados en políticas de crédito N
10743 9.2.2 Facturar al cliente Y

Hierarchy Metrics
10794 9.2.2.1 Mantener archivos maestros de producto/cliente Y
10795 9.2.2.2 Generar datos de facturación del cliente Y
10796 9.2.2.3 Transmitir datos de facturación al cliente Y
10797 9.2.2.4 Asentar entradas de cuentas por cobrar Y
10798 9.2.2.5 Resolver las preguntas sobre la facturación que tenga el cliente Y
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus siglas en inglés) Y
10799 9.2.3.1 Establecer políticas de AR N
10800 9.2.3.2 Recibir/depositar los pagos hechos por el cliente N
10801 9.2.3.3 Aplicar remisiones de caja N
10802 9.2.3.4 Preparar reportes de AR N
10803 9.2.3.5 Asentar la actividad de AR en el libro mayor N
10745 9.2.4 Administrar y procesar la cobranza Y
10804 9.2.4.1 Establecer políticas para las cuentas vencidas N
10805 9.2.4.2 Analizar los saldos de las cuentas vencidas N
10806 9.2.4.3 Corresponder/negociar las cuentas vencidas N
10807 9.2.4.4 Discutir la resolución de cuentas con personas internas N
10808 9.2.4.5 Procesar los ajustes/eliminar los saldos Y
14007 9.2.4.6 Desarrollar ejercicios de recuperación N
14008 9.2.4.7 Gestionar cuentas predeterminadas N
10746 9.2.5 Administrar y procesar los ajustes/deducciones Y
10809 9.2.5.1 Establecer políticas/procedimientos para los ajustes N
10810 9.2.5.2 Analizar los ajustes N
10811 9.2.5.3 Corresponder/negociar con el cliente N
10812 9.2.5.4 Discutir la solución con personas internas N
10813 9.2.5.5 Preparar facturas de contra cargo N
10814 9.2.5.6 Procesar las entradas correspondientes N
10730 9.3 Llevar a cabo la contabilidad general y los reportes Y
10747 9.3.1 Administrar las políticas y procedimientos Y
10815 9.3.1.1 Negociar los acuerdos a nivel servicio Y
10816 9.3.1.2 Establecer políticas de contabilidad Y
20604 9.3.1.3 Publicar políticas contables Y
10817 9.3.1.4 Establecer y hacer cumplir los límites de aprobación Y
10818 9.3.1.5 Establecer sistemas financieros comunes Y
10748 9.3.2 Llevar a cabo la contabilidad general Y
10819 9.3.2.1 Mantener una tabla de cuentas Y
10820 9.3.2.2 Procesar las entradas en el libro diario Y
10821 9.3.2.3 Procesar la distribución Y
10822 9.3.2.4 Procesar los ajustes a finales del período Y
10823 9.3.2.5 Asentar y conciliar las transacciones dentro de la compañía Y
10824 9.3.2.6 Conciliar las cuentas del libro mayor Y
10825 9.3.2.7 Llevar a cabo las consolidaciones y las eliminaciones de Y
10826 9.3.2.8 procesos
Preparar la balanza de comprobación Y
10827 9.3.2.9 Preparar y asentar los ajustes administrativos Y

Hierarchy Metrics
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Y
10828 9.3.3.1 Establecer políticas y procedimientos de activos fijos N
10829 9.3.3.2 Mantener archivos maestros de datos sobre los activos fijos N
10830 9.3.3.3 Procesar y registrar las adiciones y retiros de activos fijos N
10831 9.3.3.4 Procesar y registrar los ajustes, las mejoras, los avalúos y las Y
transferencias de activos fijos
10832 9.3.3.5 Procesar y registrar los gastos de mantenimiento y reparación N
de los activos fijos
10833 9.3.3.6 Calcular y registrar los gastos de depreciación N
10834 9.3.3.7 Conciliar el libro mayor de activos fijos N
10835 9.3.3.8 Rastrear los activos fijos, incluyendo el inventario N
10836 9.3.3.9 Proporcionar los datos de activos fijos para que sirvan de N
soporte para las declaraciones de impuestos, informes legales
y reguladores
10750 9.3.4 Llevar a cabo reportes financieros Y
10837 9.3.4.1 Preparar estados financieros por unidad de negocio Y
10838 9.3.4.2 Preparar estados financieros consolidados Y
10839 9.3.4.3 Desarrollar reportes de administración de revisión/reporte de Y
la unidad de negocio
10840 9.3.4.4 Preparar estados financieros consolidados/ revisión de los Y
reportes de administración de costos
10841 9.3.4.5 Preparar declaraciones para la revisión de la junta Y
10842 9.3.4.6 Emitir reportes y registros para los accionistas Y
trimestral/anualmente
10843 9.3.4.7 Elaborar reportes reguladores Y
14074 9.3.4.8 Desarrollar una consolidación legal y administrativa Y
10731 9.4 Administrar la contabilidad de proyectos de activos fijos Y
10751 9.4.1 Llevar a cabo la planeación de capital y aprobación de proyectos Y
10844 9.4.1.1 Desarrollar políticas y procedimientos de inversión de capital N
10845 9.4.1.2 Desarrollar y probar los planes de gastos de capital N
10846 9.4.1.3 Revisar y aprobar los proyectos de capital y las adquisiciones N
de activos fijos
10847 9.4.1.4 Realizar una justificación financiera para la aprobación de N
proyectos
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Capital Y
10848 9.4.2.1 Crear códigos de cuentas de productos N
10849 9.4.2.2 Registrar las transacciones relacionadas con los proyectos N
10850 9.4.2.3 Monitorear e investigar sobre los proyectos de capital y el N
gasto del Presupuesto
10851 9.4.2.4 Concluir/capitalizar proyectos N
10852 9.4.2.5 Medir los ingresos financieros con base en los proyectos de N
capital finalizados
10732 9.5 Procesar la nómina Y

Hierarchy Metrics
10753 9.5.1 Reportar tiempo Y
10853 9.5.1.1 Establecer políticas y procedimientos N
10854 9.5.1.2 Recopilar y registrar el tiempo trabajado de los empleados N
10855 9.5.1.3 Analizar y registrar las bajas pagadas y no pagadas N
10856 9.5.1.4 Monitorear las horas regulares, las horas extras y las de N
cualquier otro tipo
10857 9.5.1.5 Analizar y reportar la utilización de los empleados N
10754 9.5.2 Administrar el pago Y
10858 9.5.2.1 Registrar el tiempo trabajado por los empleados en el sistema N
de nómina
10859 9.5.2.2 Mantener y administrar la información sobre los sueldos de los N
empleados
10860 9.5.2.3 Mantener y administrar las deducciones aplicables N
10861 9.5.2.4 Monitorear los cambios en la situación de impuestos de los N
empleados
10862 9.5.2.5 Procesar y distribuir los pagos N
10863 9.5.2.6 Procesar y distribuir los cheques N
10864 9.5.2.7 Procesar los ajustes finales del periodo N
10865 9.5.2.8 Responder a las preguntas sobre la nómina que tengan los N
empleados
10755 9.5.3 Administrar y procesar los impuestos de las nóminas Y
14075 9.5.3.1 Desarrollar un plan de impuestos N
14076 9.5.3.2 Administrar un plan de impuestos N
10866 9.5.3.3 Calcular y pagar los impuestos de nómina aplicables N
10867 9.5.3.4 Emitir y distribuir las declaraciones de impuestos anuales a los N
empleados
10868 9.5.3.5 Archivar las formas de impuestos de nómina reguladoras N
10733 9.6 Procesar las cuentas por pagar y reembolso de gastos Y
10756 9.6.1 Procesar las cuentas por pagar (AP) Y
10869 9.6.1.1 Verificar el archivo de pago de cuentas por pagar con el Y
archivo maestro de vendedores de la orden de compra (PO)
10870 9.6.1.2 Mantener/administrar el comercio electrónico Y
10871 9.6.1.3 Auditar las facturas y los datos clave en el sistema de AP Y
10872 9.6.1.4 Aprobar los pagos Y
10873 9.6.1.5 Procesar las acumulaciones e inversiones financieras Y
10874 9.6.1.6 Procesar los impuestos en la nómina Y
10875 9.6.1.7 Investigar/Resolver las excepciones de la nómina Y
10876 9.6.1.8 Procesar los pagos Y
10877 9.6.1.9 Responder ante las consultas de AP Y
10878 9.6.1.10 Retener los registros Y
10879 9.6.1.11 Ajustar los registros contables Y
10757 9.6.2 Procesar los reembolsos de gastos Y

Hierarchy Metrics
10880 9.6.2.1 Establecer y comunicar las políticas de reembolso de gastos, Y
así como los límites aprobados
10881 9.6.2.2 Capturar y reportar los datos de impuestos importantes Y
10882 9.6.2.3 Aprobar los reembolsos y pagos por adelantado Y
10883 9.6.2.4 Procesar los reembolsos y pagos por adelantado Y
10884 9.6.2.5 Administrar las cuentas personales Y
10734 9.7 Administrar las operaciones de tesorería Y
10758 9.7.1 Administrar las políticas y procedimientos de tesorería Y
10885 9.7.1.1 Establecer el alcance y el control de las operaciones de N
10886 9.7.1.2 tesorería
Establecer y publicar las políticas de tesorería N
10887 9.7.1.3 Desarrollar procedimientos de tesorería N
10888 9.7.1.4 Monitorear los procedimientos de tesorería N
10889 9.7.1.5 Auditar los procedimientos de tesorería N
10890 9.7.1.6 Revisar los procedimientos de tesorería N
10891 9.7.1.7 Desarrollar y confirmar los controles internos para el N
departamento de tesorería
10892 9.7.1.8 Definir los requerimientos de seguridad del sistema N
10759 9.7.2 Administrar el efectivo Y
10893 9.7.2.1 Administrar y conciliar las posiciones de efectivo N
10894 9.7.2.2 Administrar los equivalentes de efectivo N
10895 9.7.2.3 Procesar y supervisar las transferencias de fondos electrónicos N
(Es por sus siglas en inglés)
10896 9.7.2.4 Desarrollar pronósticos de flujo de caja N
10897 9.7.2.5 Administrar los flujos de caja N
10898 9.7.2.6 Emitir transacciones y reportes contables del manejo de N
efectivo
10899 9.7.2.7 Administrar y supervisor las relaciones bancarias N
10900 9.7.2.8 Analizar, negociar, resolver y confirmar las comisiones N
10760 9.7.3 bancarias las cuentas bancarias internas
Administrar N
10901 9.7.3.1 Administrar las cuentas internas para las subsidiarias N
10902 9.7.3.2 Administrar y facilitar las transacciones de préstamos ínter N
compañías
10903 9.7.3.3 Administrar los pagos centralizados que salen en nombre de N
las compañías
10904 9.7.3.4 Administrar los pagos centrales que entran a nombre de las N
subsidiarias
10905 9.7.3.5 Administrar pagos internos y transacciones en red N
10906 9.7.3.6 Calcular los intereses y comisiones para las cuentas bancarias N
internas
10907 9.7.3.7 Proporcionar estados de cuenta para las cuentas bancarias N
internas
10761 9.7.4 Administración de la deuda y la inversión N
14079 9.7.4.1 Establecer la política de inversión N

Hierarchy Metrics
10908 9.7.4.2 Administrar las relaciones financieras intermediarias N
10909 9.7.4.3 Administrar la liquidez N
10910 9.7.4.4 Administrar el factor de riesgo del emisor N
10911 9.7.4.5 Procesar y supervisar las transacciones de inversión y deuda N
10912 9.7.4.6 Procesar y supervisar las transacciones en moneda extranjera N
10913 9.7.4.7 Emitir reportes de transacciones contables de inversión y N
deuda
14210 9.7.4.8 Procesar y supervisor las transacciones con tasa de intereses N
11208 9.7.5 Monitorear y ejecutar transacciones de riesgo y cobertura Y
12974 9.7.5.1 Desarrollar la administración de riesgo/la estructura de N
cobertura
11209 9.7.5.2 Administrar los riesgos de las tasas de interés N
19575 9.7.5.2.1 Administrar la información de la tasa de interés de Mercado N
19576 9.7.5.2.2 Determinar la exposición de la tasa de interés para todos los N
mercados
19577 9.7.5.2.3 Determinar los requerimientos de la cobertura de la tasa de N
interés de conformidad con la política de riesgo
19578 9.7.5.2.4 Ejecutar intercambios de tasa de interés N
11210 9.7.5.3 Administrar el riesgo del cambio de moneda N
19579 9.7.5.3.1 Administrar la información del cambio de moneda del N
mercado
19580 9.7.5.3.2 Determinar la exposición del cambio de moneda para todos N
los tipos de moneda
19581 9.7.5.3.3 Determinar los requerimientos de la cobertura del cambio de N
moneda de conformidad con la política de riesgos
19582 9.7.5.3.4 Otorgar intercambios de moneda extranjera N
19583 9.7.5.3.5 Administrar el riesgo de balance cambiario N
11211 9.7.5.4 Administrar el riesgo de exposición N
19584 9.7.5.4.1 Determinar la actual exposición del cliente y los límites de N
las excepciones
19585 9.7.5.4.2 Resolver las violaciones del límite de exposición del cliente N
19586 9.7.5.4.3 Administrar las garantías de los clientes N
19587 9.7.5.4.4 Desarrollar revisiones anuales del crédito de los clientes N
20137 9.7.5.5 Ejecutar transacciones de cobertura N
19588 9.7.5.5.1 Medir posiciones físicas N
19589 9.7.5.5.2 Establecer coberturas N
19590 9.7.5.5.3 Deshacer coberturas N
11213 9.7.5.5.4 Evaluar y redefinir las posiciones de las coberturas N
11215 9.7.5.5.5 Monitorear créditos N
11214 9.7.5.6 Producir transacciones e informes de contabilidad de N
coberturas
16958 9.7.6 Administrar casos de disputas/fraudes financieros N
10735 9.8 Administrar los controles internos Y

Hierarchy Metrics
10762 9.8.1 Establecer políticas y procedimientos de controles internos Y
10914 9.8.1.1 Establecer consejos de administración y un comité de auditoría N
10915 9.8.1.2 Definir y comunicar el código de ética N
10916 9.8.1.3 Asignar papales y responsabilidades respecto a los controles N
internos
11250 9.8.1.4 Definir los objetivos y riesgos de los procesos de negocios N
11251 9.8.1.5 Definir las tolerancias de riesgo unidad/entidad N
10763 9.8.2 Operar los controles y supervisar que se cumplan las políticas y Y
procedimientos con respecto a estos controles internos
10917 9.8.2.1 Designar e implementar las actividades de control N
10918 9.8.2.2 Monitorear la efectividad de los controles N
10919 9.8.2.3 Buscar soluciones a las deficiencias que presenten los N
10920 9.8.2.4 controles
Crear funciones de cumplimiento de controles N
10921 9.8.2.5 Operar funciones de cumplimiento de controles N
10922 9.8.2.6 Implementar y mantener controles relacionados con el N
funcionamiento de las tecnologías y las herramientas
10764 9.8.3 Reportar sobre el cumplimiento de los controles internos Y
10923 9.8.3.1 Reportar a los auditores internos N
10924 9.8.3.2 Reportar a las organizaciones reguladoras, a los tenedores de N
acciones, a los encargados de los intercambios de valores, etc.
10925 9.8.3.3 Reportar a terceros involucrados N
10926 9.8.3.4 Reportar a la administración interna N
10736 9.9 Administrar los impuestos Y
10765 9.9.1 Desarrollar estrategias y planes de impuestos N
10927 9.9.1.1 Desarrollar estrategias de impuestos locales, estatales, N
nacionales y extranjeros
10928 9.9.1.2 Consolidar y optimizar un plan total de impuestos N
10929 9.9.1.3 Mantener datos maestros de impuestos N
10766 9.9.2 Procesar Impuestos Y
10930 9.9.2.1 Llevar a cabo una estrategia/planeación de impuestos N
10931 9.9.2.2 Preparar impuestos N
10932 9.9.2.3 Preparar impuestos de extranjeros N
10933 9.9.2.4 Calcular impuestos diferidos N
10934 9.9.2.5 Dar cuenta de los impuestos N
10935 9.9.2.6 Monitorear el cumplimiento con los impuestos N
10936 9.9.2.7 Formular preguntas sobre impuestos N
10737 9.10 Administrar fondos/consolidaciones internacionales N
10767 9.10.1 Monitorear tasas internacionales N
10768 9.10.2 Administrar transacciones N
10769 9.10.3 Administrar factor de riesgo monetario/ protección monetaria Y
10770 9.10.4 Reportar los resultados N
17059 9.11 Realizar servicios de comercio a nivel mundial N
14090 9.11.1 Proteger la lista de partes sancionadas N

Hierarchy Metrics
14091 9.11.2 Controlar exportaciones e importaciones N
14092 9.11.3 Clasificar productos N
19593 9.11.4 Realizar conversión de moneda N
14093 9.11.5 Tarea de cálculo N
14094 9.11.6 Comunicación con aduanas N
14095 9.11.7 Documentos de comercio N
14096 9.11.8 Preferencias del proceso comercial N
14097 9.11.9 Manejo de restituciones N
14098 9.11.10 Prepara cartas de crédito N

Hierarchy Metrics
10937 10.1 Planear y adquirir activos N
10941 10.1.1 Desarrollar estrategia de propiedad y visión a largo plazo N
10955 10.1.1.1 Confirmar la de los requerimientos de las propiedades con las Y
estrategia de neocio
10956 10.1.1.2 Evaluar el ambiente externo N
10957 10.1.1.3 Determinar la decisión de construir o comprar N
10943 10.1.2 Plan de instalación Y
10958 10.1.2.1 Diseñar las instalaciónes N
10959 10.1.2.2 Analizar el presupuesto N
10960 10.1.2.3 Seleccionar propiedad N
10961 10.1.2.4 Negociar términos por instalación N
10962 10.1.2.5 Administrar la construcción o modificación al edificio N
10944 10.1.3 Proporcionar instalaciónes y lugar de trabajo N
10963 10.1.3.1 Adquirir el lugar de trabajo e instalaciones N
10964 10.1.3.2 Cambio de forma/functionalidad del lugar de trabajo e N
instalaciones
10949 10.1.4 Administrar las operaciones de las instalaciones N
10965 10.1.4.1 Traslado de personas N
10966 10.1.4.2 Traslado de material y herramientas N
19208 10.2 Diseño y construcción de activos productivos N
19209 10.2.1 Administrar programa de capital para activos productivos N
19210 10.2.1.1 Definir el plan de inversión de capital N
19211 10.2.1.2 Monitorear programa de capital N
19212 10.2.1.3 Asegurar el financiamiento de construcción N
20139 10.2.2 Diseño y planificación de la construcción de activos N
19220 10.2.2.1 Desarrollar la estrategia de construcción N
11276 10.2.2.2 Realizar la gestión del rendimiento de la construcción N
19221 10.2.2.3 Obtener permiso de construcción N
19222 10.2.2.4 Diseñar activos N
19223 10.2.2.5 Recursos del plan de construcción N
19229 10.2.3 Programa y desarrollo del trabajo de construcción N
19230 10.2.3.1 Programa del trabajo de construcción N
19231 10.2.3.2 Obtener recursos N
19232 10.2.3.3 Construir nuevos activos N
19233 10.2.3.4 Aumento de los activos existentes N
19234 10.2.3.5 Renovar/reemplazar activos N
19224 10.2.4 Administrar los activos de construcción N
19225 10.2.4.1 Monitorear el desarrollo del trabajo N
19226 10.2.4.2 Realizar control de calidad de la construcción N
19227 10.2.4.3 Crear registros de trabajo y activos N
19228 10.2.4.4 Administrar la seguridad y el acceso a los sitios N
19238 10.3 Mantener activos productivos N

Hierarchy Metrics
19239 10.3.1 Plan de mantenimiento de los activos N
19240 10.3.1.1 Desarrollar estrategias de activos N
10967 10.3.1.2 Analizar activos y predecir los requerimientos de N
mantenimiento
19241 10.3.1.3 Especificar las políticas de mantenimiento N
10968 10.3.1.4 Integrar mantenimiento preventivo en operaciones N
programadas
19242 10.3.1.5 Identificar la administración del trabajo & las prioridades N
19243 10.3.1.6 Realizar planeación de recursos N
19244 10.3.1.7 Crear planes de trabajo N
19245 10.3.2 Administrar el mantenimiento de activos N
19246 10.3.2.1 Programar trabajos de mantenimiento N
19247 10.3.2.2 Obtener los recursos requeridos N
19248 10.3.2.3 Realizar control de calidad N
19249 10.3.2.4 Actualizar el trabajo y los registros de activos N
19250 10.3.2.5 Administrar el mantenimiento de la seguridad del trabajo N
19251 10.3.2.6 Definir los objetivos del desarrollo del mantenimiento N
19252 10.3.2.7 Monitorear los contratos/objetivos del desarrollo del N
mantenimiento
19253 10.3.3 Desarrollar el mantenimiento de los activos N
10947 10.3.3.1 Desarrollar el mantenimiento preventivo de los activos N
19254 10.3.3.2 Desarrollar el mantenimiento de rutina de los activos N
19255 10.3.3.3 Realizar los reparos y el mantenimiento de activos a corregir N
19256 10.3.3.4 Identificar los requerimientos de mantenimiento no N
19257 10.3.3.5 planificado
Realizar requerimientos de mantenimiento no planificado N
10940 10.4 Disponer de los activos Y
10952 10.4.1 Desarrollar una estrategia de salida N
19258 10.4.2 Decomisar activos productivos N
10953 10.4.3 Realizar ventas o comercializaciones N
10954 10.4.4 Abandonar N
16970 10.4.5 Realizar la administración de desechos y productos defectuosos N

Hierarchy Metrics
16437 11.0 Administrar los Riesgos de la Empresas, Remediación y N
Resiliencia
17060 11.1 Administrar el riesgo de la empresa Y
16439 11.1.1 Establecer el marco de referencia y las políticas de riesgo de la N
empresa
16440 11.1.1.1 Determinar la tolerancia de riesgo de la organización N
16441 11.1.1.2 Desarrollar y mantener los procedimientos y políticas de N
riesgo de la empresa
16442 11.1.1.3 Identificar e implementar las herramientas administrativas de N
16443 11.1.1.4 Coordinar a través de la organización y compartir la N
información de riesgos
16444 11.1.1.5 Preparar y reportar a los ejecutivos de administración y al N
consejo, el reporte de riesgos de la empresa
16445 11.1.2 Supervisar y coordinar las actividades administrativas de riesgos N
empresariales
16446 11.1.2.1 Identificar los niveles de riesgo de la empresa N
16447 11.1.2.2 Evaluar riesgos para determinar cuál mitigar N
16448 11.1.2.3 Desarrollar la mitigación de riesgos y la estrategia de N
administración e integrar con los procesos administrativos de
desarrollo existentes
16449 11.1.2.4 Verificar la unidad de negocio y los planes funcionales de N
migración de riesgos que sean implementados
16450 11.1.2.5 Hay que asegurar que los riesgos y las acciones de mitigación N
de riesgos sean monitoreadas
16451 11.1.2.6 Reportar sobre las actividades de riesgo de la empresa N
16452 11.1.2.7 Coordinar la unidad de negocio y las actividades funcionales N
de administración de riesgos
16453 11.1.2.8 Hay que asegurar que cada unidad de negocio/funciones N
conlleven el proceso de administración de riesgos de la
empresa
conlleven el proceso de reporte de administración de riesgos
de la empresa
17462 11.1.3 Administrar la unidad de negocio y las funciones de riesgo N
16456 11.1.3.1 Identificar los riesgos N
16457 11.1.3.2 Evaluar los riesgos utilizando el marco de referencia de los N
procedimientos y políticas de riesgos de la empresa
16458 11.1.3.3 Desarrollar planes de mitigación para riesgos N
18129 11.1.3.3.1 Evaluar la adecuación de la cobertura de seguro N
16459 11.1.3.4 Implementar planes de mitigación de riesgos N
16460 11.1.3.5 Monitorear riesgos N
16461 11.1.3.6 Analizar actividades de riesgo y planes de actualización N
16462 11.1.3.7 Reportar las actividades de riesgo N

Hierarchy Metrics
17467 11.2 Administrar el cumplimiento N
17468 11.2.1 Establecer el marco de referencia y las políticas de N
17469 11.2.1.1 cumplimiento
Desarrollar el marco de referencia y las políticas de N
cumplimiento de la empresa
17470 11.2.1.2 Implementar actividades de cumplimiento de la empresa N
14133 11.2.1.3 Administrar auditorías internas N
14137 11.2.1.4 Mantener las herramientas y tecnología de control N
16463 11.2.2 relacionadas
Administrar el cumplimiento regulatorio N
16464 11.2.2.1 Desarrollar procedimientos de cumplimiento regulatorio N
16465 11.2.2.2 Identificar requerimientos regulatorios aplicables N
16466 11.2.2.3 Monitorear el ambiente regulatorio respecto a regulaciones N
emergentes o cambiantes
16467 11.2.2.4 Evaluar la posición de cumplimiento actual e identificar las N
debilidades o déficit de los mismos
16468 11.2.2.5 Implementar políticas y controles de cumplimiento regulatorio N
que faltan o que sean más fuertes
16469 11.2.2.6 Monitorear y probar la posición regulatoria de cumplimiento y N
los controles existentes
19595 11.2.2.7 Compilar y comunicar los cuadros de mando de cumplimiento N
19596 11.2.2.8 Compilar y comunicar los reportes internos y de cumplimiento N
regulatorio
16470 11.2.2.9 Conforme sea apropiado, mantener relaciones con los N
reguladores
11185 11.3 Administrar los esfuerzos de remediar Y
11201 11.3.1 Crear planes de remediación N
11202 11.3.2 Contactar y conferir con expertos N
11203 11.3.3 Identificar/dedicar recursos N
11204 11.3.4 Investigar los aspectos legales N
11205 11.3.5 Investigar las causas de daño N
11206 11.3.6 Enmendar o crear políticas N
11216 11.4 Administrar Resiliencia de negocios Y
11221 11.4.1 Desarrollar la estrategia de resiliencia de negocios N
11222 11.4.2 Desarrollar planeación continua de operación de negocios N
11223 11.4.3 Probar continuamente las operaciones de negocios N
11224 11.4.4 Mantener operaciones de negocios continuas N
16471 11.4.5 Compartir con otras partes de la organización el conocimiento N
sobre riesgos específicos

Hierarchy Metrics
11010 12.1 Construir relaciones con inversionistas N
11035 12.1.1 Planear, construir y administrar relaciones con los prestamistas N
11036 12.1.2 Planear, construir y administrar relaciones con los analistas N
11037 12.1.3 Comunicación con los accionistas N
11011 12.2 Administrar las relaciones gubernamentales e industriales N
11038 12.2.1 Administrar las relaciones gubernamentales N
12869 12.2.1.1 Evaluar las relaciones N
12870 12.2.1.2 Nombrar a ejecutivos responsables N
12871 12.2.1.3 Monitorear las relaciones N
12872 12.2.1.4 Recibir input de asesores internos N
12873 12.2.1.5 Recibir input de asesores externos N
12874 12.2.1.6 Relacionare con las autoridades N
11039 12.2.2 Administrar relaciones con cuerpos cuasi-gubernamentales N
12875 12.2.2.1 Establecer relaciones con agencias N
12876 12.2.2.2 Responder a preguntas de auditores N
12877 12.2.2.3 Mantener la documentación de los contactos N
12878 12.2.2.4 Planear y administrar reuniones N
11040 12.2.3 Administrar relaciones con grupos industriales y comerciales N
12879 12.2.3.1 Evaluar los requerimientos de relaciones estratégicas N
12880 12.2.3.2 Monitorear el éxito de las sociedades N
12881 12.2.3.3 Ampliar o cambiar las relaciones N
11041 12.2.4 Manage lobby activities N
11012 12.3 Administrar las relaciones con el consejo de administración N
11042 12.3.1 Reportar los resultados financieros N
11043 12.3.2 Reportar los resultados de la auditoría N
11013 12.4 Administrar asuntos legales y éticos Y
11044 12.4.1 Crear políticas de ética N
11045 12.4.2 Administrar políticas de gobierno corporativa N
11046 12.4.3 Crear y desarrollar programas preventivos legales N
11047 12.4.4 Asegurar el cumplimiento N
11053 12.4.4.1 Planear e iniciar el programa de cumplimiento N
11054 12.4.4.2 Ejecutar el programa de cumplimiento N
11048 12.4.5 Administrar la consultoría externa N
11056 12.4.5.1 Evaluar el problema y determinar los requerimientos de N
11057 12.4.5.2 trabajo
Contratar/retener consultoría externa si es necesario N
11058 12.4.5.3 Recibir estrategia/presupuesto N
11059 12.4.5.4 Recibir producto de trabajo y administrar/monitorear los N
trabajos y casos llevados a cabo
11060 12.4.5.5 Procesar pagos por servicios legales N
11061 12.4.5.6 Seguir la trayectoria de las actividades/programas legales N
11049 12.4.6 Proteger la propiedad intelectual N
11062 12.4.6.1 Administrar los derechos de autor y las patentes N

Hierarchy Metrics
11063 12.4.6.2 Mantener los derechos y restricciones de la propiedad N
intelectual
11064 12.4.6.3 Administrar los términos del otorgamiento de licencia N
11065 12.4.6.4 Administrar Opciones N
11050 12.4.7 Resolver las disputas y litigios N
11051 12.4.8 Proporcionar consultoría/asesoría legal N
11052 12.4.9 Negociar y documentar los acuerdos/contratos N
11014 12.5 Administrar el programa de relaciones públicas N
11066 12.5.1 Administrar relacion con la comunidad N
11067 12.5.2 Administrar relacion con medios de comunicacion N
11068 12.5.3 Promover estabilidad politica N
11069 12.5.4 Crear comunicados de prensa N
11070 12.5.5 Publicar comunicados de prensa N

Hierarchy Metrics
16378 13.1 Administrar el proceso del negocio N
16379 13.1.1 Establecer y mantener el gobierno and gestión de gobierno N
16380 13.1.1.1 Definir y administrar el alcance del gobierno N
16381 13.1.1.2 Establecer y mantener herramientas de procesos y plantilla N
16382 13.1.1.3 Asignar y apoyar el proceso de propiedad N
16383 13.1.1.4 Desarrollar actividades del proceso de gobierno N
16384 13.1.2 Definir y administrar marcos de referencia de procesos N
16385 13.1.2.1 Establecer y mantener marcos de referencia de procesos N
16386 13.1.2.2 Identificar procesos multifuncionales N
16387 13.1.3 Definir procesos N
16388 13.1.3.1 Alcance de los procesos N
16389 13.1.3.2 Analizar procesos N
20140 13.1.3.2.1 Identificar las mejores prácticas publicadas N
16390 13.1.3.3 Modelar y documentar los procesos N
16391 13.1.3.4 Publicar los procesos N
16392 13.1.4 Administrar el desarrollo de los procesos N
16393 13.1.4.1 Proporcionar entrenamiento en los procesos N
16394 13.1.4.2 Apoyar la ejecución de procesos N
16395 13.1.4.3 Medir y reportar el desarrollo de los procesos N
20141 13.1.4.3.1 Conforme se requiera, identificar mayores métricas N
16396 13.1.5 Mejorar los procesos N
16397 13.1.5.1 Identificar y seleccionar las oportunidades de mejora N
16398 13.1.5.2 Administrar los proyectos de mejora N
16399 13.1.5.3 Desarrollar actividades de mejora continua N
16400 13.2 Administrar la cartera, programas y proyectos N
16401 13.2.1 Administrar cartera N
16402 13.2.1.1 Establecer una estrategia de cartera N
16403 13.2.1.2 Definir al gobierno de la cartera N
16404 13.2.1.3 Monitorear y controlar la cartera N
16405 13.2.2 Administrar los programas N
16406 13.2.2.1 Establecer el acercamiento y la estructura de los programas N
16407 13.2.2.2 Administrar los programas de partes interesadas y accionistas N
16408 13.2.2.3 Administrar la ejecución del programa N
16409 13.2.2.4 Revisar y reportar el desarrollo del programa N
16410 13.2.3 Administrar proyectos N
16411 13.2.3.1 Establecer el alcance de los proyectos N
11117 13.2.3.1.1 Identificar los requerimientos y objetivos de los proyectos N
16412 13.2.3.1.2 Identificar los requerimientos de los recursos de los N
proyectos
11118 13.2.3.1.3 Evaluar la cultura y la disponibilidad para el acercamiento N
de la gestión de proyectos

Hierarchy Metrics
11119 13.2.3.1.4 Identificar las metodologías apropiadas de gestión de N
proyectos
11120 13.2.3.1.5 Crear casos de negocio y obtener financiamiento N
11121 13.2.3.1.6 Desarrollar medidas e indicadores del proyecto N
16413 13.2.3.2 Desarrollar planes de proyecto N
11123 13.2.3.2.1 Definir roles y recursos N
20142 13.2.3.2.2 Adquirir/asegurar los recursos del proyecto N
11124 13.2.3.2.3 Identificar requerimientos de TI específicos N
11125 13.2.3.2.4 Crear planes de capacitación y comunicación N
11127 13.2.3.2.5 Diseñar acercamientos de reconocimiento y recompensa N
11128 13.2.3.2.6 Diseñar y planear el lanzamiento del proyecto N
11129 13.2.3.2.7 Desplegar el proyecto N
16414 13.2.3.3 Ejecutar Proyectos N
11131 13.2.3.3.1 Evaluar el impacto administrativo del proyecto (estrategia y N
proyectos) sobre las medidas y resultados
16415 13.2.3.3.2 Reportar el estatus del proyecto N
16416 13.2.3.3.3 Administrar el alcance del proyecto N
11132 13.2.3.3.4 Promover y sostener la actividad y el involucramiento N
11133 13.2.3.3.5 Realinear y refrescar la estrategia y el acercamiento de la N
administración del proyecto
16417 13.2.3.4 Revisar y reportar el desarrollo del Proyecto N
16418 13.2.3.5 Cerrar el Proyecto N
17471 13.3 Administrar la calidad de la empresa N
17472 13.3.1 Establecer la calidad de los requerimientos N
17473 13.3.1.1 Definirlas características críticas de calidad N
17474 13.3.1.2 Definir las actividades preventivas de calidad N
17475 13.3.1.3 Desarrollar controles de calidad N
17476 13.3.1.3.1 Definir los pasos del proceso para controles (o puntos de N
integración)
17477 13.3.1.3.2 Definir plan de muestreo N
17478 13.3.1.3.3 Identificar los métodos de medidas N
17479 13.3.1.3.4 Definir las competencias requeridas N
17480 13.3.1.4 Probar la capacidad para evaluar el cumplimiento con los N
requerimientos
17481 13.3.1.5 Finalizar el plan de calidad N
17482 13.3.2 Evaluar el rendimiento de los requerimientos N
17483 13.3.2.1 Examinar contra el plan de calidad N
17484 13.3.2.1.1 Realizar pruebas y recolectar información N
17485 13.3.2.1.2 Registrar los resultados N
17486 13.3.2.1.3 Determinar las disposiciones del resultado(s) N
17487 13.3.2.2 Evaluar los resultados de las pruebas N
17488 13.3.2.2.1 Evaluar el significado de la muestra N
17489 13.3.2.2.2 Resumen del resultado(s) N

Hierarchy Metrics
17490 13.3.2.2.3 Recomendar acciones N
17491 13.3.2.2.4 Decidir los siguientes pasos N
17492 13.3.3 Administrar la inconformidad N
17493 13.3.3.1 Evaluar el impacto potencial N
17494 13.3.3.2 Determinar la acción(es) inmediata N
17495 13.3.3.3 Identificar la raíz de la causa(s) N
17496 13.3.3.4 Tomar acciones correctivas o preventivas N
17497 13.3.3.5 Cerrar las no-conformidades N
17498 13.3.4 Implementar y mantener el Sistema de calidad administrativa de N
la empresa (EQMS por sus siglas en inglés)
17499 13.3.4.1 Definir la estrategia de calidad N
17500 13.3.4.2 Planear y despegar el alcance, objetivos y metas EQMS N
17501 13.3.4.3 Identificar los procesos, controles y métricas principales de N
EQMS
17502 13.3.4.4 Desarrollar y documentar las políticas, procedimientos, N
estándares y medidas EQMS.
17503 13.3.4.5 Evaluar el desarrollo EQMS N
17504 13.3.4.6 Crear el ambiente y las capacidades para mejoras de EQMS N
17505 13.3.4.6.1 Premiar la excelencia de calidad N
17506 13.3.4.6.2 Crear y mantener sociedades de calidad N
17507 13.3.4.6.3 Mantener talento de competencias y capacidades N
17508 13.3.4.6.4 Incorporar los mensajes EQMS en los canales de N
comunicación
17509 13.3.4.6.5 Asegurar el acceso administrativo independiente EQMS para N
autoridades apropiadas en la organización
17510 13.3.4.6.6 Transferir métodos comprobados de transferencia N
11074 13.4 Administrar el Cambio N
11134 13.4.1 Hacer planes para el cambio N
11138 13.4.1.1 Seleccionar una metodología de mejora de procesos N
11140 13.4.1.2 Determinar accionistas N
11139 13.4.1.3 Evaluar la disponibilidad para un cambio N
11141 13.4.1.4 Identificar los mejores campeones N
11142 13.4.1.5 Formar un equipo de diseño N
11143 13.4.1.6 Definir el alcance N
11144 13.4.1.7 Entender el estado actual N
11145 13.4.1.8 Definir el estado futuro N
11146 13.4.1.9 Llevar a cabo análisis de riesgo organizacional N
11147 13.4.1.10 Evaluar aspectos culturales N
20143 13.4.1.11 Identificar grupos impactados N
20144 13.4.1.12 Determinar el grado/extensión del impacto N
11148 13.4.1.13 Establecer responsabilidades para la administración del N
11149 13.4.1.14 cambio
Identificar las barreras para el cambio N
11150 13.4.1.15 Determinar a las personas que promoverían el cambio N

Hierarchy Metrics
11151 13.4.1.16 Identificar los recursos y desarrollar medidas N
11135 13.4.2 Diseñar el Cambio N
11152 13.4.2.1 Evaluar la conexión que exista con otras iniciativas N
11153 13.4.2.2 Desarrollar planes de administración del cambio N
11154 13.4.2.3 Desarrollar planes de capacitación N
11155 13.4.2.4 Desarrollar planes de comunicación N
20145 13.4.2.5 Asignar el cambio del campeón(es) N
11156 13.4.2.6 Desarrollar planes de incentivos/premios N
11157 13.4.2.7 Establecer la adopción de medidas métricas N
11158 13.4.2.8 Establecer/aclarar nuevos roles N
11159 13.4.2.9 Identificar presupuestos/roles N
11136 13.4.3 Implementar el Cambio N
11160 13.4.3.1 Crear un compromiso para la mejora/cambio N
11161 13.4.3.2 Hacer un proyecto de reingeniería para los procesos y sistemas N
de negocios
11162 13.4.3.3 Apoyar la transición hacia nuevos papeles o estrategias de N
salida para los ocupantes
11163 13.4.3.4 Monitorear el cambio N
20146 13.4.3.5 Reportar el cambio N
11137 13.4.4 Sustentar la mejora N
11164 13.4.4.1 Monitorear el desempeño de los procesos mejorados N
11165 13.4.4.2 Capturar y utilizar otra vez las lecciones aprendidas del N
proceso de cambio
11166 13.4.4.3 Tomar medidas correctivas tal como se vayan necesitando N
11073 13.5 Desarrollar y Administrar la capacidad administrativa de Y
conocimiento a lo largo de la empresa (KM por sus siglas en
inglés)
11095 13.5.1 Desarrollar una estrategia KM N
11100 13.5.1.1 Desarrollar un modelo de gobierno N
11101 13.5.1.2 Establecer un grupo nuclear KM Central N
11102 13.5.1.3 Definir los roles y la responsabilidad del grupo nuclear contra N
las unidades operativas
11103 13.5.1.4 Desarrollar modelos de fondos N
11104 13.5.1.5 Identificar las relaciones que existen con las iniciativas clave N
11105 13.5.1.6 Desarrollar metodologías centrales KM N
11106 13.5.1.7 Evaluar las necesidades TI y contratar la función TI N
11107 13.5.1.8 Desarrollar los planes de comunicación y capacitación N
11108 13.5.1.9 Desarrollar los enfoques de cambios administrativos N
11109 13.5.1.10 Desarrollar los indicadores y medidas estratégicas N
11096 13.5.2 Evaluar las capacidades KM Y
11110 13.5.2.1 Evaluar el vencimiento de las iniciativas KM existentes N
11111 13.5.2.2 Evaluar los acercamientos KM existentes N
11112 13.5.2.3 Identificar las necesidades y brechas N
11113 13.5.2.4 Resaltar/modificar los acercamientos KM existentes N

Hierarchy Metrics
11114 13.5.2.5 Desarrollar nuevos acercamientos KM N
11115 13.5.2.6 Implementar nuevos acercamientos KM N
16436 13.6 Medidas y Benchmark N
11071 13.6.1 Crear y administrar estrategias de desempeño organizacional N
11075 13.6.1.1 Crear modelos de sistemas de medición empresarial N
11076 13.6.1.2 Medir la productividad de los procesos N
11077 13.6.1.3 Medir la efectividad de costos N
11078 13.6.1.4 Medir la eficiencia del personal N
11079 13.6.1.5 Medir el tiempo de ciclos N
11072 13.6.2 Desempeño de benchmark N
11083 13.6.2.1 Llevar a cabo evaluaciones de desempeño N
11084 13.6.2.2 Desarrollar capacidades de benchmarking N
11085 13.6.2.3 Conducir un benchmarking competitivo interno y externo N
11087 13.6.2.4 Realizar un análisis de brechas N
11088 13.6.2.5 Establecer la necesidad del cambio N
20147 13.6.3 Evaluar el proceso de desarrollo N
10270 13.6.3.1 Establecer indicadores de desarrollo apropiados (métricas) N
10271 13.6.3.2 Establecer la frecuencia del monitoreo N
20148 13.6.3.3 Recolectar información N
10272 13.6.3.4 Calcular las medidas de desarrollo N
10273 13.6.3.5 Identificar las tendencias de desarrollo N
10274 13.6.3.6 Analizar el desarrollo contra la información benchmark N
10275 13.6.3.7 Preparar reportes N
10276 13.6.3.8 Desarrollar un plan de mejoras en el desarrollo N
11179 13.7 Administrar la salud y seguridad ambiental (EHS por sus siglas en N
inglés)
11180 13.7.1 Determinar los impactos ambientales, de salud y de seguridad Y
11186 13.7.1.1 Evaluar el impacto ambiental de los productos, servicios y N
operaciones
11187 13.7.1.2 Llevar a cabo auditorías ambientales, de salud y de seguridad N
11181 13.7.2 Desarrollar y llevar a cabo un programa funcional de EHS N
11188 13.7.2.1 Identificar los requerimientos regulatorios y de las partes N
interesadas
11189 13.7.2.2 Evaluar los riesgos y oportunidades futuras N
11190 13.7.2.3 Crear una política de EHS N
11191 13.7.2.4 Registrar y administrar los eventos de EHS N
11182 13.7.3 Capacitar y educar a los empleados N
11192 13.7.3.1 Comunicar los asuntos de EHS a los depositarios y N
proporcionar apoyo
11183 13.7.4 Monitorear y administrar el programa EHS N
11193 13.7.4.1 Administrar los costos y beneficios de EHS N
11194 13.7.4.2 Medir y reportar el desempeño de EHS N
11196 13.7.4.3 Implementar un programa para responder ante una emergencia N

Hierarchy Metrics
11197 13.7.4.4 Implementar un programa para prevenir la contaminación N
11195 13.7.4.5 Proporcionar a los empleados apoyo con respecto a EHS N

Hierarchy Metrics
17040 1.1 Definir el concepto del negocio y la visión a largo plazo N
10017 1.1.1 Evaluar el ambiente externo Y
19945 1.1.1.1 Identificar competencia N
10021 1.1.1.2 Analizar y evaluar competencia N
10022 1.1.1.3 Identificar las tendencias económicas N
10023 1.1.1.4 Identificar asuntos políticos y reguladores N
10024 1.1.1.5 Evaluar nuevas innovaciones tecnológicas N
10025 1.1.1.6 Analizar demografía N
10026 1.1.1.7 Identificar cambios sociales y culturales N
10027 1.1.1.8 Identificar cuestiones ecológicas N
16790 1.1.1.9 Identificar cuestiones de propiedad intelectual (IP) N
16791 1.1.1.10 Evaluar opciones de adquisición de IP N
10018 1.1.2 Realizar encuestas y determinar deseos y necesidades del cliente Y
10028 1.1.2.1 Llevar a cabo evaluaciones e investigaciones N
cualitativas/cuantitativas
19946 1.1.2.2 Capturar las necesidades y deseos de los clientes N
19947 1.1.2.3 Evaluar deseos y necesidades de los clientes N
10019 1.1.3 Evaluar el ambiente interno N
10030 1.1.3.1 Analizar las características organizacionales N
19948 1.1.3.2 Analizar las operaciones internas N
10031 1.1.3.3 Crear líneas base para procesos actuales N
10032 1.1.3.4 Analizar sistemas y tecnología N
10033 1.1.3.5 Analizar salud financiera N
10034 1.1.3.6 Identificar capacidades centrales N
10020 1.1.4 Establecer visión estratégica N
19949 1.1.4.1 Definir la visión estratégica N
10035 1.1.4.2 Alinear a los accionistas alrededor de la visión estratégica N
10036 1.1.4.3 Comunicar la visión estratégica a los accionistas N
16792 1.1.5 Conducir oportunidades de reestructuración organizacional N
16793 1.1.5.1 Identificar oportunidades de reestructuración N
16794 1.1.5.2 Realizar la debida diligencia N
16795 1.1.5.3 Analizar las opciones de ventas N
16796 1.1.5.3.1 Evaluar opciones de adquisición N
16797 1.1.5.3.2 Evaluar opciones de fusión N
16798 1.1.5.3.3 Evaluar opciones de desunión N
16799 1.1.5.3.4 Evaluar opciones de enajenación N
10015 1.2 Desarrollar estrategia de negocios N
10037 1.2.1 Desarrollar una declaración de misión general N
10044 1.2.1.1 Definir el negocio actual N
10045 1.2.1.2 Formular la misión N
10046 1.2.1.3 Comunicar la misión N

Hierarchy Metrics
10038 1.2.2 Definir y evaluar las opciones estratégicas para alcanzar los N
objetivos
10047 1.2.2.1 Definir opciones estratégicas N
18083 1.2.2.1.1 Seleccionar asociaciones y relaciones para apoyar la N
empresa extendida
10048 1.2.2.2 Evaluar y analizar el impacto de cada opción N
13289 1.2.2.2.1 Identificar trancendencias de los elementos clave del modelo N
operativo que requieren cambios
13290 1.2.2.2.2 Identificar tracendecias de aspectos tecnológicos clave N
16800 1.2.2.3 Desarrollar estrategia B2B (Negocio a Negocio) N
16801 1.2.2.3.1 Desarrollar servicio como estrategia de producto N
16802 1.2.2.4 Desarrollar estrategia B2C (Negocio a Cliente) N
16803 1.2.2.5 Desarrollar estrategia socio/alianza N
16805 1.2.2.6 Desarrollar estrategia de fusión/separación/adquisición salida N
16806 1.2.2.7 Desarrollar estrategia de innovación N
14189 1.2.2.8 Desarrollar estrategia de sostenibilidad N
19950 1.2.2.9 Desarrollar estrategia de apoyo global N
19951 1.2.2.10 Desarrollar estrategia de servicios compartidos N
14197 1.2.2.11 Desarrollar estrategia de mejoras austeras/continuas N
19952 1.2.2.12 Desarrollar estrategia de innovación y marco N
10039 1.2.3 Elegir estrategia de negocio a largo plazo N
10040 1.2.4 Coordinar y alinear estrategias funcionales y de proceso N
10041 1.2.5 Crear diseño organizacional N
10049 1.2.5.1 Evaluar amplitud y profundidad de la estructura N
10050 1.2.5.2 organizacional
Realizar cartografia de roles específicos de trabajo y análisis N
de valor agregado
10051 1.2.5.3 Desarrollar diagrama de funciones para evaluar actividad de N
entrega
10052 1.2.5.4 Realizar talleres de rediseño de la organización N
10053 1.2.5.5 Diseñar las relaciones entre las unidades organizacionales N
10054 1.2.5.6 Desarrollar análisis de rol y diagramas de actividad para N
procesos clave
10055 1.2.5.7 Evaluar implicaciones organizacionales de alternativas viables N
10056 1.2.5.8 Migrar a una nueva organización N
10042 1.2.6 Desarrollar y establecer las metas de la organización N
19953 1.2.6.1 Identificar las metas de la organización N
19954 1.2.6.2 Establecer métricas de línea base N
19955 1.2.6.3 Monitorear rendimiento contra objetivos N
10043 1.2.7 Formular estrategias de unidad de negocio N
19956 1.2.7.1 Analizar estrategias de unidad de negocio N
19957 1.2.7.2 Identificar capacidad central por cada unidad de negocio N
19958 1.2.7.3 Refinar las estrategias de las unidades de negocio en apoyo a N
la estrategia de la empresa

Hierarchy Metrics
19959 1.2.8 Desarrollar estrategia de experiencia del cliente N
19960 1.2.8.1 Evaluar experiencia del cliente N
19961 1.2.8.1.1 Identificar y revisar puntos de contacto del cliente N
19962 1.2.8.1.2 Evaluar la experiencia del cliente a través de los puntos de N
contacto
19963 1.2.8.1.3 Realizar analisis de causas pricipales en la experiencia de N
servicion al cliente
19964 1.2.8.2 Diseñar la experiencia del consumidor N
16612 1.2.8.2.1 Definir y administrar personajes N
19965 1.2.8.2.2 Crear mapas de recorrido del consumidor N
19966 1.2.8.2.3 Definir una vision única del cliente para la organización N
19967 1.2.8.2.4 Definir una visión para la experiencia del consumidor N
19968 1.2.8.2.5 Validar con los consumidores N
19969 1.2.8.2.6 Alinear la experiencia con los valores de marca y las N
estrategias comerciales
19970 1.2.8.2.7 Desarrollar estrategia de contenido N
19971 1.2.8.3 Diseñar estructura de apoyo al consumidor N
19972 1.2.8.3.1 Identificar las capacidades necesarias N
19973 1.2.8.3.2 Identificar el impacto en procesos funcionales N
19974 1.2.8.4 Desarrollar una hoja de ruta de experiencia del cliente para N
desarrollar e implementar capacidades definidas
18916 1.2.9 Comunicar estrategias interna y externamente N
10016 1.3 Ejecutar y medir iniciativas estratégicas N
10057 1.3.1 Desarrollar iniciativas estratégicas N
19975 1.3.1.1 Identificar prioridades estratégicas N
19976 1.3.1.2 Desarrollar iniciativas estratégicas basadas en negocios/ valor N
del consumidor
19977 1.3.1.3 Revisar con accionistas N
10058 1.3.2 Evaluar iniciativas estratégicas N
19978 1.3.2.1 Determinar el valor del negocio para cada prioridad estratégica N
19979 1.3.2.2 Determinar el valor del consumidor para cada prioridad N
estratégica
10059 1.3.3 Seleccionar iniciativas estratégicas N
19980 1.3.3.1 Priorizar iniciativas estratégicas N
19981 1.3.3.2 Comunicar iniciativas estratégicas a las unidades de negocio y N
accionistas
10060 1.3.4 Establecer medidas de alto nivel N
19982 1.3.4.1 Identificar los controladores de valor empresarial N
19983 1.3.4.2 Establecer puntos de referencia para los controladores de valor N
empresarial
19984 1.3.4.3 Monitorear desempeño contra puntos de referencia N
19507 1.3.5 Ejecutar iniciativas estratégicas N

Hierarchy Metrics
19696 2.1 Gobernar y administrar el programa de desarrollo de Y
productos/servicios
10061 2.1.1 Administrar cartera de productos y servicios Y
10063 2.1.1.1 Evaluar el rendimiento de los productos/servicios existentes Y
frente a las oportunidades de mercado
10066 2.1.1.2 Confirmar la alineación de los conceptos de N
productos/servicios con la estrategia del negocio
10074 2.1.1.3 Priorizar y seleccionar nuevos conceptos de N
productos/servicios
10073 2.1.1.4 Planear y desarrollar objetivos de costo y calidad N
10075 2.1.1.5 Especificar los objetivos de sincronización del desarrollo N
10076 2.1.1.6 Plan para modificaciones de oferta de productos/servicios N
10067 2.1.2 Administrar ciclos de vida de productos y servicio Y
16824 2.1.2.1 Desarrollar plan para desarrollo e introducción/lanzamiento de N
nuevos productos/servicios
10077 2.1.2.2 Introducir nuevos productos/servicios N
10078 2.1.2.3 Retirar productos/servicios obsoletos N
10079 2.1.2.4 Identificar y refinar indicadores de desempeño N
11423 2.1.2.5 Conducir una revisión posterior al lanzamiento N
19646 2.1.2.5.1 Llevar a cabo una prueba analítica posterior al lanzamiento N
para examinar la aceptación en el mercado
11424 2.1.2.5.2 Revisar el rendimiento en el mercado N
11425 2.1.2.5.3 Revisar la efectividad de la cadena de suministro y red de N
distribución
19647 2.1.2.5.4 Aplicar datos y análisis para revisar las metodologías de la N
cadena de suministro
11426 2.1.2.5.5 Revisar la calidad y desempeño de los productos/servicios N
11427 2.1.2.5.6 Conducir una revisión financiera N
11428 2.1.2.5.7 Conducir evaluación de desarrollo de productos nuevos N
19985 2.1.3 Administrar patentes, derechos de autor y requisitos reguladores N
19941 2.1.3.1 Conducir revisiones obligatorias y opcionales N
16826 2.1.3.2 Revisar violaciones de patentes y derechos de autor N
16827 2.1.3.3 Determinar las necesidades de patentes y derechos de autor N
19697 2.1.3.4 Definir los requisitos de la gestión de la documentación N
técnica del productos
12771 2.1.3.5 Administrar requisitos regulatorios N
12772 2.1.3.5.1 Capacitar a los empleados en los requisitos reglamentarios N
apropiados
12773 2.1.3.5.2 Mantener registros para las agencias regulatorias N
12776 2.1.3.5.3 Gestionar el ciclo de vida de las presentaciones regulatorias N
11740 2.1.4 Administrar datos maestros de productos y servicios Y
11741 2.1.4.1 Administrar la lista maestra de materiales N

Hierarchy Metrics
11742 2.1.4.2 Administrar facturas de material N
11743 2.1.4.3 Administrar enrutamientos N
11744 2.1.4.4 Administrar especificaciones N
11745 2.1.4.5 Administrar dibujos N
11746 2.1.4.6 Administrar clasificación de productos/materiales N
11747 2.1.4.7 Desarrollar y mantener documentos de calidad/inspección N
11748 2.1.4.8 Mantener los datos de especificación del proceso N
11749 2.1.4.9 Gestionar los datos de trazabilidad N
11750 2.1.4.10 Revisar y aprobar solicitudes de acceso a datos N
19698 2.2 Generar y definir ideas de nuevos productos/servicios Y
10065 2.2.1 Realizar investigación de descubrimiento Y
10070 2.2.1.1 Identificar nuevas tecnologías N
10071 2.2.1.2 Desarrollar nuevas tecnologías N
10072 2.2.1.3 Evaluar la viabilidad de integrar nuevos conceptos de N
tecnología en productos/servicios
19669 2.2.2 Generar nuevos conceptos de productos/servicios N
19986 2.2.2.1 Reunir ideas y requisitos para nuevos productos/servicios N
19987 2.2.2.2 Analizar ideas y requisitos para nuevos productos/servicios N
19988 2.2.2.3 Evaluar nuevas entradas y requisitos de productos/servicios N
19989 2.2.2.4 Formular nuevos conceptos de productos/servicios N
10068 2.2.2.5 Identificar mejoras potenciales a productos y servicios N
existentes
19990 2.2.3 Definir requisitos de desarrollo de productos/servicios N
11331 2.2.3.1 Definir requisitos de productos/servicios N
19991 2.2.3.1.1 Definir requisitos funcionales básicos N
16808 2.2.3.1.2 Derivar requisitos de interoperabilidad para productos y N
servicios
16809 2.2.3.1.3 Derivar requisitos de confianza para productos y servicios N
16810 2.2.3.1.4 Derivar requisitos de seguridad para productos andservicios N
16811 2.2.3.1.5 Derivar requisitos de cumplimiento normativo N
16812 2.2.3.1.6 Derivar requisitos de estándares de industria N
19992 2.2.3.1.7 Desarrollar requisitos de experiencia de usuario N
16814 2.2.3.1.8 Derivar oferta de “servicios-como- producto” N
16815 2.2.3.2 Definir modelo de apoyo posterior al lanzamiento N
17389 2.2.3.3 Identificar oportunidades de agrupamiento de N
productos/servicios
10062 2.3 Desarrollar productos y servicios Y
19993 2.3.1 Diseño y prototipo de productos y servicios Y
10083 2.3.1.1 Asignar recursos al proyecto de productos/servicios N
19994 2.3.1.1.1 Identificar requisitos para los socios de desarrollo para N
productos/ servicios
10084 2.3.1.2 Preparar un caso de negocio de alto nivel y una evaluación N
técnica

Hierarchy Metrics
10085 2.3.1.3 Desarrollar especificaciones de diseño para N
16813 2.3.1.4 productos/servicios
Desarrollar especificaciones de diseño de experiencia del N
usuario
16817 2.3.1.5 Proporcionar recomendaciones relacionadas con garantía N
10086 2.3.1.6 Documentar especificaciones de diseño N
10087 2.3.1.7 Conducir revisiones externas obligatorias y opcionales N
19995 2.3.1.8 Diseñar productos/servicios N
16819 2.3.1.8.1 Diseñar para fabricación N
16820 2.3.1.8.2 Diseñar para mantenimiento de productos N
16821 2.3.1.8.3 Diseñar para refabricación N
16822 2.3.1.8.4 Revisar la metodología de solución de problemas del N
16818 2.3.1.8.5 producto
Diseñar y administrar datos de producto, diseño y facturas de N
materiales
16823 2.3.1.8.6 Diseñar para mejorar productos N
10088 2.3.1.9 Construir prototipos/prueba de conceptos N
10098 2.3.1.10 Desarrollar y examinar la producción de prototipos y/o el N
proceso de servicio de envío
10089 2.3.1.11 Eliminar problemas de calidad y confiabilidad N
10090 2.3.1.12 Realizar pruebas internas de producto/servicio y evaluar N
viabilidad
10091 2.3.1.13 Identificar los indicadores de rendimiento de diseño/desarrollo N
10092 2.3.1.14 Colaborar en el diseño con proveedores y socios externos N
19996 2.3.2 Examinar el mercado para productos y servicios nuevos o Y
revisados
10093 2.3.2.1 Preparar estudio de Mercado detallado N
10094 2.3.2.2 Realizar pruebas y entrevistas a clientela N
10095 2.3.2.3 Finalizar las características de los productos/servicios y los N
casos comerciales
10096 2.3.2.4 Finalizar los requisitos técnicos N
19997 2.3.3 Prepararse para el envío de producción/servicio Y
10099 2.3.3.1 Diseñar y obtener capacidades necesarias/ materiales y equipo N
10097 2.3.3.2 Identificar los requisitos para cambios en los procesos de N
manufactura y entrega
11418 2.3.3.3 Solicitar cambio de ingeniería/procesos N
10100 2.3.3.4 Instalar y validar el proceso de producción/servicio de entrega N
11417 2.3.3.4.1 Monitorear la producción inicial N
19998 2.3.3.5 Validar procedimientos de lanzamiento N

Hierarchy Metrics
10101 3.1 Comprender mercados, clientes y capacidades Y
10106 3.1.1 Realizar análisis de inteligencia de clientes y mercado Y
10108 3.1.1.1 Realizar investigación de cliente y mercado N
10114 3.1.1.1.1 Comprender las necesidades del consumidor y predecir su N
comportamiento de compra
10109 3.1.1.2 Identificar segmentos de mercado N
10115 3.1.1.2.1 Determinar la pérdida/ganancia de participación de mercado N
10110 3.1.1.3 Analizar las tendencias del mercado y la industria N
10111 3.1.1.4 Analizar organizaciones competidoras, productos/servicios N
competitivos/sustitutos
10112 3.1.1.5 Evaluar productos/servicios existentes N
10113 3.1.1.6 Evaluar el ambiente interno y externo del negocio N
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Y
10116 3.1.2.1 Cuantificar oportunidades de mercado N
10117 3.1.2.2 Determinar segmentos objetivo N
18941 3.1.2.2.1 Identificar segmentos de mercado poco atendidos y N
10118 3.1.2.3 saturados
Priorizar las oportunidades consistentes con las capacidades y N
la estrategia comercial general
10119 3.1.2.4 Validar oportunidades N
10120 3.1.2.4.1 Prueba con los clientes/consumidores N
10121 3.1.2.4.2 Confirmar capacidades internas N
10102 3.2 Desarrollar una estrategia de marketing Y
11168 3.2.1 Definir oferta y propuesta de valor para el cliente Y
11169 3.2.1.1 Definir oferta y posicionamiento N
11170 3.2.1.2 Desarrollar proposición de valor incluyendo posicionamiento N
de marca para segmentos objetivo
11171 3.2.1.3 Validar propuesta de valor con segmentos objetivo N
11172 3.2.1.4 Desarrollar una nueva marca N
10123 3.2.2 Definir estrategia de precios N
13169 3.2.2.1 Realizar análisis de precios N
10124 3.2.2.2 Establecer guías para aplicar precios y descuentos a los N
productos/servicios
19999 3.2.2.3 Establecer objetivos de precios N
10125 3.2.2.4 Aprobar estrategias de precios/políticas y objetivos N
20000 3.2.3 Definir y gestionar la estrategia del canal Y
20001 3.2.3.1 Determinar canales a ser apoyados N
20002 3.2.3.2 Establecer objetivos del canal N
10127 3.2.3.3 Determinar el rol del canal y ajustarse a los segmentos N
10128 3.2.3.4 objetivo
Seleccionar canales para segmentos objetivo N
20003 3.2.3.5 Identificar las capacidades del canal requeridas N
10126 3.2.3.6 Evaluar atributos del canal y socios potenciales N

Hierarchy Metrics
20004 3.2.3.7 Orquestar la experiencia del cliente sin problemas a través de Y
los canales compatibles
16590 3.2.3.7.1 Definir la estrategia omnicanal N
16591 3.2.3.7.2 Definir requisitos omnicanal N
16592 3.2.3.7.3 Desarrollar políticas y procedimientos del omnicanal N
20005 3.2.3.8 Desarrollar y gestionar la hoja de ruta de ejecución N
20006 3.2.4 Analizar y gestionar el rendimiento del canal Y
16573 3.2.4.1 Establecer métricas y objetivos específicos del canal Y
16574 3.2.4.2 Monitorear e informar el desempeño N
16575 3.2.4.3 Monitorear e informar los eventos que influencian los factores N
16500 3.2.4.4 Analizar el desempeño N
16501 3.2.4.5 Desarrollar un plan para mejoras N
16848 3.2.5 Desarrollar estrategia de comunicación de marketing N
16849 3.2.5.1 Desarrollar calendario de comunicación al cliente N
16850 3.2.5.2 Definir estrategia de relaciones públicas (PR) N
16851 3.2.5.3 Definir estrategia directa de marketing N
16852 3.2.5.4 Definir estrategia interna de comunicación de marketing N
16853 3.2.5.5 Identificar nuevos medios para comunicación de marketing N
16854 3.2.5.6 Definir estrategia para nuevos medios de comunicación N
16855 3.2.5.7 Definir estrategia de comunicación de puntos de venta (POS) N
18627 3.2.5.8 Definir guías y mecanismos de comunicación N
18924 3.2.6 Diseñar y administrar el programa de fidelidad del cliente N
20007 3.2.6.1 Definir el programa de fidelidad del cliente N
18925 3.2.6.2 Adquirir miembros para el programa de fidelidad del cliente N
18926 3.2.6.3 Construir compromiso y relación con los miembros N
16633 3.2.6.4 Monitorear los beneficios del programa de fidelidad del cliente N
para la empresa y el cliente
18927 3.2.6.5 Optimizar el valor del programa de fidelidad para ambos, la N
empresa y el cliente
20008 3.3 Desarrollar y administrar planes de marketing Y
10148 3.3.1 Establecer metas, objetivos y métricas para productos/ servicios Y
por canal/segmento
10149 3.3.2 Establecer presupuestos de marketing Y
10155 3.3.2.1 Confirmar la alineación del marketing a la estrategia del N
10156 3.3.2.2 negocio
Determinar costos demarketing N
10157 3.3.2.3 Crear presupuesto de marketing N
17683 3.3.2.4 Determinar el ROI proyectado para inversión de marketing N
20593 3.3.3 Desarrollar y administrar precios N
20009 3.3.3.1 Comprender los requisitos de recursos para cada N
producto/servicio y canal/método de entrega
18948 3.3.3.2 Determinar incentivos corporativos N
10163 3.3.3.3 Determinar el precio basado enel pronóstico volumen/unidad N
10164 3.3.3.4 Ejecutar el plan de precios N

Hierarchy Metrics
10165 3.3.3.5 Evaluar el rendimiento de los precios N
10166 3.3.3.6 Refinar el precio como sea necesario N
11495 3.3.3.7 Implementar programas de precios promocionales N
11496 3.3.3.8 Implementar otros programas de precios al por menor N
11497 3.3.3.9 Comunicar e implementar cambios de precio N
17684 3.3.3.10 Lograr la aprobación regulatoria para la fijación de precios N
20010 3.3.4 Desarrollar y administrar actividades promocionales N
10167 3.3.4.1 Definir conceptos y objetivos promocionales N
10159 3.3.4.2 Desarrollar mensajes de marketing N
10160 3.3.4.3 Definir el publico objetivo N
10168 3.3.4.4 Planear y examinar actividades promocionales N
10169 3.3.4.5 Ejecutar actividades promocionales N
10170 3.3.4.6 Evaluar el desempeño de métricas promocionales N
10171 3.3.4.7 Refinar las métricas de desempeño promocional N
10172 3.3.4.8 Incorporar aprendizaje en promociones futuras/planeadas para N
el consumidor
10153 3.3.5 Rastrear medidas de gestión del cliente Y
10173 3.3.5.1 Determinar el valor de vida del cliente N
10174 3.3.5.2 Analizar la tendencia de los ingresos del cliente N
10175 3.3.5.3 Analizar las tasas de deserción y retención del cliente N
10176 3.3.5.4 Analizar las métricas del cliente N
10177 3.3.5.5 Revisar las estrategias, objetivos y planes del cliente basados N
en métricas
16613 3.3.6 Analizar y responder a las percepciones del cliente Y
16627 3.3.6.1 Monitorear y responder a la actividad de medios sociales N
16614 3.3.6.2 Analizar la actividad del cliente en el sitio web N
16615 3.3.6.3 Analizar los patrones de compra del cliente N
16616 3.3.6.4 Desarrollar reglas de negocios para proporcionar ofertas N
personalizadas
16617 3.3.6.5 Monitorear la efectividad de las ofertas personalizadas y N
ajustar las ofertas correspondientes
10154 3.3.7 Desarrollar y gestionar la estrategia de empaquetado N
10178 3.3.7.1 Planificar estrategia de empaque N
10179 3.3.7.2 Opciones de embalaje de prueba N
10180 3.3.7.3 Ejecutar estrategia de empaque N
10181 3.3.7.4 Refinar el empaquetado N
16629 3.3.8 Administrar contenido de marketing de productos N
16630 3.3.8.1 Administrar la imagen de los productos N
18130 3.3.8.2 Administrar la copia del producto N
10103 3.4 Desarrollar estrategia de ventas Y
10129 3.4.1 Desarrollar pronóstico de ventas Y
10134 3.4.1.1 Reunir información actual e histórica N
10135 3.4.1.2 Analizar tendencias y patrones de venta N

Hierarchy Metrics
10136 3.4.1.3 Generar pronóstico de ventas N
10137 3.4.1.4 Analizar promociones y eventos históricos y planeados N
10130 3.4.2 Desarrollar socio de ventas/relaciones de alianza N
10138 3.4.2.1 Identificar oportunidades de alianza N
10139 3.4.2.2 Diseñar programas de alianza y métodos para seleccionar y N
administrar relaciones
10140 3.4.2.3 Seleccionar alianzas N
11465 3.4.2.4 Desarrollar la estrategia de comercio de clientes comerciales y N
objetivos de los clientes
11521 3.4.2.5 Definir programas comerciales y opciones de financiamiento N
11466 3.4.2.6 Realizar actividades de planificación para los principales N
clientes comerciales
10141 3.4.2.7 Desarrollar estrategias de gestión de socios y alianzas N
10142 3.4.2.8 Establecer objetivos de gestión de socios y alianzas N
18629 3.4.2.9 Establecer acuerdos de socios y de alianzas N
11522 3.4.2.10 Desarrollar calendarios promocionales y de gestión de N
categoría(calendarios de trade-marketing)
11523 3.4.2.11 Crear planes de venta estratégicos y tácticos por cliente N
11468 3.4.2.12 Comunicar información de planeación a los equipos de N
10131 3.4.3 clientes un presupuesto general de ventas
Establecer Y
17682 3.4.3.1 Calcular la cuota de mercado del producto Y
10143 3.4.3.2 Calcular los ingresos del producto N
10144 3.4.3.3 Determinar los costos variables N
10145 3.4.3.4 Determinar costos generales y fijos N
10146 3.4.3.5 Calcular ganancia neta N
10147 3.4.3.6 Crear presupuesto N
10132 3.4.4 Establecer objetivos y medidas de ventas Y
10133 3.4.5 Establecer medidas de gestión del cliente Y
10105 3.5 Desarrollar y administrar planes de ventas Y
10182 3.5.1 Administrar dirige/oportunidades Y
10188 3.5.1.1 Identificar clientes potenciales N
10189 3.5.1.2 Identificar/recibir dirige/oportunidades N
18115 3.5.1.3 Validar y calificar dirige/oportunidades N
11773 3.5.1.4 Hacer coincidir oportunidades con la estrategia comercial N
18116 3.5.1.5 Desarrollar planes de oportunidad de ganar N
20011 3.5.1.6 Gestionar canales de oportunidades Y
10209 3.5.1.7 Determinar asignación de recurso de ventas N
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Y
10190 3.5.1.8.1 Realizar llamadas de ventas N
10191 3.5.1.8.2 Realizar actividades de pre venta N
20012 3.5.1.8.3 Gestionar reuniones /talleres de clientes N
10192 3.5.1.8.4 Cerrar la venta N
10193 3.5.1.8.5 Registrar el resultado del proceso de ventas Y

Hierarchy Metrics
10183 3.5.2 Administrar clientes y cuentas Y
20013 3.5.2.1 Seleccionar clientes clave/cuentas N
11173 3.5.2.2 Desarrollar ventas/plan de cuentas clave N
20014 3.5.2.3 Administrar ventas/plan clave de cuentas N
11174 3.5.2.4 Administrar relaciones con los clientes N
14208 3.5.2.5 Administrar datos maestros de clientes N
16598 3.5.2.5.1 Recolectar y fusionar información de clientes internos y de N
terceros
16599 3.5.2.5.2 Deduplicar datos de clientes N
11779 3.5.3 Desarrollar y gestionar propuestas de ventas, licitaciones y Y
presupuestos
11781 3.5.3.1 Recibir solicitud de propuesta [RFP por sus siglas en N
11780 3.5.3.2 Refinar requisitos del cliente N
11782 3.5.3.3 Revisar solicitudes RFP/RFQ N
11783 3.5.3.4 Realizar un análisis competitivo N
11784 3.5.3.5 Validar con estrategia/planes de negocio N
11785 3.5.3.6 Comprender el negocio de los clientes y sus requisitos N
20015 3.5.3.7 Desarrollar solución y enfoque de entrega N
11787 3.5.3.8 Identificar requisitos de personal N
11788 3.5.3.9 Desarrollar precios y estimados de programación N
11789 3.5.3.10 Realizar análisis de rentabilidad N
20016 3.5.3.11 Administrar revisiones internas N
20017 3.5.3.12 Administrar aprobaciones internas N
11790 3.5.3.13 Enviar/presentar oferta/propuesta/presupuesto al cliente N
20018 3.5.3.14 Revisar oferta/propuesta/presupuesto N
11793 3.5.3.15 Gestionar el resultado de la notificación N
10185 3.5.4 Administrar órdenes de venta Y
10194 3.5.4.1 Aceptar y validar órdenes de venta N
10195 3.5.4.2 Recopilar y mantener información de la cuenta Y
10201 3.5.4.2.1 Supervisar detalles de cuentas clave N
10202 3.5.4.2.2 Recuperar detalles completos del cliente N
10203 3.5.4.2.3 Modificar los detalles de la parte involucrada N
10204 3.5.4.2.4 Registrar detalles de dirección N
10205 3.5.4.2.5 Registrar detalles del contacto N
10206 3.5.4.2.6 Registrar los detalles del perfil de comunicación del cliente N
clave
10207 3.5.4.2.7 Revisar información de la parte involucrada N
10208 3.5.4.2.8 Eliminar la información de la parte involucrada N
10196 3.5.4.3 Determinar disponibilidad Y
10197 3.5.4.4 Determinar el proceso de cumplimiento Y
10198 3.5.4.5 Ingresar órdenes al sistema Y

Hierarchy Metrics
17404 3.5.4.6 Identificar/realizar actividades de ventas cruzadas/vender algo Y
más
10199 3.5.4.7 Procesar pedidos pendientes y actualizaciones N
10200 3.5.4.8 Manejar las consultas de pedidos de venta, incluidas las N
transacciones de despacho de pedidos posteriores
10187 3.5.5 Administrar los socios y alianzas de ventas N
10211 3.5.5.1 Proporcionar entrenamiento de ventas y productos/servicio a N
los socios/alianzas de ventas
20019 3.5.5.1.1 Proporcionar entrenamiento de habilitación de certificación N
20020 3.5.5.1.2 Gestionar certificaciones y habilidades N
20021 3.5.5.1.3 Proporcionar apoyo a socios/alianzas N
18641 3.5.5.2 Proporcionar materiales de marketing a socios/alianzas de N
10214 3.5.5.3 ventas
Evaluar resultados de socios/alianzas N
14209 3.5.5.4 Administrar datos maestros de socios/alianzas de ventas N

Hierarchy Metrics
10215 4.1 Planificar y alinear los recursos de la cadena de suministro Y
10221 4.1.1 Desarrollar estrategias de producción y materiales N
10229 4.1.1.1 Definir objetivos de manufactura N
10230 4.1.1.2 Definir políticas de trabajo y materiales N
10231 4.1.1.3 Definir políticas de subcontratación N
10232 4.1.1.4 Definir políticas de gasto de capital N
10233 4.1.1.5 Definir capacidades N
10234 4.1.1.6 Definir la red de producción y restricciones de suministro N
14193 4.1.1.7 Definir proceso de producción N
19551 4.1.1.8 Definir procedimientos convecionales de operación N
14194 4.1.1.9 Definir el diseño y la infraestructura del lugar de trabajo de N
producción
10222 4.1.2 Administrar la demanda de productos y servicios N
10235 4.1.2.1 Desarrollar un pronóstico de demanda de línea N
10236 4.1.2.2 Colaborar en la demanda con los clientes N
10237 4.1.2.3 Desarrollar el pronóstico de consenso de la demanda N
10238 4.1.2.4 Determinar disponibilidad para prometer N
10239 4.1.2.5 Monitorear la actividad contra el pronóstico de demanda y N
10240 4.1.2.6 Evaluar y revisar el enfoque de previsión de la demanda N
10241 4.1.2.7 Medir la exactitud del pronóstico de la demanda Y
10223 4.1.3 Crear plan de materiales N
10242 4.1.3.1 Crear un plan sin restricciones N
10243 4.1.3.2 Colaborar con el proveedor y contratar fabricantes N
10244 4.1.3.3 Identificar materiales críticos y la capacidad del proveedor N
10245 4.1.3.4 Monitorear las especificaciones de material N
10246 4.1.3.5 Generar plan restringido N
14196 4.1.3.6 Definir balance de producción y control N
10224 4.1.4 Crear y administrar el programa maestro de producción N
20023 4.1.4.1 Modelar la red de producción para habilitar la simulación y N
optimización
20024 4.1.4.2 Crear un programa maestro de producción N
17041 4.1.4.3 Mantener el programa maestro de producción N
17042 4.1.5 Requisitos de distribución de plan N
10252 4.1.5.1 Mantenimiento de datos maestros N
10253 4.1.5.2 Determinar los requisitos de inventario de productos N
terminados en destino
19555 4.1.5.3 Determinar los requisitos de almacenamiento de producto N
10254 4.1.5.4 Calcular los requisitos en el destino N
10255 4.1.5.5 Calcular la consolidación en la fuente N
10256 4.1.5.6 Gestionar el plan de reabastecimiento colaborativo N
10258 4.1.5.7 Calcular y optimizar el plan de despacho de destino N

Hierarchy Metrics
10259 4.1.5.8 Gestionar el logro del plan de despacho N
10260 4.1.5.9 Calcular y optimizar los planes de carga de destino N
10261 4.1.5.10 Administrar el plan de carga del socio N
10262 4.1.5.11 Administrar costo de suministros N
10263 4.1.5.12 Administrar la capacidad de uso N
10226 4.1.6 Establecer restricciones de planificación de distribución N
10267 4.1.6.1 Establecer restricciones del centro de distribución N
10268 4.1.6.2 Establecer restricciones de gestión de inventario N
10269 4.1.6.3 Establecer gestión de transporte N
19558 4.1.6.4 Establecer restricciones de gestión de almacenamiento N
10227 4.1.7 Revisar políticas de planeación de distribución N
10264 4.1.7.1 Revisar la red de distribución N
10265 4.1.7.2 Establecer relaciones de abastecimiento N
10266 4.1.7.3 Establecer políticas de implementación dinámica N
10368 4.1.8 Desarrollar estándares de calidad y procedimientos N
10371 4.1.8.1 Establecer objetivos de calidad N
10372 4.1.8.2 Desarrollar procedimientos de prueba estándar N
10373 4.1.8.3 Comunicar especificaciones de calidad N
10216 4.2 Procurar materiales y servicios Y
10277 4.2.1 Desarrollar estrategias de abastecimiento Y
10281 4.2.1.1 Desarrollar un plan de procuración N
10282 4.2.1.2 Clarificar los requerimientos de compra N
10283 4.2.1.3 Desarrollar estrategia de inventario N
10284 4.2.1.4 Empatar las necesidades a las capacidades de abastecimiento N
10285 4.2.1.5 Analizar el perfil de gastos de la organización N
10286 4.2.1.6 Buscar oportunidades para mejorar la eficiencia y el valor N
10287 4.2.1.7 Colaborar con proveedores para identificar oportunidades de N
abastecimiento
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener contactos Y
10288 4.2.2.1 Seleccionar proveedores N
10289 4.2.2.2 Certificar y validar proveedores N
10290 4.2.2.3 Negociar y establecer contratistas N
10291 4.2.2.4 Administrar contratos N
10279 4.2.3 Ordenar materiales y servicios Y
10292 4.2.3.1 Procesar/Revisar requerimientos N
10293 4.2.3.2 Aprobar requerimientos N
10294 4.2.3.3 Solicitar/dar seguimiento a los vendedores N
10295 4.2.3.4 Crear/Distribuir órdenes de compra Y
10296 4.2.3.5 Agilizar pedidos y satisfacer consultas N
10297 4.2.3.6 Registrar el recibo de mercancías Y
10298 4.2.3.7 Investigar/Resolver excepciones de órdenes N
10280 4.2.4 Administrar proveedores Y
10299 4.2.4.1 Monitorear/Administrar la información del proveedor N

Hierarchy Metrics
10300 4.2.4.2 Preparar/Analizar adquisiciones y el rendimiento del N
10301 4.2.4.3 proveedor
Apoyar procesos de inventario y producción N
10302 4.2.4.4 Monitorear la calidad del producto enviado N
10217 4.3 Producir/fabricar/entregar productos Y
10303 4.3.1 Programar la producción N
19563 4.3.1.1 Modelar y simular planta N
10306 4.3.1.2 Generar plan de nivel de línea N
10307 4.3.1.3 Generar programa detallado N
10308 4.3.1.4 Programar órdenes de producción y crear lotes N
10315 4.3.1.5 Programar mantenimiento preventivo (planificado) (órdenes N
de mantenimiento preventivo)
10316 4.3.1.6 Programación de mantenimiento solicitado (no planificado) N
(ciclo de orden de trabajo)
10309 4.3.1.7 Liberar órdenes de producción y crear lotes N
10304 4.3.2 Producir el producto Y
10310 4.3.2.1 Administrar el inventario de materia prima N
10311 4.3.2.2 Ejecutar un cronograma de línea detallado N
10319 4.3.2.3 Informar asuntos de mantenimiento N
10313 4.3.2.4 Reponer artículos defectuosos N
19566 4.3.2.5 Monitorear y optimizar el proceso de producción N
19567 4.3.2.5.1 Automatizar y controlar planta N
19568 4.3.2.5.2 Realizar control de proceso avanzado N
19569 4.3.2.5.3 Realizar optimización en tiempo real N
19570 4.3.2.5.4 Administrar las alarmas y alertas de la planta N
10314 4.3.2.6 Evaluar el desempeño de la producción N
10369 4.3.3 Realizar pruebas de calidad N
10318 4.3.3.1 Calibrar el equipo de prueba N
10374 4.3.3.2 Realizar pruebas usando el procedimiento de prueba estándar Y
10375 4.3.3.3 Registrar los resultados de la prueba N
12045 4.3.3.4 Seguir y analizar las tendencias de no conformidad N
12046 4.3.3.5 Realizar análisis de causa raíz N
10370 4.3.4 Mantener los registros de producción y gestionar la trazabilidad N
10376 4.3.4.1 Determinar el Sistema de numeración de lotes N
10377 4.3.4.2 Determinar el uso de lote N
10219 4.4 Gestionar la logística y el almacenamiento Y
10338 4.4.1 Proporcionar una gestión de logística Y
10343 4.4.1.1 Traducir los requisitos de servicio al cliente en requisitos N
logísticos
10344 4.4.1.2 Diseñar una red de logística N
10345 4.4.1.3 Comunicar necesidades de subcontratación N
10346 4.4.1.4 Desarrollar y mantener política de servicio de entrega N
10347 4.4.1.5 Optimizar horario de transporte y costos N
10348 4.4.1.6 Definir medidas clave de rendimiento N

Hierarchy Metrics
16905 4.4.1.7 Definir estrategia de logística inversa N
10339 4.4.2 Planificar y administrar el flujo de material entrante Y
10349 4.4.2.1 Planificar los recibos de material N
10350 4.4.2.2 Administrar el flujo de material entrante N
10351 4.4.2.3 Monitorear el rendimiento de la entrega entrante N
10352 4.4.2.4 Administrar el flujo de productos devueltos N
12708 4.4.2.5 Controlar la calidad de las partes devueltas N
10340 4.4.3 Operar almacenamiento Y
10353 4.4.3.1 Seguimiento del despliegue de inventario N
10354 4.4.3.2 Recibir, inspeccionar, y almacenar entregas entrantes N
10355 4.4.3.3 Seguimiento a disponibilidad de producto N
10356 4.4.3.4 Recoger, empacar y enviar producto para la entrega N
10357 4.4.3.5 Seguimiento a la precisión del inventario N
10358 4.4.3.6 Rastrear el almacenamiento de logística de terceros y el N
rendimiento de envío
10359 4.4.3.7 Administrar el inventario de bienes terminados físicos Y
10341 4.4.4 Operar el transporte de salida Y
10360 4.4.4.1 Planear,transportar,y entregar el producto de N
10361 4.4.4.2 Seguimiento del rendimiento de entrega N
10362 4.4.4.3 Gestionar la flota de transporte N
10363 4.4.4.4 Procesar y auditar facturas y documentos del transportista N

Hierarchy Metrics
20026 5.1 Establecer la gobernancia y estrategias de entrega de servicios Y
20027 5.1.1 Establecer la gobernancia de entrega de servicios N
20028 5.1.1.1 Configurar y mantener el gobierno de entrega de servicio N
20029 5.1.1.2 Administrar el rendimiento de la entrega de servicio N
20030 5.1.1.3 Gestionar el desarrollo y la dirección de entrega de servicios N
20031 5.1.1.4 Solicitar retroalimentación del cliente sobre la satisfacción del N
servicio de entrega
20032 5.1.2 Desarrollar estrategias de servicio de entrega N
20033 5.1.2.1 Definir objetivos del servicio de entrega N
20034 5.1.2.2 Definir políticas de trabajo N
20035 5.1.2.3 Evaluar disponibilidad de recursos N
20036 5.1.2.4 Definir la red de entrega del servicio y las restricciones de N
suministro
20037 5.1.2.5 Definir el proceso de servicio de entrega N
20038 5.1.2.6 Revisar y validar los procedimientos de servicio de entrega N
20039 5.1.2.7 Definir el diseño e infraestructura del lugar de trabajo de la N
prestación del servicio
20040 5.2 Gestionar los recursos de entrega de servicios Y
20041 5.2.1 Gestionar la demanda de recursos de entrega de servicios N
20042 5.2.1.1 Monitorear el canal N
20043 5.2.1.2 Desarrollar un pronóstico de referencia N
20044 5.2.1.3 Colaborar con los clientes N
20045 5.2.1.4 Desarrollar un pronóstico de consenso N
20046 5.2.1.5 Determinar la disponibilidad de habilidades para cumplir con N
los pedidos actuales y previstos de los clientes
20047 5.2.1.6 Monitorear la actividad contra el enfoque de pronóstico y N
20048 5.2.1.7 Evaluar y revisar el enfoque de pronóstico N
20049 5.2.1.8 Medir la precisión del pronóstico N
20050 5.2.2 Crear y gestionar el plan de recursos N
20051 5.2.2.1 Definir y administrar la taxonomía de habilidades N
20052 5.2.2.2 Crear plan de recursos N
20053 5.2.2.3 Emparejar la demanda de recursos con capacidades, N
habilidades y competencias
20054 5.2.2.4 Colaborar con proveedores y socios para complementar N
habilidades y capacidades
20055 5.2.2.5 Identificar recursos críticos y capacidad del proveedor N
20056 5.2.2.6 Monitorear y administrar capacidad y disponibilidad de N
12127 5.2.3 recursos
Activar recursos de entrega de servicio N
12128 5.2.3.1 Desarrollar plan de entrenamiento de entregas N
12129 5.2.3.2 Desarrollar materiales de entrenamiento N
12131 5.2.3.3 Administrar el horario de entrenamiento N

