Aerospace PCF Comparision

AEROSPACE AND DEFENSE PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 6.1.0
GENERATED ON 7/27/2015
For more information about the PCF, visit www.apqc.org/pcf
Copyright 2015 APQC and IBM
OCESS
UNDERSTANDING THIS FILE
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended t
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC di
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
process element. It will be consistent across releases as long as the conceptual meaning does not change
Hierarchy ID is the human-readable index number corresponding to this specific process element on ea
row. This number will not be consistent across releases - meaning that a process element may have a diff
hierarchy ID among a set of releases.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb
ets intended to
use of its intended
ntact APQC directly
used throughout
aterials back to
identified by the
es not change.
lement on each
may have a different
s Benchmarking
org/osb
PCF ID
10002
10003
10004
10005
10006
10007
10008
17058
19207
16437
Hierarchy
ID
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
Develop Vision and Strategy

Develop and Manage Products and Services
Market and Sell Products and Services
Deliver Products and Services
Manage Customer Service
Develop and Manage Human Capital
Manage Information Technology
Manage Financial Resources
Acquire, Construct, and Manage Assets
Manage Enterprise Risk, Compliance, Remediation and Resiliency
10012
10013
11.0
12.0
Manage External Relationships

Develop and Manage Business Capabilities
Name
Metrics
available?
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
Y
7 of 733
PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
10018
10028
10029
19693
10019
10030
10031
10032
10033
10034
10020
10035
10036
16792
16793
16794
16795
16796
16797
16798
16799
10015
10037
10044
10045
10046
10038
10047
10048
14189
14190
19694
14197
19695
Hierarchy
ID
Name
1.0
1.1
Define the business concept and long-term vision
1.1.1
Assess the external environment
1.1.1.1
Analyze and evaluate competition
1.1.1.2
Identify economic trends
1.1.1.3
Identify political and regulatory issues
1.1.1.4
Assess new technology innovations
1.1.1.5
Analyze demographics
1.1.1.6
Identify social and cultural changes
1.1.1.7
Identify ecological concerns
1.1.2
Survey market and determine customer needs and wants
1.1.2.1
Conduct qualitative/quantitative assessments
1.1.2.2
Capture and assess customer needs
1.1.2.3
Model customer, fleets and aircraft demand
1.1.3
Perform internal analysis
1.1.3.1
Analyze organizational characteristics
1.1.3.2
Create baselines for current processes
1.1.3.3
Analyze systems and technology
1.1.3.4
Analyze financial positions
1.1.3.5
Identify enterprise core competencies
1.1.4
Establish strategic vision
1.1.4.1
Align stakeholders around strategic vision
1.1.4.2
Communicate strategic vision to stakeholders
1.1.5
Conduct organization restructuring opportunities
1.1.5.1
Identify restructuring opportunities
1.1.5.2
Perform due-diligence
1.1.5.3
Analyze deal options
1.1.5.3.1
Evaluate acquisition options
1.1.5.3.2
Evaluate merger options
1.1.5.3.3
Evaluate de-merger options
1.1.5.3.4
Evaluate divesture options
1.2
Develop business strategy
1.2.1
Develop overall mission statement
1.2.1.1
Define current business
1.2.1.2
Formulate mission
1.2.1.3
Communicate mission
1.2.2
Evaluate strategic options to achieve the objectives
1.2.2.1
Define strategic options
1.2.2.2
Assess and analyze impact of each option
1.2.2.3
Develop sustainability strategy
1.2.2.4
Develop global support strategy
1.2.2.5
Develop shared services strategy
1.2.2.6
Develop Lean/continuous improvement strategy
1.2.2.7
Develop outsourcing strategy
Metrics
available?
Y
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
8 of 733
PCF ID
10040
10041
Hierarchy
ID
1.2.3
1.2.4
10049
10050
10051
10052
10053
10054
1.2.4.1
1.2.4.2
1.2.4.3
1.2.4.4
1.2.4.5
1.2.4.6
10055
10056
10042
10043
10016
10057
10058
10059
10060
1.2.4.7
1.2.4.8
1.2.5
1.2.6
1.3
1.3.1
1.3.2
1.3.3
1.3.4
Metrics
Name
available?
Coordinate and align functional and process strategies
N
Create organizational design (structure, governance, reporting,
N
etc.)
