Professional Documents
Culture Documents
INSURANCE PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 7.2.1
GENERATED ON 4/9/2020
For more information about the PCF, visit www.apqc.org/pcf
These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the
process element. It will be consistent across releases as long as the conceptual meaning does not change.
Hierarchy ID is the human-readable index number corresponding to this specific process element on each row.
This number will not be consistent across releases - meaning that a process element may have a different
hierarchy ID among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. The score
is only computed when a specific release is compared to another specific release. The difference index
encapsulates the changes among all of the process element's descendents, not just the immediate children. The
greater the number, the more significant the changes between the two releases.
Change details is a sentence explaning the differences in the immediate child-level descendents of the specific
process element. A "plus" symbol ("+") before a number indicates that the specific process element was added
since the last release. A "minus" symbol ("-") before a number indicates that the specific process element was
removed since the last release. If the process element was renamed, the sentence will include the phrase
"RENAME, WAS:" followed by the name previously used by the process element. A new element is identified
by the word "NEW". A "c" before a number indicates that the specific process element changed since the
compared release; it saw elements added, removed, the name changed, or some combination of those three
operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking
library for this specific process element. For more information, please visit http://www.apqc.org/osb
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (17058)
was added to the framework. This new element was added to the file. This new element contains a number of
previously used elements, including a significant change to one of its immediate children, 10731, which was
present in the previous release, but under a different parent. Also category 11 saw relatively few changes
Copyright 2020
(difference APQC
index = 2)and IBM
while category 12 saw the most changes (difference index = 121). Develop and manage
human capital had a number of changes to its immediate children (see the change details) but the structure
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (17058)
was added to the framework. This new element was added to the file. This new element contains a number of
previously used elements, including a significant change to one of its immediate children, 10731, which was
present in the previous release, but under a different parent. Also category 11 saw relatively few changes
(difference index = 2) while category 12 saw the most changes (difference index = 121). Develop and manage
human capital had a number of changes to its immediate children (see the change details) but the structure
overall remains very simlar (difference index = 50).
19959 1.2.8 Develop customer experience strategy 17 +19960, +19964, +19971, +19974, NEW N
19960 1.2.8.1 Assess customer experience 4 +19961, +19962, +19963, NEW N
19961 1.2.8.1.1 Identify and review customer touchpoints 1 NEW N
19962 1.2.8.1.2 Assess customer experience across touchpoints 1 NEW N
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1 NEW N
experiences
19964 1.2.8.2 Design customer experience 8 +16612, +19965, +19966, +19967, +19968, N
+19969, +19970, NEW
16612 1.2.8.2.1 Define and manage personas 1 NEW N
19965 1.2.8.2.2 Create customer journey maps 1 NEW N
19966 1.2.8.2.3 Define single view of the customer for the organization 1 NEW N
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1 RENAME, WAS:Design and obtain N
equipment product/service delivery infrastructure
17396 2.3.3.2 Develop product/service documentation 0 N
10097 2.3.3.3 Identify requirements for changes to manufacturing/delivery 1 NEW N
processes
11418 2.3.3.4 Request engineering/process change 1 NEW N
10100 2.3.3.5 Install and validate production/service delivery process 2 +11417, RENAME, WAS:Implement N
product/service launch procedures
11417 2.3.3.5.1 Monitor initial production runs 1 NEW N
19998 2.3.3.6 Validate launch procedures 1 NEW N
14176 2.3.3.7 Introduce new product and/or service as a commercial offering 0 N
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills 1 NEW N
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1 NEW N
20056 5.2.2.6 Monitor and manage resource capacity and availability 1 NEW N
12127 5.2.3 Enable service delivery resources 8 +12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
12128 5.2.3.1 Develop service delivery training plan 1 NEW N
12129 5.2.3.2 Develop training materials 1 NEW N
12131 5.2.3.3 Manage training schedule 1 NEW N
12132 5.2.3.4 Deliver operations training 1 NEW N
12133 5.2.3.5 Deliver technical training 1 NEW N
20057 5.2.3.6 Perform skill and capability testing 1 NEW N
12135 5.2.3.7 Evaluate training effectiveness 1 NEW N
20058 5.3 Deliver service to customer 27 +20059, +20069, +20077, NEW N
20059 5.3.1 Initiate service delivery 10 +20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
20060 5.3.1.1 Review contract and agreed terms 1 NEW N
20061 5.3.1.2 Understand customer requirements and define refine approach 1 NEW N
17051 7.3.3.3 Manage employee skill and competency development 1 RENAME, WAS:Manage employee skills N
development
10473 7.3.4 Develop and train employees 7 +16940, +20125, c10490 Y
10490 7.3.4.1 Align employee with organization development needs 1 RENAME, WAS:Align employee and N
organization development needs
16940 7.3.4.2 Define employee competencies 1 NEW N
10491 7.3.4.3 Align learning programs with competencies 0 N
10492 7.3.4.4 Establish training needs by analysis of required and available 0 N
skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or management 0 Y
training programs
20742 8.3.5.7 Monitor/analyze network intrusion detection data and resolve 1 NEW N
threats
19959 1.2.8 Develop customer experience strategy 17 +19960, +19964, +19971, +19974, NEW N
19960 1.2.8.1 Assess customer experience 4 +19961, +19962, +19963, NEW N
19961 1.2.8.1.1 Identify and review customer touchpoints 1 NEW N
19962 1.2.8.1.2 Assess customer experience across touchpoints 1 NEW N
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1 NEW N
experiences
19964 1.2.8.2 Design customer experience 8 +16612, +19965, +19966, +19967, +19968, N
+19969, +19970, NEW
16612 1.2.8.2.1 Define and manage personas 1 NEW N
19965 1.2.8.2.2 Create customer journey maps 1 NEW N
19966 1.2.8.2.3 Define single view of the customer for the organization 1 NEW N
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1 RENAME, WAS:Design and obtain N
equipment product/service delivery infrastructure
17396 2.3.3.2 Develop product/service documentation 0 N
10097 2.3.3.3 Identify requirements for changes to manufacturing/delivery 1 NEW N
processes
11418 2.3.3.4 Request engineering/process change 1 NEW N
10100 2.3.3.5 Install and validate production/service delivery process 2 +11417, RENAME, WAS:Implement N
product/service launch procedures
11417 2.3.3.5.1 Monitor initial production runs 1 NEW N
19998 2.3.3.6 Validate launch procedures 1 NEW N
14176 2.3.3.7 Introduce new product and/or service as a commercial offering 0 N
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills 1 NEW N
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1 NEW N
20056 5.2.2.6 Monitor and manage resource capacity and availability 1 NEW N
12127 5.2.3 Enable service delivery resources 8 +12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
12128 5.2.3.1 Develop service delivery training plan 1 NEW N
12129 5.2.3.2 Develop training materials 1 NEW N
12131 5.2.3.3 Manage training schedule 1 NEW N
12132 5.2.3.4 Deliver operations training 1 NEW N
12133 5.2.3.5 Deliver technical training 1 NEW N
20057 5.2.3.6 Perform skill and capability testing 1 NEW N
12135 5.2.3.7 Evaluate training effectiveness 1 NEW N
20058 5.3 Deliver service to customer 27 +20059, +20069, +20077, NEW N
20059 5.3.1 Initiate service delivery 10 +20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
20060 5.3.1.1 Review contract and agreed terms 1 NEW N
20061 5.3.1.2 Understand customer requirements and define refine approach 1 NEW N
17051 7.3.3.3 Manage employee skill and competency development 1 RENAME, WAS:Manage employee skills N
development
10473 7.3.4 Develop and train employees 7 +16940, +20125, c10490 Y
10490 7.3.4.1 Align employee with organization development needs 1 RENAME, WAS:Align employee and N
organization development needs
16940 7.3.4.2 Define employee competencies 1 NEW N
10491 7.3.4.3 Align learning programs with competencies 0 N
10492 7.3.4.4 Establish training needs by analysis of required and available 0 N
skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or management 0 Y
training programs
20742 8.3.5.7 Monitor/analyze network intrusion detection data and resolve 1 NEW N
threats
17040 1.1 Define the business concept and long-term vision Creating a conceptual framework of the organization's business
activity and strategic vision with long-term applicability. Scout the
organization's internal capabilities, as well as the customer's needs
and desires, to identify a fit that can be used to advance a conceptual
structure of the organization's business activity. Conduct analysis in
light of relevant externalities and large-scale shifts in the market
landscape.
10017 1.1.1 Assess the external environment Assessing all forces, entities, and systems that are external to an
organization but can affect its operation. Analyze far-reaching
currents in the macroeconomic situation, assess the competition,
evaluate technological changes, and identify societal as well as
ecological issues of concern. Create a big-picture understanding of
externalities, with sufficient depth across individual aspects.
19945 1.1.1.1 Identify competitors Identifying your competitors, their service and/or product.
Evaluating competitors strategies to determine their strengths and
weaknesses relative to those of your own product or service.
10021 1.1.1.2 Analyze and Evaluate competition Assessing the competitive forces in the marketplace that could
potentially affect the organization. Analyze various aspects of
business competition including competing firms. Aggregate
competitive intelligence, create benchmarks to juxtapose processes
and performance metrics, and inject crucial information about the
competition into management models to synthesize insights.
10023 1.1.1.4 Identify political and regulatory issues Identifying areas of concern pertaining to public policy and
regulation, established by sovereign or multinational authorities.
Examine various regions and geopolitical formations to identify
those political and regulatory issues-present or developing-that can
potentially affect the organization. Plan for an iterative process,
partitioned across regional and geopolitical entities that have a
direct bearing on the organization's activities. Assess changes in
environmental compliance, product standards, trade barriers, etc.
10024 1.1.1.5 Assess new technology innovations Assessing developments in technologies presently being used by the
business, new technologies that have a potential for the business,
and any disruptive innovations. Conduct a survey of advancement in
technologies that are already deployed with inputs from the
personnel closely working with them, tracking utility and feasibility
for deployment. Arrange for mid- to senior-level management
personnel who explore contingent uses to assess new and disruptive
technologies. Follow up with desk research, involving physical
scoping and viability assessment.
10026 1.1.1.7 Identify social and cultural changes Distinguishing changes in societal makeup, as well as the cultural
composite. Isolate shifts in the societal composition and
distribution, as well as the value systems and attributes that bind the
organization together. Analyze well-regarded publications--and
gather the perspective of public intellectuals and opinion leaders--on
relevant issues.
10027 1.1.1.8 Identify ecological concerns Identifying changes in ecological ecosystems that can be directly or
indirectly detrimental to the organization. Analyze ecological
factors within the immediate ecosystem for near to middle-term
impact. Analyze the ecology, at large, to get a sense of long-term
shifts and concerns. Gather analyses from research publications.
Speak to subject matter experts. Engage with advocacy groups,
lawyers, journalists, and the active populations.
16790 1.1.1.9 Identify intellectual property concerns Establishing measures and procedures for identifying various
intellectual property threats and concerns.
16791 1.1.1.10 Evaluate IP acquisition options Establishing and defining measures and methods for valuation and
acquisitions of IP. Defining the value of intellectual property for
buying and licensing of IP rights.
10018 1.1.2 Survey market and determine customer needs and wants Examining the market to identify customer required solutions.
Assess the relevant market(s) to determine the products/services that
are needed or wanted by customers. Carry out quantitative and
qualitative analyses to capture and investigate products/services.
Employ creative techniques that allow for a closer appreciation of
the customer, and design relevant solutions.
19946 1.1.2.2 Capture customer needs and wants Identifying and collecting customers' wants and needs of a product
and/or services from a marketing perspective. Identify which
consumer needs are important and whether needs are being met by
current products/services.
19947 1.1.2.3 Assess customer needs and wants Creating customer profiles to get a picture of customers and their
needs. Identify particular groups of people/organizations that benefit
from your product/services and then selling to them.
10019 1.1.3 Assess the internal environment Undertaking a review of the organization's in-house skills and
resources in order to create a big-picture understanding of internal
capacities. Assess the organization's capabilities in order to advance
the advantageous and weed out the detrimental aspects. Identify
synergic associations within the backdrop of the forces and players
active in the market, and take into account all externalities.
10030 1.1.3.1 Analyze organizational characteristics Identifying and examining key attributes that differentiate the
organization in the market and those that underscore the core of its
operations. Consider how the organization functions. Reflect over
tangible and intangible aspects in order to spot critical correlations
and the interplay between these attributes. Have senior executives
conduct the analysis, with input from management and operational
personnel.
19948 1.1.3.2 Analyze internal operations Identify key elements of operations and measure effectiveness of
these elements within internal operations.
10032 1.1.3.4 Analyze systems and technology Analyzing the capabilities of technology and process automation
systems deployed within the organization in order to direct future
associated processes. Conduct a broad-based survey to examine
various aspects associated with such systems and technologies, with
the objective of identifying key facets that are of interest.
Investigate the intended purpose, purpose served, utility, longevity,
remaining service-life, repair or service requirements, etc.
10033 1.1.3.5 Analyze financial health Appraising the financial state of the organization so that
management can create resource allocation strategies. Scrutinize the
organization's financials--including balance sheets, statements of
income, cash-flows, equity holdings, and liquidity--with the
objective of understanding the organization's financial health and
capacities. (This analysis directly feeds into Conduct organizational
restructuring opportunities [16792] and Define a business concept
and long-term vision [17040].)
10034 1.1.3.6 Identify core competencies Determining a strategically significant aggregate of competence and
capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and
its brand and services in the marketplace. Have senior executives
and management personnel assess competencies in order to further
develop these capabilities into distinct commercial value
propositions.
10020 1.1.4 Establish strategic vision Establishing the organization's long-term vision as a strategic
positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.
10036 1.1.4.3 Communicate strategic vision to stakeholders Developing and executing communication strategies to convey an
alignment plan of all organizational stakeholders, which helps the
organization realize its vision. Create custom communication
strategies and delivery channels with the objective of orienting
stakeholders according to the configuration maps created in the
process Align stakeholders around a strategic vision [10035]. Have
senior strategy personnel closely collaborate with the
communications/marketing team.
16792 1.1.5 Conduct organization restructuring opportunities Examining the scope and contingencies for restructuring based on
market situation and internal realities. Map the market forces over
which any and all probabilities can be probed for utility and
viability. Once the restructuring options have been analyzed and the
due-diligence performed, execute the deal. Consider seeking
professional services for assistance in formalizing these
opportunities.
16794 1.1.5.2 Perform due-diligence Auditing the status quo of the probabilities, before formalizing any
restructuring of the organization with another entity. Systematically
investigate all entities discerned to be of interest in Identify
restructuring opportunities [16793], to verify all tangible and
substantial facts. Consider engaging specialist professional services
including legal, accounting, and consulting help.
16795 1.1.5.3 Analyze deal options Examining various options shortlisted for assimilating new entities
into the organization or dissociating from it. Undertake a piecemeal
and comprehensive consideration of each option identified for
acquisition, merger, de-merger, and divestment. Consider intangible
and non-material aspects of the entities involved and synergic
aspects. Consider the assistance of specialist professional services.
16796 1.1.5.3.1 Evaluate acquisition options Appraising entities identified as being suitable for acquisition,
taking into account the restructuring opportunities in the internal
and external context. Verify the appropriateness and viability of the
short-listed options. Ensure these entities pertain to the state-of-
affairs in the market, as well as fit with the resources and
capabilities of the organization.
16798 1.1.5.3.3 Evaluate de-merger options Evaluating departments and subsidiaries within the organization,
and/or previously merged entities, to assess the appropriateness of a
de-merger, taking account of the fit between these entities as well as
any relevant externalities. Examine the pertinence and soundness of
a formalized dissociation.
16799 1.1.5.3.4 Evaluate divesture options Evaluating departments and/or subsidiaries within the organization
to assess the appropriateness of a divestment, taking account of all
market externalities. Examine any internal entities that have been
identified to be suitable for dismemberment from the organization.
Ensure the pertinence and soundness of such a move.
10015 1.2 Develop business strategy Developing an organization's mission statement, strategy, and
business design. Create a concise statement that clearly articulates
the mission of the organization, outlining practicable targets to
Establish a strategic vision [10020]. Delineate strategic options by
matching these alternatives with the organization's internal
capabilities. Create an organizational design, and identify goals by
developing strategies at the functional and process levels.
10044 1.2.1.1 Define current business Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
10045 1.2.1.2 Formulate mission Outlining actionable objectives that effectively set a course to fulfill
the organization's vision. In this fundamental activity, articulate
certain goals or targets in broad but practicable terms to reach long-
term objectives.
10046 1.2.1.3 Communicate mission Developing and executing a communication strategy to convey the
mission statement. Create a universal communication strategy and
appropriate delivery channels, with the objective of leveraging the
latter to execute the former. Convey the inherent message of the
mission to all stakeholders, including employees, customers, and the
public. Ensure collaboration between senior strategy personnel and
the communications/marketing team.
10038 1.2.2 Define and evaluate strategic options to achieve the objectives Assessing sets of strategic decisions designed to drive the
organization's long-term objectives. Identify various strategies
concerning core functional areas. Appraise strategic options in light
of auxiliary decision frameworks that ensure smooth functioning,
the advancement of functional efficiencies, and vitality. Involve
senior management executives, especially strategy and/or business
unit personnel, with need-based consultative assistance from
professional services providers.
18083 1.2.2.1.1 Select partnerships and relationships to support the extended Supporting the design, manufacture and distribution of product and
enterprise services through the extended enterprise model. This is concerned
with the strategic decisions on make vs buy, in house or out
sourced. Senior Executives map out how they want to run their
business. Make strategic choices as to whether to buy in
components / sub-assemblies, run their own distribution fleet or
contract out, own their dealerships or franchise out, etc. Strategize
with partnerships. Collaborate design consideration at strategy level
for automotive and procurement act within the Target Operating
Model set at strategy level.
10048 1.2.2.2 Assess and analyze impact of each option Scoping and probing to study the impact of strategic options for
fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which
comprise Define strategic options [10047]. Closely examine the
consequences of each option.
13289 1.2.2.2.1 Identify implications for key operating model business elements Determine impacts of elements such as staffing, skills, training, new
that require change markets, technology, or policies within operating model which
needs change.
13290 1.2.2.2.2 Identify implications for key technology aspects Determining key factors for technology ROI, benefits, architecture,
etc.
16800 1.2.2.3 Develop B2B strategy Defining a long term plan of action and roadmap to achieve
business to business objectives and goals.
16801 1.2.2.3.1 Develop service as a product strategy Defining objectives related to business and delivery models to
productize service.
16802 1.2.2.4 Develop B2C strategy Defining a long term plan of action and roadmap to achieve
business to consumer objectives and goals.
16806 1.2.2.7 Develop innovation strategy Developing a plan and vision to encourage advancements in
technology or services. Create a roadmap for changing or innovating
the business model to make business operations more competitive.
Set up new R&D services for changing or bringing new value
propositions, services, production processes, and invention of
technology not previously used by competitors etc.
14189 1.2.2.8 Develop sustainability strategy Formulating strategic options that create opportunities for the
sustenance and prosperity of the business in the long run. Go
beyond business longevity to consider alternate strategies that allow
the organization's preservation of vitality over time. Earmark
resources and target processes, the former of which are dedicated to
the absorption of sustainable practices in the latter.
19950 1.2.2.9 Develop global support strategy Developing a plan to deploy support services and support functions
throughout the organization globally. Arrange the organization's
functional support areas to create efficiencies of scale in the
delivery of support services, globally.
19951 1.2.2.10 Develop shared services strategy Charting a plan to leverage internal services and support functions
throughout the organization. Delineate a framework of parameters
and criteria to selectively filter service areas for inclusion among the
organization's common resources. Arrange the organization's
functional areas to create efficiencies of scale in the delivery of
internal services.
19952 1.2.2.12 Develop innovation strategy and framework Creating a framework for disruptive change. Change includes
practices for growth strategies, new product categories, services or
business models. Changes generate significant new value for
consumers, customers, and the corporation. It also seeks to leverage
breakthrough disruptive innovation .
10039 1.2.3 Select long-term business strategy Embracing a strategy for the achievement of business goals over the
distant future. Espouse one of the strategic options for realizing its
mission over the long term. Enlist senior management executives,
comprising strategy and/or business unit personnel.
10040 1.2.4 Coordinate and align functional and process strategies Aligning the approach and method of individual units, departments,
systems, and operations within the organization, in accordance with
the larger strategic course adopted. Employ the organization's
strategic path to guide the functions, divisions, and operations.
Calibrate the plan and method of each functional area, as well as the
processes therein, to Select the long-term business strategy [10039].
10041 1.2.5 Create organizational design Formulating a design for the organization's resources that allow it to
meet its objectives. Develop a new framework for molding the
organization's various processes into a coherent and seamless whole.
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses Appraising job-specific roles within the organizational chart and
their hierarchical architecture. Analyze a map of work-related roles
within the organizational structure. Examine the value added by the
positions associated with jobs to be performed and how they stack
up within the organization's operations.
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity Examining the constituent exercises and undertakings within a
work-related position for the purpose of effective delegation.
Deconstruct job-specific roles into activities and visualize the
relations among them, with the objective of assigning
responsibilities to the appropriate personnel.
10052 1.2.5.4 Perform organization redesign workshops Organizing workshop sessions to adopt organizational redesign.
Communicate the organizational structure and mapping of
responsibilities against job roles in order to facilitate an effective
understanding among personnel. Use a collaborative process that
may include participative workshop sessions.
10053 1.2.5.5 Design the relationships between organizational units Fleshing out the connections and dependencies among the various
units of the organization. Delineate the relationship among business
units or process frameworks within the organization, in terms of
activities, synergies, and shared resources and responsibilities.
Formalize relationships among business units so that any mutual
coherence is clearly understood and can be attended to.
10055 1.2.5.7 Assess organizational implication of feasible alternatives Probing the repercussions of all practicable organizational design
options. Analyze the significance and impact of workable
organizational structure options. Closely examine the long-term
impact of these frameworks over the functioning of the
organization.
10056 1.2.5.8 Migrate to new organization Embracing and ratifying a new organizational structure. (Assume
the new framework to be the best fit through Assess the
organizational implications of feasible alternatives [10055].)
10042 1.2.6 Develop and set organizational goals Developing overall goals for the organization that help in
accomplishing its mission. Formulate organization-wide targets in
the near to middle term, which will accumulate and propel the
organization to realize its long-term objectives, as outlined in
Develop an overall mission statement [10037]. Enlist business unit
heads or equivalent personnel, in close collaboration with senior
management executives.
19953 1.2.6.1 Identify organizational goals Creating and developing strategic objectives that establishes a
process to outline expected outcomes and guide employees' efforts.
19954 1.2.6.2 Establish baseline metrics Establishing baselines that provide standards for assessing
performance. Create metrics and KPI's for various
functions/processes/activities based on organizational goals.
19955 1.2.6.3 Monitor performance against goals Defining methodology and frequency of assessment for measuring
and monitoring performance of various
functions/processes/activities against standard set goals.
19956 1.2.7.1 Analyze business unit strategies Assessing the performance of a business unit against set
organizational goals which are based on pre-defined metrics
collected through various business unit operations.
19957 1.2.7.2 Identify core competency for each business unit Determining the resources and skills of each business unit based on
knowledge and technical capacity. Enable business units to meet
customer needs and grow in a competitive marketplace.
19958 1.2.7.3 Refine business unit strategies in support of company strategy Evaluating existing business unit strategy based on the company's
strategy and eliminate unwanted/unnecessary resources/elements
and re-consider necessary resources to meet the overall company's
strategy.
19959 1.2.8 Develop customer experience strategy Defining a roadmap to meet customer expectations while
considering how it will affect the business.
19960 1.2.8.1 Assess customer experience Measuring customer feedback in regard to product and services
effectiveness based on overall satisfaction. The data to be analyzed
is collected through surveys, customer responses, and feedbacks
based on the delivered products/services.
19961 1.2.8.1.1 Identify and review customer touchpoints Creating methods to gauge customer experiences, expectations, and
suggestions. Review both liked and disliked areas of
product/services to be delivered. Evaluate touchpoints based on the
nature of product/service in the market e.g., billboards, web sites,
direct mail, service calls, etc.
19962 1.2.8.1.2 Assess customer experience across touchpoints Evaluating customer experiences, expectations, and suggestions in
both liked and disliked areas of the product or services. Analyze all
modes of communication, human and physical interactions, or
customers experience during the relationship lifecycle with your
organization. Evaluate the gaps/further development/alterations to
the existing product/service to attain better customer response.
16612 1.2.8.2.1 Define and manage personas Identifying a set of characteristics that define the demographic and
behavioral patterns of the customer. Further, use persona scoring to
design your marketing strategies around personas, and measure and
optimize your interactions with the contacts classified by a certain
persona.
19965 1.2.8.2.2 Create customer journey maps Creating a story of the customer's experience: from initial contact,
through the process of engagement and into a long-term
relationship. The goal is to teach organization about the customer.
19966 1.2.8.2.3 Define single view of the customer for the organization Defining parameters to show aggregated, consistent, and holistic
representation of known data about customers. Define key
parameters which enable the tracking of customers and
communications across every channel.
19967 1.2.8.2.4 Define a vision for the customer experience Establishing a direction and vision on how the organization behaves
towards customers in a consistent, effective way. The key attributes
for customer experience vision consists of emotional connection,
commitments and expectations, compelling value proposition, and
ease of understanding the organization's behavior.
19968 1.2.8.2.5 Validate with customers Creating a process to validate the sales process and the assumptions
that underpin the business model. Understand if the
products/services have a repeatable, scalable business model around
that product.
18916 1.2.9 Communicate strategies internally and externally Conveying planned procedures and methods to both internal
departments and external stakeholders like customers, suppliers,
etc., in an effective manner based on organizational objective.
10016 1.3 Execute and measure strategic initiatives Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
10057 1.3.1 Develop strategic initiatives Developing strategic projects that help fulfill long-term goals.
Develop time-bound projects that are discretionary in nature and lie
beyond the scope of the organization's routine operations.
19976 1.3.1.2 Develop strategic initiatives based on business/customer value Creating a statement of the organization's direction based on what is
considered "value" to the customer or business.
19977 1.3.1.3 Review with stakeholders Developing a process for stakeholder dialog that is integrated into
the assessment of business strategies. Report on the evaluation of
the business objectives, strategies, subject, or past events.
10058 1.3.2 Evaluate strategic initiatives Examining projects of strategic significance that lie outside the
purview of the organization's routine operations. Closely analyze
strategic initiatives for their applicability and feasibility, given the
organization's vision.
19978 1.3.2.1 Determine business value for each strategic priority Establishing a standard measure of value to determine the business
worth for each of the Identify strategic priorities [19975]. List the
effectiveness and utility for every important strategic element based
on the benefit it adds to the business.
19979 1.3.2.2 Determine the customer value for each strategic priority Analyzing the value preposition; the value the customer gets from a
product/services for each of your Identify strategic priorities
[19975]. Customer value is the satisfaction a consumer feels after
making a purchase for goods or services relative to what he/she
must give up to receive them.
10059 1.3.3 Select strategic initiatives Selecting relevant projects of strategic significance that create
opportunities for the organization to realize its long-term objectives,
on the basis of their suitability to the organization's constraints and
reality. Select from the process Evaluate strategic initiatives
[10058], based on their applicability and feasibility for the
organization. Enlist senior management, especially strategy
personnel.
19981 1.3.3.2 Communicate strategic initiatives to business units and Establishing procedures for communications within the organization
stakeholders which creates the road map for successful understanding of strategic
initiatives for both business units and stakeholders (internal and
external).
10060 1.3.4 Establish high-level measures Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.
19982 1.3.4.1 Identify business value drivers Determining key indicators or factors responsible for driving
business value. Key business value drivers comprise of operational,
financial, and sustainability drivers.
19983 1.3.4.2 Establish baselines for business value drivers Establishing baseline measures that provide standards for assessing
performance of Identify business value drivers [19982].
19984 1.3.4.3 Monitor performance against baselines Overseeing the progress of activities to ensure they are on-course
and on-schedule in meeting the objectives and performance targets
against Establish baselines for business value drivers [19983].
19507 1.3.5 Execute strategic initiatives Successfully implement strategic initiatives. Execution of strategy is
also defined as the process of implementing logical set of connected
activities by an organization to make a strategy work.
20944 1.4 Develop and maintain business models Establishing how an organization creates, delivers and captures
value or makes profit. Identify the products or services that a
business will sell, its target market, anticipated expenses, and other
core aspects of its modus operandi. Revise the plan as required to
reflect changing circumstances.
20946 1.4.1.1 Assemble business model information Collecting all relevant materials needed to develop the business
model, so that it can adequately model its processes.
20947 1.4.1.2 Secure appropriate approvals Obtaining required permissions, licenses and authorizations that
legitimize the business, help to mitigate associated risks and
safeguard the operations.
20948 1.4.1.3 Identify integration points with existing models Ensuring coherence with pre-exsiting models to avoid
contradictions between models. Make sure that all models represent
the same long-term vision.
20949 1.4.1.4 Adopt the business model Consenting to a particular business model and formally accepting it
to serve as the set of guiding principles in operating the company.
20950 1.4.2 Maintain business models Revising and updating business models to reflect the changes in the
marketed services, product inventory, market behavior, available
resources or accrued expenses. Determine how and when to modify
the accepted business model in response to incoming feedback.
20951 1.4.2.1 Establish business model maintenance parameters Determining the timeline, procedures and responsibilities for
reviewing the business model and for updating it to best serve the
organization.
20952 1.4.2.2 Accept business model feedback parameters Deciding the type of responses, reactions, sentiments and insights
that are crucial to be taken into consideration with business model
maintenance.
20953 1.4.2.3 Prioritize and manage incoming feedback Evaluating the feedback regarding products, services, processes or
resources. Determine which judgments are critical and mandate
changes to the current business model to better deliver the desired
value
19696 2.1 Govern and manage product/service development program Supervising the complete product/service program from innovation
until its commercial success. Meeting the customer demand and
expectations. Conduct further development and innovation
pertaining to business goals.
10061 2.1.1 Manage product and service portfolio Managing a portfolio of product/service offerings to take advantage
of shifts in the market expectations, all the while coordinating with
the overall business strategy. Revisit the product/service portfolio in
light of market opportunities, and overhaul it to capture value
created by these opportunities. Identify gaps between current
offerings and the market expectations to direct the organization's
R&D activity. Create new solutions, and revise or retire existing
ones so that the revamped portfolio aligns with Develop a business
strategy [10015].
10066 2.1.1.2 Confirm alignment of product/service concepts with business Checking the alignment of product/service portfolio, and its
strategy individual offerings, with the organization's overall strategy and
planning for the development of new or revised solutions. Conduct
reality checks on new product/service concepts prior to committing
significant investment to ensure that the revamped solutions'
portfolio is in line with the overall business strategy, aligns
organizational processes for their development, and creates a plan
for assimilating these changes in the organization's offerings. Enlist
senior management executives.
10073 2.1.1.3 Plan and develop cost and quality targets Setting prerequisites for the cost of development and quality
standards for the new solutions' portfolio and/or its individual
offerings. Set targets for the budget and quality standards for the
revamped portfolio of solution offerings. Prepare a plan for the
outlay required for revising and adding new product/services.
Identify intended levels of quality for these, bearing in mind the
existing standards of solutions offered by the organization and its
competitors. Enlist senior management executives, particularly
those responsible for finance and budgeting, product/service design,
manufacturing/processing, delivery, and quality control.
10075 2.1.1.5 Specify development timing targets Determining the individual and collective timeframe for realizing
new/revised solutions. Create a schedule that clearly demarcates the
timeframes designated for the development of every new solution
and/or revising each of the existing ones. Create a timetable by
setting deadlines for each step in overhauling the product/service
portfolio.
10076 2.1.1.6 Plan for product/service offering modifications Developing a programmatic procedure for changing
products/services while paying heed to all stakeholders involved and
the prerequisites identified. Create a plan for changing the existing
portfolio of solution offerings. Develop a systematic program for
the design, processing, and delivery of the new product/service
concepts. Construct project-flow diagrams. Identify the stakeholders
involved and personnel responsible for each stage, as well as the
necessary decisions. Earmark the budgetary outlay, and conduct any
strategic planning required.
10067 2.1.2 Manage product and service life cycle Manage the introduction and withdrawal of products/services.
Administer associated changes, namely measuring the performance
of new solution offerings and the revision of master files in the
archives.
16824 2.1.2.1 Develop plan for new product/service development and Developing a program and managing a perspective for new
introduction/launch product/service introduction and launch.
10078 2.1.2.3 Retire outdated products/services Removing nonconforming products and services. Withdraw those
products/services that do not conform to market realities and are not
positioned to take advantage of prevailing opportunities. Coordinate
with processing/delivery teams within the organization and key
stakeholders in the supply chain. Create mechanisms for continued
after-sales servicing, as well as deploy effective public relations
efforts in order to preserve the image and goodwill of the
organization through the process.
10079 2.1.2.4 Identify and refine performance indicators Attuning the performance measures of products/services to better
reflect the revamped portfolio of solution offerings. Revise the
parameters used to measure performance, apropos the organization's
product/service offerings. (Modify these standards in consideration
of the changes made to the portfolio by Introduce new
products/services [10077] and Retire outdated products/services
[10078].)
11423 2.1.2.5 Conduct post launch review Learning from either a test or a full production run within the
consumer market. Companies use this as an opportunity to both test
and react to new products, ideas, or innovations based on the initial
reaction of consumers on an individual level. Within this process,
analytics are used to determine the relative success of a new product
offering. Within this process, companies will launch key analytics to
test a products acceptance. They will also review market
performance and compare to similar products and against the
business case or the financial plan. Companies can also measure the
effectiveness of their supply chain network, and can apply what is
learned from the post launch review to other new products,
processes, and procedures to ensure and enhance the product
quality.
11424 2.1.2.5.2 Review market performance Conducting customer and market analysis to review progress and
identify opportunities for increasing market position. Track and
review product/service response through sales reports, website
statistics, direct response from customers, and survey reports.
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution network Determining the performance of supply chain to all departments and
logistics from input to shop floor. Seeking performance reviews at
each intersection and communication channels. Review
effectiveness of supply chain and distribution to check if it is
meeting the demands of the various groups and organizations that
are concerned with its activities (groups might include customers,
partners, suppliers, and vendors).
19647 2.1.2.5.4 Apply data and analytics to review supply chain methodologies Collecting and examining raw data with the purpose of drawing
conclusions about that information and correlate gaps and
efficiencies to the existing supply chain channels. Apply the
information to make better business decisions to the related supply
chain methodologies to meet efficiency.
11426 2.1.2.5.5 Review quality and performance of the product/service Identifying the quality and performance of the product/service
delivered to customers. Analyze data from the customer feedback,
audits, measures of customer satisfaction (such as product quality
complaints and recalls), and organizational policies on delivery.
11427 2.1.2.5.6 Conduct financial review Evaluating organization's financial reports and financial reporting
processes. Review and document the ROI catered by the
product/service delivery to the customer in the market.
11428 2.1.2.5.7 Conduct new product development process assessment Analyzing the steps involved in the development of new product, its
effect on existing product, resources, and functions related to the
development of the new product until its sale in the competitive
market place.
16827 2.1.3.3 Determine patent and copyright needs Determining the business need for patents and copyrights. The
patents and copyrights are managed by Manage copyrights and
patents [11062].
19697 2.1.3.4 Define product technical documentation management Defining sourcing and procurement requirements for new product
requirements technical documentation management. Make sourcing-based
decisions that identify the capabilities that will be required in order
to launch the new product. This documentation will be used to
support the product following entry into service. It is compiled and
managed in Manage product and process related data [12082], but
the capability to manage and maintain this documentation must be
defined and established.
12771 2.1.3.5 Manage regulatory requirements Aligning regulatory activities related to managing industry
requirements. Train employees on regulatory requirements. Records
for the appropriate regulatory agencies must be maintained and the
new product process must be approved by the appropriate regulatory
body before it is published to the organization. The submission
lifecycle - i.e. creation, review, and approval of the submission and
its components must be managed in a collaborative fashion.
12776 2.1.3.5.3 Manage regulatory submission life cycle Determine and follow the timely input and update of regulatory
information by assessing reforms, regulatory policies, and
guidelines.
11740 2.1.4 Manage product and service master data Controlling/authorizing to enable services' and products' data and
other critical data of these functions through a well secured storage
and accessibility processes backed by siloed applications/IT
systems.
11741 2.1.4.1 Manage materials master lists Controlling the details of materials' storage and utilization, supplier
details linked to materials, in a defined sequential manner and
ensuring regular updates with permissible accessibility.
11742 2.1.4.2 Manage bills of material Managing the purchase details/bills through regular and error free
updates to applications. Create manual entries wherever necessary
and ensure timely review of the laid processes and systems.
11743 2.1.4.3 Manage routings Controlling and executing the flow of operations from raw form to
finished product in a defined format using industry
applications/routing sheets for the specific product/service layout.
11744 2.1.4.4 Manage specifications Direct, supervise, and control the product/service details necessary
to execute the process. Adhere to details and descriptions for
product/service through identified or guided parameters towards
final outcome in the market with due critical analysis formed on
organizational objectives.
11745 2.1.4.5 Manage drawings Administering the specifications of the product/service and ensure
accessibility for product alteration/new product development.
11749 2.1.4.9 Manage traceability data Identifying and handling data accessed by the permitted touch
points. Ensure that no data is accessible to any unnecessary
recipient. Data flow should be controlled through secured access
and free from unauthorized access.
11750 2.1.4.10 Review and approve data access requests Determining the requests pertaining to data accessibility. Review
the requester details based on internal data security policies and
permit data access only if internal policies and data access
parameters are met.
19698 2.2 Generate and define new product/service ideas Identifying and describing new product or service thoughts based on
organizational objectives/targets.
10065 2.2.1 Perform discovery research Coordinating R&D activity to identify new technologies to integrate
into the revamped portfolio of products/services. Conduct early-
stage R&D activity to close gaps between existing solution offerings
and changing market expectations. Triangulate appropriate
technologies that can support the development of a revised
product/service portfolio.
10070 2.2.1.1 Identify new technologies Determining new technologies to revise the portfolio of solution
offerings. Identify recently developed technological advances that
can be leveraged in the development or advancement of the
organization's product/service portfolio. Enlist senior management
in conjunction with personnel responsible for the design, processing,
and delivery of products/services. Have the organization's research
division(s) carry out the process.
10072 2.2.1.3 Assess feasibility of integrating new leading technologies into Appraising the feasibility of integrating new technologies, whether
product/service concepts developed as a custom solution or adopted from an external source,
into revised portfolio of solution offerings. Examine recently
developed technological advances for suitability to incorporate them
into the concept of revised and/or new solution offerings. Enlist
senior management, in consultation with in-house personnel
responsible for the design, processing, and delivery of these
solutions, as well as key supply-chain stakeholders.
19669 2.2.2 Generate new product/service concepts Producing and defining ideologies for new product/service
offerings.
19986 2.2.2.1 Gather new product/service ideas and requirements Collecting necessary items, documents, regulatory requirements,
etc., based on Generate and define new product/service ideas
[19698]
19987 2.2.2.2 Analyze new product/service ideas and requirements Assessing and reviewing the concepts and requirements of Generate
and define new product/service ideas [19698]
19988 2.2.2.3 Evaluate new product/service inputs and requirements Assessing and reviewing the required inputs and necessary elements
such as automation, technology, hardware installation, regulatory
requirements, certifications, etc., for new products/services through
defined process and analysis.
19989 2.2.2.4 Formulate new product/service concepts Devising ideas and elements necessary for thoughts on new
product/service development.
19990 2.2.3 Define product/service development requirements Encompassing the identification and capture of new product/service
requirements or potential improvements to current
products/services. Collaborating with members of the supply chain
to ensure the feasibility of what is being defined in the
requirements. For example, a product with manufacturing
requirements that supply chain cannot currently fulfill requires a
corporate decision to either upgrade manufacturing capabilities or
abandon the new product. Enterprise-level effects and needs must be
considered. Depending on the nature of the final product or service,
these requirements are often defined as a set of abilities, such as
availability or reliability, that influence product development
decisions.
11331 2.2.3.1 Define product/service requirements Determining requirements related to the creation of the
product/service. Explain potential achievements that could be made.
19991 2.2.3.1.1 Define basic functional requirements Determining the operations of functions related to the
product/service in the marketing environment.
16808 2.2.3.1.2 Derive interoperability requirements for products and services Determining the ability of products and services to work together,
exchange and use information in a multi-vendor, multi-network, and
multi-service environment.
16809 2.2.3.1.3 Derive safety requirements for products and services Developing safety requirements in line with environmental safety,
occupational health and safety, and community health and safety
guidelines.
16810 2.2.3.1.4 Derive security requirements for products and services Implementing security requirements through authentication and
encryption of CE device data stream. Utilize security measures
such as cryptographic protocols and hardware security (smart
cards).
19994 2.3.1.2.1 Identify requirements for product/service design/development Determining essential elements for collaborators involved in
partners blueprint/development of product/service.
10085 2.3.1.4 Develop product/service design specifications Creating design specifications. Create specifications for the design
of new or revised product/service concepts as a measure to meet
during development. Have the senior functional-level solutioning or
design staff create a framework of compliance standards for these
products/services.
16813 2.3.1.5 Develop user experience design specifications Determining the usability and user experience of products and the
business impact it creates.
16817 2.3.1.6 Provide warranty-related recommendations Providing warranty plan and pricing specifications for
recommendation.
10086 2.3.1.7 Document design specifications Documenting requirements to meet in the design of new or revised
products/services. Specify technical, quality, and costing
requirements, as well as ergonomic, safety, and servicing
requirements for such products/services. Ensure the information
presented can be understood by the personnel executing the design
and includes examples, anecdotal references, and illustrations.
10087 2.3.1.8 Conduct mandatory and elective external reviews Conducting any mandatory and elective appraisals of the
product/service design specifications in order to ensure compliance
with external standards. Carry out external reviews of specifications
created for the development of new product/service designs.
Conduct mandatory appraisals such as legal and regulatory, as well
as any optional assessments that, for instance, pitch the
specifications against industrial benchmarks.
19995 2.3.1.9 Design products/services Creating a sketch of the customer focused product/service in
Develop and Manage Products and Services [10003].
16818 2.3.1.9.5 Design and manage product data, design, and bill of materials Designing the BOM-Bill of material, manufacturing BOM and
Service BOMA bill of materials list for all the raw materials and
components/parts used in the producing end product.
16823 2.3.1.9.6 Design for product upgrades Designing hardware and software upgrade techniques.
10088 2.3.1.10 Build prototypes/proof of concepts Building prototypes for shortlisted product/service concepts.
Develop prototypes for those product/service concepts that have
been identified for further development. Provide proof-of-concepts,
and test any processes involved. Build prototypes in line with the
design specifications already outlined. Enlist the solutioning and/or
design staff.
10098 2.3.1.11 Develop and test prototype production and/or service delivery Creating the new manufacturing/delivery processes for the new
process products/services, and testing them to ensure proper functioning.
Create the production/delivery process for the prototypes that have
been built for the new products/services. Conduct trial-runs to test
these processes and their integration with the organization's other
processes.
10089 2.3.1.12 Eliminate quality and reliability problems Eliminating any problems relating to utility of the product/service
over the course of its expected lifetime. Tweak the prototype in
order to comply with the required quality and reliability standards.
Further refine the prototype, so it may be subjected to testing.
10091 2.3.1.14 Identify design/development performance indicators Identifying performance parameters. Determine the parameters to
measure performance of the design and development of the
product/service concepts into prototypes.
10092 2.3.1.15 Collaborate on design with suppliers and external partners Interacting with suppliers and manufactures to determine design
decisions. Collaborate with vendors, suppliers, contractors, and
subcontractors to verify feasibility of co-producing the prototype's
design. Ensure that efforts can be coordinated with other
stakeholders in the organization's supply chain ecosystem at the
time of manufacturing, producing, or packaging the finished
product/service.
19996 2.3.2 Test market for new or revised products and services Expanding on the marketplace analysis that took place earlier in the
product development lifecycle by testing the market against
offerings. The results from this in-depth analysis will help the
organization finalize product/service characteristics and technical
requirements and also identify any needed changes in the
manufacturing and delivery processes that support market delivery.
To prepare a detailed market study that accounts for any changes in
the global environment, the organization may want to conduct a
series of interviews, workshops, and focus groups with potential and
existing customers.
10093 2.3.2.1 Prepare detailed market study Composing a detailed study of the market ecosystem in light of new
products/services. Conduct a detailed analysis of the targeted
market(s) in order to Introduce new products/services [10077].
Examine the competition, market size and growth rate, market
trends, customer segments and their characteristics, market
influencers, distribution channels, and profitability. Enlist in-house
marketing and/or solutioning teams, or outsource to specialized
professional services agencies.
10095 2.3.2.4 Finalize product/service characteristics and business cases Finalizing the characteristics of new products/services by
appropriately weighing feedback from prospective customers
against a cost-benefit analysis in order to produce a profitable
business proposition. Refine the attributes of the newly developed
products/services, in light of the feedback and insights collected
during Conduct customer tests and interviews [10094]. Revisit the
high-level business case to justify the resources assigned to the
product/service project against the anticipated benefits.
10096 2.3.2.5 Finalize technical requirements Reassessing the technical requirements in light of the final
product/service attributes. Revisit the technical assessment to
revalidate the organization's capacity for progressing with new
product/service projects, in light of the revised product/service
characteristics.
19997 2.3.3 Prepare for production/service delivery Devising business plans and procedures for
manufacturing/operations/production and delivery of services
offered by the organization. Further in general terms the total
amount of output that the manufacturing department is responsible
to produce for each period.
10097 2.3.3.3 Identify requirements for changes to manufacturing/delivery Identifying any changes that need to be effectuated in the
processes organization's internal processes for manufacturing, and delivering
the newly developed products/services. Determine if any changes
need to be made to the production and distribution processes, in
light of the new products/services. Begin production process
planning. Prepare for factory layout planning. Generate shop-floor
instructions and changes to the supply chain.
11418 2.3.3.4 Request engineering/process change Requesting changes in the production and/or delivery operations for
processing the new or revised products/services. Rectify any
problems identified in the manufacturing or delivery processes
(through Monitor production runs [11417]). Seek changes in
components, repair machinery, optimize production lines, and tweak
factory assemblies through a formal notice to the concerned
division, known as an engineering change order.
10100 2.3.3.5 Install and validate production/service delivery process Finalizing production process or methodology. Install and initiate
the production process to manufacture the new products, using the
equipment and machinery already assembled. In the case of new
services, implement delivery processes and methodologies. Validate
processes for the accuracy of their operation and proper functioning.
11417 2.3.3.5.1 Monitor initial production runs Regularly monitoring production runs of the production and/or
delivery operations.
10101 3.1 Understand markets, customers, and capabilities Making sense of the market and customers to identify the right
opportunities to be capitalized, given the organization's
competencies. Discern trends and shift in the market and customers.
Identify the right market opportunities that fit closely with the
organization's capabilities and strategy by gathering intelligence on
various attributes of different market/customer segments.
10106 3.1.1 Perform customer and market intelligence analysis Gathering intelligence on the market and customers. Closely
examine the inherent attributes and collective behavior of the
various market and customer segments. Track trends in the market.
Determine what drives the customers to make purchasing decisions
in order to identify opportunities in the market.
10108 3.1.1.1 Conduct customer and market research Carrying out research studies to understand the behavior of
customers and the realities of the market. Undertake research to
understand the market conditions as well as the characteristics,
drives, and desires of prospective customers. Gather highly
contextualized intelligence through primary and secondary research
methods, with the objective of gaining insights over how to best
seize a market opportunity. Consider assistance from professional
research services.
10114 3.1.1.1.1 Understand consumer needs and predict customer purchasing Identifying the factors that drive the targeted market segment.
behavior Model customer purchasing patterns, and forecast their future
purchasing behavior.
10115 3.1.1.2.1 Determine market share gain/loss Determining the increase or decrease of the company's sales volume
in the targeted markets. Conduct an analysis to determine the factors
and underlying causes that affect the changes in the demand for
products or services offered. Consider changes in offerings or in the
business strategy to regain or increase the market share.
10110 3.1.1.3 Analyze market and industry trends Examining large-scale shifts and trends, with relevance to the
organization's products/services. Vet the industrial and larger
market landscape to identify broad-based movements that could
have a direct or tangential impact on the uptake of the organization's
products/services. Examine, among other things, the market
capitalization of similar products, the profitability of organizations
offering competing products/services, the stock price of key
vendors/suppliers in the organizational value-chain, the rate and
scale of innovation activity in the organization's product/service
category, the price and availability of raw materials, and the shelf-
life of similar products/services. Conduct primary and secondary
research, and consider enlisting professional services.
10112 3.1.1.5 Evaluate existing products/services Examining the brands owned and products offered in the market.
Determine the relative position of the existing products/brands in
the marketplace.
10113 3.1.1.6 Assess internal and external business environment Understanding the culture and environment in which you're
operating. Analyze how internal decision-making, thought
processes, financial circumstances, and more affect the ability to
bring new products to market. Survey or analyze the market into
which the products would be introduced.