Hierarchy Metrics
12132 5.2.3.4 Entregar entrenamiento de operaciones N
12133 5.2.3.5 Entregar entrenamiento técnico N
20057 5.2.3.6 Realizar pruebas de habilidad y capacidad N
12135 5.2.3.7 Evaluar efectividad de entrenamiento N
20058 5.3 Entrega de servicio al cliente N
20059 5.3.1 Iniciar servicio de entrega Y
20060 5.3.1.1 Revisar contrato y términos acordados N
20061 5.3.1.2 Comprender los requerimientos del cliente y definir el enfoque N
refinado
20062 5.3.1.3 Modificar/revisar y aprobar el plan de proyecto N
20063 5.3.1.4 Revisar los objetivos de negocio del cliente N
20064 5.3.1.5 Confirmar la preparación ambiental N
20065 5.3.1.6 Identificar, seleccionar y asignar recursos N
20066 5.3.1.6.1 Establecer los objetivos de la gente N
20067 5.3.1.6.2 Establecer reglas de compromiso N
20068 5.3.1.7 Planear para la entrega de servicio N
20069 5.3.2 Ejecutar servicio de entrega Y
20070 5.3.2.1 Analizar ambiente y necesidades del cliente N
20071 5.3.2.2 Definir solución N
20072 5.3.2.3 Validar solución N
20073 5.3.2.4 Identificar cambios N
20074 5.3.2.5 Obtener aprobación para proceder N
20075 5.3.2.6 Hacer construir/comprar solución N
20076 5.3.2.7 Implementar solución N
20077 5.3.3 Finalizar servicio de entrega Y
20078 5.3.3.1 Realizar servicio de entrega/revisar proyecto y evaluar el éxito N
20079 5.3.3.2 Completar/finalizar actividades de administración financiera N
20080 5.3.3.3 Confirmar entrega de acuerdo a los términos del contrato N
20081 5.3.3.4 Liberar recursos N
20082 5.3.3.5 Gestionar la finalización de servicio de entrega N
20083 5.3.3.6 Cosechar el conocimiento N
20084 5.3.3.7 Archivar registros y actualizar sistemas N

Hierarchy Metrics
10378 6.1 Desarrollar atención al cliente/estrategia de servicio al cliente Y
20086 6.1.1 Definir requisitos de servicio al cliente a través de la empresa N
20087 6.1.2 Definir experiencia de servicio al cliente N
20088 6.1.3 Definir y gestionar la estrategia del canal de atención a cliente N
10382 6.1.4 Definir políticas y procedimientos de servicio al cliente N
10383 6.1.5 Establecer el nivel de servicio objetivo para cada segmento de Y
clientela
20089 6.1.6 Definir oferta de garantía N
16893 6.1.6.1 Determinar y documentar políticas de garantía N
16890 6.1.6.2 Crear y administrar reglas de garantía/códigos de reclamo para N
productos
20090 6.1.6.3 Acordar responsabilidades de garantía con los proveedores N
20091 6.1.6.4 Definir ofertas relacionadas con la garantía para el cliente N
12673 6.1.6.5 Comunicar políticas de garantía y ofertas N
20092 6.1.7 Desarrollar estrategia de retirada N
10379 6.2 Planear y administrar contactos de servicio al cliente Y
10387 6.2.1 Planear y administrar la fuerza de trabajo de servicio al cliente Y
10390 6.2.1.1 Pronosticar volumen de contactos de servicio al cliente N
10391 6.2.1.2 Programar la fuerza de trabajo de servicio al cliente N
10392 6.2.1.3 Rastrear la utilización de la fuerza de trabajo N
10393 6.2.1.4 Monitorear y evaluar la calidad de las interacciones del cliente N
con los representantes de servicio al cliente
10388 6.2.2 Administrar problemas de servicio al cliente, solicitudes y Y
preguntas
10394 6.2.2.1 Recibir problemas del cliente, solicitudes y preguntas N
13482 6.2.2.2 Analizar problemas, solicitudes y preguntas N
10395 6.2.2.3 Resolver problemas del cliente, solicitudes y preguntas N
10396 6.2.2.4 Responder a problemas de clientes, solicitudes y preguntas N
16928 6.2.2.5 Identificar y capturar oportunidades de venta adicional/venta N
cruzada
16937 6.2.2.6 Enviar oportunidades al equipo de ventas N
10389 6.2.3 Administrar quejas de clientes Y
10397 6.2.3.1 Recibir quejas de clientes N
10398 6.2.3.2 Orientar quejas de clientes N
10399 6.2.3.3 Resolver quejas de clientes N
10400 6.2.3.4 Responder a quejas de clientes N
19072 6.2.3.5 Analizar quejas de clientes y responder/rectificar N
20094 6.2.4 Procesar devoluciones N
10364 6.2.4.1 Autorizar devolución N
20095 6.2.4.2 Procesar devolución y registrar la causa N
12840 6.2.5 Informar incidentes y riesgos a los organismos reguladores N
12658 6.3 Productos de servicio después de las ventas Y

Hierarchy Metrics
12669 6.3.1 Procesar reclamos de garantía Y
20096 6.3.1.1 Recibir reclamos de garantía N
12671 6.3.1.2 Validar reclamo de garantía N
20097 6.3.1.3 Investigar asuntos de garantía N
20098 6.3.1.3.1 Definir el problema N
12677 6.3.1.3.2 Programar el servicio de campo N
12678 6.3.1.3.3 Solicitar y recibir la parte defectuosa N
20099 6.3.1.3.4 Investigar el problema/realizar análisis de causa raíz N
20100 6.3.1.3.5 Recibir resultado de investigación/recomendación para N
acción correctiva
20101 6.3.1.4 Determinar parte responsable N
20102 6.3.1.5 Administrar pre autorizaciones N
12668 6.3.1.6 Aprobar o rechazar reclamo de garantía N
20103 6.3.1.7 Notificar al ordenante de la decisión de aprobar/rechazar N
20104 6.3.1.8 Autorizar pago N
20105 6.3.1.9 Cerrar reclamo N
12667 6.3.1.10 Conciliar la disposición de transacción de garantía N
20106 6.3.2 Gestionar recuperación del proveedor N
20107 6.3.2.1 Crear reclamacion de recuperaciones al proveedor N
20108 6.3.2.2 Negociar recuperaciones con el proveedor N
10218 6.3.3 Service products Y
10321 6.3.3.1 Identificar y programar recursos para cumplir con los N
requisitos del servicio and
10327 6.3.3.1.1 Crear plan de recursos y programar N
10328 6.3.3.1.2 Crear un cronograma de cumplimiento de la orden de N
servicio
10322 6.3.3.2 Proporcionar servicio a clientes específicos N
10330 6.3.3.2.1 Organizar la orden de servicio diario N
10331 6.3.3.2.2 Ejecutar reparación de producto N
10332 6.3.3.2.3 Gestionar el cumplimiento de la orden de servicio N
10323 6.3.3.3 Asegurar calidad de servicio N
10334 6.3.3.3.1 Identificar órdenes de servicio completado para N
retroalimentación
10335 6.3.3.3.2 Identificar órdenes de servicio incompletas y fallas de Y
10336 6.3.3.3.3 servicio
Solicitar retroalimentación del cliente de los servicios N
entregados
10337 6.3.3.3.4 Procesar retroalimentación de servicios entregados N
20109 6.3.4 Salvar o reparar productos devueltos Y
10366 6.3.4.1 Realizar actividades de rescate N
14195 6.3.4.2 Gestionar la reparación/ restauración y volver al stock/cliente N
20110 6.4 Gestionar los retiros de productos y las auditorías regulatorias N
20111 6.4.1 Iniciar el retiro N

Hierarchy Metrics
20112 6.4.2 Evaluar la probabilidad y consecuencias de ocurrencia de N
cualquier riesgo
20113 6.4.3 Gestionar las comunicaciones relacionadas con la retirada N
20114 6.4.4 Presentar informes regulatorios N
20115 6.4.5 Monitorear y auditar la efectividad de la retirada N
20116 6.4.6 Gestionar la finalización del retiro N
20595 6.5 Evaluar operaciones de servicio al cliente y satisfacción del N
10401 6.5.1 cliente
Medir la satisfacción del cliente con los problemas, solicitudes y N
el manejo de preguntas de los clientes
11687 6.5.1.1 Solicitar retroalimentación de cliente en experiencia de N
servicio al cliente
11688 6.5.1.2 Analizar datos de servicio al cliente e identificar N
18126 6.5.1.3 Proporcionar comentarios de los clientes a la gestión de N
productos sobre la experiencia de servicio al cliente
10402 6.5.2 Medir la satisfacción del cliente con el manejo y resolución de Y
las quejas del cliente
11236 6.5.2.1 Solicitar retroalimentación al cliente sobre el manejo de las N
quejas y sus soluciones
11237 6.5.2.2 Analizar datos de quejas de los clientes e identificar lar N
11689 6.5.2.3 Identificar las quejas comunes de los clientes N
10403 6.5.3 Medir la satisfacción de los clientes con los productos y Y
11238 6.5.3.1 servicios
Reunir y solicitar al cliente retroalimentación post venta de los N
11239 6.5.3.2 Solicitar al cliente retroalimentación post-venta sobre la N
efectividad de los anuncios
20117 6.5.3.3 Solicitar al cliente retroalimentación sobre la experiencia de N
canales cruzados
11240 6.5.3.4 Analiza datos de satisfacción de productos y servicios e N
identificar oportunidades de mejora
11241 6.5.3.5 Proporcionar retroalimentación y percepciones a los equipos N
apropiados (diseño de producto/ desarrollo, marketing,
manufactura)
12672 6.5.4 Evaluar y gestionar el rendimiento de garantía Y
20118 6.5.4.1 Medir la satisfacción del cliente con el manejo de la resolución N
y la garantía
12676 6.5.4.2 Monitorear e informar sobre métricas de la gestión de garantía N
20119 6.5.4.3 Identificar oportunidades de mejora N
12674 6.5.4.4 Identificar oportunidades de eliminar desperdicio de garantía N
20120 6.5.4.5 Investiga reclamos fraudulentos N
20121 6.5.5 Evaluar el rendimiento de recuperación N

Hierarchy Metrics
17043 7.1 Crear y Administrar la planeación, políticas y estrategias de Y
Recursos Humanos
17044 7.1.1 Desarrollar la estrategia de Recursos Humanos N
10418 7.1.1.1 Identificar las necesidades de estrategia de Recursos Humanos N
10419 7.1.1.2 Definir los Recursos Humanos y los papeles funcionales del N
negocio así como la responsabilidad
10420 7.1.1.3 Determinar los costos de Recursos Humanos N
10421 7.1.1.4 Establecer las medidas de Recursos Humanos N
10422 7.1.1.5 Comunicar las estrategias de Recursos Humanos N
10432 7.1.1.6 Desarrollar la estrategia para los N
sistemas/tecnologías/herramientas de Recursos Humanos
17045 7.1.2 Desarrollar e implementar la estrategia y políticas de fuerza de N
trabajo
10423 7.1.2.1 Reunir los requisitos de habilidades de acuerdo con la N
estrategia corporativa y al entorno de mercado
10424 7.1.2.2 Planear requisitos de recursos de empleados por unidad de N
negocio/organización
10425 7.1.2.3 Desarrollar planes de compensación N
10210 7.1.2.3.1 Establecer un plan de incentivos N
10426 7.1.2.4 Desarrollar planes de sucesión Y
16938 7.1.2.5 Desarrollar programas de liderazgo/alto desempeño N
10427 7.1.2.6 Desarrollar planes de diversidad de empleados N
11622 7.1.2.7 Desarrollar programas de entrenamiento N
11623 7.1.2.8 Desarrollar programas de reclutamiento N
10428 7.1.2.9 Desarrollar otros programas de Recursos Humanos N
10429 7.1.2.10 Desarrollar políticas de Recursos Humanos N
10430 7.1.2.11 Administrar políticas de Recursos Humanos N
10431 7.1.2.12 Planear prestaciones de empleados N
10433 7.1.2.13 Desarrollar modelos de estrategia de fuerza de trabajo N
20122 7.1.2.14 Implementar modelos de estrategia de fuerza de trabajo N
10417 7.1.3 Monitorear y actualizar la estrategia, planes y políticas Y
10434 7.1.3.1 Medir el cumplimiento de objetivos N
10435 7.1.3.2 Medir la contribución a la estrategia de negocios N
10436 7.1.3.3 Comunicar los planes y proporcionar las actualizaciones a los N
accionistas
10438 7.1.3.4 Determinar los canales y métodos de reclutamiento N
17046 7.1.4 Desarrollar modelos de administración de competencias N
10410 7.2 Reclutar, fuente y seleccionar empleados Y
10439 7.2.1 Administrar los requerimientos de empleados N
10445 7.2.1.1 Alinear el plan de personal con las necesidades del plan de la N
fuerza de trabajo y las necesidades /recursos de la unidad de
negocios

Hierarchy Metrics
10447 7.2.1.2 Desarrollar y mantener las descripciones de empleos N
10446 7.2.1.3 Solicitudes de trabajo abiertas N
10448 7.2.1.4 Requisitos de trabajo después de haberlo obtenido N
10450 7.2.1.5 Modificar los requisitos del trabajo N
10451 7.2.1.6 Notificar al gerente que contrata N
10452 7.2.1.7 Administrar las fechas de requerimientos N
10440 7.2.2 Reclutar/Fuentes de candidatos N
10453 7.2.2.1 Determinar los métodos de reclutamiento y canales N
10454 7.2.2.2 Llevar a cabo actividades/eventos de reclutamiento N
10455 7.2.2.3 Administrar a los vendedores del reclutamiento N
17047 7.2.2.4 Administrar los programas de referencia de empleados N
17048 7.2.2.5 Administrar los canales de reclutamiento N
20123 7.2.3 Filtrar y seleccionar candidatos N
10456 7.2.3.1 Identificar y desplegar las herramientas de selección de N
candidatos
10457 7.2.3.2 Entrevistar candidatos N
10458 7.2.3.3 Evaluar candidatos N
10459 7.2.3.4 Seleccionar y rechazar candidatos N
10443 7.2.4 Administrar la nueva contratación/recontratación Y
10463 7.2.4.1 Diseñar y hacer la oferta N
10464 7.2.4.2 Negociar la oferta N
10465 7.2.4.3 Contratar al Candidato N
10444 7.2.5 Administrar la información del solicitante N
10460 7.2.5.1 Obtener la información de los antecedentes del candidato N
10466 7.2.5.2 Crear un registro del solicitante N
10467 7.2.5.3 Procesar/investigar los datos del solicitante N
20124 7.2.5.3.1 Completar la clasificación del puesto y el nivel de N
10468 7.2.5.4 experiencia
Archivar y conserva los registros de a quienes no se les N
contrato
20599 7.3 Administrar la incorporación, desarrollo y entrenamiento del Y
empleado
10469 7.3.1 Administrar la orientación y el despliegue del empleado Y
10474 7.3.1.1 Crear/mantener un programa de incorporación del empleado N
10477 7.3.1.1.1 Desarrollar el programa de inducción del empleado N
10478 7.3.1.1.2 Mantener/actualizar el programa de inducción del empleado N
11243 7.3.1.2 Evaluar la efectividad del empleado en el programa de N
incorporación
17050 7.3.1.3 Ejecutar programas de incorporación N
10470 7.3.2 Administrar el desarrollo de los empleados Y
10479 7.3.2.1 Desarrollar los objetivos de rendimiento de los empleados N
10480 7.3.2.2 Revisar, evaluar y administrar el rendimiento de los N
10481 7.3.2.3 empleados
Evaluate and review performance program N
10472 7.3.3 Administrar el Desarrollo de los Empleados Y

Hierarchy Metrics
10487 7.3.3.1 Definir los lineamientos de desarrollo de los empleados N
10488 7.3.3.2 Desarrollar planes de carrera y de trayectoria de los empleados N
17051 7.3.3.3 Administrar las habilidades de los empleados y las N
competencias de desarrollo
10473 7.3.4 Desarrollar y capacitar empleados Y
10490 7.3.4.1 Alinear las necesidades de desarrollo organizacional y de los N
empleados
16940 7.3.4.2 Definir las competencias de los empleados N
10491 7.3.4.3 Alinear el aprendizaje de los programas con competencias N
10492 7.3.4.4 Establecer las necesidades de capacitación por medio de N
análisis de las habilidades disponibles
10493 7.3.4.5 Desarrollar, conducir y administrar los programas de Y
capacitación administrativos y de los empleados
20125 7.3.4.6 Administrar las pruebas y certificaciones N
20126 7.3.4.6.1 Hacer enlace con las autoridades de certificación externa N
20127 7.3.4.6.2 Administrar las pruebas de certificación N
20128 7.3.4.6.3 Evaluar las calificaciones de experiencia N
20129 7.3.4.6.4 Administrar la emisión y mantenimiento de certificados N
17052 7.4 Administrar relaciones de los empleados Y
10483 7.4.1 Administrar las relaciones laborales Y
10484 7.4.2 Administrar los procesos de negociación colectiva N
10485 7.4.3 Gestionar asociaciones de gestión laboral N
10531 7.4.4 Gestionar las quejas de los empleados Y
10412 7.5 Desarrollar y retener los premios y retener empleados Y
10494 7.5.1 Desarrollar y administrar premios, reconocimientos y programas Y
de motivación
10498 7.5.1.1 Desarrollar una estructura y un plan de compensación/sueldo Y
10499 7.5.1.2 Desarrollar un plan de premiación y de recompensas N
10500 7.5.1.3 Desarrollar un análisis competitivo de las prestaciones y N
premios
10501 7.5.1.4 Identificar los requerimientos de compensación con base en N
las políticas de RH, de prestaciones y financieras
10502 7.5.1.5 Administrar la compensación y los premios a los empleados N
10503 7.5.1.6 Premiar y motivar a los empleados N
10495 7.5.2 Administrar y procesar las prestaciones N
10504 7.5.2.1 Entregar un programa de prestaciones para el empleado N
10505 7.5.2.2 Administrar un registro de prestaciones N
10506 7.5.2.3 Procesar las quejas N
10507 7.5.2.4 Llevar a cabo una conciliación de prestaciones N
10496 7.5.3 Administrar el apoyo y retención del empleado N
10508 7.5.3.1 Entregar programas para dar apoyo a un balance vida/trabajo N
para el empleado
10509 7.5.3.2 Desarrollar sistemas de apoyo a la familia N

Hierarchy Metrics
10510 7.5.3.3 Revisar los indicadores de motivación y retención N
10511 7.5.3.4 Revisar los planes de compensación N
10497 7.5.4 Administrar la nómina Y
10413 7.6 Reubicar y retirar los empleados Y
10512 7.6.1 Administrar el proceso de promoción y de descenso de rango Y
10513 7.6.2 Administrar la separación Y
10514 7.6.3 Administrar el retiro N
10515 7.6.4 Administrar la excedencia N
10516 7.6.5 Desarrollar e implementar la reubicación de los empleados N
20132 7.6.6 Administrar el horario de la fuerza de trabajo N
20133 7.6.6.1 Recibir los recursos/habilidad y capacidades requeridas N
10517 7.6.6.2 Administrar el despliegue de recursos N
17055 7.6.7 Traslado de empleados y administrar asignaciones N
10520 7.6.7.1 Administrar expatriados Y
20134 7.7 Administrar la información de los empleados y analistas Y
10522 7.7.1 Administrar los procesos de reporte Y
10523 7.7.2 Administrar los procesos de preguntas del empleado Y
10524 7.7.3 Administrar y mantener los datos de los empleados Y
10525 7.7.4 Administrar los sistemas de información de recursos humanos Y
(SIIRH)
10526 7.7.5 Desarrollar y administrar las métricas de los empleados Y
10527 7.7.6 Desarrollar y administrar el tiempo y la asistencia Y
10530 7.7.7 Administrar/Recolectar las sugerencias de los empleados y N
desarrollar investigaciones de empleados
17057 7.8 Administrar la comunicación de los empleados Y
10529 7.8.1 Desarrollar un plan de comunicación de empleados N
16944 7.8.2 Llevar a cabo encuestas de participación de los empleados N
10532 7.9 Entrega de comunicaciones a los empleados N

Hierarchy Metrics
10563 8.1 Administrar el negocio de la tecnología de información Y
10570 8.1.1 Desarrollar la estrategia de TI empresarial Y
10603 8.1.1.1 Construir una inteligencia estratégica N
10604 8.1.1.2 Identificar las necesidades a largo plazo de TI de la compañía N
con la colaboración de las partes interesadas
10605 8.1.1.3 Definir estrategias estándar, lineamientos y principios N
10606 8.1.1.4 Definir y establecer la arquitectura de TI y el desarrollo N
estándar
10607 8.1.1.5 Definir la estrategia de vendedores para componentes de TI N
10608 8.1.1.6 Establecer el gobierno de organización de TI y sus procesos N
10609 8.1.1.7 Construir un mapa estratégico para desarrollar las capacidades N
de IT en apoyo de los objetivos del negocio
10571 8.1.2 Definir la arquitectura de la empresa N
10611 8.1.2.1 Establecer la definición actual y la futura de la arquitectura de N
la empresa
10612 8.1.2.2 Confirmar el enfoque de mantenimiento de la arquitectura N
empresarial
10613 8.1.2.3 Mantener la relevancia de la arquitectura de la empresa N
10614 8.1.2.4 Actuar como un centro distribuidor de información para la N
investigación e innovación de TI
10615 8.1.2.5 Gobierna la arquitectura empresarial N
10572 8.1.3 Administrar una cartera de TI N
10616 8.1.3.1 Establecer una cartera de IT N
10617 8.1.3.2 Analizar y evaluar el valor de la cartera de TI para la empresa N
10618 8.1.3.3 Provisión de recursos de acuerdo con las prioridades N
estratégicas
10573 8.1.4 Llevar a cabo una investigación e innovación de IT N
10620 8.1.4.1 Investigar y tecnologías para innovar los servicios y N
soluciones de TI
10621 8.1.4.2 Transformación de tecnologías viables para los Servicios y N
soluciones de TI
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del negocio de TI Y
10625 8.1.5.1 Establecer y monitorear los indicadores de desarrollo clave N
10626 8.1.5.2 Evaluar los planes de desarrollo de TI N
10627 8.1.5.3 Valor de la comunicación TI N
10564 8.2 Desarrollar y administrar las relaciones de clientes de IT Y
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de TI Y
11244 8.2.1.1 Investigación de servicios y soluciones de TI para abordar los N
requisitos comerciales y de los usuarios
11245 8.2.1.2 Traducir requerimientos del negocio y usuarios en los N
requerimientos de servicios y soluciones TI
11246 8.2.1.3 Formular servicios de TI e iniciativas estratégicas de N
soluciones

Hierarchy Metrics
11247 8.2.1.4 Coordinar estrategias con partes interesadas para asegurar la N
coordinación
11248 8.2.1.5 Evaluar y seleccionar iniciativas estratégicas de servicios y N
soluciones de IT
10579 8.2.2 Desarrollar y administrar los niveles de Servicio de TI N
10640 8.2.2.1 Crear y mantener los servicios de TI y el catálogo de N
10641 8.2.2.2 soluciones
Establecer y mantener el negocio y los contratos de niveles de N
servicios
10642 8.2.2.3 Evaluar y reportar los resultados obtenidos del nivel de N
servicios
10643 8.2.2.4 Comunicar las oportunidades de mejoras del negocio y de los N
niveles de Servicio de TI
10580 8.2.3 Llevar a cabo una administración lateral de acuerdo con la N
demanda (DSM por sus siglas en inglés) para servicios TI
10644 8.2.3.1 Analizar soluciones y servicios, consume y uso de TI N
10645 8.2.3.2 Desarrollar e implementar programas de incentivos que N
mejoren la eficiencia de consumo
10646 8.2.3.3 Desarrollar el pronóstico volumen/unidad para servicios y N
soluciones IT
10581 8.2.4 Administrar la satisfacción del cliente Y
10647 8.2.4.1 Capturar y analizar la satisfacción del cliente N
10648 8.2.4.2 Evaluar y comunicar los patrones de satisfacción del cliente N
10649 8.2.4.3 Iniciar mejoras con base en los patrones de satisfacción del N
cliente
10582 8.2.5 Comercializar los servicios y soluciones IT N
10650 8.2.5.1 Desarrollar una estrategia de mercadotecnia de servicios y N
soluciones IT
10651 8.2.5.2 Desarrollar y administrar una estrategia de clientes IT N
10652 8.2.5.3 Administrar las campañas promocionales y publicitarias de N
servicios y soluciones IT
10653 8.2.5.4 Procesar y rastrear los pedidos de servicios y soluciones IT N
11220 8.3 Desarrollar e implementar controles de protección de datos, de Y
11230 8.3.1 Desarrollar e implementar controles de protección de datos, de N
11231 8.3.2 Probar, evaluar e implementar controles de protección de datos, N
de privacidad y de seguridad
10565 8.4 Administrar Información Empresarial Y
10583 8.4.1 Desarrollar estrategias de administración de contenidos y de Y
información
10654 8.4.1.1 Entender las necesidades de la administración de contenidos y N
de información y el papel que desempeñan los servicios de TI
para ejecutar la estrategia de negocios

Hierarchy Metrics
10655 8.4.1.2 Evaluar las implicaciones administrativas de contenidos y de N
información de la nueva tecnología
10656 8.4.1.3 Identificar y establecer prioridades en cuanto a las acciones de N
administración de contenidos y de información
10584 8.4.2 Definir la arquitectura de información de la empresa Y
10657 8.4.2.1 Definir los elementos de información, la estructura compuesta, N
las relaciones e impedimentos lógicos, la taxonomía y las
reglas de derivación
10658 8.4.2.2 Definir requerimientos de acceso a la información N
10659 8.4.2.3 Establecer una custodia de la información N
10660 8.4.2.4 Administrar los cambios para los requerimientos del contenido N
en la arquitectura de datos
10585 8.4.3 Administración de los Recursos de Información Y
10661 8.4.3.1 Definir las políticas y normas de los datos/ información de la N
empresa
10662 8.4.3.2 Desarrollar e implementar la administración del contenido y N
los datos
10586 8.4.4 Llevar a cabo la administración de contenido y datos de la Y
empresa
10663 8.4.4.1 Definir las fuentes y los destinos de los datos contenidos N
10664 8.4.4.2 Administrar las interfaces técnicas para los usuarios de los N
contenidos
10665 8.4.4.3 Administrar la retención, revisión y retiro de la información de N
la empresa
10566 8.5 Desarrollar y mantener las soluciones de tecnología de la Y
información
10587 8.5.1 Desarrollar la estrategia de desarrollo IT Y
10666 8.5.1.1 Establecer la estrategia de fuentes de abastecimiento para el N
desarrollo TI
10667 8.5.1.2 Definir los procesos, las metodologías y las normas que se N
aplican a las herramientas de desarrollo
10668 8.5.1.3 Seleccionar las herramientas y metodologías de desarrollo N
10588 8.5.2 Llevar a cabo una planeación de ciclo de vida de las soluciones N
y servicios TI
10669 8.5.2.1 Planear el desarrollo de requerimientos nuevos N
10670 8.5.2.2 Planear el desarrollo de mejoras de la funcionalidad y de las N
características
10671 8.5.2.3 Desarrollar un plan del ciclo de vida para las soluciones y N
servicios IT
10589 8.5.3 Desarrollar y mantener la arquitectura de las soluciones y N
servicios IT
10672 8.5.3.1 Crear una arquitectura de soluciones y servicios IT N
10673 8.5.3.2 Revisar la arquitectura de soluciones y servicios TI N

Hierarchy Metrics
10674 8.5.3.3 Retirar la arquitectura de soluciones y servicios TI N
10590 8.5.4 Crear soluciones y servicios IT Y
10675 8.5.4.1 Entender los requerimientos confirmados N
10676 8.5.4.2 Diseñar las soluciones y servicios TI N
10677 8.5.4.3 Adquirir /desarrollar los componentes de las soluciones y N
servicios TI
10678 8.5.4.4 Capacitar a los recursos en cuanto a las soluciones y servicios N
TI
10679 8.5.4.5 Probar las soluciones y servicios TI N
10680 8.5.4.6 Confirmar la aceptación por parte del cliente N
10591 8.5.5 Mantener las soluciones y servicios TI Y
10681 8.5.5.1 Entender los requerimientos de mejoras/ mantenimiento y N
análisis de defectos
10682 8.5.5.2 Diseñar los cambios para las soluciones y servicios TI N
10683 8.5.5.3 existentes
Adquirir /desarrollar los componentes con cambios de las N
soluciones y servicios TI
10684 8.5.5.4 Probar el cambio en las soluciones y servicios TI N
10685 8.5.5.5 Retirar las soluciones y servicios N
10567 8.6 Desplegar las soluciones de tecnología de la información Y
10592 8.6.1 Desarrollar la estrategia de despliegue de IT Y
10686 8.6.1.1 Establecer las políticas de cambio de las soluciones y servicios N
IT
10687 8.6.1.2 Definir el proceso, los procedimientos y las normas de las N
herramientas de despliegue
10688 8.6.1.3 Seleccionar las metodologías y herramientas de despliegue N
10593 8.6.2 Planear e implementar los cambios N
10689 8.6.2.1 Planear el cambio de despliegue N
10690 8.6.2.2 Comunicar los cambios a los accionistas N
10691 8.6.2.3 Administrar el programa de cambios N
10692 8.6.2.4 Capacitar a los usuarios participantes N
10693 8.6.2.5 Distribuir e instalar el cambio N
10694 8.6.2.6 Verificar el cambio N
10594 8.6.3 Planear y administrar lanzamientos N
10695 8.6.3.1 Entender y coordinar el diseño de lanzamientos y aceptación N
10696 8.6.3.2 Planear el programa de lanzamiento N
10697 8.6.3.3 Distribuir e instalar el lanzamiento N
10698 8.6.3.4 Verificar el lanzamiento N
10568 8.7 Entregar apoyar los servicios de tecnología de información Y
10595 8.7.1 Desarrollar estrategias de entrega de soluciones y servicios TI N
10699 8.7.1.1 Establecer estrategias de fuentes de abastecimiento para la N
entrega de IT
10700 8.7.1.2 Definir los procesos de entrega, los procedimientos y los N
estándares de las herramientas

Hierarchy Metrics
10701 8.7.1.3 Seleccionar las metodologías y herramientas N
10596 8.7.2 Desarrollar estrategias de apoyo IT N
10702 8.7.2.1 Establecer estrategias de fuentes de abastecimiento para apoyo N
de TI
10703 8.7.2.2 Definir los servicios de apoyo TI N
10597 8.7.3 Administrar los recursos de infraestructura TI N
10704 8.7.3.1 Administrar inventario y activos TI N
10705 8.7.3.2 Administrar la capacidad del recurso TI N
10598 8.7.4 Administrar las operaciones de infraestructura de TI N
10706 8.7.4.1 Entrega de servicios y soluciones de TI N
10707 8.7.4.2 Desarrollar servicios de apoyo a operaciones de TI N
10599 8.7.5 Respaldar las soluciones y servicios de TI Y
10708 8.7.5.1 Administrar la disponibillidad N
10709 8.7.5.2 Administrar las instalaciones N
10710 8.7.5.3 Administrar respaido/recuperación N
10711 8.7.5.4 Administrar el desempeño y la capacidad N
10712 8.7.5.5 Administrar los incidentes N
10713 8.7.5.6 Administrar los problemas N
10714 8.7.5.7 Administrar las preguntas N

Hierarchy Metrics
10728 9.1 Llevar a cabo la planeación y contabilidad administrativa Y
10738 9.1.1 Llevar a cabo la planeación/elaboración de Y
10771 9.1.1.1 Desarrollar y mantener las políticas y procedimientos de la N
elaboración de presupuestos
10772 9.1.1.2 Preparar presupuestos y planes periódicos N
20135 9.1.1.3 Operar e implementar planes para alcanzar el presupuesto N
10773 9.1.1.4 Preparar pronósticos periódicos N
20136 9.1.1.5 Desarrollar análisis variable contra los pronósticos y N
presupuestos
10739 9.1.2 Llevar a cabo la contabilidad y control de costos Y
10774 9.1.2.1 Llevar a cabo contabilidad del inventario N
14057 9.1.2.2 Realizar la contabilidad del centro de ganancias N
10775 9.1.2.3 Realizar el análisis del costo de venta N
10776 9.1.2.4 Elaborar el costeo de productos N
10777 9.1.2.5 Llevar a cabo el análisis de variaciones N
11175 9.1.2.6 Informar sobre la rentabilidad N
10740 9.1.3 Llevar a cabo la administración de costos Y
10778 9.1.3.1 Determinar los conductores de costos clave N
10779 9.1.3.2 Medir los conductores de costos N
10780 9.1.3.3 Determinar las actividades críticas N
10781 9.1.3.4 Administrar el despliegue de los recursos de los activos y su N
utilización
10741 9.1.4 Evaluar y administrar el desempeño financiero Y
10782 9.1.4.1 Evaluar al cliente y la rentabilidad del producto N
10783 9.1.4.2 Evaluar productos nuevos N
10784 9.1.4.3 Realizar el costo del ciclo de vida N
10785 9.1.4.4 Optimizar la combinación producto y cliente N
10786 9.1.4.5 Rastrear el desempeño del cliente nuevo y las estrategias del N
producto
10787 9.1.4.6 Preparar las medidas de desempeño con base en la actividad N
10788 9.1.4.7 Administrar la mejora continua de costos N
10729 9.2 Llevar a cabo la contabilidad de ingresos Y
10742 9.2.1 Procesar el crédito al cliente Y
10789 9.2.1.1 Establecer políticas de crédito Y
10790 9.2.1.2 Analizar/aprobar nuevas solicitudes de cuentas Y
14187 9.2.1.3 Analizar la historia de crédito existente N
14188 9.2.1.4 Pronosticar requisitos de punteo de crédito N
10791 9.2.1.5 Revisar las cuentas existentes Y
10792 9.2.1.6 Emitir reportes de crédito/cobranza Y
10793 9.2.1.7 Reinstalar o suspender cuentas basados en políticas de crédito N
10743 9.2.2 Facturar al cliente Y

Hierarchy Metrics
10794 9.2.2.1 Mantener archivos maestros de producto/cliente Y
10795 9.2.2.2 Generar datos de facturación del cliente Y
10796 9.2.2.3 Transmitir datos de facturación al cliente Y
10797 9.2.2.4 Asentar entradas de cuentas por cobrar Y
10798 9.2.2.5 Resolver las preguntas sobre la facturación que tenga el cliente Y
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus siglas en inglés) Y
10799 9.2.3.1 Establecer políticas de AR N
10800 9.2.3.2 Recibir/depositar los pagos hechos por el cliente N
10801 9.2.3.3 Aplicar remisiones de caja N
10802 9.2.3.4 Preparar reportes de AR N
10803 9.2.3.5 Asentar la actividad de AR en el libro mayor N
10745 9.2.4 Administrar y procesar la cobranza Y
10804 9.2.4.1 Establecer políticas para las cuentas vencidas N
10805 9.2.4.2 Analizar los saldos de las cuentas vencidas N
10806 9.2.4.3 Corresponder/negociar las cuentas vencidas N
10807 9.2.4.4 Discutir la resolución de cuentas con personas internas N
10808 9.2.4.5 Procesar los ajustes/eliminar los saldos Y
14007 9.2.4.6 Desarrollar ejercicios de recuperación N
14008 9.2.4.7 Gestionar cuentas predeterminadas N
10746 9.2.5 Administrar y procesar los ajustes/deducciones Y
10809 9.2.5.1 Establecer políticas/procedimientos para los ajustes N
10810 9.2.5.2 Analizar los ajustes N
10811 9.2.5.3 Corresponder/negociar con el cliente N
10812 9.2.5.4 Discutir la solución con personas internas N
10813 9.2.5.5 Preparar facturas de contra cargo N
10814 9.2.5.6 Procesar las entradas correspondientes N
10730 9.3 Llevar a cabo la contabilidad general y los reportes Y
10747 9.3.1 Administrar las políticas y procedimientos Y
10815 9.3.1.1 Negociar los acuerdos a nivel servicio Y
10816 9.3.1.2 Establecer políticas de contabilidad Y
20604 9.3.1.3 Publicar políticas contables Y
10817 9.3.1.4 Establecer y hacer cumplir los límites de aprobación Y
10818 9.3.1.5 Establecer sistemas financieros comunes Y
10748 9.3.2 Llevar a cabo la contabilidad general Y
10819 9.3.2.1 Mantener una tabla de cuentas Y
10820 9.3.2.2 Procesar las entradas en el libro diario Y
10821 9.3.2.3 Procesar la distribución Y
10822 9.3.2.4 Procesar los ajustes a finales del período Y
10823 9.3.2.5 Asentar y conciliar las transacciones dentro de la compañía Y
10824 9.3.2.6 Conciliar las cuentas del libro mayor Y
10825 9.3.2.7 Llevar a cabo las consolidaciones y las eliminaciones de Y
10826 9.3.2.8 procesos
Preparar la balanza de comprobación Y
10827 9.3.2.9 Preparar y asentar los ajustes administrativos Y

Hierarchy Metrics
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Y
10828 9.3.3.1 Establecer políticas y procedimientos de activos fijos N
10829 9.3.3.2 Mantener archivos maestros de datos sobre los activos fijos N
10830 9.3.3.3 Procesar y registrar las adiciones y retiros de activos fijos N
10831 9.3.3.4 Procesar y registrar los ajustes, las mejoras, los avalúos y las Y
transferencias de activos fijos
10832 9.3.3.5 Procesar y registrar los gastos de mantenimiento y reparación N
de los activos fijos
10833 9.3.3.6 Calcular y registrar los gastos de depreciación N
10834 9.3.3.7 Conciliar el libro mayor de activos fijos N
10835 9.3.3.8 Rastrear los activos fijos, incluyendo el inventario N
10836 9.3.3.9 Proporcionar los datos de activos fijos para que sirvan de N
soporte para las declaraciones de impuestos, informes legales
y reguladores
10750 9.3.4 Llevar a cabo reportes financieros Y
10837 9.3.4.1 Preparar estados financieros por unidad de negocio Y
10838 9.3.4.2 Preparar estados financieros consolidados Y
10839 9.3.4.3 Desarrollar reportes de administración de revisión/reporte de Y
la unidad de negocio
10840 9.3.4.4 Preparar estados financieros consolidados/ revisión de los Y
reportes de administración de costos
10841 9.3.4.5 Preparar declaraciones para la revisión de la junta Y
10842 9.3.4.6 Emitir reportes y registros para los accionistas Y
trimestral/anualmente
10843 9.3.4.7 Elaborar reportes reguladores Y
14074 9.3.4.8 Desarrollar una consolidación legal y administrativa Y
10731 9.4 Administrar la contabilidad de proyectos de activos fijos Y
10751 9.4.1 Llevar a cabo la planeación de capital y aprobación de proyectos Y
10844 9.4.1.1 Desarrollar políticas y procedimientos de inversión de capital N
10845 9.4.1.2 Desarrollar y probar los planes de gastos de capital N
10846 9.4.1.3 Revisar y aprobar los proyectos de capital y las adquisiciones N
de activos fijos
10847 9.4.1.4 Realizar una justificación financiera para la aprobación de N
proyectos
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Capital Y
10848 9.4.2.1 Crear códigos de cuentas de productos N
10849 9.4.2.2 Registrar las transacciones relacionadas con los proyectos N
10850 9.4.2.3 Monitorear e investigar sobre los proyectos de capital y el N
gasto del Presupuesto
10851 9.4.2.4 Concluir/capitalizar proyectos N
10852 9.4.2.5 Medir los ingresos financieros con base en los proyectos de N
capital finalizados
10732 9.5 Procesar la nómina Y

Hierarchy Metrics
10753 9.5.1 Reportar tiempo Y
10853 9.5.1.1 Establecer políticas y procedimientos N
10854 9.5.1.2 Recopilar y registrar el tiempo trabajado de los empleados N
10855 9.5.1.3 Analizar y registrar las bajas pagadas y no pagadas N
10856 9.5.1.4 Monitorear las horas regulares, las horas extras y las de N
cualquier otro tipo
10857 9.5.1.5 Analizar y reportar la utilización de los empleados N
10754 9.5.2 Administrar el pago Y
10858 9.5.2.1 Registrar el tiempo trabajado por los empleados en el sistema N
de nómina
10859 9.5.2.2 Mantener y administrar la información sobre los sueldos de los N
empleados
10860 9.5.2.3 Mantener y administrar las deducciones aplicables N
10861 9.5.2.4 Monitorear los cambios en la situación de impuestos de los N
empleados
10862 9.5.2.5 Procesar y distribuir los pagos N
10863 9.5.2.6 Procesar y distribuir los cheques N
10864 9.5.2.7 Procesar los ajustes finales del periodo N
10865 9.5.2.8 Responder a las preguntas sobre la nómina que tengan los N
empleados
10755 9.5.3 Administrar y procesar los impuestos de las nóminas Y
14075 9.5.3.1 Desarrollar un plan de impuestos N
14076 9.5.3.2 Administrar un plan de impuestos N
10866 9.5.3.3 Calcular y pagar los impuestos de nómina aplicables N
10867 9.5.3.4 Emitir y distribuir las declaraciones de impuestos anuales a los N
empleados
10868 9.5.3.5 Archivar las formas de impuestos de nómina reguladoras N
10733 9.6 Procesar las cuentas por pagar y reembolso de gastos Y
10756 9.6.1 Procesar las cuentas por pagar (AP) Y
10869 9.6.1.1 Verificar el archivo de pago de cuentas por pagar con el Y
archivo maestro de vendedores de la orden de compra (PO)
10870 9.6.1.2 Mantener/administrar el comercio electrónico Y
10871 9.6.1.3 Auditar las facturas y los datos clave en el sistema de AP Y
10872 9.6.1.4 Aprobar los pagos Y
10873 9.6.1.5 Procesar las acumulaciones e inversiones financieras Y
10874 9.6.1.6 Procesar los impuestos en la nómina Y
10875 9.6.1.7 Investigar/Resolver las excepciones de la nómina Y
10876 9.6.1.8 Procesar los pagos Y
10877 9.6.1.9 Responder ante las consultas de AP Y
10878 9.6.1.10 Retener los registros Y
10879 9.6.1.11 Ajustar los registros contables Y
10757 9.6.2 Procesar los reembolsos de gastos Y

Hierarchy Metrics
10880 9.6.2.1 Establecer y comunicar las políticas de reembolso de gastos, Y
así como los límites aprobados
10881 9.6.2.2 Capturar y reportar los datos de impuestos importantes Y
10882 9.6.2.3 Aprobar los reembolsos y pagos por adelantado Y
10883 9.6.2.4 Procesar los reembolsos y pagos por adelantado Y
10884 9.6.2.5 Administrar las cuentas personales Y
10734 9.7 Administrar las operaciones de tesorería Y
10758 9.7.1 Administrar las políticas y procedimientos de tesorería Y
10885 9.7.1.1 Establecer el alcance y el control de las operaciones de N
10886 9.7.1.2 tesorería
Establecer y publicar las políticas de tesorería N
10887 9.7.1.3 Desarrollar procedimientos de tesorería N
10888 9.7.1.4 Monitorear los procedimientos de tesorería N
10889 9.7.1.5 Auditar los procedimientos de tesorería N
10890 9.7.1.6 Revisar los procedimientos de tesorería N
10891 9.7.1.7 Desarrollar y confirmar los controles internos para el N
departamento de tesorería
10892 9.7.1.8 Definir los requerimientos de seguridad del sistema N
10759 9.7.2 Administrar el efectivo Y
10893 9.7.2.1 Administrar y conciliar las posiciones de efectivo N
10894 9.7.2.2 Administrar los equivalentes de efectivo N
10895 9.7.2.3 Procesar y supervisar las transferencias de fondos electrónicos N
10896 9.7.2.4 Desarrollar pronósticos de flujo de caja N
10897 9.7.2.5 Administrar los flujos de caja N
10898 9.7.2.6 Emitir transacciones y reportes contables del manejo de N
efectivo
10899 9.7.2.7 Administrar y supervisor las relaciones bancarias N
10900 9.7.2.8 Analizar, negociar, resolver y confirmar las comisiones N
10760 9.7.3 bancarias las cuentas bancarias internas
Administrar N
10901 9.7.3.1 Administrar las cuentas internas para las subsidiarias N
10902 9.7.3.2 Administrar y facilitar las transacciones de préstamos ínter N
compañías
10903 9.7.3.3 Administrar los pagos centralizados que salen en nombre de N
las compañías
10904 9.7.3.4 Administrar los pagos centrales que entran a nombre de las N
subsidiarias
10905 9.7.3.5 Administrar pagos internos y transacciones en red N
10906 9.7.3.6 Calcular los intereses y comisiones para las cuentas bancarias N
internas
10907 9.7.3.7 Proporcionar estados de cuenta para las cuentas bancarias N
internas
10761 9.7.4 Administración de la deuda y la inversión N
14079 9.7.4.1 Establecer la política de inversión N

Hierarchy Metrics
10908 9.7.4.2 Administrar las relaciones financieras intermediarias N
10909 9.7.4.3 Administrar la liquidez N
10910 9.7.4.4 Administrar el factor de riesgo del emisor N
10911 9.7.4.5 Procesar y supervisar las transacciones de inversión y deuda N
10912 9.7.4.6 Procesar y supervisar las transacciones en moneda extranjera N
10913 9.7.4.7 Emitir reportes de transacciones contables de inversión y N
deuda
14210 9.7.4.8 Procesar y supervisor las transacciones con tasa de intereses N
11208 9.7.5 Monitorear y ejecutar transacciones de riesgo y cobertura Y
12974 9.7.5.1 Desarrollar la administración de riesgo/la estructura de N
cobertura
11209 9.7.5.2 Administrar los riesgos de las tasas de interés N
19575 9.7.5.2.1 Administrar la información de la tasa de interés de Mercado N
19576 9.7.5.2.2 Determinar la exposición de la tasa de interés para todos los N
mercados
19577 9.7.5.2.3 Determinar los requerimientos de la cobertura de la tasa de N
interés de conformidad con la política de riesgo
19578 9.7.5.2.4 Ejecutar intercambios de tasa de interés N
11210 9.7.5.3 Administrar el riesgo del cambio de moneda N
19579 9.7.5.3.1 Administrar la información del cambio de moneda del N
mercado
19580 9.7.5.3.2 Determinar la exposición del cambio de moneda para todos N
los tipos de moneda
19581 9.7.5.3.3 Determinar los requerimientos de la cobertura del cambio de N
moneda de conformidad con la política de riesgos
19582 9.7.5.3.4 Otorgar intercambios de moneda extranjera N
19583 9.7.5.3.5 Administrar el riesgo de balance cambiario N
11211 9.7.5.4 Administrar el riesgo de exposición N
19584 9.7.5.4.1 Determinar la actual exposición del cliente y los límites de N
las excepciones
19585 9.7.5.4.2 Resolver las violaciones del límite de exposición del cliente N
19586 9.7.5.4.3 Administrar las garantías de los clientes N
19587 9.7.5.4.4 Desarrollar revisiones anuales del crédito de los clientes N
20137 9.7.5.5 Ejecutar transacciones de cobertura N
19588 9.7.5.5.1 Medir posiciones físicas N
19589 9.7.5.5.2 Establecer coberturas N
19590 9.7.5.5.3 Deshacer coberturas N
11213 9.7.5.5.4 Evaluar y redefinir las posiciones de las coberturas N
11215 9.7.5.5.5 Monitorear créditos N
11214 9.7.5.6 Producir transacciones e informes de contabilidad de N
coberturas
16958 9.7.6 Administrar casos de disputas/fraudes financieros N
10735 9.8 Administrar los controles internos Y

Hierarchy Metrics
10762 9.8.1 Establecer políticas y procedimientos de controles internos Y
10914 9.8.1.1 Establecer consejos de administración y un comité de auditoría N
10915 9.8.1.2 Definir y comunicar el código de ética N
10916 9.8.1.3 Asignar papales y responsabilidades respecto a los controles N
internos
11250 9.8.1.4 Definir los objetivos y riesgos de los procesos de negocios N
11251 9.8.1.5 Definir las tolerancias de riesgo unidad/entidad N
10763 9.8.2 Operar los controles y supervisar que se cumplan las políticas y Y
procedimientos con respecto a estos controles internos
10917 9.8.2.1 Designar e implementar las actividades de control N
10918 9.8.2.2 Monitorear la efectividad de los controles N
10919 9.8.2.3 Buscar soluciones a las deficiencias que presenten los N
10920 9.8.2.4 controles
Crear funciones de cumplimiento de controles N
10921 9.8.2.5 Operar funciones de cumplimiento de controles N
10922 9.8.2.6 Implementar y mantener controles relacionados con el N
funcionamiento de las tecnologías y las herramientas
10764 9.8.3 Reportar sobre el cumplimiento de los controles internos Y
10923 9.8.3.1 Reportar a los auditores internos N
10924 9.8.3.2 Reportar a las organizaciones reguladoras, a los tenedores de N
acciones, a los encargados de los intercambios de valores, etc.
10925 9.8.3.3 Reportar a terceros involucrados N
10926 9.8.3.4 Reportar a la administración interna N
10736 9.9 Administrar los impuestos Y
10765 9.9.1 Desarrollar estrategias y planes de impuestos N
10927 9.9.1.1 Desarrollar estrategias de impuestos locales, estatales, N
nacionales y extranjeros
10928 9.9.1.2 Consolidar y optimizar un plan total de impuestos N
10929 9.9.1.3 Mantener datos maestros de impuestos N
10766 9.9.2 Procesar Impuestos Y
10930 9.9.2.1 Llevar a cabo una estrategia/planeación de impuestos N
10931 9.9.2.2 Preparar impuestos N
10932 9.9.2.3 Preparar impuestos de extranjeros N
10933 9.9.2.4 Calcular impuestos diferidos N
10934 9.9.2.5 Dar cuenta de los impuestos N
10935 9.9.2.6 Monitorear el cumplimiento con los impuestos N
10936 9.9.2.7 Formular preguntas sobre impuestos N
10737 9.10 Administrar fondos/consolidaciones internacionales N
10767 9.10.1 Monitorear tasas internacionales N
10768 9.10.2 Administrar transacciones N
10769 9.10.3 Administrar factor de riesgo monetario/ protección monetaria Y
10770 9.10.4 Reportar los resultados N
17059 9.11 Realizar servicios de comercio a nivel mundial N
14090 9.11.1 Proteger la lista de partes sancionadas N

Hierarchy Metrics
14091 9.11.2 Controlar exportaciones e importaciones N
14092 9.11.3 Clasificar productos N
19593 9.11.4 Realizar conversión de moneda N
14093 9.11.5 Tarea de cálculo N
14094 9.11.6 Comunicación con aduanas N
14095 9.11.7 Documentos de comercio N
14096 9.11.8 Preferencias del proceso comercial N
14097 9.11.9 Manejo de restituciones N
14098 9.11.10 Prepara cartas de crédito N

Hierarchy Metrics
10937 10.1 Planear y adquirir activos N
10941 10.1.1 Desarrollar estrategia de propiedad y visión a largo plazo N
10955 10.1.1.1 Confirmar la de los requerimientos de las propiedades con las Y
estrategia de neocio
10956 10.1.1.2 Evaluar el ambiente externo N
10957 10.1.1.3 Determinar la decisión de construir o comprar N
10943 10.1.2 Plan de instalación Y
10958 10.1.2.1 Diseñar las instalaciónes N
10959 10.1.2.2 Analizar el presupuesto N
10960 10.1.2.3 Seleccionar propiedad N
10961 10.1.2.4 Negociar términos por instalación N
10962 10.1.2.5 Administrar la construcción o modificación al edificio N
10944 10.1.3 Proporcionar instalaciónes y lugar de trabajo N
10963 10.1.3.1 Adquirir el lugar de trabajo e instalaciones N
10964 10.1.3.2 Cambio de forma/functionalidad del lugar de trabajo e N
instalaciones
10949 10.1.4 Administrar las operaciones de las instalaciones N
10965 10.1.4.1 Traslado de personas N
10966 10.1.4.2 Traslado de material y herramientas N
19208 10.2 Diseño y construcción de activos productivos N
19209 10.2.1 Administrar programa de capital para activos productivos N
19210 10.2.1.1 Definir el plan de inversión de capital N
19211 10.2.1.2 Monitorear programa de capital N
19212 10.2.1.3 Asegurar el financiamiento de construcción N
20139 10.2.2 Diseño y planificación de la construcción de activos N
19220 10.2.2.1 Desarrollar la estrategia de construcción N
11276 10.2.2.2 Realizar la gestión del rendimiento de la construcción N
19221 10.2.2.3 Obtener permiso de construcción N
19222 10.2.2.4 Diseñar activos N
19223 10.2.2.5 Recursos del plan de construcción N
19229 10.2.3 Programa y desarrollo del trabajo de construcción N
19230 10.2.3.1 Programa del trabajo de construcción N
19231 10.2.3.2 Obtener recursos N
19232 10.2.3.3 Construir nuevos activos N
19233 10.2.3.4 Aumento de los activos existentes N
19234 10.2.3.5 Renovar/reemplazar activos N
19224 10.2.4 Administrar los activos de construcción N
19225 10.2.4.1 Monitorear el desarrollo del trabajo N
19226 10.2.4.2 Realizar control de calidad de la construcción N
19227 10.2.4.3 Crear registros de trabajo y activos N
19228 10.2.4.4 Administrar la seguridad y el acceso a los sitios N
19238 10.3 Mantener activos productivos N

Hierarchy Metrics
19239 10.3.1 Plan de mantenimiento de los activos N
19240 10.3.1.1 Desarrollar estrategias de activos N
10967 10.3.1.2 Analizar activos y predecir los requerimientos de N
mantenimiento
19241 10.3.1.3 Especificar las políticas de mantenimiento N
10968 10.3.1.4 Integrar mantenimiento preventivo en operaciones N
programadas
19242 10.3.1.5 Identificar la administración del trabajo & las prioridades N
19243 10.3.1.6 Realizar planeación de recursos N
19244 10.3.1.7 Crear planes de trabajo N
19245 10.3.2 Administrar el mantenimiento de activos N
19246 10.3.2.1 Programar trabajos de mantenimiento N
19247 10.3.2.2 Obtener los recursos requeridos N
19248 10.3.2.3 Realizar control de calidad N
19249 10.3.2.4 Actualizar el trabajo y los registros de activos N
19250 10.3.2.5 Administrar el mantenimiento de la seguridad del trabajo N
19251 10.3.2.6 Definir los objetivos del desarrollo del mantenimiento N
19252 10.3.2.7 Monitorear los contratos/objetivos del desarrollo del N
mantenimiento
19253 10.3.3 Desarrollar el mantenimiento de los activos N
10947 10.3.3.1 Desarrollar el mantenimiento preventivo de los activos N
19254 10.3.3.2 Desarrollar el mantenimiento de rutina de los activos N
19255 10.3.3.3 Realizar los reparos y el mantenimiento de activos a corregir N
19256 10.3.3.4 Identificar los requerimientos de mantenimiento no N
19257 10.3.3.5 planificado
Realizar requerimientos de mantenimiento no planificado N
10940 10.4 Disponer de los activos Y
10952 10.4.1 Desarrollar una estrategia de salida N
19258 10.4.2 Decomisar activos productivos N
10953 10.4.3 Realizar ventas o comercializaciones N
10954 10.4.4 Abandonar N
16970 10.4.5 Realizar la administración de desechos y productos defectuosos N

Hierarchy Metrics
16437 11.0 Administrar los Riesgos de la Empresas, Remediación y N
Resiliencia
17060 11.1 Administrar el riesgo de la empresa Y
16439 11.1.1 Establecer el marco de referencia y las políticas de riesgo de la N
empresa
16440 11.1.1.1 Determinar la tolerancia de riesgo de la organización N
16441 11.1.1.2 Desarrollar y mantener los procedimientos y políticas de N
16442 11.1.1.3 Identificar e implementar las herramientas administrativas de N
16443 11.1.1.4 Coordinar a través de la organización y compartir la N
información de riesgos
16444 11.1.1.5 Preparar y reportar a los ejecutivos de administración y al N
consejo, el reporte de riesgos de la empresa
16445 11.1.2 Supervisar y coordinar las actividades administrativas de riesgos N
empresariales
16446 11.1.2.1 Identificar los niveles de riesgo de la empresa N
16447 11.1.2.2 Evaluar riesgos para determinar cuál mitigar N
16448 11.1.2.3 Desarrollar la mitigación de riesgos y la estrategia de N
administración e integrar con los procesos administrativos de
desarrollo existentes
16449 11.1.2.4 Verificar la unidad de negocio y los planes funcionales de N
migración de riesgos que sean implementados
16450 11.1.2.5 Hay que asegurar que los riesgos y las acciones de mitigación N
de riesgos sean monitoreadas
16451 11.1.2.6 Reportar sobre las actividades de riesgo de la empresa N
16452 11.1.2.7 Coordinar la unidad de negocio y las actividades funcionales N
de administración de riesgos
conlleven el proceso de administración de riesgos de la
empresa
conlleven el proceso de reporte de administración de riesgos
de la empresa
17462 11.1.3 Administrar la unidad de negocio y las funciones de riesgo N
16456 11.1.3.1 Identificar los riesgos N
16457 11.1.3.2 Evaluar los riesgos utilizando el marco de referencia de los N
procedimientos y políticas de riesgos de la empresa
16458 11.1.3.3 Desarrollar planes de mitigación para riesgos N
18129 11.1.3.3.1 Evaluar la adecuación de la cobertura de seguro N
16459 11.1.3.4 Implementar planes de mitigación de riesgos N
16460 11.1.3.5 Monitorear riesgos N
16461 11.1.3.6 Analizar actividades de riesgo y planes de actualización N
16462 11.1.3.7 Reportar las actividades de riesgo N

Hierarchy Metrics
17467 11.2 Administrar el cumplimiento N
17468 11.2.1 Establecer el marco de referencia y las políticas de N
17469 11.2.1.1 cumplimiento
Desarrollar el marco de referencia y las políticas de N
cumplimiento de la empresa
17470 11.2.1.2 Implementar actividades de cumplimiento de la empresa N
14133 11.2.1.3 Administrar auditorías internas N
14137 11.2.1.4 Mantener las herramientas y tecnología de control N
16463 11.2.2 relacionadas
Administrar el cumplimiento regulatorio N
16464 11.2.2.1 Desarrollar procedimientos de cumplimiento regulatorio N
16465 11.2.2.2 Identificar requerimientos regulatorios aplicables N
16466 11.2.2.3 Monitorear el ambiente regulatorio respecto a regulaciones N
emergentes o cambiantes
16467 11.2.2.4 Evaluar la posición de cumplimiento actual e identificar las N
debilidades o déficit de los mismos
16468 11.2.2.5 Implementar políticas y controles de cumplimiento regulatorio N
que faltan o que sean más fuertes
16469 11.2.2.6 Monitorear y probar la posición regulatoria de cumplimiento y N
los controles existentes
19595 11.2.2.7 Compilar y comunicar los cuadros de mando de cumplimiento N
19596 11.2.2.8 Compilar y comunicar los reportes internos y de cumplimiento N
regulatorio
16470 11.2.2.9 Conforme sea apropiado, mantener relaciones con los N
reguladores
11185 11.3 Administrar los esfuerzos de remediar Y
11201 11.3.1 Crear planes de remediación N
11202 11.3.2 Contactar y conferir con expertos N
11203 11.3.3 Identificar/dedicar recursos N
11204 11.3.4 Investigar los aspectos legales N
11205 11.3.5 Investigar las causas de daño N
11206 11.3.6 Enmendar o crear políticas N
11216 11.4 Administrar Resiliencia de negocios Y
11221 11.4.1 Desarrollar la estrategia de resiliencia de negocios N
11222 11.4.2 Desarrollar planeación continua de operación de negocios N
11223 11.4.3 Probar continuamente las operaciones de negocios N
11224 11.4.4 Mantener operaciones de negocios continuas N
16471 11.4.5 Compartir con otras partes de la organización el conocimiento N
sobre riesgos específicos

Hierarchy Metrics
11010 12.1 Construir relaciones con inversionistas N
11035 12.1.1 Planear, construir y administrar relaciones con los prestamistas N
11036 12.1.2 Planear, construir y administrar relaciones con los analistas N
11037 12.1.3 Comunicación con los accionistas N
11011 12.2 Administrar las relaciones gubernamentales e industriales N
11038 12.2.1 Administrar las relaciones gubernamentales N
12869 12.2.1.1 Evaluar las relaciones N
12870 12.2.1.2 Nombrar a ejecutivos responsables N
12871 12.2.1.3 Monitorear las relaciones N
12872 12.2.1.4 Recibir input de asesores internos N
12873 12.2.1.5 Recibir input de asesores externos N
12874 12.2.1.6 Relacionare con las autoridades N
11039 12.2.2 Administrar relaciones con cuerpos cuasi-gubernamentales N
12875 12.2.2.1 Establecer relaciones con agencias N
12876 12.2.2.2 Responder a preguntas de auditores N
12877 12.2.2.3 Mantener la documentación de los contactos N
12878 12.2.2.4 Planear y administrar reuniones N
11040 12.2.3 Administrar relaciones con grupos industriales y comerciales N
12879 12.2.3.1 Evaluar los requerimientos de relaciones estratégicas N
12880 12.2.3.2 Monitorear el éxito de las sociedades N
12881 12.2.3.3 Ampliar o cambiar las relaciones N
11041 12.2.4 Manage lobby activities N
11012 12.3 Administrar las relaciones con el consejo de administración N
11042 12.3.1 Reportar los resultados financieros N
11043 12.3.2 Reportar los resultados de la auditoría N
11013 12.4 Administrar asuntos legales y éticos Y
11044 12.4.1 Crear políticas de ética N
11045 12.4.2 Administrar políticas de gobierno corporativa N
11046 12.4.3 Crear y desarrollar programas preventivos legales N
11047 12.4.4 Asegurar el cumplimiento N
11053 12.4.4.1 Planear e iniciar el programa de cumplimiento N
11054 12.4.4.2 Ejecutar el programa de cumplimiento N
11048 12.4.5 Administrar la consultoría externa N
11056 12.4.5.1 Evaluar el problema y determinar los requerimientos de N
11057 12.4.5.2 trabajo
Contratar/retener consultoría externa si es necesario N
11058 12.4.5.3 Recibir estrategia/presupuesto N
11059 12.4.5.4 Recibir producto de trabajo y administrar/monitorear los N
trabajos y casos llevados a cabo
11060 12.4.5.5 Procesar pagos por servicios legales N
11061 12.4.5.6 Seguir la trayectoria de las actividades/programas legales N
11049 12.4.6 Proteger la propiedad intelectual N
11062 12.4.6.1 Administrar los derechos de autor y las patentes N

Hierarchy Metrics
11063 12.4.6.2 Mantener los derechos y restricciones de la propiedad N
intelectual
11064 12.4.6.3 Administrar los términos del otorgamiento de licencia N
11065 12.4.6.4 Administrar Opciones N
11050 12.4.7 Resolver las disputas y litigios N
11051 12.4.8 Proporcionar consultoría/asesoría legal N
11052 12.4.9 Negociar y documentar los acuerdos/contratos N
11014 12.5 Administrar el programa de relaciones públicas N
11066 12.5.1 Administrar relacion con la comunidad N
11067 12.5.2 Administrar relacion con medios de comunicacion N
11068 12.5.3 Promover estabilidad politica N
11069 12.5.4 Crear comunicados de prensa N
11070 12.5.5 Publicar comunicados de prensa N

Hierarchy Metrics
16378 13.1 Administrar el proceso del negocio N
16379 13.1.1 Establecer y mantener el gobierno and gestión de gobierno N
16380 13.1.1.1 Definir y administrar el alcance del gobierno N
16381 13.1.1.2 Establecer y mantener herramientas de procesos y plantilla N
16382 13.1.1.3 Asignar y apoyar el proceso de propiedad N
16383 13.1.1.4 Desarrollar actividades del proceso de gobierno N
16384 13.1.2 Definir y administrar marcos de referencia de procesos N
16385 13.1.2.1 Establecer y mantener marcos de referencia de procesos N
16386 13.1.2.2 Identificar procesos multifuncionales N
16387 13.1.3 Definir procesos N
16388 13.1.3.1 Alcance de los procesos N
16389 13.1.3.2 Analizar procesos N
20140 13.1.3.2.1 Identificar las mejores prácticas publicadas N
16390 13.1.3.3 Modelar y documentar los procesos N
16391 13.1.3.4 Publicar los procesos N
16392 13.1.4 Administrar el desarrollo de los procesos N
16393 13.1.4.1 Proporcionar entrenamiento en los procesos N
16394 13.1.4.2 Apoyar la ejecución de procesos N
16395 13.1.4.3 Medir y reportar el desarrollo de los procesos N
20141 13.1.4.3.1 Conforme se requiera, identificar mayores métricas N
16396 13.1.5 Mejorar los procesos N
16397 13.1.5.1 Identificar y seleccionar las oportunidades de mejora N
16398 13.1.5.2 Administrar los proyectos de mejora N
16399 13.1.5.3 Desarrollar actividades de mejora continua N
16400 13.2 Administrar la cartera, programas y proyectos N
16401 13.2.1 Administrar cartera N
16402 13.2.1.1 Establecer una estrategia de cartera N
16403 13.2.1.2 Definir al gobierno de la cartera N
16404 13.2.1.3 Monitorear y controlar la cartera N
16405 13.2.2 Administrar los programas N
16406 13.2.2.1 Establecer el acercamiento y la estructura de los programas N
16407 13.2.2.2 Administrar los programas de partes interesadas y accionistas N
16408 13.2.2.3 Administrar la ejecución del programa N
16409 13.2.2.4 Revisar y reportar el desarrollo del programa N
16410 13.2.3 Administrar proyectos N
16411 13.2.3.1 Establecer el alcance de los proyectos N
11117 13.2.3.1.1 Identificar los requerimientos y objetivos de los proyectos N
16412 13.2.3.1.2 Identificar los requerimientos de los recursos de los N
proyectos
11118 13.2.3.1.3 Evaluar la cultura y la disponibilidad para el acercamiento N
de la gestión de proyectos

Hierarchy Metrics
11119 13.2.3.1.4 Identificar las metodologías apropiadas de gestión de N
proyectos
11120 13.2.3.1.5 Crear casos de negocio y obtener financiamiento N
11121 13.2.3.1.6 Desarrollar medidas e indicadores del proyecto N
16413 13.2.3.2 Desarrollar planes de proyecto N
11123 13.2.3.2.1 Definir roles y recursos N
20142 13.2.3.2.2 Adquirir/asegurar los recursos del proyecto N
11124 13.2.3.2.3 Identificar requerimientos de TI específicos N
11125 13.2.3.2.4 Crear planes de capacitación y comunicación N
11127 13.2.3.2.5 Diseñar acercamientos de reconocimiento y recompensa N
11128 13.2.3.2.6 Diseñar y planear el lanzamiento del proyecto N
11129 13.2.3.2.7 Desplegar el proyecto N
16414 13.2.3.3 Ejecutar Proyectos N
11131 13.2.3.3.1 Evaluar el impacto administrativo del proyecto (estrategia y N
proyectos) sobre las medidas y resultados
16415 13.2.3.3.2 Reportar el estatus del proyecto N
16416 13.2.3.3.3 Administrar el alcance del proyecto N
11132 13.2.3.3.4 Promover y sostener la actividad y el involucramiento N
11133 13.2.3.3.5 Realinear y refrescar la estrategia y el acercamiento de la N
administración del proyecto
16417 13.2.3.4 Revisar y reportar el desarrollo del Proyecto N
16418 13.2.3.5 Cerrar el Proyecto N
17471 13.3 Administrar la calidad de la empresa N
17472 13.3.1 Establecer la calidad de los requerimientos N
17473 13.3.1.1 Definirlas características críticas de calidad N
17474 13.3.1.2 Definir las actividades preventivas de calidad N
17475 13.3.1.3 Desarrollar controles de calidad N
17476 13.3.1.3.1 Definir los pasos del proceso para controles (o puntos de N
integración)
17477 13.3.1.3.2 Definir plan de muestreo N
17478 13.3.1.3.3 Identificar los métodos de medidas N
17479 13.3.1.3.4 Definir las competencias requeridas N
17480 13.3.1.4 Probar la capacidad para evaluar el cumplimiento con los N
requerimientos
17481 13.3.1.5 Finalizar el plan de calidad N
17482 13.3.2 Evaluar el rendimiento de los requerimientos N
17483 13.3.2.1 Examinar contra el plan de calidad N
17484 13.3.2.1.1 Realizar pruebas y recolectar información N
17485 13.3.2.1.2 Registrar los resultados N
17486 13.3.2.1.3 Determinar las disposiciones del resultado(s) N
17487 13.3.2.2 Evaluar los resultados de las pruebas N
17488 13.3.2.2.1 Evaluar el significado de la muestra N
17489 13.3.2.2.2 Resumen del resultado(s) N

Hierarchy Metrics
17490 13.3.2.2.3 Recomendar acciones N
17491 13.3.2.2.4 Decidir los siguientes pasos N
17492 13.3.3 Administrar la inconformidad N
17493 13.3.3.1 Evaluar el impacto potencial N
17494 13.3.3.2 Determinar la acción(es) inmediata N
17495 13.3.3.3 Identificar la raíz de la causa(s) N
17496 13.3.3.4 Tomar acciones correctivas o preventivas N
17497 13.3.3.5 Cerrar las no-conformidades N
17498 13.3.4 Implementar y mantener el Sistema de calidad administrativa de N
la empresa (EQMS por sus siglas en inglés)
17499 13.3.4.1 Definir la estrategia de calidad N
17500 13.3.4.2 Planear y despegar el alcance, objetivos y metas EQMS N
17501 13.3.4.3 Identificar los procesos, controles y métricas principales de N
EQMS
17502 13.3.4.4 Desarrollar y documentar las políticas, procedimientos, N
estándares y medidas EQMS.
17503 13.3.4.5 Evaluar el desarrollo EQMS N
17504 13.3.4.6 Crear el ambiente y las capacidades para mejoras de EQMS N
17505 13.3.4.6.1 Premiar la excelencia de calidad N
17506 13.3.4.6.2 Crear y mantener sociedades de calidad N
17507 13.3.4.6.3 Mantener talento de competencias y capacidades N
17508 13.3.4.6.4 Incorporar los mensajes EQMS en los canales de N
comunicación
17509 13.3.4.6.5 Asegurar el acceso administrativo independiente EQMS para N
autoridades apropiadas en la organización
17510 13.3.4.6.6 Transferir métodos comprobados de transferencia N
11074 13.4 Administrar el Cambio N
11134 13.4.1 Hacer planes para el cambio N
11138 13.4.1.1 Seleccionar una metodología de mejora de procesos N
11140 13.4.1.2 Determinar accionistas N
11139 13.4.1.3 Evaluar la disponibilidad para un cambio N
11141 13.4.1.4 Identificar los mejores campeones N
11142 13.4.1.5 Formar un equipo de diseño N
11143 13.4.1.6 Definir el alcance N
11144 13.4.1.7 Entender el estado actual N
11145 13.4.1.8 Definir el estado futuro N
11146 13.4.1.9 Llevar a cabo análisis de riesgo organizacional N
11147 13.4.1.10 Evaluar aspectos culturales N
20143 13.4.1.11 Identificar grupos impactados N
20144 13.4.1.12 Determinar el grado/extensión del impacto N
11148 13.4.1.13 Establecer responsabilidades para la administración del N
11149 13.4.1.14 cambio
Identificar las barreras para el cambio N
11150 13.4.1.15 Determinar a las personas que promoverían el cambio N

Hierarchy Metrics
11151 13.4.1.16 Identificar los recursos y desarrollar medidas N
11135 13.4.2 Diseñar el Cambio N
11152 13.4.2.1 Evaluar la conexión que exista con otras iniciativas N
11153 13.4.2.2 Desarrollar planes de administración del cambio N
11154 13.4.2.3 Desarrollar planes de capacitación N
11155 13.4.2.4 Desarrollar planes de comunicación N
20145 13.4.2.5 Asignar el cambio del campeón(es) N
11156 13.4.2.6 Desarrollar planes de incentivos/premios N
11157 13.4.2.7 Establecer la adopción de medidas métricas N
11158 13.4.2.8 Establecer/aclarar nuevos roles N
11159 13.4.2.9 Identificar presupuestos/roles N
11136 13.4.3 Implementar el Cambio N
11160 13.4.3.1 Crear un compromiso para la mejora/cambio N
11161 13.4.3.2 Hacer un proyecto de reingeniería para los procesos y sistemas N
de negocios
11162 13.4.3.3 Apoyar la transición hacia nuevos papeles o estrategias de N
salida para los ocupantes
11163 13.4.3.4 Monitorear el cambio N
20146 13.4.3.5 Reportar el cambio N
11137 13.4.4 Sustentar la mejora N
11164 13.4.4.1 Monitorear el desempeño de los procesos mejorados N
11165 13.4.4.2 Capturar y utilizar otra vez las lecciones aprendidas del N
proceso de cambio
11166 13.4.4.3 Tomar medidas correctivas tal como se vayan necesitando N
11073 13.5 Desarrollar y Administrar la capacidad administrativa de Y
conocimiento a lo largo de la empresa (KM por sus siglas en
inglés)
11095 13.5.1 Desarrollar una estrategia KM N
11100 13.5.1.1 Desarrollar un modelo de gobierno N
11101 13.5.1.2 Establecer un grupo nuclear KM Central N
11102 13.5.1.3 Definir los roles y la responsabilidad del grupo nuclear contra N
las unidades operativas
11103 13.5.1.4 Desarrollar modelos de fondos N
11104 13.5.1.5 Identificar las relaciones que existen con las iniciativas clave N
11105 13.5.1.6 Desarrollar metodologías centrales KM N
11106 13.5.1.7 Evaluar las necesidades TI y contratar la función TI N
11107 13.5.1.8 Desarrollar los planes de comunicación y capacitación N
11108 13.5.1.9 Desarrollar los enfoques de cambios administrativos N
11109 13.5.1.10 Desarrollar los indicadores y medidas estratégicas N
11096 13.5.2 Evaluar las capacidades KM Y
11110 13.5.2.1 Evaluar el vencimiento de las iniciativas KM existentes N
11111 13.5.2.2 Evaluar los acercamientos KM existentes N
11112 13.5.2.3 Identificar las necesidades y brechas N
11113 13.5.2.4 Resaltar/modificar los acercamientos KM existentes N

Hierarchy Metrics
11114 13.5.2.5 Desarrollar nuevos acercamientos KM N
11115 13.5.2.6 Implementar nuevos acercamientos KM N
16436 13.6 Medidas y Benchmark N
11071 13.6.1 Crear y administrar estrategias de desempeño organizacional N
11075 13.6.1.1 Crear modelos de sistemas de medición empresarial N
11076 13.6.1.2 Medir la productividad de los procesos N
11077 13.6.1.3 Medir la efectividad de costos N
11078 13.6.1.4 Medir la eficiencia del personal N
11079 13.6.1.5 Medir el tiempo de ciclos N
11072 13.6.2 Desempeño de benchmark N
11083 13.6.2.1 Llevar a cabo evaluaciones de desempeño N
11084 13.6.2.2 Desarrollar capacidades de benchmarking N
11085 13.6.2.3 Conducir un benchmarking competitivo interno y externo N
11087 13.6.2.4 Realizar un análisis de brechas N
11088 13.6.2.5 Establecer la necesidad del cambio N
20147 13.6.3 Evaluar el proceso de desarrollo N
10270 13.6.3.1 Establecer indicadores de desarrollo apropiados (métricas) N
10271 13.6.3.2 Establecer la frecuencia del monitoreo N
20148 13.6.3.3 Recolectar información N
10272 13.6.3.4 Calcular las medidas de desarrollo N
10273 13.6.3.5 Identificar las tendencias de desarrollo N
10274 13.6.3.6 Analizar el desarrollo contra la información benchmark N
10275 13.6.3.7 Preparar reportes N
10276 13.6.3.8 Desarrollar un plan de mejoras en el desarrollo N
11179 13.7 Administrar la salud y seguridad ambiental (EHS por sus siglas en N
inglés)
11180 13.7.1 Determinar los impactos ambientales, de salud y de seguridad Y
11186 13.7.1.1 Evaluar el impacto ambiental de los productos, servicios y N
operaciones
11187 13.7.1.2 Llevar a cabo auditorías ambientales, de salud y de seguridad N
11181 13.7.2 Desarrollar y llevar a cabo un programa funcional de EHS N
11188 13.7.2.1 Identificar los requerimientos regulatorios y de las partes N
interesadas
11189 13.7.2.2 Evaluar los riesgos y oportunidades futuras N
11190 13.7.2.3 Crear una política de EHS N
11191 13.7.2.4 Registrar y administrar los eventos de EHS N
11182 13.7.3 Capacitar y educar a los empleados N
11192 13.7.3.1 Comunicar los asuntos de EHS a los depositarios y N
proporcionar apoyo
11183 13.7.4 Monitorear y administrar el programa EHS N
11193 13.7.4.1 Administrar los costos y beneficios de EHS N
11194 13.7.4.2 Medir y reportar el desempeño de EHS N
11196 13.7.4.3 Implementar un programa para responder ante una emergencia N

Hierarchy Metrics
11197 13.7.4.4 Implementar un programa para prevenir la contaminación N
11195 13.7.4.5 Proporcionar a los empleados apoyo con respecto a EHS N

Process
Element Hierarchy
ID ID Process element Definition
10001 Root This is the root of the PCF hierarchy
10002 1.0 Desarrollar Visión y Estrategia 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 Definir el concepto del negocio y la visión a largo plazo 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 Evaluar el ambiente externo 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 Identificar competencia 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 Analizar y evaluar competencia 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 Identificar las tendencias económicas 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 Identificar asuntos políticos y reguladores 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 Evaluar nuevas innovaciones tecnológicas 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 Analizar demografía 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 Identificar cambios sociales y culturales 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 Identificar cuestiones ecológicas 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 Identificar cuestiones de propiedad intelectual (IP) Establishing measures and procedures for identifying various
intellectual property threats and concerns.
16791 1.1.1.10 Evaluar opciones de adquisición de IP 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 Realizar encuestas y determinar deseos y necesidades del cliente 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 Llevar a cabo evaluaciones e investigaciones Investigating key market features and customer characteristics,
cualitativas/cuantitativas 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 Capturar las necesidades y deseos de los clientes 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 Evaluar deseos y necesidades de los clientes 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 Evaluar el ambiente interno 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 Analizar las características organizacionales 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 Analizar las operaciones internas Identify key elements of operations and measure effectiveness of
these elements within internal operations.

Process
Element Hierarchy
10031 1.1.3.3 Crear líneas base para procesos actuales 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 Analizar sistemas y tecnología 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 Analizar salud financiera 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 Identificar capacidades centrales 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 Establecer visión estratégica 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 Definir la visión estratégica 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 Alinear a los accionistas alrededor de la visión estratégica 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 Comunicar la visión estratégica a los accionistas 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 Conducir oportunidades de reestructuración organizacional 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 Identificar oportunidades de reestructuración 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 Realizar la debida diligencia 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 Analizar las opciones de ventas 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 Evaluar opciones de adquisición 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 Evaluar opciones de fusión 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 Evaluar opciones de desunión 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 Evaluar opciones de enajenación 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 Desarrollar estrategia de negocios 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 Desarrollar una declaración de misión general 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 Definir el negocio actual 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 Formular la misión 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 Comunicar la misión 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 Definir y evaluar las opciones estratégicas para alcanzar los Assessing sets of strategic decisions designed to drive the
objetivos 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 Definir opciones estratégicas 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 Seleccionar asociaciones y relaciones para apoyar la empresa Supporting the design, manufacture and distribution of product and
extendida 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 Evaluar y analizar el impacto de cada opción 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 Identificar trancendencias de los elementos clave del modelo Determine impacts of elements such as staffing, skills, training, new
operativo que requieren cambios markets, technology, or policies within operating model which
needs change.
13290 1.2.2.2.2 Identificar tracendecias de aspectos tecnológicos clave Determining key factors for technology ROI, benefits, architecture,
etc.
16800 1.2.2.3 Desarrollar estrategia B2B (Negocio a Negocio) Defining a long term plan of action and roadmap to achieve
business to business objectives and goals.
16801 1.2.2.3.1 Desarrollar servicio como estrategia de producto Defining objectives related to business and delivery models to
productize service.
16802 1.2.2.4 Desarrollar estrategia B2C (Negocio a Cliente) Defining a long term plan of action and roadmap to achieve
business to consumer objectives and goals.
16803 1.2.2.5 Desarrollar estrategia socio/alianza 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 Desarrollar estrategia de fusión/separación/adquisición salida 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 Desarrollar estrategia de innovación 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 Desarrollar estrategia de sostenibilidad 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 Desarrollar estrategia de apoyo global 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 Desarrollar estrategia de servicios compartidos 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 Desarrollar estrategia de mejoras austeras/continuas 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 Desarrollar estrategia de innovación y marco 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 Elegir estrategia de negocio a largo plazo 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 Coordinar y alinear estrategias funcionales y de proceso 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 Crear diseño organizacional 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 Evaluar amplitud y profundidad de la estructura organizacional 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 Realizar cartografia de roles específicos de trabajo y análisis de Appraising job-specific roles within the organizational chart and
valor agregado 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 Desarrollar diagrama de funciones para evaluar actividad de Examining the constituent exercises and undertakings within a
entrega 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 Realizar talleres de rediseño de la organización 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 Diseñar las relaciones entre las unidades organizacionales 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 Desarrollar análisis de rol y diagramas de actividad para Creating an understanding of the fit between job roles and
procesos clave 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 Evaluar implicaciones organizacionales de alternativas viables 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 Migrar a una nueva organización 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 Desarrollar y establecer las metas de la organización 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 Identificar las metas de la organización Creating and developing strategic objectives that establishes a
process to outline expected outcomes and guide employees' efforts.
19954 1.2.6.2 Establecer métricas de línea base 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 Monitorear rendimiento contra objetivos Defining methodology and frequency of assessment for measuring
and monitoring performance of various
functions/processes/activities against standard set goals.
10043 1.2.7 Formular estrategias de unidad de negocio 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 Analizar estrategias de unidad de negocio 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 Identificar capacidad central por cada unidad de negocio 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 Refinar las estrategias de las unidades de negocio en apoyo a la Evaluating existing business unit strategy based on the company's
estrategia de la empresa 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 Desarrollar estrategia de experiencia del cliente Defining a roadmap to meet customer expectations while
considering how it will affect the business.
19960 1.2.8.1 Evaluar experiencia del cliente 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 Identificar y revisar puntos de contacto del cliente 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 Evaluar la experiencia del cliente a través de los puntos de Evaluating customer experiences, expectations, and suggestions in
contacto 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 Realizar analisis de causas pricipales en la experiencia de Analyzing the core reason for the customer
servicion al cliente experience/feedback/response about the product/service to take
considerable action for better customer experience.
19964 1.2.8.2 Diseñar la experiencia del consumidor 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 Definir y administrar personajes 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 Crear mapas de recorrido del consumidor 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 Definir una vision única del cliente para la organización 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 Definir una visión para la experiencia del consumidor 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 Validar con los consumidores 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 Alinear la experiencia con los valores de marca y las estrategias Aligning and defining a relevant, differentiated, and credible value
comerciales 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 Desarrollar estrategia de contenido 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 Diseñar estructura de apoyo al consumidor Creating a roadmap for customer experience support with an overall
approach, process flow, and impact timeframe.
19972 1.2.8.3.1 Identificar las capacidades necesarias 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 Identificar el impacto en procesos funcionales 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 Desarrollar una hoja de ruta de experiencia del cliente para Defining a standard guideline to create and execute the capacities of
desarrollar e implementar capacidades definidas 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 Comunicar estrategias interna y externamente 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 Ejecutar y medir iniciativas estratégicas 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 Desarrollar iniciativas estratégicas 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 Identificar prioridades estratégicas 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 Desarrollar iniciativas estratégicas basadas en negocios/ valor Creating a statement of the organization's direction based on what is
del consumidor considered "value" to the customer or business.
19977 1.3.1.3 Revisar con accionistas 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 Evaluar iniciativas estratégicas 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 Determinar el valor del negocio para cada prioridad estratégica 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 Determinar el valor del consumidor para cada prioridad Analyzing the value preposition; the value the customer gets from a
estratégica 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 Seleccionar iniciativas estratégicas 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 Priorizar iniciativas estratégicas 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 Comunicar iniciativas estratégicas a las unidades de negocio y Establishing procedures for communications within the organization
accionistas which creates the road map for successful understanding of strategic
initiatives for both business units and stakeholders (internal and
external).
10060 1.3.4 Establecer medidas de alto nivel 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 Identificar los controladores de valor empresarial 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 Establecer puntos de referencia para los controladores de valor Establishing baseline measures that provide standards for assessing
empresarial performance of Identify business value drivers [19982].
19984 1.3.4.3 Monitorear desempeño contra puntos de referencia 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 Ejecutar iniciativas estratégicas 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.
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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].
19696 2.1 Gobernar y administrar el programa de desarrollo de Supervising the complete product/service program from innovation
productos/servicios until its commercial success. Meeting the customer demand and
expectations. Conduct further development and innovation
pertaining to business goals.
10061 2.1.1 Administrar cartera de productos y servicios 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].

Process
Element Hierarchy
10063 2.1.1.1 Evaluar el rendimiento de los productos/servicios existentes Assessing the capabilities and performance of existing
frente a las oportunidades de mercado 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 Confirmar la alineación de los conceptos de productos/servicios Checking the alignment of product/service portfolio, and its
con la estrategia del negocio 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.
10074 2.1.1.3 Priorizar y seleccionar nuevos conceptos de productos/servicios 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.

Process
Element Hierarchy
10073 2.1.1.4 Planear y desarrollar objetivos de costo y calidad 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 Especificar los objetivos de sincronización del desarrollo 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 para modificaciones de oferta de productos/servicios Developing a programmatic procedure for changing
products/services while paying heed to all stakeholders involved and
the prerequisites identified. Create a plan for changing the existing
portfolio of solution offerings. Develop a systematic program for
the design, processing, and delivery of the new product/service
concepts. Construct project-flow diagrams. Identify the stakeholders
involved and personnel responsible for each stage, as well as the
necessary decisions. Earmark the budgetary outlay, and conduct any
strategic planning required.
10067 2.1.2 Administrar ciclos de vida de productos y servicio 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 Desarrollar plan para desarrollo e introducción/lanzamiento de Developing a program and managing a perspective for new
nuevos productos/servicios product/service introduction and launch.