Evaluate breadth and depth of organizational structure
N
Perform job specific roles mapping and value-add analyses
N
Develop role activity diagrams to assess hand-off activity
N
Perform organization redesign workshops
N
Design the relationships between organizational units
N
Develop role analysis and activity diagrams for key
N
processes
Assess organizational implication of feasible alternatives
N
Migrate to new organization
N
Develop and set organizational goals
N
Formulate business unit strategies
N
Manage strategic initiatives
N
Develop strategic initiatives
N
Evaluate strategic initiatives
N
Select strategic initiatives
N
Establish high-level measures
N
9 of 733
Change
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
YES
YES
YES
YES
YES
YES
YES
NO
NO
NO
NO
NO
NO
NO
NO
YES
YES
YES
YES
YES
What change
What Document
New Addition
New
New
New
New
New
New
New
New
Addition
Addition
Addition
Addition
Addition
Addition
Addition
Addition
New
New
New
New
New
Addition
Addition
Addition
Addition
Addition
10 of 733
Change
What change
1.2.3
Select
long-term
business
strategy (10039) replaced
NO
NO
What Document
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
11 of 733
PCF ID
Hierarchy
ID
10003
19696
10061
10063
2.0
2.1
2.1.1
2.1.1.1
10066
2.1.1.2
10074
10073
10075
10076
10067
10077
10078
10079
11740
11741
11742
11743
11744
11745
11746
11747
11748
11749
11750
16825
19941
2.1.1.3
2.1.1.4
2.1.1.5
2.1.1.6
2.1.2
2.1.2.1
2.1.2.2
2.1.2.3
2.1.3
2.1.3.1
2.1.3.2
2.1.3.3
2.1.3.4
2.1.3.5
2.1.3.6
2.1.3.7
2.1.3.8
2.1.3.9
2.1.3.10
2.1.4
2.1.4.1
16826
16827
2.1.4.2
2.1.4.3
19697
2.1.4.4
19698
10065
10070
10071
10072
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3
19699
10064
10068
2.2.2
2.2.3
2.2.3.1
10069
2.2.3.2
Name
Perform governance and program management
Manage product and service portfolio
Evaluate performance of existing products/services against
market opportunities
Confirm alignment of product/service concepts with
business strategy
Prioritize and select new product/service concepts
Plan and develop cost and quality targets
Specify development timing targets
Plan for product/service offering modifications
Manage product and service life cycle
Introduce new products/services
Retire outdated products/services
Identify and refine performance indicators
Manage product and service master data
Manage materials master lists
Manage bills of material
Manage routings
Manage specifications
Manage drawings
Manage product/material classification
Develop and maintain quality/inspection documents
Maintain process specification data
Manage traceability data
Review and approve data access requests
Manage and control design of products and services
Conduct mandatory and elective external reviews (legal,
regulatory, standards, internal)
Review infringement of patents and copyrights
Determine patent and copyright needs for the products and
services
Define product technical documentation management
requirements
Generate and define new product/service ideas
Perform discovery research
Identify new technologies
Develop new technologies
Assess feasibility of integrating new leading technologies
into product/service concepts
Generate new product/service concepts
Define product/service development requirements
Identify potential improvements to existing products and
services
Identify potential new products and services
Change
YES
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
NO
YES
YES
YES
YES
NO
NO
NO
NO
YES
NO
NO
NO
12 of 733
PCF ID
Hierarchy
ID
19700
10080
11694
11695
10083
10084
10085
10086
10087
2.3
2.3.1
2.3.1.1
2.3.1.2
2.3.1.3
2.3.1.4
2.3.1.5
2.3.1.6
2.3.1.7
19701
11696
11697
11698
11699
11700
11701
10088
10089
10090
2.3.1.8
2.3.1.9
2.3.1.10
2.3.1.11
2.3.1.12
2.3.1.13
2.3.1.14
2.3.1.15
2.3.1.16
2.3.1.17
10091
18090
11702
19702
10092
2.3.1.18
2.3.1.19
2.3.1.20
2.3.1.21
2.3.1.22
11703
11704
11710
11715
11716
19703
10081
10093
10094
10095
10096
10097
2.3.2
2.3.2.1
2.3.2.2
2.3.2.3
2.3.2.4
2.3.2.5
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5
19704
11717
11718
11719
11721
2.4
2.4.1
2.4.1.1
2.4.1.2
2.4.1.3
Name
Design, build, and test product/service
Design and prototype aircraft
Plan product development
Plan product resource requirements
Assign resources to product/service project
Prepare high-level business case and technical assessment
Develop product/service design specifications
Document design specifications
Conduct mandatory and elective product-level external
reviews (legal, regulatory, standards, internal)
Confirm internal design / production capabilities
Determine procurement requirements
Determine manufacturing/tooling requirements