10107 3.1.2 Evaluate and prioritize market opportunities Appraising market opportunities by quantifying and subjecting them
to prioritization, as well as validation tests. Closely examine the
market opportunities that have been identified by Perform customer
and market intelligence analysis [10106]. Triangulate those
opportunities to capitalize by finding a fit between identified
opportunities and the composite of organizational capabilities and
business strategy.
10116 3.1.2.1 Quantify market opportunities Attaching quantifiable indicators to opportunities that have been
identified in the market. Compute estimated figures of the
approximate value that can be captured with the provision of
existing products/services (i.e., the extent of financial benefits that
can be reaped in the market).
10117 3.1.2.2 Determine target segments Identifying the targeted segment of customers. Deduce those
particular customer segments that are to be targeted from among the
market segments.
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and overall Creating an index of market opportunities, and arrange them in
business strategy order of preference. Prioritize based on the opportunities' adherence
to the overall business strategy. Correlate with the competencies and
capacities that the organization, as a whole, processes.
10119 3.1.2.4 Validate opportunities Confirming the practicability and reasonableness of the market
opportunities that have been identified. Give substance to the real-
time feasibility of the market opportunities.
10120 3.1.2.4.1 Test with customers/consumers Validating identified market opportunities by testing company's
offerings on limited-size samples of the consumer population that
are hypothesized to be representative of the target market at large
and to have similar purchasing behavior. The feedback gained
through consumer testing can be used to modify or reject product
offerings before their full scale launch, saving the company valuable
resources, should the initial offering not be successful.
10121 3.1.2.4.2 Confirm internal capabilities Verifying that the company has sufficient infrastructure and
resources to deliver their offerings in a timely and cost-effective
manner, and that it is able to scale up from the small-scale market
samples, used for consumer testing, to the entire identified market
segment.
10102 3.2 Develop marketing strategy Charting a strategic course for marketing products/services. This
will include defining the value proposition, creating a mechanism
for pricing, and determining the right mix of marketing channels.
Create a specific positioning and branding for the organization's
offerings. Enlist marketing head to lead, with inputs from the
business development and sales functions.
11169 3.2.1.1 Define offering and positioning Defining problem(s) that the organization's products/services solve
for the customers, thereby determining how they are positioned in
the market. Refine the product/service concepts from the
perspective of customers. Succinctly outline the problem the
organization's offerings solves for the customers, making a case for
why the customer should buy a product or use a service. Define the
offering's unique value.
11170 3.2.1.2 Develop value proposition including brand positioning for target Boosting the attractiveness of products/services to the targeted
segments customers, and creating a unique brand projection around these
features. Identify and enhance those product/service features that
reinforce the attractiveness of these offerings, for these segment of
customers. Underscore the perceived value delivered to the
customers by clearly specifying the relevance and desirability of
these products/services. Once it has been clarified how the
organization's offerings meet the customer's expectations or deliver
specific benefits, position the brands around these benefits.
11171 3.2.1.3 Validate value proposition with target segments Validating the desirability of the perceived value delivered by the
organization's offerings, to the targeted customer segment.
Substantiate the value of the benefits accrued to the customers
through the organization's offerings. Justify the value proposition in
light of the targeted segments by gathering feedback (using teaser
demonstrations, surveys, interviews, primary research studies, and
customer case studies). Corroborate the benefits of the
organization's offerings.
10123 3.2.2 Define pricing strategy Creating a pricing strategy and mechanism that aligns with the
benefits of the products/services, as perceived by customers. Chart a
strategic course and a methodology that can guide the pricing of
products/services. Draw heavily from the customer value
proposition, and balance the expectations of different divisions
inside the organization, while delivering the maximum ROI.
13169 3.2.2.1 Conduct pricing analysis Analyzing marketing objectives, consumer demand, product
attributes, competitors' pricing, and economic trends to determine
optimum prices for the set of products and services that the
company offers or intends to offer by delivering maximum ROI.
10124 3.2.2.2 Establish guidelines for applying pricing and discounting of Creating a framework that allows for a uniform methodology while
products/services determining the price of individual offerings. Devise a blueprint for
establishing the pricing of specific products/services. Create
guidelines that factor in the cost of production/servicing, price
sensitivity, product lifecycle, and the price of competing/substitute
products.
19999 3.2.2.3 Establish pricing targets Determining optimum prices for individual products or services on
the basis of the cost of producing, distributing and marketing the
offerings, pricing analysis and general pricing strategy.
10125 3.2.2.4 Approve pricing strategies/policies and targets Confirming the strategy and specifications developed for pricing the
organization's products/services. Approve pricing guidelines by
vetting the soundness of the methodology and the guidelines'
alignment with the value proposition.
20001 3.2.3.1 Determine channels to be supported Deciding which distributors, wholesalers and retailers the company
will use to promote its offerings and to distribute its products and
services to the target market. Narrowing down which intermediaries
the company will use will affect retail prices of individual products,
and should therefore be included in the pricing analysis.
20002 3.2.3.2 Establish channel objectives Identifying the role that each chosen marketing channels plays in
the larger distribution network with respect to the organizational
marketing strategy. Determine intermediary costs for shipping,
handling, transporting, warehousing, insurance and marketing that
incur and accumulate in the distribution channel.
10127 3.2.3.3 Determine channel role and fit with target segments Analyze the various channels for their relevance to the targeted
segments. Identify the channel that can effectively market to the
targeted customers in regard to the drives, desires, and
characteristics of these populations, their uptake, extent of
engagement, frequency of use, and effectiveness in communicating.
10128 3.2.3.4 Select channels for target segments Choose the most pertinent marketing channel for the targeted
segments (based on Determine channel fit with target segments
[10127]).
20003 3.2.3.5 Identify required channel capabilities Determining the maximum output rate required from a distribution
channel to optimally market and deliver the products and services
the company offers or would like to offer. Ideally, a channel should
be able to adapt to a certain degree of variability in the demand for
the offerings, and able scale up if needed.
20004 3.2.3.10 Orchestrate seamless customer experience across supported Coordinating marketing and distribution efforts across different
channels channels that integrate well with each other, are in conformance
with company values, visual identity and branding, and offer
uniform customer service experience that drives customer loyalty
and repeat business.
16590 3.2.3.10.1 Define omni-channel strategy Devising a strategy to market company's products or services
seamlessly through all or most channels that are in widespread use
among the target market. This may mean cross-channel access to
customer preferences and purchasing history to accept returned
merchandise, provide refunds, resolve payment issues or to provide
technical support.
16591 3.2.3.10.2 Define omni-channel requirements Identifying necessary preconditions that a channel should fulfill in
order to be included as one of the adopted channels, such as
required throughput capacities, service capabilities, competitive
pricing, and alignment with organizational marketing strategies.
16592 3.2.3.10.3 Develop omni-channel policies and procedures Determining the detailed policies and procedures that each of the
channels needs to follow in order to conform to the organizational
marketing strategy and to provide seamless customer service
experience.
20005 3.2.3.11 Develop and manage execution roadmap Determining the actions that need to be taken for successful
multichannel marketing, the ordering, timing and dependencies of
the steps, and the governance mechanism for reviewing and
changing the protocol, if needed.
16573 3.2.4.1 Establish channel-specific metrics and targets Determining measurable parameters to be used for comparing the
performance of different marketing channels. Decide on
benchmarks and values for optimum or desired performance.
16574 3.2.4.2 Monitor and report performance Tracking trends and changes in performance inside individual
marketing channels and in channels collectively. Summarize and
document results. Alert relevant parties about significant or
unexpected deviations from expected behaviors.
16575 3.2.4.3 Monitor and report events influencing factors Analyzing the factors and circumstances that influence desired
outcomes. Communicate core findings to relevant parties.
16500 3.2.4.4 Analyze performance Conducting an analysis to review channel performance with respect
to chosen metrics, benchmarks and performance targets [16573].
Compare to past performance and forecasts for the channel.
16501 3.2.4.5 Develop plan for improvements Devising a course of action to be taken to improve under-
performing channels and to promote or expand channels that surpass
expectations.
16848 3.2.5 Develop marketing communication strategy Establishing marketing communications that deliver promotional
messages, in a coordinated way, through multiple marketing
channels, such as print, radio, television, direct mail, online or
mobile advertising, email, social media or personal selling.
16849 3.2.5.1 Develop customer communication calendar Timing and scheduling the delivery of marketing messages to
maximize their impact on customer purchasing behavior. Integrate
individual messages to larger marketing campaigns and to seasonal
purchasing patterns.
16851 3.2.5.3 Define direct marketing strategy Devising a master plan how to select potential customers or
qualified clients for customized offers, and contact them on one-to-
one basis through chat, phone, email or regular mail. The strategy
would need to take into account that personalizing offers and
contacting customers individually is an effective but resource-
intensive marketing technique, and that ill-targeted offers risk at
angering and alienating the contactees.
16852 3.2.5.4 Define internal marketing communication strategy Developing a program to promote the objectives, values, products
and services of the company to its employees by treating them as
potential customers, in order to extend company client base,
increase employee engagement or to foster brand advocacy.
16853 3.2.5.5 Identify new media for marketing communication Finding emerging media based on digital or other technologies that
would enable the company to increase the speed and volume of
marketing communications, to make communications more
interactive and to customize promotional messages more easily to
the target audience, thus rendering them more effective.
16854 3.2.5.6 Define new media communication strategy Developing a marketing strategy that is maximally effective in a
new or emerging media channel by capitalizing on its novel
attributes and capabilities.
16855 3.2.5.7 Define point of sale (POS) communication strategy Establishing a framework for coordinated marketing to increase the
profitability and increase brand awareness at the point of sale. This
may include promotional posters on product shelves or island
displays, advertisements in shopping carts, stickers on the floor that
lead consumers to the promoted product, multi-buy promotions,
coupons on sales receipts, etc.
18924 3.2.6 Design and manage customer loyalty program Creating and managing a customer loyalty program. The loyalty
program is a key part of marketing, with an elaborate strategy and
process for acquiring, retaining, and engaging with members.
Members are engaged and acquainted to the loyalty program, thus
growing relationship and adding value through the program.
20007 3.2.6.1 Define customer loyalty program Devising procedures and mechanisms to retain existing customers,
promote repeat business and increase the likelihood that previous
customers to continue to buy products or services from the
company. This may be achieved by rewarding customers for repeat
business by means of gifts, discounts, redeemable "points", or
prioritized access to new products, events or services.
18925 3.2.6.2 Acquire members to customer loyalty program Convincing customers to register their personal information with the
company and be assigned a unique identifier that they use when
making purchases. The identifier makes it easier for the company to
track customer purchases. Customers are rewarded by various
incentives that encourage repeat business [20007].
18926 3.2.6.3 Build engagement and relationship with members Building deeper relationships between a customer and a brand in
order to promote customer loyalty and derive repeat business.
Besides making frequent purchases, highly engaged customers refer
family, friends and colleagues to make purchases as well, consume
and re-broadcast promotional materials, provide feedback to the
purchases they make and do not support competing brands.
10148 3.3.1 Establish goals, objectives, and metrics for products/services by Determining what to achieve by marketing. Create qualitative and
channel/segment quantitative targets. Establish metrics to track performance (for
individual Market segments [10109] and Channels for target
segments [10129]). Enlist the head of marketing to determine
marketing priorities and the related measures. (The decision in
establishing these goals, objectives, and metrics is founded in
Develop marketing strategy [10102] and takes cues from current
priorities and organizational strategy.)
10155 3.3.2.1 Confirm marketing alignment to business strategy Ensuring corroboration of the marketing strategy and the
organizational strategy. Ensure the organization's marketing
strategy/plan aligns with the overall business strategy. Fine-tune the
marketing plan according to the organizational strategy.
10156 3.3.2.2 Determine costs of marketing Calculating the total cost of marketing the organization's portfolio
of products/services. Calculate the total outlay needed for
promoting, selling, and delivering the organization's
products/services to customers. Account for all costs to acquire
customers and sustain a relationship with them. Include the
expenses needed for promotional actives, warehousing, transactional
costs, and distribution of the organization's offering.
10157 3.3.2.3 Create marketing budget Estimating the outlay required for promoting, selling, and
distributing the products/services of the organization. Add up the
expenses of all activities necessitated in marketing, such as
promotional campaigns, advertising, marketing communications, PR
campaigns, employing skilled personnel, and office space.
17683 3.3.2.4 Determine projected ROI for marketing investment Estimating how much profit the company would generate for its
expenses on marketing . Forecasted return on investment, used as a
metric to gauge the efficiency of marketing, is beneficial in revising
marketing budgets and adjusting costs to improve the overall yield.
20009 3.3.3.1 Understand resource requirements for each product/service and Determining the production and distribution costs for each product
delivery channel/method or service, and each channel or method as factors in determining
overall pricing.
18948 3.3.3.2 Determine corporate incentives Introducing financial inducements, such as discounts, to
distributors, resellers or vendors as a motivation to prioritize selling
company's products or services over those of its competitors.
10163 3.3.3.3 Determine premiums 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 3.3.3.5 Execute premium plan Implementing the pricing mechanism to determine prices for all
individual offerings in the organizational portfolio. Calculate the
prices of all offerings based on the established methodology and/or
formulaic structure.
10165 3.3.3.6 Evaluate premium performance Examining the efficiency of pricing with the objective of identifying
any divergence from the equilibrium prices and avoiding any
deadweight loss. Gauge the performance of the pricing plan by
tracking growth in the revenue and/or customer uptake, secured as a
result of new prices. Measure the performance of pricing by
periodically checking the profits generated from the sale of each of
the organization's offerings against the backdrop of any events that
may have influenced the uptake of a certain good/service by the
customer base.
11495 3.3.3.8 Implement promotional pricing programs Managing schemes that offer lower pricing for a limited time as a
promotional and sales incentive when launching a new product or a
service.
11496 3.3.3.9 Implement other retail pricing programs Determining the optimum consumer pricing for each product or
service at the point of sale, based on production and distribution
costs and estimated sales volume.
11497 3.3.3.10 Communicate and implement price changes Assigning new prices or pricing adjustments to products or services
to replace the original base prices. Update the prices in product
catalogs and databases, and disseminate the information through all
involved distribution and marketing channels.
17684 3.3.3.11 Achieve regulatory approval for pricing Obtaining internal price approvals and governmental approvals that
are required for licensed products and for products that can be
reimbursed by the government.
20010 3.3.4 Develop and manage promotional activities Conceptualizing, testing, and executing product/service/brand
promotions. Once a promotion has launched, this process continues
as the organization tweaks parts of the promotion or chooses to use
ideas or lessons learned during the promotion in future activities.
The promotion's performance according to organizational measures
is also evaluated in this process. Determine early on whether you
need third party help with promotion. Purchase lists, consult with
social media experts, hire seasonal staff, or pay for additional
research.
10159 3.3.4.2 Develop marketing messages Developing the central messages for a segment of its customers.
Craft concise statements that position the value proposition of
individual products/services around the pressing concerns in the
market, thereby showing how the organization's offerings are the
right fit for the customers.
10160 3.3.4.3 Define target audience Determining the appropriate audience to direct marketing efforts at.
Identify the particular group of customers to target. Discover the
appropriate customer groups at a micro-level. Use techniques such
as segmentation analysis, whereby the entire population is sliced
according to certain demographic or behavioral attributes.
10168 3.3.4.4 Plan and test promotional activities Developing a scheme for executing the promotional programs and
campaigns, and testing these on sample audiences. Create a program
plan, and carry out trials for promotional activities. Develop a
scheme for how, when, where, and by whom the promotional
schemes and campaigns will be deployed. Design incentives that
convince or tempt the consumer to take up the organization's
offerings. Conduct focus groups and pilot programs that reach out to
a smaller number of people from among the target audiences to
validate effectiveness.
10171 3.3.4.6 Refine promotional performance metrics Fine-tuning promotional activities by employing the insights
gleaned from the quantitative, as well as any qualitative,
performance evaluations. Change certain attributes of the schemes,
campaigns, and programs deployed in order to increase the impact
generated, in terms of measures already agreed upon such as
customer uptake, market penetration, sustenance of impact created,
and revenue growth through offerings marketed.
10172 3.3.4.7 Incorporate learning into future/planned consumer promotions Incorporating the understanding developed by studying promotional
activities as well as refining them. Include the best practices and
value-enhancing attributes identified in Refine promotional
activities [10171] into similarly planned schemes, programs, and
campaigns. Adjust promotional activities to further increase the
effectiveness of the overall promotional efforts.
10153 3.3.5 Track customer management measures Collating all customer-centered metrics. The objective is to create a
big-picture view of the customers' mindset and their behavior
pertaining to the organization's offerings.
10173 3.3.5.1 Determine customer loyalty/lifetime value Estimating customer loyalty and the average contribution made by
them to revenues, over their lifespan. Use metrics to quantify the
commitment of customers to the offerings of the organization, such
as measures of tendency to switch brands/providers,
number/proportion of return customers, and the number of
customers using multiple substitutable offerings.
10175 3.3.5.3 Analyze customer attrition and retention rates Calculating measures that capture the proportion of customers the
organization is able to retain to those it is losing. Compute metrics
such as the tendency to switch brands/providers and the proportion
of return customers to comprehend the trends within the customer
attrition and retention rates.
10176 3.3.5.4 Analyze customer metrics Studying all measures of the customer's behavior and conduct
toward the organization's offerings in order to glean insight and
identify patterns into their decision making. Closely examine all
categories of data sets over a customer base. Analyze data points
related to customer loyalty, retention, value, conversion, level of
satisfaction, attrition, etc. Flesh out measures for an all-
encompassing analysis that provides a macro-level picture of the
customer's behavior and mindset related to the organization's
products/services.
10177 3.3.5.5 Revise customer strategies, objectives, and plans based on Reviewing and reappraising the strategies, objectives, and plans for
metrics all customer-centered processes. Revisit all customer-focused
processes and activities--which relate to their acquisition,
conversion, and retention--with the objective of revising them in
light of customer analysis. Revise accordingly.
16613 3.3.6 Analyze and respond to customer insight Reviewing and responding to customer feedback. Create tickets to
initiate bug fixes or to propose feature updates. Monitor and track
progress.
16614 3.3.6.2 Analyze customer website activity Examining user activity on company, vendor or reseller websites to
improve traffic on and to the website, improve user experience on
the website to simplify purchasing process and encourage repeat
purchases, and to increase the site's visibility in search engine
results. Various metrics can be used to measure user activity, such
as number of users who are new, returning or unique, time spent on
page, session duration, bounce rate, click through rate, conversion
rate, and others.
16615 3.3.6.3 Analyze customer purchase patterns Conducting analyses to uncover customer purchasing habits. Detect
patterns and categorize users based on similar characteristics and
behaviors, demographic information, geographic location, search
history, etc.
16616 3.3.6.4 Develop business rules to provide personalized offers Creating formulas for personalized offers, purchasing
recommendations and targeted advertisements for customers on the
basis of previously detected purchase patterns [16615].
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust offers Analyzing how well the targeted offers perform to see whether they
accordingly result in an increased conversion rate. Reanalyze the purchase
patterns or modify those business rules that are produce effective
recommendations.
10154 3.3.7 Develop and manage packaging strategy Creating, executing, and administering a strategic road map for
packaging products/services. Determine how to package
products/services into finished offerings that can be directly
marketed to prospective customers. Consider physicality,
perishability, and shelf-life. Develop a strategy for packaging
products/services. Test alternatives. Collect feedback. Refine the
option chosen for execution. Have marketing, product development,
and supply chain functions work together to develop sound
packaging.
10179 3.3.7.2 Test packaging options Piloting the packaged products/services in the market with a test
audience. Create trial runs using techniques such as focus groups of
the final product, wrapped and bundled.
10180 3.3.7.3 Execute packaging strategy Implementing the final packaging. Put into action the packaging
strategy in light of the insights accumulated from testing various
options.
10181 3.3.7.4 Refine packaging Fine-tuning the packaging that has been developed and tested using
insights gleaned from feedback.
16629 3.3.8 Manage product marketing content Creating descriptions of products that are promotional and
informative in content in order to initiate and increase sales.
Marketing content consists of text, and optionally, images.
16630 3.3.8.1 Manage product images Producing or overseeing the creation or acquisition of photos,
images and graphics for a product description, advertisement or a
website. Like the copy [18131], product images are chosen and
edited to enhance the product description and to convince
consumers to purchase the product.
18130 3.3.8.2 Manage product copy Authoring or overseeing the creation of the textual portion of a
product description, advertisement, or web page, including the
headline, body, product attributes, and brand or advertiser
information. A copy is designed to provide information about the
product and to catch and hold the interest of prospective buyers long
enough to persuade them to make a purchase. The copy of a website
is called its content.
10129 3.4.1 Develop sales forecast Developing a sales forecast for the organization's portfolio of
offerings, bearing in mind the effect of promotional events, and
fine-tuning these in the context of the new forecast. Estimate the
future demand for the organization's products/services by analyzing
historical information and any promotional activity.
10134 3.4.1.1 Gather current and historic order information Gathering all information about sales orders into an index. Create a
directory of all sales orders, whether open or those which have been
fulfilled. Track what product/service was ordered, the quantity
ordered, who ordered it, the delivery date, the shipping method, the
unit price and line total, payment terms, and any discount applied.
10135 3.4.1.2 Analyze sales trends and patterns Analyzing sales order data to identify patterns in order to capitalize
on emerging trends in the industry or the economy. Closely examine
the directory of sales orders. Discern any patterns from this index,
which is representative of the demand for the organization's
offerings. Identify trends among the various segments of the
organization's customer base to create forecasts. Glean patterns from
this analysis, including the triangulation of segments that are
showing the most growth in demand or those that represent the
highest decline revenue, industry-wide trends such as decline/boost
in overall demand, and any unusual trends that lie outside of the
organization's expectations.
10137 3.4.1.4 Analyze historical and planned promotions and events Reviewing promotional activities' effect on the sales orders.
Analyze all promotional events and campaigns that the organization
has already employed or is planning to deploy.
10130 3.4.2 Develop sales partner/alliance relationships Cultivating an alliance of partners by identifying, analyzing,
negotiating, and managing partnerships with other economic agents.
10138 3.4.2.1 Identify alliance opportunities Identifying collaboration opportunities for selling, marketing, and
distributing the organization's products/services. Determine any
scope for partnering with other economic agents, with synergies for
the marketing, sales, and/or distribution of the organization's
products/services. Identify alliance opportunities that target
customer segments who would be interested.
10139 3.4.2.2 Design alliance programs and methods for selecting and Creating the frameworks needed to select alliance partners, and
managing relationships maintaining relationships with them. Create a framework for
structured programs that can receive and support multiple alliances.
Clearly outline the responsibilities and benefits of the alliance
partners. Create frameworks for selecting the right alliance partners,
and maintain a relationship with them. Create or repurpose teams of
relationship managers and outline a methodology for selecting
alliance partners.
10140 3.4.2.3 Select alliances Choosing alliance partners using the selected programs and
methodology. Select the most feasible and profitable alliance
partners, based on Design alliance programs and methods for
selecting and managing relationships [10139] and through a careful
scrutiny of the potential alliance.
11521 3.4.2.5 Define trade programs and funding options Establishing business-to-business marketing campaigns and
financial incentives for wholesalers, dealers, distributors and other
intermediaries that the company uses to distribute its products or
services.
11466 3.4.2.6 Conduct planning activities for major trade customers Arranging meetings with trade partners to coordinate logistics,
manage critical resources, resolve bottlenecks, and schedule urgent
or time-sensitive matters.
10141 3.4.2.7 Develop partner and alliance management strategies Designing strategies for effectively managing, identifying, and
countering any possible issues from the alliance partnerships
formed. Create a strategic road map for managing the partnerships
forged through Design alliance programs and methods for selecting
and managing relationships [10139]. Determine where the alliance
partnerships are headed, possible problems or pushback from the
partners, how these issues might be countered, how these alliance
partnerships would evolve in the future, any other business cases
where these partnerships might be deployed, etc.
10142 3.4.2.8 Establish partner and alliance management goals Setting targets for organizational achievement. This includes what
the organization aims to achieve from and how it wishes to manage
both the individual partners and the alliance as a whole. Set
immediate through long-term goals including revenue targets,
market penetration, footfall numbers, and geographical coverage.
18629 3.4.2.9 Establish partner and alliance agreements Setting up strategic alliances with key trade partners and ratifying
partnership agreements.
11522 3.4.2.11 Develop promotional and category management calendars Combining scheduled promotional, category management and trade
(trade marketing calendars) marketing events into unified timetables. Update the calendars.
Register new events.
10144 3.4.3.3 Determine variable costs Calculating the variable costs of production. Approximate those
costs that depend on the volume of products/services produced by
the organization.
10145 3.4.3.4 Determine overhead and fixed costs Calculating the overhead costs associated with selling the
organization's products/services. Determine fixed costs that are not
directly related to the volume of products/services processed or the
sale of these offerings (e.g., expense over machinery and
equipment).
10146 3.4.3.5 Calculate net profit Calculating the net income. Calculate the organization's profitability
by accounting for Determine overhead and fixed costs [10145] and
Determine variable costs [10144].
10147 3.4.3.6 Create budget Creating a plan in measurable terms for the financial outlay that best
captures resource allocation for the sales forecast. Consider the
outlay of capital, HR, raw materials, and provisions needed to reach
sales targets.
10133 3.4.5 Establish customer management measures Identifying the appropriate measures that can represent key
attributes of the customer management function. Select measures to
track customer activity, feedback, satisfaction, organizational
responsiveness to customer needs, and general data on how the
organization is managing customer accounts, leads, and contacts.
Build on customer and market intelligence to identify metrics
gauging aspects related to customer management. Select measures
based on the nature of the business, the type and size of customer
base, strategic goals, and the model used to structure sales and
customer relationships.
10105 3.5 Develop and manage sales plans Selling products/services. Set appropriate customer expectations.
Work with customers using the same schedule that product/service
development, production, and customer service functions follow.
Manage sales personnel and sales partnerships/alliances.
10182 3.5.1 Manage leads/opportunities Generating leads of prospective customers to grow the
organization's business. Identify viable customers based on
customer and market research. Discover leads through IT
applications, cold calling, reference/network development, or other
sales and business development techniques. Employ a scoring
model qualify the prospective customers into leads, and prioritize
them.
18115 3.5.1.3 Validate and qualify leads/opportunities Reviewing the set of potential customers and sales opportunities.
Approve the leads that meet company requirements on new
businesses.
11773 3.5.1.4 Match opportunities to business strategy Aligning sales leads with business objectives.
18116 3.5.1.5 Develop opportunity win plans Creating plans about how to close leads and win sales opportunities.
20011 3.5.1.6 Manage opportunity pipeline Overseeing and planning the acquisition of new customers.
10209 3.5.1.7 Determine sales resource allocation Planning the distribution of personnel across various sales functions.
Match the capabilities of individual employees with the skill sets
needed for specific roles. Seek assistance from HR.
10184 3.5.2 Manage customer sales calls Managing the entire sales process, from using leads to open sales to
closing sales and creating records. Govern all sales activities. Make
sales calls based on leads and preparatory work (drafting terms of
the sale, creating proposals, suggesting prices, etc.). Close the sale,
along with any administrative activities related to data entry and the
processing of the sale.
10190 3.5.2.1 Perform sales calls Communicating with customers and prospects with the intent of
creating sales opportunities. Reach out to existing and prospective
customers through alternate media and networking channels, apart
from cold calling/emailing.
20012 3.5.2.2.1 Manage customer meetings/workshops Arranging and leading meetings, seminars, workshops and training
events with customers to educate them about current offerings, best
practices and technological advances to provide more value to
customers and to increase their attrition and loyalty.
10192 3.5.2.3 Close the sale Formalizing a sale by reaching an agreement on terms of the deal.
Negotiate on the price, and reach a consensus on the terms and
conditions.
10193 3.5.2.4 Record outcome of sales process Completing all the paper-work associated with the sale of its
products/services. Exchange any pertinent legal/financial
information required for completing the sale, signing of a
contract/work-order, and issuing copies of bills/invoices.
11173 3.5.3.2 Develop sales/key account plan Creating a plan for managing the accounts of key customers in order
to better maintain relationships with them. Chart a scheme for
managing sales. Create a plan for administering accounts of the
significant and most important customers of the organization.
Coordinate the accounts of principal clients.
20014 3.5.3.3 Manage sales/key account plan Handling the accounts of important clients.
11174 3.5.3.4 Manage customer relationships Managing the organization's relationship with its customers, by
systematically coordinating interactions over multiple touch points,
on a regular basis. Coordinate the organization's efforts to reach out
to its customers. Create and manage effective touch points for
interactions from the customers, which could include emails, social-
media interactions, newsletters, and direct conversations.
14208 3.5.3.5 Manage customer master data Managing the corpus of data relating all customers acquired over
time. Manage the storage, maintenance, access, revision, and usage
of all data on customers. Ensure its security, and determine
legitimate use cases that are beneficial to the organization.
11781 3.5.4.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) Accepting procurement proposals.
11780 3.5.4.2 Refine customer requirements Clarifying the details about procurement requests, such as the scope,
timeline, data sources, type and characteristics and evaluation
criteria for the goods or services to be delivered, and any additional
terms, conditions or special requirements.
11782 3.5.4.3 Review RFP/RFQ request Evaluating individual price and delivery solicitations for their
strengths and weaknesses. Analyze how closely the submitted bids
respond to the requirements outlined in the RFPs.
11783 3.5.4.4 Perform competitive analysis Comparing the proposals submitted by different bidders in terms of
cost, efficiency and value.
11784 3.5.4.5 Validate with strategy/business plans Assessing the business strategy, forecasted performance, financing
and cash flow of the proposals.
11785 3.5.4.6 Understand customer business and requirements Deepening knowledge about the customer's field of operation and
business needs.
10185 3.5.7 Manage sales orders Taking, receiving, processing, and acknowledging new customer
orders or amendments to outstanding customer orders. Monitoring
status from order receipt to customer delivery/customer invoicing.
10194 3.5.7.1 Accept and validate sales orders Receiving and confirming orders from customers. Verify that no
extra expenses have to be disbursed on part of the organization for
labor or inventory when processing the order.
10201 3.5.7.2.1 Administer key account details Managing essential information of customer accounts.
10202 3.5.7.2.2 Retrieve full customer details Obtaining detailed information about customers.
10203 3.5.7.2.3 Modify involved party details Altering information about involved parties.
10204 3.5.7.2.4 Record address details Documenting address information.
10205 3.5.7.2.5 Record contact details Documenting contact information.
10206 3.5.7.2.6 Record key customer communication profile details Providing information about important business rules regarding
communicating with customers.
10207 3.5.7.2.7 Review involved party information Revising information about involved parties.
10208 3.5.7.2.8 Terminate involved party information Dismissing information about involved parties.
10196 3.5.7.3 Determine availability Ascertaining the volume or scale of products/services to provide to
customers to fulfill sales orders. Check the finished products stored
in warehouses, the production capacity, and (in the case of services)
the processing speed, as well as work force availability.
10197 3.5.7.4 Determine fulfillment process Devising a blueprint for order fulfillment. Create a schematic flow
encompassing all activities to deliver orders to the customers.
Outline a procedure for satisfying these orders by answering
questions about what needs to happen in sequence to realize an
order.
10198 3.5.7.5 Enter orders into system Analyzing all data relating to sales orders by entering it into a
centralized repository, and using the insights generated to create
opportunities for cross-/up-selling. Maintain up-to-date records of
sales, along with current status. Include all sales activity with
relevant information about the associated customers, and identify
patterns in the data. Glean insights from these patterns to persuade
customers to purchase additional offerings or upgrade purchased
products/services.
10200 3.5.7.8 Handle sales order inquiries including post-order fulfillment Attending to any queries received from the customers, even after a
transactions sales order has been serviced. Deploy ad hoc personnel for
managing these enquiries.
10186 3.5.8 Manage sales force Overseeing the best possible utilization of sales personnel employed
by the organization. Deploy staff members to suitable assignments.
Create a framework for rewarding and recognizing their efforts.
10187 3.5.9 Manage sales partners and alliances Managing the organization's partners and alliances, with the
objective of maximizing revenue. Train partners regarding the
organization's portfolio of products/services. Craft sales forecasts.
Examine their performance. Manage all data held by the
organization on these partners.
10211 3.5.9.1 Provide sales and product/service training to sales Imparting guidance and instruction to sales partners/alliances
partners/alliances concerning products/services. Distribute literature about the
organization's products/services. Conduct workshops. Disseminate
useful media content to engage and enlighten partners. Create
communities through group engagements.
20019 3.5.9.1.1 Provide certification enablement training Provide training and certification to develop strategies for
marketing-driven sales.
20020 3.5.9.1.2 Manage certifications and skills Reviewing, processing and issuing certifications and accrediting
skills and competencies.
20021 3.5.9.1.3 Provide support to partners/alliances Backing sales partners and strategic alliances.
18641 3.5.9.2 Provide marketing materials to sales partners/alliances Distributing marketing materials and sales brochures to entities that
the company partners with.
10215 4.1 Plan for and acquire necessary resources Creating strategies for production and materials. Handle the demand
for the products of the organization. Develop plans for handling
materials. Develop and administer the schedule for master
production. Plan for distribution requirements and its constraints by
reviewing and assessing distribution policies and performance and
by establishing quality standards and procedures.
10231 4.1.1.1 Define outsourcing policies Creating rules and regulations regarding contracting out of a
business process to another party in order to reduce costs.
10233 4.1.1.2 Define capacities Outlining the manufacturing and processing capacities of the
organization. Delineate the capabilities required for optimizing
output with available resources. Analyze capabilities possessed by
the organization concerning the raw materials required and the
process necessitated for producing finished products.
10234 4.1.1.3 Define capacity and availability constraints Defining limitations in the ability of the organization's supply chain
to deliver a new stock, and creating a network of production
stakeholders. Frame and manage relationships within the flow of
manufacturing and processing operations. Identify probable supply
issues.
14193 4.1.1.4 Define production process Outlining the scheme of processing inventory into finished
products/services. This includes the use of raw materials,
machinery, skill sets, and knowledge to create new offerings.
14194 4.1.1.6 Define production workplace layout and infrastructure Determining the floor plans for the processing facility that is meant
for delivering finished products/services. Identify the totality of
infrastructure needed for using this space in the manufacturing
process, including machinery, factory floors, offices, and furniture.
10222 4.1.2 Manage demand for products and services Forecasting demand for products using secondary research and
customer feedback. Refine these forecasts. Inspect the approach
used in creating forecasts, and determine its accuracy.
10238 4.1.2.1 Manage product/service availability 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 4.1.2.2 Monitor activity against demand forecast and revise forecast Picking out any activity that deviates from the forecast, and
adjusting it. Closely track and study the levels of demand as they
emerge. Refine the consensus forecast as needed.
10240 4.1.2.3 Evaluate and revise demand forecasting approach Examining the methodology used to estimate future demand. Refine
it in light of current market realities and demand.
10241 4.1.2.4 Measure demand forecast accuracy Calculating and inspecting the accuracy of demand forecasts. Use
metrics to check the reliability of the forecasts created.
10216 4.2 Procure materials and services Creating a plan for procuring materials and services. Develop
strategies for sourcing materials and services. Choose the most
appropriate suppliers, and develop contracts with them. Order the
materials and services as per the requirements. Manage relationships
with suppliers.
10281 4.2.1.1 Develop procurement plan Creating a plan for procuring materials and services. Plan what to
buy, when, and from what sources. Include project requirements, the
procurement team, the justification for the procurement, a timeline
of events, and an explanation of the supplier selection process.
Outline specific actions to start and complete purchases in order to
adhere to best practices.
10282 4.2.1.2 Clarify purchasing requirements Defining the purchasing requirements for materials and services.
Specify the exact inventory required for the production process.
Create a specific quotation for all the sources in order to avoid any
duplication or overlap.
10283 4.2.1.3 Develop inventory strategy 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 Represent needs to supply capabilities Synchronizing the requirements of materials and services and the
capacity of suppliers for providing these materials and services.
Revamp the procurement needs of the company in consideration of
the capabilities of the suppliers.
10285 4.2.1.5 Analyze spend profile Evaluating the spend profile of the organization. Collect, cleanse,
classify, and analyze the procurement data with the purpose of
reducing procurement costs, improving efficiency, and monitoring
compliance.
10286 4.2.1.6 Seek opportunities to improve efficiency and value Seeking the most efficient sourcing and procurement opportunities.
10302 4.2.4.4 Manage quality of product/service delivered Track the performance of the suppliers on product quality. Use this
information to further improve sourcing and supplier performance.
18644 4.3 Deliver insurance services to customers Managing polices, sales plans, claims, and the resulting
corresponding documentation.
18732 4.3.3 Manage policy and claim information records (documents, Establishing a record retention policy and strategy for records
forms etc.) management to move and handle documents including activities
related to physical policy and claims-related documentation.
20025 5.0 Deliver Services Offering services to customers. This is the act of providing service
delivery as a core business practice and covers identifying strategies
for performing service delivery, managing resources, and delivering
services to the customer.
20026 5.1 Establish service delivery governance and strategies Creating rules and regulations for service delivery to the customer.
Establish a system to manage performance, delivery, and direction
of service delivery. Engage with the customer for satisfaction
feedback. Define goals, policies, processes, and workplace layout
and infrastructure as a part of the service delivery strategy.
20027 5.1.1 Establish service delivery governance Establishing service delivery governance through a system that
manages performance, development, and direction. Allow for
customer feedback on delivery satisfaction.
20028 5.1.1.1 Set up and maintain service delivery governance and Providing a system for which to manage customer needs and a
management system structure for which to facilitate service delivery to fulfill those
needs.
20029 5.1.1.2 Manage service delivery performance Conducting and implementing performance measures to ensure
successful delivery of service to the customer.
20030 5.1.1.3 Manage service delivery development and direction Providing guidance of resources to ensure that the development and
direction of service delivery is in line with customer needs.
20040 5.2 Manage service delivery resources Understanding the demands on resources and creating a plan to
enable the delivery of services via those resources.
20041 5.2.1 Manage service delivery resource demand Ensuring necessary resources are maintained through monitoring
pipeline, developing forecasts, and collaborating with customers.
Determine skills needed for service deliver and forecast customer
orders. Monitor forecasted orders and modify if where needed.
Measure forecast accuracy.
20042 5.2.1.1 Monitor pipeline Tracking potential opportunities as they move through the various
stages of the pipeline.
20048 5.2.1.7 Evaluate and revise forecasting approach Recognizing potential problems in the current forecast and making
the necessary changes to align the forecast meet demand.
20049 5.2.1.8 Measure forecast accuracy Analyzing forecasting against actuals to determine accuracy.
Modify forecasting to align with actual need.
20050 5.2.2 Create and manage resource plan Identifying the need for and creating a resource plan. Understand
resource demand and align with capacity, skills, and capabilities.
Enlist suppliers and partners to supplement needed skills and
capabilities. Monitor and manage capabilities and skills with an eye
on critical resources and supplier capacity.
20051 5.2.2.1 Define and manage skills taxonomy Analyzing the skills needed to perform services to be delivered.
Classify and organize these skills requirements.
20052 5.2.2.2 Create resource plan Creating a plan to ensure that all resources are available to carry out
services required for the customer. This can include physical
resources and personnel.
20053 5.2.2.3 Match resource demand with capacity, skills, and capabilities Matching demand with skills and capability. Enlisting suppliers and
partners to help with demand when needed.
12129 5.2.3.2 Develop training materials Developing materials necessary to provide comprehensive training
for the skills or behavior needed to deliver services. This can be any
number for formats such as classroom or computer based training.
12131 5.2.3.3 Manage training schedule Providing training to the employee within a manageable timeframe
to meet the needs of both the individual and the organization.
12132 5.2.3.4 Deliver operations training Educating service delivery personnel on all aspects of the operations
process of the organization.
12133 5.2.3.5 Deliver technical training Ensuring that all personnel are trained on all technical aspects of
service delivery.
20057 5.2.3.6 Perform skill and capability testing Verifying that training provided to the person was successful
through the administration testing and the application of skills for
practical use.
20060 5.3.1.1 Review contract and agreed terms Meeting with the customer, partner, and/or supplier to review the
terms of the solutions contract and agree on the terms set forth.
20061 5.3.1.2 Understand customer requirements and define refine approach Taking the customer requirements for a solution and applying those
requirements to a refined approach for service.
20062 5.3.1.3 Modify/revise and approve project plan Updating the project plan to align with the new solution approach
agreed upon with the customer.
20063 5.3.1.4 Review customer business objectives Aligning the customer business objectives with the agreed service
delivery solution.
20064 5.3.1.5 Confirm environmental readiness Confirming that the organization has the recourses necessary to
meet the expectations for the solution for service delivery.
20065 5.3.1.6 Identify, select, and assign resources Identifying, selecting, and assigning resources required to deliver
service to the customer. Ensure that all objectives are established
and met, and the all rules of engagement have been identified and
communicated.
20066 5.3.1.6.1 Establish people objectives Providing the workforce with a plan of action and goals necessary to
provide a service. Make sure that those objectives are met.
20067 5.3.1.6.2 Establish engagement rules Establishing guidelines for how resources engage with the customer.
For example, set rules of accountability, interaction, and
accommodation when engaging the customer. Resources should be
polite, empathetic, and attentive.
20070 5.3.2.1 Analyze environment and customer needs Understanding the needs of the customer and providing the
necessary resources to meet those requirements within the scope of
the organization.
20071 5.3.2.2 Define solution Creating a plan of action to provide service delivery to the customer
through a possible solution. This solution should be in response to a
collaborative effort made by the organization and the customer to
meet service delivery needs.
20072 5.3.2.3 Validate solution Validating that the proposed solution is feasible and provides the
needed services for the customer.
20073 5.3.2.4 Identify changes Realizing issues within the original drafted solution and providing
changes to correct those issues.
20074 5.3.2.5 Obtain approval to proceed Gaining approval from all avenues to proceed with providing
solutions for service delivery.
20075 5.3.2.6 Make build/buy solution Constructing or purchasing solutions necessary to provide service
delivery.
20076 5.3.2.7 Deploy solution Providing the customer with promised services and solutions.
20077 5.3.3 Complete service delivery Implementing final steps to complete service delivery to the
customer. Evaluate success through project review, complete
finance activities, and confirm delivery. Release resources and
manage completion by harvesting knowledge and systems by
archiving records.
20078 5.3.3.1 Conduct service delivery/project review and evaluate success Reviewing the entire service delivery process to evaluate the
success of the project from beginning to end.
20079 5.3.3.2 Complete/finalize financial management activities Insuring all payments are received and all activates therein are
completed.
20086 6.3.1 Define customer service requirements across the enterprise Defining a set of behaviors, skills, and policies needed to provide
customer service effectively across the enterprise.
20087 6.3.2 Define customer service experience Communicating to the customer service resources what is expected
when engaging the customer. Relate service level expectations to
the workforce. Ensure positive customer experience.
20088 6.3.3 Define and manage customer service channel strategy Establishing and refining procedures for customer service and
technical support.
10382 6.3.4 Define customer service policies and procedures Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
20089 6.3.6 Define warranty offering Determining the exact terms and conditions under which specific
warranties apply to certain goods or services.
16893 6.3.6.1 Determine and document warranty policies Establishing warranty policies to assure customers that the company
will guarantee its warranties that it issues.
16890 6.3.6.2 Create and manage warranty rules/claim codes for products Establishing and maintaining claims processing and routing rules.
Establish and maintain claims processing and routing rules for
product warranties, coverage lists, repair, fault, trouble codes, repair
time setup, and warranty policy registration. This also includes
rolling out the codes and rules, and the improvements/updates to
these rules and codes via systematic updates.
20090 6.3.6.3 Agree on warranty responsibilities with suppliers Negotiating with manufacturers and dealers the obligations of each
party in upholding warranties.
20091 6.3.6.4 Define warranty related offerings for customers Informing customers about warranties that apply to promoted
products or services.
12673 6.3.6.5 Communicate warranty policies and offerings Communicating rules and updates via training manuals for new
products and training resources.
20092 6.3.7 Develop recall strategy Establishing procedures to handle recalls of defective products.
10379 6.4 Plan and manage customer service operations Planning and administering work force operations for customer
service provision by taking care of customer services
requests/inquiries, as well as the complaints.
10387 6.4.2 Plan and manage customer service work force Creating and administering the work force deployed for the
customer service process. Forecast the customer work force needs to
correctly schedule the work force. Track the utility of the work
force deployed. Examine the interactions between the customer and
customer service representatives to achieve high quality.
10391 6.4.2.2 Schedule customer service work force Deploying the work force to manage customer service contracts.
Create a systematic summary of the operations and service required,
as well as the specific amount of work force that is to be deployed
to the customer service operations. Ensure work force is directly
proportional to the estimated forecast of customer service contracts.
10392 6.4.2.3 Track work force utilization Tracking the utilization of work force deployed for managing
customer service operations. Monitor the utility of the work force
deployed for managing customer service operations in order to
evaluate its efficiency and cost effectiveness. Calculate the overall
labor effectiveness, which measures the utility, performance, and
quality of the work force.
10393 6.4.2.4 Monitor and evaluate quality of customer interactions with Tracking and determining the quality of interactions between the
customer service representatives customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.
10388 6.4.3 Manage customer service requests/inquiries Handling the requests and inquiries from customers that seek
information regarding the organization's products/services. Obtain
the customer requests online and by phone. Direct these requests to
higher-level representatives. Approve requests, and respond to
customers.
13482 6.4.3.2 Analyze problems, requests, and inquiries Analyzing various requests and inquiries from customers regarding
products/services. Provide answers and offerings to satisfy the
customer's needs.
10395 6.4.3.4 Resolve customer problems, requests, and inquiries Routing customer inquiries in order to service them with the most
apposite response. Direct customer inquires to the best suited
personnel or system. Have a system or procedure capable of
efficiently channeling these requests.
10396 6.4.3.5 Respond to customer problems, requests, and inquiries Responding to customer requests by email, conversation, interactive
voice response, mail, etc. with the most appropriate reply. Instill a
robust process to locate the right information for a solution to a
customer's problem.
16928 6.4.3.6 Identify and capture upsell/cross-sell opportunities Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
16937 6.4.3.7 Deliver opportunity to sales team Providing possible sales leads to the sales team in an effort to garner
more business opportunities.
10389 6.4.4 Manage customer complaints Obtaining customer complaints online or by phone. Direct these
complaints to higher-level representatives as appropriate. Resolve
them. Respond to customers.
10397 6.4.4.2 Receive customer complaints Receiving any complaints or grievances from customers for the
organization's products/services. Receive objections, complaints,
and criticism from customers regarding products/services through
email, telephone, online forms, text messages, social media, in
person, etc. Dedicate equipment, systems, and personnel.
10399 6.4.4.4 Resolve customer complaints Resolving any customer complaints that are deemed to be sound and
reasonable. Redress any objections, grievances, and complaints
received from customers regarding the offerings provided by the
organization. Identify the legitimate complaints, where the situation
needs to be appropriately corrected. Deploy personnel who can
rectify the issue within a stipulated time frame.
10400 6.4.4.5 Respond to customer complaints Responding to customer complaints including all activities
necessitated to service any objections, complaints, or grievances
with the most appropriate reply. Source the right information to
formulate a response that eases the discomfort being experienced by
the customer. (Closely coordinate with Resolve customer
complaints [10399].)
19072 6.4.4.6 Analyze customer complaints and response/redressal Analyzing complaint logs to provide input for continuous service
improvement and customer profiling.
20094 6.4.5 Process returns Acquiring returns and identify if the returns are scraped or salvaged.
10364 6.4.5.1 Authorize return Approving and carrying forward the requests by the customers to
return the product. This is part of the process of returning a product
in order to receive a refund, replacement, or repair during the
product's warranty period.
20095 6.4.5.2 Process return and record reason Notating the reason for the return of the product.
12840 6.4.6 Report incidents and risks to regulatory bodies Notifying all stakeholders, legal, and industry regulatory bodies of
the incidents and risks related to a return or recall, if needed.
12669 6.5.1 Process warranty claims Identifying, investigating, and processes warranty claims. This
process includes: receipt and validation of a warranty claim;
definition and diagnosis /root cause analysis of an issue and
recommendation for corrective action; the determination of
responsibility for settlement of the claim; the transaction being
approved or denied; and the originator being notified and payment
authorized. In the case of a recurring event, further investigation
(definition and diagnosis or root cause analysis) is performed, and a
recommendation for corrective action is made and implemented in
production/design. It ends when the claim is closed.
20096 6.5.1.1 Receive warranty claim Receiving incoming warranty claims. Route claim to correct
department. Document claim.
12671 6.5.1.2 Validate warranty claim Ensuring that the claim falls within the parameters of the warranty
in question. After validation is made, the claim must be
investigated.
20097 6.5.1.3 Investigate warranty issues Executing investigational and analysis of warranty claims. This
involves notification and definition of a warranty issue, includes the
scheduling of a field service agent to perform further investigation;
the request and receipt of defective parts; and diagnosis/root cause
analysis. This concludes with the receipt of the result and
recommendation for corrective action.
20098 6.5.1.3.1 Define issue Defining the issue of the claim. The warranty team will look into the
issue and understand whether it is covered by the claim code or if
more detail is required. Field service will be scheduled to further
qualify the definition of the issue and to collect more evidence.