Process
Element Hierarchy
10077 2.1.2.2 Introducir nuevos productos/servicios 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 Retirar productos/servicios obsoletos 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 Identificar y refinar indicadores de desempeño 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 Conducir una revisión posterior al lanzamiento 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 Llevar a cabo una prueba analítica posterior al lanzamiento Measuring the performance of marketing once the product/services
para examinar la aceptación en el mercado are launched. This broadly covers measuring user engagement and
product's/service's performance in the market.
11424 2.1.2.5.2 Revisar el rendimiento en el mercado 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 Revisar la efectividad de la cadena de suministro y red de Determining the performance of supply chain to all departments and
distribución 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 Aplicar datos y análisis para revisar las metodologías de la Collecting and examining raw data with the purpose of drawing
cadena de suministro 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 Revisar la calidad y desempeño de los productos/servicios 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 Conducir una revisión financiera 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 Conducir evaluación de desarrollo de productos nuevos 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 Administrar patentes, derechos de autor y requisitos Determining the attributes necessary to protect and safeguard
reguladores 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 Conducir revisiones obligatorias y opcionales 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 Revisar violaciones de patentes y derechos de autor 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 Determinar las necesidades de patentes y derechos de autor 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 Definir los requisitos de la gestión de la documentación técnica Defining sourcing and procurement requirements for new product
del productos 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 Administrar requisitos regulatorios 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 Capacitar a los empleados en los requisitos reglamentarios Conducting training and impart learning to existing and new
apropiados 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 Mantener registros para las agencias regulatorias 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 Gestionar el ciclo de vida de las presentaciones regulatorias Determine and follow the timely input and update of regulatory
information by assessing reforms, regulatory policies, and
guidelines.
11740 2.1.4 Administrar datos maestros de productos y servicios 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 Administrar la lista maestra de materiales 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 Administrar facturas de 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 Administrar enrutamientos 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 Administrar especificaciones 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 Administrar dibujos Administering the specifications of the product/service and ensure
accessibility for product alteration/new product development.
11746 2.1.4.6 Administrar clasificación de productos/materiales 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 Desarrollar y mantener documentos de calidad/inspección 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 Mantener los datos de especificación del proceso Directing and handling data with respect to the procedures followed
across different functions and mission critical applications.
11749 2.1.4.9 Gestionar los datos de trazabilidad 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 Revisar y aprobar solicitudes de acceso a datos 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 Generar y definir ideas de nuevos productos/servicios Identifying and describing new product or service thoughts based on
organizational objectives/targets.
10065 2.2.1 Realizar investigación de descubrimiento 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 Identificar nuevas tecnologías 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 Desarrollar nuevas tecnologías 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 Evaluar la viabilidad de integrar nuevos conceptos de tecnología Appraising the feasibility of integrating new technologies, whether
en productos/servicios 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 Generar nuevos conceptos de productos/servicios Producing and defining ideologies for new product/service
19986 2.2.2.1 Reunir ideas y requisitos para nuevos productos/servicios offerings.
Collecting necessary items, documents, regulatory requirements,
etc., based on Generate and define new product/service ideas
[19698]
19987 2.2.2.2 Analizar ideas y requisitos para nuevos productos/servicios Assessing and reviewing the concepts and requirements of Generate
and define new product/service ideas [19698]
19988 2.2.2.3 Evaluar nuevas entradas y requisitos de productos/servicios 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 Formular nuevos conceptos de productos/servicios Devising ideas and elements necessary for thoughts on new
product/service development.
10068 2.2.2.5 Identificar mejoras potenciales a productos y servicios Defining potential enhancements to current products/services in
existentes 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 Definir requisitos de desarrollo de productos/servicios 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 Definir requisitos de productos/servicios Determining requirements related to the creation of the
product/service. Explain potential achievements that could be made.
19991 2.2.3.1.1 Definir requisitos funcionales básicos Determining the operations of functions related to the
product/service in the marketing environment.
16808 2.2.3.1.2 Derivar requisitos de interoperabilidad para productos y Determining the ability of products and services to work together,
servicios exchange and use information in a multi-vendor, multi-network, and
multi-service environment.
16809 2.2.3.1.3 Derivar requisitos de confianza para productos y servicios Developing safety requirements in line with environmental safety,
occupational health and safety, and community health and safety
guidelines.
16810 2.2.3.1.4 Derivar requisitos de seguridad para productos andservicios 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 Derivar requisitos de cumplimiento normativo Meeting regulatory requirements set forth by such directives as
RoHS, WEEE, ELV, and REACH.
16812 2.2.3.1.6 Derivar requisitos de estándares de industria Complying with consumer electronic industry standards developed
by the Consumer Technology Association (CTA).
19992 2.2.3.1.7 Desarrollar requisitos de experiencia de usuario Identifying and creating steps and tools to develop the user
experience.

Process
Element Hierarchy
16814 2.2.3.1.8 Derivar oferta de “servicios-como- producto” 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 Definir modelo de apoyo posterior al lanzamiento Defining SLAs (Service Level Agreement) and service level KPIs
(Key Performance Indicator).
17389 2.2.3.3 Identificar oportunidades de agrupamiento de Establishing areas of growth and further development of
productos/servicios product/service mix, customization, market based changes, etc., to
further demonstrate value to the customer in the competition.
10062 2.3 Desarrollar productos y servicios 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 Diseño y prototipo de productos y servicios 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 Asignar recursos al proyecto de productos/servicios 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 Identificar requisitos para los socios de desarrollo para Determining essential elements for collaborators involved in
productos/ servicios blueprint/development of product/service.
10084 2.3.1.2 Preparar un caso de negocio de alto nivel y una evaluación Preparing a business-level business case and a technical feasibility
técnica 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 Desarrollar especificaciones de diseño para productos/servicios 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 Desarrollar especificaciones de diseño de experiencia del usuario Determining the usability and user experience of products and the
business impact it creates.
16817 2.3.1.5 Proporcionar recomendaciones relacionadas con garantía Providing warranty plan and pricing specifications for
recommendation.
10086 2.3.1.6 Documentar especificaciones de diseño 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 Conducir revisiones externas obligatorias y opcionales 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 Diseñar productos/servicios Creating a sketch of the customer focused product/service in
Develop and Manage Products and Services [10003].
16819 2.3.1.8.1 Diseñar para fabricación 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 Diseñar para mantenimiento de productos Creating product application service view to allow for product
servicing and refurbishing.
16821 2.3.1.8.3 Diseñar para refabricación Replacing core components and republishing.
16822 2.3.1.8.4 Revisar la metodología de solución de problemas del producto Reviewing the design and approach for troubleshooting the product.

Process
Element Hierarchy
16818 2.3.1.8.5 Diseñar y administrar datos de producto, diseño y facturas de Designing the BOM-Bill of material, manufacturing BOM and
materiales 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 Diseñar para mejorar productos Designing hardware and software upgrade techniques.
10088 2.3.1.9 Construir prototipos/prueba de conceptos 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 Desarrollar y examinar la producción de prototipos y/o el Creating the new manufacturing/delivery processes for the new
proceso de servicio de envío 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 Eliminar problemas de calidad y confiabilidad 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 Realizar pruebas internas de producto/servicio y evaluar Carrying out an in-house appraisal of the prototypes in order to
viabilidad 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 Identificar los indicadores de rendimiento de diseño/desarrollo 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 Colaborar en el diseño con proveedores y socios externos 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 Examinar el mercado para productos y servicios nuevos o Expanding on the marketplace analysis that took place earlier in the
revisados 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 Preparar estudio de Mercado detallado 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 Realizar pruebas y entrevistas a clientela 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 Finalizar las características de los productos/servicios y los casos Finalizing the characteristics of new products/services by
comerciales 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 Finalizar los requisitos técnicos 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 Prepararse para el envío de producción/servicio 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 Diseñar y obtener capacidades necesarias/ materiales y equipo Developing and/or sourcing the essential machinery needed for
creating purpose-built processes, as well as the raw materials, to
produce the new products/services. Either design the equipment and
materials needed internally, or source from external vendors. Obtain
the feedstock or raw materials needed to prepare the finished
products, as well as the machinery - hardware and software - needed
to arrange production lines, factory operations, assemblies, and
manufacturing processes. Revisit the technologies that underpin the
new or revised products/services in order to source the right
equipment and materials.
10097 2.3.3.2 Identificar los requisitos para cambios en los procesos de Identifying any changes that need to be effectuated in the
manufactura y entrega 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 Solicitar cambio de ingeniería/procesos 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 Instalar y validar el proceso de producción/servicio de entrega 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 Monitorear la producción inicial Regularly monitoring production runs of the production and/or
delivery operations.

Process
Element Hierarchy
19998 2.3.3.5 Validar procedimientos de lanzamiento Verifying the measures/processes/techniques through systems and
tools involved in the introduction of products and services.
10004 3.0 Mercadeo y Venta de Productos y Servicios 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 Comprender mercados, clientes y capacidades 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 Realizar análisis de inteligencia de clientes y mercado 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 Realizar investigación de cliente y mercado 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 Comprender las necesidades del consumidor y predecir su Identifying the factors that drive the targeted market segment.
comportamiento de compra Model customer purchasing patterns, and forecast their future
purchasing behavior.

Process
Element Hierarchy
10109 3.1.1.2 Identificar segmentos de mercado 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 Determinar la pérdida/ganancia de participación de mercado 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 Analizar las tendencias del mercado y la industria 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 Analizar organizaciones competidoras, productos/servicios Examining the strengths and weaknesses of competing
competitivos/sustitutos 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 Evaluar productos/servicios existentes 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 Evaluar el ambiente interno y externo del negocio 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 Evaluar y priorizar oportunidades de mercado 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 Cuantificar oportunidades de mercado 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 Determinar segmentos objetivo 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 Identificar segmentos de mercado poco atendidos y saturados 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 Priorizar las oportunidades consistentes con las capacidades y la Creating an index of market opportunities, and arrange them in
estrategia comercial general 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 Validar oportunidades 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 Prueba con los clientes/consumidores 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 Confirmar capacidades internas 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 Desarrollar una estrategia de marketing 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 Definir oferta y propuesta de valor para el cliente 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 Definir oferta y posicionamiento 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 Desarrollar proposición de valor incluyendo posicionamiento de Boosting the attractiveness of products/services to the targeted
marca para segmentos objetivo 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 Validar propuesta de valor con segmentos objetivo 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 Desarrollar una nueva marca 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 Definir estrategia de precios 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 Realizar análisis de precios 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 Establecer guías para aplicar precios y descuentos a los Creating a framework that allows for a uniform methodology while
productos/servicios 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 Establecer objetivos de precios 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 Aprobar estrategias de precios/políticas y objetivos 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 Definir y gestionar la estrategia del canal 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 Determinar canales a ser apoyados 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 Establecer objetivos del canal 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 Determinar el rol del canal y ajustarse a los segmentos objetivo 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 Seleccionar canales para segmentos objetivo Choose the most pertinent marketing channel for the targeted
segments (based on Determine channel fit with target segments
[10127]).
20003 3.2.3.5 Identificar las capacidades del canal requeridas 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 Evaluar atributos del canal y socios potenciales 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 Orquestar la experiencia del cliente sin problemas a través de Coordinating marketing and distribution efforts across different
los canales compatibles 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 Definir la estrategia omnicanal 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 Definir requisitos omnicanal 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 Desarrollar políticas y procedimientos del omnicanal 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 Desarrollar y gestionar la hoja de ruta de ejecución 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 Analizar y gestionar el rendimiento del canal 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 Establecer métricas y objetivos específicos del canal 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 Monitorear e informar el desempeño 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 Monitorear e informar los eventos que influencian los factores Analyzing the factors and circumstances that influence desired
outcomes. Communicate core findings to relevant parties.
16500 3.2.4.4 Analizar el desempeño 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 Desarrollar un plan para mejoras 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 Desarrollar estrategia de comunicación de marketing 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 Desarrollar calendario de comunicación al cliente 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 Definir estrategia de relaciones públicas (PR) 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 Definir estrategia directa de marketing 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 Definir estrategia interna de comunicación de marketing 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 Identificar nuevos medios para comunicación de marketing 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 Definir estrategia para nuevos medios de comunicación 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 Definir estrategia de comunicación de puntos de venta (POS) 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 Definir guías y mecanismos de comunicación 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 Diseñar y administrar el programa de fidelidad del cliente 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 Definir el programa de fidelidad del cliente 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 Adquirir miembros para el programa de fidelidad del cliente 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 Construir compromiso y relación con los miembros 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 Monitorear los beneficios del programa de fidelidad del cliente Surveying and tracking the benefits of customer loyalty programs
para la empresa y el cliente 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 Optimizar el valor del programa de fidelidad para ambos, la Enhancing the customer loyalty program so that it will yield
empresa y el cliente maximum value both for the company and for the patrons enrolled
in the program, increasing customer retention and continued
engagement.
20008 3.3 Desarrollar y administrar planes de marketing 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 Establecer metas, objetivos y métricas para productos/ servicios Determining what to achieve by marketing. Create qualitative and
por canal/segmento 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 Establecer presupuestos de marketing 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 Confirmar la alineación del marketing a la estrategia del Ensuring corroboration of the marketing strategy and the
negocio 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 Determinar costos demarketing 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 Crear presupuesto de marketing 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 Determinar el ROI proyectado para inversión de marketing 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 Desarrollar y administrar precios 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 Comprender los requisitos de recursos para cada Determining the production and distribution costs for each product
producto/servicio y canal/método de entrega or service, and each channel or method as factors in determining
overall pricing.

Process
Element Hierarchy
18948 3.3.3.2 Determinar incentivos corporativos 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 Determinar el precio basado enel pronóstico volumen/unidad 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 Ejecutar el plan de precios 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 Evaluar el rendimiento de los precios 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 Refinar el precio como sea necesario 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 Implementar programas de precios promocionales 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 Implementar otros programas de precios al por menor 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 Comunicar e implementar cambios de precio 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 Lograr la aprobación regulatoria para la fijación de precios 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 Desarrollar y administrar actividades promocionales 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 Definir conceptos y objetivos promocionales 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 Desarrollar mensajes de marketing 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 Definir el publico objetivo 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 Planear y examinar actividades promocionales 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 Ejecutar actividades promocionales 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 Evaluar el desempeño de métricas promocionales 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 Refinar las métricas de desempeño promocional 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 Incorporar aprendizaje en promociones futuras/planeadas para Incorporating the understanding developed by studying promotional
el consumidor 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 Rastrear medidas de gestión del cliente 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 Determinar el valor de vida del cliente 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 Analizar la tendencia de los ingresos del cliente 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 Analizar las tasas de deserción y retención del cliente 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 Analizar las métricas del cliente 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 Revisar las estrategias, objetivos y planes del cliente basados en Reviewing and reappraising the strategies, objectives, and plans for
métricas 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 Analizar y responder a las percepciones del cliente 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 Monitorear y responder a la actividad de medios sociales 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 Analizar la actividad del cliente en el sitio web 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 Analizar los patrones de compra del cliente 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 Desarrollar reglas de negocios para proporcionar ofertas Creating formulas for personalized offers, purchasing
personalizadas recommendations and targeted advertisements for customers on the
basis of previously detected purchase patterns [16615].
16617 3.3.6.5 Monitorear la efectividad de las ofertas personalizadas y ajustar Analyzing how well the targeted offers perform to see whether they
las ofertas correspondientes result in an increased conversion rate. Reanalyze the purchase
patterns or modify those business rules that are produce effective
recommendations.
10154 3.3.7 Desarrollar y gestionar la estrategia de empaquetado 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 Planificar estrategia de empaque 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 Opciones de embalaje de prueba 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 Ejecutar estrategia de empaque 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 Refinar el empaquetado Fine-tuning the packaging that has been developed and tested using
insights gleaned from feedback.
16629 3.3.8 Administrar contenido de marketing de productos 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 Administrar la imagen de los productos 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 Administrar la copia del producto 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 Desarrollar estrategia de ventas 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 Desarrollar pronóstico de ventas 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 Reunir información actual e histórica 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 Analizar tendencias y patrones de venta 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 Generar pronóstico de ventas 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 Analizar promociones y eventos históricos y planeados 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 Desarrollar socio de ventas/relaciones de alianza Cultivating an alliance of partners by identifying, analyzing,
negotiating, and managing partnerships with other economic agents.
10138 3.4.2.1 Identificar oportunidades de alianza 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 Diseñar programas de alianza y métodos para seleccionar y Creating the frameworks needed to select alliance partners, and
administrar relaciones 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 Seleccionar alianzas 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 Desarrollar la estrategia de comercio de clientes comerciales y Implementing category management strategies for customers
objetivos de los clientes 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 Definir programas comerciales y opciones de financiamiento 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 Realizar actividades de planificación para los principales Arranging meetings with trade partners to coordinate logistics,
clientes comerciales manage critical resources, resolve bottlenecks, and schedule urgent
or time-sensitive matters.
10141 3.4.2.7 Desarrollar estrategias de gestión de socios y alianzas 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 Establecer objetivos de gestión de socios y alianzas 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 Establecer acuerdos de socios y de alianzas Setting up strategic alliances with key trade partners and ratifying
partnership agreements.
11522 3.4.2.10 Desarrollar calendarios promocionales y de gestión de Combining scheduled promotional, category management and trade
categoría(calendarios de trade-marketing) marketing events into unified timetables. Update the calendars.
Register new events.

Process
Element Hierarchy
11523 3.4.2.11 Crear planes de venta estratégicos y tácticos por cliente 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 Comunicar información de planeación a los equipos de clientes Sending invitations and distributing information about upcoming
events to customer teams and other involved entities.
10131 3.4.3 Establecer un presupuesto general de ventas 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 Calcular la cuota de mercado del producto Determining the percentage of total sales volume in the market for a
particular product.
10143 3.4.3.2 Calcular los ingresos del producto 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 Determinar los costos variables 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 Determinar costos generales y fijos 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 Calcular ganancia neta 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 Crear presupuesto 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 Establecer objetivos y medidas de ventas 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 Establecer medidas de gestión del cliente 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 Desarrollar y administrar planes de ventas 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 Administrar dirige/oportunidades 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 Identificar clientes potenciales 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 Identificar/recibir dirige/oportunidades 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 Validar y calificar dirige/oportunidades Reviewing the set of potential customers and sales opportunities.
Approve the leads that meet company requirements on new
businesses.
11773 3.5.1.4 Hacer coincidir oportunidades con la estrategia comercial Aligning sales leads with business objectives.
18116 3.5.1.5 Desarrollar planes de oportunidad de ganar Creating plans about how to close leads and win sales opportunities.
20011 3.5.1.6 Gestionar canales de oportunidades Overseeing and planning the acquisition of new customers.
10209 3.5.1.7 Determinar asignación de recurso de ventas 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 Administrar las llamadas de ventas de los clientes 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 Realizar llamadas de ventas 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 Realizar actividades de pre venta 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 Gestionar reuniones /talleres de clientes 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 Cerrar la venta 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 Registrar el resultado del proceso de ventas 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 Administrar clientes y cuentas 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 Seleccionar clientes clave/cuentas Choosing principal clients that are vital for the company.
11173 3.5.2.2 Desarrollar ventas/plan de cuentas clave 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 Administrar ventas/plan clave de cuentas Handling the accounts of important clients.

Process
Element Hierarchy
11174 3.5.2.4 Administrar relaciones con los clientes 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 Administrar datos maestros de clientes 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 Recolectar y fusionar información de clientes internos y de Gathering the data about customers. Combine the information
terceros available locally with the data obtained from external sources.
16599 3.5.2.5.2 Deduplicar datos de clientes Eliminating redundant information in customer data.
11779 3.5.3 Desarrollar y gestionar propuestas de ventas, licitaciones y Understanding and refining the customer requirements as provided
presupuestos 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 Recibir solicitud de propuesta [RFP por sus siglas en Accepting procurement proposals.

Process
Element Hierarchy
11780 3.5.3.2 Refinar requisitos del cliente 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 Revisar solicitudes RFP/RFQ 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 Realizar un análisis competitivo Comparing the proposals submitted by different bidders in terms of
cost, efficiency and value.
11784 3.5.3.5 Validar con estrategia/planes de negocio Assessing the business strategy, forecasted performance, financing
and cash flow of the proposals.
11785 3.5.3.6 Comprender el negocio de los clientes y sus requisitos Deepening knowledge about the customer's field of operation and
business needs.
20015 3.5.3.7 Desarrollar solución y enfoque de entrega Creating a plan with detailed steps about how produce and deliver
the goods or services.
11787 3.5.3.8 Identificar requisitos de personal Determining the needs for internal resources and vacancies.
11788 3.5.3.9 Desarrollar precios y estimados de programación Establishing predicted delivery costs, fees and timelines.
11789 3.5.3.10 Realizar análisis de rentabilidad 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 Administrar revisiones internas Overseeing the internal review process.
20017 3.5.3.12 Administrar aprobaciones internas Obtaining required company-internal authorizations.
11790 3.5.3.13 Enviar/presentar oferta/propuesta/presupuesto al cliente Delivering the proposal to the potential client.
20018 3.5.3.14 Revisar oferta/propuesta/presupuesto Amending bids, proposals or quotes with more accurate time, cost
or delivery estimates.
11793 3.5.3.15 Gestionar el resultado de la notificación Handling proposals depending on whether they were accepted or
rejected.
10185 3.5.4 Administrar órdenes de venta 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 Aceptar y validar órdenes de venta 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 Recopilar y mantener información de la cuenta 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 Supervisar detalles de cuentas clave Managing essential information of customer accounts.
10202 3.5.4.2.2 Recuperar detalles completos del cliente Obtaining detailed information about customers.
10203 3.5.4.2.3 Modificar los detalles de la parte involucrada Altering information about involved parties.
10204 3.5.4.2.4 Registrar detalles de dirección Documenting address information.
10205 3.5.4.2.5 Registrar detalles del contacto Documenting contact information.
10206 3.5.4.2.6 Registrar los detalles del perfil de comunicación del cliente clave Providing information about important business rules regarding
communicating with customers.
10207 3.5.4.2.7 Revisar información de la parte involucrada Revising information about involved parties.
10208 3.5.4.2.8 Eliminar la información de la parte involucrada Dismissing information about involved parties.
10196 3.5.4.3 Determinar disponibilidad 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 Determinar el proceso de cumplimiento 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 Ingresar órdenes al sistema 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 Identificar/realizar actividades de ventas cruzadas/vender algo Utilizing customer inquiries as opportunities to either provide a
más 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 Procesar pedidos pendientes y actualizaciones 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 Manejar las consultas de pedidos de venta, incluidas las Attending to any queries received from the customers, even after a
transacciones de despacho de pedidos posteriores sales order has been serviced. Deploy ad hoc personnel for
managing these enquiries.
10187 3.5.5 Administrar los socios y alianzas de ventas 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 Proporcionar entrenamiento de ventas y productos/servicio a los Imparting guidance and instruction to sales partners/alliances
socios/alianzas de ventas 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 Proporcionar entrenamiento de habilitación de certificación Provide training and certification to develop strategies for
marketing-driven sales.
20020 3.5.5.1.2 Gestionar certificaciones y habilidades Reviewing, processing and issuing certifications and accrediting
skills and competencies.
20021 3.5.5.1.3 Proporcionar apoyo a socios/alianzas Backing sales partners and strategic alliances.
18641 3.5.5.2 Proporcionar materiales de marketing a socios/alianzas de Distributing marketing materials and sales brochures to entities that
ventas the company partners with.
10214 3.5.5.3 Evaluar resultados de socios/alianzas 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 Administrar datos maestros de socios/alianzas de ventas 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 Entrega de Productos Físicos Performing supply chain activities include planning supply chain,
procuring materials and services, and managing logistics.
10215 4.1 Planificar y alinear los recursos de la cadena de suministro 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 Desarrollar estrategias de producción y materiales 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 Definir objetivos de manufactura Creating quantifiable strategic objectives for each manufacturing
segment in conjunction with sales projections.

Process
Element Hierarchy
10230 4.1.1.2 Definir políticas de trabajo y materiales Setting up internal rules and regulations regarding the employees
and the materials.
10231 4.1.1.3 Definir políticas de subcontratación Creating rules and regulations regarding contracting out of a
business process to another party in order to reduce costs.
10232 4.1.1.4 Definir políticas de gasto de capital Designing rules and regulations pertaining to the expenditure
incurred in acquiring or upgrading the existing stock of
manufacturing capital.
10233 4.1.1.5 Definir capacidades 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 Definir la red de producción y restricciones de suministro 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 Definir proceso de producción 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 Definir procedimientos convecionales de operación 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 Definir el diseño y la infraestructura del lugar de trabajo de Determining the floor plans for the processing facility that is meant
producción 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 Administrar la demanda de productos y servicios 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 Desarrollar un pronóstico de demanda de línea 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 Colaborar en la demanda con los clientes 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 Desarrollar el pronóstico de consenso de la demanda 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 Determinar disponibilidad para prometer 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 Monitorear la actividad contra el pronóstico de demanda y Picking out any activity that deviates from the forecast, and
revisar el pronóstico adjusting it. Closely track and study the levels of demand as they
emerge. Refine the consensus forecast as needed.
10240 4.1.2.6 Evaluar y revisar el enfoque de previsión de la demanda Examining the methodology used to estimate future demand. Refine
it in light of current market realities and demand.
10241 4.1.2.7 Medir la exactitud del pronóstico de la demanda 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 Crear plan de materiales 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 Crear un plan sin restricciones 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 Colaborar con el proveedor y contratar fabricantes 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 Identificar materiales críticos y la capacidad del proveedor 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 Monitorear las especificaciones de material 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 Generar plan restringido 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 Definir balance de producción y 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 Crear y administrar el programa maestro de producción 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 Modelar la red de producción para habilitar la simulación y Create representative logical system that provides the framework to
optimización 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 Crear un programa maestro de producción 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 Mantener el programa maestro de producción 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 Requisitos de distribución de plan 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 Mantenimiento de datos maestros 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 Determinar los requisitos de inventario de productos Interact with the concerned person at the destination to validate the
terminados en destino requirements and to avoid any miscommunication of information.
19555 4.1.5.3 Determinar los requisitos de almacenamiento de producto 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 Calcular los requisitos en el destino Interact with the concerned authority at the destination to reach a
specific figure that correctly represents requirements.
10255 4.1.5.5 Calcular la consolidación en la fuente 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 Gestionar el plan de reabastecimiento colaborativo Administering the plan for collaborative replenishment of goods.
Replenish inventory by creating a plan in case of faulty production.
10258 4.1.5.7 Calcular y optimizar el plan de despacho de destino 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 Gestionar el logro del plan de despacho 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 Calcular y optimizar los planes de carga de destino 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 Administrar el plan de carga del socio Administering the load plan for partners. Manage the delivery, and
dispatch from the source to the partners.
10262 4.1.5.11 Administrar costo de suministros 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 Administrar la capacidad de uso 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 Establecer restricciones de planificación de distribución 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 Establecer restricciones del centro de distribución 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 Establecer restricciones de gestión de inventario 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 Establecer gestión de transporte 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 Establecer restricciones de gestión de almacenamiento 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 Revisar políticas de planeación de distribución 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 Revisar la red de distribución 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 Establecer relaciones de abastecimiento 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 Establecer políticas de implementación dinámica 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 Desarrollar estándares de calidad y procedimientos 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 Establecer objetivos de calidad Defining specific qualitative and quantitative target figures.
10372 4.1.8.2 Desarrollar procedimientos de prueba estándar 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 Comunicar especificaciones de calidad Communicating the desired quality specifications to the
manufacturing units, as well as the distribution centers, to avoid any
misunderstanding or misinterpretation.
10216 4.2 Procurar materiales y servicios 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 Desarrollar estrategias de abastecimiento Creating strategies for procuring materials and services from
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 Desarrollar un plan de procuración 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 Clarificar los requerimientos de compra 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 Desarrollar estrategia de inventario 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 Empatar las necesidades a las capacidades de abastecimiento 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 Analizar el perfil de gastos de la organización 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 Buscar oportunidades para mejorar la eficiencia y el valor Seeking the most efficient sourcing and procurement opportunities.

Process
Element Hierarchy
10287 4.2.1.7 Colaborar con proveedores para identificar oportunidades de Collaborating with the suppliers of materials and services in order to
abastecimiento determine new opportunities for sourcing.
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener contactos Evaluating supplier options to select the most effective and efficient
suppliers. Validate selected suppliers. Establish and manage
supplier contracts.
10288 4.2.2.1 Seleccionar proveedores 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 4.2.2.2 Certificar y validar proveedores Validating the supply sources, and provide certification as an
official supplier.
10290 4.2.2.3 Negociar y establecer contratistas 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 4.2.2.4 Administrar contratos 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 4.2.3 Ordenar materiales y servicios Creating and approving requisitions and distributing purchase orders
accordingly. Hasten the procurement process to satisfy internal
needs.
10292 4.2.3.1 Procesar/Revisar requerimientos 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.
10293 4.2.3.2 Aprobar requerimientos Approving requisitions for materials and services. Examine
distributor-specific requests, and validate them individually.
10294 4.2.3.3 Solicitar/dar seguimiento a los vendedores Requesting quotes from suppliers. Use a request for quotation
(RFQ) to invite suppliers into a bidding process for specific
products/services.
10295 4.2.3.4 Crear/Distribuir órdenes de compra 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.

Process
Element Hierarchy
10296 4.2.3.5 Agilizar pedidos y satisfacer consultas Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.
10297 4.2.3.6 Registrar el recibo de mercancías 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 4.2.3.7 Investigar/Resolver excepciones de órdenes 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 4.2.4 Administrar proveedores Collecting and analyzing new information in order to track and rate
suppliers through a supplier information management system.
10299 4.2.4.1 Monitorear/Administrar la información del proveedor Examining procurement and vendor performance. Report delivery
timing and the quality of the materials procured through different
vendors.
10300 4.2.4.2 Preparar/Analizar adquisiciones y el rendimiento del proveedor 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 4.2.4.3 Apoyar procesos de inventario y producción 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.)
10302 4.2.4.4 Monitorear la calidad del producto enviado Track the performance of the suppliers on product quality. Use this
information to further improve sourcing and supplier performance.
10217 4.3 Producir/fabricar/entregar productos 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.

Process
Element Hierarchy
10303 4.3.1 Programar la producción 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 Modelar y simular planta 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 Generar plan de nivel de línea 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 Generar programa detallado 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 Programar órdenes de producción y crear lotes 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 Programar mantenimiento preventivo (planificado) (órdenes de Scheduling planned maintenance of the production equipment.
mantenimiento preventivo)
10316 4.3.1.6 Programación de mantenimiento solicitado (no planificado) Scheduling requested maintenance in order to address breakdowns
(ciclo de orden de trabajo) 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.

Process
Element Hierarchy
10309 4.3.1.7 Liberar órdenes de producción y crear lotes 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 Producir el producto 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 Administrar el inventario de materia prima 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 Ejecutar un cronograma de línea detallado Creating and implementing the detailed line production schedule on
the ground level.
10319 4.3.2.3 Informar asuntos de mantenimiento 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 Reponer artículos defectuosos Reproducing the items produced defectively. Assess the produced
items by conducting quality and standardization tests in order to
diagnose any discrepancies. Reproduce defective items.
19566 4.3.2.5 Monitorear y optimizar el proceso de producción 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 Automatizar y controlar planta Creating and applying technology to monitor and control the
production and delivery of products and services. Automation
involves a broad range of technologies.

Process
Element Hierarchy
19568 4.3.2.5.2 Realizar control de proceso avanzado 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 Realizar optimización en tiempo real 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 Administrar las alarmas y alertas de la planta 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.
10314 4.3.2.6 Evaluar el desempeño de la producción 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 Realizar pruebas de calidad 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 Calibrar el equipo de prueba 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.

Process
Element Hierarchy
10374 4.3.3.2 Realizar pruebas usando el procedimiento de prueba estándar Performing testing using calibrated equipment and in consent with
the standard testing procedure, including testing time.
10375 4.3.3.3 Registrar los resultados de la prueba 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 4.3.3.4 Seguir y analizar las tendencias de no conformidad 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.
12046 4.3.3.5 Realizar análisis de causa raíz 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 Mantener los registros de producción y gestionar la trazabilidad 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 Determinar el Sistema de numeración de lotes 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.

Process
Element Hierarchy
10377 4.3.4.2 Determinar el uso de lote Identifying the use of production lots. Define where, how, and when
to use a specific production lot.
10219 4.4 Gestionar la logística y el almacenamiento 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 Proporcionar una gestión de logística 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.
10343 4.4.1.1 Traducir los requisitos de servicio al cliente en requisitos Determining the requirements for managing the flow of things
logísticos between the point of origin and the point of consumption by
assessing the service requirements of the customers.
10344 4.4.1.2 Diseñar una red de logística 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 Comunicar necesidades de subcontratación 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 Desarrollar y mantener política de servicio de entrega 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.

Process
Element Hierarchy
10347 4.4.1.5 Optimizar horario de transporte y costos 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 Definir medidas clave de rendimiento 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.
16905 4.4.1.7 Definir estrategia de logística inversa 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.
10339 4.4.2 Planificar y administrar el flujo de material entrante Working out the receipts of the inbound materials. Supervise the
inbound delivery processes. Judge its efficiency. Take care of the
deviations such as defective and incorrectly delivered
products/materials.
10349 4.4.2.1 Planificar los recibos de material 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 Administrar el flujo de material entrante 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 Monitorear el rendimiento de la entrega entrante Overseeing the performance of an inbound delivery system. Check
the present delivery system's efficiency, cost effectiveness, and
adherence to a delivery schedule.

Process
Element Hierarchy
10352 4.4.2.4 Administrar el flujo de productos devueltos 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 Controlar la calidad de las partes devueltas Implement a checks and balances system to verify that returned
parts meet acceptable quality standards to determine appropriate
disposition activity.
10340 4.4.3 Operar almacenamiento 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 Seguimiento del despliegue de inventario 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 Recibir, inspeccionar, y almacenar entregas entrantes 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 Seguimiento a disponibilidad de producto Keeping track of the availability of different materials/products at
the warehouse and distribution centers.
10356 4.4.3.4 Recoger, empacar y enviar producto para la entrega 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 Seguimiento a la precisión del inventario 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 Rastrear el almacenamiento de logística de terceros y el Keeping a track on the storage and shipping performance of third-
rendimiento de envío 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 Administrar el inventario de bienes terminados físicos Administering the movement of the finished products that are
processed by the organization through its warehouses. Track goods
through the use of systems such as barcodes in order to monitor the
volumes available, quantity of out-flowing goods, remaining shelf
life of the product, etc.--ultimately, to best manage the warehouse
capacity.
10341 4.4.4 Operar el transporte de salida 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 Planear,transportar,y entregar el producto de 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 Seguimiento del rendimiento de entrega 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 Gestionar la flota de transporte 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 Procesar y auditar facturas y documentos del transportista 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 Entregar Servicios 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 Establecer la gobernancia y estrategias de entrega de servicios 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 Establecer la gobernancia de entrega de servicios 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 Configurar y mantener el gobierno de entrega de servicio Providing a system for which to manage customer needs and a
structure for which to facilitate service delivery to fulfill those
needs.
20029 5.1.1.2 Administrar el rendimiento de la entrega de servicio Conducting and implementing performance measures to ensure
successful delivery of service to the customer.
20030 5.1.1.3 Gestionar el desarrollo y la dirección de entrega de servicios 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 Solicitar retroalimentación del cliente sobre la satisfacción del Engaging the customer post delivery to gauge the effectiveness of
servicio de entrega services rendered in order to improve on key delivery functions
going forward.
20032 5.1.2 Desarrollar estrategias de servicio de entrega 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 Definir objetivos del servicio de entrega Aligning organization practices to meet the needs of the customer
by creating service delivery goals.

Process
Element Hierarchy
20034 5.1.2.2 Definir políticas de trabajo 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 Evaluar disponibilidad de recursos Understanding the needs of the customer and providing the
necessary resources to meet those requirements.
20036 5.1.2.4 Definir la red de entrega del servicio y las restricciones de Identifying and understanding the limitations imposed upon service
suministro delivery network and supply.
20037 5.1.2.5 Definir el proceso de servicio de entrega 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 Revisar y validar los procedimientos de servicio de entrega 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 Definir el diseño e infraestructura del lugar de trabajo de la Creating a workplace that best serves the needs of the organization
prestación del servicio and customer through strategic layout and infrastructure.
20040 5.2 Gestionar los recursos de entrega de servicios Understanding the demands on resources and creating a plan to
enable the delivery of services via those resources.
20041 5.2.1 Gestionar la demanda de recursos de entrega de servicios 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 Monitorear el canal Tracking potential opportunities as they move through the various
stages of the pipeline.
20043 5.2.1.2 Desarrollar un pronóstico de referencia 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 Colaborar con los clientes 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 Desarrollar un pronóstico de consenso Arriving at a consensus over the forecasted levels of demand for
services by analyzing baseline forecasts and customer input.
20046 5.2.1.5 Determinar la disponibilidad de habilidades para cumplir con Identifying what skillset is necessary for the delivery of
los pedidos actuales y previstos de los clientes opportunities. Determine the forecast of customer orders based upon
those skillsets and the resources available.
20047 5.2.1.6 Monitorear la actividad contra el enfoque de pronóstico y Overseeing all activities necessary to deliver services to customer.
revisar el pronóstico 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 Evaluar y revisar el enfoque de pronóstico Recognizing potential problems in the current forecast and making
the necessary changes to align the forecast meet demand.
20049 5.2.1.8 Medir la precisión del pronóstico Analyzing forecasting against actuals to determine accuracy.
Modify forecasting to align with actual need.
20050 5.2.2 Crear y gestionar el plan de recursos 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 Definir y administrar la taxonomía de habilidades Analyzing the skills needed to perform services to be delivered.
Classify and organize these skills requirements.
20052 5.2.2.2 Crear plan de recursos 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 Emparejar la demanda de recursos con capacidades, Matching demand with skills and capability. Enlisting suppliers and
habilidades y competencias partners to help with demand when needed.
20054 5.2.2.4 Colaborar con proveedores y socios para complementar Understanding organizational need to enlist suppliers to provide
habilidades y capacidades 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 Identificar recursos críticos y capacidad del proveedor 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 Monitorear y administrar capacidad y disponibilidad de Directing and managing workforce needs. Ensure that resources are
recursos 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 Activar recursos de entrega de servicio 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 Desarrollar plan de entrenamiento de entregas 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 Desarrollar materiales de entrenamiento 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 Administrar el horario de entrenamiento 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 Entregar entrenamiento de operaciones Educating service delivery personnel on all aspects of the operations
process of the organization.
12133 5.2.3.5 Entregar entrenamiento técnico Ensuring that all personnel are trained on all technical aspects of
service delivery.
20057 5.2.3.6 Realizar pruebas de habilidad y capacidad 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 Evaluar efectividad de entrenamiento 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 Entrega de servicio al cliente Rendering service to the customer by initiating, executing, and
completing tasks associated with service delivery.

Process
Element Hierarchy
20059 5.3.1 Iniciar servicio de entrega 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 Revisar contrato y términos acordados 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 Comprender los requerimientos del cliente y definir el enfoque Taking the customer requirements for a solution and applying those
refinado requirements to a refined approach for service.
20062 5.3.1.3 Modificar/revisar y aprobar el plan de proyecto Updating the project plan to align with the new solution approach
agreed upon with the customer.
20063 5.3.1.4 Revisar los objetivos de negocio del cliente Aligning the customer business objectives with the agreed service
delivery solution.
20064 5.3.1.5 Confirmar la preparación ambiental Confirming that the organization has the recourses necessary to
meet the expectations for the solution for service delivery.
20065 5.3.1.6 Identificar, seleccionar y asignar recursos 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 Establecer los objetivos de la gente 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 Establecer reglas de compromiso 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 Planear para la entrega de servicio Establishing a plan of action to successfully render a solution for
service delivery.
20069 5.3.2 Ejecutar servicio de entrega 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 Analizar ambiente y necesidades del cliente 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 Definir solución 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 Validar solución Validating that the proposed solution is feasible and provides the
needed services for the customer.
20073 5.3.2.4 Identificar cambios Realizing issues within the original drafted solution and providing
changes to correct those issues.
20074 5.3.2.5 Obtener aprobación para proceder Gaining approval from all avenues to proceed with providing
solutions for service delivery.
20075 5.3.2.6 Hacer construir/comprar solución Constructing or purchasing solutions necessary to provide service
delivery.
20076 5.3.2.7 Implementar solución Providing the customer with promised services and solutions.
20077 5.3.3 Finalizar servicio de entrega 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 Realizar servicio de entrega/revisar proyecto y evaluar el éxito Reviewing the entire service delivery process to evaluate the
success of the project from beginning to end.
20079 5.3.3.2 Completar/finalizar actividades de administración financiera Insuring all payments are received and all activates therein are
completed.
20080 5.3.3.3 Confirmar entrega de acuerdo a los términos del contrato 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 Liberar recursos Discharging leveraged resources from service delivery
commitments upon completion. Returning resources to the resource
pool.

Process
Element Hierarchy
20082 5.3.3.5 Gestionar la finalización de servicio de entrega Ensuring that all aspects of the service delivery process are
completed both internally and externally.
20083 5.3.3.6 Cosechar el conocimiento Garnering feedback from all avenues to collect a knowledge base
concerning services rendered.
20084 5.3.3.7 Archivar registros y actualizar sistemas Completing and archiving all records associated with requested
services. Update all necessary systems to reflect those changes.
20085 6.0 Administrar el servicio al cliente 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 Desarrollar atención al cliente/estrategia de servicio al cliente 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 Definir requisitos de servicio al cliente a través de la empresa Defining a set of behaviors, skills, and policies needed to provide
customer service effectively across the enterprise.
20087 6.1.2 Definir experiencia de servicio al cliente 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 Definir y gestionar la estrategia del canal de atención a cliente Establishing and refining procedures for customer service and
technical support.
10382 6.1.4 Definir políticas y procedimientos de servicio al cliente 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 Establecer el nivel de servicio objetivo para cada segmento de Determining and implementing levels for customer services.
clientela 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 Definir oferta de garantía Determining the exact terms and conditions under which specific
warranties apply to certain goods or services.
16893 6.1.6.1 Determinar y documentar políticas de garantía Establishing warranty policies to assure customers that the company
will guarantee its warranties that it issues.
16890 6.1.6.2 Crear y administrar reglas de garantía/códigos de reclamo para Establishing and maintaining claims processing and routing rules.
productos 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 Acordar responsabilidades de garantía con los proveedores Negotiating with manufacturers and dealers the obligations of each
party in upholding warranties.
20091 6.1.6.4 Definir ofertas relacionadas con la garantía para el cliente Informing customers about warranties that apply to promoted
products or services.
12673 6.1.6.5 Comunicar políticas de garantía y ofertas Communicating rules and updates via training manuals for new
products and training resources.
20092 6.1.7 Desarrollar estrategia de retirada Establishing procedures to handle recalls of defective products.
10379 6.2 Planear y administrar contactos de servicio al cliente 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 Planear y administrar la fuerza de trabajo de servicio al cliente 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 Pronosticar volumen de contactos de servicio al cliente 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 Programar la fuerza de trabajo de servicio al cliente 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 Rastrear la utilización de la fuerza de trabajo 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 Monitorear y evaluar la calidad de las interacciones del cliente Tracking and determining the quality of interactions between the
con los representantes de servicio al cliente customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.
10388 6.2.2 Administrar problemas de servicio al cliente, solicitudes y Handling the requests and inquiries from customers that seek
preguntas 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 Recibir problemas del cliente, solicitudes y preguntas 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 Analizar problemas, solicitudes y preguntas 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 Resolver problemas del cliente, solicitudes y preguntas 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 Responder a problemas de clientes, solicitudes y preguntas 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 Identificar y capturar oportunidades de venta adicional/venta Utilizing customer inquiries as opportunities to either provide a
cruzada 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 Enviar oportunidades al equipo de ventas Providing possible sales leads to the sales team in an effort to garner
more business opportunities.
10389 6.2.3 Administrar quejas de clientes 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 Recibir quejas de clientes 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 Orientar quejas de clientes 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 Resolver quejas de clientes 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 Responder a quejas de clientes 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 Analizar quejas de clientes y responder/rectificar Analyzing complaint logs to provide input for continuous service
improvement and customer profiling.
20094 6.2.4 Procesar devoluciones Acquiring returns and identify if the returns are scraped or salvaged.
10364 6.2.4.1 Autorizar devolución 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 Procesar devolución y registrar la causa Notating the reason for the return of the product.
12840 6.2.5 Informar incidentes y riesgos a los organismos reguladores 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 Productos de servicio después de las ventas 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.
12669 6.3.1 Procesar reclamos de garantía 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 6.3.1.1 Recibir reclamos de garantía Receiving incoming warranty claims. Route claim to correct
department. Document claim.
12671 6.3.1.2 Validar reclamo de garantía Ensuring that the claim falls within the parameters of the warranty
in question. After validation is made, the claim must be
investigated.
20097 6.3.1.3 Investigar asuntos de garantía 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 6.3.1.3.1 Definir el problema 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 6.3.1.3.2 Programar el servicio de campo 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 6.3.1.3.3 Solicitar y recibir la parte defectuosa Requesting receipt of a defective part for further investigation.
20099 6.3.1.3.4 Investigar el problema/realizar análisis de causa raíz 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 6.3.1.3.5 Recibir resultado de investigación/recomendación para acción Receiving investigative results to assess claim approval or denial.
correctiva The warranty team will assess the results of the investigation and
the recommendations for corrective action.
20101 6.3.1.4 Determinar parte responsable 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 6.3.1.5 Administrar pre autorizaciones Authorizing claims prior to submittal.

12668 6.3.1.6 Aprobar o rechazar reclamo de garantía 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 6.3.1.7 Notificar al ordenante de la decisión de aprobar/rechazar Contacting the originator of whether the warranty claim has been
approved or rejected.
20104 6.3.1.8 Autorizar pago Allowing for a payment to be made to the claimant.
20105 6.3.1.9 Cerrar reclamo Archiving and closing the warranty claim after a final decision has
been made to either approve or reject.
12667 6.3.1.10 Conciliar la disposición de transacción de garantía Assuring that the warranty transaction has been completed.

Process
Element Hierarchy
20106 6.3.2 Gestionar recuperación del proveedor Managing the recovery of costs from suppliers for individual
20107 6.3.2.1 Crear reclamacion de recuperaciones al proveedor claims.
Raising a supplier recovery claim. This is based off the decision
made in Receive investigation result/recommendation for corrective
action [20100].
20108 6.3.2.2 Negociar recuperaciones con el proveedor Arranging the returns of recalled products to suppliers.
10218 6.3.3 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.
10321 6.3.3.1 Identificar y programar recursos para cumplir con los Determining and scheduling the resources required to fulfill
requisitos del servicio and customer service requirements. Create a detailed schedule about the
service orders and development of these service orders.
10327 6.3.3.1.1 Crear plan de recursos y programar 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 6.3.3.1.2 Crear un cronograma de cumplimiento de la orden de servicio 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 6.3.3.2 Proporcionar servicio a clientes específicos Dispatching resources for managing and fulfilling daily service
requirements. Manage the progress of order fulfillment. Complete
order blocks.
10330 6.3.3.2.1 Organizar la orden de servicio diario 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 6.3.3.2.2 Ejecutar reparación de producto Dispatching and delivering the resources needed for the specific
service requirements from the source/warehouse. Manage the
dispatch, transportation, and delivery of the services.

Process
Element Hierarchy
10332 6.3.3.2.3 Gestionar el cumplimiento de la orden de servicio 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 6.3.3.3 Asegurar calidad de servicio 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 6.3.3.3.1 Identificar órdenes de servicio completado para Determining the service orders that have been successfully
retroalimentación 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.
10335 6.3.3.3.2 Identificar órdenes de servicio incompletas y fallas de servicio 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 6.3.3.3.3 Solicitar retroalimentación del cliente de los servicios Obtaining and procuring customer reviews or feedback on the
entregados services delivered. Design a customer feedback form, or
communicate with the customer through the phone or online.
10337 6.3.3.3.4 Procesar retroalimentación de servicios entregados Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.
20109 6.3.4 Salvar o reparar productos devueltos 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.
10366 6.3.4.1 Realizar actividades de rescate 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.

Process
Element Hierarchy
14195 6.3.4.2 Gestionar la reparación/ restauración y volver al stock/cliente 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.
20110 6.4 Gestionar los retiros de productos y las auditorías regulatorias Removing defective products from the distribution chain.
Participate in audits from watchdog agencies.
20111 6.4.1 Iniciar el retiro Commencing the removal process of defective products.
20112 6.4.2 Evaluar la probabilidad y consecuencias de ocurrencia de Performing risk analysis. Identify all dangers, evaluate how
cualquier riesgo probable they are, and what kinds of negative results or or adverse
side effect they carry.
20113 6.4.3 Gestionar las comunicaciones relacionadas con la retirada Handling communications that are related to product recalls.
20114 6.4.4 Presentar informes regulatorios Creating and delivering reports to regulatory agencies to provide
details about handling product recalls.
20115 6.4.5 Monitorear y auditar la efectividad de la retirada Analyzing the effectiveness of product recalls.
20116 6.4.6 Gestionar la finalización del retiro Ending product recalls, communicating to the public and filing
reports.
20595 6.5 Evaluar operaciones de servicio al cliente y satisfacción del Calculating and assessing the operational activities of the customer
cliente 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.
10401 6.5.1 Medir la satisfacción del cliente con los problemas, solicitudes y Calculating satisfaction levels of customers by effectively
el manejo de preguntas de los clientes 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.

Process
Element Hierarchy
11687 6.5.1.1 Solicitar retroalimentación de cliente en experiencia de servicio Creating an avenue for which the customer can provide feedback on
al cliente their experience with how their inquiry, problem, or request was
handled.
11688 6.5.1.2 Analizar datos de servicio al cliente e identificar oportunidades Reviewing customer service feedback to identify areas in which
de mejora improvements can be made. Engage with management to discuss
issues.
18126 6.5.1.3 Proporcionar comentarios de los clientes a la gestión de Handing over data to management to analyze common issues in
productos sobre la experiencia de servicio al cliente regards to customer service.
10402 6.5.2 Medir la satisfacción del cliente con el manejo y resolución de Measuring the satisfaction level of customers as pertains to how
las quejas del cliente 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 Solicitar retroalimentación al cliente sobre el manejo de las Requesting customer feedback on the process of handling and
quejas y sus soluciones 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).
11237 6.5.2.2 Analizar datos de quejas de los clientes e identificar lar Examining the information obtained through handling and resolving
oportunidades de mejora 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 Identificar las quejas comunes de los clientes Determining complaint patterns in order to identify common issues.
Document common problems for correction.

Process
Element Hierarchy
10403 6.5.3 Medir la satisfacción de los clientes con los productos y servicios 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 Reunir y solicitar al cliente retroalimentación post venta de los Obtaining customer feedback/review on the quality and utility
productos y servicios 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 Solicitar al cliente retroalimentación post-venta sobre la Assessing the influence of advertisements on purchasing behavior.
efectividad de los anuncios 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 Solicitar al cliente retroalimentación sobre la experiencia de Engaging with the customer to understand their cross-channel
canales cruzados experience. Find out what channels were effective and what areas
need improvement.
11240 6.5.3.4 Analiza datos de satisfacción de productos y servicios e Assessing the information collected on customer satisfaction levels
identificar oportunidades de mejora 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.
11241 6.5.3.5 Proporcionar retroalimentación y percepciones a los equipos Providing feedback from customers on products/services to the
apropiados (diseño de producto/ desarrollo, marketing, product management team. Analyze information collected through
manufactura) 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 Evaluar y gestionar el rendimiento de garantía Assessing the cost and effectiveness of warranties.
20118 6.5.4.1 Medir la satisfacción del cliente con el manejo de la resolución y Evaluating how satisfied customers are with how product warranties
la garantía are managed and resolved.

Process
Element Hierarchy
12676 6.5.4.2 Monitorear e informar sobre métricas de la gestión de garantía 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 Identificar oportunidades de mejora Determining how warranties and warranty management can be
made better and more efficient.
12674 6.5.4.4 Identificar oportunidades de eliminar desperdicio de garantía Finding ways to phase out unused or seldom used warranties.
20120 6.5.4.5 Investiga reclamos fraudulentos 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 Evaluar el rendimiento de recuperación Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
10007 7.0 Desarrollar y Administrar el Capital Humano 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 Crear y Administrar la planeación, políticas y estrategias de Creating strategies for the HR function. Create and implement
Recursos Humanos 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.
17044 7.1.1 Desarrollar la estrategia de Recursos Humanos Identifying HR needs to effectively establish the roles and
responsibilities of the HR function. Track the HR function.
Establish HR measures. Ensure that the strategy for HR tools and
technologies is consistent with the overall HR strategy.
10418 7.1.1.1 Identificar las necesidades de estrategia de Recursos Humanos Strategically defining the current and future needs for developing an
efficient HR strategy.

Process
Element Hierarchy
10419 7.1.1.2 Definir los Recursos Humanos y los papeles funcionales del Outlining the charge and duty of the HR function by defining its
negocio así como la responsabilidad 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 Determinar los costos de Recursos Humanos 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 Establecer las medidas de Recursos Humanos 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 Comunicar las estrategias de Recursos Humanos 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 Desarrollar la estrategia para los Creating a strategy for the use of systems/technologies/tools in
sistemas/tecnologías/herramientas de Recursos Humanos operating the HR function. Create a strategy concerning the use and
utility of HR support tools and technologies. Decide what specific
tools to use and in what quantity. Determine the levels of
technology required for the HR management.
17045 7.1.2 Desarrollar e implementar la estrategia y políticas de fuerza de Creating and executing strategies and policies for smooth
trabajo 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.

Process
Element Hierarchy
10423 7.1.2.1 Reunir los requisitos de habilidades de acuerdo con la estrategia Evaluating the current and future skill requirements of the
corporativa y al entorno de mercado 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 Planear requisitos de recursos de empleados por unidad de Determining the requirements for employees and the need for
negocio/organización 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 Desarrollar planes de compensación 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 Establecer un plan de incentivos 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 Desarrollar planes de sucesión Creating and implementing the plan for continuation of key
positions within the organization. Identify internal people with the
potential to fill key business leadership positions. Provide critical
development experiences to employees who can move into
important roles. Engage leaders to support the development of high-
potential leaders.
16938 7.1.2.5 Desarrollar programas de liderazgo/alto desempeño 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 Desarrollar planes de diversidad de empleados 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.

Process
Element Hierarchy
11622 7.1.2.7 Desarrollar programas de entrenamiento 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 Desarrollar programas de reclutamiento Developing a program to entice prospective resources to engage
with the organization for a position of employment.
10428 7.1.2.9 Desarrollar otros programas de Recursos Humanos 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 Desarrollar políticas de Recursos Humanos 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 Administrar políticas de Recursos Humanos Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
10431 7.1.2.12 Planear prestaciones de empleados 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.
10433 7.1.2.13 Desarrollar modelos de estrategia de fuerza de trabajo 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 Implementar modelos de estrategia de fuerza de trabajo 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.

Process
Element Hierarchy
10417 7.1.3 Monitorear y actualizar la estrategia, planes y políticas 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 Medir el cumplimiento de objetivos 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 Medir la contribución a la estrategia de negocios Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
10436 7.1.3.3 Comunicar los planes y proporcionar las actualizaciones a los Conveying the plans for HR function to stakeholders. Ensure that
accionistas 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 Determinar los canales y métodos de reclutamiento 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.

Process
Element Hierarchy
17046 7.1.4 Desarrollar modelos de administración de competencias 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 Reclutar, fuente y seleccionar empleados 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 Administrar los requerimientos de empleados 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 Alinear el plan de personal con las necesidades del plan de la Creating a correspondence between the plan for hiring new
fuerza de trabajo y las necesidades /recursos de la unidad de employees and the desired employee requirements. Staff an
negocios adequate amount of people with the appropriate skills to effectively
accomplish its legislative, regulatory, service, and production
requirements.
10447 7.2.1.2 Desarrollar y mantener las descripciones de empleos 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 Solicitudes de trabajo abiertas 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.

Process
Element Hierarchy
10448 7.2.1.4 Requisitos de trabajo después de haberlo obtenido 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 Modificar los requisitos del trabajo 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 Notificar al gerente que contrata 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 Administrar las fechas de requerimientos Determining and managing the dates for the employee requisition
process.
10440 7.2.2 Reclutar/Fuentes de candidatos Recruiting new candidates for deployment across various functional
areas inside the organization. Select methods for sourcing new
employees. Manage relationships with third-party agencies. Stage
recruitment fairs and drives. Manage employee referral programs.
10453 7.2.2.1 Determinar los métodos de reclutamiento y canales 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 Llevar a cabo actividades/eventos de reclutamiento 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.

Process
Element Hierarchy
10455 7.2.2.3 Administrar a los vendedores del reclutamiento 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 Administrar los programas de referencia de empleados Creating and managing a recruiting strategy where current
employees are rewarded for referring qualified candidates for
employment.
17048 7.2.2.5 Administrar los canales de reclutamiento 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 Filtrar y seleccionar candidatos Evaluating and selecting potential employees through interviews,
tests, etc.
10456 7.2.3.1 Identificar y desplegar las herramientas de selección de Identifying and implementing tools for the selection of candidates.
candidatos 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 Entrevistar candidatos Assessing the candidates by their performance in the interviews.
Conduct HR interview, technical interview, hiring manager
interview, etc. Understand the mindset of the candidate, and
comprehend his/her personal and professional lives.
10458 7.2.3.3 Evaluar candidatos 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 Seleccionar y rechazar candidatos 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 Administrar la nueva contratación/recontratación 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.

Process
Element Hierarchy
10463 7.2.4.1 Diseñar y hacer la oferta 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 Negociar la oferta Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
10465 7.2.4.3 Contratar al Candidato 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 Administrar la información del solicitante 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 Obtener la información de los antecedentes del candidato 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 Crear un registro del solicitante 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 Procesar/investigar los datos del solicitante Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.
20124 7.2.5.3.1 Completar la clasificación del puesto y el nivel de experiencia 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 Archivar y conserva los registros de a quienes no se les contrato 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.

Process
Element Hierarchy
20599 7.3 Administrar la incorporación, desarrollo y entrenamiento del Assisting employees in developing their capabilities, and providing
empleado 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 Administrar la orientación y el despliegue del empleado 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 Crear/mantener un programa de incorporación del empleado 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 Desarrollar el programa de inducción del empleado Designing a program to systematically introduce newly hired
employees to the organizational culture of the company.
10478 7.3.1.1.2 Mantener/actualizar el programa de inducción del empleado Managing the orientation and training of new employees about the
organizational culture of the company.
11243 7.3.1.2 Evaluar la efectividad del empleado en el programa de Assessing the performance and effectiveness of employee on-
incorporación 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 Ejecutar programas de incorporación 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 Administrar el desarrollo de los empleados Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and
effectiveness of the current performance program. Update it
regularly.

Process
Element Hierarchy
10479 7.3.2.1 Desarrollar los objetivos de rendimiento de los empleados 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 Revisar, evaluar y administrar el rendimiento de los empleados 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 Administrar el Desarrollo de los Empleados 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 Definir los lineamientos de desarrollo de los empleados 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.
10488 7.3.3.2 Desarrollar planes de carrera y de trayectoria de los empleados Designing a future career path for the employees that encourages
them to explore and gather information.
17051 7.3.3.3 Administrar las habilidades de los empleados y las competencias Administering the development of employee skills. Conduct
de desarrollo training, coaching and mentoring, job-rotation and cross training,
lateral moves, etc.
10473 7.3.4 Desarrollar y capacitar empleados 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 Alinear las necesidades de desarrollo organizacional y de los Aligning the needs of the employees to development needs.
empleados

Process
Element Hierarchy
16940 7.3.4.2 Definir las competencias de los empleados Defining the skills, knowledge, abilities, and attributes needed to
carry out a specific job.
10491 7.3.4.3 Alinear el aprendizaje de los programas con competencias 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 Establecer las necesidades de capacitación por medio de análisis Determining the training necessitated by business processes, using
de las habilidades disponibles 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 Desarrollar, conducir y administrar los programas de Creating, implementing, and managing the programs for training
capacitación administrativos y de los empleados 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 Administrar las pruebas y certificaciones 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 Hacer enlace con las autoridades de certificación externa Coordinating with third party certification authorities to provide
training and certifications for necessary skills.
20127 7.3.4.6.2 Administrar las pruebas de certificación Providing tests to the workforce that will satisfy completion of
certifications.
20128 7.3.4.6.3 Evaluar las calificaciones de experiencia 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 Administrar la emisión y mantenimiento de certificados Administering certificates to all candidates that have successfully
met experience qualifications, and passed all tests necessary to
obtain the certificate.

Process
Element Hierarchy
17052 7.4 Administrar relaciones de los empleados 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 Administrar las relaciones laborales Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.
10484 7.4.2 Administrar los procesos de negociación colectiva 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 Gestionar asociaciones de gestión laboral 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 Gestionar las quejas de los empleados 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 Desarrollar y retener los premios y retener empleados 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.
10494 7.5.1 Desarrollar y administrar premios, reconocimientos y Developing a salary/compensation structure and plan; developing a
programas de motivación 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.

Process
Element Hierarchy
10498 7.5.1.1 Desarrollar una estructura y un plan de compensación/sueldo 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 Desarrollar un plan de premiación y de recompensas 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 Desarrollar un análisis competitivo de las prestaciones y Analyzing and evaluating the organization's benefits and rewards
premios plan. Compare/Benchmark the benefits and employees plan with
other organizations to adhere to industry standard practices.
10501 7.5.1.4 Identificar los requerimientos de compensación con base en las Recognizing the employee requirements for compensation on the
políticas de RH, de prestaciones y financieras 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 Administrar la compensación y los premios a los empleados 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 Premiar y motivar a los empleados Rewarding and stimulating the performance efforts of employees.
Create methods for motivating employees. Spur extrinsic and
intrinsic motivation.
10495 7.5.2 Administrar y procesar las prestaciones 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 Entregar un programa de prestaciones para el empleado Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.

Process
Element Hierarchy
10505 7.5.2.2 Administrar un registro de prestaciones Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll
for benefits.
10506 7.5.2.3 Procesar las quejas 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 Llevar a cabo una conciliación de prestaciones 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 Administrar el apoyo y retención del empleado 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 Entregar programas para dar apoyo a un balance vida/trabajo Designing programs that prompt proper balance between work (i.e.,
para el empleado 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 Desarrollar sistemas de apoyo a la familia Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
10510 7.5.3.3 Revisar los indicadores de motivación y retención 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 Revisar los planes de compensación Analyzing existing compensation plans and making changes
necessary to continue to retain employees.

Process
Element Hierarchy
10497 7.5.4 Administrar la nómina 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 Reubicar y retirar los empleados 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 Administrar el proceso de promoción y de descenso de rango 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 Administrar la separación 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 Administrar el retiro Managing and administering instances where a person stops
employment completely.
10515 7.6.4 Administrar la excedencia Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e.,
paid and unpaid leave of absence but not vacations, holidays,
hiatuses, sabbaticals, and work-from-home programs).
10516 7.6.5 Desarrollar e implementar la reubicación de los empleados 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 Administrar el horario de la fuerza de trabajo 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.

Process
Element Hierarchy
20133 7.6.6.1 Recibir los recursos/habilidad y capacidades requeridas Obtaining resources necessary to fill a position utilizing specific
skills and capabilities.
10517 7.6.6.2 Administrar el despliegue de recursos 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 Traslado de empleados y administrar asignaciones 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 Administrar expatriados Managing foreign resources. Manage employees who are sent to
live abroad for a defined time period, as well as non-native
employees.
20134 7.7 Administrar la información de los empleados y analistas Maintaining employee files. This consists of managing HR
reporting capabilities; managing employee inquiry processes;
managing and maintaining employee data; managing human
resource information systems; developing and managing employee
metrics; developing and managing time and attendance; and
managing employee communications.
10522 7.7.1 Administrar los procesos de reporte Providing information and reports regarding employees to
management.
10523 7.7.2 Administrar los procesos de preguntas del empleado Handling instances where an employee believes that he/she has been
inappropriately treated or he/she desires clarification. Encourage
employees to inquire when needed. Record and clarify the issues for
which the enquiry has been made.
10524 7.7.3 Administrar y mantener los datos de los empleados Capturing and updating employee information and data and
information on the employees.
10525 7.7.4 Administrar los sistemas de información de recursos humanos Administering and maintaining HR information systems that take
(SIIRH) care of activities related to HR, accounting, management, and
payroll.
10526 7.7.5 Desarrollar y administrar las métricas de los empleados 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.

Process
Element Hierarchy
10527 7.7.6 Desarrollar y administrar el tiempo y la asistencia 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 Administrar/Recolectar las sugerencias de los empleados y Procuring and handling suggestions from employees, and
desarrollar investigaciones de empleados 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 Administrar la comunicación de los empleados Creating an effective plan that initiates and promotes
communication and engagement among the employees and between
employees and management.
10529 7.8.1 Desarrollar un plan de comunicación de empleados 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 Llevar a cabo encuestas de participación de los empleados Questioning employees to ascertain overall workplace satisfaction.
10532 7.9 Entrega de comunicaciones a los empleados Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
10008 8.0 Administrar la tecnología de la información (TI) Managing process groups relevant to the business of information
technology within an organization. The process groups include
"manage the business of information technology", "develop and
manage IT customer relationships", "develop and implement
security, privacy, and data protection controls", "manage enterprise
information", "develop and maintain information technology
solutions,, "deploy information technology solutions", and "deliver
and support information technology solutions".

Process
Element Hierarchy
10563 8.1 Administrar el negocio de la tecnología de información 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.
10570 8.1.1 Desarrollar la estrategia de TI empresarial Creating a strategy for the IT function. Build strategic IT
intelligence. Recognize the current and future IT needs of the
organization. Establish the guidelines and principles that support the
IT function. Develop the architectural structure of IT function.
Establish relationships with IT components suppliers. Define IT
governance. Align IT objectives with the overall business
objectives.
10603 8.1.1.1 Construir una inteligencia estratégica Developing strategic intelligence for IT. Develop a strategy that
pertains to collecting, processing, analyzing, and disseminating
intelligence in order to form an IT policy. Create a plan for a
mission and vision for IT business within the organization.
10604 8.1.1.2 Identificar las necesidades a largo plazo de TI de la compañía Making the planning process for IT investments and decision
con la colaboración de las partes interesadas making a quicker, more flexible, and more thoroughly aligned
process. Recognize the organization's current and future information
technology including computers, computer peripherals, trace route,
DNS lookup, ping, routing tables, ARP tables, and interface
statistics.
10605 8.1.1.3 Definir estrategias estándar, lineamientos y principios Establishing the rules and regulations that will guide the IT
function. Establish strategic standards regarding the organization's
IT tools in order to share information about practices based on
replicable, proven procedures.
10606 8.1.1.4 Definir y establecer la arquitectura de TI y el desarrollo Establishing a process to develop methodical IT specifications,
estándar models, and guidelines.
10607 8.1.1.5 Definir la estrategia de vendedores para componentes de TI Establishing the suppliers of IT components. Create and maintain
relationships with suppliers of IT components. Identify and assess
the most cost-effective and efficient vendors.

Process
Element Hierarchy
10608 8.1.1.6 Establecer el gobierno de organización de TI y sus procesos Creating and establishing an internal department that ensures the
effective and efficient use of IT. Define IT demand governance to
ensure the effective evaluation, selection, prioritization, and funding
of competing IT investments. Oversee their implementation. Extract
measurable business benefits.
10609 8.1.1.7 Construir un mapa estratégico para desarrollar las capacidades Designing a strategic plan that specifies the goals and objectives of
de IT en apoyo de los objetivos del negocio IT function and how it contributes to the overall business objectives.
Align with the business objectives of the organization.
10571 8.1.2 Definir la arquitectura de la empresa Outlining the organization's IT architecture. Establish the IT
architecture definition and framework. Create and confirm the
approach for the maintenance of it. Ensure the relevance of it.
Create the rules and regulations to guide the IT architecture. Act as
the clearinghouse for all the IT research and innovation that takes
place within the organization.
10611 8.1.2.1 Establecer la definición actual y la futura de la arquitectura de Establishing the process to develop methodical IT specifications,
la empresa models, and guidelines for the organization. Define a process
specific to the needs and requirements of the organization. Assess
the interrelationships of the business process architecture, the
information architecture, the components and services architectures,
and the infrastructure architectures to ensure their continued
relevance.
10612 8.1.2.2 Confirmar el enfoque de mantenimiento de la arquitectura Developing an approach for the maintenance of IT architecture.
empresarial
10613 8.1.2.3 Mantener la relevancia de la arquitectura de la empresa Preserving the relevance of IT architecture. Ensure that the IT
architecture is consistent with shifts and changes within the
organizational framework and pertinent to the organization's
overarching strategy.

Process
Element Hierarchy
10614 8.1.2.4 Actuar como un centro distribuidor de información para la Creating a centralized support structure that gathers, administers,
investigación e innovación de TI and dispenses information relevant to new developments within IT
research and innovation. Establish the IT function as the center
through which all the information about the IT research and
innovation can be collected, stored, and distributed. Enable the IT
function to be the sole authority that takes care of all the technology
information communication and settlement processes.
10615 8.1.2.5 Gobierna la arquitectura empresarial Administering the governance of IT architecture. 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.
10572 8.1.3 Administrar una cartera de TI Creating and establishing the portfolio by defining the projects,
investments, and activities. Analyze and examine the value of the IT
portfolio. Allocate resources toward it.
10616 8.1.3.1 Establecer una cartera de IT Creating and establishing IT investments, projects, and activities
(collectively known as the IT portfolio). Include planned IT
initiatives and ongoing IT services (such as application support).
10617 8.1.3.2 Analizar y evaluar el valor de la cartera de TI para la empresa Examining and evaluating the value of the IT portfolio for the
organization as a whole. Explore and interpret the value of the
investments, projects, and activities of IT function by assigning it a
quantifiable and qualitative value.
10618 8.1.3.3 Provisión de recursos de acuerdo con las prioridades Allocating financial and physical resources for the IT portfolio,
estratégicas keeping in consent with the overall strategic priorities of the IT
function.
10573 8.1.4 Llevar a cabo una investigación e innovación de IT Performing research and innovating effectively in order to improve
the IT function. Perform a systematic investigation to find new IT
services and solutions or to develop the existing ones. Upgrade and
transform technologies that serve as the basis for the IT services and
solutions.
10620 8.1.4.1 Investigar y tecnologías para innovar los servicios y soluciones Systematically investigating and study materials and sources
de TI relevant to the IT function. Reach meaningful insights and
conclusions in the form new ideas and innovation for the IT
function.

Process
Element Hierarchy
10621 8.1.4.2 Transformación de tecnologías viables para los Servicios y Enhancing and improving the performance of IT services and
soluciones de TI solutions for the careful and routine transformation of the most
feasible and practical technologies.
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del negocio de TI Determining the business value of IT, and effectively conveying it
to stakeholders. Establish key performance indicators of the overall
performance of the IT plan. Communicate the determined value and
performance of the IT function to stakeholders.
10625 8.1.5.1 Establecer y monitorear los indicadores de desarrollo clave Evaluating IT factors that are crucial to the organization's success.
Measure indicators such as IT costs as percentage of revenue, IT
maintenance ratio, and system downtime.
10626 8.1.5.2 Evaluar los planes de desarrollo de TI Assessing the performance of the IT plan. Using the established
performance indicators to measure the effectiveness and efficiency
of the IT plan.
10627 8.1.5.3 Valor de la comunicación TI Conveying the value of IT to stakeholders. Use the evaluation of IT
plan performance in order to determine the value of the IT function
for the overall business objectives. Communicate the determined
value of the plan to stakeholders including the shareholders,
employees, and vendors.
10564 8.2 Desarrollar y administrar las relaciones de clientes de IT Creating and administering relationships with IT customers. Create
a strategy for the IT services and solutions. Create and administer
the services levels in IT. Perform demand-side management for the
IT services. Manage the satisfaction levels of the IT customers.
Strategize the marketing approach for IT services and solutions.
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de TI Developing a strategy that creates a base for delivering IT solutions
aligned with overall business needs while maintaining a tight
control on delivery and costs. Conduct research within the IT
services and solutions field. Translate the requirements into IT
services and solutions initiatives. Coordinate with internal
stakeholders to ensure alignment. Evaluate the formulated strategic
initiatives to select the most feasible.

Process
Element Hierarchy
11244 8.2.1.1 Investigación de servicios y soluciones de TI para abordar los Conducting a detailed and systematic investigation within the field
requisitos comerciales y de los usuarios on IT services and solutions. Confirm through users and the IT
function the availability of the required services and solutions.
11245 8.2.1.2 Traducir requerimientos del negocio y usuarios en los Evaluating the requirements and needs of business and its users.
requerimientos de servicios y soluciones TI Transform these requirements into IT services and solutions
requirements. Ensure that these requirements are fulfilled through
IT services and solutions.
11246 8.2.1.3 Formular servicios de TI e iniciativas estratégicas de soluciones Selecting and strategizing the initiatives that need to be taken in the
IT services and solutions field. Create new programs and initiatives
to ensure innovation and development in providing the IT services
and solutions.
11247 8.2.1.4 Coordinar estrategias con partes interesadas para asegurar la Synchronizing IT services and solutions strategies with internal
coordinación stakeholders. Coordinate and communicate the IT services and
solutions strategies and initiatives with internal stakeholders,
including board members, staff, volunteers, and donors. Correlate
between the IT services and solutions strategy and the overall IT
strategy to ensure alignment with the internal stakeholders.
11248 8.2.1.5 Evaluar y seleccionar iniciativas estratégicas de servicios y Assessing the strategic initiatives for IT services and solutions in
soluciones de IT order to choose the most appropriate strategic initiative. Assess the
IT services and solution strategic initiatives by carefully selecting
the most feasible and practical individual initiatives.
10579 8.2.2 Desarrollar y administrar los niveles de Servicio de TI Establishing and maintaining service levels for the provision of IT
services and solutions. Design and maintain the IT services and
solution catalog, as well as service level agreements. Evaluate the
performance of IT service level agreements. Communicate the
results to the management.
10640 8.2.2.1 Crear y mantener los servicios de TI y el catálogo de soluciones Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization. Maintain information about deliverables, prices,
contact points, and processes for requesting a service.

Process
Element Hierarchy
10641 8.2.2.2 Establecer y mantener el negocio y los contratos de niveles de Developing and maintaining service agreements for IT services and
servicios solutions provided by the organization. Create and maintain a
contract or agreement between the service provider (the
organization) and the end user that defines the level of service
expected. Describe the services being provided, responsiveness,
procedure for reporting problems, etc.
10642 8.2.2.3 Evaluar y reportar los resultados obtenidos del nivel de Determining, documenting, and reporting the results of service
servicios levels achieved by the IT function. Evaluate and assess the results
and performance achieved by the IT service-level structure of the
organization. Create metrics and indicators to measure the volume
and quality of work (including precision and accuracy), speed,
responsiveness, and efficiency of the structure. Report the results to
management.
10643 8.2.2.4 Comunicar las oportunidades de mejoras del negocio y de los Conveying the improvement opportunities for the business and level
niveles de Servicio de TI 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.
10580 8.2.3 Llevar a cabo una administración lateral de acuerdo con la Selecting, planning, and implementing measures that should
demanda (DSM por sus siglas en inglés) para servicios TI influence the demand, or customer side, for the organization's IT
services and solutions. Analyze the recent IT services and solutions
consumption levels. Develop strategies to improve the consumption
efficiency. Estimate the future volume/unit consumption by taking
the improvements into account.
10644 8.2.3.1 Analizar soluciones y servicios, consume y uso de TI Evaluating and comprehending the use and consumption of IT
services and solutions. Take into account the consumption by every
end user in order to calculate indicators such as average usage per
user and total usage per user.

Process
Element Hierarchy
10645 8.2.3.2 Desarrollar e implementar programas de incentivos que Creating and delivering incentive programs for improving the
mejoren la eficiencia de consumo consumption efficiency provided by IT services and solutions.
10646 8.2.3.3 Desarrollar el pronóstico volumen/unidad para servicios y Gauging the effect of the incentive programs and initiatives to
soluciones IT intelligently forecast the future volume/unit consumption and usage
of the IT services and solutions.
10581 8.2.4 Administrar la satisfacción del cliente Recording and analyzing customer satisfaction levels. Identify
customer satisfaction patterns through the data. Initiate new
strategies to improve customer satisfaction levels base on the
customer satisfaction patterns.
10647 8.2.4.1 Capturar y analizar la satisfacción del cliente Recording and analyzing how IT services and solutions meet or
surpass customer expectations. Leverage techniques such as Csat
score, net promoter score, and customer efforts score.
10648 8.2.4.2 Evaluar y comunicar los patrones de satisfacción del cliente Determining patterns of customer satisfaction, and conveying them
to management. Analyze individual components such as purchasing
patterns, requirements, and expectations. Communicate the results
to management. (Carefully examine Capture and analyze customer
satisfaction [10647] in order to reach meaningful conclusions.)
10649 8.2.4.3 Iniciar mejoras con base en los patrones de satisfacción del Creating an improvement strategy based on customer service
cliente response patterns. Leverage customer loyalty, experience,
expectations, and interactions. Incorporate customer feedback.
10582 8.2.5 Comercializar los servicios y soluciones IT Developing a strategy that effectively markets IT solutions and
services through advertising and promotions campaigns. Track and
process orders for IT services and solutions.
10650 8.2.5.1 Desarrollar una estrategia de mercadotecnia de servicios y Creating a strategy for effectively marketing IT services and
soluciones IT solutions. Create a promotional strategy, pricing strategy,
competitive strategy, etc. to enhance the market and market reach of
the organization.
10651 8.2.5.2 Desarrollar y administrar una estrategia de clientes IT Developing and administering the strategy for IT customers. Create
a plan to create services and solutions, conduct daily operations, and
train new employees.

Process
Element Hierarchy
10652 8.2.5.3 Administrar las campañas promocionales y publicitarias de Effectively communicating and raising customer awareness of a
servicios y soluciones IT product or brand, generating sales, and creating brand loyalty within
the end users of the organization's IT services and solutions. Create
advertising and promotional campaigns. Implement the campaigns
through various means of communication such as television,
posters, and the internet.
10653 8.2.5.4 Procesar y rastrear los pedidos de servicios y soluciones IT Monitoring orders for IT solutions and services, and processing
them on time. Accept and approve orders so they may be completed.
11220 8.3 Desarrollar e implementar controles de protección de datos, de Creating and deploying an architecture for securing and ensuring the
privacidad y de seguridad privacy of data flows throughout the organization. Create and
develop protocols that ensure proper and efficient use of IT services
and solutions. Test, evaluate, and implement the policies and
protocols.
11230 8.3.1 Desarrollar e implementar controles de protección de datos, de Implementing strategies for securing and ensuring the privacy of
privacidad y de seguridad data flows throughout the organization. Create protocols and
guidelines for individual IT components in order to avoid misuse of
information and breach of individual or organizational privacy.
11231 8.3.2 Probar, evaluar e implementar controles de protección de datos, Examining, assessing, and executing the privacy and data controls
de privacidad y de seguridad for information security. Test, analyze, and implement established
information security and privacy protocols in order to safeguard the
IT function.
10565 8.4 Administrar Información Empresarial 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.
10583 8.4.1 Desarrollar estrategias de administración de contenidos y de Creating strategies to administer information and content.
información 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.

Process
Element Hierarchy
10654 8.4.1.1 Entender las necesidades de la administración de contenidos y Assessing and understanding the requirements, as well as the utility,
de información y el papel que desempeñan los servicios de TI of the IT function in implementing the knowledge management
para ejecutar la estrategia de negocios process. Acquire, distribute, and archive/delete information.
Executing IT solutions for the overall business strategy of the
organization. Correlate the IT strategy with the overall business
strategy.
10655 8.4.1.2 Evaluar las implicaciones administrativas de contenidos y de Evaluating the impact of new technologies in administering
información de la nueva tecnología information and content. Evaluate and analyze the use of the new
technologies in managing the information and content systems.
Leverage a management information systems for efficient and
strategic decision making. Leverage a transaction processing
system, decision support systems, expert system, executive
information system, etc.
10656 8.4.1.3 Identificar y establecer prioridades en cuanto a las acciones de Determining the appropriate and effective actions for managing
administración de contenidos y de información information and content in order to prioritize them. Recognize
which information management and content management actions
hold more importance by assessing their effectiveness and
efficiency. Prioritize actions in context with the information and
content management strategies.
10584 8.4.2 Definir la arquitectura de información de la empresa Establishing the architecture of the organizations' information.
Establish data custodianship by selecting data custodians. Make the
necessary changes to the content data architecture.
10657 8.4.2.1 Definir los elementos de información, la estructura compuesta, Defining the bounds, rules, diction, and the logic that make up the
las relaciones e impedimentos lógicos, la taxonomía y las reglas skeletal framework of the organization's information architecture.
de derivación Clearly delineate information attributes that flow through the IT
framework, along with the overarching structure, the circumference
of operations, the logic and syntax of the languages used, and the
rules of derivation employed. Delineation is for reworking and
remodeling the enterprise information architecture from industry
best practices and legacy blueprints.

Process
Element Hierarchy
10658 8.4.2.2 Definir requerimientos de acceso a la información Establishing needs for accessing information. Address issues related
to information including copyright, open source, privacy, security,
etc.
10659 8.4.2.3 Establecer una custodia de la información Determining who will be responsible for the safe custody, transport,
and storage of the data and implementation of business rules.
Determine who will be responsible for the technical environment
and database structure.
10660 8.4.2.4 Administrar los cambios para los requerimientos del contenido Implementing changes to meet content data requirements. Make
en la arquitectura de datos necessary changes to the process of designing, creating, deploying,
and managing an organization's data architecture.
10585 8.4.3 Administración de los Recursos de Información Administering information changes. Define information/data rules,
regulations, and standards. Develop and manage the administration
of the data/information and content of the enterprise.
10661 8.4.3.1 Definir las políticas y normas de los datos/ información de la Outlining and establishing policies for information/data, and setting
empresa information standards. Establish laws, regulations, and policies to
regulate the creation, use, storage, access, communication, and
dissemination of information. Define information standards to
maintain.
10662 8.4.3.2 Desarrollar e implementar la administración del contenido y los Developing and executing administration policies for data and
datos content. Create strategies for processes and technologies that
support the collection, managing, and storing of information in any
form or medium.
10586 8.4.4 Llevar a cabo la administración de contenido y datos de la Executing data and content management. Define the sources and
empresa destination of content data. Manage the technical interfaces for the
users of the content. Revise, retain, and retire information.
10663 8.4.4.1 Definir las fuentes y los destinos de los datos contenidos Establishing the sources for obtaining content data and the
destinations for delivering content data. Evaluate the various
sources and destinations for content data. Strategically select the
sources and destinations that maximize the efficiency of data and
content management.

Process
Element Hierarchy
10664 8.4.4.2 Administrar las interfaces técnicas para los usuarios de los Managing and improvising the interface for the users of content
contenidos data. Manage the user interface, software interface, and hardware
interface.
10665 8.4.4.3 Administrar la retención, revisión y retiro de la información de Administering the information to be retained, refurbished, and
la empresa disposed. Examine and judge the efficiency of the present
information using various techniques to decide which information is
to be retained, revised, and retired.
10566 8.5 Desarrollar y mantener las soluciones de tecnología de la Creating and preserving the organization's IT solutions. Enhance
información and maintain IT solutions by creating a strategy for improving the
IT function. Perform life-cycle planning for IT services and
solutions. Create and maintain an architecture for IT services and
solutions. Create and maintain IT services and solutions.
10587 8.5.1 Desarrollar la estrategia de desarrollo IT Creating and implementing a strategy for developing the IT
function. Establish sources for IT development. Establish processes,
methodologies, and tools. Select appropriate development tools and
methodologies.
10666 8.5.1.1 Establecer la estrategia de fuentes de abastecimiento para el Designing and establishing an institutional procurement process that
desarrollo TI defines the sources and ways that continuously improve and re-
evaluate the IT services. Outline how specific vendors and suppliers
will deliver the IT components and activities to develop the IT
function.
10667 8.5.1.2 Definir los procesos, las metodologías y las normas que se Establishing the methods, processes, and tools that will set the
aplican a las herramientas de desarrollo foundation for developing the IT development strategy. Define the
new components, technologies, tools, and software for the
development process.
10668 8.5.1.3 Seleccionar las herramientas y metodologías de desarrollo Identifying approaches and equipment for developing the IT
function and choosing the most appropriate approach and tools.
Analyze the pros and cons of various tools and methods on the basis
of their cost effectiveness, development value, etc.

Process
Element Hierarchy
10588 8.5.2 Llevar a cabo una planeación de ciclo de vida de las soluciones y Executing life-cycle planning for IT services and solutions. Develop
servicios TI new requirements and feature-function enhancements. Create and
design a life cycle plan that takes care of the current and future state
of IT services and solutions.
10669 8.5.2.1 Planear el desarrollo de requerimientos nuevos Identifying and establishing new requirements of IT function in
order to develop the IT solutions. Plan for new tools and
components required for the development of IT services and
solutions.
10670 8.5.2.2 Planear el desarrollo de mejoras de la funcionalidad y de las Creating a plan or strategy for the development of the distinctive
características attributes and the activities performed by the IT services and
solutions.
10671 8.5.2.3 Desarrollar un plan del ciclo de vida para las soluciones y Creating and implementing a life-cycle plan for developing IT
servicios IT services and solutions. Make plans, projections, and decisions based
on the life cycle of the IT services and solutions. Determine current
and future IT requirements, performance, goals, and objectives.
10589 8.5.3 Desarrollar y mantener la arquitectura de las soluciones y Creating the architecture for the IT services and solutions. Revise as
servicios IT needed. Retire in case of inefficiencies.
10672 8.5.3.1 Crear una arquitectura de soluciones y servicios IT Designing and developing a complex or carefully designed structure
that lays out the specifications, models, and guidelines concerning
IT services and solutions.
10673 8.5.3.2 Revisar la arquitectura de soluciones y servicios TI Reconsidering and revamping the IT services and solutions
architecture, which lays out the specifications, models, and
guidelines concerning IT services and solutions.
10674 8.5.3.3 Retirar la arquitectura de soluciones y servicios TI Withdrawing the IT services and solutions architecture in case of
inefficiencies.
10590 8.5.4 Crear soluciones y servicios IT 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.

Process
Element Hierarchy
10675 8.5.4.1 Entender los requerimientos confirmados Obtaining and comprehending the requirements for IT services and
solutions in the market. Conduct market research to understand and
analyze the possible market for the organization's IT services and
solutions.
10676 8.5.4.2 Diseñar las soluciones y servicios TI Designing specific applications of business and technical expertise.
This will enable organizations in the creation, management, and
optimization of, or access to, information and business processes.
10677 8.5.4.3 Adquirir /desarrollar los componentes de las soluciones y Acquiring and creating the components needed for the provision and
servicios TI development of IT services and solutions. Design or acquire
software, hardware, interfaces, servers, etc.
10678 8.5.4.4 Capacitar a los recursos en cuanto a las soluciones y servicios TI Preparing resources for the provision of IT services and solutions.
Teach the skill or type of behavior through sustained practice and
instruction to the employees who will provide the IT solutions and
services.
10679 8.5.4.5 Probar las soluciones y servicios TI Examining the developed IT services and solutions. Test the IT
services and solutions in focus groups, etc.
10680 8.5.4.6 Confirmar la aceptación por parte del cliente Analyzing the adoption of the IT services and solutions by
customers, and confirming the customers' experiences met
expectations. Use customer feedback, customer surveys, and
customer reviews to effectively communicate and comprehend the
experiences of the customers.
10591 8.5.5 Mantener las soluciones y servicios TI Updating and maintaining the requirements for IT services and
solutions. Perform defect analysis, and design changes accordingly.
Acquire or develop the components for changed IT services and
solutions. Test changes. Retire the outdated and inefficient IT
solutions and services.
10681 8.5.5.1 Entender los requerimientos de mejoras/ mantenimiento y Comprehending the need to enhance the IT services and solutions
análisis de defectos by performing defect analysis. Update the requirements for IT
services and solutions. Perform an analysis using defects as data for
continuous quality improvement in IT services and solutions.