Determine quality/inspection requirements
Determine service/maintenance requirements
Finalize process design
Prepare preliminary product cost model
Build prototypes
Eliminate quality and reliability problems
Conduct in-house product/service testing and evaluate
feasibility
Identify design/development performance indicators
Establish service and warranty parameters
Conduct, monitor, and manage engineering efforts
Obtain aircraft type certification
Collaborate on design with suppliers and contract
manufacturers
Manage configuration
Manage engineering change notices (ECNs)
Manage effectiveness of ECN
Maintain product/process data
Manage transfers of product data
Reconcile configuration perspectives
Test market for new or revised products and services
Prepare detailed market study
Conduct customer tests and interviews
Finalize product/service characteristics and business cases
Finalize technical requirements
Identify requirements for changes to
manufacturing/delivery processes
Prepare for production or service delivery
Develop and implement manufacturing/services
Determine process requirements and specifications
Plan process development
Change
YES
YES
NO
NO
NO
NO
NO
NO
NO
YES
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
NO
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO
NO
NO
NO
NO
YES
NO
NO
NO
NO
13 of 733
PCF ID
Hierarchy
ID
11722
11723
11724
11725
11726
11727
11728
11729
11730
19942
11732
11733
11734
11735
11736
11738
11739
19705
11679
10098
2.4.1.4
2.4.1.5
2.4.1.6
2.4.1.7
2.4.1.8
2.4.1.9
2.4.1.10
2.4.1.11
2.4.2
2.4.2.1
2.4.2.2
2.4.2.3
2.4.2.4
2.4.2.5
2.4.2.6
2.4.2.7
2.4.2.8
2.4.2.9
2.4.3
2.4.3.1
10099
10100
11383
11384
2.4.3.2
2.4.3.3
2.4.3.4
2.4.3.5
11385
2.4.3.6
11386
11387
11388
11389
11390
2.4.3.7
2.4.3.8
2.4.3.9
2.4.3.10
2.4.3.11
11391
11392
2.4.3.12
2.4.3.13
11399
2.4.3.14
11751
11752
11753
11754
11755
11765
2.4.4
2.4.4.1
2.4.4.2
2.4.4.3
2.4.4.4
2.4.4.5
Name
Refine cost model with process cost data
Plan for product launch
Gain approval for product launch
Conduct and monitor product launch
Coordinate capital asset plan impact
Coordinate facilities plan impact
Coordinate strategic sourcing impact
Coordinate integrated capacity plan impact
Coordinate manufacturing schedule impact
Coordinate human resources plan impact
Coordinate impact on sales forecast
Coordinate impact on financial plan
Confirm readiness status of facilities
Prepare for production and marketplace introduction
Develop and test prototype production and/or service
delivery process
Design and obtain necessary materials and equipment
Install and validate production process or methodology
Introduce new product and/or service commercially
Determine plan for new product development and
introduction
Develop product/service launch plans (e.g. timelines, retail
communication strategies)
Identify licensing and co-branding opportunities
Plan preliminary media buys (print, television, radio)
Begin initial creative/advertising development
Develop sales communication plan
Design preliminary sales collateral, point-of-sale (POS) and
promotion prototypes
Disseminate new item and price information
Coordinate introduction of products and sunset obsolete
products with retailers/distributors
Manage questions and issues associated with product
introduction
Review and approve requests for data transfer
Collect data from internal sources
Initiate transfer/request for transfer
Confirm receipt/transmission of data
Estimate demand by program, contract and customer
Change
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
YES
NO
NO
NO
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
NO
NO
NO
NO
NO
NO
14 of 733
PCF ID
Hierarchy
ID
11416
2.5
11417
11418
11419
11420
11421
2.5.1
2.5.2
2.5.3
2.5.4
2.5.5
11422
2.5.6
Name
Support and implement changes to product manufacturing and
service delivery process
Monitor production runs
Request engineering change
Manage engineering change orders
Identify product/service design and configuration changes
Capture feedback to refine existing products and services
process
Identify manufacturing/service delivery process performance
indicators
Change
YES
YES
YES
YES
YES
YES
YES
15 of 733
What change
New category addition
New Addition
New Addition
New Addition
New Addition
New Addition
16 of 733
What change
New Addition
New Addition
New Addition
New Addition
New Addition
17 of 733
What change
New Addition
New Addition
New Addition
New Addition
New Addition
New
New
New
New
New
Addition
Addition
Addition
Addition
Addition
New Addition
New Addition
New Addition
18 of 733
What change
New
New
New
New
New
Addition
Addition
Addition
Addition
Addition
New Addition
19 of 733
PCF ID