20103 6.5.1.7 Notify originator of approve/reject decision Contacting the originator of whether the warranty claim has been
approved or rejected.
20104 6.5.1.8 Authorize payment Allowing for a payment to be made to the claimant.
20105 6.5.1.9 Close claim Archiving and closing the warranty claim after a final decision has
been made to either approve or reject.
12667 6.5.1.10 Reconcile warranty transaction disposition Assuring that the warranty transaction has been completed.
20106 6.5.2 Manage supplier recovery Managing the recovery of costs from suppliers for individual
claims.
20107 6.5.2.1 Create supplier recovery claims Raising a supplier recovery claim. This is based off the decision
made in Receive investigation result/recommendation for corrective
action [20100].
20108 6.5.2.2 Negotiate recoveries with suppliers Arranging the returns of recalled products to suppliers.
10218 6.6 Deliver service to customers 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.
10323 6.6.1 Ensure quality of service Guaranteeing the quality of service provided to customers. Identify
the successful and unsuccessful orders along with the service
failures. Collect customer feedback. Process the feedback to ensure
the quality of service in the future.
10334 6.6.1.1 Identify completed feedback submissions Determining the service orders that have been successfully
delivered. Identify the service orders completed and delivered to the
customer. Leverage communication systems to ensure coordination
with the customers in order to avoid mishaps.
10335 6.6.1.2 Identify incomplete submissions and service failures Determining orders which have not been completed or delivered.
Identify the service orders that are partially or entirely incomplete,
as well as the orders that have not been delivered to the customer.
Use techniques such as project trackers to recognize the progress of
the service orders.
10336 6.6.1.3 Solicit customer feedback on services delivered Obtaining and procuring customer reviews or feedback on the
services delivered. Design a customer feedback form, or
communicate with the customer through the phone or online.
10337 6.6.1.4 Process customer feedback on services delivered Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.
20109 6.6.2 Salvage or repair returned products Determining if a returned product can be salvaged or repaired.
Salvage or repair is dependent upon the product, the condition of the
product, or the availability of a like item.
14195 6.6.2.2 Manage repair/refurbishment and return to customer/stock Administering the reinstatement of the returned product in order to
return them back to customers. Repair or remanufacture the
defective or ineffective products returned by the customer. Process
the delivery of the repaired or remanufactured products back to the
customer.
20110 6.7 Manage product recalls and regulatory audits Removing defective products from the distribution chain.
Participate in audits from watchdog agencies.
20111 6.7.1 Initiate recall Commencing the removal process of defective products.
20112 6.7.2 Assess the likelihood and consequences of occurrence of any Performing risk analysis. Identify all dangers, evaluate how
hazards probable they are, and what kinds of negative results or or adverse
side effect they carry.
20113 6.7.3 Manage recall related communications Handling communications that are related to product recalls.
20114 6.7.4 Submit regulatory reports Creating and delivering reports to regulatory agencies to provide
details about handling product recalls.
20115 6.7.5 Monitor and audit recall effectiveness Analyzing the effectiveness of product recalls.
20116 6.7.6 Manage recall termination Ending product recalls, communicating to the public and filing
reports.
20595 6.8 Measure and evaluate customer service operations Calculating and assessing the operational activities of the customer
service function. Evaluation is achieved through the customer
requests/inquiries handling process, the customer complaint
handling process, and product and services quality. Examine
activities to ensure high levels of customer service.
11687 6.8.1.1 Solicit customer feedback on customer service experience Creating an avenue for which the customer can provide feedback on
their experience with how their inquiry, problem, or request was
handled.
11688 6.8.1.2 Analyze customer service data and identify improvement Reviewing customer service feedback to identify areas in which
opportunities improvements can be made. Engage with management to discuss
issues.
18126 6.8.1.3 Provide customer feedback to product management on Handing over data to management to analyze common issues in
customer service experience regards to customer service.
10402 6.8.2 Measure customer satisfaction with customer-complaint Measuring the satisfaction level of customers as pertains to how
handling and resolution their complaints are handled and resolved. This process element
requires the organization to estimate the customers level of
fulfillment with the process reconciling their complaints and
towards the objective of ensuring customer retention. The feedback
received can be used to develop concepts for new opportunities to
boost the level of customer satisfaction.
11236 6.8.2.1 Solicit customer feedback on complaint handling and resolution Requesting customer feedback on the process of handling and
resolving customer complaints. Obtain information about the
effectiveness and performance of the customer complaint handling
process from the customers through various means (e.g., online and
by phone).
11689 6.8.2.3 Identify common customer complaints Determining complaint patterns in order to identify common issues.
Document common problems for correction.
10403 6.8.3 Measure customer satisfaction with products and services Calculating satisfaction levels of customers with products/services.
Obtain customer feedback on products/services, as well as the
effectiveness of the advertising campaigns. Examine this
information to reach meaningful conclusions, which could then be
used to enhance the customer service operations.
11238 6.8.3.1 Gather and solicit post-sale customer feedback on products and Obtaining customer feedback/review on the quality and utility
services derived from the products/services after the sale is complete. Use
techniques such as surveys, feedback boxes, and user activity and
usability tests.
11239 6.8.3.2 Solicit post-sale customer feedback on ad effectiveness Assessing the influence of advertisements on purchasing behavior.
Use techniques such as surveys and product recognition tests,
questionnaires or feedback flyers, and toll-free numbers in order to
encourage customer interaction after the sale.
20117 6.8.3.3 Solicit customer feedback on cross-channel experience Engaging with the customer to understand their cross-channel
experience. Find out what channels were effective and what areas
need improvement.
11240 6.8.3.4 Analyze product and service satisfaction data and identify Assessing the information collected on customer satisfaction levels
improvement opportunities with products/services in order to determine areas for improvement.
Examine the data and information extracted from the customer
feedback and reviews to measure the satisfaction levels of the
customers. Identify opportunities that could enhance the customer
satisfaction levels and the overall customer service strategy.
12672 6.8.4 Evaluate and manage warranty performance Assessing the cost and effectiveness of warranties.
20118 6.8.4.1 Measure customer satisfaction with warranty handling and Evaluating how satisfied customers are with how product warranties
resolution are managed and resolved.
12676 6.8.4.2 Monitor and report on warranty management metrics Comparing warranties by using using applicable metrics to see how
they are handled and resolved. Develop and submit reports that
summarize significant conclusions.
20119 6.8.4.3 Identify improvement opportunities Determining how warranties and warranty management can be
made better and more efficient.
12674 6.8.4.4 Identify opportunities to eliminate warranty waste Finding ways to phase out unused or seldom used warranties.
20120 6.8.4.5 Investigate fraudulent claims Reviewing and assessing claims that contain deliberately incorrect
information or that have been submitted with the goal to deceive the
system.
20121 6.8.5 Evaluate recall performance Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
10007 7.0 Develop and Manage Human Capital Delivering processes traditionally defined as "human resources".
Process groups include those related to developing and maintaining
workforce strategy, recruiting employees, developing and
counseling employees, managing employee relations, rewarding and
retaining employees, redeploying and retiring employees, managing
employee information, and managing employee communications.
20958 7.1.1 Develop human resources strategy Creating a long-term plan to associate human resource requirements
with the strategic goals of the company to ensure that there is
enough qualified staffing to achieve those goals, to maintain
competitive advantage and to reduce employee turnover.
10418 7.1.1.1 Identify strategic HR needs Strategically defining the current and future needs for developing an
efficient HR strategy.
10419 7.1.1.2 Define HR and business function roles and accountability Outlining the charge and duty of the HR function by defining its
responsibility areas, as well as ensuring its accountability. Establish
the HR function by laying out the roles and responsibilities for this
function and the rules and regulations guiding HR. Define the goals
and objectives of the HR, as well as a mission and vision for this
function. Create a mechanism involving a set of policies, code of
conduct, and institutional procedure to ensure HR accountability.
10420 7.1.1.3 Determine HR costs Ascertaining the costs and expenses of the HR function. Identify
and report HR investments using, for example, a cost approach or a
present value of future earnings approach.
10421 7.1.1.4 Establish HR measures Evaluating the performance of HR function. Lay out the course of
HR procedures that would formulate a plan of action needed to
fulfill strategic HR needs. Deploy measures such as hiring policies,
leave management, internal code of conducts, and compensation
structure.
10422 7.1.1.5 Communicate HR strategies Conveying the strategies of HR function to employees and
management. Effectively explain the vision, plans, and anticipated
benefits of the HR strategy employees, as well as the public.
Develop statements and messages that are easy to read, informative,
and relevant to the audience.
20606 7.1.1.7 Manage employer branding Creating, maintaining and communicating company's reputation and
values to keep current employees and attract potential hires.
17045 7.1.2 Develop and implement workforce strategy and policies Creating and executing strategies and policies for smooth
administration of work force. Determine and gather skill
requirements. Plan the requirements for employee resourcing per
unit. Create compensation, succession, HR program, and employee
diversity plans. Develop and administer policies for HR. Develop
benefits for employees. Create models for work force strategies.
10423 7.1.2.1 Gather skill requirements according to corporate strategy and Evaluating the current and future skill requirements of the
market environment organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
10424 7.1.2.2 Plan employee resourcing requirements per business Determining the requirements for employees and the need for
unit/organization employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
10425 7.1.2.3 Develop compensation plan Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which
the compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
10210 7.1.2.3.1 Establish incentive plan Creating a scheme of awards and recognition for sales employees to
promote a results-based culture. Create specific incentives to reach
desired outcomes, such as landing key clients, growing the customer
base, providing exceptional servicing, and increasing profit margins.
16938 7.1.2.5 Develop high performers/leadership programs Creating a program that incorporates incentives and compensation
put forth by the organization to recognize high performing workers
and excellence in leadership.
10427 7.1.2.6 Develop employee diversity plan Creating and implementing the plan for ensuring a diverse work
force. Develop and hire employees with varying characteristics
including, but not limited to, religious and political beliefs, gender,
ethnicity, education, socioeconomic background, sexual orientation,
and geographic location.
11622 7.1.2.7 Develop training program Identifying skills, knowledge, and attributes that need enhancement
in order to perform a job. Develop the appropriate training
programs. These programs can be computer-based, classroom, or
on-the-job training, etc.
11623 7.1.2.8 Develop recruitment program Developing a program to entice prospective resources to engage
with the organization for a position of employment.
10428 7.1.2.9 Develop other HR programs Creating HR programs and services such as employee engagements
programs to promote positive employee behavior. Create a variety
of programs and services to support employees' professional and
personal needs at work and at home.
10429 7.1.2.10 Develop HR policies Creating rules and regulations that govern the HR function. Develop
a policy plan that serves as a guideline for setting rules and
regulations that help in achieving the HR goals and objectives.
10430 7.1.2.11 Administer HR policies Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
10431 7.1.2.12 Plan employee benefits Planning benefits in kind (also called fringe benefits, perquisites, or
perks). Include various types of non-wage compensations provided
to employees in addition to normal wages or salaries.
20122 7.1.2.14 Implement workforce strategy models Implementing models for effectively strategizing the work force of
the organization. Carry out all aspects of performance required for
the work force to function, including recruitment, selection,
retention, and professional development.
10417 7.1.3 Monitor and update strategy, plans, and policies Supervising the HR strategy, plans, and policies in order to
refurbish them whenever needed. Determine the performance of HR
plans and policies by measuring the objective achievement rate and
its contribution to the overall business strategy. Ensure that
information about these plans and strategies is effectively
communicated to various stakeholders. Incorporate any suggestions
by these stakeholders when revising HR plans and policies.
10434 7.1.3.1 Measure realization of objectives Determining the accomplishment of HR goals and objectives.
Evaluate the effectiveness of the HR function by estimating the
present rate of achievement of the established objectives. Use
metrics to determine if the objectives are being realized. Leverage
measures such as turnover, training, return on human capital, costs
of labor, and expenses per employee.
10435 7.1.3.2 Measure contribution to business strategy Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
10438 7.1.3.4 Review and revise HR plans Reassessing the strategies, plans, and policies of the HR function,
with the objective of revising them. Revisit the schematic plans for
the HR function. Taking stock of any suggestions or feedback from
the stakeholders, revamp the blueprint of HR strategies and plans.
17046 7.1.4 Develop competency management models Creating and implementing the tools for managing the competency
levels of HR. Design a model for integrating HR planning with
business planning. Assess current HR capacity based on the
competencies against the capacity needed to achieve the vision,
mission, and business goals of the organization. Consider factors
such as employee development, career path, compensation policies,
and performance management.
10410 7.2 Recruit, source, and select employees Determining and handling employee requirements. Recruit or source
the candidates as per the requirements. Screen and select the most
appropriate candidates. Take care of the newly hired and re-hired
employees. Maintain records of information for all applicants.
10439 7.2.1 Manage employee requisitions Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
10445 7.2.1.1 Align staffing plan to work force plan and business unit Creating a correspondence between the plan for hiring new
strategies/resource needs employees and the desired employee requirements. Staff an
adequate amount of people with the appropriate skills to effectively
accomplish its legislative, regulatory, service, and production
requirements.
10446 7.2.1.3 Open job requisitions Developing specific job requisitions, and ensuring their
accessibility. Create and open a job requisition to fill the vacant
positions within the organization. Clearly describe the job title,
department, fill date, and the requisite skills and qualifications for
the job.
10448 7.2.1.4 Post job requisitions Posting and advertising job descriptions. Display open job
descriptions internally and externally. Use public portals, online
portals, and websites to upload these requisitions in order for
applications to be received.
10450 7.2.1.5 Modify job requisitions Making the necessary alterations to job requisitions. Revamp or
revise the job requisitions in case a position is filled or is not vacant
anymore, as well as in case of any new openings. (It involves
Manage the internal/external job posting websites [10449] to make
the necessary changes.)
10451 7.2.1.6 Notify hiring manager Informing and communicating with the hiring manager. Notify the
manager responsible for the hiring process in cases of any new
position openings or changes.
10452 7.2.1.7 Manage requisition dates Determining and managing the dates for the employee requisition
process.
10440 7.2.2 Recruit/Source candidates Recruiting new candidates for deployment across various functional
areas inside the organization. Select methods for sourcing new
employees. Manage relationships with third-party agencies. Stage
recruitment fairs and drives. Manage employee referral programs.
10454 7.2.2.2 Perform recruiting activities/events Organizing and executing recruiting activities and events. Activities
and events include on-campus hiring, refresher courses, information
sessions, career fairs, etc. to increase the coverage of the sourcing in
order to ensure that the most deserving and appropriate candidates
are hired.
10455 7.2.2.3 Manage recruitment vendors Establishing and maintaining relationships with recruitment vendors
(suppliers). Create and maintain relationships with third-party
agencies such as staffing and firms to expand. Use these
relationships to implement the sourcing process effectively.
17047 7.2.2.4 Manage employee referral programs Creating and managing a recruiting strategy where current
employees are rewarded for referring qualified candidates for
employment.
17048 7.2.2.5 Manage recruitment channels Establishing and maintaining channels for recruiting. Extract the
best out of every recruitment channel. Manage all the processes
related to all the sourcing channels.
20123 7.2.3 Screen and select candidates Evaluating and selecting potential employees through interviews,
tests, etc.
10456 7.2.3.1 Identify and deploy candidate selection tools Identifying and implementing tools for the selection of candidates.
Recognize candidate selection tools such as screening, telephone
interviews, hiring manager interviews, drug testing, and skills
assessment. Effectively deploy these tools to check if the candidates
fit in the workplace or not, as well as to ensure workplace safety.
10457 7.2.3.2 Interview candidates Assessing the candidates by their performance in the interviews.
Conduct HR interview, technical interview, hiring manager
interview, etc. Understand the mindset of the candidate, and
comprehend his/her personal and professional lives.
10460 7.2.5.1 Obtain candidate background information Conducting a background investigation on the candidates with the
objective of looking up and compiling criminal, commercial, and
financial records.
10466 7.2.5.2 Create applicant record Creating and documenting the records of all applicants. Manage all
individual applicants, including hires and non-hires. Maintain
records to avoid any duplication and promote efficiency.
10467 7.2.5.3 Manage/track applicant data Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.
20599 7.3 Manage employee on-boarding, development, and training Assisting employees in developing their capabilities, and providing
them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees.
Administer the development and enhancement of the employees.
Provide training and development programs for employees.
10469 7.3.1 Manage employee orientation and deployment Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the
new employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
10474 7.3.1.1 Create/maintain employee on-boarding program Creating and maintaining a mechanism through which new
employees acquire the necessary knowledge, skills, and behaviors to
become effective organizational members and insiders. Conduct
formal meetings, lectures, videos, printed materials, and/or
computer-based orientations to introduce newcomers to their new
jobs and the organization.
10477 7.3.1.1.1 Develop employee induction program Designing a program to systematically introduce newly hired
employees to the organizational culture of the company.
10478 7.3.1.1.2 Maintain/Update employee induction program Managing the orientation and training of new employees about the
organizational culture of the company.
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding program Assessing the performance and effectiveness of employee on-
boarding program. Examine the performance of on-boarding
program through feedback and reviews from the new employees.
Create web and written forms. Obtain information through face-to-
face discussions.
10481 7.3.2.3 Evaluate and review performance program Assessing and revamping performance programs, including the
instruments used to measure employee performance standards.
Review and upgrade these performance programs to avoid any
deprivations and ensure effectiveness.
10472 7.3.3 Manage employee development Establishing employee development guidelines. Lay out career paths
and plans for them. Manage the development of their skills to
enhance their skills, ability, and knowledge.
10487 7.3.3.1 Define employee development guidelines Outlining the guidelines for development of employees. Design
development policies and procedures to identify areas of growth for
employees, either in their current position or in preparation for
future roles. Include topics related to knowledge and skill
development.
10488 7.3.3.2 Develop employee career plans and career paths Designing a future career path for the employees that encourages
them to explore and gather information.
17051 7.3.3.3 Manage employee skill and competency development Administering the development of employee skills. Conduct
training, coaching and mentoring, job-rotation and cross training,
lateral moves, etc.
10492 7.3.4.4 Establish training needs by analysis of required and available Determining the training necessitated by business processes, using
skills an examination of skill sets that are needed by the organization and
those already possessed. Examine the various skills required by
individual employees. Design training in light of the availability of
resources to provide specific segments of training.
10493 7.3.4.5 Develop, conduct, and manage employee and/or management Creating, implementing, and managing the programs for training
training programs employees. Create and design sessions on the basis of the needs and
the availability of the skills. Conduct the sessions on the ground.
Manage all aspects related to the training programs. Consider
including literacy training, interpersonal skills training, technical
training, problem-solving training, diversity or sensitivity training,
etc.
20125 7.3.4.6 Manage examinations and certifications Managing identified training programs for employees. Engage with
industries to provide certifications, administer certification test, and
maintain active certification.
20126 7.3.4.6.1 Liaise with external certification authorities Coordinating with third party certification authorities to provide
training and certifications for necessary skills.
20127 7.3.4.6.2 Administer certification tests Providing tests to the workforce that will satisfy completion of
certifications.
10483 7.4.1 Manage labor relations Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.
10484 7.4.2 Manage collective bargaining process Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
10485 7.4.3 Manage labor management partnerships Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
10531 7.4.4 Manage employee grievances Taking care or resolving any complaint raised by an employee by
procedures provided for in a collective agreement, an employment
contract, or by other mechanisms established by an employer.
10412 7.5 Reward and retain employees Creating frameworks for rewarding and recognizing employees with
the objective of retaining them. Create and manage programs for
provision of rewards, recognition, and motivation. Manage and
administer the benefits for employees. Help assist and retain
employees. Administer payroll to employees.
10498 7.5.1.1 Develop salary/compensation structure and plan Creating the framework for the provision of salary/compensation to
employees. Break down the salary structure into different
components such as fixed pay, variable pay, bonus, and allowances
such medical allowance, and rent allowance, etc. Develop, adjust,
and maintain a pay structure.
10499 7.5.1.2 Develop benefits and rewards plan Developing a plan for provision of rewards, commission, and
benefits to employees. Plan health benefits, retirement benefits, non-
monetary benefits, etc.
10500 7.5.1.3 Perform competitive analysis of benefits and rewards Analyzing and evaluating the organization's benefits and rewards
plan. Compare/Benchmark the benefits and employees plan with
other organizations to adhere to industry standard practices.
10501 7.5.1.4 Identify compensation requirements based on financial, Recognizing the employee requirements for compensation on the
benefits, and HR policies basis of the financial, benefits, and HR policies of the organization.
Recognize individual compensation requirements regarding the
financial policies of the organization. Consider the benefits plan and
overall HR policies while selecting compensation requirements.
10502 7.5.1.5 Administer compensation and rewards to employees Managing the provision of compensations and rewards to the
employees while maintaining consistency with the compensation
and benefits plan. Follow the compensation and benefits plan
rigorously in order to avoid any discrepancies.
10503 7.5.1.6 Reward and motivate employees Rewarding and stimulating the performance efforts of employees.
Create methods for motivating employees. Spur extrinsic and
intrinsic motivation.
10495 7.5.2 Manage and administer benefits Managing and ensuring benefits enrollment by the employees.
Process any benefit claims made by the employees. Balance the
estimated amount and entitled amount of benefits.
10507 7.5.2.4 Perform benefit reconciliation Carrying out reconciliation of benefits delivered to employees.
Compare the estimated benefit requirement made by the employee
and the actual amount of benefits the employee is entitled to
receive.
10496 7.5.3 Manage employee assistance and retention Managing activities centered around delivering programs to support
work/life balance for employees; developing family support
systems; reviewing retention and motivation indicators; and
reviewing compensation plans.
10508 7.5.3.1 Deliver programs to support work/life balance for employees Designing programs that prompt proper balance between work (i.e.,
career and ambition) and lifestyle (i.e., health, pleasure, leisure,
family, and spiritual development/meditation). Account for
dependent care, flexible working arrangements, leaves of absence,
on-the-job training, etc.
10509 7.5.3.2 Develop family support systems Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
10510 7.5.3.3 Review retention and motivation indicators Reassessing the indicators for retention and motivation of
employees. Monitor the indicators that signal the levels of
motivation and retention. Regularly update and upgrade indicators
to avoid depreciation and ensure high efficiency.
10511 7.5.3.4 Review compensation plan Analyzing existing compensation plans and making changes
necessary to continue to retain employees.
10413 7.6 Redeploy and retire employees Managing the reassignment and retirement of employees. Manage
the process of employee promotion and demotion. Administer
separation, retirement, and leaves of absence. Outplace employees.
Deploy personnel. Relocate employees in order to manage
assignments.
10512 7.6.1 Manage promotion and demotion process Administering the process of promoting and demoting employees.
Design a system for advancing or demoting an employee's rank or
position. Leverage techniques such as horizontal promotion, vertical
promotion, dry promotion, and involuntary/voluntary demotion.
10513 7.6.2 Manage separation Managing the process of employee separation, including
resignations, discharges, and layoffs. Inform the employee of the
termination. Complete paperwork for continuation of benefits.
10514 7.6.3 Manage retirement Managing and administering instances where a person stops
employment completely.
10515 7.6.4 Manage leave of absence Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e.,
paid and unpaid leave of absence but not vacations, holidays,
hiatuses, sabbaticals, and work-from-home programs).
10516 7.6.5 Develop and implement employee outplacement Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.
20132 7.6.6 Manage workforce scheduling Organizing the workforce so that all positions are covered for all
shifts with the necessary skilled resources in place. Have a system
in place to backfill positions while an employee is on leave.
10522 7.7.1 Manage reporting processes Providing information and reports regarding employees to
management.
10523 7.7.2 Manage employee inquiry process Handling instances where an employee believes that he/she has been
inappropriately treated or he/she desires clarification. Encourage
employees to inquire when needed. Record and clarify the issues for
which the enquiry has been made.
10524 7.7.3 Manage and maintain employee data Capturing and updating employee information and data and
information on the employees.
10525 7.7.4 Manage human resource information systems HRIS Administering and maintaining HR information systems that take
care of activities related to HR, accounting, management, and
payroll.
10526 7.7.5 Develop and manage employee metrics Creating and maintaining performance metrics for employees.
Create and manage a strategic system of data and statistics to
accurately gauge each employee's information. Consider
productivity metrics, efficiency metrics, training metrics, etc.
10530 7.7.7 Manage/Collect employee suggestions and perform employee Procuring and handling suggestions from employees, and
research performing research on employees. Manage and analyze the
programs that help the organization to tap into employee ideas for
improving the organization's processes and/or products. Use
surveys, focus groups, and other data-gathering methods to find out
the attitudes, opinions, and feelings of members of an organization.
17057 7.8 Manage employee communication Creating an effective plan that initiates and promotes
communication and engagement among the employees and between
employees and management.
10529 7.8.1 Develop employee communication plan Creating a plan for managing communication among employees.
Inform employees of direction. Counter resistance with change
management approaches. Seek specific areas of input to the
decision-making process. Seek varying degrees of involvement and
co-creation.
16944 7.8.2 Conduct employee engagement surveys Questioning employees to ascertain overall workplace satisfaction.
10532 7.9 Deliver employee communications Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
20607 8.0 Manage Information Technology (IT) Managing process groups relevant to the business of information
technology within an organization. The process groups include
"Develop and manage IT customer relationships", "Develop and
manage IT business strategy", " Develop and manage IT resilience
and risk", " Manage information", " Develop and manage
services/solutions", "Deploy services/solutions", and " Create and
manage support services/solutions".
20609 8.1.1 Understand IT customer needs Assessing the customer communities along with current IT
operational capabilities and usage.
20610 8.1.1.1 Understand IT customer communities Interacting with IT customers to understand the IT needs through a
collaborative community through involvement, connection, and
informed communication.
20611 8.1.1.2 Assess IT customer operational capabilities Evaluate the ability of the group of staff dependent on information
technology, to align resources and critical processes according to
organizational vision being able to deliver effectively and
efficiently.
20612 8.1.2 Identify IT customer transformation needs Identifying changing needs of staff dependent on information
technology based on continuous improvement to deliver results
according to organizational goals.
20613 8.1.2.1 Understand business requirements for IT capabilities Understanding business requirements for the existing IT
environment as well as future IT needs.
20614 8.1.2.2 Understand IT landscape Understanding the complete logical structure and working of the
organization's IT landscape. Assess the configuration of hardware
and software (IT Assets) across the organization that supports
overall business operations.
20615 8.1.2.3 Develop IT visioning Developing goals to define IT vision. Define and document ideas,
direction, and activities which enable information technology to
reach these goals.
20616 8.1.2.4 Outline IT service expectations Defining a roadmap to meet organizational expectations from
information technology services while considering how it will affect
the business.
20618 8.1.3.1 Manage IT customer expectations Managing customer expectations of the existing IT environment
while considering how it will affect the business.
20619 8.1.3.2 Define future IT services Defining the expected demand and usage of information technology
services to meet organization's future business goals. Gather
necessary information about the processes, resource requirements,
and structures pertaining to planned business growth.
20620 8.1.3.3 Determine IT performance indicators Determining IT KPIs crucial to the organization's success. Measure
indicators such as IT costs as percentage of revenue, IT maintenance
ratio, and system downtime in an effort to evaluate the performance
of IT across the organization.
20621 8.1.3.4 Create IT marketing messages Developing concise statements that position the value proposition
around the pressing concerns of the internal IT user base, thereby
showing how the IT offerings are the right fit for a segment of IT
customers.
20622 8.1.3.5 Create IT service marketing plan Creating a marketing strategy for IT offerings to customers. Plan
processes for making budgets; identifying and developing media;
and managing marketing content and promotional activities.
20623 8.1.4 Provide IT transformation guidance Understanding the necessity of IT transformation for the business.
Collect and analyze customer requirements. Identify opportunities
and prioritize outcomes. Develop and support business case for
transformation. Develop transformation plan and roadmap.
20624 8.1.4.1 Develop IT transformation plans Developing a robust plan to replace or upgrade an organization's
information technology systems. Understanding the business need
of IT transformation from current to an expected state for the
business. Developing a strategic plan for IT operating model,
governance, service delivery, and workforce transformation.
20633 8.1.5.1 Understand IT service requirements Understand requirements related to information technology services
considering enterprise-level effects and understand potential
achievements in the business environment.
20634 8.1.5.2 Forecast IT service demand Forecasting demand for IT services using current business growth,
research, and customer feedback. Refine these forecasts, inspect the
approach used in creating forecasts, and determine its accuracy.
20641 8.1.6 Manage IT customer relationships Managing the IT relationship with its customers by systematically
coordinating interactions over multiple touch points on a regular
basis. Coordinate the IT's efforts to reach out to its customers,
which include emails, social-media interactions, newsletters, and
direct conversations.
20642 8.1.6.1 Establish relationship management mechanisms Create mechanisms for effective public relationship in order to
preserve the image and goodwill of the organization through the
process.
20643 8.1.6.2 Understand IT customer strategy Understanding the strategy for staff dependent on information
technology. Create a plan to create services and solutions, conduct
daily operations, and train new employees.
20644 8.1.6.3 Understand IT customer environment Understanding the environment of staff dependent on information
technology. Assess and evaluate services and solutions used by
customers to conduct daily operations, and train new employees.
20648 8.1.7 Analyze service performance Proactively manage IT service levels against IT customer
requirements.
20649 8.1.7.1 Assess SLA compliance Gather data from each service target defined in an SLA for a time
segment or review period to evaluate an overall performance
percentage.
20650 8.1.7.2 Triage SLA compliance issues Prioritizing SLA compliance issues and plan for remediation.
20647 8.1.7.3 Collect feedback about IT products and services Collecting customer feedback about IT products and services
effectiveness based on overall satisfaction. The data is collected
through surveys, customer responses, and feedbacks based on the
delivered products/services.
20938 8.1.7.4 Synthesize and distribute IT performance information Providing stakeholders with collected IT performance measures for
further development based on evaluation.
20652 8.2 Develop and manage IT business strategy Handling the business of IT. Create a organization-wide strategy for
the IT function. Define the organization's IT architecture. Manage
the IT portfolio. Research and innovate in the field of IT. Assess
and convey the performance and the value of the IT function.
20653 8.2.1 Define business technology and governance strategy Defining the need of technology in business and systematic
implementation of IT investments. It comprises of assessing
competitive technology components to ensure structural analysis,
development, usage and security of technology for efficient business
operations.
20655 8.2.1.2 Monitor and map current and emerging technologies Monitoring and evaluating existing and forthcoming technologies to
meet the current and future growth plans for business operations.
20656 8.2.1.3 Define and communicate digital transformation strategy Defining the integration of digital technology into business
operations and service delivery, and convey the strategy to different
segments of business. It is always backed by continuous
improvement followed by periodic review and change per
requirement of the business.
20657 8.2.1.4 Develop IT strategic alignment Developing the process of aligning the organization's business
divisions and staff members with the organization's planned
objectives for IT.
20658 8.2.1.5 Articulate IT alignment principles Systematic approach to clearly communicate and operate the usage
of information technology as it relates to business objectives.
20659 8.2.1.6 Maintain IT strategic alignment Maintaining alignment of the organization's business divisions and
staff members with the organization's planned objectives for IT.
20660 8.2.2 Manage IT portfolio strategy Strategy for systematic management of IT investments, projects,
and activities. Analyze and examine the value of the IT portfolio
and allocate resources based on business objectives.
20661 8.2.2.1 Establish and validate IT value criteria Create and certify the standards to determine the value of the
investments, projects, and activities of IT function for the overall
business objectives.
20662 8.2.2.2 Determine IT portfolio investment balance Determining the uninvested amount out of the total approved
amount for overall IT management, IT investments, projects, and
activities.
20663 8.2.2.3 Evaluate proposed IT investment projects Evaluating IT investment projects to achieve overall business
objectives in regard to implementation, efficiency, and profitability.
20670 8.2.3.1 Create and publish enterprise architecture principles Creating and publishing high level statements of the fundamental
values (principles) based on the organization's objectives that guide
Information Technology decision-making and activities, and are the
foundation for enterprise architecture.
20671 8.2.3.2 Establish and operate enterprise architecture governance Establishing and operating a structure by which an enterprise
defines appropriate strategies and ensures development alignment
with those strategies. Create and establish the rules, regulations,
policies, and standards that will govern the individual components
of the IT architecture, as well as the architecture in its entirety.
20672 8.2.3.3 Research technologies to innovate IT services and solutions Systematically investigating and studying materials and sources
relevant to the IT function. Reach meaningful insights and
conclusions in the form of new ideas and innovation for delivering
IT services and solutions.
20673 8.2.3.4 Provide input to definition and prioritization of IT projects Analyze the value driven through IT projects and redefine and/or
reprioritize. Evaluate planning, organizing, and implementation of
IT projects based on research outcomes and business objectives.
20676 8.2.4.2 Identify IT service operating and process requirements Identifying operating and process requirement for designing,
delivering, managing, and improving the way information
technology be used in the organization.
20677 8.2.4.3 Define IT service catalog Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization.
20678 8.2.4.4 Establish IT service management framework Create a layered structure for IT service management framework
ensuring right processes, people, and technology are in place to
meet business goals.
20679 8.2.4.5 Define and implement IT service management Defining and implementing activities involved in designing,
creating, delivering, supporting, and managing the lifecycle of
information technology services within an organization.
20680 8.2.4.6 Define and deploy support service management process tools Establishing services for providing support to users of IT services
and methods and solutions. Define the plethora of services along with tools and
methods by which the organization assists users of computers,
software products, or other electronic/mechanical products.
20681 8.2.4.7 Monitor and report IT performance Supervising, analyzing, and reporting performance of information
technology to ensure they are on-course and on-schedule in meeting
the organizational objectives and performance targets.
20682 8.2.5 Control IT management system Regulating the IT management system through performance
measures, governance, analysis, and monitoring through a variety of
analytic tools. Evaluate IT finances, resource, services, projects, and
value for report out.
20699 8.2.7 Define and manage technology innovation Outline and manage the innovation of technology within the
organization. Research and understand emerging future
technological concepts and capabilities. Plan for IT innovation
investments. Plan and execute viable innovation projects.
20700 8.2.7.1 Establish selection criteria for research initiatives Establishing the standard for selecting IT research initiatives to
align with organizational criteria for implementing future
technologies.
20701 8.2.7.2 Analyze emerging technology concepts Assessing new and future technologies relevant to the organization's
vision of its IT capabilities.
20702 8.2.7.3 Identify technology concepts and capabilities Identification of conceptual elements that define the benefits of
technology to business.
20703 8.2.7.4 Execute IT research projects Implement information technology research projects that focus on
meeting the goals of the organization's IT services and capabilities.
20939 8.2.7.5 Evaluate IT research project outcomes Assessing IT research projects based on defined outcome
expectations.
20704 8.2.7.6 Identify and promote viable concepts Determine project viability. Promote relevant IT innovations that
meet business objectives.
20705 8.2.7.7 Develop and plan IT investment projects Develop and plan long-term allocation of funds for information
technology endeavors to meet business goals.
20706 8.3 Develop and manage IT resilience and risk Develop and include the processes required to rapidly adapt and
respond to any internal or external opportunity, demand, disruption,
or threat to IT. Develop a more dynamic, strategic, and integrated
approach to managing risk and compliance obligations.
20940 8.3.1.2 Understand business unit risk tolerance Understand the risk tolerance levels of individual business units,
given risk-return trade-offs for one or more anticipated and
predictable consequences.
20709 8.3.1.3 Establish IT risk tolerance Determine the specific maximum risk to take in quantitative terms
for each relevant risk sub-category, including strategic, operational,
financial, and compliance risks.
20710 8.3.1.4 Establish risk ownership Establish an individual or a group who is ultimately accountable for
ensuring that IT risks are managed appropriately.
20711 8.3.1.5 Establish and maintain risk management roles Determine and maintain roles that are specialized in each risk areas
and coordinating all risk management activities for IT function with
due escalation structure.
20712 8.3.1.6 Establish compliance objectives Establishing compliance objectives which ensures that the
organization has systems of internal controls that adequately
measure and manage IT risk.
20941 8.3.1.7 Identify systems to support compliance Identifying and adopting information technology solutions to
support changing regulatory compliance. Safeguard compliance and
manage risk by outlining the risk policies and procedures.
20713 8.3.1.8 Identify and evaluate IT risk Developing a timely and continuous process to identify and evaluate
activities that might hinder IT operations or an IT project's goals.
20714 8.3.1.9 Evaluate IT-related risks resiliency Assess IT-related risk resilience strategies to ensure that the
organization effectively manages its risk.
20745 8.3.6.2 Conduct IT compliance control auditing of internal and external Examine compliance control systems and tools implemented for
services internal and external IT services.
20746 8.3.6.3 Perform IT compliance reporting Execute IT compliance reporting in order to review processes,
standards, regulations, and laws are followed as laid out by the
regulatory bodies.
20747 8.3.6.4 Identify and escalate IT compliance issues and remediation Identify and escalate issues related to IT compliance to ensure that
requirements corrective measures are taken.
20748 8.3.6.5 Support external audits and reports Supporting audits and reports through external resources. This
process requires the organization to follow all the regulations set
forth by external auditors.
20754 8.3.7.5 Provide IT resilience training Conduct and manage employee training programs on IT resilience
so that prospective risks can be avoided.
20755 8.3.7.6 Execute recurring IT business operations continuity Implement regular resources supporting uninterrupted operations of
critical IT services.
20756 8.3.8 Manage IT user identity and authorization The process of identifying, authenticating, and authorizing IT users
to have access to applications, systems, IT components, or networks
by associating user rights and restrictions with established identities.
20757 8.3.8.1 Support integration of identity and authorization policies Create and implement policies that integrate authorization policies
with authorized profiles of users meant to access network resources.
20758 8.3.8.2 Manage IT user directory Managing directory of user profiles and access requirements across
different levels in the organization's IT network.
20759 8.3.8.3 Manage IT user authorization Managing the process of authorizing IT users to access applications,
systems, IT components, or networks by associating user rights.
20780 8.4.4.1 Monitor and control business information Defining the rules, diction, and logic that make up the framework of
the organization's information architecture. Monitoring and
controlling information attributes that flow through the IT
framework.
20781 8.4.4.2 Maintain business information feeds and repositories Maintain information feedstock along with IT hardware and
software needed for storage, access, and retrieval of business
information.
20782 8.4.4.3 Perform internal usage audits Verification of information access and usage through regular reports
on organizational performance.
20783 8.4.4.4 Implement and administer business information access Implement and manage the process for accessing information
including issues related to copyright, open source, privacy, and
security.
20784 8.5 Develop and manage services/solutions Designing and maintaining the IT services/solutions catalogue.
Evaluate the performance of IT services/solutions. Communicate the
results to the management.
20785 8.5.1 Develop service/solution and integration strategy Developing service/solution along with creating a strategy that
provides a base for delivering service/solution aligned with overall
business needs. Conduct research within the services/solutions field
for development and integration.
20786 8.5.1.1 Determine IT service/solution development Determining the development of IT service/solution. Analyze the
pros and cons of IT service/solution and it's methods on the basis of
their cost effectiveness and development value.
20787 8.5.1.2 Define IT service/solution development processes/standards Establishing the methods and processes as the foundation for
developing new IT platforms, components, software, and explore
new standards for better IT usage in the organization.
20789 8.5.1.4 Establish service component criteria Establishing standards for selection of IT service components.
20790 8.5.1.5 Understand and select reusable service components Understanding and selecting reusable service components so that
they can be cost-effective and efficient.
20791 8.5.1.6 Maintain service component portfolio Creating and establishing service component portfolio by defining
investments, and activities. Analyze and examine the value of the
service component portfolio, and allocate resources towards it.
20792 8.5.1.7 Establish development standards exception governance Creating standards and procedures for developing IT
services/solutions outside of defined business parameters.
20793 8.5.2 Manage service/solution lifecycle planning Executing life-cycle planning for IT services and solutions. Develop
new requirements and feature-function enhancements. Create and
design a life cycle plan that addresses the current and future state of
IT services and solutions.
20794 8.5.2.1 Monitor and track emerging technology capabilities Perform a systematic investigation to new and future technology
capabilities for future upgrades.
20795 8.5.2.2 Identify IT services/solutions Identifying processes and supporting procedures that are performed
by an organization to design, plan, deliver, operate, and control
information technology services/solutions offered to customers.
20796 8.5.2.3 Determine IT service/solution approach Determining an approach to create a base for delivering IT
service/solution aligned with overall business needs while
maintaining a tight control on delivery and costs.
20797 8.5.2.4 Define IT solution lifecycle Defining solutions to satisfy business needs. IT solution lifecycle
provides a means to address the full life cycle of an information
technology solution and addresses the current and future state of IT
services and solutions.
20798 8.5.2.5 Develop IT service/solution "sunset" plans Developing plans to retire IT service/solution resources when the
service/solution is no longer feasible.
20812 8.5.4.1.3 Build and test IT service/solution components Building and testing new components required for the development
of IT services and solutions.
20813 8.5.4.1.4 Integrate IT components and services Combining the newly built IT component along with IT services in
order to gain optimum output.
20814 8.5.4.1.5 Execute IT service/solution validation Validating that the proposed IT service/solution is feasible and
provides the needed services for the customer.
20815 8.5.4.1.6 Bundle service/solution deployment packaging Creating and implementing a strategy for the deployment of IT
service/solution by defining all of the activities that make the IT
function available for use. Define the deployment process,
procedures, and tools. Select the most feasible and practical
methodologies for the deployment process.
20816 8.5.4.1.7 Manage service/solution process exceptions Identifying and resolving internal needs/inquiries for
service/solution that cannot be resolved immediately. Research
inquiries that require the need of exceptional solutions.
20817 8.5.5 Perform service/solution maintenance and testing Engaging in all aspects of service/solution maintenance and testing
includes all preventative, routine, and corrective activates. Ensure
that IT service/solution are functioning properly and regulations
where applicable.
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle Executing IT service/solution maintenance lifecycle in order to
reduce maintenance costs and increase reliability of IT
infrastructure concerning service/solution related problems.
20819 8.5.5.1.1 Assess IT remediation Evaluate plans to address information technology environmental
adulteration for rectification efforts.
20822 8.5.5.1.4 Manage service/solution operations Understanding customer requirements. Managing services/solutions
based on the requirements. Develop components for providing the
requirements. Train resources to provide support. Confirm the
customer experience post-sale. Evaluate the performance of
service/solution. Communicate the results to the management.
20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging Developing packaging for fixed/enhanced service/solution based on
the standalone or bundled offerings to be used by the organization.
20826 8.6.1.1 Assess IT deployment business impact Evaluate the impact of IT deployment (products/services) on the
business. Compare pre and post development performance, behavior
of resources, and cost to assess organizational benefit.
20833 8.6.2.1 Assess IT deployment risk Accessing threats and potential failures related to the deployment of
IT services/solutions.
20834 8.6.2.2 Define implementation schedule and roll-out sequence Defining the schedule for implementation of change. Plan and carry
out a process or procedure to implement the predefined changes.
20835 8.6.2.3 Determine implementation requirements Determine requirements for implementation of IT deployment.
Carry out a pre-implementation audit to assess the impact and use
case. Gauge the possible vulnerabilities and impact the business
operations during and after the implementation.
20836 8.6.2.4 Plan and align user testing and resources Plan methodologies and align resources for user testing of IT
deployment.
20837 8.6.2.5 Develop IT training Create and manage employee training programs by considering the
need and availability of these programs. Manage all aspects related
to the training programs.
20838 8.6.2.6 Create implementation communications Coordinating change implementation in IT services and solutions
communications with employees and stakeholders.
20841 8.6.3.1 Asses IT change/release impact Evaluating the impact of IT change/release on the business.
20842 8.6.3.2 Confirm change/release compliance Ensure that change/release meets change guidelines set by the
organization.
20843 8.6.3.3 Assess IT change/release risk Evaluating for any kind of risks or threats which could be caused
due to IT change/release deployment.
20844 8.6.3.4 Consolidate IT change Integrate all forms of changes in IT in order to make more efficient
use of resources and down time, and optimizing results.
20845 8.6.3.5 Create and communicate deployment schedule Defining and communicating the schedule for implementation to
related stakeholders and functions.
20846 8.6.3.6 Approve change/release deployment Permitting for the change/release deployment. Approve deployment
based on the evaluation of business impact due to change/release.
20847 8.6.3.7 Document IT change/release outcome Recording outcomes related to the change/release deployment.
20848 8.6.4 Implement technology solutions Deploy the identified solutions for information technology
important for healthy business operations. Confirm status and
operational availability of IT resources. Perform testing and
distribution of change. Execute roll-back protocol if necessary.
20849 8.6.4.1 Confirm hardware/software operational status Confirm if hardware/software are operating as per the expectation.
20850 8.6.4.2 Confirm operational availability Confirm if operational activities of IT services could be performed.
20851 8.6.4.3 Execute internal IT implementation plan Executing IT implementation plan to make the IT services and
solutions available for internal use.
20852 8.6.4.4 Confirm implementation completion Confirming the completion of IT implementation.
20853 8.6.4.5 Implement software change/release Executing changes in software and services as per change/release
schedule.
20859 8.6.5.1 Conduct IT training Preparing users for changes in IT solutions. Conduct training
sessions and engagement activities to familiarize users with the new
changes. Implementing the programs for training IT employees.
20860 8.6.5.2 Prepare and distribute service/solution communications Coordinating communications regarding the changes in IT services
and solutions with employees in the organization.
20861 8.6.5.3 Support organizational changes Creating a strategy for providing support for organizational changes.
Providing support to users of IT services and solutions.
20862 8.6.5.4 Execute rollout plans Executing a plan for introducing the IT services and solutions to the
organization's end user base.
20863 8.6.5.5 Provide rollout support Establishing services for providing support to users of IT services
and solutions for rollout. Define the plethora of services by which
the organization assists users of technology products.
20864 8.6.5.6 Manage rollout support capabilities Managing the necessary skills and competencies required to
efficiently provide IT resolution for rollout through the support
structure. Identify the gaps and needs in support structure.
20865 8.6.5.7 Monitor and record rollout issues Track and record any issues being faced due to rollout. Define
methodology of assessment for measuring and monitoring issues.
20880 8.7.3 Plan and manage service delivery control Determine and manage service delivery flow across different
business functions. Understand the level of services needed by
different stakeholders. Identify major service delivery touch points
and criticality associated. Ensure timely communication with users.
20881 8.7.3.1 Plan operational activities for IT service delivery Planning different delivery services for operational activities within
the IT function. Use service delivery systems to manage the IT
service delivery services.
20882 8.7.3.1.1 Schedule service delivery resources Scheduling resources to provide service delivery to IT users. Ensure
design, development, deployment, and operations are aligned with
the business objectives.
20883 8.7.3.1.2 Maintain/optimize batch job schedule Maintaining and scheduling batch jobs to run in the background at a
certain date and time.
20884 8.7.3.1.3 Schedule change/release windows Determine the timely change or release of IT services or support.
Assign periodic release/change to IT systems or services.
20885 8.7.3.1.4 Schedule/optimize backup and archive activities Schedule or optimize backup and archive activities for IT services
and solutions. Use a backup system or application and archive
operations data for future retrieval.
20895 8.7.5 Define service support planning Develop strategies and methodologies to provide service support.
Examine service levels, support complexity, stakeholder
requirements to offer service support.
20896 8.7.5.1 Understand IT support demand patterns Evaluate criticality catered by the IT support and expectations to
resolve raised or identified issues. Determine the usual requests
received for IT support for each area of IT operations. Ensure
resolution to every identified or reported issue within specified
SLAs.
20900 8.7.5.6 Define IT escalation mechanisms Determining mechanisms to report for a higher degree of decision
making depending on the criticality of IT escalations. Define the
processes and procedures needed to follow for IT escalation at
different levels. Convey the mechanisms within the organization.
20901 8.7.5.7 Manage IT service support resources Managing resources required for administration of IT service
support. Establish sources that will make use of e-mail, live support
software online, or a tool where users can log a call or incident in
order to retrieve IT support.
20902 8.7.5.8 Coordinate with external support providers Developing a strategy that will make use of multiple resources to
coordinate with external support providers in order to make the
support services work more smoother.
20903 8.7.5.9 Triage IT service delivery incidents Sorting the incidents of IT service delivery in certain order so that
the services could be delivered based on the criticality.
20904 8.7.5.10 Monitor IT service support performance Defining methodology and frequency of assessment for measuring
and monitoring performance of various processes and activities of
IT service support against standard set goals.
20913 8.7.6.8 Manage IT infrastructure/data recovery Managing resources of IT infrastructure and their recovery capacity.
Manage storage, computer hardware, software, and infrastructure
resources that can be stored as inventory or provided by the
organization as needed. Managing backup/recovery for IT services
and solutions. Use a backup system or application.
20917 8.7.7.3 Install/configure/upgrade infrastructure components Installing/configuring/upgrading all the components required for
operational activities within IT infrastructure. Ensure that all
components of an IT infrastructure are functioning properly and
updated to latest version/technology.
20918 8.7.7.4 Maintain IT asset records Maintaining the complete list of IT items or resources available with
the organization with the details on date of purchase, licenses,
deployment and SLAs.