Process
Element Hierarchy
10682 8.5.5.2 Diseñar los cambios para las soluciones y servicios TI existentes Taking into account the updated requirements and design changes
for the IT services and solutions.
10683 8.5.5.3 Adquirir /desarrollar los componentes con cambios de las Acquiring or creating components for changing IT services and
soluciones y servicios TI solutions. Design or acquire updated software, hardware, interfaces,
servers, etc.
10684 8.5.5.4 Probar el cambio en las soluciones y servicios TI Performing tests on a changed or updated IT services and solutions.
Test the IT services and solutions by piloting solutions, creating
trial runs, etc. to validate the impact of change. Ensure the IT
function facilitates the required amount of support.
10685 8.5.5.5 Retirar las soluciones y servicios Withdrawing inefficient and outdated IT solutions and services.
10567 8.6 Desplegar las soluciones de tecnología de la información Executing IT solutions by creating a strategy for deployment. Plan
and execute the changes. Plan and administer the release of its IT
services and solutions.
10592 8.6.1 Desarrollar la estrategia de despliegue de IT Creating and implementing a strategy for the deployment of IT
solutions. 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.
10686 8.6.1.1 Establecer las políticas de cambio de las soluciones y servicios Defining policies regarding changes in IT services and solutions.
IT Manage changes in a rational and predictable manner so that
employees can plan accordingly. Reduce the negative impact to the
user community. Increase the value of IT services and solutions.
10687 8.6.1.2 Definir el proceso, los procedimientos y las normas de las Outlining standards processes, methods, and equipment for
herramientas de despliegue deployment of IT solutions. Manage the subversion server,
production server, development server etc. to make the IT services
and solutions available for internal/client use.
10688 8.6.1.3 Seleccionar las metodologías y herramientas de despliegue Assessing the tools and techniques for deploying IT solutions in
order to choose the most appropriate options. Evaluate the pros and
cons of all the methodologies available. Choose the most efficient
and effective methodology.

Process
Element Hierarchy
10593 8.6.2 Planear e implementar los cambios 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.
10689 8.6.2.1 Planear el cambio de despliegue Creating plans for deploying the change in IT services and
solutions. Define the changes. Implement a plan.
10690 8.6.2.2 Comunicar los cambios a los accionistas Coordinating the changes in IT services and solutions with
stakeholders. Communicate with creditors, directors, employees,
owners (shareholders), suppliers, unions, and the community from
which the business draws its resources.
10691 8.6.2.3 Administrar el programa de cambios Managing the schedule for implementation of change. Plan and
carry out a process or procedure to implement the predefined
changes.
10692 8.6.2.4 Capacitar a los usuarios participantes Preparing users for changes in IT solutions. Conduct training
sessions and engagement activities to familiarize users with the new
changes.
10693 8.6.2.5 Distribuir e instalar el cambio Administering and implementing the changes in place for the new
strategies to take effect. Install new components, software,
hardware, etc. onto the systems of the affected users.
10694 8.6.2.6 Verificar el cambio Confirming that the changes to the IT function have met
expectations.
10594 8.6.3 Planear y administrar lanzamientos Managing, planning, scheduling, and controlling an IT software or
service build through different stages and environments, including
testing and deploying its release. Understand the release design and
acceptance. Plan the release rollout. Distribute and install the
release. Verify the release.
10695 8.6.3.1 Entender y coordinar el diseño de lanzamientos y aceptación Coordinating the deployment of new IT services and understanding
the traction and level of approval for the same. Administer and
synchronize the release of IT service packages. Manage version
control and the uptake and level of acceptance.
10696 8.6.3.2 Planear el programa de lanzamiento Creating a plan for introducing the IT services and solutions
provided by the organization in the market.

Process
Element Hierarchy
10697 8.6.3.3 Distribuir e instalar el lanzamiento 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.
10698 8.6.3.4 Verificar el lanzamiento Confirming that the release has met expectations.
10568 8.7 Entregar apoyar los servicios de tecnología de información Creating a strategy for successfully delivering the IT services and
solutions. Create a strategy for providing IT support services.
Manage IT architecture resources. Manage the operational activities
of IT services. Provide support for IT services and solutions.
10595 8.7.1 Desarrollar estrategias de entrega de soluciones y servicios TI 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.
10699 8.7.1.1 Establecer estrategias de fuentes de abastecimiento para la Creating and implementing a strategy for sourcing delivery of IT
entrega de 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.
10700 8.7.1.2 Definir los procesos de entrega, los procedimientos y los Establishing standards for the processes, methods, and equipment
estándares de las herramientas supporting the delivery of IT services and solutions. Manage the
transportation system, delivery schedule, etc. for the delivery
process.
10701 8.7.1.3 Seleccionar las metodologías y herramientas Assessing the tools and techniques for delivering 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.
10596 8.7.2 Desarrollar estrategias de apoyo IT Creating a strategy for provision of support to users of IT services
and solutions.
10702 8.7.2.1 Establecer estrategias de fuentes de abastecimiento para apoyo Developing a strategy for sourcing resources to support users of IT
de TI services and solutions. Establish the 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.

Process
Element Hierarchy
10703 8.7.2.2 Definir los servicios de apoyo TI Establishing 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
electronic/mechanical products.
10597 8.7.3 Administrar los recursos de infraestructura TI Managing the resources required for administration of IT
infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
10704 8.7.3.1 Administrar inventario y activos TI Managing the complete list of IT items or resources available with
the organization. Use inventory and asset management systems to
automate the process of asset discovery, tracking, and reporting of
the resources.
10705 8.7.3.2 Administrar la capacidad del recurso TI Handling the resource capacity of the IT function. Manage storage,
computer hardware, software, and connection infrastructure
resources that can be stored as inventory or provided by the
organization as needed.
10598 8.7.4 Administrar las operaciones de infraestructura de TI Managing all processes and services that are provisioned by an IT
staff to their internal or external clients and used by themselves.
Deliver IT services and solutions. Perform IT operations support
services.
10706 8.7.4.1 Entrega de servicios y soluciones de TI Supplying or provisioning 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.
10707 8.7.4.2 Desarrollar servicios de apoyo a operaciones de TI Executing support services for operational activities within the IT
function. Use operation support systems to manage the IT
operations support services.
10599 8.7.5 Respaldar las soluciones y servicios de TI Managing the availability of the IT services and solutions. Provide
facilities. Manage backup/recovery systems. Track performance and
capacity. Manage any incidents, problems, or inquires related to it.
10708 8.7.5.1 Administrar la disponibillidad Handling the availability for IT services and solutions. Manage the
inventory and operations systems to ensure that the demand for the
IT solutions and services is always met.

Process
Element Hierarchy
10709 8.7.5.2 Administrar las instalaciones Managing the facilities that support the provision of IT services and
solutions. Keep facilities such as the software, hardware, and
systems up-to-date in order to ensure the provision of IT services
and solutions.
10710 8.7.5.3 Administrar respaido/recuperación Managing backup/recovery for IT services and solutions. Copy and
archive computer data so it may be used to restore the original after
a data loss event. Use a backup system or application.
10711 8.7.5.4 Administrar el desempeño y la capacidad Overseeing the performance and capacity of IT services and
solutions. Use key performance indicators to routinely track the
performance and capacity levels of IT services and solutions.
10712 8.7.5.5 Administrar los incidentes Managing instances or occurrences within the IT function.
10713 8.7.5.6 Administrar los problemas Identifying, recording, and resolving any IT problems. Create and
manage a problem-resolving system or function within the IT
function to ensure smooth and timely operations.
10714 8.7.5.7 Administrar las preguntas Taking care of the inquiries or requests by the customers or users of
the IT services and solutions provided by the organization.
17058 9.0 Administrar Recursos Financieros 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 Llevar a cabo la planeación y contabilidad administrativa 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 Llevar a cabo la planeación/elaboración de Allocating funds to meet future and current financial goals. Led by
presupuestos/elaboración de pronósticos the chief financial officer, have the finance function plan, budget,
and forecast in order to determine and describe long and short-term
financial goals.

Process
Element Hierarchy
10771 9.1.1.1 Desarrollar y mantener las políticas y procedimientos de la Formulating financial budgetary guidelines and strategies. Develop
elaboración de presupuestos a framework for rules and regulations regarding budgets. Create a
step-by-step process to achieve financial goals.
10772 9.1.1.2 Preparar presupuestos y planes periódicos 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].)
20135 9.1.1.3 Operar e implementar planes para alcanzar el presupuesto Putting budgeting plans into practical use keeping within designated
forecasting parameters.
10773 9.1.1.4 Preparar pronósticos periódicos 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 Desarrollar análisis variable contra los pronósticos y Conducting a quantitative analysis between what was forecasted and
presupuestos budgeted and actual financial behavior.
10739 9.1.2 Llevar a cabo la contabilidad y control de costos 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 Llevar a cabo contabilidad del inventario 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 Realizar la contabilidad del centro de ganancias Determining the revenue, profits, and losses incurred by each unit
within the organization that produces profit.
10775 9.1.2.3 Realizar el análisis del costo de venta Studying expenses directly associated with product. Analyze the
cost of sales, which is the cost of manufacturing products.
10776 9.1.2.4 Elaborar el costeo de productos Studying and finding out the relevant cost center for a product by
studying every resource used in its making.

Process
Element Hierarchy
10777 9.1.2.5 Llevar a cabo el análisis de variaciones 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 Informar sobre la rentabilidad 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.
10740 9.1.3 Llevar a cabo la administración de costos 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 Determinar los conductores de costos clave Defining cost drivers for a particular activity.
10779 9.1.3.2 Medir los conductores de costos Calculating cost drivers.
10780 9.1.3.3 Determinar las actividades críticas 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 Administrar el despliegue de los recursos de los activos y su Distributing or allocating asset resources in different processes for
utilización optimal utilization.
10741 9.1.4 Evaluar y administrar el desempeño financiero 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 Evaluar al cliente y la rentabilidad del producto Studying product demand and targeted customer preferences. Study
customers' demands or preferences after deducting the cost of
delivering the final product.

Process
Element Hierarchy
10783 9.1.4.2 Evaluar productos nuevos 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 Realizar el costo del ciclo de vida 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 Optimizar la combinación producto y cliente 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 Rastrear el desempeño del cliente nuevo y las estrategias del Observing the behavior of a new set of customers for different
producto products. Prepare strategies to improve sales and profits.
10787 9.1.4.6 Preparar las medidas de desempeño con base en la actividad Evaluating performance based on different sets of activities created
by management to measure performance.
10788 9.1.4.7 Administrar la mejora continua de costos Conducting activities to improve cost distribution regularly. Follow
or adopt different ways of reducing costs.
10729 9.2 Llevar a cabo la contabilidad de ingresos 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 Procesar el crédito al cliente Evaluating and processing requests for advances. Evaluate credit
requests by customers requiring loans to buy products/services.
10789 9.2.1.1 Establecer políticas de crédito Creating guidelines for providing advances. Set up credit standards,
credit terms, and collection policies.
10790 9.2.1.2 Analizar/aprobar nuevas solicitudes de cuentas 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 Analizar la historia de crédito existente 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 Pronosticar requisitos de punteo de crédito Planning credit score requirements based on established credit
policies.

Process
Element Hierarchy
10791 9.2.1.5 Revisar las cuentas existentes 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 Emitir reportes de crédito/cobranza 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 Reinstalar o suspender cuentas basados en políticas de crédito Closing or restarting accounts according to changes made in credit
policies.
10743 9.2.2 Facturar al cliente 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.
10794 9.2.2.1 Mantener archivos maestros de producto/cliente 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 Generar datos de facturación del cliente 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 Transmitir datos de facturación al cliente 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 Asentar entradas de cuentas por cobrar Registering transactions and their scheduled payments.
10798 9.2.2.5 Resolver las preguntas sobre la facturación que tenga el cliente Checking and solving billing queries raised by customers.

Process
Element Hierarchy
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus siglas en inglés) 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 Establecer políticas de AR 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 Recibir/depositar los pagos hechos por el cliente Collecting cash from customers. Deposit it into bank account. Make
entries into the books of accounts.
10801 9.2.3.3 Aplicar remisiones de caja Checking and moving funds between countries for business
activities, typically through authorized remittance agents.
10802 9.2.3.4 Preparar reportes de AR Preparing reports that detail balances due or what to collect from
customers at a certain point in time.
10803 9.2.3.5 Asentar la actividad de AR en el libro mayor 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 Administrar y procesar la cobranza 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 Establecer políticas para las cuentas vencidas 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 Analizar los saldos de las cuentas vencidas 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 Corresponder/negociar las cuentas vencidas Determine ways for customers in default to repay debts (e.g.,
allowing more time or discounts).
10807 9.2.4.4 Discutir la resolución de cuentas con personas internas Determining rules for handling accounts. Discuss and plan with
internal parties (department heads, managers, and senior
management) about rules to follow in coming months.

Process
Element Hierarchy
10808 9.2.4.5 Procesar los ajustes/eliminar los saldos Maintaining reserves for write-offs and adjustments. Adjust or write
off certain expenses and losses.
14007 9.2.4.6 Desarrollar ejercicios de recuperación Renegotiating the terms of a loan agreement in order to recoup
money from a default account.
14008 9.2.4.7 Gestionar cuentas predeterminadas Managing accounts that have not met the requirements agreed upon
to pay off outstanding debts.
10746 9.2.5 Administrar y procesar los ajustes/deducciones 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 Establecer políticas/procedimientos para los ajustes Creating guidelines to follow in case of adjustments to business
processes.
10810 9.2.5.2 Analizar los ajustes Checking changes made in accounts during the year. Examine the
alterations made in final accounts to rectify errors/omissions.
10811 9.2.5.3 Corresponder/negociar con el cliente Providing suitable offers to customers. Present different offers (e.g.,
discounts) available for customers or buyers.
10812 9.2.5.4 Discutir la solución con personas internas Discussing and planning with internal parties (department heads,
managers, and senior management) about rules to follow in coming
months.
10813 9.2.5.5 Preparar facturas de contra cargo 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 Procesar las entradas correspondientes Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
10730 9.3 Llevar a cabo la contabilidad general y los reportes 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.

Process
Element Hierarchy
10747 9.3.1 Administrar las políticas y procedimientos 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 Negociar los acuerdos a nivel servicio 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 Establecer políticas de contabilidad Establishing policies and procedures to prepare financial statements,
including methods, measurement systems, and procedures for
providing disclosures.
20604 9.3.1.3 Publicar políticas contables Creating a written copy of agreed-upon procedures for preparing
financial statements, and making them available to the public.
10817 9.3.1.4 Establecer y hacer cumplir los límites de aprobación Implementing parameters for accounting. Apply set conditions for
any approval process.
10818 9.3.1.5 Establecer sistemas financieros comunes 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 Llevar a cabo la contabilidad general Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
10819 9.3.2.1 Mantener una tabla de cuentas 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 Procesar las entradas en el libro diario 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 Procesar la distribución Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal
records.
10822 9.3.2.4 Procesar los ajustes a finales del período Updating journal entries to adjust the balance of income and
expenses at the end of an accounting period.

Process
Element Hierarchy
10823 9.3.2.5 Asentar y conciliar las transacciones dentro de la compañía 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 Conciliar las cuentas del libro mayor 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 Llevar a cabo las consolidaciones y las eliminaciones de procesos Aggregating different processes in the business. Eliminate
discontinued processes.
10826 9.3.2.8 Preparar la balanza de comprobación 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 Preparar y asentar los ajustes administrativos Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos 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 Establecer políticas y procedimientos de activos fijos 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 Mantener archivos maestros de datos sobre los activos fijos 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 Procesar y registrar las adiciones y retiros de activos fijos 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.

Process
Element Hierarchy
10831 9.3.3.4 Procesar y registrar los ajustes, las mejoras, los avalúos y las Keeping a summary of expenses for installing and modifying assets.
transferencias de activos fijos 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 Procesar y registrar los gastos de mantenimiento y reparación Maintaining a record of expenses necessitated for repairs and the
de los activos fijos preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
10833 9.3.3.6 Calcular y registrar los gastos de depreciación 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.
10834 9.3.3.7 Conciliar el libro mayor de activos fijos 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 Rastrear los activos fijos, incluyendo el inventario 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 Proporcionar los datos de activos fijos para que sirvan de Showing market value and related expenses on fixed assets data for
soporte para las declaraciones de impuestos, informes legales y taxation. Provide complete information recorded in the books of
reguladores fixed assets about purchase price, depreciation, installation charges,
resale market value etc. for tax and regulatory purposes.
10750 9.3.4 Llevar a cabo reportes financieros 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 Preparar estados financieros por unidad de negocio 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.

Process
Element Hierarchy
10838 9.3.4.2 Preparar estados financieros consolidados 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 Desarrollar reportes de administración de revisión/reporte de la Making reports for units/subsidiaries to help management in
unidad de negocio 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.
10840 9.3.4.4 Preparar estados financieros consolidados/ revisión de los Making reports for all units to help higher management in decision
reportes de administración de costos 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 Preparar declaraciones para la revisión de la junta Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
10842 9.3.4.6 Emitir reportes y registros para los accionistas Making and presenting financial reports to stakeholders. Create
trimestral/anualmente 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 Elaborar reportes reguladores Reporting raw or summary data for final accounts following rules
and regulations.
14074 9.3.4.8 Desarrollar una consolidación legal y administrativa 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.

Process
Element Hierarchy
10731 9.4 Administrar la contabilidad de proyectos de activos fijos 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 Llevar a cabo la planeación de capital y aprobación de Preparing a project finance report to solicit approvals in capital
proyectos projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
10844 9.4.1.1 Desarrollar políticas y procedimientos de inversión de capital 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.
10845 9.4.1.2 Desarrollar y probar los planes de gastos de capital 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 Revisar y aprobar los proyectos de capital y las adquisiciones de Evaluating and supporting capital investments in projects and fixed
activos fijos assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
10847 9.4.1.4 Realizar una justificación financiera para la aprobación de Reviewing all project business cases in order to substantiate
proyectos 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 Llevar a cabo la contabilidad de proyectos de Capital 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 Crear códigos de cuentas de productos Giving reference codes for every project.
10849 9.4.2.2 Registrar las transacciones relacionadas con los proyectos 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.

Process
Element Hierarchy
10850 9.4.2.3 Monitorear e investigar sobre los proyectos de capital y el gasto Evaluating project progress and funds invested. Observe and track
del Presupuesto significant funds invested on any long-term project. Compare to
budget.
10851 9.4.2.4 Concluir/capitalizar proyectos 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 Medir los ingresos financieros con base en los proyectos de Comparing a finished project's profitability with forecasted returns.
capital finalizados Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
10732 9.5 Procesar la nómina 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.
10753 9.5.1 Reportar tiempo 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 Establecer políticas y procedimientos Developing policies and procedures for the HR function to calculate
compensation.
10854 9.5.1.2 Recopilar y registrar el tiempo trabajado de los empleados Tracking billing hours of each employee on daily basis.
10855 9.5.1.3 Analizar y registrar las bajas pagadas y no pagadas Tracking leaves allowed and taken by employees.
10856 9.5.1.4 Monitorear las horas regulares, las horas extras y las de Observing the number of hours worked by an employees on daily
cualquier otro tipo 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 Analizar y reportar la utilización de los empleados Monitoring the number of productive hours for employees.
10754 9.5.2 Administrar el pago Managing the total payments made in employees payroll, including
bonuses and compensation.
10858 9.5.2.1 Registrar el tiempo trabajado por los empleados en el sistema de Tracking the number of hours worked for the payroll system.
nómina Register the number of hours worked by an employee into the
payroll system for the purpose of calculating salaries or wages.

Process
Element Hierarchy
10859 9.5.2.2 Mantener y administrar la información sobre los sueldos de los Tracking and oversee salary breakups of employees. This process
empleados 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 Mantener y administrar las deducciones aplicables 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 Monitorear los cambios en la situación de impuestos de los Tracking changes in the salary structure of employees for tax
empleados deductions.
10862 9.5.2.5 Procesar y distribuir los pagos 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.
10863 9.5.2.6 Procesar y distribuir los cheques Handling incorrect/omitted salary payments.
10864 9.5.2.7 Procesar los ajustes finales del periodo Adjusting salary deductions for tax purposes at the end of the year.
10865 9.5.2.8 Responder a las preguntas sobre la nómina que tengan los Addressing salary-related queries raised by employees.
empleados
10755 9.5.3 Administrar y procesar los impuestos de las nóminas Deducting and paying taxes from employees' salaries.
14075 9.5.3.1 Desarrollar un plan de impuestos Devising a method to minimize payroll tax liability by means of
allowances, deductions, exclusions or exemptions.
14076 9.5.3.2 Administrar un plan de impuestos Overseeing maintaining the reduction of payroll taxes [14075].
10866 9.5.3.3 Calcular y pagar los impuestos de nómina aplicables 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 Emitir y distribuir las declaraciones de impuestos anuales a los Providing tax deductions statements created by certified chartered
empleados accountants to every employee for their reference or refunds.
10868 9.5.3.5 Archivar las formas de impuestos de nómina reguladoras Filling taxes, and highlighting different sources of income and
expenditures made.

Process
Element Hierarchy
10733 9.6 Procesar las cuentas por pagar y reembolso de gastos 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 Procesar las cuentas por pagar (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 Verificar el archivo de pago de cuentas por pagar con el archivo Matching records of bills to be paid with accounts. Check accounts
maestro de vendedores de la orden de compra (PO) payable entries with vendor's account for every payment made.
10870 9.6.1.2 Mantener/administrar el comercio electrónico Tracking all online transactions.
10871 9.6.1.3 Auditar las facturas y los datos clave en el sistema de AP Monitoring and evaluating bills registered in accounts books. Check
all invoices. Maintain records.
10872 9.6.1.4 Aprobar los pagos Processing payments for products/services.
10873 9.6.1.5 Procesar las acumulaciones e inversiones financieras 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.
10874 9.6.1.6 Procesar los impuestos en la nómina 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 Investigar/Resolver las excepciones de la nómina 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 Procesar los pagos Making payments for products/services on due dates (payment
cycle) decided by parties involved.
10877 9.6.1.9 Responder ante las consultas de AP 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 Retener los registros Keeping bills of every transaction for future reference.
10879 9.6.1.11 Ajustar los registros contables Rectifying for alterations occurred in accounts while recording.

Process
Element Hierarchy
10757 9.6.2 Procesar los reembolsos de gastos 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 Establecer y comunicar las políticas de reembolso de gastos, así Explaining policies and procedures related to reimbursements
como los límites aprobados requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
10881 9.6.2.2 Capturar y reportar los datos de impuestos importantes Collecting and reporting all pertinent information regarding the
taxes paid by the organization's employees.
10882 9.6.2.3 Aprobar los reembolsos y pagos por adelantado Permitting expense reimbursement requests from employees.
10883 9.6.2.4 Procesar los reembolsos y pagos por adelantado Paying for expense reimbursement requests from employees.
(Follow Approve reimbursements and advances [10882] according
to policies and conditions.)
10884 9.6.2.5 Administrar las cuentas personales Maintaining accounts of individuals who are connected with
10734 9.7 Administrar las operaciones de tesorería business.
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 Administrar las políticas y procedimientos de tesorería 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 Establecer el alcance y el control de las operaciones de tesorería Selecting opportunities and the authoritative body for investments in
trading in bonds, currencies, financial derivatives, etc.
10886 9.7.1.2 Establecer y publicar las políticas de tesorería 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 Desarrollar procedimientos de tesorería 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.

Process
Element Hierarchy
10888 9.7.1.4 Monitorear los procedimientos de tesorería Checking treasury processes in order to optimize company's
liquidity, invest excess cash, and reduce its financial risks.
10889 9.7.1.5 Auditar los procedimientos de tesorería Auditing the treasury function.
10890 9.7.1.6 Revisar los procedimientos de tesorería Reassessing all treasury procedures based on audit findings.
10891 9.7.1.7 Desarrollar y confirmar los controles internos para el Creating and managing the internal control systems for investments
departamento de tesorería in bonds, currencies, and financial derivatives to verify procedures.
10892 9.7.1.8 Definir los requerimientos de seguridad del sistema Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
10759 9.7.2 Administrar el efectivo 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 Administrar y conciliar las posiciones de efectivo 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 Administrar los equivalentes de efectivo 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 Procesar y supervisar las transferencias de fondos electrónicos Supervising all online transactions.
10896 9.7.2.4 Desarrollar pronósticos de flujo de caja Preparing forecasts for the cash generated or used by the
organization.
10897 9.7.2.5 Administrar los flujos de caja Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
10898 9.7.2.6 Emitir transacciones y reportes contables del manejo de efectivo Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.

Process
Element Hierarchy
10899 9.7.2.7 Administrar y supervisor las relaciones bancarias Maintaining and directing the course of relationships with banking
partners.
10900 9.7.2.8 Analizar, negociar, resolver y confirmar las comisiones Studying and finalizing bank fees for services provided by banks.
bancarias 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 Administrar las cuentas bancarias internas Managing financial services provided by an in-house bank structure
in the corporation that is operating like a commercial bank.
10901 9.7.3.1 Administrar las cuentas internas para las subsidiarias 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 Administrar y facilitar las transacciones de préstamos ínter Arranging loans for subsidiaries from in-house banks.
compañías
10903 9.7.3.3 Administrar los pagos centralizados que salen en nombre de las Handling payments made for subsidiaries by parent company.
compañías
10904 9.7.3.4 Administrar los pagos centrales que entran a nombre de las Handling payments received by parent company for subsidiaries.
subsidiarias
10905 9.7.3.5 Administrar pagos internos y transacciones en red 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 Calcular los intereses y comisiones para las cuentas bancarias Computing all expenses paid to and receivables collected over the
internas 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 Proporcionar estados de cuenta para las cuentas bancarias Facilitating account statements for all in-house banking activity.
internas
10761 9.7.4 Administración de la deuda y la inversión 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 Establecer la política de inversión Developing and instituting principles that the organization ill use in
making investments.

Process
Element Hierarchy
10908 9.7.4.2 Administrar las relaciones financieras intermediarias Maintaining smooth relations with financial investment banks that
help availing loans and services.
10909 9.7.4.3 Administrar la liquidez 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 Administrar el factor de riesgo del emisor Managing the exposure incurred by the issuer for providing credit to
the borrower.
10911 9.7.4.5 Procesar y supervisar las transacciones de inversión y deuda 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 Procesar y supervisar las transacciones en moneda extranjera Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.
10913 9.7.4.7 Emitir reportes de transacciones contables de inversión y deuda Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
14210 9.7.4.8 Procesar y supervisor las transacciones con tasa de intereses 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 Monitorear y ejecutar transacciones de riesgo y cobertura 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 Desarrollar la administración de riesgo/la estructura de Taking an investment position to offset exposure to certain risks.
cobertura This may include purchasing opposite of the organization's position
in the marketplace, using derivatives transactions, or futures
contracts.
11209 9.7.5.2 Administrar los riesgos de las tasas de interés Handling risks arising from changes in the interest rate.
19575 9.7.5.2.1 Administrar la información de la tasa de interés de Mercado Collecting and storing data that pertains to interest rate markets.
19576 9.7.5.2.2 Determinar la exposición de la tasa de interés para todos los Identifying potential interest rate risks for all markets.
mercados

Process
Element Hierarchy
19577 9.7.5.2.3 Determinar los requerimientos de la cobertura de la tasa de Deciding the requirements on interest rate investments that are made
interés de conformidad con la política de riesgo by trading in futures or options market, on the basis of the accepted
risk policy.
19578 9.7.5.2.4 Ejecutar intercambios de tasa de interés Performing trading on interest rates.
11210 9.7.5.3 Administrar el riesgo del cambio de moneda Taking care of foreign-exchange risks.
19579 9.7.5.3.1 Administrar la información del cambio de moneda del mercado Handling and processing information about changes in foreign
exchange rates.
19580 9.7.5.3.2 Determinar la exposición del cambio de moneda para todos los Establishing potential foreign exchange risks for all currencies.
tipos de moneda
19581 9.7.5.3.3 Determinar los requerimientos de la cobertura del cambio de Deciding the requirements on investments in foreign exchange made
moneda de conformidad con la política de riesgos by trading in futures or options market, on the basis of current risk
policy.
19582 9.7.5.3.4 Otorgar intercambios de moneda extranjera Executing all aspects for foreign exchange trade within foreign
exchange market. This includes buying, selling, and exchanging
currencies at the current or expressed price point.
19583 9.7.5.3.5 Administrar el riesgo de balance cambiario 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 Administrar el riesgo de exposición 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 Determinar la actual exposición del cliente y los límites de las Establishing ongoing risks that the customers face, and the
excepciones exceptions to exceeded limits.
19585 9.7.5.4.2 Resolver las violaciones del límite de exposición del cliente Settling cases that involve violations of customer exposure limit.
19586 9.7.5.4.3 Administrar las garantías de los clientes Handling customer securities to recover loans that are not paid back.
19587 9.7.5.4.4 Desarrollar revisiones anuales del crédito de los clientes Conducting reviews to assess customer credit on a yearly basis.
Introduce changes or make recommendations, if needed.

Process
Element Hierarchy
20137 9.7.5.5 Ejecutar transacciones de cobertura 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 Medir posiciones físicas Evaluating investments made in some market to offset the risks of
investing in a contrary or opposing market.
19589 9.7.5.5.2 Establecer coberturas Determining which hedge options to execute.
19590 9.7.5.5.3 Deshacer coberturas Closing out a position or cashing in derivatives early.
11213 9.7.5.5.4 Evaluar y redefinir las posiciones de las coberturas Examining options in the market for hedging investments. Select an
option.
11215 9.7.5.5.5 Monitorear créditos Revising credit reports periodically for accurateness and changes
that could be suggestive of duplicitous activity.
11214 9.7.5.6 Producir transacciones e informes de contabilidad de coberturas Preparing and documenting accounts and records of all hedging
investment transactions to reduce risks due to change in markets.
16958 9.7.6 Administrar casos de disputas/fraudes financieros Handling cases that involve financial fraud. Resolve disputes.
10735 9.8 Administrar los controles internos 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 Establecer políticas y procedimientos de controles internos Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
10914 9.8.1.1 Establecer consejos de administración y un comité de auditoría Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
10915 9.8.1.2 Definir y comunicar el código de ética Outlining and communicating a code of ethics act responsibly.
10916 9.8.1.3 Asignar papales y responsabilidades respecto a los controles Defining roles, responsibilities, and accountabilities for
internos effectiveness and proficiency of operations and reliability of
financial reporting.
11250 9.8.1.4 Definir los objetivos y riesgos de los procesos de negocios 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.

Process
Element Hierarchy
11251 9.8.1.5 Definir las tolerancias de riesgo unidad/entidad 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 Operar los controles y supervisar que se cumplan las políticas y Incorporating planning, management, operations, and monitoring of
procedimientos con respecto a estos controles internos 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 Designar e implementar las actividades de control Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.
10918 9.8.2.2 Monitorear la efectividad de los controles 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 Buscar soluciones a las deficiencias que presenten los controles 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 Crear funciones de cumplimiento de controles 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 Operar funciones de cumplimiento de controles Administering operational activities of a compliance function.
10922 9.8.2.6 Implementar y mantener controles relacionados con el Implementing and maintaining the compliance technological
funcionamiento de las tecnologías y las herramientas systems or equipment that are control-enabled.
10764 9.8.3 Reportar sobre el cumplimiento de los controles internos Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.

Process
Element Hierarchy
10923 9.8.3.1 Reportar a los auditores internos 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 Reportar a las organizaciones reguladoras, a los tenedores de Reporting to regulators, shareholders, debt holders, securities
acciones, a los encargados de los intercambios de valores, etc. exchanges, etc. about IT regulations and pertinent data.
10925 9.8.3.3 Reportar a terceros involucrados Reporting to suppliers, customers, and partners that are doing
business with the company about IT regulations and pertinent data.
10926 9.8.3.4 Reportar a la administración interna Reporting to internal management (all employees, directors, and
management) about IT regulations and pertinent data.
10736 9.9 Administrar los impuestos Estimating the organization's periodic tax liabilities. Ensure that
appropriate taxing authorities receive tax return filings and
payments when due.
10765 9.9.1 Desarrollar estrategias y planes de impuestos Setting targets for periodic tax liabilities. Assess the tax impact of
various activities such as the acquisition or disposal of fixed assets
or a deliberate change in number of employee.
10927 9.9.1.1 Desarrollar estrategias de impuestos locales, estatales, Developing a tax strategy for foreign, national, state, local
nacionales y extranjeros administration. Set up tax strategies for foreign trade in imports and
exports and at national, state, and local level.
10928 9.9.1.2 Consolidar y optimizar un plan total de impuestos 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 Mantener datos maestros de impuestos 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 Procesar Impuestos 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 Llevar a cabo una estrategia/planeación de impuestos Creating and implementing strategies for taxes to be paid or
collected by the business.

Process
Element Hierarchy
10931 9.9.2.2 Preparar impuestos 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 Preparar impuestos de extranjeros Preparing reports about paid or accrued foreign taxes to an overseas
country.
10933 9.9.2.4 Calcular impuestos diferidos Calculating the income that has been realized when the tax on that
income has not.
10934 9.9.2.5 Dar cuenta de los impuestos 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 Monitorear el cumplimiento con los impuestos Checking and correcting the tax policies according to the rules and
regulations set by the organization.
10936 9.9.2.7 Formular preguntas sobre impuestos 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.
10737 9.10 Administrar fondos/consolidaciones internacionales 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 Monitorear tasas internacionales 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 Administrar transacciones 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 Administrar factor de riesgo monetario/ protección monetaria 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.

Process
Element Hierarchy
10770 9.10.4 Reportar los resultados Documenting and reporting accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
17059 9.11 Realizar servicios de comercio a nivel mundial Making and collecting payments for transactions in
products/services, and transporting them to interested markets.
14090 9.11.1 Proteger la lista de partes sancionadas 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 Controlar exportaciones e importaciones Overseeing and directing the flow of trade to/from the organization
in order to ensure financial gains.
14092 9.11.3 Clasificar productos 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 Realizar conversión de moneda 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 Tarea de cálculo Computing the excise duty to be paid during international trade.
14094 9.11.6 Comunicación con aduanas 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 Documentos de comercio Documenting and recording the trade processes while making
transactions, noting the description, quality, number, transportation
medium, indemnity, and inspection.
14096 9.11.8 Preferencias del proceso comercial 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.

Process
Element Hierarchy
14097 9.11.9 Manejo de restituciones 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 Prepara cartas de crédito 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 Adquirir, Construir y Administrar Activos Fijos Relating to the design, construction, acquisition, and management of
both productive and non-productive assets.
10937 10.1 Planear y adquirir activos 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 Desarrollar estrategia de propiedad y visión a largo plazo 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 Confirmar la de los requerimientos de las propiedades con las Creating alignment between the requirement of properties and the
estrategia de neocio 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 Evaluar el ambiente externo 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 Determinar la decisión de construir o comprar 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 de instalación Recognizing the needs of facility users in order to construct a
project proposal that meets those needs.
10958 10.1.2.1 Diseñar las instalaciónes Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.

Process
Element Hierarchy
10959 10.1.2.2 Analizar el presupuesto Evaluating the feasibility of budgets prepared for the construction of
facilities.
10960 10.1.2.3 Seleccionar propiedad 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 Negociar términos por instalación Discussing the terms and conditions of facilities to be occupied
according to the business requirements and availability of budgets.
10962 10.1.2.5 Administrar la construcción o modificación al edificio Constructing the buildings. Manage renovations according to
requirements and demands.
10944 10.1.3 Proporcionar instalaciónes y lugar de trabajo 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 Adquirir el lugar de trabajo e instalaciones Attaining the office space with all assets (tables, chairs, computers,
admin staff, etc.) according to requirements.
10964 10.1.3.2 Cambio de forma/functionalidad del lugar de trabajo e Modifying the formation of the workspace and its assets. Make
instalaciones necessary changes in an office space with all assets (tables, chairs,
computers, admin staff, interior designing, etc.) according to
requirements.
10949 10.1.4 Administrar las operaciones de las instalaciones 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 Traslado de personas Shifting staff or employees from one place to another place
according to changes in business requirements.
10966 10.1.4.2 Traslado de material y herramientas 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 Diseño y construcción de activos productivos 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.

Process
Element Hierarchy
19209 10.2.1 Administrar programa de capital para activos productivos 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 Definir el plan de inversión de capital Establishing what funds will be invested in the construction of
productive assets for the advancement of established business
objectives.
19211 10.2.1.2 Monitorear programa de capital Monitoring plans on capital projects. Capital projects can be
purchasing buildings, lands, etc.
19212 10.2.1.3 Asegurar el financiamiento de construcción Acquiring the loans needed to construct necessary assets.
20139 10.2.2 Diseño y planificación de la construcción de activos 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 Desarrollar la estrategia de construcción Developing a strategy to perform asset construction. Assure that
timelines, regulations, and resources are on task and on budget.
11276 10.2.2.2 Realizar la gestión del rendimiento de la construcción 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 Obtener permiso de construcción 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 Diseñar activos 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 Recursos del plan de construcción 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 Programa y desarrollo del trabajo de construcción 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.

Process
Element Hierarchy
19230 10.2.3.1 Programa del trabajo de construcción Defining a timetable for which to execute the construction of the
asset.
19231 10.2.3.2 Obtener recursos 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 Construir nuevos activos 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 Aumento de los activos existentes 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.
19234 10.2.3.5 Renovar/reemplazar activos Determining the need to replace existing assets. Be aware of any
construction codes and permits that need to be addressed.
19224 10.2.4 Administrar los activos de construcción 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 Monitorear el desarrollo del trabajo 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 Realizar control de calidad de la construcción Implementing a checks and balances system to verify that the
construction was performed correctly. Rework when errors are
found.
19227 10.2.4.3 Crear registros de trabajo y activos 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 Administrar la seguridad y el acceso a los sitios 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 Mantener activos productivos Preserving productive assets through the planning, managing, and
performance of preventative, routine, and critical maintenance
work.

Process
Element Hierarchy
19239 10.3.1 Plan de mantenimiento de los activos 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 Desarrollar estrategias de activos Creating goals and agendas to better realize the success of the
maintenance policies that have been put into place.
10967 10.3.1.2 Analizar activos y predecir los requerimientos de Evaluating assets in order to project future requirements for
mantenimiento maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
19241 10.3.1.3 Especificar las políticas de mantenimiento 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 Integrar mantenimiento preventivo en operaciones Devising a methodology and procedure for assimilating the works
programadas of planned maintenance into the schedule scheme for the processing
of finished products that utilizes the same machinery.
19242 10.3.1.5 Identificar la administración del trabajo & las prioridades 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 Realizar planeación de recursos Analyzing workload needs in relation to asset maintenance and plan
resources around those needs.
19244 10.3.1.7 Crear planes de trabajo Creating procedures on how to maintain productive assets.
19245 10.3.2 Administrar el mantenimiento de activos 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 Programar trabajos de mantenimiento Defining a timetable for which to execute the maintenance of the
asset.
19247 10.3.2.2 Obtener los recursos requeridos Gathering resources needed to complete all maintenance work.
Verify that all resources have the proper training and skills to
perform the work.

Process
Element Hierarchy
19248 10.3.2.3 Realizar control de calidad Implementing a checks and balances system to verify that the
maintenance was performed correctly. Rework when errors are
found.
19249 10.3.2.4 Actualizar el trabajo y los registros de activos 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 Administrar el mantenimiento de la seguridad del trabajo Assuring that all safety laws and regulations are being implemented
and followed. Align practices with regulatory bureaus such as
OSHA , EHS, and ISO.
19251 10.3.2.6 Definir los objetivos del desarrollo del mantenimiento 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 Monitorear los contratos/objetivos del desarrollo del Following set performance targets, monitor and gage the success of
mantenimiento the organization in meeting those targets.
19253 10.3.3 Desarrollar el mantenimiento de los activos 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 Desarrollar el mantenimiento preventivo de los activos Performing prophylactic maintenance in an effort to avoid
corrective or unplanned repairs.
19254 10.3.3.2 Desarrollar el mantenimiento de rutina de los activos Carrying out required maintenance to continue upkeep of equipment
or assets.
19255 10.3.3.3 Realizar los reparos y el mantenimiento de activos a corregir Repairing or correcting faults that occur with an asset. This could be
a break or other repairable damage.
19256 10.3.3.4 Identificar los requerimientos de mantenimiento no planificado 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 Realizar requerimientos de mantenimiento no planificado Performing repairs that occur outside of normal routine or
preventative maintenance.
10940 10.4 Disponer de los activos Retiring productive and non-productive assets.

Process
Element Hierarchy
10952 10.4.1 Desarrollar una estrategia de salida Creating a strategy for managing asset exits.
19258 10.4.2 Decomisar activos productivos 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 Realizar ventas o comercializaciones Performing the sale of assets. Achieve and complete the sale
process. Deliver the end product to the customers.
10954 10.4.4 Abandonar 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.
16970 10.4.5 Realizar la administración de desechos y productos defectuosos Disposing of waste and hazardous materials as outlined by state,
local, and federal regulations.
16437 11.0 Administrar los Riesgos de la Empresas, Remediación y Ensuring that an organization effectively manages its risk. Process
Resiliencia groups are aligned with traditional risk management activities.
17060 11.1 Administrar el riesgo de la empresa 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 Establecer el marco de referencia y las políticas de riesgo de la Creating an agenda for the rules and regulations of enterprise risk
empresa that deal with hazardous, financial, operational, and strategic risks.
16440 11.1.1.1 Determinar la tolerancia de riesgo de la organización 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 Desarrollar y mantener los procedimientos y políticas de riesgo Establishing and maintaining the policies and procedures for
de la empresa managing risk. Create rules and regulations for enterprise risk
dealing with hazardous, financial, operational, and strategic risks.
16442 11.1.1.3 Identificar e implementar las herramientas administrativas de Recognizing and implementing tools for managing risk. Identify and
riesgo de la empresa apply enterprise risk management tools. Leverage methods and
processes to manage risks and opportunities associated with
business objectives.

Process
Element Hierarchy
16443 11.1.1.4 Coordinar a través de la organización y compartir la Communicating the knowledge about risk within the organization.
información de riesgos Identify operational risks. Share risk information within the
organization.
16444 11.1.1.5 Preparar y reportar a los ejecutivos de administración y al Preparing and presenting reports about enterprise risk to the
consejo, el reporte de riesgos de la empresa 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).
16445 11.1.2 Supervisar y coordinar las actividades administrativas de Coordinating to plan, organize, lead, and control the activities of an
riesgos empresariales organization in order to minimize the special effects of risk on
capital and earnings.
16446 11.1.2.1 Identificar los niveles de riesgo de la empresa Determining risks that could thwart objectives. Document and
communicate the concern.
16447 11.1.2.2 Evaluar riesgos para determinar cuál mitigar Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
16448 11.1.2.3 Desarrollar la mitigación de riesgos y la estrategia de Developing activities to improve opportunities and lessen threats.
administración e integrar con los procesos administrativos de Specify the organization's objectives. Evolve strategies and policies
desarrollo existentes to attain these objectives. Assign resources to project objectives.
16449 11.1.2.4 Verificar la unidad de negocio y los planes funcionales de Checking that the blueprint created for managing risk in individual
migración de riesgos que sean implementados business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
16450 11.1.2.5 Hay que asegurar que los riesgos y las acciones de mitigación de Ensuring risk monitoring and mitigation activities. Monitor actions
riesgos sean monitoreadas to enhance opportunities and reduce threats to project objectives.
16451 11.1.2.6 Reportar sobre las actividades de riesgo de la empresa Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
16452 11.1.2.7 Coordinar la unidad de negocio y las actividades funcionales de Coordinating risk management activities to improve opportunities
administración de riesgos and lessen threats. Specify the organization's objectives. Assign
resources to project objectives.
16453 11.1.2.8 Hay que asegurar que cada unidad de negocio/funciones Checking each business unit's/function's options and activities to
conlleven el proceso de administración de riesgos de la empresa improve opportunities and lessen threats.

Process
Element Hierarchy
16454 11.1.2.9 Hay que asegurar que cada unidad de negocio/funciones Checking the reporting process of each business unit's/function's
conlleven el proceso de reporte de administración de riesgos de options and activities to improve opportunities and lessen threats.
la empresa
17462 11.1.3 Administrar la unidad de negocio y las funciones de riesgo Analyzing the threats a business unit/function faces to prioritize the
controls it implements..
16456 11.1.3.1 Identificar los riesgos Developing a timely and continuous process to identify activities
that might hinder a project's goals.
16457 11.1.3.2 Evaluar los riesgos utilizando el marco de referencia de los Determining the possibility that a specified undesirable event will
procedimientos y políticas de riesgos de la empresa 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 Desarrollar planes de mitigación para riesgos Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
18129 11.1.3.3.1 Evaluar la adecuación de la cobertura de seguro Evaluating the changing needs for insurance coverage. Research
available insurance providers and offerings.
16459 11.1.3.4 Implementar planes de mitigación de riesgos Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
16460 11.1.3.5 Monitorear riesgos Identifying, examining, and recognizing/justifying any
improbability in investment decision making.
16461 11.1.3.6 Analizar actividades de riesgo y planes de actualización 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 Reportar las actividades de riesgo Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
17467 11.2 Administrar el cumplimiento Managing steps to confirm enduring compliance to industry
regulations and government legislation.
17468 11.2.1 Establecer el marco de referencia y las políticas de Developing a set of procedures detailing an organization's progress
cumplimiento in complying with established guidelines, provisions, and
legislation.

Process
Element Hierarchy
17469 11.2.1.1 Desarrollar el marco de referencia y las políticas de Creating a standardized approach to ethics and compliance. Have a
cumplimiento de la empresa programmatic approach for compliance that focuses on the definite
risks the organization faces.
17470 11.2.1.2 Implementar actividades de cumplimiento de la empresa 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.
14133 11.2.1.3 Administrar auditorías internas Managing accounts and prepare regular reports on financial
performance.
14137 11.2.1.4 Mantener las herramientas y tecnología de control relacionadas 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 Administrar el cumplimiento regulatorio Obeying laws, guidelines, strategies, and stipulations related to the
business.
16464 11.2.2.1 Desarrollar procedimientos de cumplimiento regulatorio 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 Identificar requerimientos regulatorios aplicables 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 Monitorear el ambiente regulatorio respecto a regulaciones Analyzing and overseeing the regulatory environment in order to
emergentes o cambiantes 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 Evaluar la posición de cumplimiento actual e identificar las Evaluating current regulatory policies and regulations. Assess their
debilidades o déficit de los mismos performance. Make necessary changes.
16468 11.2.2.5 Implementar políticas y controles de cumplimiento regulatorio Assessing the current policies and policies. Implement missing and
que faltan o que sean más fuertes necessary changes environmental changes, political changes,
technological changes, etc.

Process
Element Hierarchy
16469 11.2.2.6 Monitorear y probar la posición regulatoria de cumplimiento y Monitoring, appraising, and evaluating the compliance position of
los controles existentes 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.
19595 11.2.2.7 Compilar y comunicar los cuadros de mando de cumplimiento 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 Compilar y comunicar los reportes internos y de cumplimiento Submitting compliance reports to regulatory agencies. These reports
regulatorio can be made to environmental, securities, or human resources
agencies as stipulated by the local governing body.
16470 11.2.2.9 Conforme sea apropiado, mantener relaciones con los Developing and preserving relationships with the regulators, without
reguladores compromising the legal basis of the relationship.
11185 11.3 Administrar los esfuerzos de remediar 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 Crear planes de remediación 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 Contactar y conferir con expertos Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
11203 11.3.3 Identificar/dedicar recursos 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.

Process
Element Hierarchy
11204 11.3.4 Investigar los aspectos legales 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.
11205 11.3.5 Investigar las causas de daño 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 Enmendar o crear políticas 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 Administrar Resiliencia de negocios 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 Desarrollar la estrategia de resiliencia de negocios Creating a strategy for rapidly adapting to disturbances. Maintain
continuous business processes and protecting employees, assets, and
overall brand equity.
11222 11.4.2 Desarrollar planeación continua de operación de negocios Developing plans to ensure continuous business operations.
11223 11.4.3 Probar continuamente las operaciones de negocios Assessing ongoing activities within the organization that are not
intended to stop except for in an emergency.
11224 11.4.4 Mantener operaciones de negocios continuas Evaluating business operations. Determine which activities generate
revenues, perform best, and provide good returns.
16471 11.4.5 Compartir con otras partes de la organización el conocimiento Sharing information about risks and resilience strategies of business
sobre riesgos específicos operations across the organization so that prospective risks can be
avoided.
10012 12.0 Administrar las relaciones externas 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.

Process
Element Hierarchy
11010 12.1 Construir relaciones con inversionistas Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies.
Enlist the investor relations function to provide market intelligence
to corporate management.
11035 12.1.1 Planear, construir y administrar relaciones con los prestamistas 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 Planear, construir y administrar relaciones con los analistas 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 Comunicación con los accionistas 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 Administrar las relaciones gubernamentales e industriales Creating and maintaining relationships with government and
industry representatives.
11038 12.2.1 Administrar las relaciones gubernamentales Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
12869 12.2.1.1 Evaluar las relaciones 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 Nombrar a ejecutivos responsables Assigning executive level resources to manage, grow, and drive
relationships with government bodies.
12871 12.2.1.3 Monitorear las relaciones Analyzing current relationships with government bodies and
12872 12.2.1.4 Recibir input de asesores internos entities.
Garnering internal advice from an informal group in order to
successfully maintain and advance relationships.
12873 12.2.1.5 Recibir input de asesores externos Garnering third party advice from an informal group in order to
successfully maintain and advance relationships.
12874 12.2.1.6 Relacionare con las autoridades Meeting with government heads and representatives.

Process
Element Hierarchy
11039 12.2.2 Administrar relaciones con cuerpos cuasi-gubernamentales 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.
12875 12.2.2.1 Establecer relaciones con agencias Engaging government, regulatory, or industry agencies to establish
relationships. Analyze steps and requirements necessary for
inclusion, if needed.
12876 12.2.2.2 Responder a preguntas de auditores Cooperating with auditors regarding potential or ongoing inquiries.
12877 12.2.2.3 Mantener la documentación de los contactos 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 Planear y administrar reuniones 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 Administrar relaciones con grupos industriales y comerciales 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 Evaluar los requerimientos de relaciones estratégicas 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 Monitorear el éxito de las sociedades Analyzing current relationships with trade and industry groups.
Ensure that the partnership in successful and make modifications
where needed.
12881 12.2.3.3 Ampliar o cambiar las relaciones 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.

Process
Element Hierarchy
11012 12.3 Administrar las relaciones con el consejo de administración 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 Reportar los resultados financieros 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.
11043 12.3.2 Reportar los resultados de la auditoría 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 Administrar asuntos legales y éticos Managing legal practices to abide by the law, as well as ethical
practices.
11044 12.4.1 Crear políticas de ética Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the
public.
11045 12.4.2 Administrar políticas de gobierno corporativa 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 Crear y desarrollar programas preventivos legales 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 Asegurar el cumplimiento 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.

Process
Element Hierarchy
11053 12.4.4.1 Planear e iniciar el programa de cumplimiento 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 Ejecutar el programa de cumplimiento 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.
11048 12.4.5 Administrar la consultoría externa 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 Evaluar el problema y determinar los requerimientos de trabajo 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 Contratar/retener consultoría externa si es necesario 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 Recibir estrategia/presupuesto 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 Recibir producto de trabajo y administrar/monitorear los Receiving deliverables from outside counsel, and monitoring the
trabajos y casos llevados a cabo 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.

Process
Element Hierarchy
11060 12.4.5.5 Procesar pagos por servicios legales 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 Seguir la trayectoria de las actividades/programas legales Keeping track of the legal activities and performance of the
organization.
11049 12.4.6 Proteger la propiedad intelectual 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 Administrar los derechos de autor y las patentes 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 Mantener los derechos y restricciones de la propiedad Managing the upkeep of intellectual property rights by creating and
intelectual 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 Administrar los términos del otorgamiento de licencia 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 Administrar Opciones Managing options regarding licensing agreements. Follow favorable
terms and conditions.
11050 12.4.7 Resolver las disputas y litigios Resolving disputes or civil lawsuits internally or externally.

Process
Element Hierarchy
11051 12.4.8 Proporcionar consultoría/asesoría legal Providing legal advice concerning the substance or procedure of a
law in relation to a particular situation.
11052 12.4.9 Negociar y documentar los acuerdos/contratos Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.
11014 12.5 Administrar el programa de relaciones públicas Managing a public relations programs through business and
communications skills.
11066 12.5.1 Administrar relacion con la comunidad 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 Administrar relacion con medios de comunicacion 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 Promover estabilidad politica 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 Crear comunicados de prensa Developing press releases to communicate developments and
generate interest in the organization.
11070 12.5.5 Publicar comunicados de prensa Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.
10013 13.0 Desarrollar y Administrar las Capacidades del Negocio 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.

Process
Element Hierarchy
16378 13.1 Administrar el proceso del negocio 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.
16379 13.1.1 Establecer y mantener el gobierno and gestión de gobierno 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 Definir y administrar el alcance del gobierno 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 Establecer y mantener herramientas de procesos y plantilla 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 Asignar y apoyar el proceso de propiedad 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 Desarrollar actividades del proceso de gobierno 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 Definir y administrar marcos de referencia de procesos 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.

Process
Element Hierarchy
16385 13.1.2.1 Establecer y mantener marcos de referencia de procesos 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.
16386 13.1.2.2 Identificar procesos multifuncionales Recognizing the different functional areas working on the same
project or goal.
16387 13.1.3 Definir procesos 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 Alcance de los procesos 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 Analizar procesos 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 Identificar las mejores prácticas publicadas 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 Modelar y documentar los procesos 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 Publicar los procesos 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.

Process
Element Hierarchy
16392 13.1.4 Administrar el desarrollo de los procesos 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.
16393 13.1.4.1 Proporcionar entrenamiento en los procesos 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 Apoyar la ejecución de procesos 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 Medir y reportar el desarrollo de los procesos 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 Conforme se requiera, identificar mayores métricas Determining the need for additional performance indicators that
would be necessary to successfully achieve the business goal.
16396 13.1.5 Mejorar los procesos Identifying and choosing improvement opportunities. Create and
manage improvement projects. Perform the improvement activities
continuously and routinely.
16397 13.1.5.1 Identificar y seleccionar las oportunidades de mejora 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 Administrar los proyectos de mejora 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 Desarrollar actividades de mejora continua Persistently implementing activities for improving business
16400 13.2 Administrar la cartera, programas y proyectos processes.
Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.

Process
Element Hierarchy
16401 13.2.1 Administrar cartera 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.
16402 13.2.1.1 Establecer una estrategia de cartera 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 Definir al gobierno de la cartera 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 Monitorear y controlar la cartera 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 Administrar los programas 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 Establecer el acercamiento y la estructura de los programas 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 Administrar los programas de partes interesadas y accionistas Managing relationships with stakeholders and partners of the
business programs.

Process
Element Hierarchy
16408 13.2.2.3 Administrar la ejecución del programa 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.
16409 13.2.2.4 Revisar y reportar el desarrollo del programa 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 Administrar proyectos 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 Establecer el alcance de los proyectos 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 Identificar los requerimientos y objetivos de los proyectos 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 Identificar los requerimientos de los recursos de los proyectos 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 Evaluar la cultura y la disponibilidad para el acercamiento de la Evaluating the culture and readiness of the organizational
gestión de proyectos environment is order to implement the project management
approach.

Process
Element Hierarchy
11119 13.2.3.1.4 Identificar las metodologías apropiadas de gestión de proyectos 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.
11120 13.2.3.1.5 Crear casos de negocio y obtener financiamiento 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 13.2.3.1.6 Desarrollar medidas e indicadores del proyecto 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.
16413 13.2.3.2 Desarrollar planes de proyecto 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 13.2.3.2.1 Definir roles y recursos Outlining the resources and their roles in the business projects.
20142 13.2.3.2.2 Adquirir/asegurar los recursos del proyecto Procuring the necessary resources outlined in Define roles and
resources [11123]
11124 13.2.3.2.3 Identificar requerimientos de TI específicos 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 13.2.3.2.4 Crear planes de capacitación y comunicación 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.

Process
Element Hierarchy
11127 13.2.3.2.5 Diseñar acercamientos de reconocimiento y recompensa Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
11128 13.2.3.2.6 Diseñar y planear el lanzamiento del proyecto 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 13.2.3.2.7 Desplegar el proyecto Putting the project into position by effectively bringing it into
16414 13.2.3.3 Ejecutar Proyectos action.
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 13.2.3.3.1 Evaluar el impacto administrativo del proyecto (estrategia y Assessing the impact of business project management on the
proyectos) sobre las medidas y resultados measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
16415 13.2.3.3.2 Reportar el estatus del proyecto 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 13.2.3.3.3 Administrar el alcance del proyecto 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 13.2.3.3.4 Promover y sostener la actividad y el involucramiento Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
11133 13.2.3.3.5 Realinear y refrescar la estrategia y el acercamiento de la Reorganizing and stimulating the approach and strategy for
administración del proyecto 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].

Process
Element Hierarchy
16417 13.2.3.4 Revisar y reportar el desarrollo del Proyecto 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 13.2.3.5 Cerrar el Proyecto Settling each contract. Close each contract applicable to the project
or project phase. Finalize all activities across all of the process
groups in order to formally close the project or a project phase.
17471 13.3 Administrar la calidad de la empresa 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 Establecer la calidad de los requerimientos 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 Definirlas características críticas de calidad 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 Definir las actividades preventivas de calidad 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.

Process
Element Hierarchy
17475 13.3.1.3 Desarrollar controles de calidad 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 Definir los pasos del proceso para controles (o puntos de Establishing the steps for developing quality controls. Conduct
integración) Alpha testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.
17477 13.3.1.3.2 Definir plan de muestreo 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 Identificar los métodos de medidas 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 Definir las competencias requeridas 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 Probar la capacidad para evaluar el cumplimiento con los Demonstrating the ability and capability to confirm and fulfill the
requerimientos 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.

Process
Element Hierarchy
17481 13.3.1.5 Finalizar el plan de calidad 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 Evaluar el rendimiento de los requerimientos Analyzing if the performance of the quality plan has achieved the
estimated and desired requirements. Conduct tests against the
quality plan. Assess the results of these tests.
17483 13.3.2.1 Examinar contra el plan de calidad 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 Realizar pruebas y recolectar información 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 Registrar los resultados 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 Determinar las disposiciones del resultado(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 Evaluar los resultados de las pruebas Assessing the significance of the sample. Summarize the results of
the test. Recommend improvement actions. Decide what steps to
take next.

Process
Element Hierarchy
17488 13.3.2.2.1 Evaluar el significado de la muestra 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 Resumen del resultado(s) Outlining the major facts and figures of the quality test results in
order to provide insights and information. Use charts, tables,
statistical test results, and written findings and conclusions in a
summary of results.
17490 13.3.2.2.3 Recomendar acciones 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 Decidir los siguientes pasos 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 Administrar la inconformidad 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 Evaluar el impacto potencial 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 Determinar la acción(es) inmediata 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 .

Process
Element Hierarchy
17495 13.3.3.3 Identificar la raíz de la causa(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 Tomar acciones correctivas o preventivas 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 Cerrar las no-conformidades Closing nonconformance. Perform all the final processes related to
the nonconformance, including documenting root causes. Document
corrective and preventive actions.
17498 13.3.4 Implementar y mantener el Sistema de calidad administrativa Establishing and administering the software that manages content
de la empresa (EQMS por sus siglas en inglés) 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 Definir la estrategia de calidad 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 Planear y despegar el alcance, objetivos y metas EQMS 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.

Process
Element Hierarchy
17501 13.3.4.3 Identificar los procesos, controles y métricas principales de Recognizing and implementing the processes, controls, and metrics
EQMS 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 Desarrollar y documentar las políticas, procedimientos, Setting the process limits. Gather required information. Align with
estándares y medidas EQMS. other documents and processes. Define the document structure.
17503 13.3.4.5 Evaluar el desarrollo EQMS Benchmarking current performance in quality metrics that span
across the value chain. Identify gaps in performance as compared to
industry peers. Identify and implement complementary EQMS
capabilities. Enable a continuous improvement environment.
17504 13.3.4.6 Crear el ambiente y las capacidades para mejoras de EQMS 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 Premiar la excelencia de calidad 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 Crear y mantener sociedades de calidad 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.

Process
Element Hierarchy
17507 13.3.4.6.3 Mantener talento de competencias y capacidades 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 Incorporar los mensajes EQMS en los canales de comunicación Assimilating all the communication related to the EQMS into the
organization's already established communication channels.
17509 13.3.4.6.5 Asegurar el acceso administrativo independiente EQMS para Ensuring EQMS access to the person in charge of the quality
autoridades apropiadas en la organización 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 Transferir métodos comprobados de transferencia Recording and transferring the best practices and proven methods
associated with enterprise quality management systems (EQMS)
that can be leveraged in improving the organization's framework.
Record proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.
11074 13.4 Administrar el Cambio Planning, designing, and implementing the change. Ensure
improvement in the change process.
11134 13.4.1 Hacer planes para el cambio 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 Seleccionar una metodología de mejora de procesos 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.

Process
Element Hierarchy
11140 13.4.1.2 Determinar accionistas 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 Evaluar la disponibilidad para un cambio 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 Identificar los mejores campeones 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 Formar un equipo de diseño Preparing a design team for implementing change throughout the
organization.
11143 13.4.1.6 Definir el alcance 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 Entender el estado actual 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 Definir el estado futuro 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.

Process
Element Hierarchy
11146 13.4.1.9 Llevar a cabo análisis de riesgo organizacional 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 Evaluar aspectos culturales 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 Identificar grupos impactados Recognizing the impact of threats to critical assets. Determine what
groups are impacted by this impact.
20144 13.4.1.12 Determinar el grado/extensión del impacto Evaluating the impact of threats to critical assets. Determine what
assets will be impacted by the change.
11148 13.4.1.13 Establecer responsabilidades para la administración del cambio Identifying and assigning the people accountable for effective
change management. Hold managers accountable for ensuring
change happens systematically and rigorously. Ensure that certain
behaviors are rewarded or reprimanded accordingly.
11149 13.4.1.14 Identificar las barreras para el cambio 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 Determinar a las personas que promoverían el cambio 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 Identificar los recursos y desarrollar medidas 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.

Process
Element Hierarchy
11135 13.4.2 Diseñar el Cambio 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 Evaluar la conexión que exista con otras iniciativas 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 Desarrollar planes de administración del cambio 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 Desarrollar planes de capacitación 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 Desarrollar planes de comunicación Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools
for all communications.
20145 13.4.2.5 Asignar el cambio del campeón(es) 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 Desarrollar planes de incentivos/premios 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 Establecer la adopción de medidas métricas 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.

Process
Element Hierarchy
11158 13.4.2.8 Establecer/aclarar nuevos roles Establishing and explaining the new roles to employees. Assign
roles and responsibilities to resources.
11159 13.4.2.9 Identificar presupuestos/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 Implementar el Cambio 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 Crear un compromiso para la mejora/cambio Kindling an organization wide commitment for effectuating the
change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.
11161 13.4.3.2 Hacer un proyecto de reingeniería para los procesos y sistemas Restructuring, redesigning, repurposing, and/or retrofitting existing
de negocios 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 Apoyar la transición hacia nuevos papeles o estrategias de salida Supporting the transition of personnel to new roles and the dismissal
para los ocupantes 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.

Process
Element Hierarchy
11163 13.4.3.4 Monitorear el cambio 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 Reportar el cambio 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 Sustentar la mejora 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 Monitorear el desempeño de los procesos mejorados 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.
11165 13.4.4.2 Capturar y utilizar otra vez las lecciones aprendidas del proceso Documenting and standardizing insights gleaned and the knowledge
de cambio 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 Tomar medidas correctivas tal como se vayan necesitando 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 Desarrollar y Administrar la capacidad administrativa de Creating and administering the capability of the organization's
conocimiento a lo largo de la empresa (KM por sus siglas en knowledge management function. Develop a strategy for knowledge
inglés) management. Assess capabilities of the knowledge management
function.

Process
Element Hierarchy
11095 13.5.1 Desarrollar una estrategia KM 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 Desarrollar un modelo de gobierno 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.
11101 13.5.1.2 Establecer un grupo nuclear KM Central Constituting a centralized group of employees who collectively take
ownership of the organization's knowledge management efforts.
Create full-time positions to support knowledge management
efforts. Empower the core group to operationalize the KM strategy.
Involve personnel from a wide array of functions.
11102 13.5.1.3 Definir los roles y la responsabilidad del grupo nuclear contra Clearly determining the roles and responsibilities of all personnel
las unidades operativas involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.
11103 13.5.1.4 Desarrollar modelos de fondos 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 13.5.1.5 Identificar las relaciones que existen con las iniciativas clave 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.

Process
Element Hierarchy
11105 13.5.1.6 Desarrollar metodologías centrales KM Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
11106 13.5.1.7 Evaluar las necesidades TI y contratar la función TI 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 13.5.1.8 Desarrollar los planes de comunicación y capacitación 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 13.5.1.9 Desarrollar los enfoques de cambios administrativos 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 13.5.1.10 Desarrollar los indicadores y medidas estratégicas Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
11096 13.5.2 Evaluar las capacidades KM 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 Evaluar el vencimiento de las iniciativas KM existentes 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).

Process
Element Hierarchy
11111 13.5.2.2 Evaluar los acercamientos KM existentes 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 Identificar las necesidades y brechas 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.
11113 13.5.2.4 Resaltar/modificar los acercamientos KM existentes Leveraging KM evaluations and identified gap to enhance existing
approaches.
11114 13.5.2.5 Desarrollar nuevos acercamientos KM Designing new policies, procedures, and guidelines to support
knowledge management.
11115 13.5.2.6 Implementar nuevos acercamientos KM Implementing new policies, procedures, and guidelines to support
knowledge management.
16436 13.6 Medidas y 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 Crear y administrar estrategias de desempeño organizacional 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 Crear modelos de sistemas de medición empresarial 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.

Process
Element Hierarchy
11076 13.6.1.2 Medir la productividad de los procesos Evaluating the efficiency of the organization's processes. Adapt
evaluation to the activities and business components being
measured. (Unlike process Measure staff productivity [11078],
process Measures outcomes [11076] [e.g., how much of X is
produced within X time period].) Measure a manufacturing process,
for example, according to number of units produced per FTE or
number of "high quality" units produced.
11077 13.6.1.3 Medir la efectividad de costos 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 Medir la eficiencia del personal 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 Medir el tiempo de ciclos 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 Desempeño de benchmark Comparing organizational performance internally or externally with
other organizations.
11083 13.6.2.1 Llevar a cabo evaluaciones de desempeño Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.

Process
Element Hierarchy
11084 13.6.2.2 Desarrollar capacidades de benchmarking 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 Conducir un benchmarking competitivo interno y externo Benchmarking internal processes and against external competitors.
11087 13.6.2.4 Realizar un análisis de brechas 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 Establecer la necesidad del cambio 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 Evaluar el proceso de desarrollo Assessing process data, measures, and trends in an effort to evaluate
process performance and identify possible improvements.
10270 13.6.3.1 Establecer indicadores de desarrollo apropiados (métricas) Designing key measures that analyze and interpret how effectively
the business is achieving its objectives.
10271 13.6.3.2 Establecer la frecuencia del monitoreo Deciding on the appropriate amount of supervisions that are needed
to effectively assess the performance of business plans.
20148 13.6.3.3 Recolectar información Consolidating acquired metrics and trends. Provide data that can be
benchmarked against historical data.
10272 13.6.3.4 Calcular las medidas de desarrollo 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 Identificar las tendencias de desarrollo Recognizing the trends in performance. Carefully and strategically
assess the results in order to effectively spot the trends.
10274 13.6.3.6 Analizar el desarrollo contra la información benchmark Evaluating the gaps between achieved and benchmarked
performance. Analyze how performance differs from the optimal or
expected performance.

Process
Element Hierarchy
10275 13.6.3.7 Preparar reportes 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 Desarrollar un plan de mejoras en el desarrollo Using performance indicators to report, analyze, and create a
detailed performance improvement plan to bridge the performance
gaps.
11179 13.7 Administrar la salud y seguridad ambiental (EHS por sus siglas Determining the impacts of environmental health and safety. Create
en inglés) and implement the EHS program. Train and educate employees of
the EHS function. Oversee and manage the EHS program.
11180 13.7.1 Determinar los impactos ambientales, de salud y de seguridad 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 Evaluar el impacto ambiental de los productos, servicios y Evaluating the impact of offerings and the auxiliary operations
operaciones 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 Llevar a cabo auditorías ambientales, de salud y de seguridad 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 Desarrollar y llevar a cabo un programa funcional de EHS 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 Identificar los requerimientos regulatorios y de las partes Determining any protocols or standards to comply with, set by
interesadas regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.

Process
Element Hierarchy
11189 13.7.2.2 Evaluar los riesgos y oportunidades futuras Evaluating any risks and opportunities that might affect the
environmental, health, and safety of products/services. Leverage
techniques such as cost-benefit analysis, trend extrapolation,
systems analysis, social surveys, historical surveys, historical
analogy, Delphi, conferences, workshops, briefings, hearings,
advisory committees, moot courts, artistic judgment, on-site field
investigation, scaling techniques, and scenario creation.
11190 13.7.2.3 Crear una política de EHS 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 Registrar y administrar los eventos de EHS 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 Capacitar y educar a los empleados Conducting programs such as on-the-job training sessions, group
training workshops, and online training.
11192 13.7.3.1 Comunicar los asuntos de EHS a los depositarios y proporcionar Reporting any issues or problems with EHS to the stakeholders.
apoyo This includes management, creditors, directors, employees,
government agencies, shareholders, suppliers, and unions. Provide
support to them.
11183 13.7.4 Monitorear y administrar el programa EHS 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 Administrar los costos y beneficios de EHS Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.

Process
Element Hierarchy
11194 13.7.4.2 Medir y reportar el desempeño de EHS 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 Implementar un programa para responder ante una emergencia Implementing a program for organizing, coordinating, and directing
available resources to respond to the event. Conduct a risk
assessment to identify potential emergency scenarios in order to
create a program that ensures that resources are on hand--or quickly
available--in case of emergencies.
11197 13.7.4.4 Implementar un programa para prevenir la contaminación 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 Proporcionar a los empleados apoyo con respecto a EHS 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.

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10002 1.0 Desarrollar Visión y Estrategia Process Efficiency 101337 Number of new businesses launched over the past
three reporting periods per $1 billion revenue
(current reporting period)
10002 1.0 Desarrollar Visión y Estrategia 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 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 100026 Budget for research and development (R&D) as a
percentage of revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 100425 Cost of existing product/service extension
opportunities per $1,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 100427 Cost of existing product/service extension
opportunities per product/service extensions
opportunity
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 100429 Cost of existing product/service improvement
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 100431 Cost of existing product/service improvement
opportunities per product/service improvement
opportunity
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 100447 Cost of new product/service development

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

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 103139 Research and development (R&D) cost per
$1,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 103141 Research and development (R&D) cost related to
new product development projects per $1,000
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 103143 Research and development (R&D) cost related to
product improvements and extensions per $1,000
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 103286 Systems cost to generate new product/service
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 103689 Total cost to generate new product/service ideas
per completely new product/service concept
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 104006 Total cost to perform product development per
$1,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 104142 Total R&D cost as a percentage of revenue (three
reporting periods prior)
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 104144 Total R&D cost per $1,000 revenue (three
reporting periods prior)
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 104146 Total R&D cost per business entity employee for
the current reporting period
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105229 Equipment cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105230 Material cost to perform the function "develop
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105231 Internal personnel cost to perform the function
"develop and manage products and services" as a
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105232 Internal systems cost to perform the function
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105233 Outsourced cost to perform the function "develop
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105234 Internal overhead cost to perform the function
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105235 Other costs to perform the function "develop and
manage products and services" as a percentage of
total cost

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105236 Fixed cost to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105237 Variable cost to perform the function "develop
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105238 Total infrastructure cost for new product/service
development per $1,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105239 Total annual cost of poor quality per $1,000
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105461 Total cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105511 Research and development (R&D) cost per newly
launched product/service
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105512 Equipment cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105513 Material cost to perform the function "develop
revenue

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105514 Internal personnel cost to perform the function
"develop and manage products and services" per
$1,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105515 Internal systems cost to perform the function
$100,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105516 Outsourced cost to perform the function "develop
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105517 Internal overhead cost to perform the function
$1,000 revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105518 Other cost to perform the function "develop and
revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cost Effectiveness 105519 Fixed cost to perform the function "develop and
revenue

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Cycle Time 100193 Average design cycle time in days for all
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cycle Time 100379 products
Average time-to-market in days for all products
(including product improvements and extensions)
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cycle Time 100381 Average time-to-profitability in months for
existing product/service improvement and
extension projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cycle Time 100383 Average time-to-profitability in months for new
product/service development projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Cycle Time 103464 Average time-to-market in days for existing
product/service extension projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cycle Time 103466 Time-to-market in days for existing
product/service improvement and extension
projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cycle Time 103468 Average time-to-profitability in months for
existing product/service extension projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios Cycle Time 103476 Time-to-market in days for new product/service
development projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100184 Average design and develop hours for existing

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100187 Average design and develop hours for existing
product/service improvement projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100190 Average design and develop hours for new
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100236 Average percentage variance from budget for
existing product/service improvement projects
new product/service development projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100287 Average team size in FTEs for new
product/service development projects per $1
billion revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100290 Average team size in FTEs for new
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 100198 Average generate new ideas hours for existing

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

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Process Efficiency 103124 Ratio of the number of projects to concepts in the
pre-design phase for new product/service
developments
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 103125 Ratio of the total numbers of projects to pre-
design concepts
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 102407 Percentage of product/service development
projects launched as commercial
products/services annually
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 102462 Research and development (R&D) FTEs as a
percentage of total business entity FTEs
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 102526 Percentage of revenue from product/services
launched in the past year
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 102308 Percentage of new product/service development
projects launched on budget
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 102310 Percentage of new product/service development
projects launched on time
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 101979 Percentage of existing product/service extension
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 101982 Percentage of existing product/service extension
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 101985 Percentage of existing product/service
improvement and extension projects launched on
budget
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 101987 Percentage of existing product/service
improvement and extension projects launched on
time

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 101754 Percentage of new idea development from
internal sources
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 107264 Percentage of revenue from completely new
products/services launched in the past year
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 107265 Percentage of revenue from existing
product/service improvements launched in the
past year
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 107266 Percentage of new products, including planned
variants, launched on time
10003 2.0 Desarrollar y Gestionar Productos y Servicios Process Efficiency 107267 Percentage of products, launched with embedded
software, meeting quality targets
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Staff Productivity 104463 Number of research and development (R&D)
FTEs per $1 billion revenue
10003 2.0 Desarrollar y Gestionar Productos y Servicios Staff Productivity 102644 Percentage of employees tasked with at least one
innovation goal
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Staff Productivity 101384 Number of product/service improvements
generated per generate new product/service ideas
FTE
10003 2.0 Desarrollar y Gestionar Productos y Servicios Staff Productivity 101378 Number of product/service extensions generated
per generate new product/service ideas FTE
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Staff Productivity 101350 Number of new product/service development
concepts per FTE that performs the phase
'generate new product/service ideas'

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 102458 Percentage of R&D cost related to new product
Information development projects
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 102460 Percentage of R&D cost related to product
Information improvements and extensions
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 101998 Percentage of external ideas from
Information clients/customers
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 101999 Percentage of external ideas from competitors
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 102000 Percentage of external ideas from consultants
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 102001 Percentage of external ideas from other sources
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 102002 Percentage of external ideas from partners
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 102003 Percentage of external ideas from suppliers
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 104141 Research and development (R&D) cost as a
Information percentage of revenue

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 104401 Percentage of new ideas from external sources
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107254 Average number of components (part numbers)
Information per product unit
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107255 Percentage of product cost allocated to software
Information
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107256 Percentage of product cost allocated to electrical
Information components
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107257 Percentage of product cost allocated to
Information mechanical components
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107258 Percentage of product cost allocated to costs
Information other than software, electrical components, or
mechanical components
10003 2.0 Desarrollar y Gestionar Productos y Servicios 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 Desarrollar y Gestionar Productos y Servicios Supplemental 107263 Percentage of product cost allocated to costs
Information other than software, electrical components,
mechanical components, or intellectual property
protection
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107268 Percentage of total annual revenue from pre-
Information defined variants/SKUs
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107269 Percentage of total annual revenue from
Information generating variants in production
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107270 Percentage of total annual revenue from
Information generating variants in engineering

Process
Element Hierarchy
10003 2.0 Desarrollar y Gestionar Productos y Servicios Supplemental 107271 Percentage of component part numbers common
Information with other products
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 100511 Customer retention rate
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 101833 Percentage of active customers who transact via
an electronic marketplace
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 101918 Percentage of customer accounts set up for
electronic data interchange (EDI)
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 102289 Marketing, sales, and R&D FTEs as a percentage
of total business entity FTEs
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 104725 Net Promoter Score
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 104210 Value of sales order line items not fulfilled due to
stockouts per $1 million revenue
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 104485 Number of marketing FTEs per $1 billion
revenue
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 104486 Number of sales FTEs per $1 billion revenue
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 107298 Net promoter score measured 12 months ago
10004 3.0 Mercadeo y Venta de Productos y Servicios Process Efficiency 107299 Percentage change in net promoter score
attributable to AI over the past 12 months
10004 3.0 Mercadeo y Venta de Productos y Servicios 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 Mercadeo y Venta de Productos y Servicios Supplemental 102343 Revenue received from EDI orders as a
Information percentage of total business entity revenue

Process
Element Hierarchy
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 102345 Revenue received from email orders as a
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 102347 Revenue received from fax and mail orders as a
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 102351 Revenue received from orders through other
Information methods as a percentage of total business entity
revenue
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 102353 Revenue received from telephone orders as a
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 102355 Revenue received from WAP orders as a
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 102288 Marketing FTEs as a percentage of total business
Information entity FTEs
10004 3.0 Mercadeo y Venta de Productos y Servicios 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 Mercadeo y Venta de Productos y Servicios Supplemental 101831 Percentage of active customers that are profitable
Information
10004 3.0 Mercadeo y Venta de Productos y Servicios Supplemental 107336 Business entity revenue per sales FTE
Information
10004 3.0 Mercadeo y Venta de Productos y Servicios 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

Process
Element Hierarchy
Information campaigns using the traditional face-to-face
contact channel
Information campaigns using the direct mail channel
Information campaigns using the indirect marketing channel
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106545 Selling, general, and administrative (SGA) costs
per business entity employee
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 107205 Total North American HR shared services center
cost per employee
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 105357 Total cost of the North American HR shared
services center as a percentage of revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 105358 Total North American HR shared services center
cost per customer (employees + retirees)

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 105398 North American HR shared service center in-
house cost per North American center transaction
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 105399 North American HR shared service center in-
house cost per North American center
call/inquiry
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106028 Total cost to perform HR administration activities
per $1,000 revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106029 Total cost to perform HR administration activities
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106404 Personnel cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per $1,000
revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106405 Systems cost to perform the process groups
"deliver employee communications" per
$100,000 revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106406 Overhead cost to perform the process groups
"deliver employee communications" per
$100,000 revenue

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106407 Other cost to perform the process groups
revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106408 Outsourced cost to perform the process groups
revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106353 Total cost to perform the HR function as a
percentage of selling, general, and administrative
(SGA) costs
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106459 Personnel cost to perform the HR function per
function FTE
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106464 Overhead and other cost of the HR function per
$1,000 revenue
function FTE
business entity employee
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 106467 Outsourced cost to perform the HR function per

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104164 Systems cost to perform the HR function per
$1,000 revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104165 Systems cost to perform the HR function per
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104132 Personnel cost for the business entity per
$1,000 revenue
business entity FTE
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104721 Overhead and other cost of the HR function as a
percentage of total HR function cost
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103486 Total budget for the HR function per $1,000
revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103487 Total budget for the HR function per business
entity FTE
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103488 Budget for the HR function per business entity
employee

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103489 Total business entity personnel cost per $1,000
revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104041 Total cost to perform the HR function per
business entity FTE
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104042 Internal cost to perform HR administration
activities per $1,000 revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 104043 Internal cost to perform HR administration
activities per business entity employee
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103564 Total cost to perform the HR function per HR
function FTE
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103566 Total cost to perform the HR function per
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 103555 Total cost to perform the HR function per $1,000
revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 100132 Personnel cost of temporary staff/contractor per
temporary staff/contractor
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 100195 Average fully loaded salary for middle
management or specialists
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 100196 Average fully loaded salary for operational
workers or office staff
10007 7.0 Desarrollar y Administrar el Capital Humano Cost Effectiveness 100197 Average fully loaded salary for senior
management or executives

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Cycle Time 106030 Average speed to answer in seconds for your HR
service center
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 101031 Number of FTEs that perform HR administration
activities per $1 billion revenue
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 101272 Number of FTEs that perform the HR function
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 106350 Senior management/executive satisfaction with
overall HR services
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 106351 Middle management/specialist satisfaction with
overall HR services
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 106352 Operational workers/office staff satisfaction with
overall HR services
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 106037 First contact resolution rate for your HR service
center
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 105354 Average speed to answer for North American HR
shared services center
10007 7.0 Desarrollar y Administrar el Capital Humano Process Efficiency 105355 First contact resolution for North American HR
shared services center
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 106038 Employee satisfaction index
10007 7.0 Desarrollar y Administrar el Capital Humano 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 Desarrollar y Administrar el Capital Humano Staff Productivity 106032 Total company employees per employee relations
specialist

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 106033 Total company employees per recruiting/staffing
specialist
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 106034 Total company employees per training
administration specialist
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 106035 Total number of job requisitions handled per
recruiting/staffing specialist
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 107206 Total employees served by HR shared services
center per total HR headcount
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 106733 Total company employees served per payroll
processing employee headcount
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 106734 Total company employees served per HR shared
services payroll CoE headcount
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 101368 Number of operational workers/office staff
employees per HR function FTE
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 101416 Number of senior management/executive
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 101335 Number of middle management/specialists
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 100943 Number of business entity employees per HR
function FTE

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 100487 Number of business entity employees per FTE in
HR administration
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105359 Total company employees served per North
American HR shared services center
recruiting/staffing specialist headcount
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105360 Total requisitions per North American HR shared
services center recruiting/staffing specialist
headcount
10007 7.0 Desarrollar y Administrar el Capital Humano 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 Desarrollar y Administrar el Capital Humano Staff Productivity 105366 Self-service transaction volume per employee for
Center 1
10007 7.0 Desarrollar y Administrar el Capital Humano 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 Desarrollar y Administrar el Capital Humano Staff Productivity 105384 Number of transactions per HR shared service
organization employee
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105385 Number of calls/inquiries per HR shared service
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105386 Number of employees served per HR shared
service organization employee
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105387 Number of retirees served per HR shared service
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105390 Number of Tier 1 HR shared service organization
employees per Tier 1 manager/supervisor

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105391 Tier 1 transaction volume per Tier 1 HR shared
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105392 Tier 1 call/inquiry volume per Tier 1 HR shared
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105393 Number of Tier 2 HR shared service organization
employees per Tier 2 manager/supervisor
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105394 Tier 2 transaction volume per Tier 2 HR shared
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105395 Tier 2 call/inquiry volume per Tier 2 HR shared
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105273 Number of transactions per Center 1 employee
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105274 Number of calls/inquiries per Center 1 employee
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105275 Number of employees served per Center 1
employee

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105276 Number of retirees served per Center 1 employee
employee
employee

Process
Element Hierarchy
employee
employee
employee

Process
Element Hierarchy
employee
services center tier 1 headcount
services center tier 2 headcount
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105303 Total customers (employees + retirees) served by
HR shared services center per total HR headcount

Process
Element Hierarchy
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
services center employee and labor relations CoE
headcount

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105311 Tier 1 employees per Tier 1 manager/supervisors
for Center 1
10007 7.0 Desarrollar y Administrar el Capital Humano Staff Productivity 105312 Transaction volume per Tier 1 employee for
Center 1
10007 7.0 Desarrollar y Administrar el Capital Humano 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
Center 3
for Center 4

Process
Element Hierarchy
Center 4
Center 4
for Center 5
Center 5
Center 5
for Center 6
Center 6
Center 6
for Center 7
Center 7

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

Process
Element Hierarchy
for Center 4
Center 4
Center 4
for Center 5
Center 5
Center 5
for Center 6
Center 6
Center 6
for Center 7

Process
Element Hierarchy
Center 7
Center 7
10007 7.0 Desarrollar y Administrar el Capital Humano 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
Information less than 25 years old

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 101873 Percentage of business entity employees with 15
Information years of tenure or more
Information years of tenure or more
Information years or more of tenure
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 101876 Percentage of business entity employees with less
Information than 1 year of tenure
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 101877 Percentage of business entity employees with less
Information than 5 years of tenure
10007 7.0 Desarrollar y Administrar el Capital Humano 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 Desarrollar y Administrar el Capital Humano Supplemental 101441 Operational workers/office staff as a percentage
Information of total business entity employees

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 100082 Systems cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 102081 Percentage of FTEs who perform the HR function
Information that do not directly report to the HR organization
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 102618 Percentage of senior management/executives that
Information are female
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 100028 Other cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 100043 Outsourced cost to perform the HR function as a
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 100045 Overhead cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 100060 Personnel cost to perform the HR function as a
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 100861 Middle management/specialists as a percentage
Information of total business entity employees

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 102301 Percentage of middle management/specialists that
Information are female
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 102330 Percentage of operational workers/office staff
Information that are female
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 104130 Personnel cost for operational workers or office
Information staff as a percentage of total business entity
personnel cost
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 103176 Senior management/executives as a percentage of
Information total business entity employees
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 104154 Personnel cost for senior management or
Information executive employees as a percentage of total
business entity personnel cost
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 104114 Personnel cost for middle management or
Information specialist as a percentage of total business entity
personnel cost
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 104562 Percentage of total employees who are remote
Information employees
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 105353 HR service center employee turnover for North
Information American shared services center
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 105356 Portal hits per 1,000 employees for North
Information American HR shared services center
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 105388 Self-service transaction volume per HR shared
Information service organization employee

Process
Element Hierarchy
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 105389 Self-service inquiry volume per HR shared
Information service organization employee
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 106039 Employees who perform the function "develop
Information and manage human capital" as a percentage of
total business entity employees
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 106036 Total number of HR service center portal hits per
Information 1,000 company employees
10007 7.0 Desarrollar y Administrar el Capital Humano Supplemental 106339 Average span of control for the HR function
Information