Hierarchy
ID
10004
10101
10106
10108
10114
3.0
3.1
3.1.1
3.1.1.1
3.1.1.1.1
10109
10115
10110
10111
3.1.1.2
3.1.1.2.1
3.1.1.3
3.1.1.4
10112
10113
10107
10116
10117
10118
3.1.1.5
3.1.1.6
3.1.2
3.1.2.1
3.1.2.2
3.1.2.3
10119
10120
12410
10104
10148
3.1.2.4
3.1.2.4.1
3.1.2.4.2
3.2
3.2.1
10149
10155
10156
10157
10150
10158
10159
10160
10161
10162
11253
11254
10151
10163
10164
10165
10166
10152
10167
10168
10169
3.2.2
3.2.2.1
3.2.2.2
3.2.2.3
3.2.3
3.2.3.1
3.2.3.2
3.2.3.3
3.2.3.4
3.2.3.5
3.2.3.6
3.2.3.7
3.2.4
3.2.4.1
3.2.4.2
3.2.4.3
3.2.4.4
3.2.5
3.2.5.1
3.2.5.2
3.2.5.3
Name
Understand markets, customers, and capabilities
Perform customer and market intelligence analysis
Conduct customer and market research
Understand consumer needs and predict customer
purchasing behavior
Identify market segments
Determine market share gain/loss
Analyze market and industry trends
Analyze competing organizations, competitive/substitute
products
Evaluate existing products/brands
Assess internal and external business environment
Evaluate and prioritize market opportunities
Quantify market opportunities
Determine target segments
Prioritize opportunities consistent with capabilities and
overall business strategy
Validate opportunities
Test with customers/consumers
Confirm internal capabilities
Develop and manage marketing plans
Establish goals, objectives, and metrics for products by
channels/segments
Establish marketing budgets
Confirm marketing alignment to business strategy
Determine costs of marketing
Create marketing budget
Develop and manage media
Define media objectives
Develop marketing messages
Define target audience
Engage media provider
Develop and execute advertising
Develop and execute other marketing campaigns/programs
Assess brand/product marketing plan performance
Develop and manage pricing
Determine pricing based on volume/unit forecast
Execute pricing plan
Evaluate pricing performance
Refine pricing as needed
Develop and manage promotional activities
Define promotional concepts
Plan and test promotional activities
Execute promotional activities
Change
YES
YES
NO
NO
NO
20 of 733
PCF ID
Hierarchy
ID
10170
10171
10172
3.2.5.4
3.2.5.5
3.2.5.6
10153
10173
10174
10175
10176
10177
3.2.6
3.2.6.1
3.2.6.2
3.2.6.3
3.2.6.4
3.2.6.5
10154
10178
10179
10180
10181
11757
11758
11759
11760
11761
11762
11763
11764
11765
11766
11767
11768
11769
11770
11771
11772
3.2.7
3.2.7.1
3.2.7.2
3.2.7.3
3.2.7.4
3.3
3.3.1
3.3.1.1
3.3.1.2
3.3.1.3
3.3.1.4
3.3.2
3.3.2.1
3.3.2.2
3.3.2.3
3.3.2.4
3.3.2.5
3.3.2.6
3.3.3
3.3.3.1
3.3.3.2
11773
11774
11775
11776
11777
11778
11779
11780
11781
3.3.3.3
3.3.3.4
3.3.3.5
3.3.3.6
3.3.3.7
3.3.3.8
3.3.4
3.3.4.1
3.3.4.2
11782
11783
3.3.4.3
3.3.4.4
Name
Change
Evaluate promotional performance metrics

Refine promotional performance metrics
Incorporate learning into future/planned consumer
promotions
Track customer management measures
Determine customer loyalty/lifetime value
Analyze customer revenue trend
Analyze customer attrition and retention rates
Analyze customer metrics
Revise customer strategies, objectives, and plans based on
metrics
Develop and manage packaging strategy
Plan packaging strategy
Test packaging options
Execute packaging strategy
Refine packaging
Perform business development
Develop marketing strategy
Identify and assess issues, trends in marketplace
Review commercial industry and government needs
Conduct marketing studies
Develop enterprise sales forecasts
Focus and plan tactical marketing
Develop short term marketing forecast
Forecast sales by program, contract and customer
Identify customer requirements
Identify sales opportunities
Influence customer
Conduct program development
Segment feasible opportunities
Evaluate opportunities likelihood of developing into
Request For Proposal (RFP)/Request For Quote (RFQ)
Match opportunities to business strategy
Evaluate fit with corporate goals and business strategy
Identify external funding constraints
Identify internal and external non-funding constraints
Identify internal funding constraints
Develop program structure
Bid and proposal development
Refine customer requirements
Receive Request For Proposal (RFP)/Request For Quote
(RFQ)
Review RFP/RFQ request
Perform competitive analysis
21 of 733
PCF ID
Hierarchy
ID
11784
11785
11786
11787
11788
11789
11790
11791
11793
11794
11795
11796
11797
11798
11799
11800
11801
11802
11803
11804
11805
11806
11807
3.3.4.5
3.3.4.6
3.3.4.7
3.3.4.8
3.3.4.9
3.3.4.10
3.3.4.11
3.3.4.12
3.3.4.13
3.3.5
3.3.5.1
3.3.5.2
3.3.5.3
3.3.5.4
3.3.5.5
3.4
3.4.1
3.4.1.1
3.4.1.2
3.4.1.3
3.4.1.4
3.4.1.5
3.4.1.6
11808
11809
11810
11811
11812
11813
11814
11815
11816
11817
11818
11819
11820