20919 8.7.7.5 Administer IT licenses/user agreements Administering and overseeing the terms and policies associated with
licensing the IT intellectual property. Create and manage the
policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
20920 8.7.7.6 Provide IT infrastructure service and capabilities Providing all the infrastructure services and capabilities required for
operational activities within the IT function supporting overall
business objectives.
20921 8.7.8 Operate IT user support Managing systematic user support functionality and capability
through defined procedures. Determine, record, and monitor user
requests. Execute issue/request resolution. Utilize escalation path
when needed. Resolve issue/request.
20922 8.7.8.1 Triage IT issues/requests Evaluate and assign IT issues/requests accordingly to allow for the
correct routing of IT issues to the relevant support teams.
20926 8.7.8.4 Escalate IT requests Follow processes and procedures to escalate IT requests to required
levels for resolution or effective decision making when necessary.
20927 8.7.8.5 Resolve IT issues/requests Creating a structure to resolve issues/requests of IT services using
different mechanisms.
20928 8.7.8.6 Execute IT continuity and recovery action Successfully implement preventive measures to manage IT risk of
exposure to internal and external threats. Integrating the disciplines
of Emergency Response, Crisis Management, Disaster Recovery
(technology continuity) and Business Continuity for IT.
17058 9.0 Manage Financial Resources Overseeing key back-office processes for organizations. This
category includes process groups related to planning and
management accounting, revenue accounting, general accounting
and reporting, fixed-asset project accounting, payroll, accounts
payable and expense reimbursements, treasury operations, internal
controls, tax management, international funds/consolidation, and
global trade services.
10728 9.1 Perform planning and management accounting Determining different stages of the planning process and
accounting. Classify, determine, analyze, interpret, and
communicate information to make up-to-date business decisions for
better management and control functions.
10738 9.1.1 Perform planning/budgeting/forecasting Allocating funds to meet future and current financial goals. Led by
the chief financial officer, have the finance function plan, budget,
and forecast in order to determine and describe long and short-term
financial goals.
20135 9.1.1.3 Operationalize and implement plans to achieve budget Putting budgeting plans into practical use keeping within designated
forecasting parameters.
10773 9.1.1.4 Prepare periodic financial forecasts Creating estimates of the projected income and expenses required
over a predetermined time frame. Develop the projections of profit
and loss statements, balance sheets, and the cash flow forecast.
20136 9.1.1.5 Perform variance analysis against forecasts and budgets Conducting a quantitative analysis between what was forecasted and
budgeted and actual financial behavior.
10739 9.1.2 Perform cost accounting and control Defining costs to be incurred and methods for optimum utilization.
Determine the costs of products, processes, projects, etc. to compile
in the financial statements, as well as to assist management in
making decisions regarding planning and control. Control costs by
managing and reducing business expenses.
10774 9.1.2.1 Perform inventory accounting Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
14057 9.1.2.2 Perform profit center accounting Determining the revenue, profits, and losses incurred by each unit
within the organization that produces profit.
10775 9.1.2.3 Perform cost of sales analysis Studying expenses directly associated with product. Analyze the
cost of sales, which is the cost of manufacturing products.
10776 9.1.2.4 Perform product costing Studying and finding out the relevant cost center for a product by
studying every resource used in its making.
11175 9.1.2.6 Report on profitability Making a report about revenues generated by the organization or
business unit concerned. This process requires the organization to
create a report which shows how business is generating profits.
Profits are the part which is left after paying all expenses directly
related to the generation of the revenue, such as producing a
product, and other expenses related to conducting business
activities.
10740 9.1.3 Perform cost management Deciding which expenses can be avoided to reduce some costs and
increase revenues. Plan and control the organization's budget to
forecast future expenditures.
10778 9.1.3.1 Determine key cost drivers Defining cost drivers for a particular activity.
10779 9.1.3.2 Measure cost drivers Calculating cost drivers.
10780 9.1.3.3 Determine critical activities Determine the activities that hinder the progress of finance
activities. This requires the organization to determine those business
activities carried out by the financial function of the organization
and which are indispensable. This undertaking helps the
organization triangulate those activities which are essential and
where costs cannot be slashed.
10781 9.1.3.4 Manage asset resource deployment and utilization Distributing or allocating asset resources in different processes for
optimal utilization.
10741 9.1.4 Evaluate and manage financial performance Checking and achieving predetermined financial targets and
timelines. Assess and manage the profitability, feasibility, and
consistency of a business or project. Study the revenues generated.
10782 9.1.4.1 Assess customer and product profitability Studying product demand and targeted customer preferences. Study
customers' demands or preferences after deducting the cost of
delivering the final product.
10785 9.1.4.4 Optimize customer and product mix Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
10786 9.1.4.5 Track performance of new-customer and product strategies Observing the behavior of a new set of customers for different
products. Prepare strategies to improve sales and profits.
10787 9.1.4.6 Prepare activity-based performance measures Evaluating performance based on different sets of activities created
by management to measure performance.
10788 9.1.4.7 Manage continuous cost improvement Conducting activities to improve cost distribution regularly. Follow
or adopt different ways of reducing costs.
10729 9.2 Perform revenue accounting Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.
10742 9.2.1 Process customer credit Evaluating and processing requests for advances. Evaluate credit
requests by customers requiring loans to buy products/services.
10789 9.2.1.1 Establish credit policies Creating guidelines for providing advances. Set up credit standards,
credit terms, and collection policies.
10790 9.2.1.2 Analyze/Approve new account applications Checking and accepting new requests based on eligibility criteria.
Analyze the status of applicants and requirements to be met for a
new account.
14187 9.2.1.3 Analyze credit scoring history Reviewing past credit scores to determine the if a line of credit will
be extended to potential customers. This could also include
extending additional credit to existing accounts.
14188 9.2.1.4 Forecast credit scoring requirement Planning credit score requirements based on established credit
policies.
10794 9.2.2.1 Maintain customer/product master files Creating and updating a record of customers and the products being
purchased by them in a database. This process element requires the
organization to maintain a database of customers and their
purchases. Such a master-file can be used to ensure customer touch
point, enhance customer satisfaction, explore cross selling
opportunities, and identify future trends. This database will include
several particulars about the personal details of the organization's
customers and a tracking of the products being sold.
10795 9.2.2.2 Generate customer billing data Preparing detailed reports about products purchased by customers.
Record and generate a detail account of transactions made by
customers fat a particular time and location. Include all details about
products such as price, quantity, and name.
10796 9.2.2.3 Transmit billing data to customers Providing information to customers about purchases made by them.
Communicate the details of purchases. Provide customers with a
copy of details for their reference.
10797 9.2.2.4 Post receivable entries Registering transactions and their scheduled payments.
10798 9.2.2.5 Resolve customer billing inquiries Checking and solving billing queries raised by customers.
10814 9.2.5.6 Process related entries Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
10730 9.3 Perform general accounting and reporting Making statements about business activities and functions. Prepare
financial statements (balance sheet, income statement, statement of
cash flows, and statement of stockholders' equity) according to
accounting concepts and principles.
10747 9.3.1 Manage policies and procedures Creating procedures to perform general accounting and reporting.
Follow the rules and regulations made for a particular process in the
business. Publish accounting policies.
10815 9.3.1.1 Negotiate service-level agreements Agreeing upon terms and conditions. Negotiate an agreement
between two or more parties, the customer and service providers.
Specify scope, quality, and responsibilities.
10825 9.3.2.7 Perform consolidations and process eliminations Aggregating different processes in the business. Eliminate
discontinued processes.
10826 9.3.2.8 Prepare trial balance Balancing debit and credit balances of trial balance to preparing
final accounts. Calculate the total debits and credits in company's
accounts. Correspond the sum of all debits with the sum of all
credits. Adjust entries as appropriate.
10827 9.3.2.9 Prepare and post management adjustments Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
10749 9.3.3 Perform fixed-asset accounting Accounting for long-term and fixed assets. Record purchased, fixed
assets that are not easily convertible into cash. Account for costs,
useful life, resale value, depreciation, and amortization.
10828 9.3.3.1 Establish fixed-asset policies and procedures Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions,
resale, usage, etc.
10829 9.3.3.2 Maintain fixed-asset master data files Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
10830 9.3.3.3 Process and record fixed-asset additions and retires Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements, Keeping a summary of expenses for installing and modifying assets.
revaluations, and transfers Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
10832 9.3.3.5 Process and record fixed-asset maintenance and repair expenses Maintaining a record of expenses necessitated for repairs and the
preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
10839 9.3.4.3 Perform business unit reporting/review management reports Making reports for units/subsidiaries to help management in
decision making. Prepare financial statements (balance sheets,
income statements, cash flow statements, and statements of
shareholders' equity) for a single unit of a business. Break down
profits and losses by function/unit, clients, products, and region.
10841 9.3.4.5 Prepare statements for board review Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports Making and presenting financial reports to stakeholders. Create
annual and quarterly financial statements for reporting purposes.
Prepare shareholder reports with details of the profit-and-loss
account, balance sheet, and past year's business activities.
10843 9.3.4.7 Produce regulatory reports Reporting raw or summary data for final accounts following rules
and regulations.
14074 9.3.4.8 Perform legal and management consolidation Carrying out activities associated with legal and management
consolidation. Legal consolidation can include currency conversion,
balance carry forward, and consolidation of journal entries.
Management consolidation can include reporting on financials on a
reporting cycle basis to gauge the performance of the organization.
10731 9.4 Manage fixed-asset project accounting Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.
10751 9.4.1 Perform capital planning and project approval Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
10844 9.4.1.1 Develop capital investment policies and procedures Creating procedures and policies to follow for investing in capital
projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and
revenue.
10848 9.4.2.1 Create project account codes Giving reference codes for every project.
10849 9.4.2.2 Record project-related transactions Noting every transaction during a project in a common financial
database. Document all transactions associated with any project.
Maintain a centralized repository of all such financial data.
10850 9.4.2.3 Monitor and track capital projects and budget spending Evaluating project progress and funds invested. Observe and track
significant funds invested on any long-term project. Compare to
budget.
10851 9.4.2.4 Close/capitalize projects Checking for returns generated from projects for decision making.
Evaluate capital projects that require heavy investments. Decide
whether to proceed based on the revenues generated.
10852 9.4.2.5 Measure financial returns on completed capital projects Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
10732 9.5 Process payroll Handling reporting time, managing pay, and processing taxes from
salaries. Pay employees. Withhold taxes. Confirm the correct funds
are paid to the correct government agency.
10860 9.5.2.3 Maintain and administer applicable deductions Processing salary deductions for tax purposes. Keep and manage the
details of every employee's salary deductions based on their
expenses and investments during the year.
10861 9.5.2.4 Monitor changes in tax status of employees Tracking changes in the salary structure of employees for tax
deductions.
10862 9.5.2.5 Process and distribute payments Processing and distributing salaries to all employees. Execute the
payroll management function through the dispensation of employee
salaries. Leverage a centralized database of all payroll expenses.
10865 9.5.2.8 Respond to employee payroll inquiries Addressing salary-related queries raised by employees.
10755 9.5.3 Manage and process payroll taxes Deducting and paying taxes from employees' salaries.
14075 9.5.3.1 Develop tax plan Devising a method to minimize payroll tax liability by means of
allowances, deductions, exclusions or exemptions.
14076 9.5.3.2 Manage tax plan Overseeing maintaining the reduction of payroll taxes [14075].
10866 9.5.3.3 Calculate and pay applicable payroll taxes Paying tax according to appropriate deductions made from salaries.
Calculate and pay the tax liabilities according to the salaries and tax
regulations of employees with the help of certified chartered
accountants.
10867 9.5.3.4 Produce and distribute employee annual tax statements Providing tax deductions statements created by certified chartered
accountants to every employee for their reference or refunds.
10868 9.5.3.5 File regulatory payroll tax forms Filling taxes, and highlighting different sources of income and
expenditures made.
10733 9.6 Process accounts payable and expense reimbursements Handling bills and reimbursements to be made. Make payments for
goods or services taken or used on behalf of the organization.
10756 9.6.1 Process accounts payable (AP) Processing payments of operating expenses and other supplier
charges. This includes the development of policies and procedures
around processing of accounts payable and all operations. This
process is often supported by key technology enablers.
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file Matching records of bills to be paid with accounts. Check accounts
payable entries with vendor's account for every payment made.
10880 9.6.2.1 Establish and communicate expense reimbursement policies and Explaining policies and procedures related to reimbursements
approval limits requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
10881 9.6.2.2 Capture and report relevant tax data Collecting and reporting all pertinent information regarding the
taxes paid by the organization's employees.
10882 9.6.2.3 Approve reimbursements and advances Permitting expense reimbursement requests from employees.
10883 9.6.2.4 Process reimbursements and advances Paying for expense reimbursement requests from employees.
(Follow Approve reimbursements and advances [10882] according
to policies and conditions.)
10892 9.7.1.8 Define system security requirements Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
10759 9.7.2 Manage cash Taking care of all cash-related activities in the business. Manage
and reconcile cash positions. Manage cash equivalents. Process and
oversee electronic fund transfers. Develop cash flow forecasts.
Manage cash flows. Produce cash management accounting
transactions and reports. Manage and oversee banking relationships.
Analyze, negotiate, resolve, and confirm bank fees.
10893 9.7.2.1 Manage and reconcile cash positions Correcting cash differences in the books of accounts. Make
optimum utilization of funds available in the business. Check for
differences to rectify.
10894 9.7.2.2 Manage cash equivalents Taking care of all cash-related activities in the business. Utilize
short-term assets that can be easily convertible into cash, such as
marketable securities, commercial paper and short-term government
bonds, and treasury bills.
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) Supervising all online transactions.
10896 9.7.2.4 Develop cash flow forecasts Preparing forecasts for the cash generated or used by the
organization.
10897 9.7.2.5 Manage cash flows Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
10898 9.7.2.6 Produce cash management accounting transactions and reports Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.
10899 9.7.2.7 Manage and oversee banking relationships Maintaining and directing the course of relationships with banking
partners.
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries Maintaining subsidiaries' company accounts opened with bank
inside the corporation. Manage different financial services provided
by in-house bank structure for parent companies' subsidiaries or
branches.
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions Arranging loans for subsidiaries from in-house banks.
10903 9.7.3.3 Manage centralized outgoing payments on behalf of subsidiaries Handling payments made for subsidiaries by parent company.
10904 9.7.3.4 Manage central incoming payments on behalf of subsidiaries Handling payments received by parent company for subsidiaries.
10905 9.7.3.5 Manage internal payments and netting transactions Taking care of all business outflows and recording as whole.
Manage making all payments for the organization and its units or
subsidiaries. Track in books of accounts of parent company.
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts Computing all expenses paid to and receivables collected over the
organization's banking activity. Calculate all charges and
receivables, towards interest, fees, and any other payments over its
own bank accounts. Record transactions in the books of accounts.
10907 9.7.3.7 Provide account statements for in-house bank accounts Facilitating account statements for all in-house banking activity.
10761 9.7.4 Manage debt and investment Taking care of the organization's financial position. Manage its
loans or debts from different sources and investments. Leverage the
most profitable options to balance the financial position in the
market.
14079 9.7.4.1 Establish investment policy Developing and instituting principles that the organization ill use in
making investments.
10908 9.7.4.2 Manage financial intermediary relationships Maintaining smooth relations with financial investment banks that
help availing loans and services.
12974 9.7.5.1 Develop risk management/hedging strategy Taking an investment position to offset exposure to certain risks.
This may include purchasing opposite of the organization's position
in the marketplace, using derivatives transactions, or futures
contracts.
11209 9.7.5.2 Manage interest rate risk Handling risks arising from changes in the interest rate.
19575 9.7.5.2.1 Manage interest rate market data Collecting and storing data that pertains to interest rate markets.
19576 9.7.5.2.2 Determine interest rate exposure for all markets Identifying potential interest rate risks for all markets.
19577 9.7.5.2.3 Determine interest rate hedge requirements in accordance with Deciding the requirements on interest rate investments that are made
risk policy by trading in futures or options market, on the basis of the accepted
risk policy.
11211 9.7.5.4 Manage exposure risk Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
19584 9.7.5.4.1 Determine current customer exposures and limit exceptions Establishing ongoing risks that the customers face, and the
exceptions to exceeded limits.
19585 9.7.5.4.2 Resolve customer exposure limit violations Settling cases that involve violations of customer exposure limit.
19586 9.7.5.4.3 Manage customer collateral Handling customer securities to recover loans that are not paid back.
19587 9.7.5.4.4 Perform annual customer credit reviews Conducting reviews to assess customer credit on a yearly basis.
Introduce changes or make recommendations, if needed.
20137 9.7.5.5 Execute hedging transactions Implementing hedging strategy in attempt to alleviate risk. This will
include all options, depravities, and futures contracts agreed upon in
Develop risk management/hedging strategy [12974].
19588 9.7.5.5.1 Measure physical positions Evaluating investments made in some market to offset the risks of
investing in a contrary or opposing market.
19589 9.7.5.5.2 Establish hedges Determining which hedge options to execute.
10762 9.8.1 Establish internal controls, policies, and procedures Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
10914 9.8.1.1 Establish board of directors and audit committee Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
10915 9.8.1.2 Define and communicate code of ethics Outlining and communicating a code of ethics act responsibly.
10916 9.8.1.3 Assign roles and responsibility for internal controls Defining roles, responsibilities, and accountabilities for
effectiveness and proficiency of operations and reliability of
financial reporting.
11250 9.8.1.4 Define business process objectives and risks Outlining the objectives and risks associated with a process.
Delineate process goals. Determine the risks attached to it.
Determine what the process is meant to accomplish, potential issues,
a timeline of potential risks, the scope and potential impact of risks,
etc.
11251 9.8.1.5 Define entity/unit risk tolerances Outlining the risk tolerance levels of individual units, as well as the
organization as a whole. Determine the specific maximum risk to
take in quantitative terms for each relevant risk subcategory,
including strategic, operational, financial, and compliance risks.
10917 9.8.2.1 Design and implement control activities Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.
10918 9.8.2.2 Monitor control effectiveness Overseeing the activities for internal controls. Observe the
effectiveness of policies, procedures, techniques, and mechanisms
actions taken to minimize risk.
10919 9.8.2.3 Remediate control deficiencies Taking corrective measures for policies, procedures, techniques, and
mechanisms actions taken to minimize risk. (Conduct in accordance
with Monitor control effectiveness [10918] in order to determine
and rectify the control deficiencies.)
10920 9.8.2.4 Create compliance function Developing a compliance function for internal controls. Monitor
trading activity. Avoid conflicts of interest. Safeguard compliance
with guidelines at brokerage houses. Avoid money laundering and
potential tax evasion.
10921 9.8.2.5 Operate compliance function Administering operational activities of a compliance function.
10922 9.8.2.6 Implement and maintain controls-related enabling technologies Implementing and maintaining the compliance technological
and tools systems or equipment that are control-enabled.
10764 9.8.3 Report on internal controls compliance Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.
10923 9.8.3.1 Report to external auditors Reporting to external auditors. This process requires the
organization to report to external auditors about the regulations for
any critical data that the organization is holding.
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities exchanges, Reporting to regulators, shareholders, debt holders, securities
etc. exchanges, etc. about IT regulations and pertinent data.
10926 9.8.3.4 Report to internal management Reporting to internal management (all employees, directors, and
management) about IT regulations and pertinent data.
10736 9.9 Manage taxes Estimating the organization's periodic tax liabilities. Ensure that
appropriate taxing authorities receive tax return filings and
payments when due.
10765 9.9.1 Develop tax strategy and plan Setting targets for periodic tax liabilities. Assess the tax impact of
various activities such as the acquisition or disposal of fixed assets
or a deliberate change in number of employee.
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy Developing a tax strategy for foreign, national, state, local
administration. Set up tax strategies for foreign trade in imports and
exports and at national, state, and local level.
10928 9.9.1.2 Consolidate and optimize total tax plan Combining and enhancing a rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
10929 9.9.1.3 Maintain tax master data Maintaining a master file about the rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
10766 9.9.2 Process taxes Processing the taxes of the organization in line with the regional
taxation structure, including corporate, property, excise, and service
taxes.
10930 9.9.2.1 Perform tax planning/strategy Creating and implementing strategies for taxes to be paid or
collected by the business.
10931 9.9.2.2 Prepare tax returns Preparing and submitting tax reports for every employee to the tax
department in order to show the tax paid and deducted from their
salaries in the year.
10932 9.9.2.3 Prepare foreign taxes Preparing reports about paid or accrued foreign taxes to an overseas
country.
10933 9.9.2.4 Calculate deferred taxes Calculating the income that has been realized when the tax on that
income has not.
10769 9.10.3 Monitor currency exposure/hedge currency Assessing exposure to potential financial losses as a result of
changes in the value of currencies. Forecast the impact of
movements in foreign currency values. Enter into financial
transactions designed to offset or limit potential exposure to loss.
10770 9.10.4 Report results Documenting and reporting accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
17059 9.11 Perform global trade services Making and collecting payments for transactions in
products/services, and transporting them to interested markets.
14090 9.11.1 Screen sanctioned party list Evaluating the approved list of parties for engaging in international
trade in order to ensure the safety of the organization's business
transactions. Examine agents that have been granted legal rights to
engage in global trade and their credentials.
19593 9.11.4 Perform currency conversion Identifying current exchange rates between two currencies and
converting the foreign currency to that of the local monetary unit.
I.E., yen to US dollar.
14093 9.11.5 Calculate duty Computing the excise duty to be paid during international trade.
14094 9.11.6 Communicate with customs Communicating with the customs department to ensure fluid
compliance. Share pertinent information mandated by law with the
government agency that controls and collects the duties levied for
the international exchange of products/services.
14095 9.11.7 Document trade Documenting and recording the trade processes while making
transactions, noting the description, quality, number, transportation
medium, indemnity, and inspection.
14096 9.11.8 Process trade preferences Preparing global trade under preference, which allows the
organization to import/export products at a lower or nil rate of
customs duty and/or levy charge.
14097 9.11.9 Handle restitution Administering and overseeing all restitution activities the
organization may be subjected to. Manage compliance with apposite
legal frameworks. Make any restitution that may be required by law;
comply with authorities over any fines or non-financial measures
imposed.
14098 9.11.10 Prepare letter of credit Creating a document assuring that a seller will receive payment
when certain delivery conditions are met. (If the buyer is unable to
make payment on the purchase, a bank covers the outstanding
amount.)
19207 10.0 Acquire, Construct, and Manage Assets Relating to the design, construction, acquisition, and management of
both productive and non-productive assets.
10962 10.1.2.5 Manage construction or modification to building Constructing the buildings. Manage renovations according to
requirements and demands.
19220 10.2.2.1 Develop construction strategy Developing a strategy to perform asset construction. Assure that
timelines, regulations, and resources are on task and on budget.
11276 10.2.2.2 Perform construction performance management Managing the construction process to ensure that activates are on
task, on budget, and are being performed with safety and quality in
mind.
19221 10.2.2.3 Obtain construction permissions Gathering the required permits for construction from the proper
jurisdiction. This may include inspections during and after
construction to verify that the new asset meets all national, regional,
and local codes.
19222 10.2.2.4 Design assets Designing assets to meet organizational needs as well as ensuring
that the asset adheres to all national, regional, and local construction
codes.
19223 10.2.2.5 Plan construction resources Determining what resources will need to be acquired in order to
carry out construction. Plan when, where, and how resources will be
used. Determine the length of time resources will be utilized.
19229 10.2.3 Schedule and perform construction work Arranging a timetable for which to perform construction work.
Schedule resources to contract assets for new or replacement assets.
Reschedule or redesign assets if needed.
19230 10.2.3.1 Schedule construction work Defining a timetable for which to execute the construction of the
asset.
19231 10.2.3.2 Obtain resources Gathering resources needed to complete all construction work.
Verify that all resources have the proper training and skills to
perform the work.
19232 10.2.3.3 Construct new assets Building new assets necessary for the organization. Be aware of any
construction codes and permits that need to be addressed.
19233 10.2.3.4 Augment existing assets Modifying existing assets to align with the changing needs of the
organization. Be aware of any construction codes and permits that
need to be addressed.
19226 10.2.4.2 Undertake construction quality control Implementing a checks and balances system to verify that the
construction was performed correctly. Rework when errors are
found.
19227 10.2.4.3 Create work and asset records Implementing records to include all construction work that has been
performed. Include all new or modified construction, and any
construction or regulatory issues that might have occurred.
19228 10.2.4.4 Manage safety, security, and access to sites Ensuring that safety, security, and access is maintained. Provide a
workplace that meets and exceeds all local, state, and federal
guidelines. Provide security and access to the building site as set
forth by safety and organizational guidelines.
19238 10.3 Maintain productive assets Preserving productive assets through the planning, managing, and
performance of preventative, routine, and critical maintenance
work.
19239 10.3.1 Plan asset maintenance Ensuring that necessary resources are available and tasks are
prioritized accordingly through planning. Provide strategies and
policies that identify tasks that need to be completed, and the
resources necessary to fulfill those tasks.
19240 10.3.1.1 Develop maintenance strategies Creating goals and agendas to better realize the success of the
maintenance policies that have been put into place.
10967 10.3.1.2 Analyze assets and predict maintenance requirements Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
19257 10.3.3.5 Perform unplanned maintenance and repairs Performing repairs that occur outside of normal routine or
preventative maintenance.
10940 10.4 Dispose of assets Retiring productive and non-productive assets.
10952 10.4.1 Develop exit strategy Creating a strategy for managing asset exits.
19258 10.4.2 Decommission productive assets Retiring assets that are no longer viable to the business.
Decommission assets that are no longer in working order, are out of
date, or whose maintenance exceeds the cost of replacement.
10953 10.4.3 Perform sale or trade Performing the sale of assets. Achieve and complete the sale
process. Deliver the end product to the customers.
16970 10.4.5 Perform waste and hazardous goods management Disposing of waste and hazardous materials as outlined by state,
local, and federal regulations.
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Ensuring that an organization effectively manages its risk. Process
Resiliency groups are aligned with traditional risk management activities.
17060 11.1 Manage enterprise risk Creating requisite frameworks and coordinating all risk
management activities for the entire organization and each function.
Manage the enterprise risk by outlining the risk policies and
procedures. Monitor and communicate all risk management
activities. Encourage correspondence among the business units.
Manage the risk of all business units and functions.
16439 11.1.1 Establish the enterprise risk framework and policies Creating an agenda for the rules and regulations of enterprise risk
that deal with hazardous, financial, operational, and strategic risks.
16440 11.1.1.1 Determine risk tolerance for organization Recognizing the organization's tolerance for risk, given risk-return
trade-offs for one or more anticipated and predictable consequences.
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures Establishing and maintaining the policies and procedures for
managing risk. Create rules and regulations for enterprise risk
dealing with hazardous, financial, operational, and strategic risks.
16442 11.1.1.3 Identify and implement enterprise risk management tools Recognizing and implementing tools for managing risk. Identify and
apply enterprise risk management tools. Leverage methods and
processes to manage risks and opportunities associated with
business objectives.
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the Communicating the knowledge about risk within the organization.
organization Identify operational risks. Share risk information within the
organization.
16445 11.1.2 Oversee and coordinate enterprise risk management activities Coordinating to plan, organize, lead, and control the activities of an
organization in order to minimize the special effects of risk on
capital and earnings.
16446 11.1.2.1 Identify enterprise level risks Determining risks that could thwart objectives. Document and
communicate the concern.
16447 11.1.2.2 Assess risks to determine which to mitigate Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
16448 11.1.2.3 Develop risk mitigation and management strategy and integrate Developing activities to improve opportunities and lessen threats.
with existing performance management processes Specify the organization's objectives. Evolve strategies and policies
to attain these objectives. Assign resources to project objectives.
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are Checking that the blueprint created for managing risk in individual
implemented business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored Ensuring risk monitoring and mitigation activities. Monitor actions
to enhance opportunities and reduce threats to project objectives.
16451 11.1.2.6 Report on enterprise risk activities Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
16452 11.1.2.7 Coordinate business unit and functional risk management Coordinating risk management activities to improve opportunities
activities and lessen threats. Specify the organization's objectives. Assign
resources to project objectives.
16453 11.1.2.8 Ensure that each business unit/function follows the enterprise Checking each business unit's/function's options and activities to
risk management process improve opportunities and lessen threats.
16454 11.1.2.9 Ensure that each business unit/function follows the enterprise Checking the reporting process of each business unit's/function's
risk reporting process options and activities to improve opportunities and lessen threats.
16458 11.1.3.3 Develop mitigation plans for risks Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
18129 11.1.3.3.1 Assess adequacy of insurance coverage Evaluating the changing needs for insurance coverage. Research
available insurance providers and offerings.
16459 11.1.3.4 Implement mitigation plans for risks Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
16460 11.1.3.5 Monitor risks Identifying, examining, and recognizing/justifying any
improbability in investment decision making.
16461 11.1.3.6 Analyze risk activities and update plans Examining the impact of risk activities in order to update the
existing scheme of risk management. Analyze and substantiate the
potential for adverse consequences to occur. Consider the risks
associated with the activity and the methods available to manage
those risks.
16462 11.1.3.7 Report on risk activities Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
17467 11.2 Manage compliance Managing steps to confirm enduring compliance to industry
regulations and government legislation.
17468 11.2.1 Establish compliance framework and policies Developing a set of procedures detailing an organization's progress
in complying with established guidelines, provisions, and
legislation.
14133 11.2.1.3 Manage internal audits Managing accounts and prepare regular reports on financial
performance.
14137 11.2.1.4 Maintain controls-related technologies and tools Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of
the organization's information.
16463 11.2.2 Manage regulatory compliance Obeying laws, guidelines, strategies, and stipulations related to the
business.
16464 11.2.2.1 Develop regulatory compliance procedures Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
16465 11.2.2.2 Identify applicable regulatory requirements Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the appropriate
rules and regulations, guidelines, and strategies.
16466 11.2.2.4 Monitor the regulatory environment for changing or emerging Analyzing and overseeing the regulatory environment in order to
regulations spot any changing or emerging regulations. This process element
calls upon the organization to monitor the regulatory environment
for any new statutes, policies, and enactments issued by the
respective government authorities or those which have been
updated.
16467 11.2.2.5 Assess current compliance position and identify weaknesses or Evaluating current regulatory policies and regulations. Assess their
shortfalls therein performance. Make necessary changes.
16468 11.2.2.7 Implement missing or stronger regulatory compliance controls Assessing the current policies and policies. Implement missing and
and policies necessary changes environmental changes, political changes,
technological changes, etc.
19595 11.2.2.9 Compile and communicate compliance scorecard(s) Creating a graphical representation of metrics in order to
communicate the general health of the organization in relation to
risk and compliancy.
19596 11.2.2.10 Compile and communicate internal and regulatory compliance Submitting compliance reports to regulatory agencies. These reports
reports can be made to environmental, securities, or human resources
agencies as stipulated by the local governing body.
16470 11.2.2.11 Maintain relationships with regulators as appropriate Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
14138 11.2.4 Manage financial risk Executing financial risk management frameworks and policies.
17373 11.2.4.4 Manage fraud and misconduct Developing a fraud management strategy and monitoring program
and managing the investigation and anti-fraud and abuse operations.
17381 11.2.4.4.2 Manage investigation unit and anti fraud and abuse operations Setting program thresholds to match investigation unit capacity,
scanning incoming claims to detect anomalies and suspicious
patterns, scoring and prioritizing transactions according to risk
level, flagging and holding suspicious transactions for further
investigation and managing and concluding investigation cases.
17466 11.2.4.5 Manage insurance risk Managing re-insurance through setting up proportional, non-
proportional XL, non-proportional CAT XL and facultative treaty
masters.
18748 11.2.4.5.2 Manage portfolio risk Managing insurance risk includes Managing the insurance portfolio
includes the management of Life, Non-Life, Health, and Disability
risk.
11201 11.3.1 Create remediation plans Creating plans for remediation efforts. Make a plan to address a
case of environmental adulteration. Identify and treat the
adulteration so that the area will become operational again.
11202 11.3.2 Contact and confer with experts Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
11203 11.3.3 Identify/Dedicate resources Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.
11204 11.3.4 Investigate legal aspects Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules
and procedures.
11205 11.3.5 Investigate damage cause Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
11206 11.3.6 Amend or create policy Crafting a new framework of policies and procedures for deploying
remediation efforts, or change existing policies and procedures.
Adapt the policy structure to the context of the apposite national and
international regulatory frameworks.
11010 12.1 Build investor relationships Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies.
Enlist the investor relations function to provide market intelligence
to corporate management.
11035 12.1.1 Plan, build, and manage lender relations Building and managing relations with bankers or lenders through
strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
11036 12.1.2 Plan, build, and manage analyst relations Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
12875 12.2.2.1 Establish relationships with agencies Engaging government, regulatory, or industry agencies to establish
relationships. Analyze steps and requirements necessary for
inclusion, if needed.
12876 12.2.2.2 Respond to audit inquiries Cooperating with auditors regarding potential or ongoing inquiries.
12877 12.2.2.3 Maintain documentation of contacts Keeping a repository of documents that contain information about
the network of partners, prospects and customers. Keep records up-
to-date with routine reviews and modify as needed.
11046 12.4.3 Develop and perform preventive law programs Creating and applying programs and activities. Encourage the
adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate
compliance, business planning, and property transactions.
11047 12.4.4 Ensure compliance Ensuring the organization's compliance position. Validate
compliance with different statutes, regulatory directions, and legal
principles (using Establish compliance framework and policies
[17468]). Coordinate with compliance and risk management
personnel.
11053 12.4.4.1 Plan and initiate compliance program Employing an internal system or process to identify and reduce the
risk of breaching the Competition and Consumer Act 2010. Remedy
any breach. Create a culture of compliance. Design compliance
programs.
11054 12.4.4.2 Execute compliance program Implementing the established compliance program in order to meet
the government laws and regulations. Create a compliance team that
scrutinizes the rules set out by government bodies such as the
Securities and Exchange Commission.
11048 12.4.5 Manage outside counsel Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from
subject matter experts and professionals for sourcing expert opinion
and counseling over legal and ethical matters.
11057 12.4.5.2 Engage/retain outside counsel if necessary Recruiting the assistance of outside counsel for any legal and/or
ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
11058 12.4.5.3 Receive strategy/budget Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.
11059 12.4.5.4 Receive work product and manage/monitor case and work Receiving deliverables from outside counsel, and monitoring the
performed efforts committed by them. Track the progress of, collect, and
validate the required work product from the subject matter experts
and professionals engaged as external counsel. Verify the amount of
effort dedicated by these counsels to the issue at hand, in order to
confirm their fees.
11060 12.4.5.5 Process payment for legal services Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
11061 12.4.5.6 Track legal activity/performance Keeping track of the legal activities and performance of the
organization.
11049 12.4.6 Protect intellectual property Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
11063 12.4.6.2 Maintain intellectual property rights and restrictions Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and
restrictions. Outline a clear policy for any possible scenario of their
use by any external agent.
11064 12.4.6.3 Administer licensing terms Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
11065 12.4.6.4 Administer options Managing options regarding licensing agreements. Follow favorable
terms and conditions.
11050 12.4.7 Resolve disputes and litigations Resolving disputes or civil lawsuits internally or externally.
11051 12.4.8 Provide legal advice/counseling Providing legal advice concerning the substance or procedure of a
law in relation to a particular situation.
11052 12.4.9 Negotiate and document agreements/contracts Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.
11014 12.5 Manage public relations program Managing a public relations programs through business and
communications skills.
11066 12.5.1 Manage community relations Developing and administering community relations. Establish
business connections with the people constituting the environment
the organization operates in and draws resources from in order to
foster mutual understanding, trust, and support. Create programs
that promote the organization's image in a positive and community-
oriented way.
16378 13.1 Manage business processes Establishing and administering governance for management of the
processes. Outline and manage the frameworks for management of
the processes. Define the business processes. Administer the
performance of the processes. Enhance the business processes.
16379 13.1.1 Establish and maintain process management governance Defining and managing the organization's approach to governing
business process management. Establish and manage tools to
support the governance process. Assign ownership for all business
processes. Perform activities to administer the governing process.
16380 13.1.1.1 Define and manage governance approach Outlining and managing the methodology for administering
business process management (BPM). Define the method for setting
standards and priorities for BPM efforts. Identify BPM governance
leaders. Define BPM project participants' roles.
16382 13.1.1.3 Assign and support process ownership Assigning resources (employees) ownership of tasks. These include
the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as
increasing profits and performance, reducing costs, and accelerating
schedules.
16383 13.1.1.4 Perform process governance activities Implementing and executing activities for governing business
processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.
16384 13.1.2 Define and manage process frameworks Determining and organizing the structural composition of business
processes. Design, establish, and administer the framework. Identify
any cross-functional processes that are mandatory for achieving
business excellence.
16385 13.1.2.1 Establish and maintain process framework Defining and managing the framework that outlines the required
business processes of the organization, key elements, and how they
should interact. Institute strategy infrastructure and product,
operations, and enterprise management.
16386 13.1.2.2 Identify cross-functional processes Recognizing the different functional areas working on the same
project or goal.
16387 13.1.3 Define processes Outlining and establishing the business processes of the
organization. Scope, analyze, map, and publish processes for the
employees who may require it.
16388 13.1.3.1 Scope processes Defining the extent and limits of business processes. Define the
range and diversity of all the set of activities and tasks that, once
completed, will accomplish an organizational goal.
20140 13.1.3.2.1 Identify published best practices Realizing those practices and procedures that are the most effective
to the success of the business and making that information available.
16390 13.1.3.3 Model and document processes Defining what a business entity does, who is responsible, to what
standard a business process should be completed, and how the
success of a business process can be determined. Identify processes,
gather information gathering, interview participants, map processes,
and perform analysis.
16391 13.1.3.4 Publish processes Disclosing the information available on business processes. Ensure
the availability of the information regarding the business processes
to all process team members, business stakeholders, and process
owners. Use BPM software, as well as business process diagrams
and documents that help depict the required information.
16392 13.1.4 Manage process performance Evaluating and handling the performance of business processes.
Provide training to process owners. Support the execution of
business processes. Measure and report the performance of the
business processes.
16393 13.1.4.1 Provide process training Providing training for the employees and process owners that
administer the business processes. Design internal training programs
or source third party agencies to provide the skills and training
necessary.
16394 13.1.4.2 Support process execution Assisting and executing the business processes. Use business
process execution language (BEPL), which is a standard, executable
language for specifying actions within the business processes with
the use of web services.
16399 13.1.5.3 Perform continuous improvement activities Persistently implementing activities for improving business
processes.
16400 13.2 Manage portfolio, program, and project Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.
16401 13.2.1 Manage portfolio Managing the business portfolio of the organization, including
investments, holdings, products, businesses, and brands. Establish a
portfolio strategy. Define portfolio governance. Monitor and control
the portfolio.
16402 13.2.1.1 Establish portfolio strategy Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.
16404 13.2.1.3 Monitor and control portfolio Overseeing and administering the business portfolio of the
organization. Monitor all activities related to investments, holdings,
products, businesses, and brands by effectively monitoring and
supervising these activities.
16405 13.2.2 Manage programs Establishing, implementing, and managing business programs.
Successfully handle related projects that together constitute a
program. Establish the program structure and approach. Coordinate
with stakeholders and partners. Execute the program. Assess and
report the performance of the program. Coordinate and prioritize
resources across projects. Manage links between the projects and the
overall costs and risks of the program.
16406 13.2.2.1 Establish program structure and approach Constructing and instituting the framework and approach to manage
business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.
16407 13.2.2.2 Manage program stakeholders and partners Managing relationships with stakeholders and partners of the
business programs.
16408 13.2.2.3 Manage program execution Administering and implementing business programs. Implement and
execute programs with the intention of improving an organization's
performance. Execute all the individual projects of the program to
ensure the desired success.
16409 13.2.2.4 Review and report program performance Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such
as desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.
11117 13.2.3.1.1 Identify project requirements and objectives Recognizing and defining what the project is ultimately supposed to
do. Specify the capabilities, features, or attributes of the project's
deliverables, as well as any kind of formal documentation.
16412 13.2.3.1.2 Identify project resource requirements Identifying the prerequisites of business projects. Identify the people
with appropriate and applicable skills and competencies. Locate
resources such as capital, facilities, equipment, material, and
information required to accomplish the objectives of a specific
project.
11118 13.2.3.1.3 Assess culture and readiness for project management approach Evaluating the culture and readiness of the organizational
environment is order to implement the project management
approach.
11120 13.2.3.1.4 Create business case and obtain funding Creating a document that includes the current situation, proposed
solution, financial analysis, conclusion, etc. Convince a decision
maker and investors to approve the project. Obtain funding.
11121 13.2.3.1.5 Develop project measures and indicators Developing procedures and indictors to assess performance of
business projects. Design and develop metrics and indicators--such
as cost, schedule, resources, risk, and quality--that exhibit the
performance of the business projects.
16413 13.2.3.3 Develop project plans Defining the resources and their roles. Identify IT requirements.
Create plans for effective training and communication. Design
reward approaches. Plan the launch of project. Deploy the project.
11123 13.2.3.3.1 Define roles and resources Outlining the resources and their roles in the business projects.
20142 13.2.3.3.2 Acquire/secure project resources Procuring the necessary resources outlined in Define roles and
resources [11123]
11124 13.2.3.3.3 Identify specific IT requirements Determining the IT requirements for specific business projects.
Identify the requirements of computers and telecommunications
equipment to store, retrieve, transmit, and manipulate data related to
the project. Consider factors such as functional requirements, design
requirements, project phases, and project schedule.
11125 13.2.3.3.4 Create training and communication plans Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the
project effectively and efficiently. Offer formal training, mentoring,
or coaching. Initiate informal conversations. Communicate
messages during the project.
11127 13.2.3.3.5 Design recognition and reward approaches Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
11128 13.2.3.3.6 Design and plan launch of project Creating a plan specifying when to initiate the project, and
introducing it to the target audience. Clearly define the project team,
objectives, timelines, and milestone.
11129 13.2.3.3.7 Deploy the project Putting the project into position by effectively bringing it into
action.
11131 13.2.3.4.1 Evaluate impact of project management (strategy and projects) Assessing the impact of business project management on the
on measures and outcomes measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
16415 13.2.3.4.2 Report the status of project Recording and documenting the current status and position of the
project. Record and report items such as completed tasks,
incomplete tasks, planned tasks, and problems faced.
16416 13.2.3.4.3 Manage project scope Determining and documenting a list of specific project goals,
deliverables, tasks, costs, and deadlines. Use the scope statement to
explain the boundaries of the project. Assign responsibilities for
team members. Set up procedures for verifying and approving the
completed tasks.
11132 13.2.3.4.4 Promote and sustain activity and involvement Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
11133 13.2.3.4.5 Realign and refresh project management strategy and Reorganizing and stimulating the approach and strategy for
approaches managing business projects. Make improvements based on the
project scope and on findings from Evaluate the impact of project
management (strategy and projects) on measures and outcomes
[11131].
16417 13.2.3.5 Review and report project performance Measuring the performance of a business project against key
performance indicators including the project scope, schedule,
quality, cost, and risk criteria. Identify any deviations from the plan.
Assess the impact of these deviations on the project, as well as on
the overall program. Report results to key stakeholders.
17471 13.3 Manage enterprise quality Managing organizational attributes that are closely associated with
the quality of output. Determine the quality requirements. Evaluate
the correspondence between the quality performance and
requirements. Manage non-conformance activities. Ensure
implementation and maintenance of the enterprise quality
management system.
17472 13.3.1 Establish quality requirements Determining essential activities, processes, and attributes for
securing enterprise quality. Outline critical characteristics for
quality. Outline activities encouraging the preservation of quality.
Create quality controls. Confirm capabilities in accordance with
quality requirements. Finalize the plan for quality maintenance.
17473 13.3.1.1 Define critical-to-quality characteristics Outlining characteristics crucial for managing enterprise quality.
Translate broad customer needs into specific, actionable,
measurable performance requirements. Define the key measurable
characteristics of key products and processes.
17474 13.3.1.2 Define preventive quality activities Identifying gaps in customer requirements and determining whether
the gap will be mitigated through preventive Quality activities or
deemed as acceptable risk. The goal of any preventive quality
activities is to create provisions to prevent, control, or reduce the
risk of not meeting the CtQCs. In addition, any standard
methodology that will be used to design or conduct preventive
Quality activities are defined and documented.
17475 13.3.1.3 Develop quality controls Developing controls for managing the quality of enterprise. Define
the process steps for quality controls and the sampling plan. Identify
the tools and methods to measure quality. Define the competencies
required.
17476 13.3.1.3.1 Define process steps for controls (or integration points) Establishing the steps for developing quality controls. Conduct
Alpha testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.
17478 13.3.1.3.3 Identify measurement methods Using tools to measure quality. Use tools such as quality
improvement oversight system tool, performance measurement
tools, consumer information models/guides, and validation tools to
effectively determine the quality levels.
17479 13.3.1.3.4 Define required competencies Defining the competencies required for developing quality controls.
Define the required competencies including compliance
management, audit management, and document control and
document management.
17480 13.3.1.4 Prove capability to assess compliance with requirements Demonstrating the ability and capability to confirm and fulfill the
quality requirements in front of customers, managers, employees,
board members, associations, regulatory bodies, and creditors.
Leverage tools and techniques such as process behavior or control
charts, statistical process control, measurement system analysis,
gage calibration management, and process capability analysis.
17481 13.3.1.5 Finalize quality plan Establishing how the critical-to-quality characteristics will be
achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.
17482 13.3.2 Evaluate performance to requirements Analyzing if the performance of the quality plan has achieved the
estimated and desired requirements. Conduct tests against the
quality plan. Assess the results of these tests.
17485 13.3.2.1.2 Record result(s) Maintaining and recording the results of Test against the quality
plan [17483] electronically and in standard formats. Assign
ownership to a designated function or role.
17486 13.3.2.1.3 Determine disposition of result(s) Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
17487 13.3.2.2 Assess results of tests Assessing the significance of the sample. Summarize the results of
the test. Recommend improvement actions. Decide what steps to
take next.
17488 13.3.2.2.1 Assess sample significance Assessing the significance of the sample chosen for the test in order
to determine whether or not the sample is representative of the
larger output or outcome. Determine if the sample meets or does not
meet the requirements. Identify the conditions for acceptance,
rejection, remediation, and prevention.
17489 13.3.2.2.2 Summarize result(s) Outlining the major facts and figures of the quality test results in
order to provide insights and information. Use charts, tables,
statistical test results, and written findings and conclusions in a
summary of results.
17497 13.3.3.5 Close non-conformance Closing nonconformance. Perform all the final processes related to
the nonconformance, including documenting root causes. Document
corrective and preventive actions.
17499 13.3.4.1 Define the quality strategy Outlining the strategy for managing enterprise quality. Define and
formalize quality techniques and standards. Assign responsibilities
for achieving the required quality levels. Standardize the quality
maintenance procedure, tools and techniques, recording and
reporting, the timing of quality maintenance activities, and the roles
and responsibilities for the quality management team.
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals Establishing and effectively deploying the scope, targets, and goals
of EQMS. Define the role of EQMS through
nonconformance/corrective and preventive action, compliance/audit
management, risk management, failure mode and effects analysis,
and statistical process control. Implement EQMS into operational
activities. Define the goals and objectives that are to be achieved by
the EQMS.
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics Recognizing and implementing the processes, controls, and metrics
for maintenance of EQMS. Define the role of EQMS in failure
mode and effects analysis, complaint handling, and advanced
product quality planning. Establish the role of EQMS in evaluating
metrics such as cost of quality, overall equipment effectiveness, on-
time and complete shipments, percentage of products in compliance,
and new product introductions.
17502 13.3.4.4 Develop and document EQMS policies, procedures, standards, Setting the process limits. Gather required information. Align with
and measures other documents and processes. Define the document structure.
17505 13.3.4.6.1 Reward quality excellence Provisioning rewards for achieving quality excellence. Provide
monetary and nonmonetary rewards such as compensation,
vacations, gift cards, and reimbursements to employees in in
recognition of their services, efforts, and achievements in quality
excellence.
17506 13.3.4.6.2 Create and maintain quality partnerships Establishing and maintaining partnerships with third-party sources
to achieve quality excellence. Source and evaluate third-party
sources both public and private to ensure that the most effective and
efficient partnerships are formed.
17507 13.3.4.6.3 Maintain talent capabilities and competencies Maintaining a common denominator for the competency level
within the organization's talent circle. Conduct training sessions,
skill development activities, and quality excellence activities to
ensure that the resources of the organization are competent enough
and have the capabilities to achieve the required level of quality.
17508 13.3.4.6.4 Incorporate EQMS messaging into communication channels Assimilating all the communication related to the EQMS into the
organization's already established communication channels.
17509 13.3.4.6.5 Assure independent EQMS management access to appropriate Ensuring EQMS access to the person in charge of the quality
authority in the organization management process. Establish who has the authority to manage the
EQMS. Ensure access of EQMS to only the person(s) in authority.
11074 13.4 Manage change Planning, designing, and implementing the change. Ensure
improvement in the change process.
11134 13.4.1 Plan for change Crafting a plan for implementing change to the organization's
multiple frameworks, systems, and functional areas. Chart a
schematic plan that gives the organization a foundation to shape its
change efforts.