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 106595 Personnel cost to perform the function "manage
information technology", excluding
depreciation/amortization, per IT function FTE
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 107337 Total IT cost, excluding
depreciation/amortization, as a percentage of
revenue
depreciation/amortization, per end user
selling, general, and administrative (SGA) costs
depreciation/amortization, per business entity
employee
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 105047 Average IT budget variance for application
development and maintenance projects

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 100441 Total cost of IT development and maintenance,
including depreciation/amortization, per $1,000
revenue
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 100443 Total cost of IT operations, including
depreciation/amortization, per $1,000 revenue
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 100445 Total cost of IT planning and management,
revenue
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 100798 IT expense, including depreciation/amortization,
per employee

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104494 Total IT cost, including
information technology", including
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104661 Total IT budget to support product development,
including depreciation/amortization, per
associated IT FTE
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104095 Total IT budget, including
revenue
depreciation/amortization, per employee
FTE
FTE

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104771 Systems cost to perform the function "manage
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104772 Overhead cost to perform the function "manage
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104773 Other cost to perform the function "manage
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104946 Other cost to perform the function "manage

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104947 Overhead cost to perform the function "manage
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104997 Systems cost to perform the function "manage

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104998 Total cost of IT development and maintenance,
excluding depreciation/amortization, per $1,000
revenue
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 104999 Total cost of IT operations, excluding

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 105000 Total cost of IT planning and management,
revenue
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 105008 Total IT capital cost, excluding
FTE
FTE

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 105012 Total IT operating cost, excluding
FTE
10008 8.0 Administrar la tecnología de la información (TI) Cost Effectiveness 105013 Total IT outsourced cost, excluding
10008 8.0 Administrar la tecnología de la información (TI) Cycle Time 105060 Average cycle time in months to break even for
major new or enhanced services
10008 8.0 Administrar la tecnología de la información (TI) Cycle Time 103395 Time in months to break even for new or
enhanced IT services for investments less than
$100,000
enhanced IT services for investments greater than
$100 million
enhanced IT services for investments between $1
million and $100 million
enhanced IT services for investments between
$100,000 and $250,000
$250,000 and $500,000

Process
Element Hierarchy
$500,000 and $1 million
10008 8.0 Administrar la tecnología de la información (TI) Cycle Time 103419 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments less
than $100,000 USD
10008 8.0 Administrar la tecnología de la información (TI) Cycle Time 103427 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments
between $100,000 and $250,000 USD
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 100249 Percentage of planned return on investment
(ROI) for application development and
maintenance projects
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 101241 Number of FTEs that perform IT processes per
$1 billion revenue
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 100940 Number of employees performing IT processes
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 100970 Number of FTEs that perform IT development
and maintenance per $1 billion revenue

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 100972 Number of FTEs that perform IT operations per
$1 billion revenue
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 100974 Number of FTEs that perform IT planning and
management per $1 billion revenue
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 106284 Percentage of applications deployed on the cloud
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 106285 Percentage of new business applications that use
cognitive solutions or technologies
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 105064 Average schedule variance for application
10008 8.0 Administrar la tecnología de la información (TI) Process Efficiency 105073 Number of applications in the enterprise portfolio
10008 8.0 Administrar la tecnología de la información (TI) Staff Productivity 106020 Number of business entity employees per FTE
that performs IT processes

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Staff Productivity 101295 Number of end users serviced by the IT function
per IT function FTE
10008 8.0 Administrar la tecnología de la información (TI) Staff Productivity 105061 Average number of function points delivered per
application development FTE
10008 8.0 Administrar la tecnología de la información (TI) Staff Productivity 105062 Average number of function points delivered per
application support FTE
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 101770 Percentage of FTEs who perform the function
Information "manage information technology" who are
external service providers
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104625 Percentage of total IT cost, including
Information depreciation/amortization, allocated for
operating/maintaining the business
Information depreciation/amortization, allocated for
growth/transformation of the business
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 100957 Number of external service provider FTEs who
Information perform the function "manage information
technology" per $1 billion revenue
Information depreciation/amortization, allocated to IT
operations

Process
Element Hierarchy
planning and management
development and maintenance
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 106342 Average span of control for the IT function
Information

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 106349 Number of FTEs that perform the IT function per
Information 1,000 end users
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 106286 Percentage of FTEs performing IT processes that
Information perform application development and support
Information perform application development
Information perform application support
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 107246 Percentage of applications that will be deployed
Information on the cloud in the next three years
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 105577 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to operating
costs
Information depreciation/amortization, allocated to capital
costs
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104944 Number of IT FTEs reporting internally
Information somewhere other than IT per $1 billion revenue

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104945 Number of IT FTEs reporting into the internal IT
Information organization per $1 billion revenue
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 105076 Percentage of application development and
Information support FTEs that are for development
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 105077 Percentage of application development and
Information support FTEs that are for support
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 105079 Percentage of respondents claiming to be
Information satisfied with the IT helpdesk
Information depreciation/amortization, allocated to
growth/transformation of the business
development and maintenance
operations

Process
Element Hierarchy
planning and management
Information depreciation/amortization, allocated to
operating/maintaining the business
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104978 Percentage of IT operating cost, excluding
Information depreciation/amortization, spent on external
business application development and
maintenance services
Information depreciation/amortization, spent on externally-
provided cloud services
provided infrastructure operations services
provided user support services
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104948 Percentage allocation of IT costs related to other
Information costs to control / reduce the costs of your legacy
environment, excluding
depreciation/amortization, in the next 3 to 5 years

Process
Element Hierarchy
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104949 Percentage allocation of IT costs related to
Information rationalizing the application portfolio to
control/reduce the costs of the enterprise legacy
Information renewing / revising / consolidating hardware to
control / reduce the costs of the enterprise legacy
Information renewing hardware, software and application
environment to control / reduce the costs of the
enterprise legacy environment, excluding
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104952 Percentage allocation of IT costs related to the
Information use of an outsourcing partner to control / reduce
the costs of the enterprise legacy environment,
excluding depreciation/amortization, in the next 3
to 5 years
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104953 Percentage allocation of IT costs related to the
Information use of cloud services to control / reduce the costs
of the enterprise legacy environment, excluding
Information wrapping / isolating the legacy environment from
new activities to control /reduce the costs of the
enterprise legacy environment, excluding
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 105014 Percentage of IT purchases where the key
Information decisions are made outside of the IT organization

Process
Element Hierarchy
Information perform application development roles
Information perform application support roles
Information perform executive or administrative roles
Information perform infrastructure operations roles
Information perform infrastructure support roles
Information perform non-executive leadership roles (typically
first-line manager or team lead)
Information perform policy-level executive roles
Information perform program or project management roles
Information perform roles other than executive,
administrative, strategy, planning,
program/project management, application
development/support, infrastructure
operations/support, or user support
Information perform strategy and planning roles
Information perform user support roles
10008 8.0 Administrar la tecnología de la información (TI) Supplemental 104975 Percentage of IT cost (infrastructure,
Information applications, people), excluding
depreciation/amortization, related to the "Legacy"
environment

Process
Element Hierarchy
10012 12.0 Administrar las relaciones externas 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 Administrar las relaciones externas Cost Effectiveness 106528 Total cost to perform the legal services function
as a percentage of revenue
10012 12.0 Administrar las relaciones externas Cycle Time 106539 Cycle time in days for a legal services FTE to
complete contract preparation
10012 12.0 Administrar las relaciones externas Cycle Time 106540 Cycle time in days for a legal services FTE to
complete contract review
10012 12.0 Administrar las relaciones externas Staff Productivity 106541 Customer satisfaction rate for legal services
10012 12.0 Administrar las relaciones externas Staff Productivity 106526 Total number of legal services FTEs per $1
billion revenue
10012 12.0 Administrar las relaciones externas 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"
Information the process "manage outside counsel"

Process
Element Hierarchy
Information the process "protect intellectual property"
Information the process "oversee corporate governance"
Information other legal services processes
10012 12.0 Administrar las relaciones externas Supplemental 106520 Percentage of contracts management FTEs that
Information perform "other contracts management function
processes”
10017 1.1.1 Evaluar el ambiente externo Supplemental 101747 Percentage of your organization's revenue growth
Information over the past three years due to acquisitions
10018 1.1.2 Realizar encuestas y determinar deseos y Process Efficiency 106127 Actual Open-to-buy retail inventory as a
necesidades del cliente percentage of planned retail inventory
10061 2.1.1 Administrar cartera de productos y servicios Supplemental 105242 Growth or decline of the count of active finished
Information products/SKUs over the past three years
10061 2.1.1 Administrar cartera de productos y servicios Supplemental 105243 Growth or decline of the count of active raw
Information products/SKUs over the past three years
10062 2.3 Desarrollar productos y servicios 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 Desarrollar productos y servicios 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"

Process
Element Hierarchy
10062 2.3 Desarrollar productos y servicios Cost Effectiveness 105505 Total cost to perform the process group "develop
products and services" per $1,000 revenue
products and services" per product/service project

Process
Element Hierarchy
products and services" per FTE (including
external)
10062 2.3 Desarrollar productos y servicios Cost Effectiveness 103924 Total cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase
10062 2.3 Desarrollar productos y servicios Cost Effectiveness 103512 Total cost to develop and manage products and
services per project that exits or completes the
test market products/services phase

Process
Element Hierarchy
10062 2.3 Desarrollar productos y servicios 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 Desarrollar productos y servicios 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 Desarrollar productos y servicios 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 Desarrollar productos y servicios Process Efficiency 103120 Ratio of projects that enter the test market
products/services phase to projects that exit or
complete the test market products/services phase
10062 2.3 Desarrollar productos y servicios Process Efficiency 105504 Number of FTEs (including external) that
perform the process group "develop products and
services" per $1 billion revenue

Process
Element Hierarchy
10062 2.3 Desarrollar productos y servicios 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 Evaluar el rendimiento de los productos/servicios Supplemental 105762 Market opportunity for the telecommunications
existentes frente a las oportunidades de mercado Information business entity in US Dollars
10065 2.2.1 Realizar investigación de descubrimiento Supplemental 105240 Percentage of products that are based on common
Information development platforms
10065 2.2.1 Realizar investigación de descubrimiento Supplemental 105241 Percentage of parts that are common across major
Information product lines
10067 2.1.2 Administrar ciclos de vida de productos y Cycle Time 105216 Average lead time in months between subsequent
servicio product generations for primary products
10101 3.1 Comprender mercados, clientes y capacidades 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 Comprender mercados, clientes y capacidades Supplemental 104741 Percentage of customers using social media for
Information information gathering on your business entity's
products/services
10101 3.1 Comprender mercados, clientes y capacidades Supplemental 104742 Percentage of customers using mobile
Information applications for information gathering on your
10101 3.1 Comprender mercados, clientes y capacidades Supplemental 104743 Percentage of customers using traditional face-to-
Information face contact for information gathering on your

Process
Element Hierarchy
10101 3.1 Comprender mercados, clientes y capacidades Supplemental 104744 Percentage of customers using indirect marketing
Information for information gathering on your business
entity's products/services
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 100479 Customer wallet share
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 100480 Market share
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 102525 Percentage of revenue attributed to customers
who made first purchase of the brand
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 101928 Percentage of customers who can name brand in
unaided recall test
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 101929 Percentage of customers who would recommend
product/service to family/friends
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 101660 Relative change in brand performance over the
past three years
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 100810 Key customer growth
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 100813 Key customer profitability
10102 3.2 Desarrollar una estrategia de marketing Process Efficiency 100816 Key customer retention rate
10103 3.4 Desarrollar estrategia de ventas Cost Effectiveness 100027 Budget for sales as a percentage of revenue
10105 3.5 Desarrollar y administrar planes de ventas 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 Desarrollar y administrar planes de ventas Process Efficiency 100213 Average monthly sales forecast error within a
product family
10105 3.5 Desarrollar y administrar planes de ventas Staff Productivity 106145 Average daily retail shoppers to brick-and-mortar
retail store staff ratio

Process
Element Hierarchy
10105 3.5 Desarrollar y administrar planes de ventas Supplemental 102530 Sales FTEs as a percentage of total business
Information entity FTEs
10106 3.1.1 Realizar análisis de inteligencia de clientes y Supplemental 106159 Customer lifetime value
mercado Information
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Cost Effectiveness 104751 Average return on investment on website channel
marketing/sales campaigns
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Cost Effectiveness 104752 Average return on investment on mobile
application channel marketing/sales campaigns
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Cost Effectiveness 104753 Average return on investment on search engine
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Cost Effectiveness 104754 Average return on investment on social media
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Cost Effectiveness 104755 Average return on investment on traditional face-
to-face channel marketing/sales campaigns
10107 3.1.2 Evaluar y priorizar oportunidades de mercado Cost Effectiveness 104756 Average return on investment on indirect
marketing (billboards, print, broadcasting
(radio/TV)) channel marketing/sales campaigns
10129 3.4.1 Desarrollar pronóstico de ventas Process Efficiency 104838 Average monthly national/global forecast error
measured by the mean absolute percentage error
(MAPE)
10129 3.4.1 Desarrollar pronóstico de ventas Supplemental 105867 Percentage of all of retail store units sold at full
Information price in the past year
10131 3.4.3 Establecer un presupuesto general de ventas Cost Effectiveness 105796 Average cost to acquire a telecommunications
customer
10131 3.4.3 Establecer un presupuesto general de ventas Cost Effectiveness 105797 Average cost to retain a telecommunications
customer
10131 3.4.3 Establecer un presupuesto general de ventas Cost Effectiveness 103165 Sales budget per sales FTE
10132 3.4.4 Establecer objetivos y medidas de ventas Process Efficiency 106120 Like for Like (LFL) retail sales growth
10133 3.4.5 Establecer medidas de gestión del cliente Cycle Time 106147 Average time in minutes from queue to till in
brick-and-mortar retail stores

Process
Element Hierarchy
10148 3.3.1 Establecer metas, objetivos y métricas para Cycle Time 106131 Average time in minutes a user spends on the
productos/ servicios por canal/segmento retail website
10148 3.3.1 Establecer metas, objetivos y métricas para Process Efficiency 106137 Click through rate for the retail website
productos/ servicios por canal/segmento
10148 3.3.1 Establecer metas, objetivos y métricas para Process Efficiency 106130 Number of unique visits to the retail website per
productos/ servicios por canal/segmento $1 billion revenue
10148 3.3.1 Establecer metas, objetivos y métricas para Process Efficiency 106132 Retail website bounce rate
productos/ servicios por canal/segmento
10149 3.3.2 Establecer presupuestos de marketing Cost Effectiveness 100025 Budget for marketing as a percentage of revenue
10149 3.3.2 Establecer presupuestos de marketing Cost Effectiveness 100859 Marketing budget per marketing FTE
10149 3.3.2 Establecer presupuestos de marketing Supplemental 105825 Percentage of total annual marketing budget that
Information is personnel related (compensation and benefits)
10149 3.3.2 Establecer presupuestos de marketing Supplemental 105826 Percentage of total annual marketing budget that
Information is not related to personnel (compensation and
benefits)
10149 3.3.2 Establecer presupuestos de marketing 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 Rastrear medidas de gestión del cliente Process Efficiency 106134 Retail shopping cart abandonment rate
10153 3.3.5 Rastrear medidas de gestión del cliente Process Efficiency 106125 Annual percentage change in retail customer
purchase frequency
10153 3.3.5 Rastrear medidas de gestión del cliente Supplemental 104631 Percentage of business entity's growth in
Information revenues from the top twenty percent of
customers
10153 3.3.5 Rastrear medidas de gestión del cliente Supplemental 105791 Telecommunications customer churn rate
Information
10182 3.5.1 Administrar dirige/oportunidades Process Efficiency 105811 Cart abandonment rate for telecommunications
10182 3.5.1 Administrar dirige/oportunidades Process Efficiency 105808 Percentage of inbound calls to the
telecommunications call center that are turned
into potential revenue opportunities
10182 3.5.1 Administrar dirige/oportunidades Supplemental 105824 Percentage of customers who are inactive
Information customers
10183 3.5.2 Administrar clientes y cuentas Process Efficiency 105792 Success rate of keeping customers who try to
cancel telecommunications service
10183 3.5.2 Administrar clientes y cuentas Supplemental 105764 Total number of telecommunications subscribers
Information (end users) per $1 billion revenue

Process
Element Hierarchy
10183 3.5.2 Administrar clientes y cuentas Supplemental 105766 Percentage of telecommunications subscribers
Information that are prepaid customers
10183 3.5.2 Administrar clientes y cuentas Supplemental 104763 Percentage of active customers who are repeat
10183 3.5.2 Administrar clientes y cuentas Supplemental 105800 Percentage of inbound contacts that are business
Information to business (B2B) for telecommunications
10183 3.5.2 Administrar clientes y cuentas Supplemental 105801 Percentage of inbound contacts that are consumer
Information to business (C2B) for telecommunications
10183 3.5.2 Administrar clientes y cuentas Supplemental 105820 Customer retention rate for customers attempting
Information service cancellation
10183 3.5.2 Administrar clientes y cuentas Supplemental 105821 Percentage of customers opting out of receiving
Information marketing messages from the organization
10183 3.5.2 Administrar clientes y cuentas Supplemental 106347 Number of subscribers (end users) per
Information telecommunications account
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Process Efficiency 106133 E-commerce sales conversion rate for the retail
website
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Process Efficiency 102339 Percentage of order inquiry contacts received
through new (such as digital/electric) channels
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Process Efficiency 102456 Percentage of qualified leads where the sale is
closed
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Staff Productivity 104769 Number of active customers per sales FTE
10184 3.5.1.8 Administrar las llamadas de ventas de los clientes Supplemental 104764 Percentage of annual net sales revenue
Information attributable to repeat customers
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 105608 Annual personnel cost savings through sales
order processing automation for the process
"manage sales orders" per $1 billion revenue

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 105609 Total cost to perform the process "manage sales
orders" as percentage of selling, general, and
administration costs
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 100505 Combined personnel and systems costs of the
customer order management function as a
percentage of the total cost the function

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 101535 Outsourced cost of the customer order
management function as a percentage of the total
cost of the function
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 101550 Outsourced cost to perform the process "manage
sales orders" per $1,000 revenue
10185 3.5.4 Administrar órdenes de venta 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
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 100126 Average cost per sales order for orders received
through new channels
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 100129 Average cost per sales order for orders received
through traditional channels

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 101688 Overhead cost to perform the process "manage
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 101661 Overhead cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 101485 Other cost to perform the process "manage sales
orders" per $1,000 revenue
sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per call contact
sales orders" as a percentage of the total cost to
perform the process

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 101460 Other cost of the customer order management
function
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 103276 Systems cost to perform the process "manage
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 103520 Total cost to perform the customer order
management function per $1,000 revenue

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 103523 Total cost of the customer order management
function per function FTE
function per sales order
function per sales order line item

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 103497 Total cost to perform the processes "manage sales
orders", "manage customer service
complaints" per active customer
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 103498 Total cost to perform the processes "manage sales
orders", "manage customer service
complaints" per inbound contact
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 102947 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 Administrar órdenes de venta Cost Effectiveness 101726 Overhead cost to perform the processes "manage
sales orders", "manage customer service

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 102853 Personnel cost of the customer order management
function
10185 3.5.4 Administrar órdenes de venta Cost Effectiveness 104800 Overhead and other costs to perform the process
"manage sales orders" per $100,000 revenue
orders" per sales order line item
orders" per process FTE
orders" per $1,000 revenue
orders" per sales order placed

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta Cycle Time 105606 Cycle time in hours after automation from the
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta Cycle Time 100509 Cycle time in hours from receipt of customer
order to completing order preparation
10185 3.5.4 Administrar órdenes de venta Process Efficiency 100731 First contact resolution rate for inquiries on
existing orders and service-after-sales requests
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102552 Percentage of sales order line items delivered on
time
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102560 Percentage of sales order line items requiring no
human intervention to create, modify, or fulfill
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102563 Percentage of sales orders transacted via a portal
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102566 Percentage of sales orders received through new
(such as digital/electronic) channels
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102743 Percentage of sales order line items placed
through EDI
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102588 Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102101 Inbound calls for the process "manage sales
orders" as a percentage of total inbound calls

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta 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 Administrar órdenes de venta Process Efficiency 100976 Number of FTEs that perform the customer order
management function per $1 billion revenue
10185 3.5.4 Administrar órdenes de venta Process Efficiency 101014 Number of FTEs that perform the process
"manage sales orders" per $1 billion revenue
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta 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 Administrar órdenes de venta Process Efficiency 104640 Cross-sell/up-sell close rate
10185 3.5.4 Administrar órdenes de venta Process Efficiency 102827 Percentage of sales orders delivered on time
(three reporting periods prior)
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta Staff Productivity 102529 Percentage of sales force that made their
quotas/targets in the last 12-month reporting
period
10185 3.5.4 Administrar órdenes de venta Staff Productivity 101404 Number of sales order line items per FTE that
performs the process "manage sales orders"
10185 3.5.4 Administrar órdenes de venta Staff Productivity 101410 Number of sales orders placed per FTE that
performs the process "manage sales orders"
10185 3.5.4 Administrar órdenes de venta Supplemental 101698 Overhead cost to perform the process "manage
Information sales orders" as a percentage of total process cost

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Supplemental 101495 Other cost to perform the process "manage sales
Information orders" as a percentage of total process cost
10185 3.5.4 Administrar órdenes de venta Supplemental 104153 Total revenue per sales order
Information
10185 3.5.4 Administrar órdenes de venta Supplemental 104352 Percentage of sales order line items changed by
Information the customer following initial order entry
10185 3.5.4 Administrar órdenes de venta Supplemental 104527 Inbound contacts for the process "manage sales
Information orders" as a percentage of total inbound contacts
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta Supplemental 102568 Percentage of sales orders changed by the
Information customer after the initial order placement
10185 3.5.4 Administrar órdenes de venta Supplemental 100675 Percentage of revenue attributed to direct sources
Information for the current period
10185 3.5.4 Administrar órdenes de venta Supplemental 100676 Percentage of revenue attributed to direct sources
Information three reporting periods ago
10185 3.5.4 Administrar órdenes de venta Supplemental 100685 Percentage of revenue attributed to e-commerce
Information for the current period
10185 3.5.4 Administrar órdenes de venta Supplemental 100686 Percentage of revenue attributed to e-commerce
Information three reporting periods ago
10185 3.5.4 Administrar órdenes de venta Supplemental 100772 Percentage of revenue attributed to indirect
Information sources three reporting periods ago

Process
Element Hierarchy
10185 3.5.4 Administrar órdenes de venta Supplemental 100773 Percentage of revenue attributed to indirect
Information sources for the current period
10185 3.5.4 Administrar órdenes de venta Supplemental 102708 Percentage of total sales order line items not
Information fulfilled due to lack of production
capacity/stockouts
10185 3.5.4 Administrar órdenes de venta Supplemental 102712 Percentage of sales orders not fulfilled due to
Information lack of production capacity/stockouts
10185 3.5.4 Administrar órdenes de venta Supplemental 102008 Percentage of finance function FTEs allocated to
Information the process "manage sales orders"
10185 3.5.4 Administrar órdenes de venta Supplemental 104802 Personnel cost of the process "Manage sales
10185 3.5.4 Administrar órdenes de venta Supplemental 104803 Systems cost of the process "Manage sales
10185 3.5.4 Administrar órdenes de venta 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 Administrar órdenes de venta Supplemental 104805 Outsourced cost of the process "Manage sales
10185 3.5.4 Administrar órdenes de venta 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

Process
Element Hierarchy
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 Administrar órdenes de venta Supplemental 105607 Percentage effect of sales order processing
Information automation on overall profitability
10185 3.5.4 Administrar órdenes de venta Supplemental 106074 Total cost to perform the process "manage sales
Information orders" as a percentage of total order-to-cash
process cost
10185 3.5.4 Administrar órdenes de venta Supplemental 106129 E-commerce sales as a percentage of retail sales
Information
10193 3.5.1.8.5 Registrar el resultado del proceso de ventas Process Efficiency 106122 Retail sell through rate
10193 3.5.1.8.5 Registrar el resultado del proceso de ventas Supplemental 106124 Annual percentage change in average retail
Information basket size

Process
Element Hierarchy
10195 3.5.4.2 Recopilar y mantener información de la cuenta Process Efficiency 105569 Percentage of customer accounts set up for
automatic cash application
10196 3.5.4.3 Determinar disponibilidad Process Efficiency 106157 Retail on-shelf/in-stock availability rate
10197 3.5.4.4 Determinar el proceso de cumplimiento Cycle Time 105795 Average time in days to move a
telecommunications customer from acquisition to
activation
10198 3.5.4.5 Ingresar órdenes al sistema Supplemental 105246 Percentage of total annual revenue that is
Information generated from up-sell/cross-selling services
associated with product purchases
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104785 Total cost to perform the process group "plan for
suministro and align supply chain resources" per $1,000
revenue
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104779 Percentage of the total cost of the supply chain
suministro function allocated to the process group "Plan for
and align supply chain resources"
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104788 Total cost to perform the process group "plan for
suministro and align supply chain resources" per $1 billion
revenue

Process
Element Hierarchy
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104794 Total cost to perform the process group "Plan for
suministro and align supply chain resources" per process
group FTE
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104795 Personnel cost to perform the process group
suministro "Plan for and align supply chain resources" per
process group FTE
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104796 Personnel cost to perform the process group "plan
suministro for and align supply chain resources" per $1,000
revenue

Process
Element Hierarchy
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104797 Systems cost to perform the process group "plan
suministro for and align supply chain resources" per
$100,000 revenue
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104798 Overhead and other costs to perform the process
suministro group "plan for and align supply chain resources"
per $100,000 revenue
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 104799 Outsourced cost to perform the process group
suministro "plan for and align supply chain resources" per
$1,000 revenue

Process
Element Hierarchy
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 103477 Total cost of quality per $100,000 revenue
suministro
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 100654 Demand/supply planning costs per $1,000
suministro revenue
10215 4.1 Planificar y alinear los recursos de la cadena de Cost Effectiveness 100788 Inventory carrying cost per $1,000 revenue
suministro
10215 4.1 Planificar y alinear los recursos de la cadena de Process Efficiency 104194 Forecast accuracy as a percentage of value
suministro shipped
10215 4.1 Planificar y alinear los recursos de la cadena de Process Efficiency 104175 Forecast accuracy as a percentage of units
suministro shipped
10215 4.1 Planificar y alinear los recursos de la cadena de Staff Productivity 101218 Number of FTEs that perform the process group
suministro "plan for and align supply chain resources" per
$1 billion revenue
10215 4.1 Planificar y alinear los recursos de la cadena de Staff Productivity 104775 Number of products (SKUs) per FTE that
suministro performs the process group "plan for and align
supply chain resources"
10215 4.1 Planificar y alinear los recursos de la cadena de Staff Productivity 104193 Value added productivity per employee
suministro
10215 4.1 Planificar y alinear los recursos de la cadena de Supplemental 100687 Employee retention rate
suministro Information
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106015 Total cost to perform the process group "procure
materials and services" per business entity
employee
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106123 Annual percentage change in savings in Goods
Not For Resale (GNFR)
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106478 Total annual cost takeout savings obtained on
purchased goods and services
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106479 Total annual cost avoidance savings obtained on

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106492 Total annual personnel cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106493 Total annual systems cost to perform the
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106494 Total annual overhead cost to perform the
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106495 Total annual outsourced cost to perform the
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106496 Total annual other cost to perform the
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106497 Personnel cost to perform the procurement
process group per process group FTE
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106498 Systems cost to perform the procurement process
group per process group FTE

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106499 Total annual overhead cost to perform the
procurement process group per process group
FTE
10216 4.2 Procurar materiales y servicios Cost Effectiveness 106501 Total annual other cost to perform the
procurement process group per procurement
process group FTE
10216 4.2 Procurar materiales y servicios Cost Effectiveness 100475 Cost to source per $1,000 total revenue
materials and services" per $1 billion revenue
10216 4.2 Procurar materiales y servicios 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 Procurar materiales y servicios Cost Effectiveness 103387 Systems cost of the procurement process group as
a percentage of total cost of the process group

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios 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
group per process group FTE
group per purchase order
group per purchase order line item
10216 4.2 Procurar materiales y servicios Cycle Time 105457 Average procure-to-pay cycle time in days for
services
10216 4.2 Procurar materiales y servicios Cycle Time 103188 Source Cycle Time

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Cycle Time 103094 Average procure-to-pay cycle time in days
10216 4.2 Procurar materiales y servicios Cycle Time 106474 Average cycle time in days for sourcing events
for the procurement process group
10216 4.2 Procurar materiales y servicios Cycle Time 106475 Average cycle time in days to establish a contract
with a supplier
10216 4.2 Procurar materiales y servicios Cycle Time 106476 Average cycle time in days to set up a supplier in
the procurement system
10216 4.2 Procurar materiales y servicios Cycle Time 107252 Average procure-to-pay cycle time in days for
goods
10216 4.2 Procurar materiales y servicios Cycle Time 100642 Days payable
10216 4.2 Procurar materiales y servicios Cycle Time 100322 Average supplier lead time in days on purchased
materials
10216 4.2 Procurar materiales y servicios Process Efficiency 100385 Transaction amount per purchase order
10216 4.2 Procurar materiales y servicios Process Efficiency 101214 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
purchases
10216 4.2 Procurar materiales y servicios Process Efficiency 101768 Percentage of total value of goods and services
purchased from top ten suppliers
10216 4.2 Procurar materiales y servicios Process Efficiency 101861 Percentage of purchase value from certified
vendors
10216 4.2 Procurar materiales y servicios Process Efficiency 102450 Percentage of purchase value transacted via an
electronic marketplace
10216 4.2 Procurar materiales y servicios Process Efficiency 102452 Percentage of purchase value transacted via a
private electronic marketplace

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Process Efficiency 102454 Percentage of purchase value transacted via a
public electronic marketplace
10216 4.2 Procurar materiales y servicios Process Efficiency 102648 Percentage of supplier orders received by original
request date (on time)
10216 4.2 Procurar materiales y servicios Process Efficiency 102703 Percentage of total number of goods receipts
received without item and quantity verification
10216 4.2 Procurar materiales y servicios Process Efficiency 102705 Percentage of total number of items purchased
and received failing inspection (incoming
material quality)
10216 4.2 Procurar materiales y servicios Process Efficiency 102415 Percentage of purchase order line items received
complete
10216 4.2 Procurar materiales y servicios Process Efficiency 102419 Percentage of purchase order line items received
damage free
10216 4.2 Procurar materiales y servicios Process Efficiency 102422 Percentage of purchase order line items
transacted using e-procurement enabled catalogue
suppliers
10216 4.2 Procurar materiales y servicios Process Efficiency 102426 Percentage of purchase orders approved
electronically
10216 4.2 Procurar materiales y servicios Process Efficiency 102428 Percentage of purchase orders received complete
10216 4.2 Procurar materiales y servicios Process Efficiency 102430 Percentage of purchase orders received damage
free
10216 4.2 Procurar materiales y servicios Process Efficiency 104118 Number of active vendors in the master file per
$1 million purchases

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Process Efficiency 104251 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
revenue
10216 4.2 Procurar materiales y servicios Process Efficiency 102822 Percentage of total purchases procured via
maverick buying
10216 4.2 Procurar materiales y servicios Process Efficiency 103199 Strategic suppliers as a percentage of all active
suppliers
10216 4.2 Procurar materiales y servicios Process Efficiency 107315 Total annual cost takeout savings per $500
million purchases
10216 4.2 Procurar materiales y servicios Process Efficiency 107316 Total annual cost avoidance savings per $500
million purchases
10216 4.2 Procurar materiales y servicios Process Efficiency 106480 Net Promoter Score (NPS) of the procurement
function stakeholders
10216 4.2 Procurar materiales y servicios Process Efficiency 106490 Manual transmission rate for direct materials and
services purchase orders
10216 4.2 Procurar materiales y servicios Process Efficiency 106491 Manual transmission rate for indirect materials
and services purchase orders
10216 4.2 Procurar materiales y servicios Staff Productivity 106018 Number of business entity employees per FTE
that performs the process group "procure

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Staff Productivity 104129 Number of purchase orders processed per FTE
that performs the process group "procure
10216 4.2 Procurar materiales y servicios 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 Procurar materiales y servicios Staff Productivity 104117 Number of active suppliers in vendor master file
per procurement process group FTE
10216 4.2 Procurar materiales y servicios Supplemental 101867 Percentage of value of purchased material that is
Information received from vendors that participate in vendor-
managed inventory programs
10216 4.2 Procurar materiales y servicios Supplemental 100774 Indirect materials and services value as a
Information percentage of total value of purchases
10216 4.2 Procurar materiales y servicios Supplemental 102804 Percentage of value of supplier certified
Information purchased material
10216 4.2 Procurar materiales y servicios 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

Process
Element Hierarchy
Information among the following submission method: internet
Information among the following submission method: mail
telephone
wireless application protocol
10216 4.2 Procurar materiales y servicios Supplemental 102778 Percentage of total value of direct materials and
Information services purchased outside of country
10216 4.2 Procurar materiales y servicios Supplemental 100673 Direct materials and services value as a
Information percentage of total value of purchases
10216 4.2 Procurar materiales y servicios Supplemental 102716 Percentage of total value of materials and
Information services purchases included in total cost of
ownership model
10216 4.2 Procurar materiales y servicios 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

Process
Element Hierarchy
Information allocated among the following submission
method: other
10216 4.2 Procurar materiales y servicios 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 Procurar materiales y servicios 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 Procurar materiales y servicios Supplemental 102424 Percentage of purchase order line items
Information transacted via a portal

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Supplemental 102404 Percentage of procurement process group staff
Information with formal training in negotiations
Information with over three years of purchasing operations
experience
Information with over three years of strategic
sourcing/commodity management experience
10216 4.2 Procurar materiales y servicios Supplemental 104199 Value of materials and services per $1,000
Information revenue
10216 4.2 Procurar materiales y servicios Supplemental 105166 Percentage of unique suppliers who are active
Information suppliers
10216 4.2 Procurar materiales y servicios Supplemental 105161 Number of items received by the business entity
Information per procurement process group FTE
10216 4.2 Procurar materiales y servicios Supplemental 104724 Ratio of purchases to revenue
Information
10216 4.2 Procurar materiales y servicios 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 Procurar materiales y servicios 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 Procurar materiales y servicios Supplemental 105987 Direct materials and services value as a
Information percentage of cost of goods sold

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios Supplemental 106340 Average span of control for the procurement
Information function
10216 4.2 Procurar materiales y servicios Supplemental 106468 Typical savings goal of the procurement process
Information group set to deliver on sourcing events/projects
10216 4.2 Procurar materiales y servicios Supplemental 106469 Typical achieved savings of the procurement
Information process group set to deliver on sourcing
events/projects
10216 4.2 Procurar materiales y servicios Supplemental 106470 Percentage of procurement process group FTEs
Information associated with direct materials and services
10216 4.2 Procurar materiales y servicios Supplemental 106471 Percentage of procurement process group FTEs
Information associated with indirect materials and services
10216 4.2 Procurar materiales y servicios Supplemental 106472 Percentage of purchase orders associated with
Information direct materials and services
10216 4.2 Procurar materiales y servicios Supplemental 106473 Percentage of purchase orders associated with
Information indirect materials and services
10216 4.2 Procurar materiales y servicios Supplemental 106477 Average payment days for negotiated payment
Information terms
10216 4.2 Procurar materiales y servicios Supplemental 106483 Percentage of procurement costs allocated to
Information direct materials and services purchases
10216 4.2 Procurar materiales y servicios Supplemental 106484 Percentage of procurement costs allocated to
Information indirect materials and services purchases

Process
Element Hierarchy
10216 4.2 Procurar materiales y servicios 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 Procurar materiales y servicios Supplemental 106486 Total annual systems cost to perform the
10216 4.2 Procurar materiales y servicios Supplemental 106487 Total annual overhead cost to perform the
10216 4.2 Procurar materiales y servicios Supplemental 106488 Total annual outsourced cost to perform the
10216 4.2 Procurar materiales y servicios Supplemental 106489 Total annual other cost to perform the
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 106366 Total cost of manufacturing (without materials)
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 105989 Total cost of manufacturing as a percentage of
revenue
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 105247 Scrap and rework costs as a percentage of cost of
goods sold
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 104010 Total cost to manufacture per $1,000 revenue
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 104781 Percentage of the total cost of the supply chain
function allocated to the process group
"Produce/Manufacture/Deliver product"

Process
Element Hierarchy
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 104790 Total cost to perform the process group
"produce/manufacture/deliver product" per $1
billion revenue
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 104786 Total cost to perform the process group
"produce/manufacture/deliver product" per
$1,000 revenue
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 100851 Manufacturing controllable cost as a percentage
of revenue
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 101735 Overhead costs as a percentage of cost of goods
sold
10217 4.3 Producir/fabricar/entregar productos Cost Effectiveness 103169 Scrap and rework costs as a percentage of sales
10217 4.3 Producir/fabricar/entregar productos 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 Producir/fabricar/entregar productos Cycle Time 100697 Engineering change order (ECO) cycle time in
days
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 100668 Direct labor availability for manufacturing
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 100104 Asset turns

10217 4.3 Producir/fabricar/entregar productos Process Efficiency 102737 Percentage of total labor used in manufacturing
classified as direct labor
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 103113 Costs of production material handling damage as
a percentage of total material costs

Process
Element Hierarchy
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 100790 Inventory obsolescence as a percentage of total
inventory
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 100821 Turnover rate for manufacturing personnel
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 101936 Percentage of defective parts per million
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 104176 Unplanned machine downtime as a percentage of
scheduled run time
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 104217 Warranty costs (repair and replacement) as a
percentage of sales
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 105249 Average defective number of parts per million
10217 4.3 Producir/fabricar/entregar productos Process Efficiency 105250 Value of plant shipments per manufacturing
employee
10217 4.3 Producir/fabricar/entregar productos Staff Productivity 104202 Value of plant shipments per business entity
employee
10217 4.3 Producir/fabricar/entregar productos Staff Productivity 105248 Percentage of manufacturing workforce that has
completed Six Sigma training
10217 4.3 Producir/fabricar/entregar productos Supplemental 100860 Material costs as a percentage of cost of goods
Information sold
10217 4.3 Producir/fabricar/entregar productos Supplemental 100820 Labor costs as a percentage of cost of goods sold
Information
10217 4.3 Producir/fabricar/entregar productos Supplemental 105988 Percentage of total revenue from outsourced
Information manufacturing
10217 4.3 Producir/fabricar/entregar productos Supplemental 105616 Conversion costs as a percentage of cost of goods
Information sold
10218 6.3.3 Service products Cost Effectiveness 100471 Cost to deliver per $1,000 total revenue

Process
Element Hierarchy
10218 6.3.3 Service products Cost Effectiveness 104787 Total cost to perform the process group "deliver
service to customer" per $1,000 revenue
10218 6.3.3 Service products Cost Effectiveness 104791 Total cost to perform the process group "deliver
service to customer" per $1 billion revenue
10218 6.3.3 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 6.3.3 Service products Supplemental 100683 Downside Supply Chain Adaptability
Information
10218 6.3.3 Service products Supplemental 104190 Upside Supply Chain Adaptability
Information
10218 6.3.3 Service products Supplemental 104191 Upside Supply Chain Flexibility
Information
10219 4.4 Gestionar la logística y el almacenamiento Cost Effectiveness 104783 Percentage of the total cost of the supply chain
function allocated to the process group "Manage
logistics and warehousing"

Process
Element Hierarchy
10219 4.4 Gestionar la logística y el almacenamiento 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
10219 4.4 Gestionar la logística y el almacenamiento Cost Effectiveness 104777 Total transportation cost per $1,000 revenue
10219 4.4 Gestionar la logística y el almacenamiento 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

Process
Element Hierarchy
logistics and warehousing" per FTE that performs
the processes "define logistics strategy", "plan
and manage inbound material flow", "operate
warehousing", and "operate outbound
transportation"
logistics and warehousing" per sales order
fulfilled
10219 4.4 Gestionar la logística y el almacenamiento Cost Effectiveness 107237 Total transportation cost a percentage of revenue
logistics and warehousing" as a percentage of the
cost of continuing operations

Process
Element Hierarchy
logistics and warehousing" per process group
FTE
logistics and warehousing" as a percentage of
revenue
10219 4.4 Gestionar la logística y el almacenamiento 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 Gestionar la logística y el almacenamiento Process Efficiency 100097 Turnover rate for logistics personnel
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 100422 Cost of damaged product as a percentage of sales
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 101940 Direct labor as a percentage of total labor used in
the process group "manage logistics and
warehousing"
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 101741 Perfect order performance

Process
Element Hierarchy
10219 4.4 Gestionar la logística y el almacenamiento 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
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 Gestionar la logística y el almacenamiento Process Efficiency 100706 Expedited costs as a percentage of total cost of
the logistics process group "manage logistics and
warehousing"
10219 4.4 Gestionar la logística y el almacenamiento 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
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 102586 Percentage of sales orders filled completely from
the primary sourcing location
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 102645 Percentage of supplier on-time delivery

Process
Element Hierarchy
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 102625 Percentage of ship from stock orders delivered in
full within 24 hours of order receipt
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 101878 Percentage of business entity's total number of
expedited orders caused by: documentation errors
10219 4.4 Gestionar la logística y el almacenamiento 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 Gestionar la logística y el almacenamiento Process Efficiency 102362 Percentage of orders expedited
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 106149 Percentage of online retail orders delivered
complete and on time

Process
Element Hierarchy
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 105251 Value of inventory shrinkage as a percentage of
cost of goods sold (COGS)
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 105153 Number of FTEs that perform the process group
"manage logistics and warehousing" per $1
billion revenue
10219 4.4 Gestionar la logística y el almacenamiento Process Efficiency 105541 Direct labor availability for logistics
10219 4.4 Gestionar la logística y el almacenamiento 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 Gestionar la logística y el almacenamiento 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
have sales between 101 and 1,000 as a percentage
of the total number of SKUs for service/repair
parts

Process
Element Hierarchy
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 Gestionar la logística y el almacenamiento 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 Gestionar la logística y el almacenamiento 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

Process
Element Hierarchy
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 Medir la exactitud del pronóstico de la demanda Process Efficiency 100737 Forecast accuracy one planning period prior to
production run
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 105173 Total cost to perform the process "develop
sourcing strategies" per process FTE
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 103266 Systems cost to perform the process "develop
sourcing strategies" per $100,000 revenue
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 103271 Systems cost to perform the process "develop
sourcing strategies" per $100,000 purchases
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 102904 Personnel cost to perform the process "develop
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 102908 Personnel cost to perform the process "develop
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 104471 Overhead cost to perform the process "develop
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 104472 Other cost to perform the process "develop
10277 4.2.1 Desarrollar estrategias de abastecimiento Cost Effectiveness 104473 Outsourced cost to perform the process "develop

Process
Element Hierarchy
10277 4.2.1 Desarrollar estrategias de abastecimiento Process Efficiency 100666 Number of FTEs that perform the process
"develop sourcing strategies" as a percentage of
procurement process group FTEs
"develop sourcing strategies" per $1 billion
purchases
"develop sourcing strategies" per $1 billion
revenue
10277 4.2.1 Desarrollar estrategias de abastecimiento Staff Productivity 106424 Number of FTEs dedicated to retail buying and
merchandising activities per $1 billion revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 103895 Total cost to perform the process "select suppliers
contactos and develop/maintain contracts" per $1,000
revenue
contactos and develop/maintain contracts" per $1,000
purchases

Process
Element Hierarchy
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 103353 Systems cost to perform the process "select
contactos suppliers and develop/maintain contracts" per
$100,000 purchases
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 103358 Systems cost to perform the process "select
$100,000 revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 104477 Overhead cost to perform the process "select
$1,000 revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 104478 Other cost to perform the process "select
$1,000 revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 104479 Outsourced cost to perform the process "select
$1,000 revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 103025 Personnel cost to perform the process "select
$1,000 purchases
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 103029 Personnel cost to perform the process "select
$1,000 revenue
contactos and develop/maintain contracts" per process FTE
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Cost Effectiveness 106511 Total cost to perform the contracts management
contactos function as a percentage of revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Process Efficiency 103171 Number of FTEs that perform the process "select
contactos suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs

Process
Element Hierarchy
contactos suppliers and develop/maintain contracts" per $1
billion revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Process Efficiency 106523 Number of supplier/service
contactos provider/subcontractor contracts managed per
contracts management FTE
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Process Efficiency 106525 Number of new projects managed per contracts
contactos management FTE
contactos suppliers and develop/maintain contracts" per $1
billion purchases
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Staff Productivity 106509 Total number of contracts management FTEs per
contactos $1 billion revenue
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Supplemental 105194 Total cost to perform the process "develop
contactos Information sourcing strategies" as a percentage of total
procurement process group cost
10278 4.2.2 Seleccionar proveedores y desarrollar/mantener Supplemental 106519 Percentage of contracts management FTEs that
contactos Information perform the process "perform project closing
activities"

Process
Element Hierarchy
contactos Information perform the processes "draft, negotiate, and
execute contracts and perform project and project
team initiation"
contactos Information perform the processes "manage and monitor
contract administration”
contactos Information perform the processes "manage, monitor, and
report on contract compliance”
contactos Information perform the processes "develop, maintain, and
monitor the corporate contract management
system"
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 105174 Total cost to perform the process "order materials
and services" per process FTE
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 105167 Personnel cost to perform the process "order
materials and services" per process FTE
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 105158 Overhead cost to perform the process "order
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 105159 Other cost to perform the process "order
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 105160 Outsourced cost to perform the process "order

Process
Element Hierarchy
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 103321 Systems cost to perform the process "order
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 103323 Systems cost to perform the process "order
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 104474 Overhead cost to perform the process "order
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 104475 Other cost to perform the process "order
10279 4.2.3 Ordenar materiales y servicios Cost Effectiveness 104476 Outsourced cost to perform the process "order
and services" per $1,000 revenue
and services" per $1,000 purchases
and services" per purchase order

Process
Element Hierarchy
and services" per purchase order line item
10279 4.2.3 Ordenar materiales y servicios Cycle Time 104915 Average cycle time (in calendar days) from
requisition creation to requisition approval
10279 4.2.3 Ordenar materiales y servicios Cycle Time 104916 Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date
10279 4.2.3 Ordenar materiales y servicios Cycle Time 100639 Cycle time in hours to place a purchase order
10279 4.2.3 Ordenar materiales y servicios Process Efficiency 101455 Number of FTEs that perform the process "order
materials and services" as a percentage of
materials and services" per $1 billion purchases
materials and services" per $1 billion revenue
10279 4.2.3 Ordenar materiales y servicios Staff Productivity 105162 Number of purchase requisition line items
processed per "order materials/services" FTE

Process
Element Hierarchy
10279 4.2.3 Ordenar materiales y servicios Staff Productivity 101391 Number of purchase order line items processed
per FTE that performs the process "order
10279 4.2.3 Ordenar materiales y servicios Staff Productivity 101393 Number of purchase orders processed per FTE
that performs the process "order materials and
services"
10279 4.2.3 Ordenar materiales y servicios 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 4.2.3 Ordenar materiales y servicios Supplemental 105206 Total cost to perform the process "order materials
Information and services" as a percentage of total
procurement process group cost
10279 4.2.3 Ordenar materiales y servicios Supplemental 105208 Personnel cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.3 Ordenar materiales y servicios Supplemental 105209 Systems cost to perform the process "order
process cost
10279 4.2.3 Ordenar materiales y servicios Supplemental 105210 Overhead cost to perform the process "order
process cost
10279 4.2.3 Ordenar materiales y servicios Supplemental 105211 Other cost to perform the process "order
process cost

Process
Element Hierarchy
10279 4.2.3 Ordenar materiales y servicios Supplemental 105212 Outsourced cost to perform the process "order
process cost
10279 4.2.3 Ordenar materiales y servicios Supplemental 104917 Percentage of purchase orders that go through a
Information formal notification/acceptance process with
supplier
10279 4.2.3 Ordenar materiales y servicios Supplemental 104918 Value of materials purchases as a percentage of
Information total purchases
10279 4.2.3 Ordenar materiales y servicios Supplemental 104919 Value of services purchases as a percentage of
Information total purchases
10279 4.2.3 Ordenar materiales y servicios Supplemental 104920 Value of EPC or EPCM purchases as a
Information percentage of total purchases
10279 4.2.3 Ordenar materiales y servicios Supplemental 104921 Value of other purchases as a percentage of total
Information purchases
10279 4.2.3 Ordenar materiales y servicios Supplemental 104897 Purchases made through P-card as a percentage
Information of total purchase value
10279 4.2.3 Ordenar materiales y servicios Supplemental 104898 Purchases made through T&E card as a
Information percentage of total purchase value
10279 4.2.3 Ordenar materiales y servicios Supplemental 104899 Purchases made through invoice only (non-
Information purchase order) as a percentage of total purchase
value
10279 4.2.3 Ordenar materiales y servicios Supplemental 104900 Purchases made through purchase order - internal
Information catalog as a percentage of total purchase value
10279 4.2.3 Ordenar materiales y servicios Supplemental 104901 Purchases made through purchase order - external
Information catalog as a percentage of total purchase value
10279 4.2.3 Ordenar materiales y servicios Supplemental 104902 Purchases made through purchase order - "hands
Information on" as a percentage of total purchase value
10279 4.2.3 Ordenar materiales y servicios Supplemental 104904 Purchases made through other channels as a
Information percentage of total purchase value

Process
Element Hierarchy
10279 4.2.3 Ordenar materiales y servicios Supplemental 104905 Purchases made through P-card as a percentage
Information of total invoice volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104906 Purchases made through T&E card as a
Information percentage of total invoice volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104907 Purchases made through invoice only (non-
Information purchase order) as a percentage of total invoice
volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104908 Purchases made through purchase order - internal
Information catalog as a percentage of total invoice volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104909 Purchases made through purchase order - external
Information catalog as a percentage of total invoice volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104910 Purchases made through purchase order - "hands
Information on" as a percentage of total invoice volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104912 Purchases made through other channels as a
Information percentage of total invoice volume
10279 4.2.3 Ordenar materiales y servicios Supplemental 104913 Percentage of purchase orders that link directly to
Information a contracted price loaded in the company's
system or external catalog
10279 4.2.3 Ordenar materiales y servicios Supplemental 104914 Percentage of purchase order line items that are
Information systematically created with no manual
involvement or intervention by a buyer
10280 4.2.4 Administrar proveedores Cost Effectiveness 103568 Total cost to perform the process "manage
suppliers" per $1,000 purchases
suppliers" per $1,000 revenue
10280 4.2.4 Administrar proveedores Cost Effectiveness 104480 Overhead cost to perform the process "manage
10280 4.2.4 Administrar proveedores Cost Effectiveness 104481 Other cost to perform the process "manage

Process
Element Hierarchy
10280 4.2.4 Administrar proveedores Cost Effectiveness 104482 Outsourced cost to perform the process "manage
10280 4.2.4 Administrar proveedores Cost Effectiveness 103224 Systems cost to perform the process "manage
10280 4.2.4 Administrar proveedores Cost Effectiveness 103229 Systems cost to perform the process "manage
10280 4.2.4 Administrar proveedores Cost Effectiveness 102863 Personnel cost to perform the process "manage
10280 4.2.4 Administrar proveedores Cost Effectiveness 102867 Personnel cost to perform the process "manage
10280 4.2.4 Administrar proveedores Cost Effectiveness 100474 Cost to return to supplier per $1,000 total revenue
suppliers" per process FTE
10280 4.2.4 Administrar proveedores Cycle Time 106128 Average time in days to resolve retail supply
related issues with quality
10280 4.2.4 Administrar proveedores Process Efficiency 100102 Number of FTEs that perform the process
"manage suppliers" as a percentage of
"manage suppliers" per $1 billion purchases

Process
Element Hierarchy
"manage suppliers" per $1 billion revenue
10280 4.2.4 Administrar proveedores Process Efficiency 104840 Supplier first-pass quality yield
10280 4.2.4 Administrar proveedores Supplemental 105207 Total cost to perform the process "manage
Information suppliers" as a percentage of total procurement
process group cost
10295 4.2.3.4 Crear/Distribuir órdenes de compra Staff Productivity 105551 Total number of purchase orders placed per
finance shared services center employee
responsible for creating/distributing purchase
orders
10297 4.2.3.6 Registrar el recibo de mercancías 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 4.2.3.6 Registrar el recibo de mercancías Staff Productivity 105031 Number of FTEs who perform the process
"record receipt of goods" per million barrel of oil
equivalent (BOE)
"record receipt of goods" per thousand gross
operated producing wells

Process
Element Hierarchy
"record receipt of goods" per thousand miles of
pipe
"record receipt of goods" per thousand barrels
throughput
10297 4.2.3.6 Registrar el recibo de mercancías Supplemental 105015 Percentage of purchase orders with receipt of
Information goods or services
10297 4.2.3.6 Registrar el recibo de mercancías Supplemental 105016 Percentage of goods purchases with receipts
Information performed after the invoice was received
10297 4.2.3.6 Registrar el recibo de mercancías Supplemental 105017 Percentage of services purchases with receipts
Information performed after the invoice was received
10297 4.2.3.6 Registrar el recibo de mercancías Supplemental 105018 Percentage of invoices blocked due to goods
Information receipt issues or price/quantity discrepancies
10304 4.3.2 Producir el producto Cycle Time 100854 Primary product manufacturing cycle time in
hours
10304 4.3.2 Producir el producto Process Efficiency 100251 Production schedule attainment during a primary
products planning period
10304 4.3.2 Producir el producto Process Efficiency 100726 Finished-product first-pass quality yield for
primary products
10304 4.3.2 Producir el producto Process Efficiency 100076 Raw material inventory turns
10304 4.3.2 Producir el producto Process Efficiency 100014 Actual production rate as a percentage of the
maximum capable production rate
10304 4.3.2 Producir el producto Process Efficiency 103126 Raw material inventory days of supply
10304 4.3.2 Producir el producto Process Efficiency 104221 Work-in-process (WIP) inventory days of supply
10304 4.3.2 Producir el producto Process Efficiency 104225 Work-in-process (WIP) inventory turns
10304 4.3.2 Producir el producto Staff Productivity 107253 Number of units produced per year
10335 6.3.3.3.2 Identificar órdenes de servicio incompletas y Supplemental 105498 Percentage of manual sales order interventions
fallas de servicio Information caused by contract issues
fallas de servicio Information caused by pricing issues

Process
Element Hierarchy
fallas de servicio Information caused by invoicing issues
fallas de servicio Information caused by incorrect customer master data
fallas de servicio Information caused by other causes
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 101542 Outsourced cost to perform the process "define
logistics strategy" per $1,000 revenue
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 101470 Other cost to perform the process "define
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 101673 Overhead cost to perform the process "define
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 102880 Personnel cost to perform the process "define
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 103241 Systems cost to perform the process "define
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 103600 Total cost to perform the process "define logistics
strategy" per process FTE
10338 4.4.1 Proporcionar una gestión de logística Cost Effectiveness 103606 Total cost to perform the process "define logistics
strategy" per $1,000 revenue

Process
Element Hierarchy
10338 4.4.1 Proporcionar una gestión de logística 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)
10338 4.4.1 Proporcionar una gestión de logística Process Efficiency 101224 Number of FTEs that perform the process "define
logistics strategy" per $1 billion revenue
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 103819 Total cost to perform the process "plan and
entrante manage inbound material flow" per process FTE
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 103822 Total cost to perform the process "plan and
entrante manage inbound material flow" per $1,000
revenue
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 103333 Systems cost to perform the process "plan and
revenue
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 101713 Overhead cost to perform the process "plan and
revenue
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 102994 Personnel cost to perform the process "plan and
revenue

Process
Element Hierarchy
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 101510 Other cost to perform the process "plan and
revenue
10339 4.4.2 Planificar y administrar el flujo de material Cost Effectiveness 101578 Outsourced cost to perform the process "plan and
revenue
10339 4.4.2 Planificar y administrar el flujo de material Process Efficiency 101235 Number of FTEs that perform the process "plan
entrante and manage inbound material flow" per $1 billion
revenue
10339 4.4.2 Planificar y administrar el flujo de material Supplemental 103075 Number of FTEs that perform the process "plan
entrante Information and manage inbound material flow" as a
percentage of FTEs that perform the process
group "manage logistics and warehousing"
(excluding "manage returns; manage reverse
logistics)
10340 4.4.3 Operar almacenamiento Cost Effectiveness 101571 Outsourced cost to perform the process "operate
warehousing" per $1,000 revenue
10340 4.4.3 Operar almacenamiento Cost Effectiveness 101507 Other cost to perform the process "operate
10340 4.4.3 Operar almacenamiento Cost Effectiveness 102975 Personnel cost to perform the process "operate

Process
Element Hierarchy
10340 4.4.3 Operar almacenamiento Cost Effectiveness 101710 Overhead cost to perform the process "operate
10340 4.4.3 Operar almacenamiento Cost Effectiveness 103319 Systems cost to perform the process "operate
10340 4.4.3 Operar almacenamiento 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 sales order fulfilled
10340 4.4.3 Operar almacenamiento Cost Effectiveness 105192 Personnel cost to perform the process "operate
warehousing" per process FTE
10340 4.4.3 Operar almacenamiento Cycle Time 103072 Pick-to-ship cycle time in hours for customer
orders
10340 4.4.3 Operar almacenamiento Cycle Time 100677 Dock-to-stock cycle time in hours for supplier
deliveries
10340 4.4.3 Operar almacenamiento Process Efficiency 100011 Warehouse slot utilization
10340 4.4.3 Operar almacenamiento Process Efficiency 101231 Number of FTEs that perform the process
"operate warehousing" per $1 billion revenue
10340 4.4.3 Operar almacenamiento Process Efficiency 100712 Field finished goods inventory days of supply
10340 4.4.3 Operar almacenamiento Process Efficiency 100792 Inventory value per $1,000 total revenue

Process
Element Hierarchy
10340 4.4.3 Operar almacenamiento Process Efficiency 100781 Inventory accuracy
10340 4.4.3 Operar almacenamiento Process Efficiency 101445 Order fill rate
10340 4.4.3 Operar almacenamiento Process Efficiency 101450 Order line fill rate
10340 4.4.3 Operar almacenamiento Process Efficiency 102628 Percentage of SKUs tracked by radio frequency
10340 4.4.3 Operar almacenamiento Process Efficiency 104172 Unit fill rate
10340 4.4.3 Operar almacenamiento Staff Productivity 100882 Number of sales order line items filled per FTE
that performs the process "operate warehousing"
10340 4.4.3 Operar almacenamiento Staff Productivity 100888 Number of annual sales orders filled per FTE that
performs the process "operate warehousing"
10340 4.4.3 Operar almacenamiento 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 Operar almacenamiento Supplemental 102067 Percentage of finished goods inventory requiring
Information special handling or storage
10341 4.4.4 Operar el transporte de salida Additional 107331 Truck customer waiting time in minutes
Operational
Metrics
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 105193 Personnel cost to perform the process "operate
outbound transportation" per process FTE
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 105190 Transportation cost per mile

Process
Element Hierarchy
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 105191 Personnel cost to perform the process "plan and
manage inbound material flow" per process FTE
10341 4.4.4 Operar el transporte de salida 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
outbound transportation" per $1,000 revenue
outbound transportation" per sales order fulfilled
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 103317 Systems cost to perform the process "operate
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 102972 Personnel cost to perform the process "operate
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 101708 Overhead cost to perform the process "operate
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 101505 Other cost to perform the process "operate

Process
Element Hierarchy
10341 4.4.4 Operar el transporte de salida Cost Effectiveness 101569 Outsourced cost to perform the process "operate
10341 4.4.4 Operar el transporte de salida 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 Operar el transporte de salida Cost Effectiveness 100742 Freight cost to perform the process "operate
10341 4.4.4 Operar el transporte de salida Cycle Time 100520 Customer shipment to delivery cycle time in days
10341 4.4.4 Operar el transporte de salida Process Efficiency 100004 Sales order accurate documentation rate
10341 4.4.4 Operar el transporte de salida Process Efficiency 102573 Percentage of sales orders delivered on time
10341 4.4.4 Operar el transporte de salida Process Efficiency 102597 Percentage of sales orders shipped as part of full-
load shipments
10341 4.4.4 Operar el transporte de salida Process Efficiency 102600 Percentage of sales orders shipped on core
carriers
10341 4.4.4 Operar el transporte de salida Process Efficiency 102366 Percentage of orders shipped complete and on
time
10341 4.4.4 Operar el transporte de salida Process Efficiency 102375 Percentage of outbound transport containers with
multiple-customer orders
10341 4.4.4 Operar el transporte de salida Process Efficiency 102357 Percentage of orders delivered complete and on
time
10341 4.4.4 Operar el transporte de salida Process Efficiency 102082 Full trailer-load or full container-load capacity
utilization

Process
Element Hierarchy
10341 4.4.4 Operar el transporte de salida Process Efficiency 101227 Number of FTEs that perform the process
"operate outbound transportation" per $1 billion
revenue
10341 4.4.4 Operar el transporte de salida Process Efficiency 102832 Perfect condition rate
10341 4.4.4 Operar el transporte de salida Process Efficiency 107219 Percentage of large/bulky deliveries completed
within the window provided to the consumer
10341 4.4.4 Operar el transporte de salida Process Efficiency 107222 Percentage of large/bulky deliveries considered
exception deliveries
10341 4.4.4 Operar el transporte de salida Process Efficiency 107223 Percentage of large/bulky deliveries including
products that are damaged or dead on arrival
10341 4.4.4 Operar el transporte de salida Process Efficiency 107221 Average number of delivery attempts required to
complete large/bulky deliveries
10341 4.4.4 Operar el transporte de salida Staff Productivity 107214 Number of large/bulky deliveries completed per
delivery/service area square mile
10341 4.4.4 Operar el transporte de salida Supplemental 103081 Approved preferred/core carriers for primary
Information transportation as a percentage of total carriers
used for primary transportation
10341 4.4.4 Operar el transporte de salida Supplemental 103083 Premium freight charges as a percentage of total
Information freight charges
10341 4.4.4 Operar el transporte de salida Supplemental 102592 Percentage of sales orders scheduled to customer
Information request

Process
Element Hierarchy
10341 4.4.4 Operar el transporte de salida 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 Operar el transporte de salida Supplemental 107215 Average weight, in pounds, of large/bulky
Information deliveries completed
10341 4.4.4 Operar el transporte de salida Supplemental 107216 Average volume, in cubic feet, of large/bulky
Information deliveries completed
10341 4.4.4 Operar el transporte de salida Supplemental 107217 Average number of items included in a
Information large/bulky delivery
10341 4.4.4 Operar el transporte de salida Supplemental 107218 Total annual value of large/bulky products
Information delivered by the organization per delivery/service
area square mile
10359 4.4.3.7 Administrar el inventario de bienes terminados Cost Effectiveness 106146 Annual value of damaged or expired retails
físicos products as percentage of average annual retail
inventory value
10374 4.3.3.2 Realizar pruebas usando el procedimiento de Cost Effectiveness 105027 Total cost to perform the process "order materials
prueba estándar and services" per thousand barrel of oil
equivalent (BOE)
prueba estándar and services" per gross operated producing well
prueba estándar and services" per mile of pipe

Process
Element Hierarchy
prueba estándar and services" per thousand barrels throughput
10374 4.3.3.2 Realizar pruebas usando el procedimiento de Staff Productivity 105023 Number of FTEs who perform the process "order
prueba estándar materials and services" per million barrel of oil
equivalent (BOE)
prueba estándar materials and services" per thousand gross
prueba estándar materials and services" per thousand miles of
pipe
prueba estándar materials and services" per thousand barrels
throughput
10378 6.1 Desarrollar atención al cliente/estrategia de Cost Effectiveness 101538 Outsourced cost to perform the process group
servicio al cliente "develop customer care/customer service
10378 6.1 Desarrollar atención al cliente/estrategia de Cost Effectiveness 101465 Other cost to perform the process group "develop
servicio al cliente customer care/customer service strategy" per
$1,000 revenue
10378 6.1 Desarrollar atención al cliente/estrategia de Cost Effectiveness 101668 Overhead cost to perform the process group

Process
Element Hierarchy
10378 6.1 Desarrollar atención al cliente/estrategia de Cost Effectiveness 102873 Personnel cost to perform the process group
10378 6.1 Desarrollar atención al cliente/estrategia de Cost Effectiveness 103234 Systems cost to perform the process group
10378 6.1 Desarrollar atención al cliente/estrategia de Cost Effectiveness 103581 Total cost to perform the process group "develop
process FTE
$1,000 revenue
sales order
sales order line item
10378 6.1 Desarrollar atención al cliente/estrategia de Process Efficiency 100992 Number of FTEs that perform the process group
strategy" per $1 billion revenue
10378 6.1 Desarrollar atención al cliente/estrategia de Supplemental 104538 Number of languages supported at the business
servicio al cliente Information entity

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 103727 Total cost to perform the processes "manage
cliente customer requests/inquiries" and "manage
customer complaints" per customer service FTE
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 103931 Total cost to perform the processes "manage
customer complaints" per $1,000 revenue
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 104502 Outsourced cost to perform the processes
cliente "manage customer service requests/inquiries" and
"manage customer complaints" per web self-
service contact
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 104152 Total revenue per inbound contact
cliente
10379 6.2 Planear y administrar contactos de servicio al 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 Planear y administrar contactos de servicio al Cost Effectiveness 101730 Overhead cost to perform the processes "manage
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 101756 Business to business inbound contacts as a
cliente percentage of total inbound contacts
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 101757 Business to consumer inbound contacts as a
cliente percentage of total inbound contacts

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 102946 Personnel cost to perform the processes "manage
customer complaints" per customer service FTE
cliente sales orders", "manage customer service
complaints" per $1,000 revenue

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 101523 Other cost to perform the processes "manage
"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
cliente "manage sales orders", "manage customer service
complaints" per $1,000 revenue
cliente "manage customer requests/inquiries" and
"manage customer complaints" as a percentage of
the total cost of the processes
cliente "manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 100409 Contact center systems cost to perform the
cliente processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact
revenue
"manage customer complaints" per active
customer
10379 6.2 Planear y administrar contactos de servicio al Cost Effectiveness 100012 Centrally managed systems cost to perform the
"manage customer complaints" per inbound
contact
revenue

Process
Element Hierarchy
"manage customer complaints" per active
customer
10379 6.2 Planear y administrar contactos de servicio al Cycle Time 103463 Average time in seconds to inbound calls
cliente abandoned
10379 6.2 Planear y administrar contactos de servicio al Cycle Time 104514 Average contact handling time in seconds
cliente
10379 6.2 Planear y administrar contactos de servicio al Cycle Time 100124 Average call handling time in seconds
cliente
10379 6.2 Planear y administrar contactos de servicio al Cycle Time 100321 Average speed of answer in seconds for agent
cliente queue calls
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100020 Agent schedule adherence
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100729 First call resolution rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100389 Bridge rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100320 Average seat utilization
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100392 Call agent availability rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100393 Call agent occupancy rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100394 Call agent utilization rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100780 IVR speech recognition rate
cliente

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 100898 Average number of contact center seats per
cliente contact center
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102103 Calls routed to a live agent as a percentage of
cliente total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102104 Calls abandoned in the agent queue as a
cliente percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102129 Caller authentication rate for IVR
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102100 Percentage of inbound calls monitored by QAM
cliente and scored by supervisors
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 101910 Percentage of contacts with CTI that have
cliente information pop up on the agent's desktop
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 101911 Percentage of active customers with service level
cliente based on customer segmentation
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 101852 Percentage of inbound email contacts outsourced
cliente to a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 101857 Percentage of web chat or instant messaging
cliente contacts outsourced to a third-party provider

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 101859 Percentage of inbound postal mail contacts
cliente outsourced to a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 101860 Percentage of inbound web transaction contacts
cliente outsourced to a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102792 Percentage of transferred calls that are
cliente misdirected
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 103118 Direct supervisors per agent FTE
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102721 Percentage of active customers with active web
cliente accounts
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102722 Transferred calls as a percentage of total inbound
cliente calls
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102603 DTMF IVR self-service resolution rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102604 IVR speech self-service resolution rate
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 102605 Web transactions self-service resolution rate
cliente

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 104513 Percentage of inbound phone contacts outsourced
cliente to a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 104561 Number of agent FTEs per direct supervisor FTE
cliente
10379 6.2 Planear y administrar contactos de servicio al Process Efficiency 104192 Agent FTEs evaluated using
cliente sliding/interdependent agent targets as a
percentage of all agent FTEs
10379 6.2 Planear y administrar contactos de servicio al Staff Productivity 104121 Inbound live agent calls per agent FTE
cliente
10379 6.2 Planear y administrar contactos de servicio al Staff Productivity 104123 Inbound contacts per agent FTE
cliente
10379 6.2 Planear y administrar contactos de servicio al Supplemental 101858 Percentage of inbound contacts through "other"
cliente Information channels outsourced to a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Supplemental 101853 Percentage of inbound fax contacts outsourced to
cliente Information a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Supplemental 101854 Percentage of inbound IVR DTMF contacts
cliente Information outsourced to a third-party provider
10379 6.2 Planear y administrar contactos de servicio al Supplemental 101855 Percentage of inbound IVR speech contacts
cliente Information outsourced to a third-party provider

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Supplemental 101856 Percentage of inbound live agent call contacts
cliente Information outsourced to third-party provider
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104542 South Asia contact center employees as a
cliente Information percentage of total contact center employees
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104543 Southeast Asia contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104544 Southern Europe contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104545 US and Canadian contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104546 Western Europe contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104532 Inbound contacts related to billing as a
cliente Information percentage of total inbound contacts
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104533 Inbound contacts related to complaints as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104534 Inbound contacts related to new orders as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104535 Inbound contacts related to order modification or
cliente Information inquiry as a percentage of total inbound contacts
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104536 Middle East contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104537 Nordic countries contact center employees as a

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104520 Africa contact center employees as a percentage
cliente Information of total contact center employees
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104521 Australia and New Zealand contact center
cliente Information employees as a percentage of total contact center
employees
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104522 Central Europe contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104523 Central/South America contact center employees
cliente Information as a percentage of total contact center employees
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104524 China, Russia, and Central Asia contact center
cliente Information employees as a percentage of total contact center
employees
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104525 East Asia contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 104526 Eastern Europe contact center employees as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102102 Number of inbound calls for the customer service
cliente Information function as a percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102105 Inbound contacts received via phone as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102106 Inbound contacts received via email as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102107 Inbound contacts received via fax as a percentage
cliente Information of total inbound contacts
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102108 Inbound contacts received via web chat or instant
cliente Information messaging as a percentage of total inbound
contacts

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102109 Number of inbound contacts through channels
cliente 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 Planear y administrar contactos de servicio al Supplemental 102110 Inbound contacts received via postal mail as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102111 Inbound contacts received via web self-service as
cliente Information a percentage of total inbound contacts
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102091 Number of inbound calls received through a live
cliente Information agent as a percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102092 Number of inbound calls received through IVR
cliente Information speech as a percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102093 Number of inbound calls received through IVR
cliente Information DTMF as a percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102094 Inbound calls related to billing as a percentage of
cliente Information total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102095 Inbound calls related to complaints as a
cliente Information percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102096 Inbound calls related to new orders as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102097 Inbound calls related to order modification or
cliente Information inquiry as a percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102098 Number of inbound calls for requirements other
cliente Information than new orders, order modifications or inquiry,
billing, complaints, or technical support as a
percentage of total inbound calls
10379 6.2 Planear y administrar contactos de servicio al Supplemental 102099 Inbound contacts related to technical support as a

Process
Element Hierarchy
10379 6.2 Planear y administrar contactos de servicio al Supplemental 105420 Business to business inbound calls as a
10379 6.2 Planear y administrar contactos de servicio al Supplemental 105421 Business to consumer inbound calls as a
10383 6.1.5 Establecer el nivel de servicio objetivo para cada Process Efficiency 103177 Call service level
segmento de clientela
10387 6.2.1 Planear y administrar la fuerza de trabajo de Process Efficiency 100735 Forecast accuracy for long-term planning
servicio al cliente
10387 6.2.1 Planear y administrar la fuerza de trabajo de Process Efficiency 100736 Forecast accuracy for short-term planning
servicio al cliente
10388 6.2.2 Administrar problemas de servicio al cliente, Cycle Time 104515 Response time in minutes for inbound requests
solicitudes y preguntas coming from call backs
solicitudes y preguntas coming from SMS
solicitudes y preguntas coming from social media
solicitudes y preguntas coming from web chat or instant messaging
including virtual agents
10388 6.2.2 Administrar problemas de servicio al cliente, Cycle Time 104519 Average talk time in seconds, including agent
solicitudes y preguntas hold time
solicitudes y preguntas coming from e-mail
solicitudes y preguntas coming from fax
solicitudes y preguntas coming from postal mail
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104503 First contact resolution rate for contacts received
solicitudes y preguntas through "other" channels

Process
Element Hierarchy
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104504 First contact resolution rate for dedicated mobile
solicitudes y preguntas applications ("apps")
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104505 First contact resolution rate for email contacts
solicitudes y preguntas
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104506 First contact resolution rate for phone contacts
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104507 First contact resolution rate for postal mail
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104508 First contact resolution rate for SMS
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104509 First contact resolution rate for social media
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104510 First contact resolution rate for web chat or
solicitudes y preguntas instant messaging including virtual agents
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 104511 First contact resolution rate for web self-service
solicitudes y preguntas contacts
10388 6.2.2 Administrar problemas de servicio al cliente, Process Efficiency 105780 Average customer satisfaction with technical
solicitudes y preguntas support for telecommunications
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104528 Inbound contacts for the process "manage
solicitudes y preguntas Information customer service" as a percentage of total
inbound contacts
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104529 Inbound contacts received via dedicated mobile
solicitudes y preguntas Information app as a percentage of total inbound contacts
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104530 Inbound contacts received via SMS as a
solicitudes y preguntas Information percentage of total inbound contacts
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104531 Inbound contacts received via social media as a
solicitudes y preguntas Information percentage of total inbound contacts

Process
Element Hierarchy
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104539 Percentage of inbound dedicated mobile app
solicitudes y preguntas Information contacts outsourced to a third-party provider
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104540 Percentage of inbound SMS contacts outsourced
solicitudes y preguntas Information to a third-party provider
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104541 Percentage of inbound social media contacts
solicitudes y preguntas Information outsourced to a third-party provider
10388 6.2.2 Administrar problemas de servicio al cliente, Supplemental 104757 Percentage of employee time spent servicing
solicitudes y preguntas Information customers via social media channels
solicitudes y preguntas Information customers via website channel
solicitudes y preguntas Information customers via social media channel
solicitudes y preguntas Information customers via traditional face-to-face channel
solicitudes y preguntas Information customers via contact center channel

Process
Element Hierarchy
solicitudes y preguntas Information customers via business-to-business channel
10389 6.2.3 Administrar quejas de clientes Process Efficiency 106148 Annual percentage change in number of retail
customer complaints
10402 6.5.2 Medir la satisfacción del cliente con el manejo y Process Efficiency 105781 Average customer satisfaction with billing and
resolución de las quejas del cliente payment for telecommunications
10402 6.5.2 Medir la satisfacción del cliente con el manejo y Process Efficiency 105782 Average customer satisfaction with the selection
resolución de las quejas del cliente and purchasing process for telecommunications
10402 6.5.2 Medir la satisfacción del cliente con el manejo y Process Efficiency 105776 Telecommunications organization's
resolución de las quejas del cliente brand/relational Net Promoter Score
10402 6.5.2 Medir la satisfacción del cliente con el manejo y Process Efficiency 105777 Net Promoter Score for telecommunications
resolución de las quejas del cliente customers in the awareness, selection and buying
stage of the customer lifecycle
resolución de las quejas del cliente customers in the using stage of the customer
lifecycle
resolución de las quejas del cliente customers in the renewal stage of the customer
lifecycle
10403 6.5.3 Medir la satisfacción de los clientes con los Process Efficiency 102602 Percentage of customers claiming to be satisfied
10410 7.2 Reclutar, fuente y seleccionar empleados Cost Effectiveness 106242 Total cost to perform the process group "recruit,
source, and select employees" per middle
management/specialist new hire
source, and select employees" per operational
workers/office staff new hire

Process
Element Hierarchy
10410 7.2 Reclutar, fuente y seleccionar empleados 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" as a percentage of
10410 7.2 Reclutar, fuente y seleccionar empleados Cost Effectiveness 103560 Total cost to perform the HR function per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Reclutar, fuente y seleccionar empleados Cost Effectiveness 104093 Systems cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Reclutar, fuente y seleccionar empleados Cost Effectiveness 104067 Personnel cost to perform the process group
"recruit, source, and select employees" per new
hire
$1,000 revenue
source, and select employees" per $1,000 revenue

Process
Element Hierarchy
source, and select employees" per business entity
employee
source, and select employees" per new hire
10410 7.2 Reclutar, fuente y seleccionar empleados Cycle Time 100306 Response time in hours for routine "recruit,
source, and select employees" inquiries
10410 7.2 Reclutar, fuente y seleccionar empleados Cycle Time 100304 Response time in hours for non-routine "recruit,
source, and select employees" inquiries
10410 7.2 Reclutar, fuente y seleccionar empleados Cycle Time 100565 Cycle time in days from approval of job
requisition to acceptance of job offer
10410 7.2 Reclutar, fuente y seleccionar empleados 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 Reclutar, fuente y seleccionar empleados Process Efficiency 102613 Percentage of senior management/executive
positions filled by internal promotion for the past
3 years
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 100869 New hire satisfaction rate for the recruiting
process
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 100801 Job offer acceptance rate for middle
management/specialists
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 100804 Job offer acceptance rate for operational
workers/office staff
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 100807 Job offer acceptance rate for senior
management/executives

Process
Element Hierarchy
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 101123 Number of FTEs that perform the process group
"recruit, source, and select employees" per $1
billion revenue
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 106236 Number of interviews conducted for each senior
management/executive filled vacancy per FTE
10410 7.2 Reclutar, fuente y seleccionar empleados Process Efficiency 106237 Number of interviews conducted for each middle
management/specialist filled vacancy per FTE
10410 7.2 Reclutar, fuente y seleccionar empleados 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 Reclutar, fuente y seleccionar empleados Process Efficiency 104770 Percentage of new hire retention after 12 months
10410 7.2 Reclutar, fuente y seleccionar empleados Staff Productivity 106235 Total number of job applications received per
FTE that performs the process group "recruit,
10410 7.2 Reclutar, fuente y seleccionar empleados Staff Productivity 105458 Number of hours invested by hiring decision
makers per senior management/executive new
hire

Process
Element Hierarchy
makers per middle management/specialist new
hire
makers per operational worker/office staff new
hire
10410 7.2 Reclutar, fuente y seleccionar empleados Staff Productivity 101348 Number of new hires per FTE that performs the
process group "recruit, source, and select
employees"
10410 7.2 Reclutar, fuente y seleccionar empleados Staff Productivity 100493 Number of business entity employees per FTE
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101801 Percentage of "recruit, source, and select
Information employees" inquiries received that are non-
routine
Information employees" inquiries received that are routine
Information employees" inquiries received via digital
communication channels

Process
Element Hierarchy
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 Reclutar, fuente y seleccionar empleados Supplemental 101821 Percentage of "reward and retain employees"
Information inquiries received via digital communication
channels
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101824 Percentage of "reward and retain employees"
Information inquiries received via non-digital communication
channels
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101837 Percentage of new hires that originated from
Information employee referrals
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101365 Number of monthly non-routine "recruit, source,
Information and select employees" inquiries per business
entity employee

Process
Element Hierarchy
10410 7.2 Reclutar, fuente y seleccionar empleados 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 Reclutar, fuente y seleccionar empleados Supplemental 101342 Middle management/specialists new hires as a
Information percentage of total new hires
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101344 Operational workers/office staff new hires as a
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101346 Senior management/executives new hires as a
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 101401 Number of monthly routine "recruit, source, and
Information select employees" inquiries per business entity
employee
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 100083 Systems cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 104565 Overhead and other costs of the process group
Information "Recruit, source, and select employees" as a
group
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 104498 Permanent full-time new hires as a percentage of
Information total new hires
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 104499 Permanent part-time new hires as a percentage of
Information total new hires
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 104500 Contingent new hires as a percentage of total new
Information hires

Process
Element Hierarchy
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 102297 Percentage of middle management/specialist
Information positions filled by internal promotion for the past
3 years
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 100062 Personnel cost to perform the process group
group
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 100046 Overhead cost to perform the process group
group
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 100029 Other cost to perform the process group "recruit,
Information source, and select employees" as a percentage of
total cost to perform the process
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 106343 Number of job applications per approved job
Information requisition
10410 7.2 Reclutar, fuente y seleccionar empleados Supplemental 106240 Number of FTEs that perform the process group
percentage of business entity FTEs
10412 7.5 Desarrollar y retener los premios y retener Additional 107329 Top performer employee retention
empleados Operational
Metrics
10412 7.5 Desarrollar y retener los premios y retener Cost Effectiveness 106210 Personnel cost to perform the process group
empleados "reward and retain employees" per process group
FTE

Process
Element Hierarchy
10412 7.5 Desarrollar y retener los premios y retener Cost Effectiveness 106208 Total cost to perform the process group "reward
empleados and retain employees" per process group FTE
empleados and retain employees" as a percentage of selling,
general, and administrative (SGA) costs
10412 7.5 Desarrollar y retener los premios y retener Cost Effectiveness 106187 Total personnel cost per business entity FTE
empleados
empleados and retain employees" per business entity
employee
empleados and retain employees" per $1,000 revenue
10412 7.5 Desarrollar y retener los premios y retener Cost Effectiveness 103562 Total cost to perform the HR function per FTE
empleados that performs the process group "reward and
retain employees"
empleados "reward and retain employees" per business
entity employee
empleados "reward and retain employees" per $1,000
revenue
10412 7.5 Desarrollar y retener los premios y retener Cost Effectiveness 100311 Average salary including base, overtime, and
empleados variable pay for middle management or
specialists

Process
Element Hierarchy
empleados variable pay for operational workers or office
staff
empleados variable pay for senior management or executives
10412 7.5 Desarrollar y retener los premios y retener Cycle Time 100299 Response time in hours for non-routine "reward
empleados and retain employees" inquiries
10412 7.5 Desarrollar y retener los premios y retener Cycle Time 100302 Response time in hours for routine "reward and
empleados retain employees" inquiries
10412 7.5 Desarrollar y retener los premios y retener Process Efficiency 100324 Average tenure in months for business entity
empleados agents
10412 7.5 Desarrollar y retener los premios y retener Process Efficiency 101137 Number of FTEs that perform the process group
empleados "reward and retain employees" per $1 billion
revenue
10412 7.5 Desarrollar y retener los premios y retener Staff Productivity 106205 Number of monthly routine "reward and retain
empleados employees" inquiries per process group FTE
10412 7.5 Desarrollar y retener los premios y retener Staff Productivity 106206 Number of monthly non-routine "reward and
empleados retain employees" inquiries per process group
FTE

Process
Element Hierarchy
10412 7.5 Desarrollar y retener los premios y retener Staff Productivity 106207 Number of total monthly "reward and retain
empleados employees" inquiries per process group FTE
10412 7.5 Desarrollar y retener los premios y retener Staff Productivity 106202 Number of remote business entity employees per
empleados FTE that performs the process group "reward and
retain employees"
10412 7.5 Desarrollar y retener los premios y retener Staff Productivity 100492 Number of business entity employees per FTE
empleados that performs the process group "reward and
retain employees"
10412 7.5 Desarrollar y retener los premios y retener Supplemental 101822 Percentage of "reward and retain employees"
empleados Information inquiries received via e-mail
empleados Information inquiries received via face-to-face
empleados Information inquiries received that are non-routine

Process
Element Hierarchy
empleados Information inquiries received that are routine
empleados Information inquiries received via channels other than e-mail,
phone, and face-to-face
10412 7.5 Desarrollar y retener los premios y retener Supplemental 101648 Outsourced cost of the process group "reward and
empleados Information retain employees" as a percentage of the total
cost to perform the process group
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100089 Systems cost to perform the process group
empleados Information "reward and retain employees" as a percentage of
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100233 Number of vacation days per year per employee
empleados Information
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100118 Base pay per operational worker or office staff
empleados Information employee
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100121 Base pay per senior management or executive

Process
Element Hierarchy
10412 7.5 Desarrollar y retener los premios y retener Supplemental 101403 Number of monthly routine "reward and retain
empleados Information employees" inquiries per business entity
employee
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100115 Base pay per middle management or specialist
10412 7.5 Desarrollar y retener los premios y retener Supplemental 101367 Number of monthly non-routine "reward and
empleados Information retain employees" inquiries per business entity
employee
empleados Information inquiries received via phone
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100033 Other cost to perform the process group "reward
empleados Information and retain employees" as a percentage of total
cost to perform the process
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100052 Overhead cost to perform the process group
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100907 Number of days absent per employee excluding
empleados Information maternity and paternity leave
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100909 Number of days absent per employee including
empleados Information maternity and paternity leave

Process
Element Hierarchy
10412 7.5 Desarrollar y retener los premios y retener Supplemental 100074 Personnel cost to perform the process group
10412 7.5 Desarrollar y retener los premios y retener Supplemental 104628 Senior management or executive overtime pay as
empleados Information a percentage of total pay (including cost of
benefits)
10412 7.5 Desarrollar y retener los premios y retener Supplemental 104629 Middle management or specialist overtime pay as
empleados Information a percentage of total pay (including cost of
benefits)
10412 7.5 Desarrollar y retener los premios y retener Supplemental 104630 Operational workers or office staff overtime pay
empleados Information as a percentage of total pay (including cost of
benefits)
10412 7.5 Desarrollar y retener los premios y retener Supplemental 104603 Overhead and other costs of the process group
10412 7.5 Desarrollar y retener los premios y retener Supplemental 106204 Number of total monthly "reward and retain
empleados Information employees" inquiries per business entity
employee
10412 7.5 Desarrollar y retener los premios y retener Supplemental 106198 Percentage of FTEs that perform the process
empleados Information group "reward and retain employees" that are
senior management / executive level

Process
Element Hierarchy
middle management/specialists
operational workers/office staff
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 103561 Total cost to perform the HR function per FTE
that performs the process group "redeploy and
retire employees"
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 104075 Personnel cost to perform the process group
"redeploy and retire employees" per business
entity employee
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 104061 Personnel cost to perform the process group
"redeploy and retire employees" per $1,000
revenue
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 103878 Total cost to perform the process group "redeploy
and retire employees" per $1,000 revenue
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 103962 Total cost to perform the process group "redeploy
and retire employees" per business entity
employee
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 106043 Total cost to perform mobility management
processes per $1,000 revenue