11821
11822
11823
3.4.2
3.4.2.1
3.4.2.2
3.4.2.3
3.4.2.4
3.4.2.5
3.4.2.6
3.4.2.7
3.4.3
3.4.3.1
3.4.3.2
3.4.3.3
3.4.3.4
3.4.3.5
3.4.3.6
3.4.3.7
11824
11825
3.4.3.8
3.4.3.9
Name
Change
Verify match with strategic/tactical plans

Validate customer requirements
Develop project structure
Identify staffing requirements
Develop pricing and scheduling estimates
Conduct profitability analysis
Submit bid
Review proposal and approval by submitter
Receive notification
Develop business relationships
Identify strategic partnering opportunities
Define roles and responsibilities of partnerships
Validate partnership plan with strategic marketing
objectives
Support strategic business partnerships
Communicate partnership objectives
Perform integrated business planning
Plan demand
Review existing pipeline for existing and/or backlog
demand
Review existing pipeline
Review government trends and check for updates in
policies
Project sales pipeline by product/market
Develop annual sales plan by product/market
Consolidate sales plan by segment/business
unit/corporation
Plan operations
Transfer sales plan to operations planning
Perform capacity planning
Perform logistics planning
Perform inventory planning
Perform maintenance planning
Perform sourcing planning
Perform tooling planning
Plan financials
Identify cost centers/profit centers/activities/rates
Create master data
Calculate direct costs
Calculate indirect costs
Project revenues from sales plan
Prepare projected income statement by legal entity
Prepare projected income statement by business
unit/managers entity
Prepare projected balance sheet by legal entity
Prepare projected balance sheet by business unit/managers
entity
22 of 733
PCF ID
Hierarchy
ID
11826
3.4.3.10
11827
11828
11829
11830
11838
11839
11840
11841
11842
11843
11844
11845
11846
11847
11848
11849
11850
11851
11852
11853
11854
11855
11856
11857
11858
11859
11860
11861
11862
11863
11864
11865
11866
11867
11868
11869
11870
11871
11872
11873
11874
11875
11876
3.4.3.11
3.4.3.12
3.4.3.13
3.4.3.14
3.5
3.5.1
3.5.1.1
3.5.1.2
3.5.1.3
3.5.2
3.5.2.1
3.5.2.2
3.5.2.3
3.5.2.4
3.5.2.5
3.5.2.6
3.5.2.7
3.5.2.8
3.5.2.9
3.5.2.10
3.5.2.11
3.5.3
3.5.3.1
3.5.3.2
3.5.3.3
3.5.3.4
3.5.3.5
3.5.4
3.5.4.1
3.5.4.2
3.5.4.3
3.5.4.4
3.5.4.5
3.5.4.6
3.5.4.7
3.5.4.8
3.5.4.9
3.5.4.10
3.5.4.11
3.5.4.12
3.5.4.13
3.5.4.14
3.5.4.15
Name
Change
Prepare projected cash flow by business unit managers

entity
Prepare projected cash flow by legal entity
Prepare consolidated income statement
Prepare consolidated balance sheet
Prepare consolidated cash flow
Manage contracts and programs
Determine contract and program requirements
Identify contract type
Record contract data
Evaluate risks and assumptions
Plan and schedule program
Determine procurement
Refine order of magnitude estimate
Identify and schedule production
Reevaluate risk and assumptions
Identify and schedule qualified suppliers
Complete detailed production schedule
Refine work breakdown structure
Develop network task
Include program in budget
Validate funding against corporate plan
Obtain approval for funding
Execute program
Execute tasks
Record program milestones
Collect direct costs
Collect indirect costs
Collect revenues
Control and manage contracts and program performance
Prepare subcontractor reports
Support financial reporting
Report Central Security Service (CSS)/SCS compliance
Report earned value management system - EVMS
Resolve EVMS issues
Report to management
Maintain and conduct program status meetings
Perform quality reviews
Perform financial/contract audit
Report classified projects
Identify project changes
Identify options to resolve issues
Revise program plan to incorporate options
Transfer and borrow payback between contracts/programs
Submit for management review and approval
23 of 733
PCF ID
Hierarchy
ID
11877
11878
11879
11880
11881
11882
11883
11884
11885
11886
11887
3.5.4.16
3.5.4.17
3.5.5
3.5.5.1
3.5.5.2
3.5.5.3
3.5.5.4
3.5.5.5
3.5.5.6
3.5.5.7
3.5.5.8
11888
3.5.5.9
11889
10105
10182
10188
10189
10183
11173
11174
14208
11890
11891
11892
11893
11894
11895
10184
10190
10191
10192
10193
18634
19706
3.5.5.10
3.6
3.6.1
3.6.1.1
3.6.1.2
3.6.2
3.6.2.1
3.6.2.2
3.6.2.3
3.6.2.4
3.6.2.5
3.6.2.6
3.6.3
3.6.3.1
3.6.3.2
3.6.4
3.6.4.1
3.6.4.2
3.6.4.3
3.6.4.4
3.6.5
3.6.5.1
19707
19708
18637
19709
18638
10185
10194
10195
3.6.5.2
3.6.5.3
3.6.5.4
3.6.5.5
3.6.5.6
3.6.6
3.6.6.1
3.6.6.2
Name
Change
Submit for customer review

Receive approval, revise program as required
Perform program close out
Complete program commitments
Close commitments
Review procurement documents to close
Apply final allocation/overheads
Release funds