11138 13.4.1.1 Select process improvement methodology Assessing and choosing methodologies to identify, analyze, and
improve existing processes within an organization to meet new
goals and objective. Assess the various methodologies available
such as process mapping, statistical process control, and simulation.
Choose the most appropriate and effective methodology.
11140 13.4.1.2 Determine stakeholders Identifying and communicating with shareholders affected by the
change. Consider internal and external stakeholders that will be
affected by the change. Determine the amount of influence the
change will have on them. Ensure the involvement of these
stakeholders in the change process by effectively communicating
with them.
11139 13.4.1.3 Assess readiness for change Determining the level of preparedness of the conditions, attitudes,
and resources at all levels in the organization needed for change to
happen successfully. Define scope of the proposed change. Select
the tools for a change readiness assessment.
11142 13.4.1.5 Form design team Preparing a design team for implementing change throughout the
organization.
11143 13.4.1.6 Define scope Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
11144 13.4.1.7 Understand current state Using graphical and statistical tools such as pareto diagrams,
process flow diagrams, cause-and-effect diagrams, check sheets,
histograms, run charts, and scatter diagrams.
11145 13.4.1.8 Define future state Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary
information about the processes, structures, and cultures. Define
resource requirements.
11146 13.4.1.9 Conduct organizational risk analysis Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
11147 13.4.1.10 Assess cultural issues Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's
culture and the aspirations for it. Diagnose cultural activities,
enhance leadership sections. Integrate cultures.
20143 13.4.1.11 Identify impacted groups Recognizing the impact of threats to critical assets. Determine what
groups are impacted by this impact.
20144 13.4.1.12 Determine degree/extent of impact Evaluating the impact of threats to critical assets. Determine what
assets will be impacted by the change.
11151 13.4.1.16 Identify resources and develop measures Recognizing the resource requirements, and developing measures
for change. Identify the financial, material, human, and
informational resources needed to successfully implement the
change. Develop programs, campaigns, etc. for establishing the
change within the organization.
11135 13.4.2 Design the change Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.
11152 13.4.2.1 Assess connection to other initiatives Correlating the change initiative with the other initiatives. Create an
alignment between the goals and objectives of the change process
and that of the other initiatives.
11153 13.4.2.2 Develop change management plans Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.
11155 13.4.2.4 Develop communication plan Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools
for all communications.
20145 13.4.2.5 Assign change champion(s) Utilizing champions that have been trained to carry out needed
changes. Engage champions to communicate roles and
responsibilities for the change.
11156 13.4.2.6 Develop rewards/incentives plan Creating and designing the plan for rewarding the employees
exhibiting the desired behavior. Specify rewards in recognition of
service, effort, or achievement regarding the change, including
bonuses, compensation, stock options, profit sharing, vacations, and
flexible time.
11157 13.4.2.7 Establish change adoption metrics Establishing a system or standard of measurement for measuring the
adoption of the change. Consider activities such as the number of
people who have adopted the change, how quickly have they
adopted, number of unique adopters, and adopters by
teams/divisions.
11158 13.4.2.8 Establish/Clarify new roles Establishing and explaining the new roles to employees. Assign
roles and responsibilities to resources.
11159 13.4.2.9 Identify budget/roles Creating a plan of financial outlay for the newly defined roles.
Determine the amount of capital the organization is willing to invest
in effectuating these new roles, how would the roles be financed,
and what would comprise the ROI from these flows. Coordinate
personnel responsible for change management and the finance
division.
11160 13.4.3.1 Create commitment for improvement/change Kindling an organization wide commitment for effectuating the
change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.
11161 13.4.3.2 Reengineer business processes and systems Restructuring, redesigning, repurposing, and/or retrofitting existing
business processes, activities, and frameworks in order to effectuate
the desired change. Review pertinent processes from the ground up
by starting with the desired result. (Build on Select a process
improvement methodology [11138] to create business processes that
perfectly fit with the road map for change.)
11162 13.4.3.3 Support transition to new roles or exit strategies for incumbents Supporting the transition of personnel to new roles and the dismissal
of any existing employees, necessitated for the desired change.
Create an on-boarding process for seamlessly transitioning
personnel to new roles. Offer orientation and training. Address any
concerns. Create a structured procedure for the discharge of
incumbents from their positions.
11163 13.4.3.4 Monitor change Monitoring activities in the change process in order to assess the
performance of individual agents and the process as a whole.
Oversee the implementation of activities needed for effectuating the
change. Track the pace, impact, enthusiasm, reaction, and feedback
over the change process.
20146 13.4.3.5 Report on change Reporting on the outcome of the change. Document changes and the
impact those changes had on critical assets. Share findings with
those within the target audience: those impacted by the change,
change champions, stakeholders, etc.
11137 13.4.4 Sustain improvement Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of re-
engineered business processes. Identify best practices and potential
issues. Effectuate remedial steps.
11100 13.5.1.1 Develop governance model with roles and accountability Developing a structure for the governance of the organization's
collective knowledge. Gather, maintain, and make accessible the
collective knowledge base. Develop a standard procedure for the
conservation and perpetuation of the organization's knowledge.
Create policies for the usage and maintenance of this knowledge.
Establish specialized roles.
11102 13.5.1.2 Define roles and accountability of core group versus operating Clearly determining the roles and responsibilities of all personnel
units involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.
11105 13.5.1.5 Develop core KM methodologies Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
11106 13.5.1.6 Assess IT needs and engage IT function Determining the IT needs for developing the knowledge
management strategy, and collaborating with the IT function to
implement the strategy. Assess requirements for technologies such
as computer hardware, software, electronics, semiconductors,
internet, and telecommunications equipment in order to effectively
build and implement the strategy for knowledge management.
11107 13.5.1.7 Develop training and communication plans Creating plans for KM training plans and conveying the knowledge
management strategy within the organization. Create training
programs, sessions, and activities in order to familiarize employees
and management with the concept of knowledge management.
11108 13.5.1.8 Develop change management approaches Creating approaches for effectively administering the changes in
knowledge management. Design an approach that transforms
individuals, teams, and the organization to a desired future state
represented by the change.
11109 13.5.1.9 Develop strategic measures and indicators Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
11075 13.6.1.1 Create enterprise measurement systems model Developing a model for organization's management systems.
Develop a high-level measurement system to track performance
across the enterprise or in specific functions or business units.
Determine which processes to measure, which measures to use, how
often to measure, and measurement targets. Review strategic
decisions about how to best measure an organization.
11076 13.6.1.2 Measure process efficiency Evaluating the efficiency of the organization's processes. Adapt
evaluation to the activities and business components being
measured. (Unlike process Measure staff productivity [11078],
process Measures outcomes [11076] [e.g., how much of X is
produced within X time period].) Measure a manufacturing process,
for example, according to number of units produced per FTE or
number of "high quality" units produced.
11078 13.6.1.4 Measure staff productivity Evaluating the productivity of employees. Measure activities
performed to determine where automation could increase
productivity. Identify differences between the productivity of
employee groups. Evaluate the quality of work.
11079 13.6.1.5 Measure cycle time Measuring how long it takes to perform certain processes or cycles
of action. Select measures of customer response time, invoicing,
order to cash, etc. (Actions taken based on the measurement
typically exist as activities within process group Manage change
[11074] or within the other function specific categories. For
example, if measures indicate that the invoicing cycle is taking too
long or is inconsistent, the resulting actions would take place within
process Invoice the customer [10742].)
11072 13.6.2 Benchmark performance Comparing organizational performance internally or externally with
other organizations.
11083 13.6.2.1 Conduct performance assessments Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
11084 13.6.2.2 Develop benchmarking capabilities Improving an organization's ability to compare its performance
internally or externally, and maintaining benchmarking relationships
with other organizations. Train staff in benchmarking. Develop
technological solutions or other materials to aid benchmarking
efforts. Consult with external entities to gain knowledge or tools to
help benchmark.
11085 13.6.2.3 Conduct internal process and external competitive Benchmarking internal processes and against external competitors.
benchmarking
10270 13.6.3.1 Establish appropriate performance indicators (metrics) Designing key measures that analyze and interpret how effectively
the business is achieving its objectives.
10271 13.6.3.2 Establish monitoring frequency Deciding on the appropriate amount of supervisions that are needed
to effectively assess the performance of business plans.
20148 13.6.3.3 Collect performance data Consolidating acquired metrics and trends. Provide data that can be
benchmarked against historical data.
10272 13.6.3.4 Calculate performance measures Measuring the performance of process planning. Quantify the
performance, record results of the performance tests, and report
them to the appropriate authority.
10273 13.6.3.5 Identify performance trends Recognizing the trends in performance. Carefully and strategically
assess the results in order to effectively spot the trends.
10274 13.6.3.6 Analyze performance against benchmark data Evaluating the gaps between achieved and benchmarked
performance. Analyze how performance differs from the optimal or
expected performance.
10275 13.6.3.7 Prepare reports Creating reports that systematically record and represent the
performance planning. Construct a detailed report specifying the
performance, and include indicators such as the performance gaps,
performance trends, and analysis.
10276 13.6.3.8 Develop performance improvement plan Using performance indicators to report, analyze, and create a
detailed performance improvement plan to bridge the performance
gaps.
11180 13.7.1 Determine environmental health and safety impacts Determining the impact of EHS offering--and the procedures it
employs to process them--on the environment at large, as well as the
health and safety of employees. Evaluate the environmental impact
of the organization's products, services, and operations. Conduct
health, safety, and environmental audits.
11186 13.7.1.1 Evaluate environmental impact of products, services, and Evaluating the impact of offerings and the auxiliary operations
operations required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
11187 13.7.1.2 Conduct health and safety and environmental audits Conducting an inspection to verify that the organization adequately
complies with the environmental, health, and safety standards. Audit
procedures and records regarding responsibility for the environment,
health, and safety.
11181 13.7.2 Develop and execute functional EHS program Identify the requirements for regulation and shareholders. Assess
future risks and opportunities. Develop a policy for the EHS
program. Record and manage EHS program events.
11188 13.7.2.1 Identify regulatory and stakeholder requirements Determining any protocols or standards to comply with, set by
regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.
11189 13.7.2.2 Assess future risks and opportunities Evaluating any risks and opportunities that might affect the
environmental, health, and safety of products/services. Leverage
techniques such as cost-benefit analysis, trend extrapolation,
systems analysis, social surveys, historical surveys, historical
analogy, Delphi, conferences, workshops, briefings, hearings,
advisory committees, moot courts, artistic judgment, on-site field
investigation, scaling techniques, and scenario creation.
11191 13.7.2.4 Record and manage EHS events Recording and managing all events and activities associated with
complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.
11182 13.7.3 Train and educate functional employees Conducting programs such as on-the-job training sessions, group
training workshops, and online training.
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide support Reporting any issues or problems with EHS to the stakeholders.
This includes management, creditors, directors, employees,
government agencies, shareholders, suppliers, and unions. Provide
support to them.
11183 13.7.4 Monitor and manage functional EHS management program Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
11193 13.7.4.1 Manage EHS costs and benefits Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
11194 13.7.4.2 Measure and report EHS performance Using performance techniques and indicators. Utilize number of
audits or inspections performed, safety committee meetings, the
number and types of findings and observations, timely preventive
maintenance tasks performed, etc.
11196 13.7.4.3 Implement emergency response program Implementing a program for organizing, coordinating, and directing
available resources to respond to the event. Conduct a risk
assessment to identify potential emergency scenarios in order to
create a program that ensures that resources are on hand--or quickly
available--in case of emergencies.
11195 13.7.4.5 Provide employees with EHS support Supporting employees in light of the organization's environmental,
health, and safety policies and standards. Provide medical insurance,
maternity leave, environmental education, training over safety, etc.
20959 13.8 Develop, Manage, and Deliver Analytics Creating new and improving existing analytical capabilities to
enhance data management pipeline.
20960 13.8.1 Develop and manage hypotheses Creating theories that explain empirical data. Use the hypotheses to
guide feature selection in the process of data collection.
20961 13.8.2 Collect data Gathering and harvesting structured and unstructured data from
disparate sources. Clean and pre-process data. Remove duplicates.
Convert to a uniform format to make records comparable.
20962 13.8.3 Analyze data Conducting data analysis. Choose statistical algorithms that best
reveal patterns and trends in the data. Compare with hypotheses and
time series forecasts. Determine error rates and significant outliers.
20963 13.8.4 Report on data Summarizing and documenting the results of data analysis. Create
graphs and visualizations to illustrate numerical findings to make
them more accessible to readers.
20964 13.8.5 Identify remedial actions Determining the steps that need to be taken to correct the
shortcomings.
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026 Budget for research and development (R&D) as a
percentage of revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100253 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100256 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100259 Average project cost of existing product/service
improvements and extensions from start of design
and develop product/service process through
support product manufacturing or service
delivery process
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100262 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273 Average project cost of new product/service
developments from start of design and develop
product/service process through support product
manufacturing or service delivery process
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406 Compounded annual growth rate of R&D costs
over the past three reporting periods
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425 Cost of existing product/service extension
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100427 Cost of existing product/service extension
opportunities per product/service extensions
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429 Cost of existing product/service improvement
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431 Cost of existing product/service improvement
opportunities per product/service improvement
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100447 Cost of new product/service development
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694 Engineering change order (ECO) costs as a
percentage of the total new product development
cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101558 Outsourced cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491 Other cost to generate new product/service ideas
per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694 Overhead cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764 Percentage growth in R&D cost from three
reporting periods prior
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929 Personnel cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687 Total cost to generate new product/service ideas
per concept in the pre-design phase that is an
existing product/service improvement or
extension
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103689 Total cost to generate new product/service ideas
per completely new product/service concept
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115 Research and development (R&D) budget per
R&D FTE
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103139 Research and development (R&D) cost per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103141 Research and development (R&D) cost related to
new product development projects per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143 Research and development (R&D) cost related to
product improvements and extensions per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286 Systems cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368 Systems cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142 Total R&D cost as a percentage of revenue (three
reporting periods prior)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146 Total R&D cost per business entity employee for
the current reporting period
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105229 Equipment cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105230 Material cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105231 Internal personnel cost to perform the function
"develop and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105232 Internal systems cost to perform the function
"develop and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105233 Outsourced cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105234 Internal overhead cost to perform the function
"develop and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105235 Other costs to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105236 Fixed cost to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105237 Variable cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105239 Total annual cost of poor quality per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105461 Total cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105511 Research and development (R&D) cost per newly
launched product/service
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105512 Equipment cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105513 Material cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105514 Internal personnel cost to perform the function
"develop and manage products and services" per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105515 Internal systems cost to perform the function
"develop and manage products and services" per
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105517 Internal overhead cost to perform the function
"develop and manage products and services" per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105518 Other cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105519 Fixed cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105520 Variable cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105527 Total cost to perform the function "develop and
manage products and services" per FTE
(including external)
10003 2.0 Develop and Manage Products and Services Cycle Time 100193 Average design cycle time in days for all
products
10003 2.0 Develop and Manage Products and Services Cycle Time 100379 Average time-to-market in days for all products
(including product improvements and extensions)
10003 2.0 Develop and Manage Products and Services Cycle Time 100381 Average time-to-profitability in months for
existing product/service improvement and
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100383 Average time-to-profitability in months for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100656 Cycle time in days from the start of the design
and develop products/services process through
the completion of the test market for
products/services for existing product/service
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100664 Cycle time in days from start of design and
develop product/service through completion of
test market product/service for existing
product/service improvement and extension
projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100665 Cycle time in days from start of design and
develop product/service through completion of
test market product/service for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103466 Time-to-market in days for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103468 Average time-to-profitability in months for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103476 Time-to-market in days for new product/service
development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 107272 Average design-to-launch time, in months, for
product platforms
10003 2.0 Develop and Manage Products and Services Cycle Time 107273 Average design-to-launch time, in months, for
completely new products
10003 2.0 Develop and Manage Products and Services Cycle Time 107274 Average design-to-launch time, in months, for
new product variants
10003 2.0 Develop and Manage Products and Services Cycle Time 107275 Average design-to-launch time, in months, for
new software-enabled features for existing
products
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275 Average team size in FTEs for existing
product/service extension projects per $1 billion
revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100278 Average team size in FTEs for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100281 Average team size in FTEs for existing
product/service improvement projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100284 Average team size in FTEs for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187 Average design and develop hours for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100190 Average design and develop hours for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100946 Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100950 Number of existing product/service improvement
and extension projects per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101238 Number of FTEs for product development phases
per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100236 Average percentage variance from budget for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100239 Average percentage variance from budget for
existing product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100242 Average percentage variance from budget for
new product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100198 Average generate new ideas hours for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100204 Average generate new ideas hours for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 101353 Number of concepts in the pre-design phase that
are new product/service developments per
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101357 Number of new product/service development
projects per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101359 Number of new product/service opportunities
generated per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101387 Number of product/service improvements
generated per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 103123 Ratio of the number of projects to concepts in the
pre-design phase for existing product/service
extensions and improvements
10003 2.0 Develop and Manage Products and Services Process Efficiency 103124 Ratio of the number of projects to concepts in the
pre-design phase for new product/service
developments
10003 2.0 Develop and Manage Products and Services Process Efficiency 103125 Ratio of the total numbers of projects to pre-
design concepts
10003 2.0 Develop and Manage Products and Services Process Efficiency 102308 Percentage of new product/service development
projects launched on budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 102526 Percentage of revenue from product/services
launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 101979 Percentage of existing product/service extension
projects launched on budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 101982 Percentage of existing product/service extension
projects launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101985 Percentage of existing product/service
improvement and extension projects launched on
budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 101987 Percentage of existing product/service
improvement and extension projects launched on
time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754 Percentage of new idea development from
internal sources
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381 Number of product/service extensions generated
per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 107264 Percentage of revenue from completely new
products/services launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 107265 Percentage of revenue from existing
product/service improvements launched in the
past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 107266 Percentage of new products, including planned
variants, launched on time
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463 Number of research and development (R&D)
FTEs per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Staff Productivity 102644 Percentage of employees tasked with at least one
innovation goal
10003 2.0 Develop and Manage Products and Services Staff Productivity 100948 Number of existing product/service improvement
and extension projects per FTE involved from the
start of the design and develop products/services
process through the support product
manufacturing or service delivery process
10003 2.0 Develop and Manage Products and Services Staff Productivity 101378 Number of product/service extensions generated
per generate new product/service ideas FTE
10003 2.0 Develop and Manage Products and Services Staff Productivity 101355 Number of new product/service development
projects per FTE involved from the start of the
design and develop products/services process
through the support product manufacturing or
service delivery process
10003 2.0 Develop and Manage Products and Services Staff Productivity 101350 Number of new product/service development
concepts per FTE that performs the phase
'generate new product/service ideas'
10003 2.0 Develop and Manage Products and Services Staff Productivity 101384 Number of product/service improvements
generated per generate new product/service ideas
FTE
10003 2.0 Develop and Manage Products and Services Supplemental 101998 Percentage of external ideas from
Information clients/customers
10003 2.0 Develop and Manage Products and Services Supplemental 102458 Percentage of R&D cost related to new product
Information development projects
10003 2.0 Develop and Manage Products and Services Supplemental 102460 Percentage of R&D cost related to product
Information improvements and extensions
10003 2.0 Develop and Manage Products and Services Supplemental 104141 Research and development (R&D) cost as a
Information percentage of revenue
10003 2.0 Develop and Manage Products and Services Supplemental 104401 Percentage of new ideas from external sources
Information
10004 3.0 Market and Sell Products and Services Cost Effectiveness 107350 Organization's current learning budget per
marketing employee
10004 3.0 Market and Sell Products and Services Cost Effectiveness 107351 Organization's learning budget per marketing
employee 12 months ago
10004 3.0 Market and Sell Products and Services Process Efficiency 107360 Organization's average conversion rate
10004 3.0 Market and Sell Products and Services Process Efficiency 107361 Organization's average conversion rate measured
12 months ago
10004 3.0 Market and Sell Products and Services Process Efficiency 107298 Net promoter score measured 12 months ago
10004 3.0 Market and Sell Products and Services Process Efficiency 107299 Percentage change in net promoter score
attributable to AI over the past 12 months
10004 3.0 Market and Sell Products and Services Process Efficiency 104725 Net Promoter Score
10004 3.0 Market and Sell Products and Services Process Efficiency 104210 Value of sales order line items not fulfilled due to
stockouts per $1 million revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 101918 Percentage of customer accounts set up for
electronic data interchange (EDI)
10004 3.0 Market and Sell Products and Services Process Efficiency 102289 Marketing, sales, and R&D FTEs as a percentage
of total business entity FTEs
10004 3.0 Market and Sell Products and Services Process Efficiency 101833 Percentage of active customers who transact via
an electronic marketplace
10004 3.0 Market and Sell Products and Services Process Efficiency 104485 Number of marketing FTEs per $1 billion
revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 100511 Customer retention rate
10004 3.0 Market and Sell Products and Services Supplemental 107352 Percentage change in learning budget per
Information marketing employee over the past 12 months
attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107353 Percentage change in customer retention rate over
Information the past 12 months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107336 Business entity revenue per sales FTE
Information
10004 3.0 Market and Sell Products and Services Supplemental 107342 Percentage change in marketing FTEs
Information
10004 3.0 Market and Sell Products and Services Supplemental 107343 Percentage of FTEs added/hired in the past 12
Information months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107344 Percentage of FTEs eliminated/redeployed in the
Information past 12 months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107345 Percentage of marketing FTEs with skill
Information requirement changes in the past 12 months
10004 3.0 Market and Sell Products and Services Supplemental 107346 Percentage of marketing FTEs with skill
Information requirement changes in the past 12 months driven
by the adoption of AI
10004 3.0 Market and Sell Products and Services Supplemental 107347 Average number of days per marketing employee
Information currently dedicated to learning
10004 3.0 Market and Sell Products and Services Supplemental 107348 Average number of days per marketing employee
Information dedicated to learning 12 months ago
10004 3.0 Market and Sell Products and Services Supplemental 107349 Percentage change in average number of learning
Information days per marketing FTE attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 102345 Revenue received from email orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102347 Revenue received from fax and mail orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102351 Revenue received from orders through other
Information methods as a percentage of total business entity
revenue
10004 3.0 Market and Sell Products and Services Supplemental 102353 Revenue received from telephone orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102355 Revenue received from WAP orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 104733 Percentage of customers targeted through
Information campaigns using the website channel
10004 3.0 Market and Sell Products and Services Supplemental 104734 Percentage of customers targeted through
Information campaigns using the mobile application channel
10004 3.0 Market and Sell Products and Services Supplemental 104735 Percentage of customers targeted through
Information campaigns using the search engine marketing
channel
10004 3.0 Market and Sell Products and Services Supplemental 104736 Percentage of customers targeted through
Information campaigns using the social media channel
10004 3.0 Market and Sell Products and Services Supplemental 101831 Percentage of active customers that are profitable
Information
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 107205 Total North American HR shared services center
cost per employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106545 Selling, general, and administrative (SGA) costs
per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106404 Personnel cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106408 Outsourced cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106459 Personnel cost to perform the HR function per
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106464 Overhead and other cost of the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106465 Overhead and other cost of the HR function per
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106466 Overhead and other cost of the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106353 Total cost to perform the HR function as a
percentage of selling, general, and administrative
(SGA) costs
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105357 Total cost of the North American HR shared
services center as a percentage of revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105358 Total North American HR shared services center
cost per customer (employees + retirees)
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105398 North American HR shared service center in-
house cost per North American center transaction
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105399 North American HR shared service center in-
house cost per North American center
call/inquiry
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103486 Total budget for the HR function per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103487 Total budget for the HR function per business
entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103488 Budget for the HR function per business entity
employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103489 Total business entity personnel cost per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104132 Personnel cost for the business entity per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104133 Personnel cost to perform the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104135 Personnel cost to perform the HR function per
business entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104136 Personnel cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104164 Systems cost to perform the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104165 Systems cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104042 Internal cost to perform HR administration
activities per $1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104043 Internal cost to perform HR administration
activities per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104721 Overhead and other cost of the HR function as a
percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103555 Total cost to perform the HR function per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103564 Total cost to perform the HR function per HR
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103566 Total cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100195 Average fully loaded salary for middle
management or specialists
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100196 Average fully loaded salary for operational
workers or office staff
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100197 Average fully loaded salary for senior
management or executives
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100132 Personnel cost of temporary staff/contractor per
temporary staff/contractor
10007 7.0 Develop and Manage Human Capital Process Efficiency 101031 Number of FTEs that perform HR administration
activities per $1 billion revenue
10007 7.0 Develop and Manage Human Capital Staff Productivity 107206 Total employees served by HR shared services
center per total HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106733 Total company employees served per payroll
processing employee headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106734 Total company employees served per HR shared
services payroll CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106032 Total company employees per employee relations
specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106033 Total company employees per recruiting/staffing
specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106034 Total company employees per training
administration specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106035 Total number of job requisitions handled per
recruiting/staffing specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106038 Employee satisfaction index
10007 7.0 Develop and Manage Human Capital Staff Productivity 105390 Number of Tier 1 HR shared service organization
employees per Tier 1 manager/supervisor
10007 7.0 Develop and Manage Human Capital Staff Productivity 105391 Tier 1 transaction volume per Tier 1 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105392 Tier 1 call/inquiry volume per Tier 1 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105393 Number of Tier 2 HR shared service organization
employees per Tier 2 manager/supervisor
10007 7.0 Develop and Manage Human Capital Staff Productivity 105395 Tier 2 call/inquiry volume per Tier 2 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105359 Total company employees served per North
American HR shared services center
recruiting/staffing specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105360 Total requisitions per North American HR shared
services center recruiting/staffing specialist
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105361 Total hires handled per North American HR
shared services center recruiting/staffing
specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105362 Total company employees served per North
American HR shared services center workforce
administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105364 Total company employees served per North
American HR shared services center leave of
absence administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105365 Total company employees served per North
American HR shared services center employee
relations specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105366 Self-service transaction volume per employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105367 Self-service inquiry per employee for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105368 Self-service transaction volume per employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105369 Self-service inquiry per employee for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105371 Self-service inquiry per employee for Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105372 Self-service transaction volume per employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105373 Self-service inquiry per employee for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105374 Self-service transaction volume per employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105375 Self-service inquiry per employee for Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105376 Self-service transaction volume per employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105377 Self-service inquiry per employee for Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105378 Self-service transaction volume per employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105380 Total company employees served per HR shared
services center HR business partner headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105381 Total company employees served per HR shared
services center HR generalist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105382 Total company employees served per HR shared
services center HR administrator headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105383 Total company employees served per HR shared
services center field HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105384 Number of transactions per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105385 Number of calls/inquiries per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105387 Number of retirees served per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105273 Number of transactions per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105274 Number of calls/inquiries per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105275 Number of employees served per Center 1
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105276 Number of retirees served per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105277 Number of transactions per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105278 Number of calls/inquiries per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105279 Number of employees served per Center 2
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105280 Number of retirees served per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105282 Number of calls/inquiries per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105283 Number of employees served per Center 3
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105284 Number of retirees served per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105285 Number of transactions per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105286 Number of calls/inquiries per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105287 Number of employees served per Center 4
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105288 Number of retirees served per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105289 Number of transactions per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105290 Number of calls/inquiries per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105291 Number of employees served per Center 5
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105293 Number of transactions per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105294 Number of calls/inquiries per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105295 Number of employees served per Center 6
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105296 Number of retirees served per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105297 Number of transactions per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105298 Number of calls/inquiries per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105299 Number of employees served per Center 7
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105300 Number of retirees served per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105301 Total company employees served per HR shared
services center tier 1 headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105303 Total customers (employees + retirees) served by
HR shared services center per total HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105304 Total company employees served per HR shared
services center HRIS headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105305 Total company employees served per HR shared
services center talent acquisition CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105306 Total company employees served per HR shared
services center talent management CoE
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105307 Total company employees served per HR shared
services center compensation CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105309 Total company employees served per HR shared
services center employee and labor relations CoE
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105311 Tier 1 employees per Tier 1 manager/supervisors
for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105312 Transaction volume per Tier 1 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105313 Call/inquiry volume per Tier 1 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105314 Tier 1 employees per Tier 1 manager/supervisors
for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105315 Transaction volume per Tier 1 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105316 Call/inquiry volume per Tier 1 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105318 Transaction volume per Tier 1 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105319 Call/inquiry volume per Tier 1 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105320 Tier 1 employees per Tier 1 manager/supervisors
for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105321 Transaction volume per Tier 1 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105322 Call/inquiry volume per Tier 1 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105323 Tier 1 employees per Tier 1 manager/supervisors
for Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105324 Transaction volume per Tier 1 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105325 Call/inquiry volume per Tier 1 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105327 Transaction volume per Tier 1 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105328 Call/inquiry volume per Tier 1 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105329 Tier 1 employees per Tier 1 manager/supervisors
for Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105330 Transaction volume per Tier 1 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105331 Call/inquiry volume per Tier 1 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105332 Tier 2 employees per Tier 2 manager/supervisors
for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105333 Transaction volume per Tier 2 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105334 Call/inquiry volume per Tier 2 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105336 Transaction volume per Tier 2 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105337 Call/inquiry volume per Tier 2 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105338 Tier 2 employees per Tier 2 manager/supervisors
for Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105339 Transaction volume per Tier 2 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105340 Call/inquiry volume per Tier 2 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105341 Tier 2 employees per Tier 2 manager/supervisors
for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105342 Transaction volume per Tier 2 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105343 Call/inquiry volume per Tier 2 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105345 Transaction volume per Tier 2 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105346 Call/inquiry volume per Tier 2 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105347 Tier 2 employees per Tier 2 manager/supervisors
for Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105348 Transaction volume per Tier 2 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105349 Call/inquiry volume per Tier 2 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105350 Tier 2 employees per Tier 2 manager/supervisors
for Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105351 Transaction volume per Tier 2 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105352 Call/inquiry volume per Tier 2 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 101368 Number of operational workers/office staff
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943 Number of business entity employees per HR
function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 100487 Number of business entity employees per FTE in
HR administration
10007 7.0 Develop and Manage Human Capital Staff Productivity 101335 Number of middle management/specialists
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Supplemental 101435 Total cost for the learning management system as
Information a percentage of the total cost to perform the HR
function
10007 7.0 Develop and Manage Human Capital Supplemental 101441 Operational workers/office staff as a percentage
Information of total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 101963 Percentage of business entity employees who are
Information 60 years old or greater
10007 7.0 Develop and Manage Human Capital Supplemental 101964 Percentage of business entity employees who are
Information at least 25 but less than 30 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101965 Percentage of business entity employees who are
Information at least 30 but less than 35 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101967 Percentage of business entity employees who are
Information at least 40 but less than 45 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101968 Percentage of business entity employees who are
Information at least 45 but less than 50 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101969 Percentage of business entity employees who are
Information at least 50 but less than 55 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101970 Percentage of business entity employees who are
Information at least 55 but less than 60 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101971 Percentage of business entity employees who are
Information less than 25 years old
10007 7.0 Develop and Manage Human Capital Supplemental 102301 Percentage of middle management/specialists that
Information are female
10007 7.0 Develop and Manage Human Capital Supplemental 100861 Middle management/specialists as a percentage
Information of total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 101873 Percentage of business entity employees with 15
Information years of tenure or more
10007 7.0 Develop and Manage Human Capital Supplemental 101874 Percentage of business entity employees with 20
Information years of tenure or more
10007 7.0 Develop and Manage Human Capital Supplemental 101876 Percentage of business entity employees with less
Information than 1 year of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 101877 Percentage of business entity employees with less
Information than 5 years of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 102081 Percentage of FTEs who perform the HR function
Information that do not directly report to the HR organization
10007 7.0 Develop and Manage Human Capital Supplemental 100060 Personnel cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 100028 Other cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Develop and Manage Human Capital Supplemental 100043 Outsourced cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 100045 Overhead cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Develop and Manage Human Capital Supplemental 104562 Percentage of total employees who are remote
Information employees
10007 7.0 Develop and Manage Human Capital Supplemental 102618 Percentage of senior management/executives that
Information are female
10007 7.0 Develop and Manage Human Capital Supplemental 102330 Percentage of operational workers/office staff
Information that are female
10007 7.0 Develop and Manage Human Capital Supplemental 104114 Personnel cost for middle management or
Information specialist as a percentage of total business entity
personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 104130 Personnel cost for operational workers or office
Information staff as a percentage of total business entity
personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 103176 Senior management/executives as a percentage of
Information total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 104154 Personnel cost for senior management or
Information executive employees as a percentage of total
business entity personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 105353 HR service center employee turnover for North
Information American shared services center
10007 7.0 Develop and Manage Human Capital Supplemental 105388 Self-service transaction volume per HR shared
Information service organization employee
10007 7.0 Develop and Manage Human Capital Supplemental 105356 Portal hits per 1,000 employees for North
Information American HR shared services center
10007 7.0 Develop and Manage Human Capital Supplemental 107380 Percentage of positions for data science, digital
Information skills and other specialty IT skills filled by
internal reskilling versus external recruitment for
the past 3 years
10007 7.0 Develop and Manage Human Capital Supplemental 106339 Average span of control for the HR function
Information
10007 7.0 Develop and Manage Human Capital Supplemental 106039 Employees who perform the function "develop
Information and manage human capital" as a percentage of
total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 106036 Total number of HR service center portal hits per
Information 1,000 company employees
10012 12.0 Manage External Relationships Cost Effectiveness 106527 Total cost to perform the legal services function
as a percentage of selling, general, and
administrative cost (SG&A)
10012 12.0 Manage External Relationships Staff Productivity 106526 Total number of legal services FTEs per $1
billion revenue
10012 12.0 Manage External Relationships Supplemental 106520 Percentage of contracts management FTEs that
Information perform "other contracts management function
processes”
10012 12.0 Manage External Relationships Supplemental 106538 Percentage of legal services FTEs that perform
Information other legal services processes
10012 12.0 Manage External Relationships Supplemental 106529 Percentage of legal services FTEs that perform
Information the process "conduct board activities"
10012 12.0 Manage External Relationships Supplemental 106530 Percentage of legal services FTEs that perform
Information the process "manage regulatory activities"
10012 12.0 Manage External Relationships Supplemental 106531 Percentage of legal services FTEs that perform
Information the processes "manage, prepare, and review
contracts"
10012 12.0 Manage External Relationships Supplemental 106532 Percentage of legal services FTEs that perform
Information the process "manage litigation and dispute
resolution"
10012 12.0 Manage External Relationships Supplemental 106533 Percentage of legal services FTEs that perform
Information the process "manage outside counsel"
10012 12.0 Manage External Relationships Supplemental 106535 Percentage of legal services FTEs that perform
Information the process "oversee corporate governance"
10017 1.1.1 Assess the external environment Supplemental 101747 Percentage of your organization's revenue growth
Information over the past three years due to acquisitions
10018 1.1.2 Survey market and determine customer needs and Process Efficiency 106127 Actual Open-to-buy retail inventory as a
wants percentage of planned retail inventory
10061 2.1.1 Manage product and service portfolio Supplemental 105242 Growth or decline of the count of active finished
Information products/SKUs over the past three years
10061 2.1.1 Manage product and service portfolio Supplemental 105243 Growth or decline of the count of active raw
Information products/SKUs over the past three years
10062 2.3 Develop products and services Cost Effectiveness 103512 Total cost to develop and manage products and
services per project that exits or completes the
test market products/services phase
10062 2.3 Develop products and services Cost Effectiveness 103924 Total cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase
10062 2.3 Develop products and services Cost Effectiveness 105529 Average project cost of existing product/service
improvements and extensions from the start and
finish of the process group "develop products and
services"
10062 2.3 Develop products and services Cost Effectiveness 105505 Total cost to perform the process group "develop
products and services" per $1,000 revenue
10062 2.3 Develop products and services Cost Effectiveness 105507 Total cost to perform the process group "develop
products and services" per product/service project
10062 2.3 Develop products and services Cycle Time 105530 Cycle time in days for new product/service
development projects from the start of the
process "design and prototype products and
services" to the end of the process "test market
for new or revised products and services"
10062 2.3 Develop products and services Cycle Time 105528 Cycle time in days for existing product/service
improvement and extension projects from the
start of the process "design and prototype
products and services" to the end of the process
"test market for new or revised products and
services"
10062 2.3 Develop products and services Process Efficiency 103119 Ratio of projects that enter the design and
develop products/services phase to projects that
enter the test market products/services phase
10062 2.3 Develop products and services Process Efficiency 103120 Ratio of projects that enter the test market
products/services phase to projects that exit or
complete the test market products/services phase
10062 2.3 Develop products and services Staff Productivity 105508 Number of product/service projects per FTE
(including external) that performs the process
group "develop products and services"
10063 2.1.1.1 Evaluate performance of existing Supplemental 105762 Market opportunity for the telecommunications
products/services against market opportunities Information business entity in US Dollars
10101 3.1 Understand markets, customers, and capabilities Supplemental 104740 Percentage of customers using your business
Information entity's website for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104741 Percentage of customers using social media for
Information information gathering on your business entity's
products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104742 Percentage of customers using mobile
Information applications for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104743 Percentage of customers using traditional face-to-
Information face contact for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104744 Percentage of customers using indirect marketing
Information for information gathering on your business
entity's products/services
10102 3.2 Develop marketing strategy Process Efficiency 102525 Percentage of revenue attributed to customers
who made first purchase of the brand
10102 3.2 Develop marketing strategy Process Efficiency 101660 Relative change in brand performance over the
past three years
10102 3.2 Develop marketing strategy Process Efficiency 101928 Percentage of customers who can name brand in
unaided recall test
10102 3.2 Develop marketing strategy Process Efficiency 100810 Key customer growth
10102 3.2 Develop marketing strategy Process Efficiency 100813 Key customer profitability
10102 3.2 Develop marketing strategy Process Efficiency 100816 Key customer retention rate
10102 3.2 Develop marketing strategy Process Efficiency 100479 Customer wallet share
10102 3.2 Develop marketing strategy Process Efficiency 100480 Market share
10103 3.4 Develop sales strategy Cost Effectiveness 100027 Budget for sales as a percentage of revenue
10105 3.5 Develop and manage sales plans Cycle Time 104636 Average sales cycle time in calendar days from
the time the lead/opportunity is identified and the
sale is closed
10105 3.5 Develop and manage sales plans Process Efficiency 100213 Average monthly sales forecast error within a
product family
10105 3.5 Develop and manage sales plans Staff Productivity 106145 Average daily retail shoppers to brick-and-mortar
retail store staff ratio
10105 3.5 Develop and manage sales plans Supplemental 102530 Sales FTEs as a percentage of total business
Information entity FTEs
10106 3.1.1 Perform customer and market intelligence Supplemental 106159 Customer lifetime value
analysis Information
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751 Average return on investment on website channel
marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104752 Average return on investment on mobile
application channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104754 Average return on investment on social media
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104755 Average return on investment on traditional face-
to-face channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104756 Average return on investment on indirect
marketing (billboards, print, broadcasting
(radio/TV)) channel marketing/sales campaigns
10129 3.4.1 Develop sales forecast Process Efficiency 104838 Average monthly national/global forecast error
measured by the mean absolute percentage error
(MAPE)
10129 3.4.1 Develop sales forecast Supplemental 105867 Percentage of all of retail store units sold at full
Information price in the past year
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105796 Average cost to acquire a telecommunications
customer
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105797 Average cost to retain a telecommunications
customer
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 103165 Sales budget per sales FTE
10132 3.4.4 Establish sales goals and measures Process Efficiency 106120 Like for Like (LFL) retail sales growth
10133 3.4.5 Establish customer management measures Cycle Time 106147 Average time in minutes from queue to till in
brick-and-mortar retail stores
10148 3.3.1 Establish goals, objectives, and metrics for Cycle Time 106131 Average time in minutes a user spends on the
products/services by channel/segment retail website
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106132 Retail website bounce rate
products/services by channel/segment
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100859 Marketing budget per marketing FTE
10149 3.3.2 Establish marketing budgets Supplemental 105825 Percentage of total annual marketing budget that
Information is personnel related (compensation and benefits)
10149 3.3.2 Establish marketing budgets Supplemental 105826 Percentage of total annual marketing budget that
Information is not related to personnel (compensation and
benefits)
10149 3.3.2 Establish marketing budgets Supplemental 105827 Percentage of total annual marketing budget
Information allocated to digital marketing - website design,
management, and optimization
10149 3.3.2 Establish marketing budgets Supplemental 105828 Percentage of total annual marketing budget
Information allocated to digital marketing - mobile app
design, management, and optimization
10149 3.3.2 Establish marketing budgets Supplemental 105829 Percentage of total annual marketing budget
Information allocated to digital marketing - digital content
creation (e.g., videos, games)
10149 3.3.2 Establish marketing budgets Supplemental 105830 Percentage of total annual marketing budget
Information allocated to digital marketing - virtual events
(e.g., webinars)
10149 3.3.2 Establish marketing budgets Supplemental 105831 Percentage of total annual marketing budget
Information allocated to digital marketing - search engine
optimization (seo) and paid search / pay per click
(ppc)
10149 3.3.2 Establish marketing budgets Supplemental 105833 Percentage of total annual marketing budget
Information allocated to digital marketing - mobile marketing
other than apps (e.g., text/multimedia messages)
10149 3.3.2 Establish marketing budgets Supplemental 105834 Percentage of total annual marketing budget
Information allocated to digital marketing - email marketing
10149 3.3.2 Establish marketing budgets Supplemental 105835 Percentage of total annual marketing budget
Information allocated to digital marketing - social media
engagement
10149 3.3.2 Establish marketing budgets Supplemental 105836 Percentage of total annual marketing budget
Information allocated to digital marketing - other
10149 3.3.2 Establish marketing budgets Supplemental 105837 Percentage of total annual marketing budget
Information allocated to non-digital content creation
10149 3.3.2 Establish marketing budgets Supplemental 105838 Percentage of total annual marketing budget
Information allocated to physical events (e.g., trade shows)
10149 3.3.2 Establish marketing budgets Supplemental 105839 Percentage of total annual marketing budget
Information allocated to traditional media advertising and
sponsorships - print media
10149 3.3.2 Establish marketing budgets Supplemental 105840 Percentage of total annual marketing budget
Information allocated to traditional media advertising and
sponsorships - television/radio media
10149 3.3.2 Establish marketing budgets Supplemental 105841 Percentage of total annual marketing budget
Information allocated to traditional media advertising and
sponsorships - other media (e.g., billboards)
10149 3.3.2 Establish marketing budgets Supplemental 105842 Percentage of total annual marketing budget
Information allocated to non-digital direct marketing - direct
postal mail
10153 3.3.5 Track customer management measures Supplemental 104631 Percentage of business entity's growth in
Information revenues from the top twenty percent of
customers
10153 3.3.5 Track customer management measures Supplemental 105791 Telecommunications customer churn rate
Information
10182 3.5.1 Manage leads/opportunities Process Efficiency 105811 Cart abandonment rate for telecommunications
10182 3.5.1 Manage leads/opportunities Process Efficiency 105808 Percentage of inbound calls to the
telecommunications call center that are turned
into potential revenue opportunities
10182 3.5.1 Manage leads/opportunities Supplemental 105824 Percentage of customers who are inactive
Information customers
10184 3.5.2 Manage customer sales calls Process Efficiency 106133 E-commerce sales conversion rate for the retail
website
10184 3.5.2 Manage customer sales calls Process Efficiency 102456 Percentage of qualified leads where the sale is
closed
10184 3.5.2 Manage customer sales calls Process Efficiency 102339 Percentage of order inquiry contacts received
through new (such as digital/electric) channels
10184 3.5.2 Manage customer sales calls Staff Productivity 104769 Number of active customers per sales FTE
10185 3.5.7 Manage sales orders Cost Effectiveness 101550 Outsourced cost to perform the process "manage
sales orders" per $1,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 100126 Average cost per sales order for orders received
through new channels
10185 3.5.7 Manage sales orders Cost Effectiveness 100129 Average cost per sales order for orders received
through traditional channels
10185 3.5.7 Manage sales orders Cost Effectiveness 100134 Average cost to resolve a service-after-sales
request for contact centers or similar remote
assistance channel
10185 3.5.7 Manage sales orders Cost Effectiveness 100136 Average cost to resolve a service-after-sales
request for the customer self-service channel
10185 3.5.7 Manage sales orders Cost Effectiveness 100138 Average cost to resolve a service-after-sales
request for on-site visits
10185 3.5.7 Manage sales orders Cost Effectiveness 102947 Personnel cost to perform the process "manage
sales orders" as a percentage of the total cost to
perform the process
10185 3.5.7 Manage sales orders Cost Effectiveness 102948 Personnel cost to perform the process "manage
sales orders" per process FTE
10185 3.5.7 Manage sales orders Cost Effectiveness 102853 Personnel cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.7 Manage sales orders Cost Effectiveness 101485 Other cost to perform the process "manage sales
orders" per $1,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 101726 Overhead cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10185 3.5.7 Manage sales orders Cost Effectiveness 101661 Overhead cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.7 Manage sales orders Cost Effectiveness 101639 Outsourced cost to perform the process "manage
sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per call contact
10185 3.5.7 Manage sales orders Cost Effectiveness 101623 Outsourced cost to perform the process "manage
sales orders" as a percentage of the total cost to
perform the process
10185 3.5.7 Manage sales orders Cost Effectiveness 103276 Systems cost to perform the process "manage
sales orders" per $100,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 103988 Total cost to perform the process "manage sales
orders" per sales order line item
10185 3.5.7 Manage sales orders Cost Effectiveness 103523 Total cost of the customer order management
function per function FTE
10185 3.5.7 Manage sales orders Cost Effectiveness 103527 Total cost of the customer order management
function per sales order
10185 3.5.7 Manage sales orders Cost Effectiveness 103497 Total cost to perform the processes "manage sales
orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer
10185 3.5.7 Manage sales orders Cost Effectiveness 103498 Total cost to perform the processes "manage sales
orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10185 3.5.7 Manage sales orders Cost Effectiveness 103656 Total cost to perform the process "manage sales
orders" per process FTE
10185 3.5.7 Manage sales orders Cost Effectiveness 103660 Total cost to perform the process "manage sales
orders" per $1,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 103664 Total cost to perform the process "manage sales
orders" per sales order placed