Process
Element Hierarchy
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 106044 Total cost to perform mobility management
processes per process FTE
10413 7.6 Reubicar y retirar los empleados Cost Effectiveness 106346 Outsourced cost to perform the process group
"redeploy and retire employees" per $1,000
revenue
10413 7.6 Reubicar y retirar los empleados Cycle Time 100301 Response time in hours for routine "redeploy and
retire employees" inquiries
10413 7.6 Reubicar y retirar los empleados Cycle Time 100298 Response time in hours for non-routine "redeploy
and retire employees" inquiries
10413 7.6 Reubicar y retirar los empleados Process Efficiency 101124 Number of FTEs that perform the process group
"redeploy and retire employees" per $1 billion
revenue
10413 7.6 Reubicar y retirar los empleados Process Efficiency 106045 Number of FTEs that perform mobility
management processes per $1 billion revenue
10413 7.6 Reubicar y retirar los empleados Staff Productivity 106460 Number of remote business entity employees per
FTE that performs the process group "redeploy
and retire employees"

Process
Element Hierarchy
10413 7.6 Reubicar y retirar los empleados Staff Productivity 100491 Number of business entity employees per FTE
that performs the process group "redeploy and
retire employees"
10413 7.6 Reubicar y retirar los empleados Staff Productivity 101276 Number of internal hires per "redeploy and retire
employees" FTE
10413 7.6 Reubicar y retirar los empleados 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 Reubicar y retirar los empleados Supplemental 101811 Percentage of "redeploy and retire employees"
Information inquiries received via digital communication
channels
Information inquiries received via non-digital communication
channels
Information inquiries received that are non-routine
Information inquiries received that are routine

Process
Element Hierarchy
10413 7.6 Reubicar y retirar los empleados Supplemental 101366 Number of monthly non-routine "redeploy and
Information retire employees" inquiries per business entity
employee
10413 7.6 Reubicar y retirar los empleados Supplemental 101402 Number of monthly routine "redeploy and retire
Information employees" inquiries per business entity
employee
10413 7.6 Reubicar y retirar los empleados Supplemental 100095 Systems cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
Information inquiries received via face-to-face
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
10413 7.6 Reubicar y retirar los empleados Supplemental 100072 Personnel cost to perform the process group

Process
Element Hierarchy
10413 7.6 Reubicar y retirar los empleados Supplemental 100058 Overhead cost to perform the process group
10413 7.6 Reubicar y retirar los empleados Supplemental 100041 Other cost to perform the process group
10413 7.6 Reubicar y retirar los empleados Supplemental 106462 Overhead and other costs of the process group
of total process group cost
10413 7.6 Reubicar y retirar los empleados Supplemental 104714 Overhead and other cost to perform the process
Information group "Redeploy and retire employees" as a
group
10417 7.1.3 Monitorear y actualizar la estrategia, planes y Cost Effectiveness 106052 Total cost to perform the process "monitor and
políticas update plans" per $1,000 revenue
10417 7.1.3 Monitorear y actualizar la estrategia, planes y Cost Effectiveness 106053 Total cost to perform the process "monitor and
políticas update plans" per process FTE

Process
Element Hierarchy
10417 7.1.3 Monitorear y actualizar la estrategia, planes y Process Efficiency 106054 Number of FTEs that perform the process
políticas "monitor and update plans" per $1 billion revenue
10417 7.1.3 Monitorear y actualizar la estrategia, planes y Supplemental 106251 Percentage of FTEs who perform the process
políticas 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 Desarrollar planes de sucesión Cost Effectiveness 106055 Total cost to perform the activity "develop
succession plan" per $1,000 revenue
10426 7.1.2.4 Desarrollar planes de sucesión Process Efficiency 106056 Number of formally planned successors around
key positions
10426 7.1.2.4 Desarrollar planes de sucesión Process Efficiency 106057 Number of FTEs that perform the activity
"develop succession plan" per $1 billion revenue
10443 7.2.4 Administrar la nueva contratación/recontratación 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 Administrar la nueva contratación/recontratación Cycle Time 100571 Cycle time in days from job acceptance until new
hire begins in the agreed position

Process
Element Hierarchy
10443 7.2.4 Administrar la nueva contratación/recontratación Process Efficiency 102606 Percentage of senior management/executive new
hire retention after 12 months
10443 7.2.4 Administrar la nueva contratación/recontratación Process Efficiency 102319 Percentage of operational worker/office staff new
10443 7.2.4 Administrar la nueva contratación/recontratación Process Efficiency 102290 Percentage of middle management/specialist new
10443 7.2.4 Administrar la nueva contratación/recontratación Process Efficiency 104563 Number of approved job requisitions per FTE
10443 7.2.4 Administrar la nueva contratación/recontratación Process Efficiency 104564 Number of new hires as a percentage of approved
job requisitions
10443 7.2.4 Administrar la nueva contratación/recontratación Supplemental 102326 Percentage of operational workers/office staff
Information positions filled by internal promotion for the past
3 years
10443 7.2.4 Administrar la nueva contratación/recontratación Supplemental 101340 New employees as a percentage of total business
Information entity employees
10469 7.3.1 Administrar la orientación y el despliegue del Cost Effectiveness 104566 Total cost to perform the process "manage
empleado employee orientation and deployment" per
$1,000 revenue
10469 7.3.1 Administrar la orientación y el despliegue del Cost Effectiveness 104571 Total cost to perform the process "manage
empleado employee orientation and deployment" per
10469 7.3.1 Administrar la orientación y el despliegue del Supplemental 104576 Cost to perform the process "manage employee
empleado Information orientation and deployment" as a percentage of
"develop and counsel employees"

Process
Element Hierarchy
10469 7.3.1 Administrar la orientación y el despliegue del Supplemental 106174 Percentage of total cost to perform the process
empleado Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee orientation and
deployment"
10470 7.3.2 Administrar el desarrollo de los empleados Cost Effectiveness 104572 Total cost to perform the process "manage
employee performance" per business entity
employee
10470 7.3.2 Administrar el desarrollo de los empleados Cost Effectiveness 104567 Total cost to perform the process "manage
employee performance" per $1,000 revenue
10470 7.3.2 Administrar el desarrollo de los empleados 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
10470 7.3.2 Administrar el desarrollo de los empleados Process Efficiency 102331 Percentage of operational workers/office staff
that receive a formal performance review
10470 7.3.2 Administrar el desarrollo de los empleados Process Efficiency 102302 Percentage of middle management/specialists that
receive a formal performance review
10470 7.3.2 Administrar el desarrollo de los empleados Process Efficiency 102619 Percentage of senior management/executives that
receive a formal performance review

Process
Element Hierarchy
10470 7.3.2 Administrar el desarrollo de los empleados Process Efficiency 106338 Number of FTEs that perform the process
"manage employee performance" per $1 billion
revenue
10470 7.3.2 Administrar el desarrollo de los empleados 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 Administrar el desarrollo de los empleados Supplemental 106175 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
process "manage employee performance"
10472 7.3.3 Administrar el Desarrollo de los Empleados Cost Effectiveness 104569 Total cost to perform the process "manage
employee development" per $1,000 revenue
10472 7.3.3 Administrar el Desarrollo de los Empleados Cost Effectiveness 104574 Total cost to perform the process "manage
employee development" per business entity
employee
10472 7.3.3 Administrar el Desarrollo de los Empleados Process Efficiency 106058 Number of FTEs that perform the process
"manage employee development" per $1 billion
revenue
10472 7.3.3 Administrar el Desarrollo de los Empleados Supplemental 104579 Cost to perform the process "manage employee
Information development" as a percentage of the total cost to
employees"
10472 7.3.3 Administrar el Desarrollo de los Empleados Supplemental 106176 Percentage of total cost to perform the process
process "manage employee development"
10473 7.3.4 Desarrollar y capacitar empleados Cost Effectiveness 106209 Total cost to perform the process "develop and
train employees" per process FTE

Process
Element Hierarchy
10473 7.3.4 Desarrollar y capacitar empleados Cost Effectiveness 106211 Personnel cost to perform the process "develop
and train employees" per process FTE
train employees" per business entity employee
train employees" per $1,000 revenue
and train employees" per $1,000 revenue
and train employees" per business entity
employee
10473 7.3.4 Desarrollar y capacitar empleados Cost Effectiveness 104044 Internal cost to perform learning administration
10473 7.3.4 Desarrollar y capacitar empleados Cost Effectiveness 104045 Internal cost to perform learning administration
10473 7.3.4 Desarrollar y capacitar empleados Cost Effectiveness 100823 Learning budget per business entity employee
10473 7.3.4 Desarrollar y capacitar empleados 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

Process
Element Hierarchy
or capability gap through training for a senior
management/executives employee
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 102621 Percentage of senior management/executives who
attend management development programs
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 102304 Percentage of middle management/specialists
who attended management development
programs
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 102315 Percentage of operational staff/office staff who
attended management development programs
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 101904 Percentage of CEO and senior leadership time
spent on leadership development
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 101040 Number of FTEs that perform learning
administration activities per $1 billion revenue
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 104586 Number of FTEs that perform the process
"develop and train employees" per $1 billion
revenue
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 103478 Hours spent developing new classroom training
content per trainee
10473 7.3.4 Desarrollar y capacitar empleados Process Efficiency 103480 Hours spent developing new e-learning training
content per trainee
10473 7.3.4 Desarrollar y capacitar empleados Staff Productivity 106203 Number of remote business entity employees per
FTE that performs the process "develop and train
employees"

Process
Element Hierarchy
10473 7.3.4 Desarrollar y capacitar empleados Staff Productivity 100488 Number of business entity employees per FTE in
learning administration
10473 7.3.4 Desarrollar y capacitar empleados Staff Productivity 104585 Number of business entity employees per FTE
that performs the process "develop and train
employees"
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 100218 Number of learning days per employee
Information
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 100224 Number of learning days per middle
Information management/specialists employee
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 100226 Number of learning days per operational
Information workers/office staff employee
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 100228 Number of learning days per senior
Information management/executive employee
10473 7.3.4 Desarrollar y capacitar empleados 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 Desarrollar y capacitar empleados Supplemental 104591 Personnel cost to perform the process "Develop
Information and train employees" as a percentage of the total
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 104592 Systems cost to perform the process "Develop
Information and train employees" as a percentage of the total
10473 7.3.4 Desarrollar y capacitar empleados 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 Desarrollar y capacitar empleados 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 Desarrollar y capacitar empleados Supplemental 102245 Percentage of learning days delivered using
Information classroom instruction provided by your
organization
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 102250 Percentage of learning days delivered using
Information external classroom instruction
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 102251 Percentage of learning days delivered using on-
Information the-job training
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 102252 Percentage of learning days delivered using other
Information methods
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 106177 Percentage of total cost to perform the process
process "develop and train employees"
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 106191 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
developing learning content
10473 7.3.4 Desarrollar y capacitar empleados Supplemental 106192 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
deploying/delivering learning content
10483 7.4.1 Administrar las relaciones laborales Cost Effectiveness 106061 Total cost to perform the activity "manage labor
relations" per $1,000 revenue
10483 7.4.1 Administrar las relaciones laborales Process Efficiency 106062 Number of FTEs that perform the activity
"manage labor relations" per $1 billion revenue

Process
Element Hierarchy
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 102253 Percentage of learning days delivered using
de capacitación administrativos y de los Information streaming video
empleados
de capacitación administrativos y de los Information virtual, classroom-based training delivered online
empleados
de capacitación administrativos y de los Information computer-based training (self-instruction)
empleados installed from CD-ROM
de capacitación administrativos y de los Information computer-based training (self-instruction)
empleados delivered over the Web (either directly or
downloaded)
de capacitación administrativos y de los Information correspondence courses
empleados
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 102249 Percentage of learning days delivered using e-
de capacitación administrativos y de los Information learning (interactive)
empleados
de capacitación administrativos y de los Information computer based training
empleados
de capacitación administrativos y de los Information correspondence courses and virtual, instructor-led
empleados classroom-based training delivered online
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 102780 Percentage of training programs developed
de capacitación administrativos y de los Information externally
empleados
de capacitación administrativos y de los Information internally
empleados
de capacitación administrativos y de los Information through other channels
empleados
de capacitación administrativos y de los Information through partnerships with external specialists
empleados

Process
Element Hierarchy
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 106193 Percentage of learning days delivered through the
de capacitación administrativos y de los Information use of external partners such as vendors and
empleados universities
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 106194 Percentage of computer based training content
de capacitación administrativos y de los Information developed via mobile devices
empleados
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 106195 Percentage of computer based training content
de capacitación administrativos y de los Information delivered via mobile devices
empleados
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 106196 Percentage of virtual, instructor-led classroom-
de capacitación administrativos y de los Information based training content developed via mobile
empleados devices
10493 7.3.4.5 Desarrollar, conducir y administrar los programas Supplemental 106197 Percentage of virtual, instructor-led classroom-
de capacitación administrativos y de los Information based training content delivered via mobile
empleados devices
10494 7.5.1 Desarrollar y administrar premios, Cost Effectiveness 100109 Average agent salary
reconocimientos y programas de motivación
10494 7.5.1 Desarrollar y administrar premios, Process Efficiency 102321 Percentage of operational workers/office staff
reconocimientos y programas de motivación salary that is performance-related pay
10494 7.5.1 Desarrollar y administrar premios, Process Efficiency 102292 Percentage of middle management/specialist
10494 7.5.1 Desarrollar y administrar premios, Process Efficiency 102608 Percentage of senior management/executive
10497 7.5.4 Administrar la nómina Cost Effectiveness 104046 Internal cost to perform payroll administration

Process
Element Hierarchy
10497 7.5.4 Administrar la nómina Cost Effectiveness 104047 Internal cost to perform payroll administration
10497 7.5.4 Administrar la nómina Cost Effectiveness 106063 Total cost to perform the process "administer
payroll" per $1,000 revenue
10497 7.5.4 Administrar la nómina Process Efficiency 106064 Number of FTEs that perform the process
"administer payroll" per $1 billion revenue
10497 7.5.4 Administrar la nómina Process Efficiency 101082 Number of FTEs that perform payroll
administration activities per $1 billion revenue
10497 7.5.4 Administrar la nómina Staff Productivity 100490 Number of business entity employees per FTE
that performs payroll administration activities
10498 7.5.1.1 Desarrollar una estructura y un plan de Cost Effectiveness 106150 Personnel cost (for store, inventory
compensación/sueldo transportation, and inventory warehousing retail
employees) to net sales revenue ratio
10512 7.6.1 Administrar el proceso de promoción y de Staff Productivity 106065 Percentage of business entity employees who
descenso de rango have been promoted internally within the past
year
10513 7.6.2 Administrar la separación Cost Effectiveness 104036 Total expatriation cost as a percentage of total
10513 7.6.2 Administrar la separación Cost Effectiveness 104147 Total relocation expenses as a percentage of total
10513 7.6.2 Administrar la separación Cost Effectiveness 104149 Total expenditure for repatriation as a percentage
of total cost of continuing operations
10513 7.6.2 Administrar la separación Cycle Time 100577 Cycle time in days from receipt of leave of
absence request to confirmation of approval/non-
approval issued to employee

Process
Element Hierarchy
10513 7.6.2 Administrar la separación Cycle Time 100579 Cycle time in days from request for internal
transfer to completion of transfer
10513 7.6.2 Administrar la separación Cycle Time 100523 Cycle time in days for processing an employee's
retirement
10513 7.6.2 Administrar la separación Cycle Time 100525 Cycle time in days from identification of need for
expatriation to date of transfer
10513 7.6.2 Administrar la separación Cycle Time 100527 Cycle time in days from identification of need for
repatriation to date of transfer
10513 7.6.2 Administrar la separación Process Efficiency 100021 Agent voluntary attrition rate
10513 7.6.2 Administrar la separación Process Efficiency 100019 Agent involuntary attrition rate
10513 7.6.2 Administrar la separación Process Efficiency 101431 Voluntary terminations as a percentage of total
business entity employees
10513 7.6.2 Administrar la separación Process Efficiency 101961 Percentage of business entity employees that
were redeployed for reasons other than filling a
vacancy
10513 7.6.2 Administrar la separación Process Efficiency 101293 Involuntary terminations as a percentage of total
10513 7.6.2 Administrar la separación Process Efficiency 103116 Employee turnover rate
10513 7.6.2 Administrar la separación Supplemental 102814 Percentage of total voluntary terminations that
Information are operational workers/office staff
10513 7.6.2 Administrar la separación Supplemental 102818 Percentage of the work force that are expatriates
Information

Process
Element Hierarchy
10513 7.6.2 Administrar la separación 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
Information are senior management/executives
10513 7.6.2 Administrar la separación Supplemental 102166 Percentage of total involuntary terminations that
Information are middle management/specialists
Information are operational workers/office staff
Information are senior management/executives
10513 7.6.2 Administrar la separación Supplemental 104125 Employees relocated within a country as a
Information percentage of total business entity employees

Process
Element Hierarchy
Information are middle management/specialists
10513 7.6.2 Administrar la separación Supplemental 106244 Voluntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Administrar la separación Supplemental 106245 Involuntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Administrar la separación Supplemental 104718 Percentage of total vacancies filled by internal
Information candidates
10520 7.6.7.1 Administrar expatriados Cost Effectiveness 106069 Total cost to perform the process "manage
expatriates" per $1,000 revenue
10520 7.6.7.1 Administrar expatriados Cost Effectiveness 106070 Total cost to perform the process "manage
expatriates" per process FTE
10520 7.6.7.1 Administrar expatriados Process Efficiency 106071 Number of FTEs that perform the process
"manage expatriates" per $1 billion revenue
10522 7.7.1 Administrar los procesos de reporte Process Efficiency 106417 Number of FTEs that perform the process
"manage reporting processes" per $1 billion
revenue
10523 7.7.2 Administrar los procesos de preguntas del Cycle Time 100325 Average time in days to fulfill an ad hoc
empleado information request

Process
Element Hierarchy
10523 7.7.2 Administrar los procesos de preguntas del Cycle Time 100303 Response time in hours for non-routine "manage
empleado employee information" inquiries
10523 7.7.2 Administrar los procesos de preguntas del Cycle Time 100305 Response time in hours for routine "manage
empleado employee information" inquiries
10523 7.7.2 Administrar los procesos de preguntas del Process Efficiency 106418 Number of FTEs that perform the process
empleado "manage employee inquiry process" per $1
billion revenue
10523 7.7.2 Administrar los procesos de preguntas del Supplemental 101364 Number of monthly non-routine "manage
empleado Information employee information" inquiries per business
entity employee
10523 7.7.2 Administrar los procesos de preguntas del Supplemental 101400 Number of monthly routine "manage employee
empleado Information information" inquiries per business entity
employee
10523 7.7.2 Administrar los procesos de preguntas del Supplemental 101787 Percentage of "manage employee information"
empleado Information inquiries received that are non-routine

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

Process
Element Hierarchy
10524 7.7.3 Administrar y mantener los datos de los Process Efficiency 106419 Number of FTEs that perform the process
empleados "manage and maintain employee data" per $1
billion revenue
10525 7.7.4 Administrar los sistemas de información de Process Efficiency 106420 Number of FTEs that perform the process
recursos humanos (SIIRH) "manage human resource information systems
(HRIS)" per $1 billion revenue
10526 7.7.5 Desarrollar y administrar las métricas de los Process Efficiency 106421 Number of FTEs that perform the process
empleados "develop and manage employee metrics" per $1
billion revenue
10527 7.7.6 Desarrollar y administrar el tiempo y la asistencia Process Efficiency 106422 Number of FTEs that perform the process
"develop and manage time and attendance" per
$1 billion revenue
10531 7.4.4 Gestionar las quejas de los empleados Cycle Time 100584 Cycle time in days required to resolve an
employee grievance
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 107338 Personnel cost to perform the process group
información "manage the business of information
technology", including depreciation/amortization,
per process FTE

Process
Element Hierarchy
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 106425 Total cost to perform the process group "manage
información the business of information technology",
including depreciation/amortization, per process
FTE
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 105002 Total cost to perform the process group "manage
información the business of IT", excluding
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 103759 Total cost to perform the process "manage the
información business of IT", including
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 101627 Outsourced cost to perform the process group
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 101503 Other cost to perform the process group "manage
información the business of information technology",
$100,000 revenue

Process
Element Hierarchy
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 101706 Overhead cost to perform the process group
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 103310 Systems cost to perform the process group
10563 8.1 Administrar el negocio de la tecnología de Cost Effectiveness 102963 Personnel cost to perform the process group
per $1,000 revenue
10563 8.1 Administrar el negocio de la tecnología de Cycle Time 103433 Time in months to respond to major business
información shifts
10563 8.1 Administrar el negocio de la tecnología de Cycle Time 103437 Time in weeks to close an identified IT skill or
información capability gap
10563 8.1 Administrar el negocio de la tecnología de Process Efficiency 101324 Number of IT FTEs that perform the process
información group "manage the business of information
technology" per $1 billion revenue
10563 8.1 Administrar el negocio de la tecnología de Process Efficiency 100834 Level of FTE experience in years for the process
información group "manage the business of information
technology"
10563 8.1 Administrar el negocio de la tecnología de Process Efficiency 104681 Average number of hours per year of technical
información training per IT (or service line) employee
supporting product development
10563 8.1 Administrar el negocio de la tecnología de Supplemental 102221 Percentage of IT work force to be newly hired
información Information within 1 year
10563 8.1 Administrar el negocio de la tecnología de Supplemental 102222 Percentage of IT work force to be replaced for
información Information other reasons within 1 year

Process
Element Hierarchy
10563 8.1 Administrar el negocio de la tecnología de Supplemental 102223 Percentage of IT work force to retire within 1
información Information year
10563 8.1 Administrar el negocio de la tecnología de Supplemental 102207 Percentage of IT budget, including
información Information depreciation/amortization, allocated to the
process group "manage the business of
information technology"
10563 8.1 Administrar el negocio de la tecnología de Supplemental 104551 Percentage of business entity IT FTEs who
información Information perform the process group "manage the business
of information technology"
10563 8.1 Administrar el negocio de la tecnología de Supplemental 102736 Percentage of total IT cost, including
información Information depreciation/amortization, allocated to process
group "manage the business of information
technology"
10563 8.1 Administrar el negocio de la tecnología de Supplemental 104995 Percentage of total IT cost, excluding
technology"
10564 8.2 Desarrollar y administrar las relaciones de Cost Effectiveness 106426 Total cost to perform the process group "develop
clientes de IT and manage information technology customer
relationships", including
depreciation/amortization, per process FTE
10564 8.2 Desarrollar y administrar las relaciones de Cost Effectiveness 102898 Personnel cost to perform the process group
clientes de IT "develop and manage IT customer relationships",
revenue

Process
Element Hierarchy
10564 8.2 Desarrollar y administrar las relaciones de Cost Effectiveness 103260 Systems cost to perform the process group
$100,000 revenue
10564 8.2 Desarrollar y administrar las relaciones de Cost Effectiveness 101686 Overhead cost to perform the process group
$100,000 revenue
10564 8.2 Desarrollar y administrar las relaciones de Cost Effectiveness 101483 Other cost to perform the process group "develop
clientes de IT and manage information technology customer
relationships", including
10564 8.2 Desarrollar y administrar las relaciones de Cost Effectiveness 101618 Outsourced cost to perform the process group
clientes de IT "develop and manage information technology
customer relationships", including
clientes de IT and manage IT customer relationships", including
clientes de IT and manage IT customer relationships",
revenue

Process
Element Hierarchy
10564 8.2 Desarrollar y administrar las relaciones de Process Efficiency 100830 Level of FTE experience in years for the process
clientes de IT group "develop and manage information
technology customer relationships"
10564 8.2 Desarrollar y administrar las relaciones de Process Efficiency 101310 Number of IT FTEs that perform the process
clientes de IT group "develop and manage information
technology customer relationships" per $1 billion
revenue
10564 8.2 Desarrollar y administrar las relaciones de Supplemental 102732 Percentage of total IT cost, including
clientes de IT Information depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"
10564 8.2 Desarrollar y administrar las relaciones de Supplemental 104552 Percentage of business entity IT FTEs who
clientes de IT Information perform the process group "develop and manage
it customer relationships"
10564 8.2 Desarrollar y administrar las relaciones de Supplemental 102187 Percentage of IT budget, including
clientes de IT Information depreciation/amortization, allocated to the
process group "develop and manage IT customer
relationships"
10564 8.2 Desarrollar y administrar las relaciones de Supplemental 104993 Percentage of total IT cost, excluding
clientes de IT Information depreciation/amortization, allocated to process
relationships"
10565 8.4 Administrar Información Empresarial Cost Effectiveness 105007 Total cost to perform the process group "manage
enterprise information", excluding

Process
Element Hierarchy
enterprise information", including
enterprise information", including
10565 8.4 Administrar Información Empresarial Cycle Time 103459 Time in weeks to report on compliance status of
the information architecture
10565 8.4 Administrar Información Empresarial Cycle Time 100338 Average time in weeks to create the enterprise
information management strategic plan
10565 8.4 Administrar Información Empresarial Cycle Time 100367 Average time in weeks to set up a complex
technical interface for a user of a defined data
content source
10565 8.4 Administrar Información Empresarial Cycle Time 100371 Average time in weeks to set up a medium
content source
10565 8.4 Administrar Información Empresarial Cycle Time 100375 Average time in weeks to set up a simple
content source

Process
Element Hierarchy
10565 8.4 Administrar Información Empresarial Process Efficiency 100245 Average percentage change in detected
exceptions to the information architecture per
year
10565 8.4 Administrar Información Empresarial Process Efficiency 101320 Number of IT FTEs that perform the process
group "manage enterprise information" per $1
billion revenue
10565 8.4 Administrar Información Empresarial Process Efficiency 100825 Length in years of information architecture
planning horizon
10565 8.4 Administrar Información Empresarial Process Efficiency 100832 Level of FTE experience in years for the process
group "manage enterprise information"
10565 8.4 Administrar Información Empresarial Process Efficiency 102118 Percentage of information elements with assigned
and active data custodians
10565 8.4 Administrar Información Empresarial Process Efficiency 101906 Percentage of common data across all business
units
10565 8.4 Administrar Información Empresarial Process Efficiency 101930 Percentage of data assessed for compliance with
information policies and standards
10565 8.4 Administrar Información Empresarial Process Efficiency 101932 Percentage of data managed centrally as
enterprise information assets
10565 8.4 Administrar Información Empresarial Process Efficiency 101934 Percentage of data that has defined policy,
definition, and change control responsibility
10565 8.4 Administrar Información Empresarial Process Efficiency 104962 Percentage of data and content managed as
10565 8.4 Administrar Información Empresarial Process Efficiency 103485 Total number of revisions to the published
enterprise information architecture
10565 8.4 Administrar Información Empresarial Supplemental 102197 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage enterprise information"

Process
Element Hierarchy
10565 8.4 Administrar Información Empresarial Supplemental 104553 Percentage of business entity IT FTEs who
Information perform the process group "manage enterprise
information"
10565 8.4 Administrar Información Empresarial Supplemental 102734 Percentage of total IT cost, including
Information depreciation/amortization, allocated to process
10565 8.4 Administrar Información Empresarial Supplemental 100967 Number of FTEs classified as IT architects per $1
Information billion revenue
10565 8.4 Administrar Información Empresarial Supplemental 104994 Percentage of total IT cost, excluding
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 107339 Personnel cost to perform the process group
tecnología de la información "develop and maintain information technology
solutions", including depreciation/amortization,
per process FTE
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 106429 Total cost to perform the process group "develop
tecnología de la información and maintain information technology solutions",
FTE

Process
Element Hierarchy
revenue
revenue
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 104353 Personnel cost to perform the process group
per $1,000 revenue
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 101482 Other cost to perform the process group "develop
$100,000 revenue
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 101617 Outsourced cost to perform the process group
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 101685 Overhead cost to perform the process group

Process
Element Hierarchy
10566 8.5 Desarrollar y mantener las soluciones de Cost Effectiveness 103257 Systems cost to perform the process group
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 100335 Average time in hours to resolve highest priority
tecnología de la información application break/fix problems (current year)
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 100336 Average time in hours to respond to highest
tecnología de la información priority problem for the current year
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 100348 Average time in weeks to fulfill a complex
tecnología de la información information need
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 100353 Average time in weeks to fulfill a medium
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 100357 Average time in weeks to fulfill a simple
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 105065 Average time in minutes to resolve highest
tecnología de la información priority problems (current year)
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 105066 Average time in minutes to respond to highest
tecnología de la información priority problem (current year)
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 103429 Time-to-market (build-to-launch) in months for
tecnología de la información major new/enhanced IT services investments
between $250,000 and $500,000 USD
between $500,000 and $1 million USD
greater than $100 million USD

Process
Element Hierarchy
between $1 million and $100 million USD
10566 8.5 Desarrollar y mantener las soluciones de Cycle Time 103409 Time in months to fulfill a business need with
tecnología de la información relevant IT solutions for major new/enhanced IT
services investments between $1 million and
$100 million USD
services investments between $100,000 and
$250,000 USD
services investments between $250,000 and
$500,000 USD
services investments between $500,000 and $1
million USD
services investments greater than $100 million
USD
services investments less than $100,000 USD
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 102122 Percentage of initially planned functionality that
tecnología de la información is delivered for application development and
maintenance projects in the most recent year

Process
Element Hierarchy
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 102212 Percentage of IT budget, including
tecnología de la información depreciation/amortization, allocated towards
service oriented architecture (SOA)
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 102409 Percentage of application development and
tecnología de la información maintenance projects in the most recent year
delivered on or below budget
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 102412 Percentage of application development and
tecnología de la información maintenance projects in the most recent year
delivered on time or early
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 100829 Level of FTE experience in years for the process
tecnología de la información group "develop and maintain information
technology solutions"
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 100891 Number of break/fix requests requiring rework as
tecnología de la información a percentage of average backlog for the current
year
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 101307 Number of IT FTEs that perform the process
tecnología de la información group "develop and maintain information
technology solutions" per $1 billion revenue
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 101418 Number of service oriented architecture services
tecnología de la información implemented
10566 8.5 Desarrollar y mantener las soluciones de Process Efficiency 105063 Average number of production defects in both
tecnología de la información enhancements and new developments per 1,000
function points
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 100114 Average backlog of application break/fix requests
tecnología de la información Information for the current year

Process
Element Hierarchy
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 102731 Percentage of total IT cost, including
tecnología de la información Information depreciation/amortization, allocated to process
group "develop and maintain information
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 102631 Percentage of service oriented architecture
tecnología de la información Information services that are external
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 100911 Number of development projects for the current
tecnología de la información Information year between $1 million and $100 million
tecnología de la información Information year between $100,000 and $250,000

Process
Element Hierarchy
tecnología de la información Information year between $250,000 and $500,000
tecnología de la información Information year between $500,000 and $1 million
tecnología de la información Information year greater than $100 million
tecnología de la información Information year less than $100,000
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 104554 Percentage of business entity IT FTEs who
tecnología de la información Information perform the process group "develop and maintain
information technology solutions"
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 104351 Percentage of service oriented architecture
tecnología de la información Information services that are internal
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 102182 Percentage of IT budget, including
tecnología de la información Information depreciation/amortization, allocated to the
process group "develop and maintain information
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 104992 Percentage of total IT cost, excluding
tecnología de la información Information depreciation/amortization, allocated to process
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 105080 Percentage of unplanned outages due to the
tecnología de la información Information implementation of changes into the infrastructure
resulting from a change request
10566 8.5 Desarrollar y mantener las soluciones de Supplemental 105081 Percentage of unplanned outages due to the
tecnología de la información Information introduction of a new software release

Process
Element Hierarchy
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 107340 Personnel cost to perform the process group
información "deploy information technology solutions",
FTE
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 106430 Total cost to perform the process group "deploy
información information technology solutions", including
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 103249 Systems cost to perform the process group
$100,000 revenue
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 102888 Personnel cost to perform the process group
revenue
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 101679 Overhead cost to perform the process group
$100,000 revenue
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 101614 Outsourced cost to perform the process group
$100,000 revenue

Process
Element Hierarchy
10567 8.6 Desplegar las soluciones de tecnología de la Cost Effectiveness 101476 Other cost to perform the process group "deploy
información information technology solutions", excluding
10567 8.6 Desplegar las soluciones de tecnología de la Cycle Time 104930 Average time in days to deploy new computing
información capacity
10567 8.6 Desplegar las soluciones de tecnología de la Cycle Time 100362 Average time in weeks to make a change to the
información production environment
10567 8.6 Desplegar las soluciones de tecnología de la Cycle Time 100342 Average time in weeks to deploy a new release
información into the production environment
10567 8.6 Desplegar las soluciones de tecnología de la Process Efficiency 101302 Number of IT FTEs that perform the process
información group "deploy information technology solutions"
10567 8.6 Desplegar las soluciones de tecnología de la Process Efficiency 100828 Level of FTE experience in years for the process
información group "deploy information technology solutions"

Process
Element Hierarchy
10567 8.6 Desplegar las soluciones de tecnología de la Process Efficiency 102794 Percentage of unscheduled outages from change
información requests
10567 8.6 Desplegar las soluciones de tecnología de la Process Efficiency 102796 Percentage of unscheduled outages from release
información introductions
10567 8.6 Desplegar las soluciones de tecnología de la Supplemental 102177 Percentage of IT budget, including
process group "deploy information technology
solutions"
10567 8.6 Desplegar las soluciones de tecnología de la Supplemental 104555 Percentage of business entity IT FTEs who
información Information perform the process group "deploy it solutions"
10567 8.6 Desplegar las soluciones de tecnología de la Supplemental 102730 Percentage of total IT cost, including
group "deploy information technology solutions"
10567 8.6 Desplegar las soluciones de tecnología de la Supplemental 104990 Percentage of total IT cost, excluding
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 103612 Total cost to perform the process group "deliver
información and support information technology services",
revenue
revenue

Process
Element Hierarchy
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 104682 Annual fixed vs. variable cost ratio for the IT
información budget to support product development, including
depreciation/amortization,
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 104683 IT operating cost reduction target for product
información development, including
depreciation/amortization,
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 104670 Total IT budget to support product development,
información including depreciation/amortization, per user
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 101475 Other cost to perform the process group "deliver
$100,000 revenue
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 101613 Outsourced cost to perform the process group
información "deliver and support information technology
services", including depreciation/amortization,
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 101678 Overhead cost to perform the process group
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 102885 Personnel cost to perform the process group
per $1,000 revenue
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 103246 Systems cost to perform the process group

Process
Element Hierarchy
FTE
10568 8.7 Entregar apoyar los servicios de tecnología de Cost Effectiveness 107341 Personnel cost to perform the process group
per process FTE
10568 8.7 Entregar apoyar los servicios de tecnología de Cycle Time 100333 Average time in hours to resolve a service
información commitment disruption
10568 8.7 Entregar apoyar los servicios de tecnología de Process Efficiency 102674 Tickets and transactions meeting agreed quality
información as a percentage of total business process services
tickets and transactions
información as a percentage of total ITIS tickets and
transactions
información as a percentage of total production support tickets
and transactions
10568 8.7 Entregar apoyar los servicios de tecnología de Process Efficiency 102677 Tickets and transactions meeting agreed turn-
información around time as a percentage of total tickets and
transactions for business process services

Process
Element Hierarchy
transactions for ITIS
transactions for production support
10568 8.7 Entregar apoyar los servicios de tecnología de Process Efficiency 100827 Level of FTE experience in years for the process
información group "deliver and support information
technology services"
10568 8.7 Entregar apoyar los servicios de tecnología de Process Efficiency 101300 Number of IT FTEs that perform the process
información group "deliver and support information
technology services" per $1 billion revenue

Process
Element Hierarchy
10568 8.7 Entregar apoyar los servicios de tecnología de Supplemental 102729 Percentage of total IT cost, including
group "deliver and support information
10568 8.7 Entregar apoyar los servicios de tecnología de Supplemental 104556 Percentage of business entity IT FTEs who
información Information perform the process group "deliver and support it
services"
10568 8.7 Entregar apoyar los servicios de tecnología de Supplemental 102172 Percentage of IT budget, including
process group "deliver and support information

Process
Element Hierarchy
10568 8.7 Entregar apoyar los servicios de tecnología de Supplemental 104989 Percentage of total IT cost, excluding
10570 8.1.1 Desarrollar la estrategia de TI empresarial Process Efficiency 104655 Solutions planning horizon
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del Cost Effectiveness 104671 Total IT budget to perform the process "evaluate
negocio de TI and communicate IT business value and
performance" in support of product development,
of revenue
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del Cost Effectiveness 104653 Average percentage of planned return on
negocio de TI investment (ROI) that was achieved for: Level 5
solutions
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del Cost Effectiveness 104654 Average percentage of planned return on
negocio de TI investment (ROI) that was achieved for: all other
solutions other than Level 5
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del Process Efficiency 104647 Average solution impact ratio for: Level 5
negocio de TI solutions
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del Process Efficiency 104648 Average solution impact ratio for: all other
negocio de TI solutions other than Level 5
10575 8.1.5 Evaluar y comunicar el desarrollo y valor del Staff Productivity 104677 Number of IT FTEs that perform the process
negocio de TI "evaluate and communicate IT business value and
performance" per $1 billion revenue
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Cost Effectiveness 104672 Total IT budget to perform the process "develop
TI IT services and solutions strategy" in support of
product development, including
depreciation/amortization, per $1,000 of revenue

Process
Element Hierarchy
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Cycle Time 104643 Average cycle time from identification of
TI demand to disposition for: Level 5 solutions
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Cycle Time 104644 Average cycle time from identification of
TI demand to disposition for: all other Levels other
than Level 5
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Process Efficiency 104651 Solutions capture rate for: Level 5 solutions
TI
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Process Efficiency 104652 Solutions capture rate for:all other solutions other
TI than Level 5
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Process Efficiency 104658 Percentage of solutions provided that are directly
TI meeting IT strategy
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Process Efficiency 104659 Percentage of solutions provided that are for
TI repeat customers
10578 8.2.1 Desarrollar estrategia de soluciones y servicios de Staff Productivity 104678 Number of IT FTEs that perform the process
TI "develop IT services and solutions strategy" per
$1 billion revenue
10581 8.2.4 Administrar la satisfacción del cliente Cost Effectiveness 104673 Total IT budget to perform the process "manage
IT customer satisfaction" in support of product
development, including
10581 8.2.4 Administrar la satisfacción del cliente Process Efficiency 104660 Net Promoter Score (NPS)
10581 8.2.4 Administrar la satisfacción del cliente Process Efficiency 104649 Percent on-time performance for: Level 5
solutions
10581 8.2.4 Administrar la satisfacción del cliente Process Efficiency 104650 Percent on-time performance for: all other
solutions other than Level 5
10581 8.2.4 Administrar la satisfacción del cliente Staff Productivity 104676 Number of IT FTEs that perform the process
"manage IT customer satisfaction" per $1 billion
revenue

Process
Element Hierarchy
10583 8.4.1 Desarrollar estrategias de administración de Cost Effectiveness 103641 Total cost to perform the process "develop
contenidos y de información information and content management strategies",
revenue
10583 8.4.1 Desarrollar estrategias de administración de Cost Effectiveness 103263 Systems cost to perform the process "develop
$100,000 revenue
10583 8.4.1 Desarrollar estrategias de administración de Cost Effectiveness 102901 Personnel cost to perform the process "develop
revenue
10583 8.4.1 Desarrollar estrategias de administración de Cost Effectiveness 101687 Overhead cost to perform the process "develop
$100,000 revenue
10583 8.4.1 Desarrollar estrategias de administración de Cost Effectiveness 101484 Other cost to perform the process "develop
$100,000 revenue
10583 8.4.1 Desarrollar estrategias de administración de Cost Effectiveness 101619 Outsourced cost to perform the process "develop
$100,000 revenue
10583 8.4.1 Desarrollar estrategias de administración de Process Efficiency 101304 Number of IT FTEs that perform the process
contenidos y de información "develop information and content management
strategies" per $1 billion revenue

Process
Element Hierarchy
10583 8.4.1 Desarrollar estrategias de administración de Supplemental 101846 Percentage of IT budget for the process group
contenidos y de información Information "manage enterprise information", including
depreciation/amortization, allocated to the
process "develop information and content
management strategies"
10584 8.4.2 Definir la arquitectura de información de la Cost Effectiveness 101469 Other cost to perform the process "define
empresa enterprise information architecture", including
10584 8.4.2 Definir la arquitectura de información de la Cost Effectiveness 101612 Outsourced cost to perform the process "define
10584 8.4.2 Definir la arquitectura de información de la Cost Effectiveness 101672 Overhead cost to perform the process "define
10584 8.4.2 Definir la arquitectura de información de la Cost Effectiveness 102877 Personnel cost to perform the process "define
10584 8.4.2 Definir la arquitectura de información de la Cost Effectiveness 103238 Systems cost to perform the process "define
10584 8.4.2 Definir la arquitectura de información de la Cost Effectiveness 103597 Total cost to perform the process "define
10584 8.4.2 Definir la arquitectura de información de la Process Efficiency 101297 Number of IT FTEs that perform the process
empresa "define the enterprise information architecture"

Process
Element Hierarchy
10584 8.4.2 Definir la arquitectura de información de la Supplemental 101840 Percentage of IT budget for the process group
empresa Information "manage enterprise information", including
process "define the enterprise information
architecture"
10585 8.4.3 Administración de los Recursos de Información Cost Effectiveness 103731 Total cost to perform the process "manage
information resources", including
10585 8.4.3 Administración de los Recursos de Información Cost Effectiveness 103298 Systems cost to perform the process "manage
10585 8.4.3 Administración de los Recursos de Información Cost Effectiveness 102950 Personnel cost to perform the process "manage
10585 8.4.3 Administración de los Recursos de Información Cost Effectiveness 101700 Overhead cost to perform the process "manage
10585 8.4.3 Administración de los Recursos de Información Cost Effectiveness 101497 Other cost to perform the process "manage
10585 8.4.3 Administración de los Recursos de Información Cost Effectiveness 101625 Outsourced cost to perform the process "manage
10585 8.4.3 Administración de los Recursos de Información Process Efficiency 101315 Number of IT FTEs that perform the process
"manage information resources" per $1 billion
revenue

Process
Element Hierarchy
10585 8.4.3 Administración de los Recursos de Información Supplemental 101848 Percentage of IT budget for the process group
Information "manage enterprise information", including
process "manage information resources"
10586 8.4.4 Llevar a cabo la administración de contenido y Cost Effectiveness 101629 Outsourced cost to perform the process "perform
datos de la empresa enterprise data and content management",
$100,000 revenue
10586 8.4.4 Llevar a cabo la administración de contenido y Cost Effectiveness 101509 Other cost to perform the process "perform
$100,000 revenue
10586 8.4.4 Llevar a cabo la administración de contenido y Cost Effectiveness 101712 Overhead cost to perform the process "perform
$100,000 revenue
10586 8.4.4 Llevar a cabo la administración de contenido y Cost Effectiveness 102983 Personnel cost to perform the process "perform
revenue
10586 8.4.4 Llevar a cabo la administración de contenido y Cost Effectiveness 103326 Systems cost to perform the process "perform
$100,000 revenue
10586 8.4.4 Llevar a cabo la administración de contenido y Cost Effectiveness 103806 Total cost to perform the process "perform
revenue

Process
Element Hierarchy
10586 8.4.4 Llevar a cabo la administración de contenido y Process Efficiency 101326 Number of IT FTEs that perform the process
datos de la empresa "perform enterprise data and content
management" per $1 billion revenue
10586 8.4.4 Llevar a cabo la administración de contenido y Supplemental 101850 Percentage of IT budget for the process group
datos de la empresa Information "manage enterprise information", including
process "perform enterprise data and content
management"
10587 8.5.1 Desarrollar la estrategia de desarrollo IT Cost Effectiveness 104656 Average cost performance index (CPI) at
completion of project/solution for Level 5
solutions
10587 8.5.1 Desarrollar la estrategia de desarrollo IT Cost Effectiveness 104657 Average cost performance index (CPI) at
completion of project/solution for all solutions
other than Level 5
10590 8.5.4 Crear soluciones y servicios IT Cost Effectiveness 104674 Total IT budget to perform the process "create IT
services and solutions" in support of product
10590 8.5.4 Crear soluciones y servicios IT Cost Effectiveness 104662 Percentage of IT budget for product development,
including depreciation/amortization, that supports
new platforms/markets completed or released to
production
new products completed or released to production

Process
Element Hierarchy
product upgrades completed or released to
production
10590 8.5.4 Crear soluciones y servicios IT Cycle Time 104645 Average time from disposition to customer
acceptance for: Level 5 solutions
10590 8.5.4 Crear soluciones y servicios IT Cycle Time 104646 Average time from disposition to customer
acceptance for: all other levels
10590 8.5.4 Crear soluciones y servicios IT Process Efficiency 104642 Defect removal effectiveness percentage
(pre/post operations)
10590 8.5.4 Crear soluciones y servicios IT Staff Productivity 104679 Number of IT FTEs that perform the process
"create IT services and solutions" per $1 billion
revenue
10591 8.5.5 Mantener las soluciones y servicios TI Process Efficiency 104666 Mean time to resolution (MTTR) in hours:
critical incidents
10591 8.5.5 Mantener las soluciones y servicios TI Process Efficiency 104667 Mean time to resolution (MTTR) in hours: high
incidents
10591 8.5.5 Mantener las soluciones y servicios TI Process Efficiency 104668 Mean time to resolution (MTTR) in hours: all
other incidents
10592 8.6.1 Desarrollar la estrategia de despliegue de IT Supplemental 104982 Percentage of legacy applications already moved
Information to cloud technology
10592 8.6.1 Desarrollar la estrategia de despliegue de IT Supplemental 104983 Percentage of new business applications deployed
Information using cloud technology
10599 8.7.5 Respaldar las soluciones y servicios de TI Cost Effectiveness 104675 Total IT budget to perform the process "support
IT services and solutions" in support of product
10599 8.7.5 Respaldar las soluciones y servicios de TI Process Efficiency 104669 Average monthly percentage of issues resolved
within SLA

Process
Element Hierarchy
10599 8.7.5 Respaldar las soluciones y servicios de TI Process Efficiency 104665 Annual uptime percentage for IT systems
10599 8.7.5 Respaldar las soluciones y servicios de TI Staff Productivity 104680 Number of IT FTEs that perform the process
"support IT services and solutions" per $1 billion
revenue
10599 8.7.5 Respaldar las soluciones y servicios de TI Supplemental 104976 Percentage of IT FTEs performing IT processes
Information that perform deskside (local) support
10599 8.7.5 Respaldar las soluciones y servicios de TI Supplemental 104977 Percentage of IT FTEs performing user support
Information roles that perform helpdesk (remote) support
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105135 Outsourced cost to perform the process group
administrativa "perform planning and management accounting"
per $1,000 revenue

Process
Element Hierarchy
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105136 Overhead and other costs to perform the process
administrativa group "perform planning and management
accounting" per $100,000 revenue

Process
Element Hierarchy
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105150 Total internal cost to perform the process group
per process group FTE
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105142 Personnel cost to perform the process group
per $1,000 revenue

Process
Element Hierarchy
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105143 Personnel cost to perform the process group
per process group FTE
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105144 Systems cost to perform the process group
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105145 Total cost to perform the process group "perform
administrativa planning and management accounting" per
$1,000 revenue

Process
Element Hierarchy
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105146 Total cost to perform the process group "perform
administrativa planning and management accounting" per
process group FTE
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105138 Overhead and other costs to perform the process
administrativa "perform cost accounting and control" and
"perform cost management" per $100,000
revenue
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 105148 Total internal cost to perform the process
"perform cost management" per process FTE

Process
Element Hierarchy
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 103802 Total cost to perform the processes "perform cost
administrativa accounting and control" and "perform cost
management" per $1,000 revenue
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 103989 Total cost to perform the processes "perform cost
administrativa accounting and control" and "perform cost
management" per process FTE
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 103385 Systems cost to perform the processes "perform
administrativa cost accounting and control" and "perform cost
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 103065 Personnel cost to perform the processes "perform
management" per process FTE
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 103067 Personnel cost to perform the processes "perform
10728 9.1 Llevar a cabo la planeación y contabilidad Cost Effectiveness 101606 Outsourced cost to perform the processes
"perform cost management" per $1,000 revenue
10728 9.1 Llevar a cabo la planeación y contabilidad Process Efficiency 106522 Number of contracts managed per contracts
administrativa management FTE

Process
Element Hierarchy
10728 9.1 Llevar a cabo la planeación y contabilidad Process Efficiency 101172 Number of FTEs that perform the process group
10728 9.1 Llevar a cabo la planeación y contabilidad Process Efficiency 101089 Number of FTEs that perform the processes
"perform cost management" per $1 billion
revenue
10728 9.1 Llevar a cabo la planeación y contabilidad Supplemental 102050 Percentage of total finance function FTEs
administrativa Information allocated to the process group "perform planning
and management accounting"
10728 9.1 Llevar a cabo la planeación y contabilidad Supplemental 106517 Percentage of contracts management FTEs that
administrativa Information perform the process "negotiate supplier/service
provider/subcontractor contracts"
10728 9.1 Llevar a cabo la planeación y contabilidad Supplemental 106518 Percentage of contracts management FTEs that
administrativa Information perform the process "capture project employee
timesheets"
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105082 Total cost to perform the process group "perform
revenue accounting" per $1,000 revenue

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105930 Other cost to perform the order to invoice
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105941 Other 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 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105942 Outsourced cost to perform the order to invoice

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105945 Outsourced cost to perform the processes
"process accounts receivable (AR)", "manage and
process collections", and "manage and process
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105946 Overhead and other costs to perform the order to
invoice processes per $100,000 revenue

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos 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 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105950 Overhead cost to perform the order to invoice
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105599 Total cost to perform the processes "process

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106271 Personnel cost to perform the process group
"perform revenue accounting" per process group
FTE

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106272 Total cost to perform the process group "perform
revenue accounting" per process group FTE
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106081 Systems cost to perform the process group
"perform revenue accounting" per $100,000
revenue

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106082 Overhead cost to perform the process group
"perform revenue accounting" per $100,000
revenue
10729 9.2 Llevar a cabo la contabilidad de ingresos 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 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106084 Other cost to perform the process group "perform
revenue accounting" per $100,000 revenue
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106085 Outsourced cost to perform the process group
"perform revenue accounting" per $1,000 revenue

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 106006 Personnel cost to perform the process group
"perform revenue accounting" per $1,000 revenue
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105961 Overhead cost to perform the processes "process
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105962 Personnel cost to perform the order to invoice
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105963 Personnel cost to perform the order to invoice

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105973 Systems cost to perform the processes "process
10729 9.2 Llevar a cabo la contabilidad de ingresos 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
adjustments/deductions" per
adjustment/deduction
adjustments/deductions" per customer receipt

Process
Element Hierarchy
adjustments/deductions" per process FTE
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105966 Personnel cost to perform the processes "process
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105967 Personnel cost to perform the processes "process
adjustments/deductions" per process FTE

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Cost Effectiveness 105968 Systems cost to perform the order to invoice
10729 9.2 Llevar a cabo la contabilidad de ingresos Process Efficiency 107242 Days sales outstanding in intercompany accounts
receivable (AR)
10729 9.2 Llevar a cabo la contabilidad de ingresos Process Efficiency 106505 Percentage of invoices paid in full the first time
10729 9.2 Llevar a cabo la contabilidad de ingresos Process Efficiency 106080 Number of FTEs that perform the process group
"perform revenue accounting" per $1 billion
revenue
10729 9.2 Llevar a cabo la contabilidad de ingresos 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

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Process Efficiency 101078 Number of FTEs that perform the order to
invoice processes per $1 billion revenue
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105986 Value of customer adjustments/deductions per
FTE that performs the processes "process
adjustments/deductions"
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105924 Number of adjustments/deductions per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105925 Number of invoice line items processed per FTE
that performs the order to invoice processes
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105926 Number of invoices processed per FTE that
performs the order to invoice processes

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105927 Number of receipts processed per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105928 Number of sales order line items per FTE that
performs the order to invoice processes
10729 9.2 Llevar a cabo la contabilidad de ingresos Staff Productivity 105929 Number of sales orders per FTE that performs the
order to invoice processes
10729 9.2 Llevar a cabo la contabilidad de ingresos 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 Llevar a cabo la contabilidad de ingresos Supplemental 106506 Percentage of the total annual value of invoices
Information paid in full the first time
10729 9.2 Llevar a cabo la contabilidad de ingresos Supplemental 106507 Percentage of invoices processed first time error
Information free

Process
Element Hierarchy
10729 9.2 Llevar a cabo la contabilidad de ingresos Supplemental 106273 Percentage of total finance function FTEs
Information allocated to the process group "perform revenue
accounting"
10729 9.2 Llevar a cabo la contabilidad de ingresos Supplemental 105484 Percentage of customer accounts that are active
10730 9.3 Llevar a cabo la contabilidad general y los Cost Effectiveness 107240 Average monthly intercompany payables accrual
reportes as a percentage of monthly revenue
10730 9.3 Llevar a cabo la contabilidad general y los Cost Effectiveness 106318 Total cost to perform the process group "perform
reportes general accounting and reporting" (excluding
fixed assets) as a percentage of total selling,
general, and administration (SG&A) costs
reportes general accounting and reporting" per $1,000
revenue

Process
Element Hierarchy
reportes general accounting and reporting" per process
group FTE
reportes general accounting and reporting" as a percentage
of total selling, general, and administration
(SG&A) costs
fixed assets) per $1,000 revenue
fixed assets) as a percentage of revenue

Process
Element Hierarchy
10730 9.3 Llevar a cabo la contabilidad general y los Cost Effectiveness 103552 Total cost to perform the process group "Perform
fixed assets) per $1 billion revenue
10730 9.3 Llevar a cabo la contabilidad general y los Cost Effectiveness 103554 Total cost to perform the process group "Perform
fixed assets) per process group FTE
10730 9.3 Llevar a cabo la contabilidad general y los Cost Effectiveness 104841 Personnel cost to perform the process group
reportes "perform general accounting and reporting" per
process FTE

Process
Element Hierarchy
10730 9.3 Llevar a cabo la contabilidad general y los Cost Effectiveness 104842 Personnel cost to perform the process group
$1,000 revenue
10730 9.3 Llevar a cabo la contabilidad general y los Cycle Time 100613 Cycle time in days to perform annual close at the
reportes site level
10730 9.3 Llevar a cabo la contabilidad general y los Process Efficiency 100981 Number of FTEs that perform the process group
reportes "perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue
10730 9.3 Llevar a cabo la contabilidad general y los Process Efficiency 107241 Percentage of entities' intercompany balances
reportes reconciling to zero after the first round of
consolidations and eliminations
10730 9.3 Llevar a cabo la contabilidad general y los Process Efficiency 104843 Number of FTEs that perform the process group
$1 billion revenue

Process
Element Hierarchy
10730 9.3 Llevar a cabo la contabilidad general y los Supplemental 102048 Percentage of total finance function FTEs
reportes Information allocated to the process group "perform general
accounting and reporting" (excluding fixed asset
accounting)
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 107281 Total cost to perform the process group "manage
activos fijos fixed asset project accounting" per $1 billion
revenue
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 106268 Personnel cost to perform the process group
activos fijos "manage fixed-asset project accounting" per
process group FTE
activos fijos fixed-asset project accounting" per process group
FTE
activos fijos fixed-asset project accounting" per $1,000
revenue
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 106276 Personnel cost to perform the process group
$1,000 revenue

Process
Element Hierarchy
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 106277 Outsourced cost to perform the process group
$1,000 revenue
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 106278 Systems cost to perform the process group
$100,000 revenue
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 106279 Overhead cost to perform the process group
$100,000 revenue
10731 9.4 Administrar la contabilidad de proyectos de Cost Effectiveness 106280 Other cost to perform the process group "manage
activos fijos fixed-asset project accounting" per $100,000
revenue
10731 9.4 Administrar la contabilidad de proyectos de Process Efficiency 101161 Number of FTEs that perform the process group
activos fijos "manage fixed-asset project accounting" per $1
billion revenue
10731 9.4 Administrar la contabilidad de proyectos de Supplemental 102039 Percentage of total finance function FTEs
activos fijos Information allocated to the process group "manage fixed
asset project accounting"

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

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

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

Process
Element Hierarchy
10732 9.5 Procesar la nómina Cost Effectiveness 106164 Systems cost to perform the process group
"process payroll" per $100,000 revenue
10732 9.5 Procesar la nómina Cost Effectiveness 105617 Outsourced cost to perform the process group

Process
Element Hierarchy
10732 9.5 Procesar la nómina Cost Effectiveness 105618 Systems cost to perform the process group

Process
Element Hierarchy
"process payroll" per process group FTE
10732 9.5 Procesar la nómina Cost Effectiveness 103945 Total cost to perform the process group "process
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
10732 9.5 Procesar la nómina Cost Effectiveness 102720 Total cost the process group "process payroll" as
a percentage of cost of continuing operations

Process
Element Hierarchy
payroll" as a percentage of revenue
10732 9.5 Procesar la nómina Cycle Time 100152 Cycle time in business days to process the payroll
10732 9.5 Procesar la nómina Process Efficiency 101184 Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid

Process
Element Hierarchy
10732 9.5 Procesar la nómina Process Efficiency 101106 Number of FTEs that perform the process group
"process payroll" per $1 billion revenue
10732 9.5 Procesar la nómina Process Efficiency 105268 First contact resolution rate for payroll inquiries
10732 9.5 Procesar la nómina Staff Productivity 100920 Number of employees paid per FTE that performs
the process group "process payroll"
10732 9.5 Procesar la nómina Staff Productivity 101372 Number of payroll inquiries per FTE that
performs the process group "process payroll"
10732 9.5 Procesar la nómina Supplemental 102057 Percentage of total finance function FTEs
Information allocated to the process group "process payroll"

Process
Element Hierarchy
10732 9.5 Procesar la nómina 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 Procesar la nómina Supplemental 103053 Personnel cost to perform the process group
Information "process payroll" as a percentage of the total
process group cost
10732 9.5 Procesar la nómina Supplemental 105259 Percentage of paid employees that are exempt
10732 9.5 Procesar la nómina Supplemental 105260 Percentage of paid employees that are non-
Information exempt employees
10732 9.5 Procesar la nómina Supplemental 105261 Percentage of paid employees that are retired
10732 9.5 Procesar la nómina Supplemental 105262 Percentage of paid employees that are paid
Information weekly

Process
Element Hierarchy
10732 9.5 Procesar la nómina Supplemental 105263 Percentage of paid employees that are paid bi-
Information weekly
10732 9.5 Procesar la nómina Supplemental 105264 Percentage of paid employees that are paid semi-
Information monthly
10732 9.5 Procesar la nómina Supplemental 105265 Percentage of paid employees that are paid
Information monthly
10732 9.5 Procesar la nómina Supplemental 105266 Percentage of paid employees that are paid other
Information than monthly, semi-monthly, bi-weekly, or
weekly
10732 9.5 Procesar la nómina Supplemental 105267 Percentage of payroll disbursements that include
Information garnished wages
10733 9.6 Procesar las cuentas por pagar y reembolso de Cost Effectiveness 105892 Total cost to perform the process group "process
gastos accounts payable and expense reimbursements"
as a percentage of selling, general, and
administrative (SGA) costs
10733 9.6 Procesar las cuentas por pagar y reembolso de Cost Effectiveness 106403 Total cost to perform the process groups "manage
gastos employee communications" and "deliver
employee communications" per $1,000 revenue
per $1,000 revenue
10733 9.6 Procesar las cuentas por pagar y reembolso de Cost Effectiveness 104828 Personnel cost to perform the process group
gastos "process accounts payable and expense
reimbursements" per $1,000 revenue

Process
Element Hierarchy
10733 9.6 Procesar las cuentas por pagar y reembolso de Cost Effectiveness 104829 Personnel cost to perform the process group
reimbursements" per process group FTE
10733 9.6 Procesar las cuentas por pagar y reembolso de Cost Effectiveness 104830 Systems cost to perform the process group
per process FTE
10733 9.6 Procesar las cuentas por pagar y reembolso de Cost Effectiveness 104825 Outsourced cost to perform the process group

Process
Element Hierarchy
10733 9.6 Procesar las cuentas por pagar y reembolso de Process Efficiency 101095 Number of FTEs that perform the process group
reimbursements" per $1 billion revenue
10733 9.6 Procesar las cuentas por pagar y reembolso de Supplemental 102018 Percentage of total finance function FTEs
gastos Information allocated to the process group "perform accounts
payable and expense reimbursements"
10733 9.6 Procesar las cuentas por pagar y reembolso de Supplemental 104823 Outsourced cost to perform the process group
gastos Information "process accounts payable and expense
reimbursements" as a percentage of total process
group cost
10733 9.6 Procesar las cuentas por pagar y reembolso de Supplemental 104831 Systems cost to perform the process group
reimbursements" as a percentage of the total cost
of the process group

Process
Element Hierarchy
10733 9.6 Procesar las cuentas por pagar y reembolso de Supplemental 104826 Overhead and other cost to perform the process
gastos Information group "process accounts payable and expense
10733 9.6 Procesar las cuentas por pagar y reembolso de Supplemental 104827 Personnel cost to perform the process group
10734 9.7 Administrar las operaciones de tesorería Cost Effectiveness 104893 Total cost to perform the process group "manage
treasury operations" per $1,000 revenue
10734 9.7 Administrar las operaciones de tesorería Cost Effectiveness 104816 Total cost of the process group "Manage treasury
operations" per global legal entity supported
10734 9.7 Administrar las operaciones de tesorería Cost Effectiveness 104806 Total cost to perform the process group "manage
treasury operations" per $1 billion revenue
10734 9.7 Administrar las operaciones de tesorería Process Efficiency 103152 Return on invested capital

Process
Element Hierarchy
10734 9.7 Administrar las operaciones de tesorería Process Efficiency 101167 Number of FTEs that perform the process group
"manage treasury operations" per $1 billion
revenue
10734 9.7 Administrar las operaciones de tesorería Staff Productivity 104617 Number of bank accounts per FTE that performs
the process group "manage treasury operations"
10734 9.7 Administrar las operaciones de tesorería Staff Productivity 104812 Number of global legal entities supported per
FTE that performs the process group "Manage
treasury operations"
10734 9.7 Administrar las operaciones de tesorería Staff Productivity 104820 Number of global legal entities supported by the
treasury management operation per $1 billion
revenue
10734 9.7 Administrar las operaciones de tesorería Supplemental 102045 Percentage of total finance function FTEs
Information allocated to the process group "manage treasury
operations"
10734 9.7 Administrar las operaciones de tesorería Supplemental 104776 Return on working capital
Information
10735 9.8 Administrar los controles internos Cost Effectiveness 106281 Outsourced cost to perform the process group
"manage internal controls" per $1,000 revenue

Process
Element Hierarchy
10735 9.8 Administrar los controles internos Cost Effectiveness 106282 Overhead cost to perform the process group
10735 9.8 Administrar los controles internos Cost Effectiveness 106274 Personnel cost to perform the process group
"manage internal controls" per process group
FTE

Process
Element Hierarchy
10735 9.8 Administrar los controles internos Cost Effectiveness 106283 Other cost to perform the process group "manage
internal controls" per $100,000 revenue
10735 9.8 Administrar los controles internos Cost Effectiveness 103378 Systems cost to perform the process group
10735 9.8 Administrar los controles internos Cost Effectiveness 104014 Total cost to perform the process group "manage
internal controls" as a percentage of revenue

Process
Element Hierarchy
internal controls" per $1 billion revenue
internal controls" per $1,000 revenue
internal controls" per process FTE

Process
Element Hierarchy
10735 9.8 Administrar los controles internos Cost Effectiveness 103051 Personnel cost to perform the process group
10735 9.8 Administrar los controles internos Process Efficiency 101163 Number of FTEs that perform the process group
"manage internal controls" per $1 billion revenue
10735 9.8 Administrar los controles internos Supplemental 102041 Percentage of total finance function FTEs
Information allocated to the process group "manage internal
controls"
10735 9.8 Administrar los controles internos Supplemental 105545 Percentage of internal controls staff that is
Information centralized at the finance shared services center
10736 9.9 Administrar los impuestos Cost Effectiveness 104807 Total cost to perform the process group "manage
taxes" per $1 billion revenue
10736 9.9 Administrar los impuestos Cost Effectiveness 104894 Total cost to perform the process group "manage
taxes" per $1,000 revenue
10736 9.9 Administrar los impuestos Process Efficiency 101165 Number of FTEs that perform the process group
"manage taxes" per $1 billion revenue
10736 9.9 Administrar los impuestos Supplemental 102043 Percentage of total finance function FTEs
Information allocated to the process group "manage taxes"
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 103811 Total cost to perform the process "perform
presupuestos/elaboración de pronósticos planning/budgeting/forecasting" as a percentage
of revenue

Process
Element Hierarchy
presupuestos/elaboración de pronósticos planning/budgeting/forecasting" per process FTE
presupuestos/elaboración de pronósticos planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 102988 Personnel cost to perform the process "perform
presupuestos/elaboración de pronósticos planning/budgeting/forecasting" per process FTE
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 102990 Personnel cost to perform the process "perform
revenue
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 103330 Systems cost to perform the process "perform
revenue
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 101574 Outsourced cost to perform the process "perform
revenue
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 105149 Total internal cost to perform the process
presupuestos/elaboración de pronósticos "perform planning/budgeting/forecasting" per
process FTE

Process
Element Hierarchy
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cost Effectiveness 105139 Overhead and other costs to perform the process
presupuestos/elaboración de pronósticos "perform planning/budgeting/forecasting" per
$100,000 revenue
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cycle Time 100160 Cycle time in days to complete the annual budget
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cycle Time 100635 Cycle time in days to update/revise the rolling
presupuestos/elaboración de pronósticos forecast
10738 9.1.1 Llevar a cabo la planeación/elaboración de Cycle Time 100604 Cycle time in days to prepare the financial
presupuestos/elaboración de pronósticos forecast
10738 9.1.1 Llevar a cabo la planeación/elaboración de Process Efficiency 100892 Number of budget versions produced before final
presupuestos/elaboración de pronósticos approval
10738 9.1.1 Llevar a cabo la planeación/elaboración de Process Efficiency 101098 Number of FTEs that perform the process
presupuestos/elaboración de pronósticos "perform planning/budgeting/forecasting" per $1
billion revenue
10738 9.1.1 Llevar a cabo la planeación/elaboración de Process Efficiency 101760 Percentage error for the inventory cost forecast
10738 9.1.1 Llevar a cabo la planeación/elaboración de Process Efficiency 101761 Percentage error for the personnel cost forecast
10738 9.1.1 Llevar a cabo la planeación/elaboración de Process Efficiency 101762 Percentage error for the total sales forecast
10738 9.1.1 Llevar a cabo la planeación/elaboración de Staff Productivity 105134 Number of budget line items per FTE that
presupuestos/elaboración de pronósticos performs the process "perform
planning/budgeting/forecasting"
10738 9.1.1 Llevar a cabo la planeación/elaboración de Supplemental 102027 Percentage of total finance function FTEs
presupuestos/elaboración de pronósticos Information allocated to the process "perform planning/
budgeting/ forecasting"

Process
Element Hierarchy
10739 9.1.2 Llevar a cabo la contabilidad y control de costos Supplemental 102059 Percentage of total finance function FTEs
Information allocated to the processes "perform cost
accounting and control" and "perform cost
management"
10739 9.1.2 Llevar a cabo la contabilidad y control de costos Supplemental 105140 Percentage of cost base accounted for by activity-
Information based costing
10740 9.1.3 Llevar a cabo la administración de costos Cost Effectiveness 106138 Average cost per click for an online retail ad
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 105147 Total internal cost to perform the process
"evaluate and manage financial performance" per
process FTE
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 105137 Overhead and other costs to perform the process
$100,000 revenue
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 101555 Outsourced cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 103282 Systems cost to perform the process "evaluate
revenue

Process
Element Hierarchy
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 102921 Personnel cost to perform the process "evaluate
and manage financial performance" per process
FTE
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 102923 Personnel cost to perform the process "evaluate
revenue
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 103677 Total cost to perform the process "evaluate and
manage financial performance" per process FTE
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 103679 Total cost to perform the process "evaluate and
manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluar y administrar el desempeño financiero Cost Effectiveness 104151 Total revenue per active customer
10741 9.1.4 Evaluar y administrar el desempeño financiero 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 Evaluar y administrar el desempeño financiero Process Efficiency 101019 Number of FTEs that perform the process
$1 billion revenue
10741 9.1.4 Evaluar y administrar el desempeño financiero Process Efficiency 106142 Average annual in-store sales per square foot of
brick-and-mortar retail selling space
10741 9.1.4 Evaluar y administrar el desempeño financiero Process Efficiency 106140 Average gross profitability for brick-and-mortar
retail stores
10741 9.1.4 Evaluar y administrar el desempeño financiero Process Efficiency 106141 Like for Like (LFL) brick-and-mortar retail sales
growth

Process
Element Hierarchy
10741 9.1.4 Evaluar y administrar el desempeño financiero Process Efficiency 106160 Gross margin return on investment (GMROI)
10741 9.1.4 Evaluar y administrar el desempeño financiero Staff Productivity 106508 Business entity revenue per business entity FTE
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 102831 Revenue growth from three reporting periods
Information prior
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 102009 Percentage of total finance function FTEs
Information allocated to the process "evaluate and manage
financial performance"
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 100684 EBITDA margin (current reporting period)
Information
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 100407 Compounded annual growth rate of revenue over
Information the past three reporting periods
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 101973 Percentage of employees with compensations
Information affected by profit
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 101976 Percentage of employees with compensations
Information affected by budget versus actual variances
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 101763 Percentage growth in EBITDA from three
Information reporting periods prior

Process
Element Hierarchy
10741 9.1.4 Evaluar y administrar el desempeño financiero Supplemental 100405 Compounded annual growth rate in earnings
Information before interest, tax, depreciation and amortization
over the past three reporting periods
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 105488 Overhead and other costs to perform the process
"process customer credit" per $100,000 revenue
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 105480 Total cost to perform the process "process
customer credit" per active customer
customer credit" per customer account
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 105485 Personnel cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 105960 Overhead cost to perform the process "process
customer credit" per $100,000 revenue

Process
Element Hierarchy
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 105940 Other 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 Procesar el crédito al cliente Cost Effectiveness 103343 Systems cost to perform the process "process
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 103010 Personnel cost to perform the process "process

Process
Element Hierarchy
10742 9.2.1 Procesar el crédito al cliente Cost Effectiveness 101582 Outsourced cost to perform the process "process
10742 9.2.1 Procesar el crédito al cliente Cycle Time 100561 Cycle time in days for credit approval
10742 9.2.1 Procesar el crédito al cliente Process Efficiency 101114 Number of FTEs that perform the process
"process customer credit" per $1 billion revenue
10742 9.2.1 Procesar el crédito al cliente Staff Productivity 105478 Number of customer accounts per FTE that
performs the process "process customer credit"
10742 9.2.1 Procesar el crédito al cliente Staff Productivity 100902 Number of credit reviews per FTE that performs
the process "process customer credit"
10742 9.2.1 Procesar el crédito al cliente Staff Productivity 100878 Number of active customers per FTE that
performs the process "process customer credit"
10742 9.2.1 Procesar el crédito al cliente Supplemental 102034 Percentage of total finance function FTEs
Information allocated to the process "process customer credit"
10742 9.2.1 Procesar el crédito al cliente Supplemental 105472 Percentage of FTEs who perform the process
Information "process customer credit" who perform
management activities

Process
Element Hierarchy
10742 9.2.1 Procesar el crédito al cliente Supplemental 106075 Total cost to perform the process "process
Information customer credit" as a percentage of total order-to-
cash process cost
10742 9.2.1 Procesar el crédito al cliente Supplemental 105944 Outsourced cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Procesar el crédito al cliente Supplemental 105939 Other cost to perform the process "process
cost
10742 9.2.1 Procesar el crédito al cliente 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 Procesar el crédito al cliente Supplemental 105965 Personnel cost to perform the process "process
cost
10742 9.2.1 Procesar el crédito al cliente Supplemental 105972 Systems cost to perform the process "process
cost

Process
Element Hierarchy
10742 9.2.1 Procesar el crédito al cliente Supplemental 105959 Overhead cost to perform the process "process
cost
10743 9.2.2 Facturar al cliente Cost Effectiveness 101561 Outsourced cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Facturar al cliente Cost Effectiveness 102933 Personnel cost to perform the process "invoice
10743 9.2.2 Facturar al cliente Cost Effectiveness 103289 Systems cost to perform the process "invoice
10743 9.2.2 Facturar al cliente 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

Process
Element Hierarchy
customer" per invoice line item processed
customer" per invoice processed
10743 9.2.2 Facturar al cliente Cost Effectiveness 105486 Personnel cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Facturar al cliente Cost Effectiveness 105487 Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue
customer" per active customer
customer" per customer account
10743 9.2.2 Facturar al cliente Cost Effectiveness 105932 Other cost to perform the process "invoice

Process
Element Hierarchy
10743 9.2.2 Facturar al cliente Cost Effectiveness 105952 Overhead cost to perform the process "invoice
10743 9.2.2 Facturar al cliente Cycle Time 100558 Cycle time in days between transmission of
invoice and shipment of goods or delivery of
services
10743 9.2.2 Facturar al cliente Cycle Time 100164 Cycle time in days to generate complete and
correct billing data
10743 9.2.2 Facturar al cliente Process Efficiency 101035 Number of FTEs that perform the process
"invoice customer" per $1 billion revenue
10743 9.2.2 Facturar al cliente Process Efficiency 102142 Percentage of invoice line items processed error
free the first time
10743 9.2.2 Facturar al cliente Process Efficiency 102134 Percentage of invoice line items invoiced using
electronic or automatic methods
10743 9.2.2 Facturar al cliente Process Efficiency 102161 Percentage of invoices automatically generated
based on event triggers
10743 9.2.2 Facturar al cliente Staff Productivity 105479 Number of customer accounts per FTE that
performs the process "invoice customer"
10743 9.2.2 Facturar al cliente Staff Productivity 105495 Number of updates to the customer master file
per FTE that performs the process "invoice
customer"
10743 9.2.2 Facturar al cliente Staff Productivity 105477 Number of active customers per FTE that
10743 9.2.2 Facturar al cliente Staff Productivity 101287 Number of invoices processed per FTE that

Process
Element Hierarchy
10743 9.2.2 Facturar al cliente Staff Productivity 101280 Number of invoice line items processed per FTE
that performs the process "invoice customer"
10743 9.2.2 Facturar al cliente Supplemental 100387 Average value per line item billed
Information
10743 9.2.2 Facturar al cliente Supplemental 100230 Average number of line items per invoice
Information
10743 9.2.2 Facturar al cliente Supplemental 101870 Percentage of billed/invoiced line items offering
Information a discount
10743 9.2.2 Facturar al cliente Supplemental 102010 Percentage of total finance function FTEs
Information allocated to the process "invoice customer"
10743 9.2.2 Facturar al cliente Supplemental 102157 Percentage of invoice line items that are
Information denominated in a foreign currency
10743 9.2.2 Facturar al cliente Supplemental 105969 Systems cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Facturar al cliente Supplemental 105983 Value per invoice line item that is paid in full the
Information first time
10743 9.2.2 Facturar al cliente Supplemental 105964 Personnel cost to perform the process "invoice

Process
Element Hierarchy
10743 9.2.2 Facturar al cliente Supplemental 105931 Other cost to perform the process "invoice
10743 9.2.2 Facturar al cliente Supplemental 105943 Outsourced cost to perform the process "invoice
10743 9.2.2 Facturar al cliente Supplemental 105951 Overhead cost to perform the process "invoice
10743 9.2.2 Facturar al cliente Supplemental 105947 Overhead and other cost to perform the process
Information "invoice customer" as a percentage of total
process cost
10743 9.2.2 Facturar al cliente 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 Facturar al cliente Supplemental 105503 Percentage of billed/invoiced line items offering
Information a discount for which the discount is taken
10743 9.2.2 Facturar al cliente Supplemental 105489 Percentage of FTEs who perform the process
Information "invoice customer" who perform management
activities

Process
Element Hierarchy
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 105567 Overhead and other costs to perform the process
siglas en inglés) "process accounts receivable (AR)" per $100,000
revenue
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 105938 Other cost to perform the process "process
siglas en inglés) accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 105598 Total cost to perform the process "process
siglas en inglés) accounts receivable (AR)" per active customer
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 105958 Overhead cost to perform the process "process
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 103341 Systems cost to perform the process "process
siglas en inglés) accounts receivable (AR)" as a percentage of
revenue
siglas en inglés) accounts receivable (AR)" per process FTE

Process
Element Hierarchy
siglas en inglés) accounts receivable (AR)" per $1 billion revenue
siglas en inglés) accounts receivable (AR)" per customer receipt
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 103005 Personnel cost to perform the process "process
siglas en inglés) accounts receivable (AR)" per process FTE
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 103007 Personnel cost to perform the process "process
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cost Effectiveness 101581 Outsourced cost to perform the process "process

Process
Element Hierarchy
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cycle Time 100178 Days sales outstanding
siglas en inglés)
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Cycle Time 100581 Cycle time in days from transmission of invoice
siglas en inglés) to receipt of payment
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 102264 Percentage of billed/invoiced line items paid on
siglas en inglés) time to the business entity
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 102286 Percentage of receipts received manually
siglas en inglés)
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 102152 Percentage of invoice line items paid in full the
siglas en inglés) first time
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 102463 Percentage of receipts automatically matched to
siglas en inglés) open items in the accounts receivable sub ledger
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 101109 Number of FTEs that perform the process
siglas en inglés) "process accounts receivable (AR)" per $1 billion
revenue
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 101656 Outstanding payment days as a proportion of
siglas en inglés) standard payment days
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 101758 Percentage of total receipts that are processed
siglas en inglés) error free the first time
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 101950 Percentage of receipts received electronically or
siglas en inglés) automatically
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 106143 Average annual sales order value for a brick-and-
siglas en inglés) mortar retail store
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 103167 Accounts receivable per $1,000 revenue
siglas en inglés)
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Process Efficiency 105532 Percentage of line items billed/invoiced that is
siglas en inglés) entered into the general ledger through an
automated method

Process
Element Hierarchy
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Staff Productivity 105557 Number of active customers managed per FTE
siglas en inglés) that performs the process "process accounts
receivable (AR)"
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Staff Productivity 100797 Number of invoices processed per FTE that
siglas en inglés) performs the process "process accounts
receivable (AR)"
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Staff Productivity 100904 Number of customer accounts per FTE that
receivable (AR)"
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Staff Productivity 101395 Number of receipts processed per FTE that
receivable (AR)"
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 101278 Number of invoice line items per receipt
siglas en inglés) Information
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 102011 Percentage of total finance function FTEs
siglas en inglés) Information allocated to the processes "process accounts
receivable (AR)," "manage and process
collections," and "manage and process
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 103004 Personnel cost to perform the process "process
siglas en inglés) Information accounts receivable (AR)" as a percentage of the
total process cost
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 102033 Percentage of total finance function FTEs
siglas en inglés) Information allocated to the process "process accounts
receivable (AR)"

Process
Element Hierarchy
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 103340 Systems cost to perform the process "process
siglas en inglés) Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 105433 Number of receipts processed per $1,000 of
siglas en inglés) Information revenue
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 105566 Overhead and other costs to perform the process
siglas en inglés) Information "process accounts receivable (AR)" as a
percentage of total process cost
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 105561 Outsourced cost to perform the process "process
total process cost
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 105585 Percentage of FTEs that perform the process
siglas en inglés) Information "process accounts receivable (AR)" that perform
the activity "apply cash remittances"

Process
Element Hierarchy
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"
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 106077 Total cost to perform the process "process
total order-to-cash process cost

Process
Element Hierarchy
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 105937 Other cost to perform the process "process
total process cost
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 105957 Overhead cost to perform the process "process
total process cost
10744 9.2.3 Procesar las cuentas por cobrar (AR, por sus Supplemental 106139 Average value of a retail e-commerce order
siglas en inglés) Information
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 105936 Other cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 105956 Overhead cost to perform the process "manage
and process collections" per $100,000 revenue
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 105565 Overhead and other costs to perform the process
"manage and process collections" per $1,000
revenue
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 105594 Personnel cost to perform the process "manage
and process collections" per process FTE

Process
Element Hierarchy
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 101563 Outsourced cost to perform the process "manage
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 102940 Personnel cost to perform the process "manage
10745 9.2.4 Administrar y procesar la cobranza Cost Effectiveness 103293 Systems cost to perform the process "manage and
10745 9.2.4 Administrar y procesar la cobranza 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
Element Hierarchy
process collections" per process FTE
process collections" per customer receipt
10745 9.2.4 Administrar y procesar la cobranza Process Efficiency 105436 Percentage of invoices billed to customers that
have credit terms
10745 9.2.4 Administrar y procesar la cobranza Process Efficiency 105568 Percentage of active customers that are
delinquent at any time during the year
10745 9.2.4 Administrar y procesar la cobranza Process Efficiency 104166 Total uncollectable balances as a percentage of
revenue
10745 9.2.4 Administrar y procesar la cobranza Process Efficiency 106504 Percentage of invoices that is adjusted by the
customer prior to payment
10745 9.2.4 Administrar y procesar la cobranza Process Efficiency 101048 Number of FTEs that perform the process
"manage and process collections" per $1 billion
revenue
10745 9.2.4 Administrar y procesar la cobranza Process Efficiency 102155 Percentage of invoice line items that is adjusted
by the customer prior to payment
10745 9.2.4 Administrar y procesar la cobranza Staff Productivity 100796 Total number of invoices billed to customers
(current and delinquent) per FTE that performs
the process "manage and process collections"
10745 9.2.4 Administrar y procesar la cobranza Staff Productivity 104115 Number of active customers managed per FTE
that performs the process "manage and process
collections"
10745 9.2.4 Administrar y procesar la cobranza Supplemental 102013 Percentage of total finance function FTEs
Information allocated to the process "manage and process
collections"

Process
Element Hierarchy
10745 9.2.4 Administrar y procesar la cobranza Supplemental 105971 Systems cost to perform the process "manage and
Information process collections" as a percentage of total
process cost
10745 9.2.4 Administrar y procesar la cobranza Supplemental 105955 Overhead cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Administrar y procesar la cobranza Supplemental 105560 Outsourced cost to perform the process "manage
process cost
10745 9.2.4 Administrar y procesar la cobranza 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 Administrar y procesar la cobranza Supplemental 105935 Other cost to perform the process "manage and
process cost

Process
Element Hierarchy
10745 9.2.4 Administrar y procesar la cobranza Supplemental 106078 Total cost to perform the process "manage and
order-to-cash process cost
10745 9.2.4 Administrar y procesar la cobranza 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"
the activity "discuss account resolution with
internal parties"

Process
Element Hierarchy
the activity "establish policies/procedures for
delinquent accounts"
the activity "process adjustments/write off
uncollectible balances"
10745 9.2.4 Administrar y procesar la cobranza Supplemental 105593 Personnel cost to perform the process "manage
process cost
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 105595 Total cost to perform the process "manage and
process adjustments/deductions" per active
customer
process adjustments/deductions" per
adjustment/deduction
process adjustments/deductions" per process FTE
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 105592 Personnel cost to perform the process "manage
and process adjustments/deductions" per process
FTE
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 105954 Overhead cost to perform the process "manage
and process adjustments/deductions" per
$100,000 revenue

Process
Element Hierarchy
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 105934 Other cost to perform the process "manage and
process adjustments/deductions" per $100,000
revenue
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 105563 Overhead and other costs to perform the process
"manage and process adjustments/deductions" per
$1,000 revenue
revenue
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 103291 Systems cost to perform the process "manage and
revenue
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 102937 Personnel cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue

Process
Element Hierarchy
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cost Effectiveness 101562 Outsourced cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Administrar y procesar los ajustes/deducciones Cycle Time 100628 Cycle time in days to resolve adjustments
10746 9.2.5 Administrar y procesar los ajustes/deducciones Process Efficiency 101043 Number of FTEs that perform the process
"manage and process adjustments/deductions" per
$1 billion revenue
10746 9.2.5 Administrar y procesar los ajustes/deducciones Staff Productivity 105985 Value of customer adjustments/deductions per
FTE that performs the process "manage and
process adjustments/deductions"
10746 9.2.5 Administrar y procesar los ajustes/deducciones Staff Productivity 100880 Number of adjustments/deductions per FTE that
performs the process "manage and process
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 102012 Percentage of total finance function FTEs
Information allocated to the process "manage and process
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 105570 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform management activities

Process
Element Hierarchy
that perform the activity "analyze adjustments"
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"

Process
Element Hierarchy
that perform the activity "process related entries"
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 105591 Personnel cost to perform the process "manage
Information and process adjustments/deductions" as a
10746 9.2.5 Administrar y procesar los ajustes/deducciones 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 Administrar y procesar los ajustes/deducciones Supplemental 105559 Outsourced cost to perform the process "manage

Process
Element Hierarchy
10746 9.2.5 Administrar y procesar los ajustes/deducciones 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 Administrar y procesar los ajustes/deducciones Supplemental 105982 Value per adjustment/deduction processed
Information
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 105933 Other cost to perform the process "manage and
Information process adjustments/deductions" as a percentage
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 105923 Maximum value of customer
Information adjustment/deduction that can be made without
approval
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 105953 Overhead cost to perform the process "manage
10746 9.2.5 Administrar y procesar los ajustes/deducciones Supplemental 105970 Systems cost to perform the process "manage and
Information process adjustments/deductions" as a percentage

Process
Element Hierarchy
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 101593 Outsourced cost to perform the process "manage
policies and procedures" per $1,000 revenue
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 103055 Personnel cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 103380 Systems cost to perform the process "manage
revenue
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 103973 Total cost to perform the process "manage
revenue
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 104844 Total cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 104845 Personnel cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Administrar las políticas y procedimientos Cost Effectiveness 106289 Overhead cost to perform the process "manage
revenue
10747 9.3.1 Administrar las políticas y procedimientos Process Efficiency 101054 Number of FTEs that perform the process
"manage financial policies and procedures" per
$1 billion revenue
10747 9.3.1 Administrar las políticas y procedimientos Supplemental 102015 Percentage of total finance function FTEs
Information allocated to the process "manage policies and
procedures"

Process
Element Hierarchy
10747 9.3.1 Administrar las políticas y procedimientos Supplemental 106291 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform management activities
10747 9.3.1 Administrar las políticas y procedimientos 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 Llevar a cabo la contabilidad general Cost Effectiveness 106297 Overhead cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Llevar a cabo la contabilidad general Cost Effectiveness 106298 Other cost to perform the process "perform
10748 9.3.2 Llevar a cabo la contabilidad general Cost Effectiveness 103976 Total cost to perform the process "perform
general accounting" per journal entry line item
general accounting" per process FTE