Close program to all postings except rate adjustments
Return government property documents
Revaluate return on investment (ROI) or earned value
analysis (EVA) reports
Develop follow up action plan to obtain program
enhancements
Post final rate adjustments and close
Develop and manage sales plans
Generate leads
Identify potential customers
Identify leads
Manage customers and accounts
Develop sales/key account plan
Manage customer relationships
Manage customer master data
Compare program actual vs. estimate
Develop marketing plan
Track sales performance
Analyze sales results
Compare actual sales to forecast
Revise marketing strategy
Manage customer sales
Perform sales calls
Perform pre-sales activities
Close the sale
Record outcome of sales process
Generate quotes
Receive requests for quotes / identify requirement to
generate a quote
Produce quotes
Submit quotes to customers
Adjust quotes
Obtain approval to proceed
Convert quotes to sales orders
Manage sales orders
Accept and validate sales orders
Collect and maintain customer account information
24 of 733
PCF ID
Hierarchy
ID
10201
10202
10203
10204
10205
10206
10207
10208
10196
10197
10198
3.6.6.2.1
3.6.6.2.2
3.6.6.2.3
3.6.6.2.4
3.6.6.2.5
3.6.6.2.6
3.6.6.2.7
3.6.6.2.8
3.6.6.3
3.6.6.4
3.6.6.5
10199
10200
3.6.6.6
3.6.6.7
10186
10209
10210
10187
10211
3.6.7
3.6.7.1
3.6.7.2
3.6.8
3.6.8.1
10212
10213
10214
14209
19710
3.6.8.2
3.6.8.3
3.6.8.4
3.6.8.5
3.6.8.6
Name
Change
Administer key customer/account details

Retrieve full customer details
Modify involved party details
Record address details
Record contact details
Record key customer communication profile details
Review involved party information
Terminate involved party information
Determine availability
Determine fulfillment process
Enter orders into system and identify/perform cross-sell/upsell activity
Process back orders and updates
Handle order inquiries including post-order fulfillment
transactions
Manage sales force
Determine sales resource allocation
Establish sales force incentive plan
Manage sales partners and alliances
Provide sales and product training to sales
partners/alliances
Develop sales forecast by partner/alliance
Agree on partner and alliance commissions
Evaluate partner/alliance results
Manage channel partner master data
Manage vendor recovery
25 of 733
What change
26 of 733
What change
27 of 733
What change
28 of 733
What change
29 of 733
What change
30 of 733
What change
31 of 733
PCF ID
10005
10215
10221
10229
10230
10231
10232
10233
10234
14193
14194
10222
19711
19712
10235
10236
10237
10238
10239
10240
10241
10223
10242
10243
10244
10245
10246
14196
19713
10224
10247
10248
10249
10250
17041
17042
10252
10253
10254
10255
10256
10257
10258
10259
Hierarchy
ID
Name
4.0
4.1
Plan for and align supply chain resources
4.1.1
Develop production and materials strategies
4.1.1.1
Define manufacturing goals
4.1.1.2
Define labor and materials policies
4.1.1.3
Define outsourcing policies
4.1.1.4
Define manufacturing capital expense policies
4.1.1.5
Define capacities
4.1.1.6
Define production network and supply constraints
4.1.1.7
Define production process
4.1.1.8
Define production workplace layout and infrastructure
4.1.2
Manage demand for products and services
4.1.2.1
Perform forward parts requirements forecasting
4.1.2.2
Establish demand for PMA parts
4.1.2.3
Develop baseline forecasts
4.1.2.4
Collaborate with customers
4.1.2.5
Develop consensus forecast
4.1.2.6
Determine available to promise
4.1.2.7
Monitor activity against forecast and revise forecast
4.1.2.8
Evaluate and revise forecasting approach
4.1.2.9
Measure forecast accuracy
4.1.3
Create materials plan
4.1.3.1
Create unconstrained plan
4.1.3.2
Collaborate with supplier and contract manufacturers
4.1.3.3
Identify critical materials and supplier capacity
4.1.3.4
Monitor material specifications
4.1.3.5
Generate constrained plan
4.1.3.6
Define production balance and control
4.1.3.7
Manage interchangeability and supersession
4.1.4
Create and manage master production schedule
4.1.4.1
Create site level plan and schedule
4.1.4.2
Manage work-in-progress inventory
4.1.4.3
Collaborate with suppliers
4.1.4.4
Execute site- level production plan and schedule
4.1.4.5
Monitor master production schedule and plan
4.1.5
Plan distribution requirements
4.1.5.1
Maintain master data
4.1.5.2
Determine finished goods inventory requirements at
destination
4.1.5.3
Calculate requirements as destination
4.1.5.4
Calculate consolidation at source
4.1.5.5
Manage collaborative replenishment planning
4.1.5.6
Manage requirements for partners
4.1.5.7
Calculate destination dispatch plan
4.1.5.8
Manage dispatch plan attainment
Metrics
available?