10185 3.5.7 Manage sales orders Cost Effectiveness 105608 Annual personnel cost savings through sales
order processing automation for the process
"manage sales orders" per $1 billion revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 105609 Total cost to perform the process "manage sales
orders" as percentage of selling, general, and
administration costs
10185 3.5.7 Manage sales orders Cycle Time 107424 Cycle time in days to perform the process
"manage sales orders"
10185 3.5.7 Manage sales orders Cycle Time 105605 Cycle time in hours before automation from the
time a sales order is received until the time
manufacturing/logistics is notified
10185 3.5.7 Manage sales orders Cycle Time 105606 Cycle time in hours after automation from the
time a sales order is received until the time
manufacturing/logistics is notified
10185 3.5.7 Manage sales orders Cycle Time 100509 Cycle time in hours from receipt of customer
order to completing order preparation
10185 3.5.7 Manage sales orders Cycle Time 100170 Cycle time in hours from the time a sales order is
received until the time manufacturing/logistics is
notified
10185 3.5.7 Manage sales orders Process Efficiency 102588 Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
10185 3.5.7 Manage sales orders Process Efficiency 102743 Percentage of sales order line items placed
through EDI
10185 3.5.7 Manage sales orders Process Efficiency 102827 Percentage of sales orders delivered on time
(three reporting periods prior)
10185 3.5.7 Manage sales orders Process Efficiency 101799 Number of FTEs who perform order entry/order
processing as a percentage of total FTEs for the
"manage sales orders" process
10185 3.5.7 Manage sales orders Process Efficiency 102101 Inbound calls for the process "manage sales
orders" as a percentage of total inbound calls
10185 3.5.7 Manage sales orders Process Efficiency 102552 Percentage of sales order line items delivered on
time
10185 3.5.7 Manage sales orders Process Efficiency 102560 Percentage of sales order line items requiring no
human intervention to create, modify, or fulfill
10185 3.5.7 Manage sales orders Process Efficiency 102563 Percentage of sales orders transacted via a portal
10185 3.5.7 Manage sales orders Process Efficiency 102566 Percentage of sales orders received through new
(such as digital/electronic) channels
10185 3.5.7 Manage sales orders Process Efficiency 100976 Number of FTEs that perform the customer order
management function per $1 billion revenue
10185 3.5.7 Manage sales orders Process Efficiency 100731 First contact resolution rate for inquiries on
existing orders and service-after-sales requests
10185 3.5.7 Manage sales orders Process Efficiency 101014 Number of FTEs that perform the process
"manage sales orders" per $1 billion revenue
10185 3.5.7 Manage sales orders Process Efficiency 106022 Percentage of sales order line items placed
through WAP
10185 3.5.7 Manage sales orders Process Efficiency 106023 Percentage of sales order line items placed
through direct connection to system
10185 3.5.7 Manage sales orders Process Efficiency 106024 Percentage of sales order line items placed
through e-mail
10185 3.5.7 Manage sales orders Process Efficiency 106025 Percentage of sales order line items placed
through fax and mail
10185 3.5.7 Manage sales orders Process Efficiency 106026 Percentage of sales order line items placed
through telephone
10185 3.5.7 Manage sales orders Process Efficiency 106027 Percentage of sales order line items placed
through other methods
10185 3.5.7 Manage sales orders Process Efficiency 105189 Percentage of sales orders received through non-
digital channels (such as face-to-face, phone
calls, fax, post)
10185 3.5.7 Manage sales orders Process Efficiency 104195 Value of sales order line items not fulfilled due to
production capacity or stockouts as a percentage
of revenue
10185 3.5.7 Manage sales orders Process Efficiency 104640 Cross-sell/up-sell close rate
10185 3.5.7 Manage sales orders Staff Productivity 102529 Percentage of sales force that made their
quotas/targets in the last 12-month reporting
period
10185 3.5.7 Manage sales orders Staff Productivity 101404 Number of sales order line items per FTE that
performs the process "manage sales orders"
10185 3.5.7 Manage sales orders Supplemental 101698 Overhead cost to perform the process "manage
Information sales orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 101495 Other cost to perform the process "manage sales
Information orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 102008 Percentage of finance function FTEs allocated to
Information the process "manage sales orders"
10185 3.5.7 Manage sales orders Supplemental 102531 Percentage of sales order line items changed after
Information initial order placement through direct connection
to the system
10185 3.5.7 Manage sales orders Supplemental 102533 Percentage of sales order line items changed after
Information initial order placement through electronic data
interchange (EDI)
10185 3.5.7 Manage sales orders Supplemental 102535 Percentage of sales order line items changed after
Information initial order placement through e-mail
10185 3.5.7 Manage sales orders Supplemental 102539 Percentage of sales order line items changed after
Information initial order placement through other methods
10185 3.5.7 Manage sales orders Supplemental 102541 Percentage of sales order line items changed after
Information initial order placement through telephone
10185 3.5.7 Manage sales orders Supplemental 102543 Percentage of sales order line items changed after
Information initial order placement through the internet
10185 3.5.7 Manage sales orders Supplemental 102545 Percentage of sales order line items changed after
Information initial order placement through WAP
10185 3.5.7 Manage sales orders Supplemental 102708 Percentage of total sales order line items not
Information fulfilled due to lack of production
capacity/stockouts
10185 3.5.7 Manage sales orders Supplemental 102712 Percentage of sales orders not fulfilled due to
Information lack of production capacity/stockouts
10185 3.5.7 Manage sales orders Supplemental 104803 Systems cost of the process "Manage sales
Information orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 104804 Overhead and other cost to perform the process
Information "manage sales orders" as a percentage of total
process cost
10185 3.5.7 Manage sales orders Supplemental 104805 Outsourced cost of the process "Manage sales
Information orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 104745 Percentage of total annual sales revenue
Information attributable to sales completed on your business
entity's website
10185 3.5.7 Manage sales orders Supplemental 104746 Percentage of total annual sales revenue
Information attributable to sales completed on social media
10185 3.5.7 Manage sales orders Supplemental 104750 Percentage of total annual sales revenue
Information attributable to sales completed through digital
channels other than social media, website, or
mobile applications
10185 3.5.7 Manage sales orders Supplemental 104153 Total revenue per sales order
Information
10185 3.5.7 Manage sales orders Supplemental 104352 Percentage of sales order line items changed by
Information the customer following initial order entry
10185 3.5.7 Manage sales orders Supplemental 104527 Inbound contacts for the process "manage sales
Information orders" as a percentage of total inbound contacts
10185 3.5.7 Manage sales orders Supplemental 102568 Percentage of sales orders changed by the
Information customer after the initial order placement
10185 3.5.7 Manage sales orders Supplemental 105607 Percentage effect of sales order processing
Information automation on overall profitability
10185 3.5.7 Manage sales orders Supplemental 106129 E-commerce sales as a percentage of retail sales
Information
10186 3.5.8 Manage sales force Staff Productivity 104634 Sales force turnover rate
10193 3.5.2.4 Record outcome of sales process Process Efficiency 106122 Retail sell through rate
10193 3.5.2.4 Record outcome of sales process Supplemental 106124 Annual percentage change in average retail
Information basket size
10195 3.5.7.2 Collect and maintain account information Process Efficiency 105569 Percentage of customer accounts set up for
automatic cash application
10196 3.5.7.3 Determine availability Process Efficiency 106157 Retail on-shelf/in-stock availability rate
10197 3.5.7.4 Determine fulfillment process Cycle Time 105795 Average time in days to move a
telecommunications customer from acquisition to
activation
10198 3.5.7.5 Enter orders into system Supplemental 105246 Percentage of total annual revenue that is
Information generated from up-sell/cross-selling services
associated with product purchases
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104795 Personnel cost to perform the process group
"Plan for and align supply chain resources" per
process group FTE
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104796 Personnel cost to perform the process group "plan
for and align supply chain resources" per $1,000
revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104798 Overhead and other costs to perform the process
group "plan for and align supply chain resources"
per $100,000 revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104799 Outsourced cost to perform the process group
"plan for and align supply chain resources" per
$1,000 revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104779 Percentage of the total cost of the supply chain
function allocated to the process group "Plan for
and align supply chain resources"
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104785 Total cost to perform the process group "plan for
and align supply chain resources" per $1,000
revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 103477 Total cost of quality per $100,000 revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 100788 Inventory carrying cost per $1,000 revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 100654 Demand/supply planning costs per $1,000
revenue
10215 4.1 Plan for and acquire necessary resources Process Efficiency 104175 Forecast accuracy as a percentage of units
shipped
10215 4.1 Plan for and acquire necessary resources Process Efficiency 104194 Forecast accuracy as a percentage of value
shipped
10215 4.1 Plan for and acquire necessary resources Staff Productivity 104775 Number of products (SKUs) per FTE that
performs the process group "plan for and align
supply chain resources"
10215 4.1 Plan for and acquire necessary resources Staff Productivity 104193 Value added productivity per employee
10215 4.1 Plan for and acquire necessary resources Staff Productivity 101218 Number of FTEs that perform the process group
"plan for and align supply chain resources" per
$1 billion revenue
10216 4.2 Procure materials and services Cost Effectiveness 106493 Total annual systems cost to perform the
procurement process group per $100,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106494 Total annual overhead cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106495 Total annual outsourced cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106496 Total annual other cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106498 Systems cost to perform the procurement process
group per process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106499 Total annual overhead cost to perform the
procurement process group per process group
FTE
10216 4.2 Procure materials and services Cost Effectiveness 106501 Total annual other cost to perform the
procurement process group per procurement
process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106123 Annual percentage change in savings in Goods
Not For Resale (GNFR)
10216 4.2 Procure materials and services Cost Effectiveness 100475 Cost to source per $1,000 total revenue
10216 4.2 Procure materials and services Cost Effectiveness 103993 Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)
10216 4.2 Procure materials and services Cost Effectiveness 103994 Total cost to perform the process group "procure
materials and services" as a percentage of
revenue
10216 4.2 Procure materials and services Cost Effectiveness 103997 Total cost to perform the process group "procure
materials and services" per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 104002 Total cost to perform the procurement process
group per process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 104004 Total cost to perform the procurement process
group per purchase order
10216 4.2 Procure materials and services Cost Effectiveness 104005 Total cost to perform the procurement process
group per purchase order line item
10216 4.2 Procure materials and services Cost Effectiveness 103387 Systems cost of the procurement process group as
a percentage of total cost of the process group
10216 4.2 Procure materials and services Cost Effectiveness 104780 Percentage of the total cost of the supply chain
function allocated to the process group "Procure
materials and services"
10216 4.2 Procure materials and services Cost Effectiveness 106015 Total cost to perform the process group "procure
materials and services" per business entity
employee
10216 4.2 Procure materials and services Cycle Time 106474 Average cycle time in days for sourcing events
for the procurement process group
10216 4.2 Procure materials and services Cycle Time 106475 Average cycle time in days to establish a contract
with a supplier
10216 4.2 Procure materials and services Cycle Time 106476 Average cycle time in days to set up a supplier in
the procurement system
10216 4.2 Procure materials and services Cycle Time 107252 Average procure-to-pay cycle time in days for
goods
10216 4.2 Procure materials and services Cycle Time 105457 Average procure-to-pay cycle time in days for
services
10216 4.2 Procure materials and services Cycle Time 100322 Average supplier lead time in days on purchased
materials
10216 4.2 Procure materials and services Cycle Time 100642 Days payable
10216 4.2 Procure materials and services Cycle Time 103188 Source Cycle Time
10216 4.2 Procure materials and services Cycle Time 103094 Average procure-to-pay cycle time in days
10216 4.2 Procure materials and services Process Efficiency 107315 Total annual cost takeout savings per $500
million purchases
10216 4.2 Procure materials and services Process Efficiency 106490 Manual transmission rate for direct materials and
services purchase orders
10216 4.2 Procure materials and services Process Efficiency 106491 Manual transmission rate for indirect materials
and services purchase orders
10216 4.2 Procure materials and services Process Efficiency 106480 Net Promoter Score (NPS) of the procurement
function stakeholders
10216 4.2 Procure materials and services Process Efficiency 104251 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
revenue
10216 4.2 Procure materials and services Process Efficiency 104118 Number of active vendors in the master file per
$1 million purchases
10216 4.2 Procure materials and services Process Efficiency 103199 Strategic suppliers as a percentage of all active
suppliers
10216 4.2 Procure materials and services Process Efficiency 102822 Percentage of total purchases procured via
maverick buying
10216 4.2 Procure materials and services Process Efficiency 102703 Percentage of total number of goods receipts
received without item and quantity verification
10216 4.2 Procure materials and services Process Efficiency 102705 Percentage of total number of items purchased
and received failing inspection (incoming
material quality)
10216 4.2 Procure materials and services Process Efficiency 102426 Percentage of purchase orders approved
electronically
10216 4.2 Procure materials and services Process Efficiency 102428 Percentage of purchase orders received complete
10216 4.2 Procure materials and services Process Efficiency 102415 Percentage of purchase order line items received
complete
10216 4.2 Procure materials and services Process Efficiency 102419 Percentage of purchase order line items received
damage free
10216 4.2 Procure materials and services Process Efficiency 102422 Percentage of purchase order line items
transacted using e-procurement enabled catalogue
suppliers
10216 4.2 Procure materials and services Process Efficiency 102450 Percentage of purchase value transacted via an
electronic marketplace
10216 4.2 Procure materials and services Process Efficiency 102452 Percentage of purchase value transacted via a
private electronic marketplace
10216 4.2 Procure materials and services Process Efficiency 102454 Percentage of purchase value transacted via a
public electronic marketplace
10216 4.2 Procure materials and services Process Efficiency 102648 Percentage of supplier orders received by original
request date (on time)
10216 4.2 Procure materials and services Process Efficiency 101861 Percentage of purchase value from certified
vendors
10216 4.2 Procure materials and services Process Efficiency 101768 Percentage of total value of goods and services
purchased from top ten suppliers
10216 4.2 Procure materials and services Process Efficiency 100385 Transaction amount per purchase order
10216 4.2 Procure materials and services Staff Productivity 106018 Number of business entity employees per FTE
that performs the process group "procure
materials and services"
10216 4.2 Procure materials and services Staff Productivity 104129 Number of purchase orders processed per FTE
that performs the process group "procure
materials and services"
10216 4.2 Procure materials and services Staff Productivity 104117 Number of active suppliers in vendor master file
per procurement process group FTE
10216 4.2 Procure materials and services Staff Productivity 104139 Total purchase value (spend, in thousands of
dollars) per FTE that performs the process group
"procure materials and services"
10216 4.2 Procure materials and services Supplemental 101867 Percentage of value of purchased material that is
Information received from vendors that participate in vendor-
managed inventory programs
10216 4.2 Procure materials and services Supplemental 100774 Indirect materials and services value as a
Information percentage of total value of purchases
10216 4.2 Procure materials and services Supplemental 100673 Direct materials and services value as a
Information percentage of total value of purchases
10216 4.2 Procure materials and services Supplemental 102804 Percentage of value of supplier certified
Information purchased material
10216 4.2 Procure materials and services Supplemental 102716 Percentage of total value of materials and
Information services purchases included in total cost of
ownership model
10216 4.2 Procure materials and services Supplemental 102746 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
other
10216 4.2 Procure materials and services Supplemental 102754 Percentage of total value of purchases allocated
Information among the following submission method:
electronic data interchange
10216 4.2 Procure materials and services Supplemental 102758 Percentage of total value of purchases allocated
Information among the following submission method: fax
10216 4.2 Procure materials and services Supplemental 102762 Percentage of total value of purchases allocated
Information among the following submission method: internet
10216 4.2 Procure materials and services Supplemental 102766 Percentage of total value of purchases allocated
Information among the following submission method: mail
10216 4.2 Procure materials and services Supplemental 102770 Percentage of total value of purchases allocated
Information among the following submission method:
telephone
10216 4.2 Procure materials and services Supplemental 102774 Percentage of total value of purchases allocated
Information among the following submission method:
wireless application protocol
10216 4.2 Procure materials and services Supplemental 102778 Percentage of total value of direct materials and
Information services purchased outside of country
10216 4.2 Procure materials and services Supplemental 102424 Percentage of purchase order line items
Information transacted via a portal
10216 4.2 Procure materials and services Supplemental 102659 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: procurement cards
10216 4.2 Procure materials and services Supplemental 102663 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: individual purchase orders
10216 4.2 Procure materials and services Supplemental 105166 Percentage of unique suppliers who are active
Information suppliers
10216 4.2 Procure materials and services Supplemental 105161 Number of items received by the business entity
Information per procurement process group FTE
10216 4.2 Procure materials and services Supplemental 102432 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to internal purchasing
department
10216 4.2 Procure materials and services Supplemental 102435 Percentage of purchase requisition line items
Information allocated among the following request method:
other
10216 4.2 Procure materials and services Supplemental 102438 Percentage of purchase requisition line items
Information allocated among the following request method:
paper
10216 4.2 Procure materials and services Supplemental 102441 Percentage of purchase requisition line items
Information allocated among the following request method:
telephone request direct to internal purchasing
department
10216 4.2 Procure materials and services Supplemental 102447 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to vendor
10216 4.2 Procure materials and services Supplemental 102404 Percentage of procurement process group staff
Information with formal training in negotiations
10216 4.2 Procure materials and services Supplemental 102405 Percentage of procurement process group staff
Information with over three years of purchasing operations
experience
10216 4.2 Procure materials and services Supplemental 102406 Percentage of procurement process group staff
Information with over three years of strategic
sourcing/commodity management experience
10216 4.2 Procure materials and services Supplemental 104199 Value of materials and services per $1,000
Information revenue
10216 4.2 Procure materials and services Supplemental 104724 Ratio of purchases to revenue
Information
10216 4.2 Procure materials and services Supplemental 104895 Percentage of spend that is processed by the
Information business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.2 Procure materials and services Supplemental 104896 Percentage of transactions that are processed by
Information the business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.2 Procure materials and services Supplemental 105987 Direct materials and services value as a
Information percentage of cost of goods sold
10216 4.2 Procure materials and services Supplemental 106483 Percentage of procurement costs allocated to
Information direct materials and services purchases
10216 4.2 Procure materials and services Supplemental 106484 Percentage of procurement costs allocated to
Information indirect materials and services purchases
10216 4.2 Procure materials and services Supplemental 106485 Total annual personnel cost to perform the
Information procurement process group as a percentage of the
total process group cost
10216 4.2 Procure materials and services Supplemental 106486 Total annual systems cost to perform the
Information procurement process group as a percentage of the
total process group cost
10216 4.2 Procure materials and services Supplemental 106487 Total annual overhead cost to perform the
Information procurement process group as a percentage of the
total process group cost
10216 4.2 Procure materials and services Supplemental 106488 Total annual outsourced cost to perform the
Information procurement process group as a percentage of the
total process group cost
10216 4.2 Procure materials and services Supplemental 106489 Total annual other cost to perform the
Information procurement process group as a percentage of the
total process group cost
10216 4.2 Procure materials and services Supplemental 106469 Typical achieved savings rate delivered on
Information sourcing events/projects
10216 4.2 Procure materials and services Supplemental 106470 Percentage of procurement process group FTEs
Information associated with direct materials and services
10216 4.2 Procure materials and services Supplemental 106471 Percentage of procurement process group FTEs
Information associated with indirect materials and services
10216 4.2 Procure materials and services Supplemental 106472 Percentage of purchase orders associated with
Information direct materials and services
10216 4.2 Procure materials and services Supplemental 106473 Percentage of purchase orders associated with
Information indirect materials and services
10216 4.2 Procure materials and services Supplemental 106477 Average payment days for negotiated payment
Information terms
10218 6.6 Deliver service to customers Cost Effectiveness 104791 Total cost to perform the process group "deliver
service to customer" per $1 billion revenue
10218 6.6 Deliver service to customers Cost Effectiveness 104782 Percentage of the total cost of the supply chain
function allocated to the process group "Deliver
service to customer"
10218 6.6 Deliver service to customers Cost Effectiveness 100471 Cost to deliver per $1,000 total revenue
10218 6.6 Deliver service to customers Supplemental 104190 Upside Supply Chain Adaptability
Information
10218 6.6 Deliver service to customers Supplemental 104191 Upside Supply Chain Flexibility
Information
10218 6.6 Deliver service to customers Supplemental 100683 Downside Supply Chain Adaptability
Information
10222 4.1.2 Manage demand for products and services Process Efficiency 107397 Average monthly demand forecast accuracy
10222 4.1.2 Manage demand for products and services Process Efficiency 107398 Average monthly demand forecast accuracy
measured 12 months ago
10222 4.1.2 Manage demand for products and services Process Efficiency 107399 Percentage change in monthly forecast accuracy
over the past 12 months attributed to AI
10241 4.1.2.4 Measure demand forecast accuracy Process Efficiency 100737 Forecast accuracy one planning period prior to
production run
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102904 Personnel cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103266 Systems cost to perform the process "develop
sourcing strategies" per $100,000 revenue
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103271 Systems cost to perform the process "develop
sourcing strategies" per $100,000 purchases
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103644 Total cost to perform the process "develop
sourcing strategies" per $1,000 purchases
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103650 Total cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104471 Overhead cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104472 Other cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104473 Outsourced cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 105173 Total cost to perform the process "develop
sourcing strategies" per process FTE
10277 4.2.1 Develop sourcing strategies Process Efficiency 100666 Number of FTEs that perform the process
"develop sourcing strategies" as a percentage of
procurement process group FTEs
10277 4.2.1 Develop sourcing strategies Process Efficiency 101011 Number of FTEs that perform the process
"develop sourcing strategies" per $1 billion
revenue
10277 4.2.1 Develop sourcing strategies Staff Productivity 106424 Number of FTEs dedicated to retail buying and
merchandising activities per $1 billion revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 106511 Total cost to perform the contracts management
function as a percentage of revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 105177 Total cost to perform the process "select suppliers
and develop/maintain contracts" per process FTE
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104477 Overhead cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104478 Other cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103358 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103895 Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103901 Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
purchases
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103025 Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103029 Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 104250 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 106525 Number of new projects managed per contracts
management FTE
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 101138 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion purchases
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 103171 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs
10278 4.2.2 Select suppliers and develop/maintain contracts Staff Productivity 106509 Total number of contracts management FTEs per
$1 billion revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Supplemental 105194 Total cost to perform the process "develop
Information sourcing strategies" as a percentage of total
procurement process group cost
10278 4.2.2 Select suppliers and develop/maintain contracts Supplemental 106519 Percentage of contracts management FTEs that
Information perform the process "perform project closing
activities"
10278 4.2.2 Select suppliers and develop/maintain contracts Supplemental 106513 Percentage of contracts management FTEs that
Information perform the processes "draft, negotiate, and
execute contracts and perform project and project
team initiation"
10278 4.2.2 Select suppliers and develop/maintain contracts Supplemental 106516 Percentage of contracts management FTEs that
Information perform the processes "develop, maintain, and
monitor the corporate contract management
system"
10279 4.2.3 Order materials and services Cost Effectiveness 102978 Personnel cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.3 Order materials and services Cost Effectiveness 102979 Personnel cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.3 Order materials and services Cost Effectiveness 103790 Total cost to perform the process "order materials
and services" per $1,000 revenue
10279 4.2.3 Order materials and services Cost Effectiveness 103791 Total cost to perform the process "order materials
and services" per $1,000 purchases
10279 4.2.3 Order materials and services Cost Effectiveness 103797 Total cost to perform the process "order materials
and services" per purchase order
10279 4.2.3 Order materials and services Cost Effectiveness 103799 Total cost to perform the process "order materials
and services" per purchase order line item
10279 4.2.3 Order materials and services Cost Effectiveness 103321 Systems cost to perform the process "order
materials and services" per $100,000 revenue
10279 4.2.3 Order materials and services Cost Effectiveness 104474 Overhead cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.3 Order materials and services Cost Effectiveness 104475 Other cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.3 Order materials and services Cost Effectiveness 104476 Outsourced cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.3 Order materials and services Cost Effectiveness 105174 Total cost to perform the process "order materials
and services" per process FTE
10279 4.2.3 Order materials and services Cost Effectiveness 105158 Overhead cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.3 Order materials and services Cost Effectiveness 105159 Other cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.3 Order materials and services Cost Effectiveness 105160 Outsourced cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.3 Order materials and services Cost Effectiveness 105167 Personnel cost to perform the process "order
materials and services" per process FTE
10279 4.2.3 Order materials and services Cycle Time 104915 Average cycle time (in calendar days) from
requisition creation to requisition approval
10279 4.2.3 Order materials and services Process Efficiency 101455 Number of FTEs that perform the process "order
materials and services" as a percentage of
procurement process group FTEs
10279 4.2.3 Order materials and services Process Efficiency 101071 Number of FTEs that perform the process "order
materials and services" per $1 billion purchases
10279 4.2.3 Order materials and services Process Efficiency 101074 Number of FTEs that perform the process "order
materials and services" per $1 billion revenue
10279 4.2.3 Order materials and services Staff Productivity 105162 Number of purchase requisition line items
processed per "order materials/services" FTE
10279 4.2.3 Order materials and services Staff Productivity 101391 Number of purchase order line items processed
per FTE that performs the process "order
materials and services"
10279 4.2.3 Order materials and services Supplemental 105204 Total cost to perform the process "select suppliers
Information and develop/maintain contracts" as a percentage
of total procurement process group cost
10279 4.2.3 Order materials and services Supplemental 105206 Total cost to perform the process "order materials
Information and services" as a percentage of total
procurement process group cost
10279 4.2.3 Order materials and services Supplemental 105208 Personnel cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.3 Order materials and services Supplemental 105209 Systems cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.3 Order materials and services Supplemental 105210 Overhead cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.3 Order materials and services Supplemental 105211 Other cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.3 Order materials and services Supplemental 104917 Percentage of purchase orders that go through a
Information formal notification/acceptance process with
supplier
10279 4.2.3 Order materials and services Supplemental 104918 Value of materials purchases as a percentage of
Information total purchases
10279 4.2.3 Order materials and services Supplemental 104919 Value of services purchases as a percentage of
Information total purchases
10279 4.2.3 Order materials and services Supplemental 104920 Value of EPC or EPCM purchases as a
Information percentage of total purchases
10279 4.2.3 Order materials and services Supplemental 104921 Value of other purchases as a percentage of total
Information purchases
10279 4.2.3 Order materials and services Supplemental 104897 Purchases made through P-card as a percentage
Information of total purchase value
10279 4.2.3 Order materials and services Supplemental 104898 Purchases made through T&E card as a
Information percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104899 Purchases made through invoice only (non-
Information purchase order) as a percentage of total purchase
value
10279 4.2.3 Order materials and services Supplemental 104900 Purchases made through purchase order - internal
Information catalog as a percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104901 Purchases made through purchase order - external
Information catalog as a percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104902 Purchases made through purchase order - "hands
Information on" as a percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104904 Purchases made through other channels as a
Information percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104909 Purchases made through purchase order - external
Information catalog as a percentage of total invoice volume
10279 4.2.3 Order materials and services Supplemental 104910 Purchases made through purchase order - "hands
Information on" as a percentage of total invoice volume
10279 4.2.3 Order materials and services Supplemental 104912 Purchases made through other channels as a
Information percentage of total invoice volume
10279 4.2.3 Order materials and services Supplemental 104913 Percentage of purchase orders that link directly to
Information a contracted price loaded in the company's
system or external catalog
10279 4.2.3 Order materials and services Supplemental 104914 Percentage of purchase order line items that are
Information systematically created with no manual
involvement or intervention by a buyer
10280 4.2.4 Manage suppliers Cost Effectiveness 105170 Total cost to perform the process "manage
suppliers" per process FTE
10280 4.2.4 Manage suppliers Cost Effectiveness 104480 Overhead cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.4 Manage suppliers Cost Effectiveness 104481 Other cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.4 Manage suppliers Cost Effectiveness 103568 Total cost to perform the process "manage
suppliers" per $1,000 purchases
10280 4.2.4 Manage suppliers Cost Effectiveness 103572 Total cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.4 Manage suppliers Cost Effectiveness 103224 Systems cost to perform the process "manage
suppliers" per $100,000 purchases
10280 4.2.4 Manage suppliers Cost Effectiveness 103229 Systems cost to perform the process "manage
suppliers" per $100,000 revenue
10280 4.2.4 Manage suppliers Cost Effectiveness 102863 Personnel cost to perform the process "manage
suppliers" per $1,000 purchases
10280 4.2.4 Manage suppliers Cost Effectiveness 102867 Personnel cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.4 Manage suppliers Cost Effectiveness 100474 Cost to return to supplier per $1,000 total revenue
10280 4.2.4 Manage suppliers Cycle Time 106128 Average time in days to resolve retail supply
related issues with quality
10280 4.2.4 Manage suppliers Process Efficiency 100985 Number of FTEs that perform the process
"manage suppliers" per $1 billion purchases
10280 4.2.4 Manage suppliers Process Efficiency 100102 Number of FTEs that perform the process
"manage suppliers" as a percentage of
procurement process group FTEs
10280 4.2.4 Manage suppliers Process Efficiency 104840 Supplier first-pass quality yield
10280 4.2.4 Manage suppliers Supplemental 105207 Total cost to perform the process "manage
Information suppliers" as a percentage of total procurement
process group cost
10295 4.2.3.4 Create/Distribute purchase orders Staff Productivity 105551 Total number of purchase orders placed per
finance shared services center employee
responsible for creating/distributing purchase
orders
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105035 Total cost to perform the process "record receipt
of goods" per thousand barrel of oil equivalent
(BOE) net production
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105036 Total cost to perform the process "record receipt
of goods" per gross operated producing well
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105037 Total cost to perform the process "record receipt
of goods" per mile of pipe
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105038 Total cost to perform the process "record receipt
of goods" per thousand barrels throughput
10297 4.2.3.6 Record receipt of goods Staff Productivity 105031 Number of FTEs who perform the process
"record receipt of goods" per million barrel of oil
equivalent (BOE)
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 101668 Overhead cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 101465 Other cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103234 Systems cost to perform the process group
"develop customer care/customer service
strategy" per $100,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103585 Total cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103589 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103593 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order line item
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103581 Total cost to perform the process group "develop
customer care/customer service strategy" per
process FTE
10378 6.3 Develop customer care/customer service strategy Supplemental 104538 Number of languages supported at the business
Information entity
10379 6.4 Plan and manage customer service operations Cost Effectiveness 102946 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103727 Total cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103931 Total cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101609 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101633 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101635 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101636 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" as a percentage of
the total cost of the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101640 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per inbound call
received through IVR DTMF
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101641 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per call received
through IVR speech
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101642 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per web
transactions contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101526 Other cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101527 Other cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101729 Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101730 Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103047 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103048 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103049 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103050 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100410 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100411 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100012 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100401 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 104502 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per web self-
service contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 104152 Total revenue per inbound contact
10379 6.4 Plan and manage customer service operations Cycle Time 100124 Average call handling time in seconds
10379 6.4 Plan and manage customer service operations Cycle Time 103463 Average time in seconds to inbound calls
abandoned
10379 6.4 Plan and manage customer service operations Cycle Time 100321 Average speed of answer in seconds for agent
queue calls
10379 6.4 Plan and manage customer service operations Cycle Time 104514 Average contact handling time in seconds
10379 6.4 Plan and manage customer service operations Process Efficiency 100020 Agent schedule adherence
10379 6.4 Plan and manage customer service operations Process Efficiency 100898 Average number of contact center seats per
contact center
10379 6.4 Plan and manage customer service operations Process Efficiency 100389 Bridge rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100392 Call agent availability rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100393 Call agent occupancy rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100394 Call agent utilization rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100780 IVR speech recognition rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100729 First call resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 101852 Percentage of inbound email contacts outsourced
to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 101910 Percentage of contacts with CTI that have
information pop up on the agent's desktop
10379 6.4 Plan and manage customer service operations Process Efficiency 101911 Percentage of active customers with service level
based on customer segmentation
10379 6.4 Plan and manage customer service operations Process Efficiency 101857 Percentage of web chat or instant messaging
contacts outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 101859 Percentage of inbound postal mail contacts
outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 102103 Calls routed to a live agent as a percentage of
total inbound calls
10379 6.4 Plan and manage customer service operations Process Efficiency 102104 Calls abandoned in the agent queue as a
percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Process Efficiency 102129 Caller authentication rate for IVR
10379 6.4 Plan and manage customer service operations Process Efficiency 102603 DTMF IVR self-service resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 102604 IVR speech self-service resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 102605 Web transactions self-service resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 102100 Percentage of inbound calls monitored by QAM
and scored by supervisors
10379 6.4 Plan and manage customer service operations Process Efficiency 104192 Agent FTEs evaluated using
sliding/interdependent agent targets as a
percentage of all agent FTEs
10379 6.4 Plan and manage customer service operations Process Efficiency 104513 Percentage of inbound phone contacts outsourced
to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 103118 Direct supervisors per agent FTE
10379 6.4 Plan and manage customer service operations Staff Productivity 104121 Inbound live agent calls per agent FTE
10379 6.4 Plan and manage customer service operations Staff Productivity 104123 Inbound contacts per agent FTE
10379 6.4 Plan and manage customer service operations Supplemental 101853 Percentage of inbound fax contacts outsourced to
Information a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101854 Percentage of inbound IVR DTMF contacts
Information outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101855 Percentage of inbound IVR speech contacts
Information outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101856 Percentage of inbound live agent call contacts
Information outsourced to third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 102102 Number of inbound calls for the customer service
Information function as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102091 Number of inbound calls received through a live
Information agent as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102092 Number of inbound calls received through IVR
Information speech as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102093 Number of inbound calls received through IVR
Information DTMF as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102094 Inbound calls related to billing as a percentage of
Information total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102095 Inbound calls related to complaints as a
Information percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102096 Inbound calls related to new orders as a
Information percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102097 Inbound calls related to order modification or
Information inquiry as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102098 Number of inbound calls for requirements other
Information than new orders, order modifications or inquiry,
billing, complaints, or technical support as a
percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102099 Inbound contacts related to technical support as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 102105 Inbound contacts received via phone as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 102110 Inbound contacts received via postal mail as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 102111 Inbound contacts received via web self-service as
Information a percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 104542 South Asia contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104543 Southeast Asia contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104544 Southern Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104545 US and Canadian contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104546 Western Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104536 Middle East contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104537 Nordic countries contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104520 Africa contact center employees as a percentage
Information of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104521 Australia and New Zealand contact center
Information employees as a percentage of total contact center
employees
10379 6.4 Plan and manage customer service operations Supplemental 104522 Central Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104523 Central/South America contact center employees
Information as a percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104524 China, Russia, and Central Asia contact center
Information employees as a percentage of total contact center
employees
10379 6.4 Plan and manage customer service operations Supplemental 104525 East Asia contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 105420 Business to business inbound calls as a
Information percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 105421 Business to consumer inbound calls as a
Information percentage of total inbound calls
10383 6.3.5 Establish service levels for customers Process Efficiency 103177 Call service level
10387 6.4.2 Plan and manage customer service work force Process Efficiency 100735 Forecast accuracy for long-term planning
10387 6.4.2 Plan and manage customer service work force Process Efficiency 100736 Forecast accuracy for short-term planning
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 104515 Response time in minutes for inbound requests
coming from call backs
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 104516 Response time in minutes for inbound requests
coming from SMS
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 104517 Response time in minutes for inbound requests
coming from social media
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 104518 Response time in minutes for inbound requests
coming from web chat or instant messaging
including virtual agents
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 104519 Average talk time in seconds, including agent
hold time
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 103145 Response time in minutes for inbound requests
coming from e-mail
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 103146 Response time in minutes for inbound requests
coming from fax
10388 6.4.3 Manage customer service requests/inquiries Cycle Time 103147 Response time in minutes for inbound requests
coming from postal mail
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104504 First contact resolution rate for dedicated mobile
applications ("apps")
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104505 First contact resolution rate for email contacts
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104506 First contact resolution rate for phone contacts
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104507 First contact resolution rate for postal mail
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104508 First contact resolution rate for SMS
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104509 First contact resolution rate for social media
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104510 First contact resolution rate for web chat or
instant messaging including virtual agents
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104511 First contact resolution rate for web self-service
contacts
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 105780 Average customer satisfaction with technical
support for telecommunications
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104528 Inbound contacts for the process "manage
Information customer service" as a percentage of total
inbound contacts
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104529 Inbound contacts received via dedicated mobile
Information app as a percentage of total inbound contacts
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104530 Inbound contacts received via SMS as a
Information percentage of total inbound contacts
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104539 Percentage of inbound dedicated mobile app
Information contacts outsourced to a third-party provider
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104540 Percentage of inbound SMS contacts outsourced
Information to a third-party provider
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104541 Percentage of inbound social media contacts
Information outsourced to a third-party provider
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104757 Percentage of employee time spent servicing
Information customers via social media channels
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104758 Percentage of employee time spent servicing
Information customers via website channel
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104759 Percentage of employee time spent servicing
Information customers via social media channel
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104760 Percentage of employee time spent servicing
Information customers via traditional face-to-face channel
10389 6.4.4 Manage customer complaints Process Efficiency 106148 Annual percentage change in number of retail
customer complaints
10402 6.8.2 Measure customer satisfaction with customer- Process Efficiency 105781 Average customer satisfaction with billing and
complaint handling and resolution payment for telecommunications
10402 6.8.2 Measure customer satisfaction with customer- Process Efficiency 105782 Average customer satisfaction with the selection
complaint handling and resolution and purchasing process for telecommunications
10402 6.8.2 Measure customer satisfaction with customer- Process Efficiency 105776 Telecommunications organization's
complaint handling and resolution brand/relational Net Promoter Score
10402 6.8.2 Measure customer satisfaction with customer- Process Efficiency 105777 Net Promoter Score for telecommunications
complaint handling and resolution customers in the awareness, selection and buying
stage of the customer lifecycle
10402 6.8.2 Measure customer satisfaction with customer- Process Efficiency 105778 Net Promoter Score for telecommunications
complaint handling and resolution customers in the using stage of the customer
lifecycle
10402 6.8.2 Measure customer satisfaction with customer- Process Efficiency 105779 Net Promoter Score for telecommunications
complaint handling and resolution customers in the renewal stage of the customer
lifecycle
10403 6.8.3 Measure customer satisfaction with products and Process Efficiency 102602 Percentage of customers claiming to be satisfied
services
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106345 Outsourced cost to perform the process group
"recruit, source, and select" per $1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106239 Total cost to perform the process group "recruit,
source, and select employees" as a percentage of
selling, general, and administrative (SGA) costs
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106242 Total cost to perform the process group "recruit,
source, and select employees" per middle
management/specialist new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106243 Total cost to perform the process group "recruit,
source, and select employees" per operational
workers/office staff new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104093 Systems cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104067 Personnel cost to perform the process group
"recruit, source, and select employees" per new
hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104071 Personnel cost to perform the process group
"recruit, source, and select employees" per
business entity employee
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104060 Personnel cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103956 Total cost to perform the process group "recruit,
source, and select employees" per business entity
employee
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103958 Total cost to perform the process group "recruit,
source, and select employees" per new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103877 Total cost to perform the process group "recruit,
source, and select employees" per $1,000 revenue
10410 7.2 Recruit, source, and select employees Cycle Time 100306 Response time in hours for routine "recruit,
source, and select employees" inquiries
10410 7.2 Recruit, source, and select employees Cycle Time 100304 Response time in hours for non-routine "recruit,
source, and select employees" inquiries
10410 7.2 Recruit, source, and select employees Cycle Time 100565 Cycle time in days from approval of job
requisition to acceptance of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 100569 Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition
10410 7.2 Recruit, source, and select employees Cycle Time 107381 Cycle time in days for senior
management/executive level positions, from job
requisition approval to acceptance of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 107382 Cycle time in days for middle
management/specialist positions, from job
requisition approval to acceptance of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 107383 Cycle time in days for operational worker/office
staff, from job requisition approval to acceptance
of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 107384 Cycle time in days for data science, digital skills
and other specialty IT skills, from job requisition
approval to acceptance of job offer
10410 7.2 Recruit, source, and select employees Process Efficiency 100869 New hire satisfaction rate for the recruiting
process
10410 7.2 Recruit, source, and select employees Process Efficiency 100801 Job offer acceptance rate for middle
management/specialists
10410 7.2 Recruit, source, and select employees Process Efficiency 100804 Job offer acceptance rate for operational
workers/office staff
10410 7.2 Recruit, source, and select employees Process Efficiency 104770 Percentage of new hire retention after 12 months
10410 7.2 Recruit, source, and select employees Process Efficiency 106236 Number of interviews conducted for each senior
management/executive filled vacancy per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Process Efficiency 106237 Number of interviews conducted for each middle
management/specialist filled vacancy per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Process Efficiency 106238 Number of interviews conducted for each
operational worker/office staff filled vacancy per
FTE that performs the process group "recruit,
source, and select employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 105458 Number of hours invested by hiring decision
makers per senior management/executive new
hire
10410 7.2 Recruit, source, and select employees Supplemental 101802 Percentage of "recruit, source, and select
Information employees" inquiries received that are routine
10410 7.2 Recruit, source, and select employees Supplemental 101805 Percentage of "recruit, source, and select
Information employees" inquiries received via channels other
than e-mail, phone, and face-to-face
10410 7.2 Recruit, source, and select employees Supplemental 101806 Percentage of "recruit, source, and select
Information employees" inquiries received via face-to-face
10410 7.2 Recruit, source, and select employees Supplemental 101808 Percentage of "recruit, source, and select
Information employees" inquiries received via non-digital
communication channels
10410 7.2 Recruit, source, and select employees Supplemental 101809 Percentage of "recruit, source, and select
Information employees" inquiries received via phone
10410 7.2 Recruit, source, and select employees Supplemental 101821 Percentage of "reward and retain employees"
Information inquiries received via digital communication
channels
10410 7.2 Recruit, source, and select employees Supplemental 101824 Percentage of "reward and retain employees"
Information inquiries received via non-digital communication
channels
10410 7.2 Recruit, source, and select employees Supplemental 101342 Middle management/specialists new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 101344 Operational workers/office staff new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 101346 Senior management/executives new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 101637 Outsourced cost of the process group "recruit,
Information source, and select employees" as a percentage of
the total cost to perform the process group
10410 7.2 Recruit, source, and select employees Supplemental 101401 Number of monthly routine "recruit, source, and
Information select employees" inquiries per business entity
employee
10410 7.2 Recruit, source, and select employees Supplemental 101837 Percentage of new hires that originated from
Information employee referrals
10410 7.2 Recruit, source, and select employees Supplemental 102297 Percentage of middle management/specialist
Information positions filled by internal promotion for the past
3 years
10410 7.2 Recruit, source, and select employees Supplemental 100062 Personnel cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 100083 Systems cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 100046 Overhead cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 104498 Permanent full-time new hires as a percentage of
Information total new hires
10410 7.2 Recruit, source, and select employees Supplemental 104499 Permanent part-time new hires as a percentage of
Information total new hires
10410 7.2 Recruit, source, and select employees Supplemental 104500 Contingent new hires as a percentage of total new
Information hires
10410 7.2 Recruit, source, and select employees Supplemental 104565 Overhead and other costs of the process group
Information "Recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 107363 Percentage of time talent acquisition employees
Information spend on analyzing job requirements today
10410 7.2 Recruit, source, and select employees Supplemental 107364 Percentage of time talent acquisition employees
Information spend on explaining the hiring process to hiring
managers today
10410 7.2 Recruit, source, and select employees Supplemental 107365 Percentage of time talent acquisition employees
Information spend on posting jobs and managing external
marketing today
10410 7.2 Recruit, source, and select employees Supplemental 107366 Percentage of time talent acquisition employees
Information spend on sourcing the best candidates in the
market today
10410 7.2 Recruit, source, and select employees Supplemental 107367 Percentage of time talent acquisition employees
Information spend on screening and selecting the right talent
for your business today
10410 7.2 Recruit, source, and select employees Supplemental 107368 Percentage of time talent acquisition employees
Information spend on preparing, negotiating and securing
offers today
10410 7.2 Recruit, source, and select employees Supplemental 107372 Percentage of time talent acquisition employees
Information spent on explaining the hiring process to hiring
managers 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107373 Percentage of time talent acquisition employees
Information spent on posting jobs and managing external
marketing 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107374 Percentage of time talent acquisition employees
Information spent on sourcing the best candidates in the
market 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107375 Percentage of time talent acquisition employees
Information spent on screening and selecting the right talent
for your business 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107376 Percentage of time talent acquisition employees
Information spent on preparing, negotiating and securing
offers 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107377 Percentage of time talent acquisition employees
Information spent on administrative scheduling and follow up
with candidates 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107378 Percentage of time talent acquisition employees
Information spent on answering candidate questions about the
process 2 years ago
10410 7.2 Recruit, source, and select employees Supplemental 107379 Percentage of new employees hired for data
Information science, digital skills and other specialty IT skills
10412 7.5 Reward and retain employees Cost Effectiveness 106210 Personnel cost to perform the process group
"reward and retain employees" per process group
FTE
10412 7.5 Reward and retain employees Cost Effectiveness 106186 Total cost to perform the process group "reward
and retain employees" as a percentage of selling,
general, and administrative (SGA) costs
10412 7.5 Reward and retain employees Cost Effectiveness 106187 Total personnel cost per business entity FTE
10412 7.5 Reward and retain employees Cost Effectiveness 103562 Total cost to perform the HR function per FTE
that performs the process group "reward and
retain employees"
10412 7.5 Reward and retain employees Cost Effectiveness 103966 Total cost to perform the process group "reward
and retain employees" per business entity
employee
10412 7.5 Reward and retain employees Cost Effectiveness 100314 Average salary including base, overtime, and
variable pay for operational workers or office
staff
10412 7.5 Reward and retain employees Cost Effectiveness 100317 Average salary including base, overtime, and
variable pay for senior management or executives
10412 7.5 Reward and retain employees Cost Effectiveness 103894 Total cost to perform the process group "reward
and retain employees" per $1,000 revenue
10412 7.5 Reward and retain employees Cost Effectiveness 104062 Personnel cost to perform the process group
"reward and retain employees" per business
entity employee
10412 7.5 Reward and retain employees Cost Effectiveness 104077 Personnel cost to perform the process group
"reward and retain employees" per $1,000
revenue
10412 7.5 Reward and retain employees Cycle Time 100299 Response time in hours for non-routine "reward
and retain employees" inquiries
10412 7.5 Reward and retain employees Cycle Time 100302 Response time in hours for routine "reward and
retain employees" inquiries
10412 7.5 Reward and retain employees Staff Productivity 106205 Number of monthly routine "reward and retain
employees" inquiries per process group FTE
10412 7.5 Reward and retain employees Staff Productivity 106206 Number of monthly non-routine "reward and
retain employees" inquiries per process group
FTE
10412 7.5 Reward and retain employees Staff Productivity 106207 Number of total monthly "reward and retain
employees" inquiries per process group FTE
10412 7.5 Reward and retain employees Supplemental 101648 Outsourced cost of the process group "reward and
Information retain employees" as a percentage of total process
group cost
10412 7.5 Reward and retain employees Supplemental 101817 Percentage of "reward and retain employees"
Information inquiries received that are non-routine
10412 7.5 Reward and retain employees Supplemental 101818 Percentage of "reward and retain employees"
Information inquiries received that are routine
10412 7.5 Reward and retain employees Supplemental 101819 Percentage of "reward and retain employees"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
10412 7.5 Reward and retain employees Supplemental 101367 Number of monthly non-routine "reward and
Information retain employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 101403 Number of monthly routine "reward and retain
Information employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 101825 Percentage of "reward and retain employees"
Information inquiries received via phone
10412 7.5 Reward and retain employees Supplemental 100033 Other cost to perform the process group "reward
Information and retain employees" as a percentage of total
cost to perform the process
10412 7.5 Reward and retain employees Supplemental 100233 Number of vacation days per year per employee
Information
10412 7.5 Reward and retain employees Supplemental 100052 Overhead cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 100089 Systems cost to perform the process group
Information "reward and retain employees" as a percentage of
total process group cost
10412 7.5 Reward and retain employees Supplemental 100115 Base pay per middle management or specialist
Information employee
10412 7.5 Reward and retain employees Supplemental 100118 Base pay per operational worker or office staff
Information employee
10412 7.5 Reward and retain employees Supplemental 100121 Base pay per senior management or executive
Information employee
10412 7.5 Reward and retain employees Supplemental 100907 Number of days absent per employee excluding
Information maternity and paternity leave
10412 7.5 Reward and retain employees Supplemental 100909 Number of days absent per employee including
Information maternity and paternity leave
10412 7.5 Reward and retain employees Supplemental 106204 Number of total monthly "reward and retain
Information employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 106198 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
senior management / executive level
10412 7.5 Reward and retain employees Supplemental 106199 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
middle management/specialists
10412 7.5 Reward and retain employees Supplemental 106200 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
operational workers/office staff
10412 7.5 Reward and retain employees Supplemental 104628 Senior management or executive overtime pay as
Information a percentage of total pay (including cost of
benefits)
10412 7.5 Reward and retain employees Supplemental 104629 Middle management or specialist overtime pay as
Information a percentage of total pay (including cost of
benefits)
10412 7.5 Reward and retain employees Supplemental 104630 Operational workers or office staff overtime pay
Information as a percentage of total pay (including cost of
benefits)
10413 7.6 Redeploy and retire employees Cost Effectiveness 106346 Outsourced cost to perform the process group
"redeploy and retire employees" per $1,000
revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 104075 Personnel cost to perform the process group
"redeploy and retire employees" per business
entity employee
10413 7.6 Redeploy and retire employees Cost Effectiveness 104061 Personnel cost to perform the process group
"redeploy and retire employees" per $1,000
revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 106043 Total cost to perform mobility management
processes per $1,000 revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 103878 Total cost to perform the process group "redeploy
and retire employees" per $1,000 revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 103962 Total cost to perform the process group "redeploy
and retire employees" per business entity
employee
10413 7.6 Redeploy and retire employees Cost Effectiveness 103561 Total cost to perform the HR function per FTE
that performs the process group "redeploy and
retire employees"
10413 7.6 Redeploy and retire employees Cycle Time 100301 Response time in hours for routine "redeploy and
retire employees" inquiries
10413 7.6 Redeploy and retire employees Cycle Time 100298 Response time in hours for non-routine "redeploy
and retire employees" inquiries
10413 7.6 Redeploy and retire employees Process Efficiency 101124 Number of FTEs that perform the process group
"redeploy and retire employees" per $1 billion
revenue
10413 7.6 Redeploy and retire employees Process Efficiency 106045 Number of FTEs that perform mobility
management processes per $1 billion revenue
10413 7.6 Redeploy and retire employees Staff Productivity 106460 Number of remote business entity employees per