Process
Element Hierarchy
10748 9.3.2 Llevar a cabo la contabilidad general Cost Effectiveness 103381 Systems cost to perform the process "perform
10748 9.3.2 Llevar a cabo la contabilidad general Cost Effectiveness 103056 Personnel cost to perform the process "perform
10748 9.3.2 Llevar a cabo la contabilidad general Cost Effectiveness 103059 Personnel cost to perform the process "perform
general accounting" per process FTE
10748 9.3.2 Llevar a cabo la contabilidad general Cost Effectiveness 101596 Outsourced cost to perform the process "perform
10748 9.3.2 Llevar a cabo la contabilidad general Cycle Time 104615 Cycle time in days for finance shared services
center to complete the monthly financial close
10748 9.3.2 Llevar a cabo la contabilidad general Cycle Time 100625 Cycle time in days to produce period-end
management reports
10748 9.3.2 Llevar a cabo la contabilidad general Process Efficiency 101096 Number of FTEs that perform the process
"perform general accounting" per $1 billion
revenue
10748 9.3.2 Llevar a cabo la contabilidad general Process Efficiency 100848 Manual journal entry line item percentage
10748 9.3.2 Llevar a cabo la contabilidad general Process Efficiency 101765 Percentage of journal entry line items processed
error free the first time
10748 9.3.2 Llevar a cabo la contabilidad general Process Efficiency 101753 Percentage change in business entity's gross
margin over the past three years
10748 9.3.2 Llevar a cabo la contabilidad general Staff Productivity 100875 Number of accounts per FTE that performs the
process "perform general accounting"

Process
Element Hierarchy
10748 9.3.2 Llevar a cabo la contabilidad general Staff Productivity 101330 Number of journal entry line items per FTE that
performs the process "perform general
accounting"
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 101827 Percentage of accounts that are standard with the
Information business units reporting to your site
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 100874 Number of accounts in the chart of accounts
Information
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 102025 Percentage of total finance function FTEs
Information allocated to the process "perform general
accounting"
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 104847 Percentage of FTEs who perform the process
reporting" allocated to the process "Perform
general accounting"
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 105992 Percentage of journal entry line items directly
Information linked from an internal/external system
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 105993 Percentage of journal entry line items that are
Information automated and recurring
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 105994 Percentage of journal entry line items sourced
Information through methods other than manual, direct link,
or automated entry

Process
Element Hierarchy
10748 9.3.2 Llevar a cabo la contabilidad general Supplemental 106299 Percentage of FTEs that perform the process
Information "perform general accounting" that perform
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 101573 Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 100456 Total cost to perform the fixed assets cycle per
$1,000 revenue
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 102986 Personnel cost to perform the process "perform
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 102987 Personnel cost to perform the process "perform
fixed-asset accounting" per fixed asset
transaction
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103329 Systems cost to perform the process "perform
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103518 Total cost of repair and maintenance per $1,000
gross value of fixed assets
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103535 Total cost of the depreciation expense per $1,000
revenue

Process
Element Hierarchy
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103546 Total cost to perform the fixed assets cycle as
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103547 Total cost to perform the fixed assets cycle per $1
billion revenue
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103549 Total cost to perform the fixed assets cycle per
fixed assets cycle FTE
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103223 Systems cost to perform the fixed assets cycle per
$100,000 revenue
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 103809 Total cost to perform the process "perform fixed-
asset accounting" per $1,000 revenue

Process
Element Hierarchy
asset accounting" per fixed asset transaction
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 104848 Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cost Effectiveness 107285 Overhead and other costs to perform the process
"perform fixed-asset accounting" per $1,000
revenue
asset accounting" per process FTE
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cycle Time 100591 Cycle time in days to capitalize a fixed asset
purchase
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cycle Time 100592 Cycle time in days to close a capital project
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Cycle Time 100593 Cycle time in days to complete an approved
capital expenditure plan
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 100734 Fixed asset turnover
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 101869 Percentage of approved capital projects
considered within or on budget for spending
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 101902 Percentage of capital projects budgeted and
approved in the capital expenditure plan
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 101903 Percentage of capital projects completed on time
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 100307 Return on fixed assets

Process
Element Hierarchy
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 101162 Number of FTEs that perform the fixed assets
cycle per $1 billion revenue
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Process Efficiency 101091 Number of FTEs that perform the process
"perform fixed-asset accounting" per $1 billion
revenue
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Staff Productivity 101329 Number of journal entry line items for fixed asset
transactions per fixed asset accounting FTE
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Staff Productivity 100964 Number of fixed assets managed per FTE that
performs the process "perform fixed-asset
accounting"
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Staff Productivity 100965 Number of fixed assets transactions per FTE that
performs the process "perform fixed-asset
accounting"
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 102022 Percentage of total finance function FTEs
Information allocated to the process "perform fixed asset
accounting"
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 102040 Percentage of total finance function FTEs
Information allocated to the fixed assets cycle

Process
Element Hierarchy
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 100868 Net value of fixed assets as a percentage of gross
Information value of fixed assets
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 100733 Fixed asset transactions resulting from physical
Information inventories as a percentage of total fixed asset
transactions
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 107286 Overhead and other costs to perform the process
Information "perform fixed-asset accounting" as a percentage
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 104849 Percentage of FTEs who perform the process
fixed-asset accounting"
10749 9.3.3 Llevar a cabo la contabilidad de los activos fijos Supplemental 105125 Total value of Assets Under Management per
Information $1,000 revenue
10750 9.3.4 Llevar a cabo reportes financieros Cost Effectiveness 104851 Personnel cost to perform the process "Perform
financial reporting" per process FTE
10750 9.3.4 Llevar a cabo reportes financieros Cost Effectiveness 104469 Total cost to perform the process "perform
financial reporting" per process FTE
10750 9.3.4 Llevar a cabo reportes financieros Cost Effectiveness 103984 Total cost to perform the process "perform
financial reporting" per $1,000 revenue

Process
Element Hierarchy
10750 9.3.4 Llevar a cabo reportes financieros Cost Effectiveness 103383 Systems cost to perform the process "perform
10750 9.3.4 Llevar a cabo reportes financieros Cost Effectiveness 103061 Personnel cost to perform the process "perform
10750 9.3.4 Llevar a cabo reportes financieros Cost Effectiveness 101599 Outsourced cost to perform the process "perform
10750 9.3.4 Llevar a cabo reportes financieros Cycle Time 100162 Cycle time in days to complete the monthly
consolidated financial statements
10750 9.3.4 Llevar a cabo reportes financieros Cycle Time 100594 Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
10750 9.3.4 Llevar a cabo reportes financieros Cycle Time 100597 Cycle time in calendar days from producing
monthly flash reports to completing the monthly
10750 9.3.4 Llevar a cabo reportes financieros Cycle Time 100552 Cycle time in days between completion of annual
consolidated financial statements and the release
of earnings
10750 9.3.4 Llevar a cabo reportes financieros Cycle Time 100555 Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
10750 9.3.4 Llevar a cabo reportes financieros Process Efficiency 101090 Number of FTEs that perform the process
"perform financial reporting" per $1 billion
revenue
10750 9.3.4 Llevar a cabo reportes financieros Supplemental 102021 Percentage of total finance function FTEs
Information allocated to the process "perform financial
reporting"

Process
Element Hierarchy
10750 9.3.4 Llevar a cabo reportes financieros Supplemental 104852 Percentage of FTEs who perform the process
financial reporting"
10750 9.3.4 Llevar a cabo reportes financieros Supplemental 106309 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 101603 Outsourced cost to perform the process "perform
aprobación de proyectos capital planning and project approval" per $1,000
revenue
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 100008 Actual capital expenditure as a percentage of
aprobación de proyectos budgeted capital expenditures for one year prior
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 100010 Actual capital expenditure as a percentage of
aprobación de proyectos budgeted capital expenditures for two years prior
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 103064 Personnel cost to perform the process "perform
aprobación de proyectos capital planning and project approval" per $1,000
revenue
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 103325 Systems cost to perform the process "perform
aprobación de proyectos capital planning and project approval" per
$100,000 revenue
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 103801 Total cost to perform the process "perform capital
aprobación de proyectos planning and project approval" per $1,000
revenue

Process
Element Hierarchy
10751 9.4.1 Llevar a cabo la planeación de capital y Cost Effectiveness 105141 Personnel cost to perform the process "perform
aprobación de proyectos capital planning and project approval" per
process FTE
10751 9.4.1 Llevar a cabo la planeación de capital y Cycle Time 100586 Cycle time in days to approve a capital project
aprobación de proyectos
10751 9.4.1 Llevar a cabo la planeación de capital y Process Efficiency 100009 Actual capital expenditure as a percentage of
aprobación de proyectos budgeted capital expenditures for the most recent
year
10751 9.4.1 Llevar a cabo la planeación de capital y Process Efficiency 101086 Number of FTEs that perform the process
aprobación de proyectos "perform capital planning and project approval"
10751 9.4.1 Llevar a cabo la planeación de capital y Process Efficiency 105133 Number of approved capital projects per FTE that
aprobación de proyectos performs the process "perform capital planning
and project approval"
10751 9.4.1 Llevar a cabo la planeación de capital y Supplemental 102019 Percentage of total finance function FTEs
aprobación de proyectos Information allocated to the process "perform capital planning
and project approval"
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 106270 Personnel cost to perform the process "perform
Capital capital project accounting" per process FTE
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 103817 Total cost to perform the process "perform capital
Capital project accounting" per $1,000 revenue
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 103818 Total cost of the process "perform capital project
Capital accounting" per approved capital project

Process
Element Hierarchy
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 104470 Total cost to perform the process "perform capital
Capital project accounting" per process FTE
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 103332 Systems cost to perform the process "perform
Capital capital project accounting" per $100,000 revenue
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 102993 Personnel cost to perform the process "perform
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Cost Effectiveness 101577 Outsourced cost to perform the process "perform
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Process Efficiency 101088 Number of FTEs that perform the process
Capital "perform capital project accounting" per $1
billion revenue
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Process Efficiency 100896 Number of capital projects not budgeted as a
Capital percentage of approved projects
10752 9.4.2 Llevar a cabo la contabilidad de proyectos de Supplemental 102020 Percentage of total finance function FTEs
Capital Information allocated to the process "perform capital project
accounting"
10753 9.5.1 Reportar tiempo Cost Effectiveness 101604 Outsourced cost to perform the process "report
time" per $1,000 revenue

Process
Element Hierarchy
10753 9.5.1 Reportar tiempo Cost Effectiveness 103022 Personnel cost to perform the process "report
time" per $1,000 revenue
10753 9.5.1 Reportar tiempo Cost Effectiveness 103023 Personnel cost to perform the process "report
time" per employee paid
10753 9.5.1 Reportar tiempo 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 Reportar tiempo Cost Effectiveness 103351 Systems cost to perform the process "report time"
per employee paid
10753 9.5.1 Reportar tiempo Cost Effectiveness 106166 Systems cost to perform the process "report time"

Process
Element Hierarchy
10753 9.5.1 Reportar tiempo Cost Effectiveness 105252 Outsourced cost to perform the process "report
time" per employee paid
10753 9.5.1 Reportar tiempo Cost Effectiveness 105253 Overhead and other costs to perform the process
"report time" per employee paid
10753 9.5.1 Reportar tiempo Cost Effectiveness 105254 Overhead and other costs to perform the process
"report time" per $1,000 revenue
10753 9.5.1 Reportar tiempo Cycle Time 100540 Cycle time in business days to process time
record data and enter into payroll system
10753 9.5.1 Reportar tiempo Process Efficiency 101130 Number of FTEs that perform the process "report
time" per $1 billion revenue
10753 9.5.1 Reportar tiempo Process Efficiency 101134 Number of FTEs that perform the process "report
time" per 1,000 employees paid
10753 9.5.1 Reportar tiempo Process Efficiency 102696 Percentage of time records that are processed first
time error free
10753 9.5.1 Reportar tiempo Process Efficiency 102698 Percentage of time records that are returned to the
employee/field for validation and/or correction
10753 9.5.1 Reportar tiempo Process Efficiency 104487 Percentage of time records that are submitted
electronically

Process
Element Hierarchy
10753 9.5.1 Reportar tiempo Process Efficiency 104488 Percentage of time records that are entered
manually into the payroll system
10753 9.5.1 Reportar tiempo Staff Productivity 101422 Number of time records processed per FTE that
performs the process "report time"
10753 9.5.1 Reportar tiempo Supplemental 102037 Percentage of total finance function FTEs
Information allocated to the process "report time"
10753 9.5.1 Reportar tiempo Supplemental 102389 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"report time"
10754 9.5.2 Administrar el pago Cost Effectiveness 105255 Overhead and other costs to perform the process
"manage pay" per employee paid
10754 9.5.2 Administrar el pago Cost Effectiveness 105256 Overhead and other costs to perform the process
"manage pay" per $1,000 revenue
10754 9.5.2 Administrar el pago Cost Effectiveness 105257 Outsourced cost to perform the process "manage
pay" per employee paid

Process
Element Hierarchy
10754 9.5.2 Administrar el pago Cost Effectiveness 106167 Systems cost to perform the process "manage
pay" per $100,000 revenue
10754 9.5.2 Administrar el pago 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 Administrar el pago Cost Effectiveness 102956 Personnel cost to perform the process "manage
10754 9.5.2 Administrar el pago Cost Effectiveness 102957 Personnel cost to perform the process "manage
10754 9.5.2 Administrar el pago Cost Effectiveness 103304 Systems cost to perform the process "manage

Process
Element Hierarchy
10754 9.5.2 Administrar el pago Cost Effectiveness 101602 Outsourced cost to perform the process "manage
10754 9.5.2 Administrar el pago Cycle Time 100543 Cycle time in business days to reflect a new
employee in the payroll system
10754 9.5.2 Administrar el pago Cycle Time 100546 Cycle time in business days to remove a
terminated employee from the payroll system
10754 9.5.2 Administrar el pago Cycle Time 100549 Cycle time in business days to resolve a payroll
error
10754 9.5.2 Administrar el pago Cycle Time 100536 Cycle time in business days from the payroll
system cut-off date until payroll transmit date
10754 9.5.2 Administrar el pago 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 Administrar el pago Cycle Time 100532 Cycle time in business days from HR/benefits
system cut-off until payroll system cut-off date
10754 9.5.2 Administrar el pago Process Efficiency 102380 Percentage of payroll disbursements that are
manual checks/payments
10754 9.5.2 Administrar el pago Process Efficiency 102383 Percentage of payroll disbursements that include
retroactive pay adjustments
10754 9.5.2 Administrar el pago Process Efficiency 101057 Number of FTEs that perform the process
"manage pay" per $1 billion revenue
10754 9.5.2 Administrar el pago Process Efficiency 101061 Number of FTEs that perform the process
"manage pay" per 1,000 employees paid

Process
Element Hierarchy
10754 9.5.2 Administrar el pago Process Efficiency 101958 Percentage of employees receiving payroll
disbursements via direct deposit
10754 9.5.2 Administrar el pago Process Efficiency 101739 Payment errors as a percentage of total payroll
disbursements
10754 9.5.2 Administrar el pago Process Efficiency 101429 Number of voided checks/payments as a
percentage of payroll disbursements
10754 9.5.2 Administrar el pago Process Efficiency 101373 Number of payroll-related inquiries as a
percentage of payroll disbursements
10754 9.5.2 Administrar el pago Staff Productivity 101334 Number of manual checks/payments per FTE that
performs the process group "process payroll"
10754 9.5.2 Administrar el pago Staff Productivity 101370 Number of payroll disbursements processed per
FTE that performs the process "manage pay"
10754 9.5.2 Administrar el pago Supplemental 100390 Business days the HR/Benefits system is open for
Information employee data changes, new hires and
termination during payroll period
10754 9.5.2 Administrar el pago Supplemental 102385 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"manage pay"
10754 9.5.2 Administrar el pago Supplemental 102014 Percentage of total finance function FTEs
Information allocated to the process "manage pay"

Process
Element Hierarchy
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 101605 Outsourced cost to perform the process "process
nóminas payroll taxes" per $1,000 revenue
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 103019 Personnel cost to perform the process "process
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 103020 Personnel cost to perform the process "process
nóminas payroll taxes" per employee paid
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 103349 Systems cost to perform the process "process
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 103883 Total cost to perform the process "process payroll
nóminas taxes" per $1,000 revenue
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 103885 Total cost to perform the process "process payroll
nóminas taxes" per employee paid

Process
Element Hierarchy
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 106168 Systems cost to perform the process "process
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 105269 Outsourced cost to perform the process "process
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 105271 Overhead and other costs to perform the process
nóminas "process payroll taxes" per employee paid
10755 9.5.3 Administrar y procesar los impuestos de las Cost Effectiveness 105272 Overhead and other costs to perform the process
nóminas "process payroll taxes" per $1,000 revenue
10755 9.5.3 Administrar y procesar los impuestos de las Cycle Time 100534 Cycle time in business days from notification of
nóminas required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding

Process
Element Hierarchy
10755 9.5.3 Administrar y procesar los impuestos de las Process Efficiency 101120 Number of FTEs that perform the process
nóminas "process payroll taxes" per $1 billion revenue
10755 9.5.3 Administrar y procesar los impuestos de las Process Efficiency 101128 Number of FTEs that perform the process
nóminas "process payroll taxes" per 1,000 employees paid
10755 9.5.3 Administrar y procesar los impuestos de las Supplemental 102387 Percentage of total FTEs that perform the process
nóminas Information group "process payroll" that perform the process
"process payroll taxes"
10755 9.5.3 Administrar y procesar los impuestos de las Supplemental 102007 Percentage of total finance function FTEs
nóminas Information allocated to the process "process payroll taxes"
10756 9.6.1 Procesar las cuentas por pagar (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

Process
Element Hierarchy
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105921 Overhead and other cost to perform the process
"process accounts payable (AP)" per invoice
processed
accounts payable (AP)" as percentage of selling,
general, and administrative (SGA) costs
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105909 Personnel cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105910 Systems cost to perform the process "process
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105911 Overhead cost to perform the process "process
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105912 Outsourced cost to perform the process "process
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105913 Other cost to perform the process "process
accounts payable (AP)" as a percentage of
revenue
accounts payable (AP)" per process FTE
accounts payable (AP)" per $1 billion revenue

Process
Element Hierarchy
accounts payable" per $1,000 purchases
accounts payable (AP)" per $1,000 revenue
accounts payable (AP)" per
disbursement/payment
accounts payable (AP)" per invoice line item
processed
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 104204 Value of purchases (in millions) per FTE that
performs the process "process accounts payable
(AP)"
accounts payable (AP)" per $100,000 purchases
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105019 Total value of purchases per net barrel of oil
equivalent (BOE)
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105020 Total value (in millions) of purchases per gross
operated producing well
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105021 Total value (in millions) of purchases per mile of
pipe
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 105022 Total value of purchases per barrel throughput

Process
Element Hierarchy
accounts payable (AP)" per process FTE
accounts payable (AP)" per $1,000 purchases
10756 9.6.1 Procesar las cuentas por pagar (AP) Cost Effectiveness 101580 Outsourced cost to perform the process "process
10756 9.6.1 Procesar las cuentas por pagar (AP) Cycle Time 100575 Cycle time in days from receipt of invoice until
payment is transmitted
10756 9.6.1 Procesar las cuentas por pagar (AP) Cycle Time 100632 Cycle time in days to resolve an invoice error
10756 9.6.1 Procesar las cuentas por pagar (AP) Cycle Time 100636 Cycle time in hours to enter invoice data into the
system
10756 9.6.1 Procesar las cuentas por pagar (AP) Cycle Time 100154 Cycle time in days from receipt of invoice until
approved and scheduled for payment
10756 9.6.1 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (AP) Process Efficiency 101108 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
revenue

Process
Element Hierarchy
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 101738 Payables outstanding per $1,000 revenue
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 101944 Percentage of disbursements that are first time
error free
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 101947 Percentage of discounts available that are taken
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 102146 Percentage of invoice line items received
electronically
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 102149 Percentage of invoice line items that are matched
the first time
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 102163 Percentage of invoices paid within the discount
period
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 102164 Percentage of invoice line items which are
manually keyed into the financial system
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 102136 Percentage of invoice line items matched with a
purchase order
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 102139 Percentage of invoice line items paid on time by
the business entity
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 104301 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
purchases
10756 9.6.1 Procesar las cuentas por pagar (AP) Process Efficiency 107243 Days payables outstanding in intercompany
accounts payable (AP)
10756 9.6.1 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (AP) Staff Productivity 100917 Number of disbursements per FTE that performs
the process "process accounts payable (AP)"
10756 9.6.1 Procesar las cuentas por pagar (AP) Staff Productivity 101290 Number of invoices processed per FTE that
performs the process "process accounts payable
(AP)"
10756 9.6.1 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (AP) Supplemental 101285 Number of invoiced line items per $1,000
10756 9.6.1 Procesar las cuentas por pagar (AP) Supplemental 102032 Percentage of total finance function FTEs
Information allocated to the process "process accounts
payable"
10756 9.6.1 Procesar las cuentas por pagar (AP) Supplemental 103335 Systems cost to perform the process "process
Information accounts payable" as a percentage of the total
cost of the process

Process
Element Hierarchy
10756 9.6.1 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (AP) Supplemental 102996 Personnel cost to perform the process "Process
Information accounts payable" as a percentage of total process
cost
10756 9.6.1 Procesar las cuentas por pagar (AP) Supplemental 107207 Number of payables invoices processed per $1
Information million revenue
10756 9.6.1 Procesar las cuentas por pagar (AP) Supplemental 104924 Percentage of invoices processed through self-
Information invoicing
10756 9.6.1 Procesar las cuentas por pagar (AP) Supplemental 104925 Payments sent to vendors through electronic
Information funds transfer (EFT) as a percentage of the total
number of payments sent
10756 9.6.1 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (AP) Supplemental 104922 Percentage of invoices paid on time
Information

Process
Element Hierarchy
10756 9.6.1 Procesar las cuentas por pagar (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 Procesar las cuentas por pagar (AP) Supplemental 105880 Percentage of FTEs that perform the process
Information "process accounts payable" that perform
10756 9.6.1 Procesar las cuentas por pagar (AP) Supplemental 105434 Number of invoices processed per $1,000 of
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105915 Personnel cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105916 Systems cost of the process "process expense
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105917 Overhead cost of the process "process expense
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105918 Outsourced cost of the process "process expense
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105919 Other cost of the process "process expense
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105894 Total cost to perform the process "process
expense reimbursements" as percentage of

Process
Element Hierarchy
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 105922 Overhead and other cost to perform the process
"process expense reimbursements" per T&E
disbursement
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 101583 Outsourced cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 103013 Personnel cost to perform the process "process
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 102850 Personnel cost to perform the process "process
expense reimbursements" per process FTE
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 104606 Personnel cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Procesar los reembolsos de gastos Cost Effectiveness 104607 Systems cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
expense reimbursements" as a percentage of
revenue
expense reimbursements" per process FTE

Process
Element Hierarchy
expense reimbursements" per $1 billion revenue
10757 9.6.2 Procesar los reembolsos de gastos 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 Procesar los reembolsos de gastos Cost Effectiveness 103345 Systems cost to perform the process "process
10757 9.6.2 Procesar los reembolsos de gastos Cycle Time 100587 Cycle time in days to approve and schedule T&E
reimbursements
10757 9.6.2 Procesar los reembolsos de gastos Process Efficiency 101995 Percentage of expense report exception line items
10757 9.6.2 Procesar los reembolsos de gastos Process Efficiency 102650 Percentage of total T&E expenditures made using
cash advances
10757 9.6.2 Procesar los reembolsos de gastos Process Efficiency 101119 Number of FTEs that perform the process
"process expense reimbursements" per $1 billion
revenue
10757 9.6.2 Procesar los reembolsos de gastos Process Efficiency 101262 Number of FTEs that perform the process
"process expense reimbursements" per $1 million
T&E expenditures
10757 9.6.2 Procesar los reembolsos de gastos Staff Productivity 101419 Number of T&E disbursements per "process
expense reimbursements" FTE

Process
Element Hierarchy
10757 9.6.2 Procesar los reembolsos de gastos Staff Productivity 100952 Number of expense report line items per FTE that
performs the process "process expense
reimbursements"
10757 9.6.2 Procesar los reembolsos de gastos Supplemental 100955 Number of expense report line items per $1,000
Information T&E expenditure
10757 9.6.2 Procesar los reembolsos de gastos Supplemental 104608 Personnel cost of the process "Process expense
Information reimbursements" as a percentage of total cost for
the process
10757 9.6.2 Procesar los reembolsos de gastos Supplemental 104609 Systems cost to perform the process "Process
Information expense reimbursements" as a percentage of the
10757 9.6.2 Procesar los reembolsos de gastos 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 Procesar los reembolsos de gastos Supplemental 104611 Outsourced cost to perform the process "Process
Information expense reimbursements" as a percentage of the
10757 9.6.2 Procesar los reembolsos de gastos Supplemental 102035 Percentage of total finance function FTEs
Information allocated to the process "process expense
reimbursements"

Process
Element Hierarchy
10757 9.6.2 Procesar los reembolsos de gastos Supplemental 105874 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
10758 9.7.1 Administrar las políticas y procedimientos de Process Efficiency 106503 Days cash on hand
tesorería
10759 9.7.2 Administrar el efectivo Cost Effectiveness 104814 Total cost of the process group "manage treasury
operations" per bank used in cash collection
network
10759 9.7.2 Administrar el efectivo Cost Effectiveness 104815 Total cost of the process group "Manage treasury
operations" per bank used in cash disbursement
network
10759 9.7.2 Administrar el efectivo Cycle Time 100171 Cycle time in hours to initiate, approve, and
dispatch a wire transfer
10759 9.7.2 Administrar el efectivo Cycle Time 100175 Cycle time in hours to reconcile a single bank
account
10759 9.7.2 Administrar el efectivo 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 Administrar el efectivo Cycle Time 104809 Cycle time in days to refresh the cash flow
forecast
10759 9.7.2 Administrar el efectivo Cycle Time 105533 Average cycle time in hours to develop a short-
term cash flow forecast
10759 9.7.2 Administrar el efectivo 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 Administrar el efectivo Process Efficiency 104818 Number of banks used in cash collection network

Process
Element Hierarchy
10759 9.7.2 Administrar el efectivo Process Efficiency 104819 Number of banks used in cash disbursement
network per $1 billion revenue
10759 9.7.2 Administrar el efectivo Staff Productivity 104810 Number of banks used in cash collection network
per FTE that performs the process group "manage
10759 9.7.2 Administrar el efectivo Staff Productivity 104811 Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"
10762 9.8.1 Establecer políticas y procedimientos de Cost Effectiveness 103673 Total cost to perform the process "establish
controles internos internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establecer políticas y procedimientos de Cost Effectiveness 102918 Personnel cost to perform the process "establish
$1,000 revenue
10762 9.8.1 Establecer políticas y procedimientos de Cost Effectiveness 103280 Systems cost to perform the process "establish
$100,000 revenue
10762 9.8.1 Establecer políticas y procedimientos de Cost Effectiveness 103161 Risk assessment cost as a percentage of total cost
controles internos to perform the process "establish internal
controls, policies, and procedures"
10762 9.8.1 Establecer políticas y procedimientos de Cost Effectiveness 101554 Outsourced cost to perform the process "establish
$1,000 revenue
10762 9.8.1 Establecer políticas y procedimientos de Process Efficiency 101018 Number of FTEs that perform the process
controles internos "establish internal controls, policies, and
procedures" per $1 billion revenue

Process
Element Hierarchy
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102374 Percentage of other non-independent members on
controles internos Information the governance committee
controles internos Information the audit committee
controles internos Information the compensation committee
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102312 Percentage of officers/employees on the audit
controles internos Information committee
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102313 Percentage of officers/employees on the
controles internos Information compensation committee

Process
Element Hierarchy
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102314 Percentage of officers/employees on the
controles internos Information governance committee
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102006 Percentage of total finance function FTEs
controles internos Information allocated to the process "establish internal
controls, policies, and procedures"
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102112 Percentage of independent members on the audit
controles internos Information committee
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102113 Percentage of independent members on the
controles internos Information compensation committee
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102114 Percentage of independent members on the
controles internos Information governance committee

Process
Element Hierarchy
10762 9.8.1 Establecer políticas y procedimientos de Supplemental 102115 Percentage of independent, outside directors on
controles internos Information the board
10763 9.8.2 Operar los controles y supervisar que se cumplan Cost Effectiveness 101568 Outsourced cost to perform the process "operate
las políticas y procedimientos con respecto a controls and monitor compliance with internal
estos controles internos controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operar los controles y supervisar que se cumplan Cost Effectiveness 103315 Systems cost to perform the process "operate
revenue
10763 9.8.2 Operar los controles y supervisar que se cumplan Cost Effectiveness 102969 Personnel cost to perform the process "operate
revenue
10763 9.8.2 Operar los controles y supervisar que se cumplan Cost Effectiveness 103766 Total cost to perform the process "operate
revenue
10763 9.8.2 Operar los controles y supervisar que se cumplan Cycle Time 100140 Cycle time in calendar days (including weekends)
las políticas y procedimientos con respecto a from identification of change in risk until
estos controles internos changes to risk management policies and
procedures are completed and ready for
deployment/communication/implementation by
the business entity
10763 9.8.2 Operar los controles y supervisar que se cumplan Cycle Time 100144 Cycle time in calendar days (including weekends)
las políticas y procedimientos con respecto a from the identification of a control violation until
estos controles internos the violation is reported/communicated to the
control or process owner

Process
Element Hierarchy
10763 9.8.2 Operar los controles y supervisar que se cumplan Cycle Time 100148 Cycle time in days from reporting of a control
las políticas y procedimientos con respecto a violation until investigation is completed and
estos controles internos remediation steps/control changes are developed
10763 9.8.2 Operar los controles y supervisar que se cumplan Cycle Time 100608 Cycle time in days to deploy change in enabling
las políticas y procedimientos con respecto a technology
estos controles internos
10763 9.8.2 Operar los controles y supervisar que se cumplan Process Efficiency 101070 Number of FTEs that perform the process
las políticas y procedimientos con respecto a "operate controls and monitor compliance with
estos controles internos internal controls policies and procedures" per $1
billion revenue
10763 9.8.2 Operar los controles y supervisar que se cumplan Process Efficiency 101375 Number of primary controls per 1,000 employees
las políticas y procedimientos con respecto a
10763 9.8.2 Operar los controles y supervisar que se cumplan Process Efficiency 101424 Number of times last year employees used
las políticas y procedimientos con respecto a existing communication channels to report
estos controles internos suspected improprieties per 1,000 employees
10763 9.8.2 Operar los controles y supervisar que se cumplan Process Efficiency 100899 Number of control violations per 1,000 business
las políticas y procedimientos con respecto a entity employees
10763 9.8.2 Operar los controles y supervisar que se cumplan Process Efficiency 102392 Percentage of primary controls that are automated
las políticas y procedimientos con respecto a
10763 9.8.2 Operar los controles y supervisar que se cumplan Supplemental 102016 Percentage of total finance function FTEs
las políticas y procedimientos con respecto a Information allocated to the process "operate controls and
estos controles internos monitor compliance with internal controls
policies and procedures"

Process
Element Hierarchy
10763 9.8.2 Operar los controles y supervisar que se cumplan Supplemental 102398 Percentage of primary controls that are detective
las políticas y procedimientos con respecto a Information in nature
10763 9.8.2 Operar los controles y supervisar que se cumplan Supplemental 102401 Percentage of primary controls that are
las políticas y procedimientos con respecto a Information preventive in nature
10763 9.8.2 Operar los controles y supervisar que se cumplan Supplemental 103173 Self assessments as a percentage of risk
las políticas y procedimientos con respecto a Information assessment cost
10763 9.8.2 Operar los controles y supervisar que se cumplan Supplemental 101912 Percentage of total control violations that are new
las políticas y procedimientos con respecto a Information
10764 9.8.3 Reportar sobre el cumplimiento de los controles Cost Effectiveness 103347 Systems cost to perform the process "report on
internos internal controls compliance" per $100,000
revenue
10764 9.8.3 Reportar sobre el cumplimiento de los controles Cost Effectiveness 103879 Total cost to perform the process "report on
internos internal controls compliance" per $1,000 revenue
10764 9.8.3 Reportar sobre el cumplimiento de los controles Cost Effectiveness 103016 Personnel cost to perform the process "report on
10764 9.8.3 Reportar sobre el cumplimiento de los controles Cost Effectiveness 101584 Outsourced cost to perform the process "report on
10764 9.8.3 Reportar sobre el cumplimiento de los controles Process Efficiency 102391 Previously identified control violations as a
internos percentage of total control violations

Process
Element Hierarchy
10764 9.8.3 Reportar sobre el cumplimiento de los controles Process Efficiency 101125 Number of FTEs that perform the process "report
internos on internal controls compliance" per $1 billion
revenue
10764 9.8.3 Reportar sobre el cumplimiento de los controles Supplemental 101533 Outside consultants as a percentage of risk
internos Information assessment cost
10764 9.8.3 Reportar sobre el cumplimiento de los controles Supplemental 101459 Other as a percentage of risk assessment cost
internos Information
10764 9.8.3 Reportar sobre el cumplimiento de los controles Supplemental 102036 Percentage of total finance function FTEs
internos Information allocated to the process "report on internal
controls compliance"
10764 9.8.3 Reportar sobre el cumplimiento de los controles Supplemental 100770 Independent internal resources as a percentage of
internos Information risk assessment cost
10766 9.9.2 Procesar Impuestos Supplemental 105544 Ratio of tax strategy to tax filing staff at the
Information finance shared services center
10769 9.10.3 Administrar factor de riesgo monetario/ Process Efficiency 107284 Percentage of daily cash balances versus forecast
protección monetaria
10789 9.2.1.1 Establecer políticas de crédito Supplemental 105437 Maximum value of credit that can be extended to
Information new customers without approval
10789 9.2.1.1 Establecer políticas de crédito Supplemental 105438 Maximum value of credit that can be extended to
Information existing customers without approval
10789 9.2.1.1 Establecer políticas de crédito Supplemental 105473 Percentage of FTEs who perform the process
Information "process customer credit" who establish credit
policies

Process
Element Hierarchy
10790 9.2.1.2 Analizar/aprobar nuevas solicitudes de cuentas Supplemental 105474 Percentage of FTEs who perform the process
Information "process customer credit" who analyze/approve
new account applications
10791 9.2.1.5 Revisar las cuentas existentes Supplemental 105475 Percentage of FTEs who perform the process
Information "process customer credit" who review existing
accounts
10792 9.2.1.6 Emitir reportes de crédito/cobranza Supplemental 105476 Percentage of FTEs who perform the process
Information "process customer credit" who produce
credit/collection reports
10794 9.2.2.1 Mantener archivos maestros de producto/cliente Staff Productivity 105496 Number of updates to the customer master file
per FTE that performs the process "invoice
customer" and maintains customer/product
master files
10794 9.2.2.1 Mantener archivos maestros de producto/cliente 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 Mantener archivos maestros de producto/cliente Supplemental 105490 Percentage of FTEs who perform the process
Information "invoice customer" who maintain
customer/product master files
10795 9.2.2.2 Generar datos de facturación del cliente Supplemental 105491 Percentage of FTEs who perform the process
Information "invoice customer" who generate customer
billing data

Process
Element Hierarchy
10796 9.2.2.3 Transmitir datos de facturación al cliente Supplemental 105492 Percentage of FTEs who perform the process
Information "invoice customer" who transmit billing data to
customers
10797 9.2.2.4 Asentar entradas de cuentas por cobrar Supplemental 105493 Percentage of FTEs who perform the process
Information "invoice customer" who post accounts receivable
entries
10798 9.2.2.5 Resolver las preguntas sobre la facturación que Supplemental 105494 Percentage of FTEs who perform the process
tenga el cliente Information "invoice customer" who resolve customer billing
inquiries
10808 9.2.4.5 Procesar los ajustes/eliminar los saldos Supplemental 105555 Maximum value of uncollectable balance that can
Information be written off without approval
10815 9.3.1.1 Negociar los acuerdos a nivel servicio Supplemental 106292 Percentage of FTEs that perform the process
perform the activity "negotiate service-level
agreements"
10816 9.3.1.2 Establecer políticas de contabilidad Supplemental 106293 Percentage of FTEs that perform the process
perform the activity "establish accounting
policies"
10817 9.3.1.4 Establecer y hacer cumplir los límites de Supplemental 106295 Percentage of FTEs that perform the process
aprobación Information "manage financial policies and procedures" that
perform the activity "set and enforce approval
limits"

Process
Element Hierarchy
10818 9.3.1.5 Establecer sistemas financieros comunes Supplemental 106296 Percentage of FTEs that perform the process
perform the activity "establish common financial
systems"
10819 9.3.2.1 Mantener una tabla de cuentas 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 Procesar las entradas en el libro diario Supplemental 106301 Percentage of FTEs that perform the process
activity "process journal entries"
10820 9.3.2.2 Procesar las entradas en el libro diario Supplemental 106324 Percentage of journal entry line items that are
Information intercompany
Information corrective/adjusting
Information first time/originating
10820 9.3.2.2 Procesar las entradas en el libro diario 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 Procesar la distribución Supplemental 106302 Percentage of FTEs that perform the process
activity "process allocations"
10822 9.3.2.4 Procesar los ajustes a finales del período Supplemental 106303 Percentage of FTEs that perform the process
activity "process period end adjustments"

Process
Element Hierarchy
10822 9.3.2.4 Procesar los ajustes a finales del período Supplemental 106332 Percentage of total accruals generated using a
Information fully automated method
10822 9.3.2.4 Procesar los ajustes a finales del período Supplemental 106333 Percentage of total accruals generated using a
Information fully manual method
10822 9.3.2.4 Procesar los ajustes a finales del período Supplemental 106334 Percentage of total accruals generated using both
Information automation and manual methods
10823 9.3.2.5 Asentar y conciliar las transacciones dentro de la Supplemental 106328 Number of intercompany transactions per
compañía Information business unit supported
10823 9.3.2.5 Asentar y conciliar las transacciones dentro de la Supplemental 106329 Percentage of intercompany transactions
compañía Information processed using a fully automated method
compañía Information processed using a fully manual method
compañía Information processed using both automation and manual
methods
10823 9.3.2.5 Asentar y conciliar las transacciones dentro de la Supplemental 106304 Percentage of FTEs that perform the process
compañía Information "perform general accounting" that perform the
activity "post and reconcile intercompany
transactions"
10824 9.3.2.6 Conciliar las cuentas del libro mayor Supplemental 106305 Percentage of FTEs that perform the process
activity "reconcile general ledger accounts"

Process
Element Hierarchy
10825 9.3.2.7 Llevar a cabo las consolidaciones y las Supplemental 106306 Percentage of FTEs that perform the process
eliminaciones de procesos Information "perform general accounting" that perform the
activity "perform consolidations and process
eliminations"
10826 9.3.2.8 Preparar la balanza de comprobación Supplemental 106307 Percentage of FTEs that perform the process
activity "prepare trial balance"
10827 9.3.2.9 Preparar y asentar los ajustes administrativos Supplemental 106308 Percentage of FTEs that perform the process
activity "prepare and post management
adjustments"
10831 9.3.3.4 Procesar y registrar los ajustes, las mejoras, los Process Efficiency 107283 Percentage of fixed asset transactions handled
avalúos y las transferencias de activos fijos automatically without human intervention
10837 9.3.4.1 Preparar estados financieros por unidad de Supplemental 106310 Percentage of FTEs that perform the process
negocio Information "perform financial reporting" that perform the
activity "prepare business unit financial
statements"
10838 9.3.4.2 Preparar estados financieros consolidados Supplemental 106311 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare consolidated financial
statements"
10839 9.3.4.3 Desarrollar reportes de administración de Supplemental 106312 Percentage of FTEs that perform the process
revisión/reporte de la unidad de negocio Information "perform financial reporting" that perform the
activity "perform business unit reporting/review
management reports"

Process
Element Hierarchy
10840 9.3.4.4 Preparar estados financieros consolidados/ Supplemental 106313 Percentage of FTEs that perform the process
revisión de los reportes de administración de Information "perform financial reporting" that perform the
costos activity "perform consolidated reporting/review
of cost management reports"
10841 9.3.4.5 Preparar declaraciones para la revisión de la junta Supplemental 106314 Percentage of FTEs that perform the process
activity "prepare statements for board review"
10842 9.3.4.6 Emitir reportes y registros para los accionistas Supplemental 106315 Percentage of FTEs that perform the process
trimestral/anualmente Information "perform financial reporting" that perform the
activity "produce quarterly/annual filings and
shareholder reports"
10843 9.3.4.7 Elaborar reportes reguladores Supplemental 106316 Percentage of FTEs that perform the process
activity "produce regulatory reports"
10869 9.6.1.1 Verificar el archivo de pago de cuentas por pagar Supplemental 105881 Percentage of FTEs that perform the process
con el archivo maestro de vendedores de la orden Information "process accounts payable" that perform the
de compra (PO) activity "verify AP pay file with purchase order
vendor master file"
10870 9.6.1.2 Mantener/administrar el comercio electrónico Supplemental 105882 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "maintain/manage electronic commerce"

Process
Element Hierarchy
10871 9.6.1.3 Auditar las facturas y los datos clave en el Supplemental 105883 Percentage of FTEs that perform the process
sistema de AP Information "process accounts payable" that perform the
activity "audit invoices/key data into AP system"
10871 9.6.1.3 Auditar las facturas y los datos clave en el Supplemental 105895 Percentage of invoice line items which are
sistema de AP Information entered into the financial system via Electronic
Data Interchange (EDI)
sistema de AP Information scanned into the financial system
sistema de AP Information entered into the financial system via some other
method than manual entry, scanning, or EDI
10872 9.6.1.4 Aprobar los pagos Supplemental 105898 Percentage of invoice line items approved by
Information two-way matching
Information three-way matching
10872 9.6.1.4 Aprobar los pagos Supplemental 105900 Percentage of invoice line items approved by pre-
Information approved procurement card
10872 9.6.1.4 Aprobar los pagos 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 Aprobar los pagos Supplemental 105904 Percentage of invoice line items approved by a
Information method other than matching, procurement card,
blanket codes, auto receipt settlement, or VMI

Process
Element Hierarchy
10872 9.6.1.4 Aprobar los pagos Supplemental 105884 Percentage of FTEs that perform the process
activity "approve payments"
10873 9.6.1.5 Procesar las acumulaciones e inversiones Supplemental 105885 Percentage of FTEs that perform the process
financieras Information "process accounts payable" that perform the
activity "process financial accruals and reversals"
10874 9.6.1.6 Procesar los impuestos en la nómina Supplemental 105886 Percentage of FTEs that perform the process
activity "process payroll taxes"
10875 9.6.1.7 Investigar/Resolver las excepciones de la nómina Cycle Time 105906 Average elapsed time in calendar days (including
weekends) from the time when a disbursement
error is identified to the time it is fully resolved
10875 9.6.1.7 Investigar/Resolver las excepciones de la nómina Supplemental 105887 Percentage of FTEs that perform the process
activity "research/resolve payroll exceptions"
10876 9.6.1.8 Procesar los pagos Process Efficiency 105905 Percentage of total annual number of
disbursements processed which are duplicate or
erroneous payments
10876 9.6.1.8 Procesar los pagos Process Efficiency 104604 Percentage of disbursements submitted
electronically
10876 9.6.1.8 Procesar los pagos Supplemental 105888 Percentage of FTEs that perform the process
activity "process payments"

Process
Element Hierarchy
10877 9.6.1.9 Responder ante las consultas de AP 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 Responder ante las consultas de AP Supplemental 105889 Percentage of FTEs that perform the process
activity "respond to AP inquiries"
10878 9.6.1.10 Retener los registros Supplemental 105890 Percentage of FTEs that perform the process
activity "retain records"
10879 9.6.1.11 Ajustar los registros contables Supplemental 105891 Percentage of FTEs that perform the process
activity "adjust accounting records"
10880 9.6.2.1 Establecer y comunicar las políticas de reembolso Supplemental 105875 Percentage of FTEs that perform the process
de gastos, así como los límites aprobados Information "process expense reimbursements" that perform
the activity "establish and communicate expense
reimbursement policies and approval limits"
10881 9.6.2.2 Capturar y reportar los datos de impuestos Supplemental 105876 Percentage of FTEs that perform the process
importantes Information "process expense reimbursements" that perform
the activity "capture and report relevant tax data"
10882 9.6.2.3 Aprobar los reembolsos y pagos por adelantado Supplemental 105877 Percentage of FTEs that perform the process
the activity "approve reimbursements and
advances"

Process
Element Hierarchy
10883 9.6.2.4 Procesar los reembolsos y pagos por adelantado Supplemental 105878 Percentage of FTEs that perform the process
the activity "process reimbursements and
advances"
10884 9.6.2.5 Administrar las cuentas personales Supplemental 105879 Percentage of FTEs that perform the process
the activity "manage personnel accounts"
10940 10.4 Disponer de los activos 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 de instalación Cost Effectiveness 106155 Average annual build cost per square feet for new
retail stores and warehouses
10955 10.1.1.1 Confirmar la de los requerimientos de las Cost Effectiveness 106152 Total annual retail real estate cost as a percentage
propiedades con las estrategia de neocio of direct retail sales revenue, excluding
franchisee commission
11013 12.4 Administrar asuntos legales y éticos Cost Effectiveness 106542 Total number of compliance and ethics services
FTEs per $1 billion revenue
11013 12.4 Administrar asuntos legales y éticos 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 Administrar asuntos legales y éticos Cost Effectiveness 106544 Total cost to perform the compliance and ethics
services function as a percentage of revenue
11013 12.4 Administrar asuntos legales y éticos Supplemental 106537 Percentage of legal services FTEs that perform
Information the process "manage corporate compliance and
ethics program”

Process
Element Hierarchy
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106106 Personnel (staff) costs directly associated with
administrativa de conocimiento a lo largo de la leading, managing, and supporting the KM
empresa (KM por sus siglas en inglés) program, initiative, or service per $1,000 revenue
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106107 Personnel (contractor) costs directly associated
administrativa de conocimiento a lo largo de la with leading, managing, and supporting the KM
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106108 External/outsourcing costs directly associated
administrativa de conocimiento a lo largo de la with leading, managing, and supporting the KM
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106109 Systems costs for KM applications, platforms,
administrativa de conocimiento a lo largo de la and related technology per $1,000 revenue
empresa (KM por sus siglas en inglés)
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106110 Costs for KM meetings, events, marketing, and
administrativa de conocimiento a lo largo de la training per $1,000 revenue
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106111 KM costs other than personnel for staff and
administrativa de conocimiento a lo largo de la contractor personnel, outsourcing, systems,
empresa (KM por sus siglas en inglés) meetings, events, marketing, and training per
$1,000 revenue
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106112 Funding for KM program, initiative, or service
administrativa de conocimiento a lo largo de la from central/enterprise funding source per $1,000
empresa (KM por sus siglas en inglés) revenue

Process
Element Hierarchy
administrativa de conocimiento a lo largo de la from allocations from business units, functions,
empresa (KM por sus siglas en inglés) or groups leveraging KM services per $1,000
revenue
administrativa de conocimiento a lo largo de la from sources other than central/enterprise
empresa (KM por sus siglas en inglés) funding source or allocations from business units,
functions, or groups leveraging KM services per
$1,000 revenue
11073 13.5 Desarrollar y Administrar la capacidad Cost Effectiveness 106104 Total cost, excluding overhead cost, for the
administrativa de conocimiento a lo largo de la business entity's knowledge management
empresa (KM por sus siglas en inglés) program per $1,000 revenue
empresa (KM por sus siglas en inglés) program per FTE that directly supports it
empresa (KM por sus siglas en inglés) program per business entity employee
11073 13.5 Desarrollar y Administrar la capacidad Process Efficiency 106086 Percentage of KM applications, platforms, or
administrativa de conocimiento a lo largo de la technologies hosted in the cloud

Process
Element Hierarchy
11073 13.5 Desarrollar y Administrar la capacidad Process Efficiency 106087 Percentage of KM applications, platforms, or
administrativa de conocimiento a lo largo de la technologies hosted on-premises
11073 13.5 Desarrollar y Administrar la capacidad Process Efficiency 106105 Number of FTEs that directly support business
administrativa de conocimiento a lo largo de la entity's knowledge management program per $1
empresa (KM por sus siglas en inglés) billion revenue
11073 13.5 Desarrollar y Administrar la capacidad Staff Productivity 106117 Percentage of business entity FTEs that directly
administrativa de conocimiento a lo largo de la support business entity's knowledge management
empresa (KM por sus siglas en inglés) program
11073 13.5 Desarrollar y Administrar la capacidad Supplemental 106088 Percentage of funding for KM applications,
administrativa de conocimiento a lo largo de la Information platforms, or technologies from the KM program,
empresa (KM por sus siglas en inglés) initiative, or service
administrativa de conocimiento a lo largo de la Information platforms, or technologies from the IT
empresa (KM por sus siglas en inglés) group/function
administrativa de conocimiento a lo largo de la Information platforms, or technologies from one or more
empresa (KM por sus siglas en inglés) business units/functions whose employees are
end-users of the application/platform
administrativa de conocimiento a lo largo de la Information platforms, or technologies from another source or
empresa (KM por sus siglas en inglés) group
11073 13.5 Desarrollar y Administrar la capacidad Supplemental 106093 Percentage of total funding for KM program,
administrativa de conocimiento a lo largo de la Information initiative, or service from central/enterprise
empresa (KM por sus siglas en inglés) funding source
administrativa de conocimiento a lo largo de la Information initiative, or service from allocations from
empresa (KM por sus siglas en inglés) business units, functions, or groups leveraging
KM services

Process
Element Hierarchy
administrativa de conocimiento a lo largo de la Information initiative, or service from sources other than
empresa (KM por sus siglas en inglés) central/enterprise funding source or allocations
from business units, functions, or groups
leveraging KM services
11073 13.5 Desarrollar y Administrar la capacidad Supplemental 106096 Percentage of total cost for knowledge
administrativa de conocimiento a lo largo de la Information management program, initiative, or service
empresa (KM por sus siglas en inglés) allocated to personnel (staff) costs directly
associated with KM
empresa (KM por sus siglas en inglés) allocated to personnel (contractor) costs directly
associated with KM
empresa (KM por sus siglas en inglés) allocated to external/outsourcing costs directly
associated with KM
empresa (KM por sus siglas en inglés) allocated to systems costs for KM applications,
platforms, and related technology
empresa (KM por sus siglas en inglés) allocated to KM meetings, events, marketing, and
training
empresa (KM por sus siglas en inglés) allocated to other KM costs

Process
Element Hierarchy
11096 13.5.2 Evaluar las capacidades KM 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 Evaluar las capacidades KM Process Efficiency 106116 Estimated business value generated by KM
program, initiative, or service per $1,000 revenue
11096 13.5.2 Evaluar las capacidades KM 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 Evaluar las capacidades KM 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 Evaluar las capacidades KM 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 Evaluar las capacidades KM Staff Productivity 106336 Number of business entity employees per FTE
that directly supports the business entity's
knowledge management program
11168 3.2.1 Definir oferta y propuesta de valor para el cliente Supplemental 105770 Percentage of digital sales of core
Information telecommunications products which include one
or more attachments
11185 11.3 Administrar los esfuerzos de remediar Additional 107321 Near miss correction rate
Operational
Metrics

Process
Element Hierarchy
11208 9.7.5 Monitorear y ejecutar transacciones de riesgo y Cost Effectiveness 104817 Total cost of the process group "Manage treasury
cobertura operations" per foreign currency involved in
foreign exchange hedging program
11208 9.7.5 Monitorear y ejecutar transacciones de riesgo y Staff Productivity 104813 Number of foreign currencies involved in foreign
cobertura exchange hedging program per FTE that
performs the process group "Manage treasury
operations"
11208 9.7.5 Monitorear y ejecutar transacciones de riesgo y Staff Productivity 104821 Number of foreign currencies involved in foreign
cobertura exchange hedging program per $1 billion revenue
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 103725 Total cost to perform the process "manage
business resiliency and risk", including
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 101622 Outsourced cost to perform the process group
"manage business resiliency and risk", including
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 101697 Overhead cost to perform the process group
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 101494 Other cost to perform the process group "manage
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 102943 Personnel cost to perform the process group
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 103295 Systems cost to perform the process group

Process
Element Hierarchy
11216 11.4 Administrar Resiliencia de negocios Cost Effectiveness 106427 Total cost to perform the process group "manage
11216 11.4 Administrar Resiliencia de negocios 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)
11216 11.4 Administrar Resiliencia de negocios Process Efficiency 100831 Level of FTE experience in years for the process
group "manage business resiliency and risk"

Process
Element Hierarchy
11216 11.4 Administrar Resiliencia de negocios Process Efficiency 101318 Number of IT FTEs that perform the process
group "manage business resiliency and risk" per
$1 billion revenue
11216 11.4 Administrar Resiliencia de negocios Supplemental 102733 Percentage of total IT cost, including
group "manage business resiliency and risk"
11216 11.4 Administrar Resiliencia de negocios 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 Administrar Resiliencia de negocios Supplemental 104558 Percentage of business entity IT FTEs who
Information perform the process group "manage business
resiliency"
11220 8.3 Desarrollar e implementar controles de Cost Effectiveness 105001 Total cost to perform the process group "develop
protección de datos, de privacidad y de seguridad and implement security, privacy, and data
protection controls", excluding
11220 8.3 Desarrollar e implementar controles de Process Efficiency 105218 Number of IT FTEs that perform the process
protección de datos, de privacidad y de seguridad group "develop and implement security, privacy,
and data protection controls" per $1 billion
revenue
11220 8.3 Desarrollar e implementar controles de Supplemental 104991 Percentage of total IT cost, excluding
protección de datos, de privacidad y de seguridad Information depreciation/amortization, allocated to process
group "develop and implement security, privacy,
and data protection controls"
11220 8.3 Desarrollar e implementar controles de Supplemental 105219 Percentage of business entity IT FTEs who
protección de datos, de privacidad y de seguridad Information perform the process group "develop and
implement security, privacy, and data protection
controls"
11740 2.1.4 Administrar datos maestros de productos y Supplemental 105244 Percentage of primary products that are made
servicios Information from recycled materials (by weight)

Process
Element Hierarchy
11740 2.1.4 Administrar datos maestros de productos y Supplemental 105245 Percentage of primary products that are
servicios Information potentially able to be recovered and recycled (by
weight)
11779 3.5.3 Desarrollar y gestionar propuestas de ventas, Process Efficiency 106521 Number of proposals managed per contracts
licitaciones y presupuestos management FTE
11779 3.5.3 Desarrollar y gestionar propuestas de ventas, Staff Productivity 106524 Percentage of new proposals resulting in a new
licitaciones y presupuestos contract
11779 3.5.3 Desarrollar y gestionar propuestas de ventas, Supplemental 106512 Percentage of contracts management FTEs that
licitaciones y presupuestos Information perform the process "manage proposals, bids, and
quotes"
12658 6.3 Productos de servicio después de las ventas Cycle Time 104855 Average cycle time in days from detection-to-
correction of warranty issues
12658 6.3 Productos de servicio después de las ventas Process Efficiency 104887 Supplier recovery rate
12658 6.3 Productos de servicio después de las ventas Process Efficiency 104856 Warranty accrual rate
12658 6.3 Productos de servicio después de las ventas Process Efficiency 104857 Warranty claims rate
12658 6.3 Productos de servicio después de las ventas Process Efficiency 104858 Warranty cost forecast accuracy
12658 6.3 Productos de servicio después de las ventas Process Efficiency 104859 Average annual product return rate
12658 6.3 Productos de servicio después de las ventas Process Efficiency 104860 Average annual recall rate per product family
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 105610 Goodwill cost per approved goodwill claim
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 105612 Total cost to perform the process "process
warranty claims" per process FTE

Process
Element Hierarchy
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 105613 Personnel cost to perform the process "process
warranty claims" per process FTE
warranty claims" per $1,000 revenue
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 104863 Personnel cost to perform the process "process
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 104865 Systems cost to perform the process "process
warranty claims" per warranty claim processed
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 104869 Goodwill cost as a percentage of revenue
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 104890 Internal cost to perform the process "process
warranty claims" as a percentage of total process
cost

Process
Element Hierarchy
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 104891 Outsourced cost to perform the process "process
warranty claims" as a percentage of total process
cost
12669 6.3.1 Procesar reclamos de garantía Cost Effectiveness 104892 Overhead and other costs to perform the process
"process warranty claims" per $1,000 revenue
12669 6.3.1 Procesar reclamos de garantía Cycle Time 104870 Average cycle time in days to process a warranty
claim
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104871 Number of FTEs that perform the process
"process warranty claims" per $1 billion revenue
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104873 Number of claims processed per FTE that
performs the process "process warranty claims"
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104874 Percentage of total rejected claims rejected for
being fraudulent
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104875 Percentage of total rejected claims rejected for
policy reasons
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104877 Percentage of total claims approved that is
invalid or fraudulent
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104878 Percentage of total claims processed from
approved goodwill claims

Process
Element Hierarchy
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104879 Percentage of total claims processed that is from
approved recall claims
approved repeat repair claims
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104881 Percentage of total claims processed that is
approved
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104882 Percentage of total claims processed that is
rejected
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104883 Percentage of total warranty claims processed
that is processed automatically
suspense routed claims
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 104885 Percentage of total claims processed that required
human intervention
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 105450 Total number of other claims processed as a
percentage of total claims processed
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 105451 Number of claims rejected for other reason as a
percentage of total rejected claims
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 105452 Number of first time repair/replace claims
approved as a percentage of total claims
processed

Process
Element Hierarchy
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 105453 Number of repeat repair/replace claims approved
as a percentage of total claims processed
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 105455 Number of recall claims approved as a percentage
of total claims processed
12669 6.3.1 Procesar reclamos de garantía Process Efficiency 105611 Total number of warranty claims processed per
$1,000 revenue
12669 6.3.1 Procesar reclamos de garantía Staff Productivity 105614 Number of invalid or fraudulent claims that are
approved per FTE that performs the process
"process warranty claims"
12669 6.3.1 Procesar reclamos de garantía Staff Productivity 105615 Number of invalid or fraudulent claims that are
approved per $1,000 revenue
12672 6.5.4 Evaluar y gestionar el rendimiento de garantía Supplemental 104888 Percentage of customers satisfied with warranty
Information process / experience
14074 9.3.4.8 Desarrollar una consolidación legal y Supplemental 106317 Percentage of FTEs that perform the process
administrativa Information "perform financial reporting" that perform the
activity "perform legal and management
consolidation"

Process
Element Hierarchy
16573 3.2.4.1 Establecer métricas y objetivos específicos del Staff Productivity 106144 Average annual retail sales revenue per customer-
canal facing sales associate
16613 3.3.6 Analizar y responder a las percepciones del Process Efficiency 105805 Percentage of perfect scores on
cliente telecommunications call center customer
satisfaction
17043 7.1 Crear y Administrar la planeación, políticas y Process Efficiency 105601 Strategic workforce planning FTEs per revenue
estrategias de Recursos Humanos
17043 7.1 Crear y Administrar la planeación, políticas y Process Efficiency 105602 Strategic workforce planning FTEs per employee
17043 7.1 Crear y Administrar la planeación, políticas y Process Efficiency 105603 Revenue per employee (entire organization)
17052 7.4 Administrar relaciones de los empleados Cost Effectiveness 106354 Total cost to perform the HR function per FTE
that performs the process group "manage
employee relations"
17052 7.4 Administrar relaciones de los empleados Cost Effectiveness 106372 Total cost to perform the process group "manage
employee relations" per $1,000 revenue
17052 7.4 Administrar relaciones de los empleados Cost Effectiveness 106373 Total cost to perform the process group "manage
employee relations" per business entity employee
17052 7.4 Administrar relaciones de los empleados Cost Effectiveness 106374 Personnel cost to perform the process group
"manage employee relations" per $1,000 revenue
17052 7.4 Administrar relaciones de los empleados Cost Effectiveness 106375 Personnel cost to perform the process group
"manage employee relations" per business entity
employee
17052 7.4 Administrar relaciones de los empleados Process Efficiency 106151 Employee engagement score
17052 7.4 Administrar relaciones de los empleados Process Efficiency 106355 Number of FTEs that perform the process group
"manage employee relations" per $1 billion
revenue

Process
Element Hierarchy
17052 7.4 Administrar relaciones de los empleados Staff Productivity 106356 Number of business entity employees per FTE
that performs the process group "manage
employee relations"
17052 7.4 Administrar relaciones de los empleados 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 Administrar relaciones de los empleados Supplemental 106376 Personnel cost to perform the process group
Information "manage employee relations" as a percentage of
17052 7.4 Administrar relaciones de los empleados Supplemental 106377 Systems cost to perform the process group
17052 7.4 Administrar relaciones de los empleados 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 Administrar relaciones de los empleados Supplemental 106379 Outsourced cost to perform the process group
17057 7.8 Administrar la comunicación de los empleados Cost Effectiveness 106357 Total cost to perform the HR function per FTE
that performs the process groups "manage
17057 7.8 Administrar la comunicación de los empleados Process Efficiency 106358 Number of FTEs that perform the process groups
"deliver employee communications" per $1
billion revenue

Process
Element Hierarchy
17058 9.0 Administrar Recursos Financieros Cost Effectiveness 104464 Selling, general, and administrative (SGA) costs
as a percentage of business entity revenue
17058 9.0 Administrar Recursos Financieros Supplemental 107276 Employee turnover rate for FTEs dedicated to
Information planning, budgeting and management and capital
project accounting processes
17058 9.0 Administrar Recursos Financieros Supplemental 107277 Average tenure, in years, of FTEs currently
Information dedicated to planning, budgeting and
management and capital project accounting
processes
17058 9.0 Administrar Recursos Financieros Supplemental 105083 Non-interest expense as a percentage of total
Information assets
17058 9.0 Administrar Recursos Financieros Supplemental 105084 Net income plus interest as a percentage of total
Information assets
17058 9.0 Administrar Recursos Financieros Supplemental 105085 New transaction account income as a percentage
Information of fee income
17058 9.0 Administrar Recursos Financieros Supplemental 105126 Total annual non-interest expense per $1,000
Information revenue
17058 9.0 Administrar Recursos Financieros Supplemental 105127 Total annual fee income per $1,000 revenue
Information
17058 9.0 Administrar Recursos Financieros Supplemental 105128 Total annual operating expense per $1,000
Information revenue
17060 11.1 Administrar el riesgo de la empresa Additional 107322 Fatalities or major injuries due to asset integrity
Operational incidents
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107323 Aircraft safe fueling
Operational
Metrics

Process
Element Hierarchy
17060 11.1 Administrar el riesgo de la empresa Additional 107324 HazCom
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107325 Hydrocarbon spills in barrels
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107326 Rotating equipment/vessel availability
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107327 Mean time in months between failures
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107328 Number of asset integrity incidents
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107317 Occupational Health Hazard Assessment
Operational (OHHA)
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107318 Comprehensive Environmental Health
Operational Assessment (CEHA)
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107319 Restricted duty injuries/illnesses
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107320 On-the-job fatalities
Operational
Metrics
17060 11.1 Administrar el riesgo de la empresa Additional 107330 Loss due to asset integrity incidents
Operational
Metrics

Process
Element Hierarchy
17060 11.1 Administrar el riesgo de la empresa Supplemental 106536 Percentage of legal services FTEs that perform
Information the process "manage the corporate liability
insurance program"
17404 3.5.4.6 Identificar/realizar actividades de ventas Cycle Time 105794 Average time in months that telecommunications
cruzadas/vender algo más customers persuaded to convert from pre-paid to
post-paid remain as post-paid
17404 3.5.4.6 Identificar/realizar actividades de ventas Process Efficiency 105793 Success rate of attempts to convert qualified pre-
cruzadas/vender algo más paid telecommunications customers to post-paid
17404 3.5.4.6 Identificar/realizar actividades de ventas Process Efficiency 105809 Telecommunications inbound contact center
cruzadas/vender algo más cross-sell/up-sell rate
17404 3.5.4.6 Identificar/realizar actividades de ventas Process Efficiency 105810 Percentage of total sales initiated on the website
cruzadas/vender algo más that presented the telecommunications customer
with a cross-sell or up-sell offer
17404 3.5.4.6 Identificar/realizar actividades de ventas Staff Productivity 106135 E-commerce cross-sell/up-sell revenue as a
cruzadas/vender algo más percentage of revenue
17404 3.5.4.6 Identificar/realizar actividades de ventas Staff Productivity 105822 Percentage of total annual net sales revenue
cruzadas/vender algo más resulting from cross-selling or up-selling
17682 3.4.3.1 Calcular la cuota de mercado del producto Process Efficiency 105763 Most-recent year-over-year change in
telecommunications market share
19696 2.1 Gobernar y administrar el programa de desarrollo Cost Effectiveness 105521 Total cost to perform the process group "govern
de productos/servicios and manage product/service development
program" per FTE (including external)

Process
Element Hierarchy
19696 2.1 Gobernar y administrar el programa de desarrollo Cost Effectiveness 105214 Total cost to perform the process group "govern
de productos/servicios and manage product/service development
program" per $1,000 revenue
19696 2.1 Gobernar y administrar el programa de desarrollo Process Efficiency 105213 Number of FTEs (including external) that
de productos/servicios perform the process group "govern and manage
product/service development program" per $1
billion revenue
19696 2.1 Gobernar y administrar el programa de desarrollo Supplemental 105224 Total cost to perform the process group "govern
de productos/servicios Information and manage product/service development
program" as a percentage of total function cost
19696 2.1 Gobernar y administrar el programa de desarrollo Supplemental 105217 Number of FTEs (including external) that
de productos/servicios Information perform the process group "govern and manage
product/service development program" as a
percentage of total function FTEs
19698 2.2 Generar y definir ideas de nuevos Cost Effectiveness 105468 Total cost to perform the process group "generate
productos/servicios and define new product/service ideas" per $1,000
revenue
productos/servicios and define new product/service ideas" per
concept (pre-design phase)

Process
Element Hierarchy
productos/servicios and define new product/service ideas" per FTE
19698 2.2 Generar y definir ideas de nuevos Process Efficiency 105463 Number of FTEs (including external) that
productos/servicios perform the process group "generate and define
new product/service ideas" per $1 billion revenue
19698 2.2 Generar y definir ideas de nuevos Staff Productivity 105506 Number of concepts (pre-design phase) per FTE
productos/servicios (including external) that performs the process
group "generate and define new product/service
ideas"
19698 2.2 Generar y definir ideas de nuevos Supplemental 105225 Total cost to perform the process group "generate
productos/servicios Information and define new product/service ideas" as a
percentage of total function cost
19698 2.2 Generar y definir ideas de nuevos Supplemental 105220 Number of FTEs (including external) that
productos/servicios 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 Diseño y prototipo de productos y servicios Cost Effectiveness 105523 Total cost to perform the process "design and
prototype products and services" per FTE
19993 2.3.1 Diseño y prototipo de productos y servicios Cost Effectiveness 105467 Total cost to perform the process "design and
prototype products and services" per $1,000
revenue
19993 2.3.1 Diseño y prototipo de productos y servicios 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 Diseño y prototipo de productos y servicios 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 Diseño y prototipo de productos y servicios Supplemental 105226 Total cost to perform the process "design and
Information prototype products and services" as a percentage
of total function cost
19996 2.3.2 Examinar el mercado para productos y servicios Cost Effectiveness 105471 Total cost to perform the process "test market for
nuevos o revisados new or revised products and services" per $1,000
revenue

Process
Element Hierarchy
19996 2.3.2 Examinar el mercado para productos y servicios Cost Effectiveness 105524 Total cost to perform the process "test market for
nuevos o revisados new or revised products and services" per FTE
19996 2.3.2 Examinar el mercado para productos y servicios Process Efficiency 105465 Number of FTEs (including external) that
nuevos o revisados perform the process "test market for new or
revised products and services" per $1 billion
revenue
19996 2.3.2 Examinar el mercado para productos y servicios Supplemental 105227 Total cost to perform the process "test market for
nuevos o revisados Information new or revised products and services" as a
percentage of total function cost
19996 2.3.2 Examinar el mercado para productos y servicios Supplemental 105222 Number of FTEs (including external) that
nuevos o revisados Information perform the process "test market for new or
revised products and services" as a percentage of
total function FTEs
19997 2.3.3 Prepararse para el envío de producción/servicio Cost Effectiveness 105525 Total cost to perform the process "prepare for
production/service delivery" per FTE (including
external)

Process
Element Hierarchy
19997 2.3.3 Prepararse para el envío de producción/servicio Cost Effectiveness 105470 Total cost to perform the process "prepare for
production/service delivery" per $1,000 revenue
19997 2.3.3 Prepararse para el envío de producción/servicio 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 Prepararse para el envío de producción/servicio 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 Prepararse para el envío de producción/servicio 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 Prepararse para el envío de producción/servicio Supplemental 105215 Percentage of products designed with a 'design
Information for supply chain' philosophy
20000 3.2.3 Definir y gestionar la estrategia del canal Supplemental 105767 Percentage of total sales of core
Information telecommunications products made via digital
channels
20000 3.2.3 Definir y gestionar la estrategia del canal Supplemental 105768 Percentage of total renewals of
Information telecommunications core products sold via digital
channels
20000 3.2.3 Definir y gestionar la estrategia del canal Supplemental 105769 Percentage of telecommunication product
Information bundles are sold via digital channels for triple-
and quadruple-play operators.
20004 3.2.3.7 Orquestar la experiencia del cliente sin problemas Supplemental 105783 Percentage of telecommunications sales orders
a través de los canales compatibles Information that were touched on 1 channel only

Process
Element Hierarchy
a través de los canales compatibles Information that were touched on 2-3 channels
a través de los canales compatibles Information that were touched on 4 or more channels
20006 3.2.4 Analizar y gestionar el rendimiento del canal 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 Analizar y gestionar el rendimiento del canal Cycle Time 105806 Average call handle time in minutes for
telecommunications call center
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105772 Overall average revenue per telecommunications
user
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105773 Average revenue per telecommunications user for
the online-purchased user group
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105774 Average revenue per telecommunications user for
the offline-purchased user group
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105807 Average first-contact resolution rate for
telecommunications contact centers
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105814 Percentage of telecommunications mobile app
users that report satisfaction with the app
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105815 Average sales conversion rate for direct mail
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105816 Average sales conversion rate for face to face
contact

Process
Element Hierarchy
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105817 Average sales conversion rate for mobile
applications
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105818 Average sales conversion rate for telemarketing
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105819 Average sales conversion rate for website (your
company name.com)
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105798 Order self-service completion rate across all
channels for telecommunications
20006 3.2.4 Analizar y gestionar el rendimiento del canal Process Efficiency 105799 Percentage of telecommunications customers able
to complete the entire enrollment to activation
process through self service
20006 3.2.4 Analizar y gestionar el rendimiento del canal Supplemental 105775 Percentage of sales of telecommunications core
Information products influenced by social media
20006 3.2.4 Analizar y gestionar el rendimiento del canal Supplemental 105771 Digital content sales revenue as a percentage of
Information overall revenue
20006 3.2.4 Analizar y gestionar el rendimiento del canal Supplemental 105812 Percentage of telecommunications customers that
Information have downloaded and registered on the mobile
app
20006 3.2.4 Analizar y gestionar el rendimiento del canal Supplemental 105813 Percentage of telecommunications mobile app
Information users that are active
20008 3.3 Desarrollar y administrar planes de marketing 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)
20011 3.5.1.6 Gestionar canales de oportunidades 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

Process
Element Hierarchy
20022 4.0 Entrega de Productos Físicos Process Efficiency 105991 Sales order shipped complete rate
20022 4.0 Entrega de Productos Físicos Staff Productivity 105990 Average number of orders picked per hour
20022 4.0 Entrega de Productos Físicos Supplemental 107282 Average value of bulky units delivered
Information
20022 4.0 Entrega de Productos Físicos 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
20025 5.0 Entregar Servicios Cost Effectiveness 107231 Total cost of the order to delivery and installation
process per $1 billion revenue
20025 5.0 Entregar Servicios Cost Effectiveness 105401 Number of FTEs who perform retail banking
activities per $1 billion operating expense
20025 5.0 Entregar Servicios Cost Effectiveness 105418 Annual retail bank revenue (interest income plus
fee income) per retail banking customer
20025 5.0 Entregar Servicios Cost Effectiveness 105415 Annual operating expense per retail banking
customer
20025 5.0 Entregar Servicios Process Efficiency 107228 Percentage of consumers claiming to be satisfied
with quality of delivery and installation/assembly

Process
Element Hierarchy
20025 5.0 Entregar Servicios Process Efficiency 105402 Number of FTEs who perform retail banking
activities per $1 billion non-interest expense
20025 5.0 Entregar Servicios Staff Productivity 107226 Average effort in man-hours required to complete
delivery, installation, and back-haul of
large/bulky products
20025 5.0 Entregar Servicios Staff Productivity 105403 Number of FTEs who perform retail banking
activities per $1 billion fee income
20025 5.0 Entregar Servicios 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 Entregar Servicios Staff Productivity 105408 Number of retail banking customers per back
office activities FTE
20025 5.0 Entregar Servicios Staff Productivity 105409 Cost to serve banking customers (all channels)
per retail banking customer
20025 5.0 Entregar Servicios Supplemental 105416 Annual operating expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Entregar Servicios Supplemental 105417 Annual fee income as a percentage of retail bank
Information revenue (interest income plus fee income)

Process
Element Hierarchy
20025 5.0 Entregar Servicios Supplemental 105429 Number of customers with retail banking
Information customer relationship of less than one year per $1
million retail bank revenue
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 Entregar Servicios Supplemental 105410 Number of retail banking customers per branch
Information (including staffed kiosks)
20025 5.0 Entregar Servicios Supplemental 105413 Annual non-interest expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Entregar Servicios Supplemental 105414 Annual non-interest expense as a percentage of
Information operating expense
20026 5.1 Establecer la gobernancia y estrategias de entrega Supplemental 107220 Average price paid by the consumer for delivery,
de servicios Information installation, and haul-away for large/bulky
deliveries
20040 5.2 Gestionar los recursos de entrega de servicios Cycle Time 107210 Average width, in hours, of the large/bulky
delivery window provided to the consumer

Process
Element Hierarchy
20040 5.2 Gestionar los recursos de entrega de servicios Supplemental 107209 Consumer delivery/service area in square miles
Information
20059 5.3.1 Iniciar servicio de entrega Cycle Time 107212 Average lead-time in days between consumer
order and the first accepted delivery window
20059 5.3.1 Iniciar servicio de entrega Supplemental 107211 Percentage of delivery orders rescheduled or
Information modified prior to delivery
20069 5.3.2 Ejecutar servicio de entrega Process Efficiency 107224 Percentage of large/bulky deliveries refused
20069 5.3.2 Ejecutar servicio de entrega Supplemental 107213 Percentage of consumers who paid a fee for an
Information expedited or priority delivery service level
20077 5.3.3 Finalizar servicio de entrega Process Efficiency 107227 Percentage of deliveries requiring post-delivery
follow-up or issue resolution
20085 6.0 Administrar el servicio al cliente Cost Effectiveness 107293 Average cost per inbound contact
20085 6.0 Administrar el servicio al cliente Cost Effectiveness 107294 Average cost per contact measured 12 months
ago
20085 6.0 Administrar el servicio al cliente Cost Effectiveness 107295 Percentage change in average cost per contact
over the past 12 months attributable to AI
20085 6.0 Administrar el servicio al cliente Cost Effectiveness 107307 Organization's current learning budget per
customer service employee
20085 6.0 Administrar el servicio al cliente Cost Effectiveness 107308 Organization's learning budget per customer
service employee 12 months ago
20085 6.0 Administrar el servicio al cliente Cycle Time 107304 Average number of days per customer service
employee currently dedicated to learning
20085 6.0 Administrar el servicio al cliente Cycle Time 107305 Average number of days per customer service
employee dedicated to learning 12 months ago
20085 6.0 Administrar el servicio al cliente Process Efficiency 107296 Percentage of customers claiming to be satisfied
measured 12 months ago
20085 6.0 Administrar el servicio al cliente Process Efficiency 107297 Percentage of the change in customers claiming
to be satisfied over the past 12 months
attributable to AI
20085 6.0 Administrar el servicio al cliente Process Efficiency 107300 Organization's customer retention rate for the past
3 years' external customers

Process
Element Hierarchy
20085 6.0 Administrar el servicio al cliente Process Efficiency 107301 Organization's customer retention rate for the past
3 years' external customers measured 12 months
ago
20085 6.0 Administrar el servicio al cliente Process Efficiency 107302 Percentage of inbound contacts with additional
cross-sell or up-sell sales
20085 6.0 Administrar el servicio al cliente Process Efficiency 107303 Percentage of cross-sell and up-sell transactions
attributable to AI
20085 6.0 Administrar el servicio al cliente Process Efficiency 107289 Percentage of customer service FTEs added/hired
in the past 12 months attributed to AI
20085 6.0 Administrar el servicio al cliente Process Efficiency 107290 Percentage of customer service FTEs
eliminated/redeployed in the past 12 months
attributed to AI
20085 6.0 Administrar el servicio al cliente 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 Administrar el servicio al cliente Process Efficiency 107306 Percentage of the change in your average number
of learning days per customer service FTE
attributable to AI
20085 6.0 Administrar el servicio al cliente Process Efficiency 104302 Customer retention rate for all customers over the
past three reporting periods
20085 6.0 Administrar el servicio al cliente Staff Productivity 107287 Inbound contacts per customer service FTE
20085 6.0 Administrar el servicio al cliente Supplemental 107288 Percent change in customer service FTEs
Information
20085 6.0 Administrar el servicio al cliente Supplemental 107292 Percentage of customer service FTEs with skill
Information requirement changes in the past 12 months

Process
Element Hierarchy
20085 6.0 Administrar el servicio al cliente Supplemental 107309 Percentage of customer interactions leveraging
Information AI
20109 6.3.4 Salvar o reparar productos devueltos Cost Effectiveness 107229 Average cost to dispose of back-hauled products
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106365 Total cost to perform the HR function per FTE
analistas that performs the process group "manage
employee information and analytics"
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106382 Personnel cost to perform the process group
analistas "manage employee information and analytics"
per $1,000 revenue
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106383 Personnel cost to perform the process group
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106384 Systems cost to perform the process group
per $1,000 revenue
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106385 Systems cost to perform the process group
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106386 Overhead cost to perform the process group
per $1,000 revenue
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106387 Overhead cost to perform the process group
20134 7.7 Administrar la información de los empleados y Cost Effectiveness 106381 Total cost to perform the process group "manage
analistas employee information and analytics" per business
entity employee
20134 7.7 Administrar la información de los empleados y Cycle Time 106393 Response time in hours for routine "manage
analistas employee information and analytics" inquiries

Process
Element Hierarchy
20134 7.7 Administrar la información de los empleados y Cycle Time 106394 Response time in hours for non-routine "manage
analistas employee information and analytics" inquiries
20134 7.7 Administrar la información de los empleados y Supplemental 106395 Number of monthly routine "manage employee
analistas Information information and analytics" inquiries per business
entity employee
20134 7.7 Administrar la información de los empleados y Supplemental 106396 Number of monthly non-routine "manage
analistas Information employee information and analytics" inquiries
20134 7.7 Administrar la información de los empleados y Supplemental 106397 Percentage of "manage employee information
analistas Information and analytics" inquiries received that are routine
analistas Information and analytics" inquiries received that are non-
routine
analistas Information and analytics" inquiries received via e-mail

Process
Element Hierarchy
analistas Information and analytics" inquiries received via phone
analistas Information and analytics" inquiries received via face-to-face
analistas Information and analytics" inquiries received via channels
other than e-mail, phone, and face-to-face
20134 7.7 Administrar la información de los empleados y Supplemental 106388 Personnel cost to perform the process group
analistas Information "manage employee information and analytics" as
a percentage of total process group cost
20134 7.7 Administrar la información de los empleados y Supplemental 106389 Systems cost to perform the process group
20134 7.7 Administrar la información de los empleados y Supplemental 106390 Overhead cost to perform the process group
20134 7.7 Administrar la información de los empleados y Supplemental 106391 Other cost to perform the process group "manage
analistas Information employee information and analytics" as a
20134 7.7 Administrar la información de los empleados y Supplemental 106392 Outsourced cost of the process group "manage
analistas Information employee information and analytics" as a

Process
Element Hierarchy
20599 7.3 Administrar la incorporación, desarrollo y Cost Effectiveness 106212 Personnel cost to perform the process group
entrenamiento del empleado "manage employee on-boarding, development,
and training" per process group FTE
20599 7.3 Administrar la incorporación, desarrollo y Cost Effectiveness 106361 Total cost to perform the HR function per FTE
entrenamiento del empleado that performs the process group "manage
employee on-boarding, development, and
training"
and training" per $1,000 revenue
and training" per business entity employee
20599 7.3 Administrar la incorporación, desarrollo y Cost Effectiveness 106172 Total cost to perform the process group "manage
entrenamiento del empleado employee on-boarding, development, and
training" per $1,000 revenue
training" per business entity employee
training" per process group FTE
training" as a percentage of selling, general, and
administrative (SGA) costs

Process
Element Hierarchy
20599 7.3 Administrar la incorporación, desarrollo y Process Efficiency 106171 Number of FTEs that perform the process group
and training" per $1 billion revenue
20599 7.3 Administrar la incorporación, desarrollo y Staff Productivity 106170 Number of business entity employees per FTE
entrenamiento del empleado that performs the process group "manage
training"
20599 7.3 Administrar la incorporación, desarrollo y Staff Productivity 106201 Number of remote business entity employees per
entrenamiento del empleado FTE that performs the process group "manage
training"
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106368 Personnel cost to perform the process group
entrenamiento del empleado Information "manage employee on-boarding, development,
and training" as a percentage of total process
group cost
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106369 Systems cost to perform the process group
and training" as a percentage of total process
group cost
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106370 Overhead and other costs to perform the process
entrenamiento del empleado Information group "manage employee on-boarding,
development, and training" as a percentage of

Process
Element Hierarchy
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106371 Outsourced cost of the process group "manage
entrenamiento del empleado Information employee on-boarding, development, and
training" as a percentage of total process group
cost
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106180 Personnel cost to perform the process group
and training" as a percentage of the total cost to
perform the process group
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106181 Systems cost to perform the process group
and training" as a percentage of the total cost to
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106182 Overhead and other costs to perform the process
development, and training" as a percentage of the
total cost to perform the process group
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106183 Outsourced cost of the process group "manage
entrenamiento del empleado Information employee on-boarding, development, and
training" as a percentage of the total cost to
20599 7.3 Administrar la incorporación, desarrollo y Supplemental 106188 Percentage of FTEs that perform the process
development, and training" that are senior
management / executive level

Process
Element Hierarchy
development, and training" that are middle
development, and training" that are Operational
workers/office staff
20604 9.3.1.3 Publicar políticas contables Supplemental 106294 Percentage of FTEs that perform the process
perform the activity "publish accounting policies"

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)
Systems cost to generate new product/service dollars
opportunities
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 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
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
product/service development allocated tocosts
other than equipment, material, personnel,
systems, outsourced, or overhead costs

Formula Units
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
entity revenue * 0.0010)
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)
(Total annual cost for new product/service dollars

development * 0.01 * Percentage of total annual
cost for new product/service development
allocated to equipment cost) / (Total business

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

Formula Units
allocated to internal personnel cost) / (Total

allocated to internal systems cost) / (Total

allocated to outsourced cost) / (Total business

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 number of hours to design and develop hours
extension projects

Formula Units
products/services for new product/service
Average percentage variance from budget for percent
new product/service development projects
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 existing product/service improvement projects
and extension projects / (Total business entity
revenue * 0.000000001)
Number of FTEs who develop and manage FTEs
products and services / (Total business entity
revenue * 0.000000001)
Number of concepts in the pre-design phase that concepts
extensions / (Total business entity revenue *
0.0010)

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 product/service opportunities that are extensions
existing product/service extensions / (Total

Formula Units
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
Percentage of new product/service development percent
projects that are commercially launched
(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 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

Formula Units
Percentage of new ideas from internal sources percent
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
FTEs performing product/service development FTEs
processes / (Total business entity revenue *
0.000000001)
(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
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
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)
Number of product/service opportunities that are improvements

existing product/service improvements / Number
of FTEs who generate new product/service ideas
Number of product/service opportunities that are extensions
existing product/service extensions / Number of
FTEs who generate new product/service ideas
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

Formula Units
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
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
Research and development (R&D) cost as a percent


Formula Units
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
Percentage of total annual revenue from percent
generating variants in engineering

Formula Units
Percentage of component part numbers shared or percent
common with other products
Customer retention rate for all customers percent
Percentage of active customers who transact via percent
an electronic marketplace
(Customer accounts set up for EDI to submit percent
sales orders / Number of customers in the
customer master file) * 100.0
((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
Net Promoter Score percent

Total value of sales order line items lost due to dollars
lack of production capacity/stockouts / (Total
Number of FTEs who perform the marketing FTEs
function / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the sales function / FTEs
Net promoter score 12 months ago percent
Percentage change in net promoter score over the percent
past 12 months attributable to AI
(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

Formula Units
(Revenue received from email orders / Total percent
(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
(Number of FTEs who perform the marketing percent
function/Number of business entity FTEs)*100
((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 active customers that are profitable percent
Total business entity revenue / Number of FTEs dollars

who perform the sales function
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

Formula Units
campaigns using the traditional face-to-face
contact channel
campaigns using the direct mail channel
campaigns using the indirect marketing channel
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 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))

Formula Units
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)
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)
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
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


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

(Total cost to perform the function "develop and percent

manage human capital" / Total SG&A costs) *
100
Personnel cost to perform the function "develop dollars
and manage human capital" / Number of FTEs
who perform the function "develop and manage
human capital"
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
Outsourced cost to perform the function "develop dollars
and manage human capital" / Number of business
entity employees

Formula Units
Systems cost to perform the function "develop dollars
and manage human capital" / (Total business
Systems cost to perform the function "develop dollars
entity employees
Personnel cost for all employees / Number of dollars
and manage human capital" / (Total business
entity FTEs
entity employees
(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
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

Formula Units
Personnel cost for all employees / (Total dollars
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
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

Formula Units
Average speed to answer in seconds for your HR seconds
service center
Number of FTEs who perform HR administrative FTEs
activities (exclude the activities for processing
and distributing payments) / (Total business
Number of FTEs who perform the function FTEs

"develop and manage human capital" / (Total
business entity revenue*.000000001)
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
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
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

Formula Units
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
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)
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)
Number of operational worker/office staff employees
employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of senior management/executive employees
Number of middle management/specialist employees
Number of business entity employees / Number employees
of FTEs who perform the function "develop and
manage human capital"

Formula Units
of FTEs who perform HR administrative
and distributing payments)
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)
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)

Formula Units
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)
if(Number of tier 2 service center calls/inquiries

call/inquiry volume / Number of tier 2 service
center employees)

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
if(Total employee headcount for Center employees
1=0,0,Employees served by Center 1 / Total

Formula Units
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)
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)

Formula Units
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)
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)

Formula Units
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)
(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
100.0
100.0
100.0
100.0
100.0
(Number of employees less than 25 years old / percent

Formula Units
((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
(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
((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

Formula Units
(Systems cost to perform the function "develop percent
and manage human capital" / Total cost to
Percentage of FTEs who perform the function percent

"develop and manage human capital" that do not
directly report to the HR organization
(Number of female senior management/executive percent
employees / Number of senior
management/executive employees) * 100.0
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