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
32 of 733
PCF ID
10260
10261
10262
10263
10226
10267
10268
10269
10227
10264
10265
10266
10228
10270
10271
10272
10273
10274
10275
10276
10368
10371
10372
10373
10216
10277
10281
10282
10283
10284
10285
10286
10287
11923
11924
11925
11926
11927
Hierarchy
ID
4.1.5.9
4.1.5.10
4.1.5.11
4.1.5.12
4.1.6
4.1.6.1
4.1.6.2
4.1.6.3
4.1.7
4.1.7.1
4.1.7.2
4.1.7.3
4.1.8
4.1.8.1
4.1.8.2
4.1.8.3
4.1.8.4
4.1.8.5
4.1.8.6
4.1.8.7
4.1.9
4.1.9.1
4.1.9.2
4.1.9.3
4.2
4.2.1
4.2.1.1
4.2.1.2
4.2.1.3
4.2.1.4
4.2.1.5
4.2.1.6
4.2.1.7
4.2.2
4.2.2.1
4.2.2.2
4.2.2.3
4.2.2.4
11928
4.2.2.5
10278
10288
19714
10289
4.2.3
4.2.3.1
4.2.3.2
4.2.3.3
Metrics
Name
available?
Calculate destination load plans
N
Manage partner load plan
N
Manage the cost of supply
N
Manage capacity utilization
N
Establish distribution planning constraints
N
Establish distribution center layout constraints
N
Establish inventory management constraints
N
Establish transportation management constraints
N
Review distribution planning policies
N
Review distribution network
N
Establish sourcing relationships
N
Establish dynamic deployment policies
N
Assess distribution planning performance
N
Establish appropriate performance indicators (metrics)
N
Establish monitoring frequency
N
Calculate performance measures
N
Identify performance trends
N
Analyze performance benchmark gaps
N
Prepare appropriate reports
N
Develop performance improvement plan
N
Develop quality standards and procedures
N
Establish quality targets
N
Develop standard testing procedures
N
Communicate quality specifications
N
Procure materials and services
Y
Develop sourcing strategies
Y
Develop procurement plan
N
Clarify purchasing requirements
N
Develop inventory strategy
N
Match needs to supply capabilities
N
Analyze companys spend profile
N
Seek opportunities to improve efficiency and value
N
Collaborate with suppliers to identify sourcing opportunities
N
Define and manage procurement strategies
N
Define material management strategy
N
Develop material receipt strategy
N
Develop supplier payment strategy
N
Ensure alignment of procurement strategy with enterprise
N
wide business strategy
Conduct spend analysis and determine customer
N
requirements
Select suppliers and develop/maintain contracts
Y
Select suppliers
N
Evaluate suppliers
N
Certify and validate suppliers
N
33 of 733
PCF ID
10290
10291
11931
11932
11933
11934
11935
11936
11937
11938
11939
10279
10292
10293
10294
10295
10296
10297
10298
11946
11947
11948
19715
10280
10299
10300
10301
10302
10217
11952
11953
Hierarchy
ID
4.2.3.4
4.2.3.5
4.2.4
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.2.4.5
4.2.4.6
4.2.4.7
4.2.4.8
4.2.5
4.2.5.1
4.2.5.2
4.2.5.3
4.2.5.4
4.2.5.5
4.2.5.6
4.2.5.7
4.2.6
4.2.6.1
4.2.6.2
4.2.6.3
4.2.7
4.2.7.1
4.2.7.2
4.2.7.3
4.2.7.4
4.3
4.3.1
4.3.1.1
11954
11955
4.3.1.2
4.3.1.3
11956
11957
11958
11959
11960
4.3.1.4
4.3.1.5
4.3.1.6
4.3.1.7
4.3.1.8
11961
11962
11963
4.3.1.9
4.3.1.10
4.3.2
Metrics
Name
available?