FTE that performs the process group "redeploy
and retire employees"
10413 7.6 Redeploy and retire employees Supplemental 101654 Outsourced cost of the process group "redeploy
Information and retire employees" as a percentage of the total
cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 101811 Percentage of "redeploy and retire employees"
Information inquiries received via digital communication
channels
10413 7.6 Redeploy and retire employees Supplemental 101812 Percentage of "redeploy and retire employees"
Information inquiries received via non-digital communication
channels
10413 7.6 Redeploy and retire employees Supplemental 101813 Percentage of "redeploy and retire employees"
Information inquiries received that are non-routine
10413 7.6 Redeploy and retire employees Supplemental 101366 Number of monthly non-routine "redeploy and
Information retire employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 101402 Number of monthly routine "redeploy and retire
Information employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 102072 Percentage of "redeploy and retire employees"
Information inquiries received via face-to-face
10413 7.6 Redeploy and retire employees Supplemental 102074 Percentage of "redeploy and retire employees"
Information process inquiries received via channels other than
e-mail, phone, and face-to-face
10413 7.6 Redeploy and retire employees Supplemental 102076 Percentage of "redeploy and retire employees"
Information process inquiries received via e-mail
10413 7.6 Redeploy and retire employees Supplemental 102078 Percentage of "redeploy and retire employees"
Information process inquiries received via phone
10413 7.6 Redeploy and retire employees Supplemental 100072 Personnel cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100058 Overhead cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100041 Other cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 104714 Overhead and other cost to perform the process
Information group "Redeploy and retire employees" as a
percentage of the total cost to perform the process
group
10413 7.6 Redeploy and retire employees Supplemental 106462 Overhead and other costs of the process group
Information "redeploy and retire employees" as a percentage
of total process group cost
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106052 Total cost to perform the process "monitor and
update plans" per $1,000 revenue
10417 7.1.3 Monitor and update strategy, plans, and policies Process Efficiency 106054 Number of FTEs that perform the process
"monitor and update plans" per $1 billion revenue
10417 7.1.3 Monitor and update strategy, plans, and policies Supplemental 106251 Percentage of FTEs who perform the process
Information group "develop and manage human resources
(HR) planning, policies, and strategies" who
perform the process "monitor and update plans"
10426 7.1.2.4 Develop succession plan Cost Effectiveness 106055 Total cost to perform the activity "develop
succession plan" per $1,000 revenue
10426 7.1.2.4 Develop succession plan Process Efficiency 106056 Number of formally planned successors around
key positions
10426 7.1.2.4 Develop succession plan Process Efficiency 106057 Number of FTEs that perform the activity
"develop succession plan" per $1 billion revenue
10443 7.2.4 Manage new hire/re-hire Cycle Time 104723 Cycle time in days from identifying the need to
hire a new employee until new hire begins in the
agreed position
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104563 Number of approved job requisitions per FTE
that performs the process group "recruit, source,
and select employees"
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104564 Number of new hires as a percentage of approved
job requisitions
10443 7.2.4 Manage new hire/re-hire Process Efficiency 107385 Percentage of data science, digital skills and other
specialty IT skills employee new hire retention
after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102606 Percentage of senior management/executive new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102290 Percentage of middle management/specialist new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102319 Percentage of operational worker/office staff new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Supplemental 101340 New employees as a percentage of total business
Information entity employees
10443 7.2.4 Manage new hire/re-hire Supplemental 102326 Percentage of operational workers/office staff
Information positions filled by internal promotion for the past
3 years
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104566 Total cost to perform the process "manage
employee orientation and deployment" per
$1,000 revenue
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571 Total cost to perform the process "manage
employee orientation and deployment" per
business entity employee
10469 7.3.1 Manage employee orientation and deployment Supplemental 106174 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee orientation and
deployment"
10470 7.3.2 Manage employee performance Cost Effectiveness 104572 Total cost to perform the process "manage
employee performance" per business entity
employee
10470 7.3.2 Manage employee performance Cost Effectiveness 104567 Total cost to perform the process "manage
employee performance" per $1,000 revenue
10470 7.3.2 Manage employee performance Cycle Time 104029 Cycle time in days for the formal performance
review process from start to finish for middle
management/specialists
10470 7.3.2 Manage employee performance Cycle Time 104031 Cycle time in days for the formal performance
review process from start to finish for
Operational workers/office staff
10470 7.3.2 Manage employee performance Cycle Time 104033 Cycle time in days for the formal performance
review process from start to finish for senior
management/executives
10470 7.3.2 Manage employee performance Process Efficiency 102331 Percentage of operational workers/office staff
that receive a formal performance review
10470 7.3.2 Manage employee performance Process Efficiency 102302 Percentage of middle management/specialists that
receive a formal performance review
10470 7.3.2 Manage employee performance Process Efficiency 106338 Number of FTEs that perform the process
"manage employee performance" per $1 billion
revenue
10470 7.3.2 Manage employee performance Supplemental 106175 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee performance"
10470 7.3.2 Manage employee performance Supplemental 104577 Total cost to perform the process "manage
Information employee performance" as a percentage of the
total cost to perform the process group "develop
and counsel employees"
10472 7.3.3 Manage employee development Cost Effectiveness 104569 Total cost to perform the process "manage
employee development" per $1,000 revenue
10472 7.3.3 Manage employee development Cost Effectiveness 104574 Total cost to perform the process "manage
employee development" per business entity
employee
10472 7.3.3 Manage employee development Process Efficiency 106058 Number of FTEs that perform the process
"manage employee development" per $1 billion
revenue
10472 7.3.3 Manage employee development Supplemental 104579 Total cost to perform the process "manage
Information employee development" as a percentage of the
total cost to perform the process group "develop
and counsel employees"
10472 7.3.3 Manage employee development Supplemental 106176 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee development"
10473 7.3.4 Develop and train employees Cost Effectiveness 107394 Learning budget per supply chain employee
10473 7.3.4 Develop and train employees Cost Effectiveness 106209 Total cost to perform the process "develop and
train employees" per process FTE
10473 7.3.4 Develop and train employees Cost Effectiveness 104575 Total cost to perform the process "develop and
train employees" per business entity employee
10473 7.3.4 Develop and train employees Cost Effectiveness 104583 Personnel cost to perform the process "develop
and train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104584 Personnel cost to perform the process "develop
and train employees" per business entity
employee
10473 7.3.4 Develop and train employees Cost Effectiveness 104570 Total cost to perform the process "develop and
train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104044 Internal cost to perform learning administration
activities per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104045 Internal cost to perform learning administration
activities per business entity employee
10473 7.3.4 Develop and train employees Cost Effectiveness 100823 Learning budget per business entity employee
10473 7.3.4 Develop and train employees Process Efficiency 103478 Hours spent developing new classroom training
content per trainee
10473 7.3.4 Develop and train employees Process Efficiency 103480 Hours spent developing new e-learning training
content per trainee
10473 7.3.4 Develop and train employees Process Efficiency 102304 Percentage of middle management/specialists
who attended management development
programs
10473 7.3.4 Develop and train employees Process Efficiency 102315 Percentage of operational staff/office staff who
attended management development programs
10473 7.3.4 Develop and train employees Process Efficiency 101904 Percentage of CEO and senior leadership time
spent on leadership development
10473 7.3.4 Develop and train employees Staff Productivity 106203 Number of remote business entity employees per
FTE that performs the process "develop and train
employees"
10473 7.3.4 Develop and train employees Staff Productivity 104585 Number of business entity employees per FTE
that performs the process "develop and train
employees"
10473 7.3.4 Develop and train employees Staff Productivity 100488 Number of business entity employees per FTE in
learning administration
10473 7.3.4 Develop and train employees Supplemental 100218 Number of learning days per employee
Information
10473 7.3.4 Develop and train employees Supplemental 100224 Number of learning days per middle
Information management/specialists employee
10473 7.3.4 Develop and train employees Supplemental 100226 Number of learning days per operational
Information workers/office staff employee
10473 7.3.4 Develop and train employees Supplemental 100228 Number of learning days per senior
Information management/executive employee
10473 7.3.4 Develop and train employees Supplemental 102245 Percentage of learning days delivered using
Information classroom instruction provided by your
organization
10473 7.3.4 Develop and train employees Supplemental 102250 Percentage of learning days delivered using
Information external classroom instruction
10473 7.3.4 Develop and train employees Supplemental 102251 Percentage of learning days delivered using on-
Information the-job training
10473 7.3.4 Develop and train employees Supplemental 106177 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "develop and train employees"
10473 7.3.4 Develop and train employees Supplemental 106191 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
developing learning content
10473 7.3.4 Develop and train employees Supplemental 106192 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
deploying/delivering learning content
10473 7.3.4 Develop and train employees Supplemental 107389 Percentage of supply chain FTEs having had skill
Information requirement changes in the past 12 months
10473 7.3.4 Develop and train employees Supplemental 107390 Percentage of supply chain FTEs having had skill
Information requirement changes in the past 12 months as the
result of AI adoption
10473 7.3.4 Develop and train employees Supplemental 107391 Average number of learning days per supply
Information chain employee
10473 7.3.4 Develop and train employees Supplemental 107392 Average number of learning days per supply
Information chain employee measured 12 months ago
10473 7.3.4 Develop and train employees Supplemental 107393 Percentage change in average number of learning
Information days per supply chain employee over the past 12
months attributed to AI
10473 7.3.4 Develop and train employees Supplemental 104580 Total cost to perform the process "develop and
Information train employees" as a percentage of the total cost
to perform the process group "develop and
counsel employees"
10473 7.3.4 Develop and train employees Supplemental 104592 Systems cost to perform the process "Develop
Information and train employees" as a percentage of the total
cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104593 Overhead and other costs to perform the process
Information "Develop and train employees" as a percentage of
the total cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104594 Outsourced cost of the process "Develop and
Information train employees" as a percentage of the total cost
to perform the process
10483 7.4.1 Manage labor relations Cost Effectiveness 106061 Total cost to perform the activity "manage labor
relations" per $1,000 revenue
10483 7.4.1 Manage labor relations Process Efficiency 106062 Number of FTEs that perform the activity
"manage labor relations" per $1 billion revenue
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104597 Percentage of learning days delivered using
management training programs Information computer based training
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104598 Percentage of learning days delivered using
management training programs Information correspondence courses and virtual, instructor-led
classroom-based training delivered online
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106193 Percentage of learning days delivered through the
management training programs Information use of external partners such as vendors and
universities
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106195 Percentage of computer based training content
management training programs Information delivered via mobile devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106196 Percentage of virtual, instructor-led classroom-
management training programs Information based training content developed via mobile
devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106197 Percentage of virtual, instructor-led classroom-
management training programs Information based training content delivered via mobile
devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102253 Percentage of learning days delivered using
management training programs Information streaming video
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102254 Percentage of learning days delivered using
management training programs Information virtual, classroom-based training delivered online
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102246 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
installed from CD-ROM
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102247 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102248 Percentage of learning days delivered using
management training programs Information correspondence courses
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102249 Percentage of learning days delivered using e-
management training programs Information learning (interactive)
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102780 Percentage of training programs developed
management training programs Information externally
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102608 Percentage of senior management/executive
motivation programs salary that is performance-related pay
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102321 Percentage of operational workers/office staff
motivation programs salary that is performance-related pay
10497 7.5.4 Administer payroll Cost Effectiveness 106063 Total cost to perform the process "administer
payroll" per $1,000 revenue
10497 7.5.4 Administer payroll Cost Effectiveness 104046 Internal cost to perform payroll administration
activities per $1,000 revenue
10497 7.5.4 Administer payroll Cost Effectiveness 104047 Internal cost to perform payroll administration
activities per business entity employee
10497 7.5.4 Administer payroll Process Efficiency 101082 Number of FTEs that perform payroll
administration activities per $1 billion revenue
10497 7.5.4 Administer payroll Process Efficiency 106064 Number of FTEs that perform the process
"administer payroll" per $1 billion revenue
10498 7.5.1.1 Develop salary/compensation structure and plan Cost Effectiveness 106150 Personnel cost (for store, inventory
transportation, and inventory warehousing retail
employees) to net sales revenue ratio
10512 7.6.1 Manage promotion and demotion process Staff Productivity 106065 Percentage of business entity employees who
have been promoted internally within the past
year
10513 7.6.2 Manage separation Cost Effectiveness 104036 Total expatriation cost as a percentage of total
cost of continuing operations
10513 7.6.2 Manage separation Cost Effectiveness 104147 Total relocation expenses as a percentage of total
cost of continuing operations
10513 7.6.2 Manage separation Cost Effectiveness 104149 Total expenditure for repatriation as a percentage
of total cost of continuing operations
10513 7.6.2 Manage separation Cycle Time 100523 Cycle time in days for processing an employee's
retirement
10513 7.6.2 Manage separation Cycle Time 100525 Cycle time in days from identification of need for
expatriation to date of transfer
10513 7.6.2 Manage separation Cycle Time 100527 Cycle time in days from identification of need for
repatriation to date of transfer
10513 7.6.2 Manage separation Cycle Time 100577 Cycle time in days from receipt of leave of
absence request to confirmation of approval/non-
approval issued to employee
10513 7.6.2 Manage separation Cycle Time 100579 Cycle time in days from request for internal
transfer to completion of transfer
10513 7.6.2 Manage separation Process Efficiency 100021 Agent voluntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 101293 Involuntary terminations as a percentage of total
business entity employees
10513 7.6.2 Manage separation Process Efficiency 101431 Voluntary terminations as a percentage of total
business entity employees
10513 7.6.2 Manage separation Process Efficiency 103116 Employee turnover rate
10513 7.6.2 Manage separation Process Efficiency 101961 Percentage of business entity employees that
were redeployed for reasons other than filling a
vacancy
10513 7.6.2 Manage separation Supplemental 102798 Percentage of vacancies filled by internal
Information candidates for middle management/specialists
10513 7.6.2 Manage separation Supplemental 102800 Percentage of vacancies filled by internal
Information candidates for operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102802 Percentage of vacancies filled by internal
Information candidates for senior management/executives
10513 7.6.2 Manage separation Supplemental 102814 Percentage of total voluntary terminations that
Information are operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102818 Percentage of the work force that are expatriates
Information
10513 7.6.2 Manage separation Supplemental 102168 Percentage of total involuntary terminations that
Information are operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102170 Percentage of total involuntary terminations that
Information are senior management/executives
10513 7.6.2 Manage separation Supplemental 102300 Percentage of total voluntary terminations that
Information are middle management/specialists
10513 7.6.2 Manage separation Supplemental 106244 Voluntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Manage separation Supplemental 106245 Involuntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Manage separation Supplemental 104718 Percentage of total vacancies filled by internal
Information candidates
10513 7.6.2 Manage separation Supplemental 104125 Employees relocated within a country as a
Information percentage of total business entity employees
10513 7.6.2 Manage separation Supplemental 102616 Percentage of total voluntary terminations that
Information are senior management/executives
10520 7.6.7.1 Manage expatriates Cost Effectiveness 106070 Total cost to perform the process "manage
expatriates" per process FTE
10520 7.6.7.1 Manage expatriates Process Efficiency 106071 Number of FTEs that perform the process
"manage expatriates" per $1 billion revenue
10522 7.7.1 Manage reporting processes Process Efficiency 106417 Number of FTEs that perform the process
"manage reporting processes" per $1 billion
revenue
10523 7.7.2 Manage employee inquiry process Cycle Time 100303 Response time in hours for non-routine "manage
employee information" inquiries
10523 7.7.2 Manage employee inquiry process Cycle Time 100305 Response time in hours for routine "manage
employee information" inquiries
10523 7.7.2 Manage employee inquiry process Cycle Time 100325 Average time in days to fulfill an ad hoc
information request
10523 7.7.2 Manage employee inquiry process Process Efficiency 106418 Number of FTEs that perform the process
"manage employee inquiry process" per $1
billion revenue
10523 7.7.2 Manage employee inquiry process Supplemental 101788 Percentage of "manage employee information"
Information inquiries received that are routine
10523 7.7.2 Manage employee inquiry process Supplemental 101789 Percentage of "manage employee information"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
10523 7.7.2 Manage employee inquiry process Supplemental 101791 Percentage of "manage employee information"
Information inquiries received via digital communication
channels
10523 7.7.2 Manage employee inquiry process Supplemental 101792 Percentage of "manage employee information"
Information inquiries received via e-mail
10523 7.7.2 Manage employee inquiry process Supplemental 101794 Percentage of "manage employee information"
Information inquiries received via face-to-face
10523 7.7.2 Manage employee inquiry process Supplemental 101797 Percentage of "manage employee information"
Information inquiries received via phone
10523 7.7.2 Manage employee inquiry process Supplemental 101364 Number of monthly non-routine "manage
Information employee information" inquiries per business
entity employee
10523 7.7.2 Manage employee inquiry process Supplemental 101400 Number of monthly routine "manage employee
Information information" inquiries per business entity
employee
10524 7.7.3 Manage and maintain employee data Process Efficiency 106419 Number of FTEs that perform the process
"manage and maintain employee data" per $1
billion revenue
10525 7.7.4 Manage human resource information systems Process Efficiency 106420 Number of FTEs that perform the process
HRIS "manage human resource information systems
(HRIS)" per $1 billion revenue
10527 7.7.6 Develop and manage time and attendance Process Efficiency 106422 Number of FTEs that perform the process
systems "develop and manage time and attendance" per
$1 billion revenue
10531 7.4.4 Manage employee grievances Cycle Time 100584 Cycle time in days required to resolve an
employee grievance
10728 9.1 Perform planning and management accounting Cost Effectiveness 103385 Systems cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $100,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105142 Personnel cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105144 Systems cost to perform the process group
"perform planning and management accounting"
per $100,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105145 Total cost to perform the process group "perform
planning and management accounting" per
$1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105148 Total internal cost to perform the process
"perform cost accounting and control" and
"perform cost management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 105138 Overhead and other costs to perform the process
"perform cost accounting and control" and
"perform cost management" per $100,000
revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105136 Overhead and other costs to perform the process
group "perform planning and management
accounting" per $100,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 101606 Outsourced cost to perform the processes
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103802 Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103065 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 103067 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Process Efficiency 106522 Number of contracts managed per contracts
management FTE
10728 9.1 Perform planning and management accounting Process Efficiency 101172 Number of FTEs that perform the process group
"perform planning and management accounting"
per $1 billion revenue
10728 9.1 Perform planning and management accounting Process Efficiency 101089 Number of FTEs that perform the processes
"perform cost accounting and control" and
"perform cost management" per $1 billion
revenue
10728 9.1 Perform planning and management accounting Supplemental 102050 Percentage of total finance function FTEs
Information allocated to the process group "perform planning
and management accounting"
10728 9.1 Perform planning and management accounting Supplemental 106518 Percentage of contracts management FTEs that
Information perform the process "capture project employee
timesheets"
10729 9.2 Perform revenue accounting Cost Effectiveness 106081 Systems cost to perform the process group
"perform revenue accounting" per $100,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106082 Overhead cost to perform the process group
"perform revenue accounting" per $100,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106085 Outsourced cost to perform the process group
"perform revenue accounting" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 103514 Total cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106073 Total cost to perform the order-to-cash processes
per $1,000 revenue
10729 9.2 Perform revenue accounting 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 Perform revenue accounting Cost Effectiveness 105942 Outsourced cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105946 Overhead and other costs to perform the order to
invoice processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105950 Overhead cost to perform the order to invoice
processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105961 Overhead cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105963 Personnel cost to perform the order to invoice
processes per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105966 Personnel cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105968 Systems cost to perform the order to invoice
processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105973 Systems cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105974 Total cost to perform the order to invoice
processes per invoice line item processed
10729 9.2 Perform revenue accounting Cost Effectiveness 105976 Total cost to perform the order to invoice
processes per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105977 Total cost to perform the order to invoice
processes per sales order line item
10729 9.2 Perform revenue accounting Cost Effectiveness 105978 Total cost to perform the order to invoice
processes per sales order placed
10729 9.2 Perform revenue accounting Cost Effectiveness 105979 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per
adjustment/deduction
10729 9.2 Perform revenue accounting Cost Effectiveness 105981 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105599 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105082 Total cost to perform the process group "perform
revenue accounting" per $1,000 revenue
10729 9.2 Perform revenue accounting Cycle Time 107428 Cycle time in days to perform the process
payments and collections
10729 9.2 Perform revenue accounting Process Efficiency 107242 Days sales outstanding in intercompany accounts
receivable (AR)
10729 9.2 Perform revenue accounting Process Efficiency 106505 Percentage of invoices paid in full the first time
10729 9.2 Perform revenue accounting Process Efficiency 101078 Number of FTEs that perform the order to
invoice processes per $1 billion revenue
10729 9.2 Perform revenue accounting Process Efficiency 101042 Number of FTEs that perform the processes
"process accounts receivable (AR)", "manage and
process collections", and "manage and process
adjustments/deductions" per $1 billion revenue
10729 9.2 Perform revenue accounting Staff Productivity 105986 Value of customer adjustments/deductions per
FTE that performs the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105925 Number of invoice line items processed per FTE
that performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105926 Number of invoices processed per FTE that
performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105927 Number of receipts processed per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105928 Number of sales order line items per FTE that
performs the order to invoice processes
10729 9.2 Perform revenue accounting Supplemental 102017 Percentage of total finance function FTEs
Information allocated to the processes "manage sales orders",
"process customer credit", and "invoice
customer"
10729 9.2 Perform revenue accounting Supplemental 106506 Percentage of the total annual value of invoices
Information paid in full the first time
10729 9.2 Perform revenue accounting Supplemental 106507 Percentage of invoices processed first time error
Information free
10729 9.2 Perform revenue accounting Supplemental 106273 Percentage of total finance function FTEs
Information allocated to the process group "perform revenue
accounting"
10729 9.2 Perform revenue accounting Supplemental 105484 Percentage of customer accounts that are active
Information customers
10730 9.3 Perform general accounting and reporting Cost Effectiveness 107240 Average monthly intercompany payables accrual
as a percentage of monthly revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106318 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) as a percentage of total selling,
general, and administration (SG&A) costs
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106322 Total cost to perform the process group "perform
general accounting and reporting" per process
group FTE
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106323 Total cost to perform the process group "perform
general accounting and reporting" as a percentage
of total selling, general, and administration
(SG&A) costs
10730 9.3 Perform general accounting and reporting Cost Effectiveness 104842 Personnel cost to perform the process group
"perform general accounting and reporting" per
$1,000 revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103550 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) per $1,000 revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103552 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103554 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per process group FTE
10730 9.3 Perform general accounting and reporting Cycle Time 100613 Cycle time in days to perform annual close at the
site level
10730 9.3 Perform general accounting and reporting Process Efficiency 107241 Percentage of entities' intercompany balances
reconciling to zero after the first round of
consolidations and eliminations
10730 9.3 Perform general accounting and reporting Process Efficiency 100981 Number of FTEs that perform the process group
"perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Supplemental 102048 Percentage of total finance function FTEs
Information allocated to the process group "perform general
accounting and reporting" (excluding fixed asset
accounting)
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 107281 Total cost to perform the process group "manage
fixed asset project accounting" per $1 billion
revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106268 Personnel cost to perform the process group
"manage fixed-asset project accounting" per
process group FTE
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106275 Total cost to perform the process group "manage
fixed-asset project accounting" per $1,000
revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106276 Personnel cost to perform the process group
"manage fixed-asset project accounting" per
$1,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106277 Outsourced cost to perform the process group
"manage fixed-asset project accounting" per
$1,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106278 Systems cost to perform the process group
"manage fixed-asset project accounting" per
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106279 Overhead cost to perform the process group
"manage fixed-asset project accounting" per
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Process Efficiency 101161 Number of FTEs that perform the process group
"manage fixed-asset project accounting" per $1
billion revenue
10731 9.4 Manage fixed-asset project accounting Supplemental 102039 Percentage of total finance function FTEs
Information allocated to the process group "manage fixed
asset project accounting"
10732 9.5 Process payroll Cost Effectiveness 106163 Outsourced cost to perform the process group
"process payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 103945 Total cost to perform the process group "process
payroll" per $1,000 revenue
10732 9.5 Process payroll Cost Effectiveness 103948 Total cost to perform the process group "process
payroll" per disbursement
10732 9.5 Process payroll Cost Effectiveness 103950 Total cost to perform the process group "process
payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 103952 Total cost to perform the process group "process
payroll" per process group FTE
10732 9.5 Process payroll Cost Effectiveness 103953 Total cost to perform the process group "process
payroll" per payroll inquiry
10732 9.5 Process payroll Cost Effectiveness 100464 Total cost to perform the process group "process
payroll" as a percentage of revenue
10732 9.5 Process payroll Cost Effectiveness 102720 Total cost the process group "process payroll" as
a percentage of cost of continuing operations
10732 9.5 Process payroll Cost Effectiveness 105617 Outsourced cost to perform the process group
"process payroll" per $1,000 revenue
10732 9.5 Process payroll Cycle Time 100152 Cycle time in business days to process the payroll
10732 9.5 Process payroll Process Efficiency 101184 Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid
10732 9.5 Process payroll Process Efficiency 101106 Number of FTEs that perform the process group
"process payroll" per $1 billion revenue
10732 9.5 Process payroll Staff Productivity 101372 Number of payroll inquiries per FTE that
performs the process group "process payroll"
10732 9.5 Process payroll Staff Productivity 100920 Number of employees paid per FTE that performs
the process group "process payroll"
10732 9.5 Process payroll Supplemental 102057 Percentage of total finance function FTEs
Information allocated to the process group "process payroll"
10732 9.5 Process payroll Supplemental 105259 Percentage of paid employees that are exempt
Information employees
10732 9.5 Process payroll Supplemental 105260 Percentage of paid employees that are non-
Information exempt employees
10732 9.5 Process payroll Supplemental 105261 Percentage of paid employees that are retired
Information employees
10732 9.5 Process payroll Supplemental 105262 Percentage of paid employees that are paid
Information weekly
10732 9.5 Process payroll Supplemental 105263 Percentage of paid employees that are paid bi-
Information weekly
10733 9.6 Process accounts payable and expense Cost Effectiveness 105892 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
as a percentage of selling, general, and
administrative (SGA) costs
10733 9.6 Process accounts payable and expense Cost Effectiveness 104828 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104829 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per process group FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 104830 Systems cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $100,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104833 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
as a percentage of revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104835 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per process FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 104825 Outsourced cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 103971 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1,000 revenue
10733 9.6 Process accounts payable and expense Process Efficiency 101095 Number of FTEs that perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1 billion revenue
10733 9.6 Process accounts payable and expense Supplemental 104831 Systems cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10733 9.6 Process accounts payable and expense Supplemental 104826 Overhead and other cost to perform the process
reimbursements Information group "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10733 9.6 Process accounts payable and expense Supplemental 102018 Percentage of total finance function FTEs
reimbursements Information allocated to the process group "perform accounts
payable and expense reimbursements"
10734 9.7 Manage treasury operations Cost Effectiveness 104893 Total cost to perform the process group "manage
treasury operations" per $1,000 revenue
10734 9.7 Manage treasury operations Cost Effectiveness 104816 Total cost of the process group "Manage treasury
operations" per global legal entity supported
10734 9.7 Manage treasury operations Cost Effectiveness 104806 Total cost to perform the process group "manage
treasury operations" per $1 billion revenue
10734 9.7 Manage treasury operations Process Efficiency 101167 Number of FTEs that perform the process group
"manage treasury operations" per $1 billion
revenue
10734 9.7 Manage treasury operations Process Efficiency 103152 Return on invested capital
10734 9.7 Manage treasury operations Staff Productivity 104617 Number of bank accounts per FTE that performs
the process group "manage treasury operations"
10734 9.7 Manage treasury operations Staff Productivity 104820 Number of global legal entities supported by the
treasury management operation per $1 billion
revenue
10734 9.7 Manage treasury operations Supplemental 102045 Percentage of total finance function FTEs
Information allocated to the process group "manage treasury
operations"
10734 9.7 Manage treasury operations Supplemental 104776 Return on working capital
Information
10735 9.8 Manage internal controls Cost Effectiveness 106281 Outsourced cost to perform the process group
"manage internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 106282 Overhead cost to perform the process group
"manage internal controls" per $100,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 106274 Personnel cost to perform the process group
"manage internal controls" per process group
FTE
10735 9.8 Manage internal controls Cost Effectiveness 104014 Total cost to perform the process group "manage
internal controls" as a percentage of revenue
10735 9.8 Manage internal controls Cost Effectiveness 104015 Total cost to perform the process group "manage
internal controls" per $1 billion revenue
10735 9.8 Manage internal controls Cost Effectiveness 104016 Total cost to perform the process group "manage
internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 103051 Personnel cost to perform the process group
"manage internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Process Efficiency 101163 Number of FTEs that perform the process group
"manage internal controls" per $1 billion revenue
10735 9.8 Manage internal controls Supplemental 102041 Percentage of total finance function FTEs
Information allocated to the process group "manage internal
controls"
10736 9.9 Manage taxes Cost Effectiveness 104807 Total cost to perform the process group "manage
taxes" per $1 billion revenue
10736 9.9 Manage taxes Cost Effectiveness 104894 Total cost to perform the process group "manage
taxes" per $1,000 revenue
10736 9.9 Manage taxes Process Efficiency 101165 Number of FTEs that perform the process group
"manage taxes" per $1 billion revenue
10736 9.9 Manage taxes Supplemental 102043 Percentage of total finance function FTEs
Information allocated to the process group "manage taxes"
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103330 Systems cost to perform the process "perform
planning/budgeting/forecasting" per $100,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105139 Overhead and other costs to perform the process
"perform planning/budgeting/forecasting" per
$100,000 revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102990 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574 Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103811 Total cost to perform the process "perform
planning/budgeting/forecasting" as a percentage
of revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103812 Total cost to perform the process "perform
planning/budgeting/forecasting" per process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103813 Total cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100160 Cycle time in days to complete the annual budget
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100604 Cycle time in days to prepare the financial
forecast
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100635 Cycle time in days to update/revise the rolling
forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101761 Percentage error for the personnel cost forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101762 Percentage error for the total sales forecast
10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134 Number of budget line items per FTE that
performs the process "perform
planning/budgeting/forecasting"
10738 9.1.1 Perform planning/budgeting/forecasting Supplemental 102027 Percentage of total finance function FTEs
Information allocated to the process "perform planning/
budgeting/ forecasting"
10739 9.1.2 Perform cost accounting and control Supplemental 102059 Percentage of total finance function FTEs
Information allocated to the processes "perform cost
accounting and control" and "perform cost
management"
10739 9.1.2 Perform cost accounting and control Supplemental 105140 Percentage of cost base accounted for by activity-
Information based costing
10740 9.1.3 Perform cost management Cost Effectiveness 106138 Average cost per click for an online retail ad
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103677 Total cost to perform the process "evaluate and
manage financial performance" per process FTE
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102923 Personnel cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105137 Overhead and other costs to perform the process
"evaluate and manage financial performance" per
$100,000 revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103282 Systems cost to perform the process "evaluate
and manage financial performance" per $100,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 104151 Total revenue per active customer
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147 Total internal cost to perform the process
"evaluate and manage financial performance" per
process FTE
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106140 Average gross profitability for brick-and-mortar
retail stores
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106141 Like for Like (LFL) brick-and-mortar retail sales
growth
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106142 Average annual in-store sales per square foot of
brick-and-mortar retail selling space
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019 Number of FTEs that perform the process
"evaluate and manage financial performance" per
$1 billion revenue
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 106508 Business entity revenue per business entity FTE
10741 9.1.4 Evaluate and manage financial performance Supplemental 101973 Percentage of employees with compensations
Information affected by profit
10741 9.1.4 Evaluate and manage financial performance Supplemental 101976 Percentage of employees with compensations
Information affected by budget versus actual variances
10741 9.1.4 Evaluate and manage financial performance Supplemental 101763 Percentage growth in EBITDA from three
Information reporting periods prior
10741 9.1.4 Evaluate and manage financial performance Supplemental 100407 Compounded annual growth rate of revenue over
Information the past three reporting periods
10741 9.1.4 Evaluate and manage financial performance Supplemental 100405 Compounded annual growth rate in earnings
Information before interest, tax, depreciation and amortization
over the past three reporting periods
10741 9.1.4 Evaluate and manage financial performance Supplemental 100684 EBITDA margin (current reporting period)
Information
10741 9.1.4 Evaluate and manage financial performance Supplemental 102831 Revenue growth from three reporting periods
Information prior
10742 9.2.1 Process customer credit Cost Effectiveness 103343 Systems cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105485 Personnel cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Process customer credit Cost Effectiveness 105480 Total cost to perform the process "process
customer credit" per active customer
10742 9.2.1 Process customer credit Cost Effectiveness 105481 Total cost to perform the process "process
customer credit" per customer account
10742 9.2.1 Process customer credit Cost Effectiveness 105960 Overhead cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105940 Other cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103010 Personnel cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103853 Total cost to perform the process "process
customer credit" as a percentage of revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103855 Total cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Process customer credit Cost Effectiveness 103857 Total cost to perform the process "process
customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103859 Total cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cycle Time 107425 Cycle time in days to perform the process
"process customer credit"
10742 9.2.1 Process customer credit Cycle Time 100561 Cycle time in days for credit approval
10742 9.2.1 Process customer credit Process Efficiency 101114 Number of FTEs that perform the process
"process customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Staff Productivity 105478 Number of customer accounts per FTE that
performs the process "process customer credit"
10742 9.2.1 Process customer credit Staff Productivity 100902 Number of credit reviews per FTE that performs
the process "process customer credit"
10742 9.2.1 Process customer credit Supplemental 102034 Percentage of total finance function FTEs
Information allocated to the process "process customer credit"
10742 9.2.1 Process customer credit Supplemental 105472 Percentage of FTEs who perform the process
Information "process customer credit" who perform
management activities
10742 9.2.1 Process customer credit Supplemental 105948 Overhead and other cost to perform the process
Information "process customer credit" as a percentage of total
process cost
10742 9.2.1 Process customer credit Supplemental 105939 Other cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105944 Outsourced cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105972 Systems cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105965 Personnel cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105959 Overhead cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10743 9.2.2 Invoice customer Additional 107436 Number of consolidated billing customers as a
Operational percentage of overall customers
Metrics
10743 9.2.2 Invoice customer Additional 107437 Revenue billed through consolidated billing as a
Operational percentage of annual sales
Metrics
10743 9.2.2 Invoice customer Cost Effectiveness 103694 Total cost to perform the process "invoice
customer" as a percentage of revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103697 Total cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Invoice customer Cost Effectiveness 103702 Total cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103706 Total cost to perform the process "invoice
customer" per invoice line item processed
10743 9.2.2 Invoice customer Cost Effectiveness 103709 Total cost to perform the process "invoice
customer" per invoice processed
10743 9.2.2 Invoice customer Cost Effectiveness 101561 Outsourced cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 102933 Personnel cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105952 Overhead cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105932 Other cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105483 Total cost to perform the process "invoice
customer" per customer account
10743 9.2.2 Invoice customer Cost Effectiveness 105486 Personnel cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Invoice customer Cost Effectiveness 105487 Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103289 Systems cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cycle Time 100164 Cycle time in days to generate complete and
correct billing data
10743 9.2.2 Invoice customer Cycle Time 100558 Cycle time in days between transmission of
invoice and shipment of goods or delivery of
services
10743 9.2.2 Invoice customer Process Efficiency 102161 Percentage of invoices automatically generated
based on event triggers
10743 9.2.2 Invoice customer Process Efficiency 102142 Percentage of invoice line items processed error
free the first time
10743 9.2.2 Invoice customer Process Efficiency 102134 Percentage of invoice line items invoiced using
electronic or automatic methods
10743 9.2.2 Invoice customer Process Efficiency 107438 Weighted average days to bill cycle time
10743 9.2.2 Invoice customer Staff Productivity 105479 Number of customer accounts per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 105477 Number of active customers per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 105495 Number of updates to the customer master file
per FTE that performs the process "invoice
customer"
10743 9.2.2 Invoice customer Staff Productivity 101287 Number of invoices processed per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 101280 Number of invoice line items processed per FTE
that performs the process "invoice customer"
10743 9.2.2 Invoice customer Supplemental 102010 Percentage of total finance function FTEs
Information allocated to the process "invoice customer"
10743 9.2.2 Invoice customer Supplemental 100387 Average value per line item billed
Information
10743 9.2.2 Invoice customer Supplemental 107439 Percentage of consolidated billing on a daily
Information schedule
10743 9.2.2 Invoice customer Supplemental 107440 Percentage of consolidated billing on a weekly
Information schedule
10743 9.2.2 Invoice customer Supplemental 107441 Percentage of consolidated billing on a monthly
Information schedule
10743 9.2.2 Invoice customer Supplemental 107442 Percentage of consolidated billing on a schedule
Information other than daily, weekly, or monthly
10743 9.2.2 Invoice customer Supplemental 106076 Total cost to perform the process "invoice
Information customers" as a percentage of total order-to-cash
process cost
10743 9.2.2 Invoice customer Supplemental 105964 Personnel cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105931 Other cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105943 Outsourced cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105951 Overhead cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105983 Value per invoice line item that is paid in full the
Information first time
10743 9.2.2 Invoice customer Supplemental 105969 Systems cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105503 Percentage of billed/invoiced line items offering
Information a discount for which the discount is taken
10743 9.2.2 Invoice customer Supplemental 105489 Percentage of FTEs who perform the process
Information "invoice customer" who perform management
activities
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105567 Overhead and other costs to perform the process
"process accounts receivable (AR)" per $100,000
revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105598 Total cost to perform the process "process
accounts receivable (AR)" per active customer
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105938 Other cost to perform the process "process
accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105958 Overhead cost to perform the process "process
accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103005 Personnel cost to perform the process "process
accounts receivable (AR)" per process FTE
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 101581 Outsourced cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103843 Total cost to perform the process "process
accounts receivable (AR)" as a percentage of
revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103844 Total cost to perform the process "process
accounts receivable (AR)" per process FTE
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103845 Total cost to perform the process "process
accounts receivable (AR)" per $1 billion revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103846 Total cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103850 Total cost to perform the process "process
accounts receivable (AR)" per customer receipt
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100178 Days sales outstanding
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100581 Cycle time in days from transmission of invoice
to receipt of payment
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101758 Percentage of total receipts that are processed
error free the first time
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101656 Outstanding payment days as a proportion of
standard payment days
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102152 Percentage of invoice line items paid in full the
first time
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101950 Percentage of receipts received electronically or
automatically
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 103167 Accounts receivable per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102463 Percentage of receipts automatically matched to
open items in the accounts receivable sub ledger
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101109 Number of FTEs that perform the process
"process accounts receivable (AR)" per $1 billion
revenue
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 105557 Number of active customers managed per FTE
that performs the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 100797 Number of invoices processed per FTE that
performs the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Supplemental 102033 Percentage of total finance function FTEs
Information allocated to the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Supplemental 103004 Personnel cost to perform the process "process
Information accounts receivable (AR)" as a percentage of the
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 101278 Number of invoice line items per receipt
Information
10744 9.2.3 Process accounts receivable (AR) Supplemental 105433 Number of receipts processed per $1,000 of
Information revenue
10744 9.2.3 Process accounts receivable (AR) Supplemental 105561 Outsourced cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105586 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "apply cash remittances"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105587 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "establish accounts receivable
policies"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105588 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "post accounts receivable activity to
the general ledger"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105589 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "prepare accounts receivable reports"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105590 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "receive/deposit customer payments"
10744 9.2.3 Process accounts receivable (AR) Supplemental 103340 Systems cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105937 Other cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 106139 Average value of a retail e-commerce order
Information
10744 9.2.3 Process accounts receivable (AR) Supplemental 106077 Total cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total order-to-cash process cost
10745 9.2.4 Manage and process collections Cost Effectiveness 103716 Total cost to perform the process "manage and
process collections" as a percentage of revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103717 Total cost to perform the process "manage and
process collections" per $1 billion revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103718 Total cost to perform the process "manage and
process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103723 Total cost to perform the process "manage and
process collections" per active customer
10745 9.2.4 Manage and process collections Cost Effectiveness 103724 Total cost to perform the process "manage and
process collections" per process FTE
10745 9.2.4 Manage and process collections Cost Effectiveness 101563 Outsourced cost to perform the process "manage
and process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 102940 Personnel cost to perform the process "manage
and process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105936 Other cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105565 Overhead and other costs to perform the process
"manage and process collections" per $1,000
revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105594 Personnel cost to perform the process "manage
and process collections" per process FTE
10745 9.2.4 Manage and process collections Cost Effectiveness 103293 Systems cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 104467 Total cost to perform the process "manage and
process collections" per customer receipt
10745 9.2.4 Manage and process collections Process Efficiency 101048 Number of FTEs that perform the process
"manage and process collections" per $1 billion
revenue
10745 9.2.4 Manage and process collections Process Efficiency 104166 Total uncollectable balances as a percentage of
revenue
10745 9.2.4 Manage and process collections Supplemental 105955 Overhead cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 106078 Total cost to perform the process "manage and
Information process collections" as a percentage of total
order-to-cash process cost
10745 9.2.4 Manage and process collections Supplemental 105935 Other cost to perform the process "manage and
Information process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105593 Personnel cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105564 Overhead and other costs to perform the process
Information "manage and process collections" as a percentage
of total process cost
10745 9.2.4 Manage and process collections Supplemental 105560 Outsourced cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105579 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
management activities
10745 9.2.4 Manage and process collections Supplemental 105581 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "correspond/negotiate with delinquent
accounts"
10745 9.2.4 Manage and process collections Supplemental 105582 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "discuss account resolution with
internal parties"
10745 9.2.4 Manage and process collections Supplemental 105583 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "establish policies/procedures for
delinquent accounts"
10745 9.2.4 Manage and process collections Supplemental 105584 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "process adjustments/write off
uncollectible balances"
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105595 Total cost to perform the process "manage and
process adjustments/deductions" per active
customer
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105596 Total cost to perform the process "manage and
process adjustments/deductions" per
adjustment/deduction
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105597 Total cost to perform the process "manage and
process adjustments/deductions" per process FTE
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105563 Overhead and other costs to perform the process
"manage and process adjustments/deductions" per
$1,000 revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105934 Other cost to perform the process "manage and
process adjustments/deductions" per $100,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105954 Overhead cost to perform the process "manage
and process adjustments/deductions" per
$100,000 revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 102937 Personnel cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562 Outsourced cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 103712 Total cost to perform the process "manage and
process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cycle Time 100628 Cycle time in days to resolve adjustments
10746 9.2.5 Manage and process adjustments/deductions Process Efficiency 101043 Number of FTEs that perform the process
"manage and process adjustments/deductions" per
$1 billion revenue
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105562 Overhead and other costs to perform the process
Information "manage and process adjustments/deductions" as
a percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105591 Personnel cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105559 Outsourced cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105570 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform management activities
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105572 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "correspond/negotiate
with customer"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105573 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "discuss resolution with
internal parties"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105574 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "establish
policies/procedures for adjustments"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105575 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "prepare chargeback
invoices"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105576 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "process related entries"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105970 Systems cost to perform the process "manage and
Information process adjustments/deductions" as a percentage
of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105982 Value per adjustment/deduction processed
Information
10746 9.2.5 Manage and process adjustments/deductions Supplemental 106079 Total cost to perform the process "manage and
Information the process adjustments/deductions" as a
percentage of total order-to-cash process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105953 Overhead cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10747 9.3.1 Manage policies and procedures Cost Effectiveness 106289 Overhead cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103380 Systems cost to perform the process "manage
financial policies and procedures" per $100,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 104844 Total cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Manage policies and procedures Cost Effectiveness 104845 Personnel cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Manage policies and procedures Process Efficiency 101054 Number of FTEs that perform the process
"manage financial policies and procedures" per
$1 billion revenue
10747 9.3.1 Manage policies and procedures Supplemental 106291 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform management activities
10747 9.3.1 Manage policies and procedures Supplemental 102015 Percentage of total finance function FTEs
Information allocated to the process "manage policies and
procedures"
10748 9.3.2 Perform general accounting Cost Effectiveness 106297 Overhead cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 106298 Other cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103381 Systems cost to perform the process "perform
general accounting" per $100,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 101596 Outsourced cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103976 Total cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103980 Total cost to perform the process "perform
general accounting" per journal entry line item
10748 9.3.2 Perform general accounting Cost Effectiveness 103056 Personnel cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103059 Personnel cost to perform the process "perform
general accounting" per process FTE
10748 9.3.2 Perform general accounting Cycle Time 104615 Cycle time in days for finance shared services
center to complete the monthly financial close
10748 9.3.2 Perform general accounting Cycle Time 100625 Cycle time in days to produce period-end
management reports
10748 9.3.2 Perform general accounting Process Efficiency 100848 Manual journal entry line item percentage
10748 9.3.2 Perform general accounting Process Efficiency 101096 Number of FTEs that perform the process
"perform general accounting" per $1 billion
revenue
10748 9.3.2 Perform general accounting Process Efficiency 101765 Percentage of journal entry line items processed
error free the first time
10748 9.3.2 Perform general accounting Process Efficiency 101753 Percentage change in business entity's gross
margin over the past three years
10748 9.3.2 Perform general accounting Staff Productivity 100875 Number of accounts per FTE that performs the
process "perform general accounting"
10748 9.3.2 Perform general accounting Staff Productivity 101330 Number of journal entry line items per FTE that
performs the process "perform general
accounting"
10748 9.3.2 Perform general accounting Supplemental 101827 Percentage of accounts that are standard with the
Information business units reporting to your site
10748 9.3.2 Perform general accounting Supplemental 100874 Number of accounts in the chart of accounts
Information
10748 9.3.2 Perform general accounting Supplemental 104847 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
general accounting"
10748 9.3.2 Perform general accounting Supplemental 106299 Percentage of FTEs that perform the process
Information "perform general accounting" that perform
management activities
10748 9.3.2 Perform general accounting Supplemental 105992 Percentage of journal entry line items directly
Information linked from an internal/external system
10748 9.3.2 Perform general accounting Supplemental 105993 Percentage of journal entry line items that are
Information automated and recurring
10748 9.3.2 Perform general accounting Supplemental 105994 Percentage of journal entry line items sourced
Information through methods other than manual, direct link,
or automated entry
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 107411 Asset maintenance cost as a percentage of asset
value
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 107285 Overhead and other costs to perform the process
"perform fixed-asset accounting" per $1,000
revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103223 Systems cost to perform the fixed assets cycle per
$100,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103809 Total cost to perform the process "perform fixed-
asset accounting" per $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103810 Total cost to perform the process "perform fixed-
asset accounting" per fixed asset transaction
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103518 Total cost of repair and maintenance per $1,000
gross value of fixed assets
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103535 Total cost of the depreciation expense per $1,000
revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103547 Total cost to perform the fixed assets cycle per $1
billion revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103549 Total cost to perform the fixed assets cycle per
fixed assets cycle FTE
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 101573 Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 100456 Total cost to perform the fixed assets cycle per
$1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 102987 Personnel cost to perform the process "perform
fixed-asset accounting" per fixed asset
transaction
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103329 Systems cost to perform the process "perform
fixed-asset accounting" per $100,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 104848 Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE
10749 9.3.3 Perform fixed-asset accounting Cycle Time 100591 Cycle time in days to capitalize a fixed asset
purchase
10749 9.3.3 Perform fixed-asset accounting Cycle Time 100592 Cycle time in days to close a capital project
10749 9.3.3 Perform fixed-asset accounting Cycle Time 100593 Cycle time in days to complete an approved
capital expenditure plan
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101869 Percentage of approved capital projects
considered within or on budget for spending
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101902 Percentage of capital projects budgeted and
approved in the capital expenditure plan
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101903 Percentage of capital projects completed on time
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101091 Number of FTEs that perform the process
"perform fixed-asset accounting" per $1 billion
revenue
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 100734 Fixed asset turnover
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 100307 Return on fixed assets
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 101329 Number of journal entry line items for fixed asset
transactions per fixed asset accounting FTE
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 100964 Number of fixed assets managed per FTE that
performs the process "perform fixed-asset
accounting"
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 100965 Number of fixed assets transactions per FTE that
performs the process "perform fixed-asset
accounting"
10749 9.3.3 Perform fixed-asset accounting Supplemental 102022 Percentage of total finance function FTEs
Information allocated to the process "perform fixed asset
accounting"
10749 9.3.3 Perform fixed-asset accounting Supplemental 102040 Percentage of total finance function FTEs
Information allocated to the fixed assets cycle
10749 9.3.3 Perform fixed-asset accounting Supplemental 100868 Net value of fixed assets as a percentage of gross
Information value of fixed assets
10749 9.3.3 Perform fixed-asset accounting Supplemental 105125 Total value of Assets Under Management per
Information $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Supplemental 104849 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
fixed-asset accounting"