(Number of middle management/specialist percent

employees) * 100

Formula Units
(Number of female middle percent
management/specialist employees / Number of
middle management/specialist employees) *
100.0
(Number of female operational worker/office percent
staff employees / Number of operational
worker/office staff employees) * 100
(Personnel cost for all operational worker/office percent
staff employees / Personnel cost for all
employees) * 100
(Number of senior management/executive percent
employees) * 100
(Personnel cost for all senior percent
management/executive employees / Personnel
cost for all employees) * 100
(Personnel cost for all middle percent
management/specialist employees / Personnel
cost for all employees) * 100.0
Percentage of total employees who are remote percent
employees
HR service center employee turnover rate for percent
North American center
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))
if(Total HR shared service employee transactions

headcount=0,0,Total HR shared service self-
service transaction volume / Total HR shared
service employee headcount)

Formula Units
if(Total HR shared service employee inquiries
headcount=0,0,Total HR shared service self-
service inquiry volume / Total HR shared service
employee headcount)
(Number of employees who perform the function percent

of business entity employees) * 100
Number of portal hits for your HR service portal hits
center / (Total employee headcount served by HR
shared services organization * .001)
(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 annual IT cost (excluding dollars
depreciation/amortization) * Percentage of total
IT cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to internal
personnel + Percentage of IT operating cost
(excluding depreciation/amortization) allocated
to external personnel)*.0001) / Number of FTEs
who perform the function "manage information
technology"
(Total annual IT cost (excluding percent

depreciation/amortization) / Total business entity
revenue) * 100
Total annual IT cost (excluding dollars
depreciation/amortization)/Number of end users
serviced by the function "manage information
technology"
(Total annual IT cost (excluding percent

depreciation/amortization) / Total SG&A costs) *
100
Total annual IT cost (excluding dollars
depreciation/amortization) / Number of business
entity employees
Average budget variance for application Percent

Formula Units
(Total cost to perform the process "develop dollars
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 business entity revenue
* .001)
(((Percentage of IT cost allocated to the process dollars

group "deploy information technology
solutions"+Percentage of IT cost allocated to the
technology services")/100) * Total annual IT cost
(including depreciation/amortization))/(Total
(Total cost to perform the process group "manage dollars

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
Total annual IT cost (including dollars

entity employees

Formula Units
depreciation/amortization) / Number of FTEs
technology"
(Total annual IT cost (including dollars

depreciation/amortization) * (Percentage of IT
cost (including depreciation/amortization)
allocated to internal personnel cost + Percentage
of IT cost (including depreciation/amortization)
allocated to external personnel cost) * 0.01) /
IT budget dedicated to supporting product dollars

development / IT FTEs supporting product
development
(IT budget, including depreciation/amortization, percent
for the past year / Total business entity revenue)
* 100.0
IT budget, including depreciation/amortization, dollars
for the past year / Number of business entity
employees
IT budget, including depreciation/amortization, dollars
for the past year / Number of business entity
FTEs
depreciation/amortization) / (Total business entity
revenue * 0.0010)
entity FTEs

Formula Units
depreciation/amortization) * (Percentage of IT
allocated to hardware + Percentage of IT cost
(including depreciation/amortization) allocated to
software + Percentage of IT cost (including
depreciation/amortization) allocated to data and
voice networks) * .01) / (Total business entity
revenue * .0010)

depreciation/amortization) * Percentage of IT
allocated to facilities and overhead * .01) / (Total

depreciation/amortization) * Percentage of IT
allocated to cost other than personnel, systems,
overhead, and outsourced * .01) / (Total business
entity revenue * .0010)
(Total annual IT cost (excluding Dollars

allocated to IT operating cost * Percentage of IT
depreciation/amortization) allocated to costs
other than internal/external personnel, hardware,
software, data/voice networks, or
facilities/overhead *.0001) / (Total business

Formula Units
depreciation/amortization) allocated to
facilities/overhead *.0001) / (Total business

depreciation/amortization) allocated to internal
personnel + Percentage of IT operating cost
(excluding depreciation/amortization) allocated
to external personnel)*.0001) / (Total business

depreciation/amortization) allocated to hardware
+ Percentage of IT operating cost (excluding
depreciation/amortization) allocated to software +
Percentage of IT operating cost (excluding
depreciation/amortization) allocated to data and
voice networks)*.0001) / (Total business entity
revenue * 0.0010)

Formula Units
depreciation/amortization) dedicated to process
"manage enterprise information" + Percentage of
IT operating cost (excluding
solutions")*.0001) / (Total business entity
revenue * 0.0010)

"deliver and support information technology
services")*.0001) / (Total business entity revenue
* 0.0010)

Formula Units
"manage the business of information technology"
"develop and manage IT customer relationships"
"develop and implement security, privacy, and
data protection controls")*.0001) / (Total

allocated to IT capital cost * .01) / Number of
business entity FTEs
Total annual IT cost (excluding Dollars

depreciation/amortization) / (Total business entity
revenue * 0.0010)
entity FTEs
depreciation/amortization) / Number of FTEs
technology"

Formula Units
allocated to IT operating cost * .01) / Number of

depreciation/amortization) that is outsourced
* .0001) / (Total business entity revenue *
0.0010)
Average cycle time in months to break even for Months
major new or enhanced services
Time in months to break even for new or months
enhanced IT services for investments less than
$100,000
Time to break even for new or enhanced IT months
services with an investment level more than $100
million
enhanced IT services for investments between $1
$100,000 and $250,000
$250,000 and $500,000

Formula Units
Time-to-market in months for new or enhanced months
IT services for investments less than $100,000
Time-to-market in months for new or enhanced months

IT services for investments between $100,000
and $250,000
Percentage of planned return on investment percent
(ROI) for application development and
"manage information technology"/(Total business
Number of employees who perform the function employees
"manage information technology" / (Total
(Number of FTEs who perform the function FTEs
"manage information technology" * (Percentage
of IT FTEs performing the process area "Manage
enterprise information" + Percentage of IT FTEs
performing the process group "develop and
maintain information technology solutions")*.01)
/ (Total business entity revenue * 0.0000000010)

Formula Units
of IT FTEs performing the process group "deploy
information technology solutions" + Percentage
of IT FTEs performing the process group "deliver
and support information technology
services")*.01) / (Total business entity revenue *
0.0000000010)
of IT FTEs performing the process group
+ Percentage of IT FTEs performing the process
area "Develop and manage IT customer
relationships" + Percentage of IT FTEs
performing the process area "Develop and
implement security, privacy, and data protection
controls")*.01) / (Total business entity revenue *
0.0000000010)
Percentage of applications deployed on the cloud percent

Percentage of new business applications that use percent
cognitive solutions or technologies
Average schedule variance for application Percent
Applications are in the enterprise application Applications
portfolio / (Total business entity revenue *
0.000000001)
of FTEs who perform the function "manage

Formula Units
Number of end users serviced by the function end users serviced
"manage information technology" / Number of
FTEs who perform the function "manage
Average number of function points delivered per Function Points

application development FTE
Average number of function points delivered per Function Points
application support FTE
Percentage of FTEs who perform the function percent
"manage information technology" who are
external FTEs
Percentage of IT cost allocated to operating the percent
business
Percentage of IT cost allocated to growing and percent

transforming the business

"manage information technology" * Percentage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)
((Total cost to perform the process group "deploy percent

information technology solutions" + Total cost to
perform the process group "deliver and support
information technology services" ) / Total annual
IT cost (including depreciation/amortization)) *
100

Formula Units
(Percentage of IT cost allocated to the process percent
technology"+Percentage of IT cost allocated to
the process group "develop and manage IT
customer relationships"+Percentage of IT cost
allocated to the process group "manage business
resiliency and risk"+Percentage of IT cost for the
process group "manage IT knowledge")
((Total cost to perform the process "develop percent

management" + Total cost to perform the process
solutions") / Total annual IT cost (including
depreciation/amortization)) *100
IT function + Average span of control for the
second level in the IT function + Average span of
control for the third level in the IT function +
Average span of control for the fourth level in the
IT function + Average span of control for the
fifth level in the IT function + Average span of
control for the sixth level in the IT function +
Average span of control for the seventh level in
the IT function) / Number of levels for the IT
function

Formula Units
"manage information technology"/(Number of
end users serviced by the function "manage
information technology"/1000)
Percentage of FTEs performing IT processes that percent

perform application development and support
(Percentage of FTEs performing IT processes that percent
perform application development and support *
Percentage of application development and
support FTEs that are for development) / 100
(Percentage of FTEs performing IT processes that percent

perform application development and support *
Percentage of application development and
support FTEs that are for support) / 100
Percentage of applications that will be deployed percent

on the cloud in the next three years
Percentage of total IT cost (excluding percent
depreciation/amortization) allocated to IT
operating cost
Percentage of total IT cost (excluding percent
depreciation/amortization) allocated to IT capital
cost
of IT employees reporting internally somewhere
other than IT *.01) / (Total business entity
revenue * 0.0000000010)

Formula Units
of IT employees reporting into the internal IT
organization *.01) / (Total business entity
revenue * 0.0000000010)
Percentage of application development and Percent

support FTEs that are for development
Percentage of application development and Percent
support FTEs that are for support
Percentage of respondents claiming to be Percent
satisfied with the IT helpdesk
Percentage of total IT cost (excluding Percent
depreciation/amortization) allocated to
growth/transformation
(Percentage of IT operating cost (excluding Percent
"manage enterprise information" + Percentage of
IT operating cost (excluding
solutions")

services")

Formula Units
data protection controls")
Percentage of total IT cost (excluding Percent

depreciation/amortization) dedicated to operating
the business
Percentage of IT operating cost (excluding Percent
depreciation/amortization) spent on external
business application development and
maintenance services

depreciation/amortization) spent on externally-
provided cloud services
provided infrastructure operations services
provided user support services
Percentage allocation of IT costs related to the Percent
"Legacy" environment for other to control and/or
reduce the costs of your legacy environment in
the next 3 to 5 years

Formula Units
"Legacy" environment for rationalizing the
application portfolio to control and/or reduce the
costs of the enterprise legacy environment in the
next 3 to 5 years

"Legacy" environment for gradually renewing /
revising / consolidating hardware to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years

"Legacy" environment for renewing hardware,
software and application environment to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years

"Legacy" environment for using an outsourcing
partner to control and/or reduce the costs of the
enterprise legacy environment in the next 3 to 5
years

"Legacy" environment for use cloud services to
control and/or reduce the costs of the enterprise
legacy environment in the next 3 to 5 years

"Legacy" environment for wrapping / isolating
the legacy environment from new activities to
control and/or reduce the costs of the enterprise
legacy environment in the next 3 to 5 years
Percentage of IT purchases where the key Percent

decisions are made outside of the IT organization

Formula Units
Percentage of FTEs performing IT processes that Percent
perform application development roles
perform application support roles
perform executive or administrative roles
perform infrastructure operations roles
perform infrastructure support roles
perform non-executive leadership roles (typically
first-line manager or team lead)
perform perform policy-level executive roles
perform program or project management roles
perform roles other than executive,
administrative, strategy, planning,
program/project management, application
development/support, infrastructure
operations/support, or user support

perform strategy and planning roles
perform user support roles
Percentage of IT costs (infrastructure, Percent
applications, people) related to the "Legacy"
environment

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
Most recent customer satisfaction rating of the percent
legal services function
Number of FTEs dedicated to the legal services FTEs
function / (Total business entity revenue *
0.000000001)
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"
FTEs dedicated to the process "manage outside
counsel"

Formula Units
FTEs dedicated to the process "protect
intellectual property"
FTEs dedicated to the process "oversee corporate
governance"
FTEs dedicated to other processes
Percentage allocation of contracts management percent
function 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) / (Total business entity revenue
* 0.0010)

delivery) * 0.01) / Total number of projects

Formula Units
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 support product manufacturing or dollars

service delivery / Number of projects that exit or
(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

Formula Units
products/services process for new product/service

products/services process for existing
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
(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)

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 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
Relative change in brand performance over the percent
past three years
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
(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
Click through rate for the business entity website percent
Total unique visits to the business entity website / visits

(Total business entity revenue * .000000001)
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
Percentage of revenue growth for the top 20 percent
Customer churn rate (all types) for retail store percent
transactions
Cart abandonment rate percent
Percentage of inbound calls to the telecom call percent
center turned into potential revenue opportunities
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 business

Formula Units
Percentage of total number of subscribers/end percent
users that are prepaid customers
(telecommunications provider)
Percentage of active customers who are repeat percent
customers
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 number of
accounts (telecommunications provider)
E-commerce conversion rate for the business percent
entity website
Percentage of order inquiry contacts received percent
through new (such as digital/electric) channels
Percentage of qualified leads where the sale is percent
closed
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
Annual personnel cost savings from automation dollars
of sales order processing / ( Total business entity
revenue * .000000001)

Formula Units
(Total cost to perform the process "manage sales percent
orders" / Total SG&A costs) * 100
((Personnel cost to perform the process group percent

"develop customer care/customer service
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
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0

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
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
Average cost per sales order received through dollars
new (such as digital/electric) channels
Average cost per sales order received through dollars
traditional channels

Formula Units
Overhead cost to perform the process "manage dollars
sales orders" / (Total business entity revenue
* .001)
((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

and outsourced to perform the process "manage
sales orders" / (Total business entity revenue
* .001)
(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
(Outsourced cost to perform the process "manage percent

sales orders" / Total cost to perform the process
"manage sales orders") * 100.0

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
(Percentage of total cost of the process "Manage dollars

sales orders" allocated to internal cost *
Percentage of internal cost of the process
"Manage sales orders" allocated to systems cost
* Total cost to perform the process "manage sales
orders" * .0001) / (Total business entity revenue
* .00001)
(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

Formula Units
(Total cost to perform the process "manage sales dollars
orders" + Total cost to perform the processes
"manage customer service requests/inquiries" and
"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
(Personnel cost to perform the process "manage percent

Personnel cost to perform the process "manage dollars
sales orders" / Number of FTEs who perform the
process "manage sales orders"
"Manage sales orders" allocated to personnel
cost * Total cost to perform the process "manage
sales orders" * .0001) / (Total business entity
revenue * .001)
(Overhead cost to perform the process "manage dollars
sales orders" + Overhead cost to perform the
complaints") / Total number of inbound contacts

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

"Manage sales orders" allocated to overhead and
other costs * Total cost to perform the process
"manage sales orders" * .0001) / (Total business
Total cost to perform the process "manage sales dollars

orders" / Number of sales order line items
orders" / Number of FTEs who perform the
process "manage sales orders"
orders" / (Total business entity revenue * .001)
orders" / Number of sales orders placed

Formula Units
Cycle time in hours before automation from the hours
Cycle time in hours after automation from the hours
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
(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 requiring no manual percent
intervention to create, modify, or fulfill
(Number of inbound calls for the process percent
"manage sales orders" / Number of inbound calls)
* 100.0

Formula Units
(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 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)
(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
Percentage of sales orders received through percent
traditional channels
Percentage of inbound contacts that completed an percent

additional cross-sell or up-sell
Percentage of sales orders delivered on time percent
Value of sales order line items not fulfilled due to percent
production capacity or stockouts as a percentage
of revenue
Percentage of the sales force that made their percent
quotas/targets in the last 12-month reporting
period
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"
(Overhead cost to perform the process "manage percent

Formula Units
(Costs other than personnel, systems, overhead, percent
Total business entity revenue / Number of sales dollars

orders placed
(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 sales orders changed by the percent

customer after the initial order placement
Percentage of revenue attributed to direct sources percent
for the current period
Percentage of revenue attributed to direct sources percent
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)

Formula Units
Percentage of revenue attributed to indirect percent
sources for the current period
(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 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
((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

Formula Units
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
Percentage effect on overall profitability through percent

implementation of sales order management
automation
(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
E-commerce sales as a percentage of retail sales percent
Retail sell through rate percent

Annual percentage change in average retail percent
basket size

Formula Units
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
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
Percentage of total cost to perform the supply percent

supply chain resources"

supply chain resources" * .01) / (Total business

Formula Units
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"

allocated to personnel cost * .000001) / (Total

Formula Units
allocated to systems cost * .000001) / (Total

allocated to overhead/other costs * .000001) /

chain resources" allocated to external cost
* .0001) / (Total business entity revenue * .001)

Formula Units
Total cost of quality / (Total business entity dollars
revenue * 0.000010)
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 FTEs who perform the process group FTEs
"plan for and align supply chain resources" /
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
Employee retention rate percent
Total cost to perform the process group "procure dollars

materials and services" / Number of business
entity employees
Annual percentage change in savings in Goods percent
Not For Resale (GNFR)
Total annual cost takeout savings obtained on dollars
Total annual cost avoidance savings obtained on dollars

Formula Units
(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

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

Formula Units
procurement cost allocated to overhead cost

procurement cost allocated to other cost * .01) /
"procure materials and services"
Total cost to source / (Total business entity dollars

revenue * 0.0010)
materials and services" / (Total business entity
revenue * .000000001)
allocated to process group "procure materials and
services"
((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

Formula Units
(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
revenue * .001)
materials and services" / (Value of all materials
and services purchased * .001)
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
Average procure-to-pay cycle time in days for days
services
(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

Formula Units
goods
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
Days payable outstanding days
Average supplier lead time on purchased days
materials
Average transaction amount per purchase order dollars
Percentage of FTEs performing procurement FTEs
processes dedicated to ordering materials and
services / (Value of all materials and services
purchased * .000000001)
Percentage of the total value of goods and percent

services purchased from your top 10 suppliers
Percentage of purchase value from certified percent
vendors
(Percentage of purchases by currency volume percent
transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchases by currency volume percent

transacted electronically via private online trade
exchange

Formula Units
Percentage of purchases by currency volume percent
transacted electronically via public online trade
exchange
Percentage of supplier orders delivered by percent
original request date
(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 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
Number of active unique suppliers in vendor active vendors
master file / (Value of all materials and services
purchased * .000001)

Formula Units
"procure materials and services" / (Total business
Percentage of total purchase value procured via percent
maverick buying
(Number of active suppliers considered strategic percent
suppliers / Number of active unique suppliers in
vendor master file) * 100.0
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.
Percentage of purchase orders for indirect percent
materials and services transmitted to the vendor
manually.
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
Number of purchase orders placed / Number of purchase orders
FTEs who perform the process group "procure
(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
Percentage of value of purchased materials from percent
vendors that participate in vendor-managed
programs
(Value of all indirect materials and services percent
purchased / Value of all materials and services
purchased) * 100
Percentage of total value of purchased material percent
that is supplier certified
(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
(Value of purchase order line items submitted by percent
EDI / Value of all materials and services
purchased) * 100.0
fax / Value of all materials and services
purchased) * 100.0

Formula Units
internet / Value of all materials and services
purchased) * 100.0
mail / Value of all materials and services
purchased) * 100.0
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
(Value of all direct materials and services percent
purchased / Value of all materials and services
purchased) * 100
Percentage of materials and services purchase percent
value that is included in a TCO model
(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

Formula Units
other methods / Value of all materials and
services purchased) * 100.0
((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
(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 purchase order line items percent
transacted via portal

Formula Units
Percentage of procurement department staff with percent
formal training in negotiations
over three years of purchasing operations
experience
over three years of strategic sourcing/commodity
management experience
Value of all materials and services purchased / dollars
(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"
(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
(Value of all direct materials and services percent

purchased / Cost of goods sold (COGS)) * 100

Formula Units
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
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
Percentage of procurement costs allocated to percent
indirect materials and services purchases

Formula Units
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
The business entity's scrap and rework costs as a percent
percentage of cost of goods sold
Total cost to manufacture / (Total business entity dollars
revenue * 0.0010)
allocated to process group
"produce/manufacture/deliver product"

Formula Units
"produce/manufacture/deliver product" * .01) /

"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
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)
Engineering change-order cycle time in days days
Percentage of direct labor in manufacturing that percent

is available for manufacturing activities
Total asset turn rate turns
Percentage of total labor used in manufacturing percent
classified as direct labor
Costs of production material handling damage as percent
a percentage of total material costs

Formula Units
Value of inventory obsolescence as a percentage percent
of total inventory value
Turnover rate for manufacturing personnel percent
Percentage of defective parts per million percent
Unplanned machine downtime as a percentage of percent
scheduled run time
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
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
Material cost as a percentage of cost of goods percent
sold
Labor cost as a percentage of cost of goods sold percent
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
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" * .01) / (Total business entity revenue
* .000000001)

customer"
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)
allocated to process group "manage logistics and
warehousing"

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
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
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") / Cost of
goods sold (COGS)) * 100.0


Formula Units
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")

process "define logistics strategy") / Number of
sales orders fulfilled
Total annual transportation cost as a percentage percent

of revenue
(Total cost to perform the process group "manage percent
logistics and warehousing"/Total costs of
continuing operations)*100

Formula Units
(Total cost to perform the process "define dollars
"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")
((Total cost to perform the process "define percent

"operate outbound transportation") / Total
Average cycle time in calendar days for days

successful completion of delivery and disposal of
back-hauled goods
Turnover rate for logistics personnel percent
Cost of damaged product as a percentage of sales percent
Percentage of labor used in process group percent
"manage logistics and warehousing" that is direct
labor
Perfect order performance percent

Formula Units
(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
(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
Percentage of total logistics costs that are percent

expedited
(Number of FTEs who perform the process FTEs

"operate outbound transportation" + Number of
FTEs who perform the process "operate
warehousing" + Number of FTEs who perform
the process "plan and manage inbound material
flow" + Number of FTEs who perform the
Percentage of sales orders completely filled from percent

primary sourcing location
Percentage of supplier on-time delivery percent

Formula Units
Percentage of ship from stock orders delivered in percent
full within 24 hours of order receipt
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 considered expedited percent
Percentage of online orders delivered complete percent
and on time

Formula Units
The business entity's inventory shrinkage as a percent
percentage of cost of goods sold
"define logistics strategy" + Number of FTEs
who perform the process "plan and manage
perform the process "operate warehousing" +
"operate outbound transportation") / (Total
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
Percentage of total parts with sales between 101 percent
and 1000

Formula Units
(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
((Number of FTEs who perform the process percent

"define logistics strategy" + Number of FTEs
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

Formula Units
Percentage of on-hand balance for parts with percent
sales greater than 1000
Forecast accuracy one planning period prior to percent

production run
Total cost to perform the process "develop dollars
sourcing strategies" / Number of FTEs who
perform the process "develop sourcing strategies"
Systems cost to perform the process "develop dollars
sourcing strategies" / (Total business entity
revenue * 0.000010)
sourcing strategies" / (Value of all materials and
services purchased * 0.000010)
Personnel cost to perform the process "develop dollars
revenue * 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)

Formula Units
services purchased * .001)
revenue * .001)
Percentage of FTEs performing procurement percent
processes dedicated to providing sourcing
governance and performing category
management
"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
Number of FTEs employed for buying and FTEs

purchasing activities / (Total business entity
revenue * .000000001)
Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" / (Total business
and develop/maintain contracts" / (Value of all
materials and services purchased * .001)

Formula Units
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
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

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
and develop/maintain contracts" / Number of
FTEs who perform the process "select suppliers
and develop/maintain contracts"
(Total cost of the contracts management percent

function /Total business entity revenue) * 100
processes dedicated to selecting suppliers and
developing/maintaining contracts

Formula Units
dedicated to selecting suppliers and
developing/maintaining contracts * .01)/ (Total
Total number of supplier/service contracts

provider/subcontractor contracts managed /
Number of FTEs dedicated to the contracts
management function
Total number of new projects managed / Number projects

of FTEs dedicated to the contracts management
function
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 "perform
project closing activities"

Formula Units
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"
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"
Total cost to perform the process "order materials dollars

and services" / Number of FTEs who perform the
process "order materials and services"
Personnel cost to perform the process "order dollars
materials and services" / Number of FTEs who
services"
Overhead cost to perform the process "order dollars

and outsourced to perform the process "order
Outsourced cost to perform the process "order dollars


Formula Units
revenue * 0.0010)
Systems cost to perform the process "order dollars
revenue * 0.000010)
Systems cost to perform the process "order dollars
Overhead cost to perform the process "order dollars
materials and services"/(Total business entity
revenue*0.0010)
revenue * .001)
Outsourced cost to perform the process "order dollars

materials and services"/(Total business entity
revenue*0.0010)
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

Formula Units
and services" / Number of purchase order line
items processed
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
services
dedicated to ordering materials and services
* .01) / (Value of all materials and services
purchased * .000000001)

* .01) / (Total business entity revenue
* .000000001)
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
(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

Formula Units
(Outsourced cost to perform the process "order percent
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
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
Purchases made through other channels as a Percent
percentage of total purchase value

Formula Units
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" / (Value of all materials and services
purchased * .001)
suppliers" / (Total business entity revenue * .001)
Systems cost to perform the process "manage dollars
suppliers"/(Total business entity revenue*0.0010)

Formula Units
purchased * 0.000010)
suppliers" / (Total business entity revenue *
0.000010)
purchased * 0.0010)
suppliers" / (Total business entity revenue *
0.0010)
Total cost to return to supplier / (Total business dollars
suppliers" / Number of FTEs who perform the
process "manage suppliers"
Average time spent to resolve supply related days
quality issues
processes dedicated to managing suppliers

dedicated to managing suppliers * .01) / (Value
* .000000001)

Formula Units
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)
the process "record receipt of goods" / (Total
operated producing well count * .001)

Formula Units
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
Production schedule attainment during a primary percent
products planning period
Finished-product first-pass quality yield for percent
primary products
Raw material inventory turn rate turns
Actual production rate as a percentage of the percent
maximum for primary products
365 / Raw material inventory turn rate days
365 / WIP inventory turn rate in turns days
WIP inventory turn rate in turns turns
Number of units produced per year units
Percentage of manual sales order interventions percent
caused by contract issues
caused by pricing issues

Formula Units
caused by invoicing issues
caused by incorrect customer master data
caused by other causes
Outsourced cost to perform the process "define dollars
logistics strategy" / (Total business entity revenue
* 0.0010)
and outsourced to perform the process "define
* 0.0010)
Overhead cost to perform the process "define dollars

* 0.0010)
Personnel cost to perform the process "define dollars
* 0.0010)
Systems cost to perform the process "define dollars
* 0.000010)
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" / (Number of FTEs
who perform the process "define logistics
transportation")) *100

"define logistics strategy" / (Total business entity
revenue*.000000001)
Total cost to perform the process "plan and dollars
manage inbound material flow" /Number of FTEs
inbound material flow"
Total cost to perform the process "plan and dollars

manage inbound material flow" / (Total business
Systems cost to perform the process "plan and dollars
manage inbound material flow" /(Total business
Overhead cost to perform the process "plan and dollars
Personnel cost to perform the process "plan and dollars

Formula Units
and outsourced to perform the process "plan and
Outsourced cost to perform the process "plan and dollars

Number of FTEs who perform the process "plan FTEs
and manage inbound material flow" / (Total
business entity revenue*.000000001)
(Number of FTEs who perform the process "plan percent
and manage inbound material flow" / (Number of
Outsourced cost to perform the process "operate dollars

warehousing" / (Total business entity revenue *
0.0010)
and outsourced to perform the process "operate
0.0010)
Personnel cost to perform the process "operate dollars

0.0010)

Formula Units
Overhead cost to perform the process "operate dollars
0.0010)
Systems cost to perform the process "operate dollars
warehousing" / (Total business entity revenue
* .00001)
(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"
0.0010)
warehousing" / Number of sales orders fulfilled
warehousing" / Number of FTEs who perform the
process "operate warehousing"
Pick-to-ship cycle time in hours for customer hours
orders
Dock-to-stock cycle time for supplier deliveries hours
in hours
Warehouse slot utilization percent
"operate warehousing" / (Total business entity
revenue*.000000001)
Field finished goods inventory days of supply days
Gross value of inventory / (Total business entity dollars
revenue * .001)

Formula Units
Inventory accuracy percent
Order fill rate percent
Order line fill rate percent
Percentage of SKUs tracked by radio frequency percent
Unit fill rate percent
Number of sales order line items / Number of sales order line
FTEs who perform the process "operate items
warehousing"
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

Formula Units
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"
(Total cost to perform the process "operate percent

outbound transportation" / Cost of goods sold
(COGS)) * 100.0
outbound transportation" / Number of FTEs who
transportation"

outbound transportation" / (Total business entity
revenue * 0.0010)
outbound transportation" /Number of sales orders
fulfilled
revenue * 0.000010)
revenue * 0.0010)
Overhead cost to perform the process "operate dollars
outbound transportation" /(Total business entity
revenue * .001)
outsourced and freight to perform the process
"operate outbound transportation" /(Total

Formula Units
Outsourced cost (excluding freight) to perform dollars
the process "operate outbound transportation"
/(Total business entity revenue * .001)
(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)
Customer shipment to delivery cycle time in days
hours / 24
Accurate documentation rate percent
Percentage of sales orders delivered on time percent
Percentage of sales orders shipped in full-load percent
shipments
Percentage of sales orders shipped on core percent
carriers
Percentage of sales orders shipped complete and percent
on time
Percentage of outbound transport containers with percent
multiple-customer orders
Percentage of sales orders delivered complete and percent
on time
Full trailer load or full container load capacity percent
utilization

Formula Units
"operate outbound transportation" / (Total
Perfect condition rate percent
Percentage of large/bulky deliveries completed percent
within the window provided to the consumer
Percentage of large/bulky deliveries considered percent
exception deliveries
Percentage of large/bulky deliveries including percent
products that are damaged or dead-on-arrival
Average number of delivery attempts required to attempts
complete large/bulky deliveries
Number of large/bulky deliveries completed in deliveries
the past 12 months / Consumer delivery/service
area in square miles
(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

Formula Units
"operate outbound transportation" / (Number of
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
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

Formula Units
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)
Outsourced cost to perform the process group dollars
strategy" / (Total business entity revenue *
0.0010)

0.0010)
Overhead cost to perform the process group dollars

0.0010)

Formula Units
Personnel cost to perform the process group dollars
0.0010)
Systems cost to perform the process group dollars

0.000010)
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
0.000000001)
Number of languages supported languages

Formula Units
Total cost to perform the processes "manage dollars
customer service requests/inquiries" and "manage
customer complaints" / Number of FTEs who
perform the customer service function
Total cost to perform the processes "manage dollars

customer complaints" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the processes dollars

"manage customer complaints" / Inbound
contacts received through web self-service
Total business entity revenue / Total number of dollars

inbound contacts
(Overhead cost to perform the processes "manage percent
customer complaints" / Total cost to perform the
complaints") * 100.0
Overhead cost to perform the processes "manage dollars

revenue * 0.0010)

considered "business to business"
considered "business to consumer"

Formula Units
Personnel cost to perform the processes "manage dollars
customer complaints" / Number of FTEs who
perform the customer service function
(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
customer master file

(Personnel cost to perform the processes "manage percent

Personnel cost to perform the processes "manage dollars

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
complaints") / (Total business entity revenue *
0.0010)

complaints") / Number of active customers in

(Outsourced cost to perform the processes percent

"manage customer complaints" / Total cost to
perform the processes "manage customer service

"manage customer complaints" / (Total business

Formula Units
(Contact center systems cost to perform the dollars
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer complaints") / Total number of inbound
contacts

customer complaints") / (Total business entity
revenue * 0.0010)

customer complaints") / Number of active
customers in customer master file
(Centrally managed systems cost to perform the dollars

process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer complaints") / Total number
of inbound contacts

"manage customer complaints") / (Total business

Formula Units
"manage customer complaints") / Number of
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 agent schedule adherence percent
First call resolution rate percent
Bridge rate percent
Average seat utilization percent
Call agent availability rate percent
Call agent occupancy rate percent
Call agent utilization rate percent
IVR speech recognition rate percent

Formula Units
Number of seats / Number of contact centers seats
included
Calls routed to a live agent as a percentage of percent
total inbound calls
Calls abandoned in the agent queue as a percent
percentage of total inbound calls
Caller authentication rate for IVR percent
Percentage of inbound calls monitored by QAM percent

and scored by supervisors
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 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
(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

Formula Units
(Percentage of inbound contacts outsourced to percent
third-party for postal mail / 100 percent sum of
(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 transferred calls that are percent

misdirected
(Number of general service FTEs employed to direct supervisors
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Percentage of active customers with active web percent

accounts
Transferred calls as a percentage of total inbound percent
calls
DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate percent
Web transactions self-service resolution rate percent

Formula Units
(Inbound contacts received through telephone percent
channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
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 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
Percentage of inbound contacts outsourced to percent

third-party for fax
third-party for IVR DTMF
third-party for IVR speech

Formula Units
third-party for live agent calls
( 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
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

Formula Units
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
( Number of contact center employees in Eastern percent
Europe/Number of contact center
employees )*100
(Number of inbound calls for the customer percent
service function / Number of inbound calls) *
100.0
(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

Formula Units
(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 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
related to matters other than new orders, order
modification or inquiry, billing, complaints, or
technical support

related to technical support

Formula Units
(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
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

Formula Units
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
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

Formula Units
(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
(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

Formula Units
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
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, dollars

source, and select employees" / (Total number of
new hires * Middle management/specialist new
hires percentage * 0.01)

new hires * Operational workers/office workers
new hires percentage * 0.01)

Formula Units
"recruit, source, and select" / (Total business
new hires * Senior management/executive new
hires percentage * 0.01)
Total cost to perform the process group "recruit, percent

source, and select employees" / Total SG&A
costs * 100
perform the process group "recruit, source, and
select employees"
Systems cost to perform process group "recruit, dollars

source, and select employees" / (Total business
Personnel cost to perform process group "recruit, dollars
source, and select employees" / Total number of
new hires
source, and select employees" / Number of

Formula Units
source, and select employees" / Number of
source, and select employees" / Total number of
new hires
Response time in hours for a routine inquiry for hours
the process group "recruit, source, and select
employees"
Response time in hours for a non-routine inquiry hours
for 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
Percentage of management positions filled by percent
internal promotion versus external recruitment
for senior management/executive employees for
the past three years
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

Formula Units
"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 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,
Number of hours invested by hiring decision hours
makers per senior management/executive new
hire

Formula Units
makers per middle management/specialist new
hire
makers per operational worker/office staff new
hire
Total number of new hires / Number of FTEs new hires
who perform the process group "recruit, source,
(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
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

Formula Units
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
group "reward and retain employees" through
digital communication channels
group "reward and retain employees" through
non-digital communication channels
Percentage of new hires from internal employee percent
referrals
Number of non-routine inquiries received inquiries
monthly for the process group "recruit, source,
and select employees" / Number of business
entity employees

Formula Units
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 routine inquiries received monthly for inquiries
employees" / Number of business entity
employees
(Systems cost to perform process group "recruit, percent

source, and select employees" / Total cost to
select employees") * 100
(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
Permanent full-time positions as a percentage of percent

total new hires
Permanent part-time positions as a percentage of percent
total new hires
Contingent positions as a percentage of total new percent
hires

Formula Units
for middle management/specialist employees for
(Personnel cost to perform process group "recruit, percent

select employees") * 100
(Overhead cost to perform process group "recruit, percent

select employees") * 100.0

and outsourced to perform process group "recruit,
select employees") * 100.0
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

"reward and retain employees" / Number of FTEs
who perform the process group "reward and
retain employees"

Formula Units
Total cost to perform the process group "reward dollars
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
and retain employees" / Number of business
entity employees
and retain employees" / (Total business entity
revenue * .001)
employees"

"reward and retain employees" / Number of
"reward and retain employees" / (Total business
(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

Formula Units
(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

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"

Formula Units
(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"

of FTEs who perform the process group "reward
and retain employees"
process group "reward and retain employees" via
e-mail
face-to-face interaction
Number of non-routine inquiries received percent
and retain employees"+Number of non-routine
"reward and retain employees")*100

Formula Units
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

"reward and retain employees"/Total cost to
employees"*100
(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
Number of vacation days per year per employee days
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

Formula Units
the process group "reward and retain
employees
Total base pay for middle management/specialist dollars
employees / Number of middle
employees

phone
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the

allocated to overhead*Internal cost to perform the
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

Formula Units
(Personnel cost to perform the process group percent
"reward and retain employees" / Total cost to
employees") * 100
(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
(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
(Number of routine inquiries received monthly inquiries

employees" + Number of non-routine inquiries
and retain employees") / Number of business
entity employees
(Number of senior management/executive FTEs percent

retain employees" / Number of FTEs who
employees") * 100

Formula Units
(Number of middle management/specialist FTEs percent
employees") * 100
(Number of operational worker/office staff FTEs percent

employees") * 100

perform the process group "redeploy and retire
employees"

"redeploy and retire employees" / Number of
"redeploy and retire employees" / (Total business
Total cost to perform the process group "redeploy dollars
and retire employees" / (Total business entity
revenue * 0.001)
Total cost to perform the process group "redeploy dollars
and retire employees" / Number of business
entity employees
(Total cost to perform the process "relocate dollars
employees and manage assignments" + Total cost
to perform the process "manage expatriates") /

Formula Units
(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")

the process group "redeploy and retire
employees"
for the process group "redeploy and retire
employees"
(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 * 0.01) / Number of FTEs who
employees"

Formula Units
of FTEs who perform the process group
"redeploy and retire employees"
Number of vacancies filled by internal candidates internal hires
group "redeploy and retire employees"
"redeploy and retire employees"/Total cost to
employees"*100

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
monthly for the process group "redeploy and
retire employees" / Number of business entity
employees

employees

process group "redeploy and retire employees"
allocated to systems*Internal cost to perform the
process group "redeploy and retire

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
allocated to personnel*Internal cost to perform

Formula Units
allocated to overhead*Internal cost to perform the

allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the
(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
(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
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"

Formula Units
"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)
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

Formula Units
Percentage of senior management/executive percent
are still within your business entity
Percentage of operational worker/office staff percent
employees who joined in the past 12 months who
Percentage of middle management/specialist percent
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
for operational worker/office staff employees for
(Total number of new hires / Number of business percent

entity employees) * 100
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"

Formula Units
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
Percentage of operational worker/office staff percent
employees who receive a formal performance
review
Percentage of middle management/specialist percent
review
review

Formula Units
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
to the process "manage employee development"

employee development" / Total cost to perform
the process group "manage employee on-
Total cost to perform the process "Develop and dollars

train employees" / Number of FTEs that perform
the process "develop and train employees"

Formula Units
Internal personnel cost to perform the process dollars
"develop and train employees" / Number of FTEs
that perform the process "develop and train
employees"

train employees" / Number of business entity
employees
train employees" / (Total business entity revenue
* 0.001)
"develop and train employees" / (Total business
"develop and train employees" / Number of
Internal cost for learning administration / (Total dollars
business entity revenue *.001)
Internal cost for learning administration / Number dollars
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

Formula Units
capability gap through training for a senior
management/executive
Percentage of senior management/executives who percent
Percentage of middle management/specialists percent
who attend management development programs
Percentage of operational worker/office staff who percent
Percentage of CEO and senior leadership time put percent
toward leadership development
Number of FTEs who perform learning FTEs
administrative activities (exclude the activities
for processing and distributing payments) / (Total

"develop and train employees" / (Total business
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
employees * 0.01) / Number of FTEs that
perform the process "develop and train
employees"

Formula Units
of FTEs who perform learning administrative

of FTEs that perform the process "develop and
train employees"
Number of days dedicated to formal learning per days
employee
middle management/specialist employee
operational worker/office staff employee
senior management/executive employee
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
(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
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
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)

Formula Units
streaming video
Percentage of learning days delivered through a percent
virtual or classroom-based training online
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

Formula Units
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
Average agent salary dollars
Percentage of salaries for all operational percent

worker/office staff employees that is
performance-related pay
Percentage of salaries for all middle percent
management/specialist employees that is
Percentage of salaries for all senior percent
management/executive employees that is
Internal cost for payroll administration / (Total dollars

Formula Units
Internal cost for payroll administration / Number dollars
Total cost to perform the process "administer dollars
payroll" / (Total business entity revenue * .001)
"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
(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

Formula Units
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 business entity
employees)*100
Percentage of employees redeployed for reasons percent
other than filling a vacancy
(Number of involuntary employee terminations / percent
Number of business entity employees) * 100
((Number of voluntary employee percent
terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
(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

Formula Units
(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 voluntary senior percent
management/executive employee terminations /
terminations)*100
(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
(Number of involuntary senior percent

management/executive employee terminations /
terminations)*100
(Number of employees relocated within your percent

country / Number of business entity
employees)*100

Formula Units
(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
Percentage of vacancies at your business entity percent

that are filled by internal candidates
expatriates" / (Total business entity revenue
* .001)
expatriates" / Number of FTEs that perform the
process "manage expatriates"
"manage expatriates" / (Total business entity
revenue * .000000001)
(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
Cycle time in days for the function "develop and days

manage human capital" to fulfill an ad hoc
information request

Formula Units
for the process group "manage employee
information"
the process group "manage employee
information"
"manage employee inquiry process" * Number of
FTEs who perform the process group "manage

monthly for the process group "manage employee
information" / Number of business entity
employees

information" / Number of business entity
employees
information"/(Number of routine inquiries
received monthly for the process group "manage
employee information"+Number of non-routine
"manage employee information")*100

Formula Units
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
via phone

Formula Units
"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
technology"

Formula Units
((Percentage of IT cost allocated to the process dollars
technology" / 100) * Total annual IT cost
(including depreciation/amortization)) /
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "manage the business of
information technology" / 100) * Number of
information technology")

*.0001) / (Total business entity revenue * 0.0010)

the business of information technology" / (Total


Formula Units


Time in months to respond to a major business months

shift
Time in weeks to close an identified IT skill or weeks
capability gap
0.0000000010)
Average level of experience in years for FTEs years
who perform the process group "manage the
business of information technology"
Hours of training per employee supporting hours per year
product development
Percentage of IT workforce expected to be newly percent

hired within 1 year
Percentage of IT workforce expected to be percent
replaced for other reasons within 1 year

Formula Units
Percentage of IT workforce expected to retire percent
within 1 year
(IT budget allocated to the process group percent
/ IT budget, including depreciation/amortization,
for the past year) * 100.0
Percentage of IT FTEs performing the process percent

technology"
Percentage of IT cost allocated to the process percent
technology"


relationships" / 100) * Total annual IT cost
process group "develop and manage IT customer
relationships" / 100) * Number of FTEs who
perform the function "manage information
technology")

"develop and manage IT customer
relationships" / (Total business entity revenue *
0.0010)

Formula Units
0.000010)

0.000010)

0.000010)
0.000010)

relationships"/100) * Total annual IT cost
(including depreciation/amortization)) / (Total


Formula Units
who perform the process group "develop and
manage IT customer relationships"
of IT FTEs performing the process area "Develop
and manage IT customer relationships" *.01) /

relationships"

area "Develop and manage IT customer
relationships"
relationships" / IT budget, including
depreciation/amortization, for the past year) *
100.0

"manage enterprise information" *.0001) / (Total

Formula Units
(Total cost to perform the process "develop dollars
management") / (Total business entity revenue *
0.0010)

group "manage enterprise information" / 100) *
Total annual IT cost (including
depreciation/amortization)) / ((Percentage of
information technology" perform the process
group "manage enterprise information" / 100) *
Number of FTEs who perform the function
"manage information technology")
Time in weeks to report on compliance status of weeks

the information architecture
Average time in weeks to create the enterprise weeks
information management strategic plan
Average time in weeks to set up a complex weeks
technical interface
Average time in weeks to set up a medium weeks

complex technical interface
Average time in weeks to set up a simple weeks

technical interface

Formula Units
Percentage change in detected exceptions to the percent
information architecture per year
of IT FTEs performing the process area "Manage
enterprise information" *.01) / (Total business
Length in years of information architecture years

planning horizon
who perform the process group "manage
enterprise information"
Percentage of information elements with assigned percent
and active data custodians
Percentage of information assets that are common percent
across all business units
Percentage of data assessed for compliance with percent
information policies and standards
Percentage of data managed centrally as percent
Percentage of data that has defined policy, percent
definition, and change control responsibility
Percentage of data and content are managed as Percent
Average number of revisions to the published revisions
enterprise information architecture
"manage enterprise information" / IT budget,
including depreciation/amortization, for the past
year) * 100.0

Formula Units
area "Manage enterprise information"

Number of FTEs classified as IT architects / FTEs

"manage enterprise information"
and maintain information technology solutions" /
solutions"

technology solutions" / 100) * Total annual IT
cost (including depreciation/amortization)) /
process group "develop and maintain information
technology solutions" / 100) * Number of FTEs
technology")

Formula Units
solutions" *.0001) / (Total business entity
revenue * 0.0010)
Total cost to perform the process "develop and dollars

maintain information technology solutions" /





Formula Units
Systems cost to perform the process "develop and dollars
Average time in hours to resolve the highest hours

priority application break/fix problem
Average time in hours to respond to the highest hours
priority problem
Average time in weeks to fulfill a complex weeks
information need
Average time in weeks to fulfill a medium weeks
complex information need
Average time in weeks to fulfill a simple weeks
information need
Average time in minutes for the IT service Minutes
management team to resolve highest priority
problems
Average time in minutes for the IT service Minutes
management team to respond to highest priority
problems
Time-to-market (build-to-launch) in months for months
new or enhanced IT services for investments
between $250,000 and $500,000
between $500,000 and $1 million
new or enhanced IT services with an investment
level more than $100 million

Formula Units
between $1 million and $100 million
Time in months to fulfill a business need with months
relevant IT solutions for investments between $1

relevant IT solutions for investments between
$100,000 and $250,000

$250,000 and $500,000


relevant IT solutions for investments greater than
$100 million

relevant IT solutions for investments less than
$100,000
Percentage of initially planned functionality percent
delivered for application
development/maintenance projects in the most
recent year

Formula Units
Percentage of IT budget allocated towards service percent
oriented architecture (SOA)
Percentage of application development and percent

delivered on or below budget
Percentage of application development and percent
delivered on time or early
who perform the process group "develop and
maintain information technology solutions"
(Number of break or fix requests that require percent
rework / Average backlog of application
break/fix requests) * 100.0
solutions" *.01) / (Total business entity revenue *
0.0000000010)
Number of services oriented architecture (SOA) services

services implemented in production
Average number of production defects in both Points
enhancements and new developments per 1,000
function points
Average backlog of application break/fix requests break/fix requests

Formula Units
(Total cost to perform the process "develop and percent
(Total cost to perform the process group "manage
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 services")) * 100
Percentage of service oriented architecture (SOA) percent

services published or exposed externally
Number of application development projects with development
values between $1 million and $100 million for projects
the current year
values between $100,000 and $250,000 for the projects
current year

Formula Units
values between $250,000 and $500,000 for the projects
current year
values between $500,000 and $1 million for the projects
current year
values greater than $100 million for the current projects
year
values less than $100,000 for the current year projects
Percentage of service oriented architecture (SOA) percent
services published or exposed internally
solutions" / IT budget, including
depreciation/amortization, for the past year) *
100.0
solutions"
Percentage of unplanned outages due to the Percent

implementation of changes into the infrastructure
Percentage of unplanned outages due to the Percent
introduction of a new software release

Formula Units
"deploy information technology solutions" /
"deploy information technology solutions"

solutions" / 100) * Total annual IT cost
process group "deploy information technology
solutions" / 100) * Number of FTEs who perform
the function "manage information technology")





Formula Units


solutions"/100) * Total annual IT cost (including
depreciation/amortization)) / (Total business
Average time in days to deploy new computing Days

capacity
Time in weeks to make a change into the weeks
production environment
Time in weeks to deploy a new release into the weeks
production environment
of IT FTEs performing the process group "deploy
information technology solutions" *.01) / (Total

who perform the process group "deploy
information technology solutions"

Formula Units
Percentage of unscheduled outages related to or percent
Percentage of unscheduled outages related to or percent
resulting from a release introduction
(IT budget allocated to the process group "deploy percent
information technology solutions" / IT budget,
including depreciation/amortization, for the past
year) * 100.0


Total cost to perform the process group "deliver dollars
and support information technology services" /

services" *.0001) / (Total business entity revenue
* 0.0010)

Formula Units
Fixed-to-variable cost ratio for IT budget fixed to variable
supporting product development cost
IT operating cost reduction target for product percent

development
IT budget dedicated to supporting product dollars
development / Users of IT systems supporting
product development
services" / (Total business entity revenue *
0.000010)
Outsourced costs to perform the process group dollars

0.000010)

0.000010)

0.0010)

0.000010)

Formula Units
technology services" / 100) * Total annual IT cost
technology services" / 100) * Number of FTEs
technology")

services" / Number of FTEs who perform the
Time in hours to resolve a service commitment hours

disruption
(Number of business process service percent
tickets/transactions meeting agreed quality /
Number of business process service
tickets/transactions * 100)
(Number of ITIS tickets/transactions meeting percent

agreed quality / Number of ITIS
(Number of production support percent
tickets/transactions meeting agreed quality /
Number of production support
(Number of business process service percent

tickets/transactions meeting agreed turn-around
time / Number of business process service
tickets/transactions) * 100

Formula Units
(Number of ITIS tickets/transactions meeting percent
agreed turn-around time / Number of ITIS
(Number of production support percent
tickets/transactions meeting agreed turn-around
time / Number of production support

who perform the process group "deliver and
support information technology services"
of IT FTEs performing the process group "deliver
and support information technology services"
0.0000000010)

Formula Units
(Total cost to perform the process group "deliver percent
and support information technology services" /
(Total cost to perform the process group "manage

(IT budget allocated to the process group "deliver percent
and support information technology services" / IT
budget, including depreciation/amortization, for
the past year) * 100.0

Formula Units
services"
Planning horizon in years for IT solutions aligned years

with organizational strategy
(IT budget dedicated to supporting product dollars
development*Percentage of the IT budget
dedicated to "evaluate and communicate IT
business value and performance"*0.01) / (Total
business entity revenue* 0.0010)
Average ROI for level-5 solutions percent
Average ROI for non-level-5 solutions percent
Average IT solution impact for Level 5 solutions benefit to cost
Average IT solution impact for non-Level 5 benefit to cost

solutions
Number of IT FTEs supporting the process FTEs
"evaluate and communicate IT business value and
performance" / (Total business entity revenue *
0.000000001)

dedicated to "develop IT services and solutions
strategy"*0.01) / (Total business entity revenue*
0.0010)

Formula Units
Cycle time from lead identification to hand-off days
for Level 5 solutions
Cycle time from lead identification to hand-off days
for non-Level 5 solutions
Level 5 solutions provided for and accepted by percent

the customer as a percentage of total potential
solutions
Non-Level 5 solutions provided for and accepted percent
by the customer as a percentage of total potential
solutions
Percentage of solutions meeting IT strategy percent
Percentage of solutions for repeat customers percent

"develop IT services and solutions strategy" /
dedicated to "manage IT customer
satisfaction"*0.01) / (Total business entity
revenue* 0.0010)
NPS for IT solutions percent

Percentage of IT solutions meeting schedule for percent
Level 5 solutions
Percentage of IT solutions meeting schedule for percent
non-Level 5 solutions
"manage IT customer satisfaction" / (Total

Formula Units
information and content management strategies" /






"develop information and content management
strategies" / (Total business entity revenue *
0.000000001)

Formula Units
(IT budget related to the process group "manage percent
enterprise information" allocated to the process
"develop information and content management
strategies" / IT budget allocated to the process
group "manage enterprise information") * 100.0

and outsourced to perform the process "define the
enterprise information architecture" / (Total
Outsourced cost to perform the process "define dollars

the enterprise information architecture" / (Total
Overhead cost to perform the process "define the dollars
Personnel cost to perform the process "define the dollars
Systems cost to perform the process "define the dollars
Total cost to perform the process "define the dollars
"define the enterprise information architecture" /

Formula Units
"define the enterprise information architecture" /
IT budget allocated to the process group "manage
enterprise information") * 100.0

information resources" / (Total business entity
revenue * 0.0010)
revenue * 0.000010)
revenue * 0.0010)
revenue * 0.000010)
revenue * 0.000010)
Outsourced cost to perform the process "manage dollars

revenue * 0.000010)
"manage information resources" / (Total business

Formula Units
"manage information resources" / IT budget
allocated to the process group "manage enterprise
information") * 100.0
Outsourced cost to perform the process "perform dollars

enterprise data and content management" / (Total

and outsourced to perform the process "perform
Overhead cost to perform the process "perform dollars

Personnel cost to perform the process "perform dollars

Systems cost to perform the process "perform dollars

Total cost to perform the process "perform dollars


Formula Units
management" / (Total business entity revenue *
0.000000001)

management" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Cost performance index at completion for Level 5 CPI

solutions
Cost performance index at completion for non- CPI

Level 5 solutions

dedicated to "create IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
Percentage of the IT budget supporting product percent

development allocated to new platforms/or
markets
Percentage of IT budget supporting product percent

development for NEW products released this year

Formula Units
Percentage of IT budget supporting product percent
development for product UPGRADES released
this year
Cycle time from disposition to customer work days

acceptance for Level 5 solutions
Cycle time from disposition to customer work days
acceptance for non-Level 5 solutions
Ratio of post-operational defects to total-lifecycle percent
defects
"create IT services and solutions" / (Total
MTTR for critical incidents on IT systems hours
MTTR for high incidents on IT systems hours
MTTR for routine incidents on IT systems hours
Percentage of legacy applications moved to cloud Percent
technology
Percentage of new business applications deployed Percent
using cloud technology
dedicated to "support IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
Percentage of issues resolved within SLA percent

(monthly)

Formula Units
100-Average unplanned machine downtime for percent
systems supporting product development
"support IT services and solutions" / (Total
Percentage of IT FTEs performing user support Percent
roles that perform deskside (local) support
Percentage of IT FTEs performing user support Percent
roles that perform helpdesk (remote) support
(Outsourced cost to perform the process "evaluate dollars
and manage financial performance" + Outsourced
cost to perform the process "perform
planning/budgeting/forecasting" + Outsourced
cost to perform the processes "perform cost
0.001)

Formula Units
(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,
processes "perform cost accounting and control"
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
((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 *
Total cost to perform the process "evaluate and
manage financial performance")) / (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")
(Personnel cost to perform the process "evaluate dollars

and manage financial performance" + Personnel
planning/budgeting/forecasting" + Personnel cost
0.001)

Formula Units
(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
performance")
(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" +
manage financial performance") / (Total business

Formula Units
planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Number of
performance")
(Overhead cost to perform the processes "perform dollars

cost accounting and control" and "perform cost
management" + Costs other than personnel,
and "perform cost management" ) / (Total
(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"

Formula Units
Total cost to perform the processes "perform cost dollars
0.001)
Total cost to perform the processes "perform cost dollars

management" / Number of FTEs who perform the
and "perform cost management"
Systems cost to perform the processes "perform dollars

0.00001)
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)

"perform cost accounting and control" and
"perform cost management" / (Total business
entity revenue *.0010)
Total number of contracts managed / Number of contracts

FTEs dedicated to the contracts management
function

Formula Units
"perform planning and management accounting")
Number of FTEs who perform the processes FTEs
"perform cost management" / (Total business
(Number of FTEs who perform the process group percent

"perform planning and management accounting" /
"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"
(Total cost to perform the process "process dollars
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") / (Total business entity
revenue * .001)

Formula Units
process "process customer credit" + Costs other
outsourced to perform the process "invoice
customer") / (Total business entity revenue *
0.00001)

and outsourced to perform the process "process
accounts receivable (AR)" + Costs other than
collections" + Costs other than personnel,
process "manage and process
revenue * .00001)

process "process customer credit" + Outsourced
cost to perform the process "invoice customer") /

Formula Units
(Outsourced cost to perform the process "process dollars
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,
customer credit" + Overhead cost to perform the
process "invoice customer" + Costs other than
perform the process "invoice customer") / (Total

Formula Units
(Overhead cost to perform the process "process dollars
(AR)" + Overhead cost to perform the process
"manage and process collections" + Costs other
outsourced to perform the process "manage and
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

accounts receivable (AR)" + Total cost to
collections" + Total cost to perform the process
"manage and process adjustments/deductions") /

Formula Units
(Personnel cost to perform the process "process dollars
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") / (Number of FTEs who
perform the process "process customer credit" +
"invoice customer" + Number of FTEs who
(AR)" + Number of FTEs who perform the
process "manage and process collections" +
"manage and process adjustments/deductions")

Formula Units
"invoice customer" + Number of FTEs who
(Systems cost to perform the process "process dollars

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)

Formula Units
process "invoice customer" + Overhead cost to
"manage and process collections" + Overhead
revenue * 0.00001)

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
process collections" + Costs other than personnel,
revenue * 0.00001)

Formula Units
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

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
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)

accounts receivable (AR)" + Overhead cost to
collections" + Overhead cost to perform the
revenue * .00001)

process "process customer credit" + Personnel

process "process customer credit" + Personnel
(Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
"invoice customer")

Formula Units
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

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")

Formula Units
sales order line items

sales orders placed

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")

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

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") /

the process "invoice customer") / (Total business
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)

Formula Units
"invoice customer") / (Total business entity
revenue * .000000001)
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/

FTEs who perform the process "process accounts deductions
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")

Formula Units
Number of receipts processed / (Number of FTEs receipts
who perform the process "process accounts
receivable (AR)" + Number of FTEs who
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
Percentage of total annual value of invoices paid percent

in full the first time
Percentage of invoices processed first time error percent
free

Formula Units
"perform revenue accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100.0
(Number of active customers in customer master percent

file / Number of customers in the customer
master file) * 100.0
Average monthly intercompany payables accrual percent
as a percentage of monthly revenue
((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

Formula Units
(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")

"perform fixed-asset accounting") / Total SG&A
costs) * 100
(Total cost to perform the process "manage dollars

reporting") / (Total business entity revenue *
0.001)

reporting") / Total business entity revenue) * 100

Formula Units
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")

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")

Formula Units
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)
Cycle time in calendar days between running trial days

balance to completing the consolidated financial
statements
"manage policies and procedures" + Number of
FTEs who perform the process "perform general
process "perform financial reporting") / (Total
Percentage of entities' intercompany balances percent

reconciling to zero after the first round of
consolidations and eliminations
"perform financial reporting") / (Total business

Formula Units
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)
(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

Formula Units
(Outsourced cost to perform the process "perform dollars
Outsourced cost to perform the process "perform
(Systems cost to perform the process "perform dollars

capital planning and project approval" + Systems
revenue * 0.00001)

Overhead cost 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
financial resources") * 100

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 business entity revenue *
0.00001)

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
* .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")) /

"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

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)) / (Number of FTEs
who perform the process "report time" + Number
of FTEs who perform the process "manage pay"
"process payroll taxes")
(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
((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) +
allocated to personnel costs * 0.0001) + (Total
taxes" * Percentage of total cost to perform 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
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

Formula Units
(((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
(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
((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


accounts payable" + Personnel cost to perform

Formula Units
"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


"process accounts payable (AP)" + Number of
reimbursements")

expense reimbursements" + Outsourced cost to
perform the process "process accounts payable") /

Formula Units
"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
((Systems cost to perform the process "process percent

accounts payable" + Systems cost to perform the
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,
* 100
((Personnel cost to perform the process "process percent

* 100

treasury operations" / (Total business entity
revenue * .001)
treasury operations" / Number of global legal
entities supported by treasury management
operation

treasury operations" / (Total business entity
revenue * .000000001)
Return on invested capital percent

Formula Units
"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
(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)

Formula Units
(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)
(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")

Formula Units
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
(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)
((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

Formula Units
(Total cost to perform the process "establish dollars
0.000000001)
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")

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
* .000000001)
taxes" / (Total business entity revenue * .001)
"manage taxes" / (Total business entity revenue *
.000000001)
"manage taxes" / Number of FTEs who perform
(Total cost to perform the process "perform percent
planning/budgeting/forecasting" / Total business
entity revenue) * 100

Formula Units
planning/budgeting/forecasting" / Number of

planning/budgeting/forecasting" / (Total business
planning/budgeting/forecasting" / Number of

(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"

Formula Units
planning/budgeting/forecasting" + Costs other
planning/budgeting/forecasting") / (Total
Cycle time in days to complete the budget days
Cycle time in days to update/revise the rolling days

forecast
Cycle time in days to prepare the financial days
forecast
Number of budget versions produced before final budget versions
approval
"perform planning/budgeting/forecasting" / (Total
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" /

Formula Units
(Number of FTEs who perform the processes percent
"perform cost management" / Number of FTEs
resources") * 100
Percentage of costs base from activity-based percent

costing
Average cost per click for a business entity's dollars
online advertisement
(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"
(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
Outsourced cost to perform the process "evaluate dollars

and manage financial performance" / (Total
Systems cost to perform the process "evaluate dollars

Formula Units
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
Total business entity revenue / Number of active dollars
Cycle time in days to perform financial days
evaluation of new customers
evaluation of new markets
evaluation of new products
"evaluate and manage financial performance" /
Average in-store sales per square foot of selling dollars
space
Store profitability for the physical retail store percent
Like for Like (LFL) retail sales growth for retail percent
stores

Formula Units
Gross Margin Return on Investment (GMROI) percent
for the business entity
Total business entity revenue / Number of dollars
((Total business entity revenue - Total revenue percent
(three reporting periods prior)) / Total revenue
(three reporting periods prior)) * 100
"evaluate and manage financial performance" /
(Earnings before interest, taxes, depreciation and percent

amortization (EBITDA) for the current 12-month
period / Total business entity revenue) * 100
(((Total business entity revenue / Total revenue percent
(three reporting periods prior)) ^ 0.3333) - 1) *
100
(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 /
((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

Formula Units
(((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

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
(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"
Overhead cost to perform the process "process dollars

customer credit" / (Total business entity revenue
* .00001)

Formula Units
* .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)
"Process customer credit" allocated to systems
costs * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.00001)

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)

Formula Units
customer credit" * Percentage of total cost to
perform the process "process customer credit"
allocated to external costs * 0.01) / (Total
Cycle time in days for credit approval days

"process customer credit" / (Total business entity
revenue * .000000001)
Number of customers in the customer master customer accounts
file / Number of FTEs who perform the process
"process customer credit"
Credit reviews performed at account level by credit reviews
credit staff / 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

Formula Units
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
(Outsourced cost to perform the process "process percent

customer credit" / Total cost to perform the
process "process customer credit") * 100.0

customer credit" + Costs other than personnel,
process "process customer credit") / Total cost to
100.0
(Personnel cost to perform the process "process percent

(Systems cost to perform the process "process percent

Formula Units
(Overhead cost to perform the process "process percent
(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)

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)

costs * Percentage of internal cost of the process
"Invoice customer" allocated to systems costs *
0.00001)
(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)

Formula Units
customer" / Number of billed/invoiced line items
paid to your business entity
customer" / Number of invoices billed to
customer
(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)

customer" / Number of active customers in
customer" / Number of customers in the customer
master file
customer" / (Total business entity revenue
* .00001)

Formula Units
Overhead cost to perform the process "invoice dollars
customer" / (Total business entity revenue
* .00001)
Cycle time in calendar days from the days
transmission of an invoice/bill to
shipping/providing the good/service
Cycle time in days to generate complete and days
correct billing data
"invoice customer" / (Total business entity
revenue * .000000001)
Percentage of invoice line items processed error percent
free the first time
Percentage of invoice line items invoiced using percent
electronic or automatic methods
Percentage of invoices automatically generated percent
based on event triggers
"invoice customer"
Number of updates to customer master file / updates
"invoice customer"
"invoice customer"
Number of invoices billed to customer / Number invoices
of FTEs who perform the process "invoice
customer"

Formula Units
business entity / Number of FTEs who perform
the process "invoice customer"
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 received that percent
offer a discount
"invoice customer" / Number of FTEs who
resources") * 100
Percentage of invoice line items denominated in a percent

foreign currency
(Systems cost to perform the process "invoice percent
customer" / Total cost to perform the process
"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)
(Personnel cost to perform the process "invoice percent

"invoice customer") * 100

Formula Units
"invoice customer") * 100.0
(Outsourced cost to perform the process "invoice percent

(Overhead cost to perform the process "invoice percent
((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
(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
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

Formula Units
(AR)") / (Total business entity revenue * .00001)

accounts receivable (AR)" / (Total business entity
revenue * .00001)

accounts receivable (AR)" / Number of active
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)"

Formula Units
revenue * .000000001)
revenue * .001)
accounts receivable (AR)" / Number of receipts
processed
(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)

Formula Units
Days sales outstanding in accounts receivable days
Cycle time in calendar days from invoicing a days

customer to the receipt of payment
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
Percentage of receipts that are automatically percent
matched to open items in the accounts receivable
sub ledger
"process accounts receivable (AR)" / (Total
Days sales outstanding in accounts receivable / days
Standard payment terms in calendar days for
accounts receivable
(Number of receipts processed error-free first percent
time / Number of receipts processed) * 100
Percentage of receipts received electronically or percent
automatically
Average sales order value for orders placed athe dollars
the retail store
Value of accounts receivable outstanding / (Total dollars
Percentage of line items billed/invoiced into the percent
system through an automated method

Formula Units
"process accounts receivable (AR)"
accounts receivable (AR)"
"process accounts receivable (AR)"
Number of receipts processed / Number of FTEs receipts
receivable (AR)"
business entity / Number of receipts processed
adjustments/deductions") / Number of FTEs who
resources") * 100
Percentage of internal costs to perform the percent

receivable (AR)" allocated to internal costs * 0.01

"process accounts receivable (AR)" / Number of

Formula Units
Percentage of internal cost of the process percent
"process accounts receivable (AR)" allocated to
(AR)" allocated to internal costs * 0.01
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
the process "process accounts receivable (AR)") *
100.0

"process accounts receivable (AR)" who perform
(AR)") * 100.0

"process accounts receivable (AR)" who apply
cash remittances / Number of FTEs who perform
100.0

Formula Units
"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

accounts receivable (AR)" / (Total cost to
Total cost to perform the process "process

Formula Units
100.0
(Overhead cost to perform the process "process percent

100.0
Average value of e-commerce orders dollars

and process collections" / (Total business entity
revenue * .00001)

and process collections" / (Total business entity
revenue * .00001)
and process collections" + Costs other than
collections") / (Total business entity revenue
* .001)

and process collections" / Number of FTEs who
collections"

Formula Units
(Total cost to perform the process "manage and dollars
process collections" * Percentage of total cost to
collections" allocated to external costs * 0.01) /
(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)
"Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
* .00001)
(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

Formula Units
process collections" / Number of FTEs who
collections"

process collections" / Number of receipts
processed
Percentage of invoices billed with credit terms percent
Percentage of active customers that are percent

delinquent
(Total value of uncollectable balances / Total percent
Percentage of invoices adjusted by the customer percent
prior to payment
"manage and process collections" / (Total
Percentage of billed/invoiced line items that are percent
adjusted prior to paying
of FTEs who perform the process "manage and
process collections"
"manage and process collections"
"manage and process collections" / Number of

Formula Units
and process collections" / Total cost to perform
the process "manage and process collections") *
100.0

100.0

100.0

and process collections" + Costs other than
collections") / Total cost to perform the process
"manage and process collections") * 100.0

100.0

Formula Units
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

"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 /

"manage and process collections" who discuss
account resolution with internal parties / Number
process collections") * 100.0

Formula Units
"manage and process collections" who establish
policies/procedures for delinquent accounts /

"manage and process collections" who process
adjustments/write off uncollectable balances /

100.0

process adjustments/deductions" / Number of
adjustments/deductions

and process adjustments/deductions" / Number of

and process adjustments/deductions" / (Total

Formula Units
and process adjustments/deductions" / (Total

and process adjustments/deductions" + Costs
process adjustments/deductions") / (Total

process adjustments/deductions" / (Total business
"Manage and process adjustments/deductions"
allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal

"manage and process adjustments/deductions"
allocated to personnel cost * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal

Formula Units
(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)
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/
FTEs who perform the process "manage and deductions
"manage and process adjustments/deductions" /

who perform management activities / Number of
process adjustments/deductions") * 100.0

Formula Units
who analyze adjustments / Number of FTEs who
adjustments/deductions") * 100.0

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

Formula Units
who process related entries / Number of FTEs
Percentage of total cost of the process "manage percent

and process adjustments/deductions" allocated to
adjustments/deductions" allocated to personnel
cost * 0.01

and process adjustments/deductions" + Costs
process adjustments/deductions") / Total cost to

allocated to external costs

Formula Units
process adjustments/deductions" / (Total cost to
Total cost to perform the process "process
Total value of adjustments/deductions / Number dollars

of adjustments/deductions
and process adjustments/deductions" / Total cost
Highest value of customer adjustment/deduction dollars

that can be made without approval



Formula Units
Outsourced cost to perform the process "manage dollars
policies and procedures" / (Total business entity
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"
Overhead cost to perform the process "manage Dollars

revenue * 0.001)
"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")
Overhead cost to perform the process "perform Dollars

general accounting" / (Total business entity
revenue * 0.001)
revenue * 0.001)

revenue * 0.001)
general accounting" / Number of journal entry
line items processed
general accounting" / Number of FTEs who
accounting"

Formula Units
revenue * 0.00001)
revenue * 0.001)
general accounting" / Number of FTEs who
accounting"
revenue *.0010)
Cycle time in days to complete monthly financial days
close
Cycle time in calendar days from running the days
initial trial balance to completing the period-end
management report
"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

error free the first time
Percentage change in business entity's gross percent
margin over the past three years
Number of accounts in the chart of accounts / accounts
"perform general accounting"

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 standard accounts in chart of percent
accounts / Number of accounts in the chart of
accounts) * 100.0
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
Percentage of journal entry line items directly percent

linked from an internal/external system
Percentage of journal entry line items from an percent
automated recurring source
Percentage of journal entry line items from other percent
sources

Formula Units
"perform general accounting" who perform
accounting") * 100

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
revenue * 0.000010)
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")
(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") /
Total cost to perform the process "perform fixed- dollars

asset accounting" / (Total business entity revenue
* 0.001)

Formula Units
asset accounting" / Number of fixed asset
transactions
fixed-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
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
Total business entity revenue / Net book value of percent
fixed assets
Percentage of approved capital projects percent
considered within or on budget for spending
((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

Return on fixed assets percent

Formula Units
"perform fixed-asset accounting" + Number of
revenue * .000000001)

"perform fixed-asset accounting" / (Total
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"
"perform fixed-asset accounting" / Number of

project accounting") / Number of FTEs who
resources") * 100.0

Formula Units
(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

"perform fixed-asset accounting" * 100) /
Total value of Assets Under Management for the dollars

overall organization / (Total annual revenue for
retail banking operation * .001)
financial reporting" / Number of FTEs who
financial reporting" / Number of FTEs who
financial reporting" / (Total business entity
revenue * 0.001)

Formula Units
revenue * 0.00001)
revenue * 0.001)
revenue *.0010)
Cycle time in days to complete the monthly days
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
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
"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

capital planning and project approval" / (Total
(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
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
(Actual capital spending for most recent year / percent

Capital expenditure budget for most recent year)
* 100.0
"perform capital planning and project approval" /
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"

project accounting" / (Total business entity
revenue * 0.0010)
project accounting" / Number of capital projects
approved in the past 12 months

Formula Units
capital project accounting"/Number of FTEs who
perform the process "perform capital project
accounting")

capital project accounting" / (Total business
"perform capital project accounting" / (Total
(Approved and non-budgeted capital projects / percent
Number of capital projects approved in the past
12 months) * 100.0
"perform capital project accounting" / Number of
(Total cost to perform the process "report time" * dollars

"report time" allocated to external costs *
.01)/(Total business entity revenue * 0.001)

Formula Units
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
(Percentage of internal cost to perform the dollars
/ 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 processed error-free percent

the first time
Percentage of time records returned to the the percent
field for validation and/or correction
Percentage of time records submitted percent
electronically

Formula Units
Percentage of time records entered manually percent
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
(Total cost to perform the process "manage pay" dollars

allocated to overhead and other costs *
.0001)/Total number of employees paid


"manage pay" allocated to external costs *

Formula Units
cost to perform the process "manage pay" ) /
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
Percentage of payroll disbursements that were percent
manual cheques
Percentage of payroll disbursements that were or percent
included retroactive pay adjustments
"manage pay" / (Total business entity revenue *
0.000000001)
"manage pay" / (Total number of employees paid
* 0.001)

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"
Number of business days HR/Benefit system is days
open for employee data changes, new hires, and
terminations during payroll period
"manage pay" / (Number of FTEs who perform
the process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes")) * 100

"manage pay" / Number of FTEs who perform

Formula Units
allocated to external costs * .01)/(Total business

costs of the process "process payroll taxes"
allocated to personnel costs * 0.0001) / (Total

process "process payroll taxes") / Total number
of employees paid

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

Formula Units

allocated to external costs * .01)/Total number of
employees paid


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
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

"process payroll taxes" / Number of FTEs who
resources") * 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)

Formula Units
process "process accounts payable") / Number of
invoices processed

accounts payable (AP)" / Total SG&A costs ) *
100
Personnel cost to perform the process "process dollars
accounts payable" / Number of invoices
processed
Systems cost to perform the process "process dollars
processed
processed
Outsourced cost to perform the process "process dollars
processed
processed
accounts payable (AP)" / Total business entity
revenue) * 100
accounts payable (AP)" / Number of FTEs who
perform the process "process accounts payable
(AP)"

accounts payable (AP)" / (Total business entity
revenue * .000000001)

Formula Units
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
Value of all materials and services purchased / dollars
"process accounts payable (AP)" * 1000000)
accounts payable" / (Value of all materials and
accounts payable" / (Total business entity
revenue * 0.00001)
Value of all materials and services purchased / Dollars
Average oil and gas net production (BOE/day)
(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

Formula Units
accounts payable" / Number of FTEs who
(AP)"
accounts payable" / (Value of all materials and
revenue * 0.001)
revenue *0.001)
accounts payable (AP)" / 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 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
Cycle time in calendar days from the receipt of days
an invoice to when it is approved and scheduled
Average cycle time from the first time an invoice Days
is blocked/parked until it is unblocked/unparked

"process accounts payable (AP)" / (Total business

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
Days payables outstanding in intercompany days
accounts payable (AP)
Number of updates made to the vendor master updates
"process accounts 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)"
Number of invoices processed / Number of FTEs invoices
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

Formula Units
[(Overhead cost to perform the process "process percent
process "process accounts payable") / Total cost
to perform the process "process accounts payable
(AP)"] * 100

Number of invoices processed/(Total business invoices processed
entity revenue*0.000001)
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
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
Percentage of invoices paid on time Percent

Formula Units

"process accounts payable" who perform
(AP)") * 100
Number of invoices processed / (Value of all invoices

expense reimbursements" / Number of T&E
disbursements
disbursements
disbursements
disbursements
disbursements

expense reimbursements" / Total SG&A costs ) *
100

Formula Units
expense reimbursements" + Costs other than
perform the process "process expense
reimbursements") / Number of T&E
disbursements

expense reimbursements" / (Total business entity
revenue *0.001)
revenue * 0.001)
expense reimbursements" / Number of FTEs who
reimbursements"

expense reimbursements" / (Total value of T&E
expenditures * 0.00001)
expense reimbursements" / Total business entity
revenue ) * 100
expense reimbursements" / Number of FTEs who
reimbursements"

Formula Units
revenue * 0.000000001)
revenue * 0.001)
disbursements
revenue * 0.00001)
Cycle time in calendar days from the receipt of days
an expense report to its approval and scheduling
for payment
(Number of expense report line items with percent
exceptions / Expense report line items) * 100
(Total value of cash advances / Total value of percent
T&E expenditures) * 100.0
"process expense reimbursements" / (Total
"process expense reimbursements" / (Total value
of T&E expenditures * 0.000001)
Number of T&E disbursements / Number of disbursements
reimbursements"

Formula Units
Expense report line items / Number of FTEs who expense report
perform the process "process expense line items
reimbursements"
Expense report line items / (Total value of T&E expense report
expenditures * 0.001) line items
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

"process expense reimbursements" / Number of

Formula Units
"process expense reimbursements" who perform
reimbursements") * 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
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 concentrate/physically minutes
pool cash and establish a daily cash position * 60
Cycle time in calendar days to refresh cash flow days

forecast
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
Number of banks used in organization's cash banks

collection network / (Total business entity
revenue * .000000001)

Formula Units
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"
Total cost to perform the process "establish dollars

internal controls, policies, and procedures" /
Personnel cost to perform the process "establish dollars
Systems cost to perform the process "establish dollars
Percentage of cost to perform the process percent
procedures" allocated to risk assessment
Outsourced cost to perform the process "establish dollars
(Total business entity revenue *.0010)

procedures" / (Total business entity revenue *
0.000000001)

Formula Units
(Number of other non-independent members on percent
the governance committee / (Number of
governance committee officers/employees +
Number of other non-independent members on
the governance committee + Number of
governance committee independent members)) *
100.0

the audit committee / (Number of audit
committee officers/employees + Number of other
non-independent members on the audit
committee + Number of audit committee
independent members)) * 100.0

the compensation committee / (Number of
compensation committee officers/employees +
the compensation committee + Number of
compensation committee independent members))
* 100.0
(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
(Number of compensation committee percent

officers/employees / (Number of compensation
non-independent members on the compensation
committee + Number of compensation committee

Formula Units
(Number of governance committee percent
officers/employees / (Number of governance
non-independent members on the governance
committee + Number of governance committee

procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
(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

Formula Units
(Number of independent or outside directors on percent
the board / Number of directors on the board) *
100.0
Outsourced cost to perform the process "operate dollars
controls policies and procedures" / (Total



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

Formula Units
Cycle time in days from reporting of a control days
violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days to deploy change in enabling days
technology

"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 times employees used existing times

communication channels to report suspected
improprieties in past 12 months / (Number 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 automated primary controls / percent
Number of identified primary controls) * 100.0

"operate controls and monitor compliance with
internal controls policies and procedures" /

Formula Units
(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
Percentage of conducting risk assessment cost percent

toward self assessments
(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
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

Formula Units
on internal controls compliance" / (Total business
toward outside consultants
Percentage of the total cost of conducting risk percent
assessments for costs other than self assessments,
independent internal resources, and outside
consultants

"report on internal controls compliance" /

toward independent internal resources
Ratio of tax strategy to tax filing staff at business Percent
entity
Percentage of daily cash balances versus forecast percent
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 establish credit
policies / Number of FTEs who perform the

Formula Units
"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


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

Formula Units
"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
"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

Formula Units
"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
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

Formula Units
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
(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
Percentage of intercompany transactions percent

processed by automated methods
processed manually
processed by hybrid methods

"perform general accounting" who post and
reconcile intercompany transactions / Number of
accounting") * 100

"perform general accounting" who reconcile
general ledger accounts / Number of FTEs who
accounting") * 100

Formula Units
"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
"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

Formula Units
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

"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

Formula Units
"process accounts payable" who audit
invoices/key data into AP system / Number of
payable (AP)") * 100

into the financial system by EDI

into the financial system by scanning
into the financial system by other methods
Percentage of invoice line items that is approved percent

by two-way matching
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

Formula Units
"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

"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

Formula Units
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
"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

Formula Units
"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)
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"

Formula Units
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)
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)

Formula Units
initiative, or service from allocations from
business units, functions, or groups leveraging
KM services * Total cost, excluding overhead
initiative, or service * .01) / (Total business entity
revenue * 0.001)

initiative, or service from sources other than
central/enterprise funding source or allocations
leveraging KM services * Total cost, excluding
overhead cost, for knowledge management
program, initiative, or service * .01) / (Total
Total cost, excluding overhead cost, for dollars

service / (Total business entity revenue * 0.001)
service / Number of FTEs that directly support
the knowledge management program, initiative,
or service

service / Number of business entity employees
Percentage of KM applications, platforms, or percent
technologies hosted in the cloud

Formula Units
Percentage of KM applications, platforms, or percent
technologies hosted on-premises
Number of FTEs that directly support the FTEs

service / (Total business entity revenue *
0.000000001)
(Number of FTEs that directly support the percent

service / Number of business entity FTEs) * 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

platforms, or technologies from another source or
group
Percentage of total funding for KM program, percent
initiative, or service from central/enterprise
funding source
initiative, or service from allocations from
business units, functions, or groups leveraging
KM services

Formula Units
initiative, or service from sources other than
central/enterprise funding source or allocations
leveraging KM services
(Personnel (staff) costs directly associated with percent

KM program / Total cost, excluding overhead
initiative, or service) * 100
(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

Formula Units
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
Near miss correction rate percent

Formula Units
treasury operations" / Number of foreign
currencies involved in foreign exchange hedging
program
Number of foreign currencies involved in foreign foreign currencies

exchange hedging program / Number of FTEs
who perform the process group "manage treasury
operations"
Number of foreign currencies involved in foreign foreign currencies

exchange hedging program / (Total business
business resiliency and risk" / (Total business
"manage business resiliency and risk" / (Total


Formula Units
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)
who perform the process group "manage business
resiliency and risk"

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

"manage business resiliency and risk" / IT
budget, including depreciation/amortization, for
the past year) * 100.0

Formula Units
"manage business resiliency and risk"/Number of
information technology") * 100.0

data protection controls" *.0001) / (Total

of IT FTEs performing the process area "Develop
and implement security, privacy, and data
protection controls" *.01) / (Total business entity
revenue * 0.0000000010)

data protection controls"

area "Develop and implement security, privacy,
and data protection controls"
Percentage of primary products made from percent

recycled materials

Formula Units
Percentage of primary products potentially able percent
to be recovered and recycled
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
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]
Annual cost of the process "process warranty dollars

claims" / Number of FTEs who to perform the
process "process warranty claims"

Formula Units
warranty claims" allocated to internal costs *
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process
warranty claims" / 10000) / Number of FTEs who
to perform the process "process warranty claims"
Annual cost of the process "process warranty Dollars

claims" / (Total business entity revenue * 0.001)
((Percentage of total cost of the process "process Dollars
"process warranty claims" allocated to personnel
warranty claims") * .0001) / (Total business
((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

Formula Units
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
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
manage human capital" / Number of FTEs that
perform the process group "manage employee
relations"

employee relations" / (Total business entity
revenue * 0.001)
employee relations" / Number of business entity
employees
"manage employee relations" / (Total business
"manage employee relations" / Number of
Employee engagement score
Number of FTEs that perform the process group FTEs
"manage employee relations" / (Total business

Formula Units
employee relations"
Number of business entity employees / Total employees
number of FTEs that perform the process groups
"deliver employee communications"

"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

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

Formula Units
(Total SG&A costs/Total business entity percent
revenue)*100
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
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
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
Fatalities or major injuries due to asset integrity fatalities/major
incidents injuries
Aircraft safe fueling incidents

Formula Units
HazCom items
Hydrocarbon spills in barrels barrels
Rotating equipment/vessel availability percent
Mean time in months between failures months
Number of asset integrity incidents incidents
Occupational Health Hazard Assessment items

(OHHA)
Comprehensive Environmental Health items

Assessment (CEHA)
Restricted duty injuries/illnesses injuries/illnesses
On-the-job fatalities fatalities
Loss due to asset integrity incidents dollars

Formula Units
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
Percentage of qualified pre-paid customers that percent
your entity attempts to convert to post-paid that is
successfully converted
Inbound contact center cross-sell / up-sell rate percent
Percentage of sales initiated on the website where percent

the customer was presented with a cross-sell or
up-sell offer
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)

product/service development allocated to overall
governance and program management
Percentage of FTEs performing product/service percent
development are 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
test marketing products/services * 0.01) / (Total

Formula Units
test marketing products/services * 0.01) /
(Number of FTEs who develop and manage
allocated to test marketing products/services *
0.01)

allocated to test marketing products/services *
0.000000001)

marketing products/services
development are allocated to test marketing
products/services

preparing for production or service delivery *
are allocated to preparing for production or
service delivery * 0.01)

Formula Units
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
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

Formula Units
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
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 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
Percentage of total sales of core products percent
influenced by Social Media
Percentage of overall revenue that is digital percent
content sales revenue
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)
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

Formula Units
Business entity's sales order shipped completed percent
rate
Average number of orders picked per hour orders
Total annual value of large/bulky products dollars
delivered by the organization / Number of
large/bulky deliveries completed in the past 12
months
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 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 annual revenue for retail banking dollars
operation / Number of unique retail banking
customers
Total operating expense 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

Formula Units
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
(Total operating expense for retail banking percent
operation / Total annual revenue for retail
banking operation) * 100
(Total annual fee income for retail banking percent

Formula Units
(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)

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)
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
Average width of the large/bulky delivery hours
window provided to the consumer

Formula Units
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
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

Formula Units
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
Percentage attribution of customer service FTEs percent
added/hired as a result of AI
eliminated/redeployed as a result of AI

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 retention rate over the past three years percent
Inbound contacts / Customer service FTEs contacts

((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
Percentage of customer service FTEs having skill percent

requirements changes in the past 12 months

Formula Units
Percentage of inbound contacts leveraging AI percent
Average cost to dispose of back-hauled products dollars

information and analytics"

"manage employee information and analytics" /
employee information and analytics" / Number of
the process group "manage employee information
and analytics"

Formula Units
information and analytics"
the process group "manage employee information
and analytics" / Number of business entity
employees

information and analytics" / Number of business
entity employees
(Number of routine inquiries received monthly percent

information and analytics" / (Number of routine
"manage employee information and analytics" +
Number of non-routine inquiries received
information and analytics")) * 100
(Number of non-routine inquiries received percent

information and analytics" / (Number of routine
"manage employee information and analytics" +
Number of non-routine inquiries received
information and analytics")) * 100

process group "manage employee information
and analytics" via e-mail

Formula Units
and analytics" via phone
and analytics" via face-to-face interaction
and analytics" via channels other than e-mail,
phone, and face-to-face interaction

Total cost to perform the process group "manage
employee information and analytics") * 100.0
(Systems cost to perform the process group percent

(Overhead cost to perform the process group percent



employee information and analytics") * 100

Formula Units
"manage employee on-boarding, development,
and training" / Number of FTEs that perform the
development, and training"

manage human capital" / Number of FTEs that
boarding, development, and training"

and training" / (Total business entity revenue *
0.001)
and training" / Number of business entity
employees
training" / (Total business entity revenue * 0.001)
training" / Number of business entity employees
training" / Number of FTEs that perform the
development, and training"

training" / Total SG&A costs) * 100

Formula Units
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,
development, and training") * 100.0

training" / Total cost to perform the process

development, and training" / Total cost to
boarding, development, and training") * 100.0

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

Formula Units
and training" from the middle
management/specialist level / Number of FTEs
that perform the process group "manage
training") * 100
and training" from the operational workers/office
staff level / Number of FTEs that perform the

"manage policies and procedures" who publish
accounting policies / Number of FTEs who
procedures") * 100

ABOUT APQC
An internationally recognized resource for process
and performance improvement, APQC helps
organizations adapt to rapidly changing
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and succeed in a competitive marketplace. With a
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APQC works with its member organizations to
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connect individuals with one another and the
COPYRIGHT AND ATTRIBUTION
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©2020
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in 1977, RIGHTS
APQC RESERVED. This
is a member-based
Process
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serving organizations around(“PCF”) is the
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all sectors ofintellectual property of
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and APQC
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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
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Enterprises (MAKE) APQCawards.
hereby grants
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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
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