10750 9.3.4 Perform financial reporting Cost Effectiveness 104851 Personnel cost to perform the process "Perform
financial reporting" per process FTE
10750 9.3.4 Perform financial reporting Cost Effectiveness 103383 Systems cost to perform the process "perform
financial reporting" per $100,000 revenue
10750 9.3.4 Perform financial reporting Cost Effectiveness 104469 Total cost to perform the process "perform
financial reporting" per process FTE
10750 9.3.4 Perform financial reporting Cost Effectiveness 101599 Outsourced cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.4 Perform financial reporting Cost Effectiveness 103984 Total cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.4 Perform financial reporting Cycle Time 100162 Cycle time in days to complete the monthly
consolidated financial statements
10750 9.3.4 Perform financial reporting Cycle Time 100594 Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
10750 9.3.4 Perform financial reporting Cycle Time 100597 Cycle time in calendar days from producing
monthly flash reports to completing the monthly
consolidated financial statements
10750 9.3.4 Perform financial reporting Cycle Time 100552 Cycle time in days between completion of annual
consolidated financial statements and the release
of earnings
10750 9.3.4 Perform financial reporting Cycle Time 100555 Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
10750 9.3.4 Perform financial reporting Process Efficiency 101090 Number of FTEs that perform the process
"perform financial reporting" per $1 billion
revenue
10750 9.3.4 Perform financial reporting Supplemental 102021 Percentage of total finance function FTEs
Information allocated to the process "perform financial
reporting"
10750 9.3.4 Perform financial reporting Supplemental 106309 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform
management activities
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103064 Personnel cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103801 Total cost to perform the process "perform capital
planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 101603 Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008 Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100010 Actual capital expenditure as a percentage of
budgeted capital expenditures for two years prior
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103325 Systems cost to perform the process "perform
capital planning and project approval" per
$100,000 revenue
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586 Cycle time in days to approve a capital project
10751 9.4.1 Perform capital planning and project approval Process Efficiency 101086 Number of FTEs that perform the process
"perform capital planning and project approval"
per $1 billion revenue
10751 9.4.1 Perform capital planning and project approval Process Efficiency 100009 Actual capital expenditure as a percentage of
budgeted capital expenditures for the most recent
year
10751 9.4.1 Perform capital planning and project approval Process Efficiency 105133 Number of approved capital projects per FTE that
performs the process "perform capital planning
and project approval"
10751 9.4.1 Perform capital planning and project approval Supplemental 102019 Percentage of total finance function FTEs
Information allocated to the process "perform capital planning
and project approval"
10752 9.4.2 Perform capital project accounting Cost Effectiveness 106270 Personnel cost to perform the process "perform
capital project accounting" per process FTE
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103332 Systems cost to perform the process "perform
capital project accounting" per $100,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 104470 Total cost to perform the process "perform capital
project accounting" per process FTE
10752 9.4.2 Perform capital project accounting Cost Effectiveness 101577 Outsourced cost to perform the process "perform
capital project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103817 Total cost to perform the process "perform capital
project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103818 Total cost of the process "perform capital project
accounting" per approved capital project
10752 9.4.2 Perform capital project accounting Process Efficiency 100896 Number of capital projects not budgeted as a
percentage of approved projects
10752 9.4.2 Perform capital project accounting Process Efficiency 101088 Number of FTEs that perform the process
"perform capital project accounting" per $1
billion revenue
10752 9.4.2 Perform capital project accounting Supplemental 102020 Percentage of total finance function FTEs
Information allocated to the process "perform capital project
accounting"
10753 9.5.1 Report time Cost Effectiveness 106166 Systems cost to perform the process "report time"
per $100,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103022 Personnel cost to perform the process "report
time" per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103887 Total cost to perform the process "report time"
per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103890 Total cost to perform the process "report time"
per employee paid
10753 9.5.1 Report time Cost Effectiveness 103892 Total cost to perform the process "report time"
per time record processed
10753 9.5.1 Report time Cost Effectiveness 101604 Outsourced cost to perform the process "report
time" per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103351 Systems cost to perform the process "report time"
per employee paid
10753 9.5.1 Report time Cost Effectiveness 105252 Outsourced cost to perform the process "report
time" per employee paid
10753 9.5.1 Report time Cost Effectiveness 105253 Overhead and other costs to perform the process
"report time" per employee paid
10753 9.5.1 Report time Cycle Time 100540 Cycle time in business days to process time
record data and enter into payroll system
10753 9.5.1 Report time Process Efficiency 101130 Number of FTEs that perform the process "report
time" per $1 billion revenue
10753 9.5.1 Report time Process Efficiency 101134 Number of FTEs that perform the process "report
time" per 1,000 employees paid
10753 9.5.1 Report time Process Efficiency 104487 Percentage of time records that are submitted
electronically
10753 9.5.1 Report time Process Efficiency 104488 Percentage of time records that are entered
manually into the payroll system
10753 9.5.1 Report time Process Efficiency 102696 Percentage of time records that are processed first
time error free
10753 9.5.1 Report time Process Efficiency 102698 Percentage of time records that are returned to the
employee/field for validation and/or correction
10753 9.5.1 Report time Staff Productivity 101422 Number of time records processed per FTE that
performs the process "report time"
10753 9.5.1 Report time Supplemental 102037 Percentage of total finance function FTEs
Information allocated to the process "report time"
10754 9.5.2 Manage pay Cost Effectiveness 106167 Systems cost to perform the process "manage
pay" per $100,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 105255 Overhead and other costs to perform the process
"manage pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 105256 Overhead and other costs to perform the process
"manage pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 105257 Outsourced cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 101602 Outsourced cost to perform the process "manage
pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 102956 Personnel cost to perform the process "manage
pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 102957 Personnel cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 103736 Total cost to perform the process "manage pay"
per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 103739 Total cost to perform the process "manage pay"
per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 103741 Total cost to perform the process "manage pay"
per payroll disbursement
10754 9.5.2 Manage pay Cycle Time 100546 Cycle time in business days to remove a
terminated employee from the payroll system
10754 9.5.2 Manage pay Cycle Time 100549 Cycle time in business days to resolve a payroll
error
10754 9.5.2 Manage pay Cycle Time 100536 Cycle time in business days from the payroll
system cut-off date until payroll transmit date
10754 9.5.2 Manage pay Process Efficiency 101057 Number of FTEs that perform the process
"manage pay" per $1 billion revenue
10754 9.5.2 Manage pay Process Efficiency 101061 Number of FTEs that perform the process
"manage pay" per 1,000 employees paid
10754 9.5.2 Manage pay Process Efficiency 101429 Number of voided checks/payments as a
percentage of payroll disbursements
10754 9.5.2 Manage pay Process Efficiency 101373 Number of payroll-related inquiries as a
percentage of payroll disbursements
10754 9.5.2 Manage pay Process Efficiency 102380 Percentage of payroll disbursements that are
manual checks/payments
10754 9.5.2 Manage pay Process Efficiency 102383 Percentage of payroll disbursements that include
retroactive pay adjustments
10754 9.5.2 Manage pay Process Efficiency 101739 Payment errors as a percentage of total payroll
disbursements
10754 9.5.2 Manage pay Staff Productivity 101370 Number of payroll disbursements processed per
FTE that performs the process "manage pay"
10754 9.5.2 Manage pay Supplemental 102014 Percentage of total finance function FTEs
Information allocated to the process "manage pay"
10754 9.5.2 Manage pay Supplemental 100390 Business days the HR/Benefits system is open for
Information employee data changes, new hires and
termination during payroll period
10754 9.5.2 Manage pay Supplemental 102385 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"manage pay"
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 106168 Systems cost to perform the process "process
payroll taxes" per $100,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103020 Personnel cost to perform the process "process
payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103883 Total cost to perform the process "process payroll
taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103885 Total cost to perform the process "process payroll
taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 101605 Outsourced cost to perform the process "process
payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103349 Systems cost to perform the process "process
payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105271 Overhead and other costs to perform the process
"process payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105272 Overhead and other costs to perform the process
"process payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534 Cycle time in business days from notification of
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128 Number of FTEs that perform the process
"process payroll taxes" per 1,000 employees paid
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101120 Number of FTEs that perform the process
"process payroll taxes" per $1 billion revenue
10755 9.5.3 Manage and process payroll taxes Supplemental 102007 Percentage of total finance function FTEs
Information allocated to the process "process payroll taxes"
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105921 Overhead and other cost to perform the process
"process accounts payable (AP)" per invoice
processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105893 Total cost to perform the process "process
accounts payable (AP)" as percentage of selling,
general, and administrative (SGA) costs
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105909 Personnel cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105910 Systems cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105911 Overhead cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105912 Outsourced cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 104204 Value of purchases (in millions) per FTE that
performs the process "process accounts payable
(AP)"
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103336 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103338 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105019 Total value of purchases per net barrel of oil
equivalent (BOE)
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105020 Total value (in millions) of purchases per gross
operated producing well
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105021 Total value (in millions) of purchases per mile of
pipe
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105022 Total value of purchases per barrel throughput
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105043 Total cost to perform the process "process
accounts payable" per thousand barrel of oil
equivalent (BOE)
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105044 Total cost to perform the process "process
accounts payable" per gross operated producing
well
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105045 Total cost to perform the process "process
accounts payable" per mile of pipe
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 100451 Total cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 102997 Personnel cost to perform the process "process
accounts payable (AP)" per process FTE
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 102999 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103001 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103825 Total cost to perform the process "process
accounts payable (AP)" as a percentage of
revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103826 Total cost to perform the process "process
accounts payable (AP)" per process FTE
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103827 Total cost to perform the process "process
accounts payable (AP)" per $1 billion revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103828 Total cost to perform the process "process
accounts payable" per $1,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103835 Total cost to perform the process "process
accounts payable (AP)" per
disbursement/payment
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103838 Total cost to perform the process "process
accounts payable (AP)" per invoice line item
processed
10756 9.6.1 Process accounts payable (AP) Cycle Time 100154 Cycle time in days from receipt of invoice until
approved and scheduled for payment
10756 9.6.1 Process accounts payable (AP) Cycle Time 100575 Cycle time in days from receipt of invoice until
payment is transmitted
10756 9.6.1 Process accounts payable (AP) Cycle Time 100632 Cycle time in days to resolve an invoice error
10756 9.6.1 Process accounts payable (AP) Cycle Time 100636 Cycle time in hours to enter invoice data into the
system
10756 9.6.1 Process accounts payable (AP) Cycle Time 104923 Average cycle time (in calendar days) from the
first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101108 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
revenue
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101944 Percentage of disbursements that are first time
error free
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101947 Percentage of discounts available that are taken
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101738 Payables outstanding per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102136 Percentage of invoice line items matched with a
purchase order
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105908 Total annual number of updates to the vendor
master file per FTE that performs the process
"process accounts payable"
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105039 Number of FTEs who perform the process
"process accounts payable" per million barrel of
oil equivalent (BOE) net production
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105040 Number of FTEs who perform the process
"process accounts payable" per thousand gross
operated producing wells
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105041 Number of FTEs who perform the process
"process accounts payable" per thousand miles of
pipe
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105042 Number of FTEs who perform the process
"process accounts payable" per thousand barrels
throughput
10756 9.6.1 Process accounts payable (AP) Supplemental 102032 Percentage of total finance function FTEs
Information allocated to the process "process accounts
payable"
10756 9.6.1 Process accounts payable (AP) Supplemental 101285 Number of invoiced line items per $1,000
Information purchases
10756 9.6.1 Process accounts payable (AP) Supplemental 102996 Personnel cost to perform the process "Process
Information accounts payable" as a percentage of total process
cost
10756 9.6.1 Process accounts payable (AP) Supplemental 103335 Systems cost to perform the process "process
Information accounts payable" as a percentage of the total
cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104612 Outsourced cost to perform the process "Process
Information accounts payable" as a percentage of the total
cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104605 Overhead and other cost to perform the process
Information "Process accounts payable" as a percentage of the
total cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104928 Payments sent to vendors through e-Payable as a
Information percentage of the total number of payments sent
10756 9.6.1 Process accounts payable (AP) Supplemental 104929 Payments sent to vendors through other methods
Information as a percentage of the total number of payments
sent
10756 9.6.1 Process accounts payable (AP) Supplemental 105434 Number of invoices processed per $1,000 of
Information purchases
10756 9.6.1 Process accounts payable (AP) Supplemental 105880 Percentage of FTEs that perform the process
Information "process accounts payable" that perform
management activities
10756 9.6.1 Process accounts payable (AP) Supplemental 107207 Number of payables invoices processed per $1
Information million revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103013 Personnel cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103865 Total cost to perform the process "process
expense reimbursements" per $1 billion revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103866 Total cost to perform the process "Process
expense reimbursements" per $1,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103869 Total cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103873 Total cost to perform the process "process
expense reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 102850 Personnel cost to perform the process "process
expense reimbursements" per process FTE
10757 9.6.2 Process expense reimbursements Cost Effectiveness 101583 Outsourced cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 104606 Personnel cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 104607 Systems cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105915 Personnel cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105916 Systems cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105917 Overhead cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105918 Outsourced cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105919 Other cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105894 Total cost to perform the process "process
expense reimbursements" as percentage of
selling, general, and administrative (SGA) costs
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105922 Overhead and other cost to perform the process
"process expense reimbursements" per T&E
disbursement
10757 9.6.2 Process expense reimbursements Cycle Time 100587 Cycle time in days to approve and schedule T&E
reimbursements
10757 9.6.2 Process expense reimbursements Process Efficiency 102650 Percentage of total T&E expenditures made using
cash advances
10757 9.6.2 Process expense reimbursements Process Efficiency 101119 Number of FTEs that perform the process
"process expense reimbursements" per $1 billion
revenue
10757 9.6.2 Process expense reimbursements Process Efficiency 101262 Number of FTEs that perform the process
"process expense reimbursements" per $1 million
T&E expenditures
10757 9.6.2 Process expense reimbursements Staff Productivity 101419 Number of T&E disbursements per "process
expense reimbursements" FTE
10757 9.6.2 Process expense reimbursements Staff Productivity 100952 Number of expense report line items per FTE that
performs the process "process expense
reimbursements"
10757 9.6.2 Process expense reimbursements Supplemental 102035 Percentage of total finance function FTEs
Information allocated to the process "process expense
reimbursements"
10757 9.6.2 Process expense reimbursements Supplemental 100955 Number of expense report line items per $1,000
Information T&E expenditure
10757 9.6.2 Process expense reimbursements Supplemental 105874 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
management activities
10757 9.6.2 Process expense reimbursements Supplemental 104608 Personnel cost of the process "Process expense
Information reimbursements" as a percentage of total cost for
the process
10757 9.6.2 Process expense reimbursements Supplemental 104610 Overhead and other cost to perform the process
Information "Process expense reimbursements" as a
percentage of the total cost of the process
10757 9.6.2 Process expense reimbursements Supplemental 104611 Outsourced cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process
10758 9.7.1 Manage treasury policies and procedures Process Efficiency 106503 Days cash on hand
10759 9.7.2 Manage cash Cost Effectiveness 104814 Total cost of the process group "manage treasury
operations" per bank used in cash collection
network
10759 9.7.2 Manage cash Cost Effectiveness 104815 Total cost of the process group "Manage treasury
operations" per bank used in cash disbursement
network
10759 9.7.2 Manage cash Cycle Time 100171 Cycle time in hours to initiate, approve, and
dispatch a wire transfer
10759 9.7.2 Manage cash Cycle Time 100175 Cycle time in hours to reconcile a single bank
account
10759 9.7.2 Manage cash Cycle Time 105533 Average cycle time in hours to develop a short-
term cash flow forecast
10759 9.7.2 Manage cash Process Efficiency 104819 Number of banks used in cash disbursement
network per $1 billion revenue
10759 9.7.2 Manage cash Staff Productivity 104810 Number of banks used in cash collection network
per FTE that performs the process group "manage
treasury operations"
10759 9.7.2 Manage cash Staff Productivity 104811 Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 101554 Outsourced cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 102918 Personnel cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103280 Systems cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$100,000 revenue
10762 9.8.1 Establish internal controls, policies, and Supplemental 102112 Percentage of independent members on the audit
procedures Information committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102113 Percentage of independent members on the
procedures Information compensation committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102114 Percentage of independent members on the
procedures Information governance committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102115 Percentage of independent, outside directors on
procedures Information the board
10762 9.8.1 Establish internal controls, policies, and Supplemental 102312 Percentage of officers/employees on the audit
procedures Information committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102313 Percentage of officers/employees on the
procedures Information compensation committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102314 Percentage of officers/employees on the
procedures Information governance committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102372 Percentage of other non-independent members on
procedures Information the audit committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102374 Percentage of other non-independent members on
procedures Information the governance committee
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103766 Total cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 102969 Personnel cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568 Outsourced cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103315 Systems cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $100,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100144 Cycle time in calendar days (including weekends)
internal controls policies and procedures from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100148 Cycle time in days from reporting of a control
internal controls policies and procedures violation until investigation is completed and
remediation steps/control changes are developed
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100608 Cycle time in days to deploy change in enabling
internal controls policies and procedures technology
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 100899 Number of control violations per 1,000 business
internal controls policies and procedures entity employees
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101070 Number of FTEs that perform the process
internal controls policies and procedures "operate controls and monitor compliance with
internal controls policies and procedures" per $1
billion revenue
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101375 Number of primary controls per 1,000 employees
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101424 Number of times last year employees used
internal controls policies and procedures existing communication channels to report
suspected improprieties per 1,000 employees
10763 9.8.2 Operate controls and monitor compliance with Supplemental 101912 Percentage of total control violations that are new
internal controls policies and procedures Information
10763 9.8.2 Operate controls and monitor compliance with Supplemental 103173 Self assessments as a percentage of risk
internal controls policies and procedures Information assessment cost
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102398 Percentage of primary controls that are detective
internal controls policies and procedures Information in nature
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102401 Percentage of primary controls that are
internal controls policies and procedures Information preventive in nature
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103347 Systems cost to perform the process "report on
internal controls compliance" per $100,000
revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 101584 Outsourced cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103016 Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103879 Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Process Efficiency 102391 Previously identified control violations as a
percentage of total control violations
10764 9.8.3 Report on internal controls compliance Supplemental 101459 Other as a percentage of risk assessment cost
Information
10764 9.8.3 Report on internal controls compliance Supplemental 101533 Outside consultants as a percentage of risk
Information assessment cost
10764 9.8.3 Report on internal controls compliance Supplemental 100770 Independent internal resources as a percentage of
Information risk assessment cost
10766 9.9.2 Process taxes Supplemental 105544 Ratio of tax strategy to tax filing staff at the
Information finance shared services center
10769 9.10.3 Monitor currency exposure/hedge currency Process Efficiency 107284 Percentage of daily cash balances versus forecast
10789 9.2.1.1 Establish credit policies Supplemental 105473 Percentage of FTEs who perform the process
Information "process customer credit" who establish credit
policies
10789 9.2.1.1 Establish credit policies Supplemental 105437 Maximum value of credit that can be extended to
Information new customers without approval
10789 9.2.1.1 Establish credit policies Supplemental 105438 Maximum value of credit that can be extended to
Information existing customers without approval
10790 9.2.1.2 Analyze/Approve new account applications Supplemental 105474 Percentage of FTEs who perform the process
Information "process customer credit" who analyze/approve
new account applications
10792 9.2.1.6 Produce credit/collection reports Supplemental 105476 Percentage of FTEs who perform the process
Information "process customer credit" who produce
credit/collection reports
10794 9.2.2.1 Maintain customer/product master files Staff Productivity 105496 Number of updates to the customer master file
per FTE that performs the process "invoice
customer" and maintains customer/product
master files
10794 9.2.2.1 Maintain customer/product master files Staff Productivity 105497 Number of active customers per FTE that
performs the process "invoice customer" and
maintains customer/product master files
10794 9.2.2.1 Maintain customer/product master files Supplemental 105490 Percentage of FTEs who perform the process
Information "invoice customer" who maintain
customer/product master files
10795 9.2.2.2 Generate customer billing data Supplemental 105491 Percentage of FTEs who perform the process
Information "invoice customer" who generate customer
billing data
10796 9.2.2.3 Transmit billing data to customers Supplemental 105492 Percentage of FTEs who perform the process
Information "invoice customer" who transmit billing data to
customers
10798 9.2.2.5 Resolve customer billing inquiries Supplemental 105494 Percentage of FTEs who perform the process
Information "invoice customer" who resolve customer billing
inquiries
10808 9.2.4.5 Process adjustments/write off balances Supplemental 105555 Maximum value of uncollectable balance that can
Information be written off without approval
10815 9.3.1.1 Negotiate service-level agreements Supplemental 106292 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "negotiate service-level
agreements"
10816 9.3.1.2 Establish accounting policies Supplemental 106293 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "establish accounting
policies"
10817 9.3.1.4 Set and enforce approval limits Supplemental 106295 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "set and enforce approval
limits"
10818 9.3.1.5 Establish common financial systems Supplemental 106296 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "establish common financial
systems"
10820 9.3.2.2 Process journal entries Supplemental 106301 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process journal entries"
10820 9.3.2.2 Process journal entries Supplemental 106324 Percentage of journal entry line items that are
Information intercompany
10820 9.3.2.2 Process journal entries Supplemental 106325 Percentage of journal entry line items that are
Information corrective/adjusting
10820 9.3.2.2 Process journal entries Supplemental 106326 Percentage of journal entry line items that are
Information first time/originating
10820 9.3.2.2 Process journal entries Supplemental 106327 Percentage of journal entry line items of types
Information other than intercompany, corrective/adjusting, or
first time/originating
10821 9.3.2.3 Process allocations Supplemental 106302 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process allocations"
10822 9.3.2.4 Process period end adjustments Supplemental 106303 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process period end adjustments"
10822 9.3.2.4 Process period end adjustments Supplemental 106332 Percentage of total accruals generated using a
Information fully automated method
10822 9.3.2.4 Process period end adjustments Supplemental 106333 Percentage of total accruals generated using a
Information fully manual method
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106329 Percentage of intercompany transactions
Information processed using a fully automated method
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106330 Percentage of intercompany transactions
Information processed using a fully manual method
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106331 Percentage of intercompany transactions
Information processed using both automation and manual
methods
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106304 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "post and reconcile intercompany
transactions"
10824 9.3.2.6 Reconcile general ledger accounts Supplemental 106305 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "reconcile general ledger accounts"
10825 9.3.2.7 Perform consolidations and process eliminations Supplemental 106306 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "perform consolidations and process
eliminations"
10826 9.3.2.8 Prepare trial balance Supplemental 106307 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "prepare trial balance"
10831 9.3.3.4 Process and record fixed-asset adjustments, Process Efficiency 107283 Percentage of fixed asset transactions handled
enhancements, revaluations, and transfers automatically without human intervention
10837 9.3.4.1 Prepare business unit financial statements Supplemental 106310 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare business unit financial
statements"
10838 9.3.4.2 Prepare consolidated financial statements Supplemental 106311 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare consolidated financial
statements"
10839 9.3.4.3 Perform business unit reporting/review Supplemental 106312 Percentage of FTEs that perform the process
management reports Information "perform financial reporting" that perform the
activity "perform business unit reporting/review
management reports"
10840 9.3.4.4 Perform consolidated reporting/review of cost Supplemental 106313 Percentage of FTEs that perform the process
management reports Information "perform financial reporting" that perform the
activity "perform consolidated reporting/review
of cost management reports"
10841 9.3.4.5 Prepare statements for board review Supplemental 106314 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare statements for board review"
10843 9.3.4.7 Produce regulatory reports Supplemental 106316 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "produce regulatory reports"
10869 9.6.1.1 Verify AP pay file with purchase order vendor Supplemental 105881 Percentage of FTEs that perform the process
master file Information "process accounts payable" that perform the
activity "verify AP pay file with purchase order
vendor master file"
10870 9.6.1.2 Maintain/Manage electronic commerce Supplemental 105882 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "maintain/manage electronic commerce"
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105883 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "audit invoices/key data into AP system"
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105895 Percentage of invoice line items which are
Information entered into the financial system via Electronic
Data Interchange (EDI)
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105896 Percentage of invoice line items which are
Information scanned into the financial system
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105897 Percentage of invoice line items which are
Information entered into the financial system via some other
method than manual entry, scanning, or EDI
10872 9.6.1.4 Approve payments Supplemental 105903 Percentage of invoice line items approved by
Information replenishment/vendor managed inventory
10872 9.6.1.4 Approve payments Supplemental 105904 Percentage of invoice line items approved by a
Information method other than matching, procurement card,
blanket codes, auto receipt settlement, or VMI
10872 9.6.1.4 Approve payments Supplemental 105884 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "approve payments"
10873 9.6.1.5 Process financial accruals and reversals Supplemental 105885 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process financial accruals and reversals"
10874 9.6.1.6 Process payables taxes Supplemental 105886 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process payroll taxes"
10875 9.6.1.7 Research/Resolve payable exceptions Supplemental 105887 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "research/resolve payroll exceptions"
10876 9.6.1.8 Process payments Process Efficiency 104604 Percentage of disbursements submitted
electronically
10876 9.6.1.8 Process payments Process Efficiency 105905 Percentage of total annual number of
disbursements processed which are duplicate or
erroneous payments
10876 9.6.1.8 Process payments Supplemental 105888 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process payments"
10877 9.6.1.9 Respond to AP inquiries Staff Productivity 105907 Total annual number of vendor inquiries received
by the business entity per FTE dedicated to the
process "process accounts payable" that performs
the activity "respond to AP inquiries"
10877 9.6.1.9 Respond to AP inquiries Supplemental 105889 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "respond to AP inquiries"
10878 9.6.1.10 Retain records Supplemental 105890 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "retain records"
10880 9.6.2.1 Establish and communicate expense Supplemental 105875 Percentage of FTEs that perform the process
reimbursement policies and approval limits Information "process expense reimbursements" that perform
the activity "establish and communicate expense
reimbursement policies and approval limits"
10881 9.6.2.2 Capture and report relevant tax data Supplemental 105876 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "capture and report relevant tax data"
10882 9.6.2.3 Approve reimbursements and advances Supplemental 105877 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "approve reimbursements and
advances"
10883 9.6.2.4 Process reimbursements and advances Supplemental 105878 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "process reimbursements and
advances"
10884 9.6.2.5 Manage personnel accounts Supplemental 105879 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "manage personnel accounts"
10943 10.1.2 Plan facility Cost Effectiveness 106155 Average annual build cost per square feet for new
retail stores and warehouses
10955 10.1.1.1 Confirm alignment of property requirements with Cost Effectiveness 106152 Total annual retail real estate cost as a percentage
business strategy of direct retail sales revenue, excluding
franchisee commission
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106542 Total number of compliance and ethics services
FTEs per $1 billion revenue
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106543 Total cost to perform the compliance and ethics
services function as a percentage of selling,
general, and administrative cost (SG&A)
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106544 Total cost to perform the compliance and ethics
services function as a percentage of revenue
11013 12.4 Manage legal and ethical issues Supplemental 106537 Percentage of legal services FTEs that perform
Information the process "manage corporate compliance and
ethics program”
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106092 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per FTE that directly supports it
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106106 Personnel (staff) costs directly associated with
management (KM) capability leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106108 External/outsourcing costs directly associated
management (KM) capability with leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106109 Systems costs for KM applications, platforms,
management (KM) capability and related technology per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106110 Costs for KM meetings, events, marketing, and
management (KM) capability training per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106111 KM costs other than personnel for staff and
management (KM) capability contractor personnel, outsourcing, systems,
meetings, events, marketing, and training per
$1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106112 Funding for KM program, initiative, or service
management (KM) capability from central/enterprise funding source per $1,000
revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106113 Funding for KM program, initiative, or service
management (KM) capability from allocations from business units, functions,
or groups leveraging KM services per $1,000
revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106104 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106337 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per business entity employee
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106086 Percentage of KM applications, platforms, or
management (KM) capability technologies hosted in the cloud
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106087 Percentage of KM applications, platforms, or
management (KM) capability technologies hosted on-premises
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106105 Number of FTEs that directly support business
management (KM) capability entity's knowledge management program per $1
billion revenue
11073 13.5 Develop and manage enterprise-wide knowledge Staff Productivity 106117 Percentage of business entity FTEs that directly
management (KM) capability support business entity's knowledge management
program
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106088 Percentage of funding for KM applications,
management (KM) capability Information platforms, or technologies from the KM program,
initiative, or service
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106089 Percentage of funding for KM applications,
management (KM) capability Information platforms, or technologies from the IT
group/function
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106096 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to personnel (staff) costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106097 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to personnel (contractor) costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106098 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to external/outsourcing costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106100 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to KM meetings, events, marketing, and
training
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106101 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to other KM costs
11096 13.5.2 Assess KM capabilities Process Efficiency 106102 Percentage of business entity employees that
participate in approaches and activities included
in KM program, initiative, or service
11096 13.5.2 Assess KM capabilities Process Efficiency 106103 Ratio of estimated business value generated by
KM program, initiative, or service to cost for
knowledge management program, initiative, or
service
11096 13.5.2 Assess KM capabilities Process Efficiency 106115 Number of business entity employees that
participate in approaches and activities included
in KM program, initiative, or service per $1
billion revenue
11096 13.5.2 Assess KM capabilities Process Efficiency 106116 Estimated business value generated by KM
program, initiative, or service per $1,000 revenue
11185 11.3 Manage remediation efforts Additional 107321 Near miss correction rate
Operational
Metrics
11208 9.7.5 Monitor and execute risk and hedging Cost Effectiveness 104817 Total cost of the process group "Manage treasury
transactions operations" per foreign currency involved in
foreign exchange hedging program
11208 9.7.5 Monitor and execute risk and hedging Staff Productivity 104821 Number of foreign currencies involved in foreign
transactions exchange hedging program per $1 billion revenue
11208 9.7.5 Monitor and execute risk and hedging Staff Productivity 104813 Number of foreign currencies involved in foreign
transactions exchange hedging program per FTE that
performs the process group "Manage treasury
operations"
11216 11.4 Manage business resiliency Cost Effectiveness 103295 Systems cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 103725 Total cost to perform the process "manage
business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 101494 Other cost to perform the process group "manage
business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 101622 Outsourced cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 106427 Total cost to perform the process group "manage
business resiliency and risk", including
depreciation/amortization, per process FTE
11216 11.4 Manage business resiliency Cycle Time 103439 Time in weeks to complete projects that address
an identified business exposure or opportunity
(less than 20 percent of total annual revenue)
11216 11.4 Manage business resiliency Cycle Time 103443 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 20 and 40 percent of total annual
revenue)
11216 11.4 Manage business resiliency Process Efficiency 100831 Level of FTE experience in years for the process
group "manage business resiliency and risk"
11216 11.4 Manage business resiliency Process Efficiency 101318 Number of IT FTEs that perform the process
group "manage business resiliency and risk" per
$1 billion revenue
11216 11.4 Manage business resiliency Supplemental 102192 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage business resiliency and
risk"
11216 11.4 Manage business resiliency Supplemental 104558 Percentage of business entity IT FTEs who
Information perform the process group "manage business
resiliency"
11740 2.1.4 Manage product and service master data Supplemental 105244 Percentage of primary products that are made
Information from recycled materials (by weight)
11740 2.1.4 Manage product and service master data Supplemental 105245 Percentage of primary products that are
Information potentially able to be recovered and recycled (by
weight)
11779 3.5.4 Develop and manage sales proposals, bids, and Staff Productivity 106524 Percentage of new proposals resulting in a new
quotes contract
11779 3.5.4 Develop and manage sales proposals, bids, and Supplemental 106512 Percentage of contracts management FTEs that
quotes Information perform the process "manage proposals, bids, and
quotes"
12658 6.5 Service products after sales Cycle Time 104855 Average cycle time in days from detection-to-
correction of warranty issues
12658 6.5 Service products after sales Process Efficiency 104887 Supplier recovery rate
12658 6.5 Service products after sales Process Efficiency 104856 Warranty accrual rate
12658 6.5 Service products after sales Process Efficiency 104857 Warranty claims rate
12658 6.5 Service products after sales Process Efficiency 104858 Warranty cost forecast accuracy
12658 6.5 Service products after sales Process Efficiency 104859 Average annual product return rate
12658 6.5 Service products after sales Process Efficiency 104860 Average annual recall rate per product family
12669 6.5.1 Process warranty claims Cost Effectiveness 104861 Total cost to perform the process "process
warranty claims" per $1,000 revenue
12669 6.5.1 Process warranty claims Cost Effectiveness 104863 Personnel cost to perform the process "process
warranty claims" per $1,000 revenue
12669 6.5.1 Process warranty claims Cost Effectiveness 104867 Total cost to perform the process "process
warranty claims" per warranty claim processed
12669 6.5.1 Process warranty claims Cost Effectiveness 104869 Goodwill cost as a percentage of revenue
12669 6.5.1 Process warranty claims Cost Effectiveness 104890 Internal cost to perform the process "process
warranty claims" as a percentage of total process
cost
12669 6.5.1 Process warranty claims Cost Effectiveness 104891 Outsourced cost to perform the process "process
warranty claims" as a percentage of total process
cost
12669 6.5.1 Process warranty claims Cost Effectiveness 104892 Overhead and other costs to perform the process
"process warranty claims" per $1,000 revenue
12669 6.5.1 Process warranty claims Cost Effectiveness 105610 Goodwill cost per approved goodwill claim
12669 6.5.1 Process warranty claims Cost Effectiveness 105612 Total cost to perform the process "process
warranty claims" per process FTE
12669 6.5.1 Process warranty claims Cycle Time 104870 Average cycle time in days to process a warranty
claim
12669 6.5.1 Process warranty claims Process Efficiency 105450 Total number of other claims processed as a
percentage of total claims processed
12669 6.5.1 Process warranty claims Process Efficiency 105451 Number of claims rejected for other reason as a
percentage of total rejected claims
12669 6.5.1 Process warranty claims Process Efficiency 105452 Number of first time repair/replace claims
approved as a percentage of total claims
processed
12669 6.5.1 Process warranty claims Process Efficiency 105453 Number of repeat repair/replace claims approved
as a percentage of total claims processed
12669 6.5.1 Process warranty claims Process Efficiency 105455 Number of recall claims approved as a percentage
of total claims processed
12669 6.5.1 Process warranty claims Process Efficiency 104873 Number of claims processed per FTE that
performs the process "process warranty claims"
12669 6.5.1 Process warranty claims Process Efficiency 104874 Percentage of total rejected claims rejected for
being fraudulent
12669 6.5.1 Process warranty claims Process Efficiency 104875 Percentage of total rejected claims rejected for
policy reasons
12669 6.5.1 Process warranty claims Process Efficiency 104877 Percentage of total claims approved that is
invalid or fraudulent
12669 6.5.1 Process warranty claims Process Efficiency 104878 Percentage of total claims processed from
approved goodwill claims
12669 6.5.1 Process warranty claims Process Efficiency 104879 Percentage of total claims processed that is from
approved recall claims
12669 6.5.1 Process warranty claims Process Efficiency 104880 Percentage of total claims processed that is from
approved repeat repair claims
12669 6.5.1 Process warranty claims Process Efficiency 104881 Percentage of total claims processed that is
approved
12669 6.5.1 Process warranty claims Process Efficiency 104882 Percentage of total claims processed that is
rejected
12669 6.5.1 Process warranty claims Process Efficiency 104883 Percentage of total warranty claims processed
that is processed automatically
12669 6.5.1 Process warranty claims Staff Productivity 105615 Number of invalid or fraudulent claims that are
approved per $1,000 revenue
12672 6.8.4 Evaluate and manage warranty performance Supplemental 104888 Percentage of customers satisfied with warranty
Information process / experience
14074 9.3.4.8 Perform legal and management consolidation Supplemental 106317 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "perform legal and management
consolidation"
16573 3.2.4.1 Establish channel-specific metrics and targets Staff Productivity 106144 Average annual retail sales revenue per customer-
facing sales associate
16613 3.3.6 Analyze and respond to customer insight Process Efficiency 105805 Percentage of perfect scores on
telecommunications call center customer
satisfaction
17043 7.1 Develop and manage human resources planning, Process Efficiency 105601 Strategic workforce planning FTEs per revenue
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105602 Strategic workforce planning FTEs per employee
policies, and strategies
17052 7.4 Manage employee relations Cost Effectiveness 106372 Total cost to perform the process group "manage
employee relations" per $1,000 revenue
17052 7.4 Manage employee relations Cost Effectiveness 106373 Total cost to perform the process group "manage
employee relations" per business entity employee
17052 7.4 Manage employee relations Cost Effectiveness 106374 Personnel cost to perform the process group
"manage employee relations" per $1,000 revenue
17052 7.4 Manage employee relations Cost Effectiveness 106375 Personnel cost to perform the process group
"manage employee relations" per business entity
employee
17052 7.4 Manage employee relations Process Efficiency 106355 Number of FTEs that perform the process group
"manage employee relations" per $1 billion
revenue
17052 7.4 Manage employee relations Process Efficiency 106151 Employee engagement score
17052 7.4 Manage employee relations Staff Productivity 106359 Number of business entity employees per FTE
that performs the process groups "manage
employee communications" and "deliver
employee communications"
17052 7.4 Manage employee relations Staff Productivity 106356 Number of business entity employees per FTE
that performs the process group "manage
employee relations"
17052 7.4 Manage employee relations Supplemental 106377 Systems cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17052 7.4 Manage employee relations Supplemental 106378 Overhead and other cost to perform the process
Information group "manage employee relations" as a
percentage of total process group cost
17052 7.4 Manage employee relations Supplemental 106379 Outsourced cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17056 7.7 Manage employee information and analytics Cost Effectiveness 106380 Total cost to perform the process group "manage
employee information and analytics" per $1,000
revenue
17056 7.7 Manage employee information and analytics Process Efficiency 106364 Number of FTEs that perform the process group
"manage employee information and analytics"
per $1 billion revenue
17056 7.7 Manage employee information and analytics Staff Productivity 106461 Number of remote business entity employees per
FTE that performs the process group "manage
employee information and analytics"
17056 7.7 Manage employee information and analytics Staff Productivity 106363 Number of business entity employees per FTE
that performs the process group "manage
employee information and analytics"
17057 7.8 Manage employee communication Cost Effectiveness 106357 Total cost to perform the HR function per FTE
that performs the process groups "manage
employee communications" and "deliver
employee communications"
17057 7.8 Manage employee communication Process Efficiency 106358 Number of FTEs that perform the process groups
"manage employee communications" and
"deliver employee communications" per $1
billion revenue
17058 9.0 Manage Financial Resources Cost Effectiveness 104464 Selling, general, and administrative (SGA) costs
as a percentage of business entity revenue
17058 9.0 Manage Financial Resources Supplemental 107276 Employee turnover rate for FTEs dedicated to
Information planning, budgeting and management and capital
project accounting processes
17058 9.0 Manage Financial Resources Supplemental 107277 Average tenure, in years, of FTEs currently
Information dedicated to planning, budgeting and
management and capital project accounting
processes
17058 9.0 Manage Financial Resources Supplemental 105126 Total annual non-interest expense per $1,000
Information revenue
17058 9.0 Manage Financial Resources Supplemental 105127 Total annual fee income per $1,000 revenue
Information
17058 9.0 Manage Financial Resources Supplemental 105128 Total annual operating expense per $1,000
Information revenue
17060 11.1 Manage enterprise risk Additional 107317 Occupational Health Hazard Assessment
Operational (OHHA)
Metrics
17060 11.1 Manage enterprise risk Additional 107318 Comprehensive Environmental Health
Operational Assessment (CEHA)
Metrics
17060 11.1 Manage enterprise risk Additional 107319 Restricted duty injuries/illnesses
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107320 On-the-job fatalities
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107322 Fatalities or major injuries due to asset integrity
Operational incidents
Metrics
17060 11.1 Manage enterprise risk Additional 107323 Aircraft safe fueling
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107324 HazCom
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107325 Hydrocarbon spills in barrels
Operational
Metrics
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105793 Success rate of attempts to convert qualified pre-
paid telecommunications customers to post-paid
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105809 Telecommunications inbound contact center
cross-sell/up-sell rate
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105810 Percentage of total sales initiated on the website
that presented the telecommunications customer
with a cross-sell or up-sell offer
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Staff Productivity 105822 Percentage of total annual net sales revenue
resulting from cross-selling or up-selling
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Staff Productivity 106135 E-commerce cross-sell/up-sell revenue as a
percentage of revenue
17682 3.4.3.1 Calculate product market share Process Efficiency 105763 Most-recent year-over-year change in
telecommunications market share
19696 2.1 Govern and manage product/service development Cost Effectiveness 105214 Total cost to perform the process group "govern
program and manage product/service development
program" per $1,000 revenue
19696 2.1 Govern and manage product/service development Process Efficiency 105213 Number of FTEs (including external) that
program perform the process group "govern and manage
product/service development program" per $1
billion revenue
19696 2.1 Govern and manage product/service development Supplemental 105224 Total cost to perform the process group "govern
program Information and manage product/service development
program" as a percentage of total function cost
19696 2.1 Govern and manage product/service development Supplemental 105217 Number of FTEs (including external) that
program Information perform the process group "govern and manage
product/service development program" as a
percentage of total function FTEs
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105468 Total cost to perform the process group "generate
and define new product/service ideas" per $1,000
revenue
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105469 Total cost to perform the process group "generate
and define new product/service ideas" per
concept (pre-design phase)
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463 Number of FTEs (including external) that
perform the process group "generate and define
new product/service ideas" per $1 billion revenue
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506 Number of concepts (pre-design phase) per FTE
(including external) that performs the process
group "generate and define new product/service
ideas"
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105467 Total cost to perform the process "design and
prototype products and services" per $1,000
revenue
19993 2.3.1 Design and prototype products and services Process Efficiency 105462 Number of FTEs (including external) that
perform the process "design and prototype
products and services" per $1 billion revenue
19993 2.3.1 Design and prototype products and services Supplemental 105226 Total cost to perform the process "design and
Information prototype products and services" as a percentage
of total function cost
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105471 Total cost to perform the process "test market for
services new or revised products and services" per $1,000
revenue
19996 2.3.2 Test market for new or revised products and Process Efficiency 105465 Number of FTEs (including external) that
services perform the process "test market for new or
revised products and services" per $1 billion
revenue
19996 2.3.2 Test market for new or revised products and Supplemental 105222 Number of FTEs (including external) that
services Information perform the process "test market for new or
revised products and services" as a percentage of
total function FTEs
19996 2.3.2 Test market for new or revised products and Supplemental 105227 Total cost to perform the process "test market for
services Information new or revised products and services" as a
percentage of total function cost
19997 2.3.3 Prepare for production/service delivery Cost Effectiveness 105525 Total cost to perform the process "prepare for
production/service delivery" per FTE (including
external)
19997 2.3.3 Prepare for production/service delivery Process Efficiency 105464 Number of FTEs (including external) that
perform the process "prepare for
production/service delivery" per $1 billion
revenue
19997 2.3.3 Prepare for production/service delivery Supplemental 105228 Total cost to perform the process "prepare for
Information production/service delivery" as a percentage of
total function cost
19997 2.3.3 Prepare for production/service delivery Supplemental 105223 Number of FTEs (including external) that
Information perform the process "prepare for
production/service delivery" as a percentage of
total function FTEs
19997 2.3.3 Prepare for production/service delivery Supplemental 105215 Percentage of products designed with a 'design
Information for supply chain' philosophy
20000 3.2.3 Define and manage channel strategy Supplemental 105767 Percentage of total sales of core
Information telecommunications products made via digital
channels
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105815 Average sales conversion rate for direct mail
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105816 Average sales conversion rate for face to face
contact
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105817 Average sales conversion rate for mobile
applications
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105818 Average sales conversion rate for telemarketing
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105819 Average sales conversion rate for website (your
company name.com)
20006 3.2.4 Analyze and manage channel performance Supplemental 105775 Percentage of sales of telecommunications core
Information products influenced by social media
20006 3.2.4 Analyze and manage channel performance Supplemental 105812 Percentage of telecommunications customers that
Information have downloaded and registered on the mobile
app
20006 3.2.4 Analyze and manage channel performance Supplemental 105813 Percentage of telecommunications mobile app
Information users that are active
20006 3.2.4 Analyze and manage channel performance Supplemental 105771 Digital content sales revenue as a percentage of
Information overall revenue
20008 3.3 Develop and manage marketing plans Cycle Time 105823 Average time in weeks to develop and launch a
new marketing campaign (from ideation to the
delivery of an offer/message to a
customer/prospect)
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105803 Percentage of telecommunications customers that
Information have called the call center more than 10 times in
the past 12 months
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105804 Percentage of telecommunications customers that
Information have never called the call center
20025 5.0 Deliver Services Cost Effectiveness 107231 Total cost of the order to delivery and installation
process per $1 billion revenue
20025 5.0 Deliver Services Cost Effectiveness 105401 Number of FTEs who perform retail banking
activities per $1 billion operating expense
20025 5.0 Deliver Services Cost Effectiveness 105418 Annual retail bank revenue (interest income plus
fee income) per retail banking customer
20025 5.0 Deliver Services Cost Effectiveness 105415 Annual operating expense per retail banking
customer
20025 5.0 Deliver Services Process Efficiency 107228 Percentage of consumers claiming to be satisfied
with quality of delivery and installation/assembly
20025 5.0 Deliver Services Process Efficiency 105402 Number of FTEs who perform retail banking
activities per $1 billion non-interest expense
20025 5.0 Deliver Services Staff Productivity 107226 Average effort in man-hours required to complete
delivery, installation, and back-haul of
large/bulky products
20025 5.0 Deliver Services Staff Productivity 105404 Number of FTEs who perform retail banking
activities per $1 billion retail bank revenue
(interest income plus fee income)
20025 5.0 Deliver Services Staff Productivity 105408 Number of retail banking customers per back
office activities FTE
20025 5.0 Deliver Services Staff Productivity 105409 Cost to serve banking customers (all channels)
per retail banking customer
20025 5.0 Deliver Services Supplemental 105410 Number of retail banking customers per branch
Information (including staffed kiosks)
20025 5.0 Deliver Services Supplemental 105413 Annual non-interest expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Deliver Services Supplemental 105414 Annual non-interest expense as a percentage of
Information operating expense
20025 5.0 Deliver Services Supplemental 105416 Annual operating expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Deliver Services Supplemental 105417 Annual fee income as a percentage of retail bank
Information revenue (interest income plus fee income)
20025 5.0 Deliver Services Supplemental 105430 Number of customers with retail banking
Information customer relationship of one to three years per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105431 Number of customers with retail banking
Information customer relationship of three to five years per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105432 Number of customers with retail banking
Information customer relationship of more than five years per
$1 million retail bank revenue
20026 5.1 Establish service delivery governance and Supplemental 107220 Average price paid by the consumer for delivery,
strategies Information installation, and haul-away for large/bulky
deliveries
20040 5.2 Manage service delivery resources Cycle Time 107210 Average width, in hours, of the large/bulky
delivery window provided to the consumer
20040 5.2 Manage service delivery resources Supplemental 107209 Consumer delivery/service area in square miles
Information
20059 5.3.1 Initiate service delivery Cycle Time 107212 Average lead-time in days between consumer
order and the first accepted delivery window
20059 5.3.1 Initiate service delivery Supplemental 107211 Percentage of delivery orders rescheduled or
Information modified prior to delivery
20069 5.3.2 Execute service delivery Process Efficiency 107224 Percentage of large/bulky deliveries refused
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106361 Total cost to perform the HR function per FTE
and training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106212 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per process group FTE
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106184 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per process group FTE
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106185 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" as a percentage of selling, general, and
administrative (SGA) costs
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106172 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per $1,000 revenue
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106173 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per business entity employee
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106179 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per business entity employee
20599 7.3 Manage employee on-boarding, development, Process Efficiency 106171 Number of FTEs that perform the process group
and training "manage employee on-boarding, development,
and training" per $1 billion revenue
20599 7.3 Manage employee on-boarding, development, Staff Productivity 106170 Number of business entity employees per FTE
and training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Staff Productivity 106201 Number of remote business entity employees per
and training FTE that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Supplemental 106368 Personnel cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106369 Systems cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106371 Outsourced cost of the process group "manage
and training Information employee on-boarding, development, and
training" as a percentage of total process group
cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106188 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are senior
management / executive level
20599 7.3 Manage employee on-boarding, development, Supplemental 106189 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are middle
management/specialists
20599 7.3 Manage employee on-boarding, development, Supplemental 106190 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are Operational
workers/office staff
20599 7.3 Manage employee on-boarding, development, Supplemental 106181 Systems cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of the total cost to
perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106182 Overhead and other costs to perform the process
and training Information group "manage employee on-boarding,
development, and training" as a percentage of the
total cost to perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106183 Outsourced cost of the process group "manage
and training Information employee on-boarding, development, and
training" as a percentage of the total cost to
perform the process group
20604 9.3.1.3 Publish accounting policies Supplemental 106294 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "publish accounting policies"
20607 8.0 Manage Information Technology (IT) Supplemental 106433 Percentage of IT costs allocated to cognitive
Information solutions or technologies
20607 8.0 Manage Information Technology (IT) Supplemental 106434 Percentage of IT costs allocated to cloud
Information
20607 8.0 Manage Information Technology (IT) Supplemental 106435 Percentage of IT costs allocated to mobility
Information
20607 8.0 Manage Information Technology (IT) Supplemental 106436 Percentage of IT capital cost allocated to
Information hardware
20652 8.2 Develop and manage IT business strategy Supplemental 106449 Percentage of IT operating costs dedicated to
Information develop and manage IT business strategy
20706 8.3 Develop and manage IT resilience and risk Supplemental 106452 Percentage of IT operating costs dedicated to
Information manage IT resilience and risk
20765 8.4 Manage information Supplemental 106453 Percentage of IT operating costs dedicated to
Information manage enterprise information
20784 8.5 Develop and manage services/solutions Supplemental 106454 Percentage of IT operating costs dedicated to
Information develop and integrate services/solutions
20824 8.6 Deploy services/solutions Supplemental 106455 Percentage of IT operating costs dedicated to
Information deploy services/solutions
20866 8.7 Create and manage support services/solutions Supplemental 106456 Percentage of IT operating costs dedicated to
Information support services/solutions
(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
S25320470QN0001 percent
days
S25320472QN0001 percent
Like for Like (LFL) retail sales growth for retail percent
stores
Average in-store sales per square foot of selling dollars
space
Number of FTEs who perform the process FTEs
"evaluate and manage financial performance" /
(Total business entity revenue * .000000001)
Total business entity revenue / Number of dollars
business entity FTEs
(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 /
Number of business entity employees) * 100.0
((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
FTEs
HazCom items
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any other consideration to a third party for use of the APQC/IBM Industry PCFs.