Negotiate and establish contracts
N
Manage contracts
N
Perform strategic sourcing
N
Maintain material sourcing categories
N
Conduct supplier evaluation
N
Select suppliers and negotiate agreements
N
Develop sourcing implementation plans
N
Maintain supplier information
N
Maintain supplier catalogs and price lists
N
Maintain supplier contracts
N
Define outside supplier /partner relationships
N
Order materials and services
Y
Process/Review requisitions
N
Approve requisitions
N
Solicit/Track vendor quotes
N
Create/Distribute purchase orders
N
Expedite orders and satisfy inquiries
N
Record receipt of goods
N
Research/Resolve exceptions
N
Inspect material quality
N
Inspect goods/services
N
Return goods/services
N
Verify effectiveness of inventory control and quality
N
Manage suppliers
Y
Monitor/Manage supplier information
N
Prepare/Analyze procurement and vendor performance
N
Support inventory and production processes
N
Monitor quality of product delivered
N
Produce/Manufacture/Deliver product
Y
Define assembly and test (A&T) operations strategy
N
Compile and update customer quality and service
N
requirements
Compile and update internal A&T operational capabilities
N
Compile and update future market trends impacting A&T
N
strategy
Define product specific quality and service
N
Prepare capital appropriations requests
N
Define outside supplier partner terms and conditions
N
Disaggregate gross budget to appropriate departments
N
Disseminate customer service and operations targets to the
N
appropriate departmental organizations
Publish annual assembly and test operating budget and
N
plan
Define all safety and environmental policies
N
Define manufacturing operations strategy
N
34 of 733
PCF ID
11964
Hierarchy
ID
4.3.2.1
11965
4.3.2.2
11966
11967
4.3.2.3
4.3.2.4
11968
11969
11971
11972
4.3.2.5
4.3.2.6
4.3.2.7
4.3.2.8
11973
11974
11975
4.3.2.9
4.3.3
4.3.3.1
11976
11977
4.3.3.2
4.3.3.3
11978
4.3.3.4
11979
11980
4.3.3.5
4.3.3.6
11981
11982
4.3.3.7
4.3.3.8
11983
4.3.3.9
11984
4.3.3.10
11985
11986
11987
11988
4.3.4
4.3.4.1
4.3.4.2
4.3.4.3
11989
11990
11991
11992
11993
11994
11995
4.3.4.4
4.3.4.5
4.3.4.6
4.3.4.7
4.3.5
4.3.5.1
4.3.5.2
Metrics
Name
available?
Compile and update all manufacturing organization quality
N
and service requirements
Compile and update internal manufacturing operational
N
capabilities
N
Define operational practice policies, measures and
N
performance targets that support goal fulfillment
Determine capabilities gaps and closure strategies
N
Prepare capital appropriations
N
N
N
N
Planplan
production operations
N
Compile and update all pertinent inputs from business
N
planning and strategy department
Develop intermediate range production and inventory plans
N
Develop options for next period sales and operations
N
planning meeting
Conduct sales and operations planning (S&OP) periodic
N
meeting and update final S&OP into detailed
Determine final sourcing alternatives
N
Generate master schedules with tooling rough cut capacity
N
planning and maintenance
Create production project with work breakdown structure
N
Modify master plans and projects to accommodate logistics,
N
maintenance and production tooling constraints
Generate intermediate range material resource planning,
N
distribution resource planning, capacity requirements
planning (MRP, DRP, CRP)
Publish annual plans to sales procurement transportation
and manufacturing operations
Manage production equipment and facilities
Manage equipment data
Develop plant equipment preventative maintenance plans
Develop physical plant preventative maintenance and
energy management plans
Schedule facility and equipment preventative maintenance
Execute facility and equipment preventative maintenance
Execute unplanned maintenance activities
Determine and identify corrective actions
Schedule production operations
Generate short range DRP, MRP, and CRP
Conduct periodic meetings on short schedule - operations,
procurement, tooling and maintenance
N
N
N
N
N
N
N
N
N
N
N
N
35 of 733
PCF ID
11996
11997
11998
11999
12000
12001
Hierarchy
ID
4.3.5.3
4.3.5.4
4.3.5.5
4.3.5.6
4.3.5.7
4.3.5.8
12002
12003
12004
12005
4.3.5.9
4.3.5.10
4.3.5.11
4.3.5.12
12006
12007
12008
12009
12010
12011
12012
12013
12014
12015
12016
10310
12017
12018
12019
12020
12021
12022
12023
12024
12025
12026
10313
12027
12028
12029
12030
12031
12032
12033
12034
12035
19716
4.3.5.13
4.3.5.14
4.3.5.15
4.3.5.16
4.3.5.17
4.3.5.18
4.3.5.19
4.3.5.20
4.3.5.21
4.3.5.22
4.3.6
4.3.6.1
4.3.6.2
4.3.6.3
4.3.6.4
4.3.6.5
4.3.6.6
4.3.6.7
4.3.6.8
4.3.6.9
4.3.6.10
4.3.6.11
4.3.6.12
4.3.6.13
4.3.6.14
4.3.6.15
4.3.6.16
4.3.6.17
4.3.6.18
4.3.6.19
4.3.6.20
4.3.6.21
4.3.6.22
Metrics
Name
available?
Transfer final schedules to operating departments
N
Perform ongoing net change MRP or DRP and optimize
N
Perform full regeneration MRP or DRP and analyze
N
Create and release production orders/batches
N
Create run schedule header
N
Manage ongoing schedule changes interactions with
N
customers, suppliers, production, tooling and maintenance
Develop contract pegging relationships
N
Provide daily delivery schedules to external suppliers
N
Generate and print internal pick lists
N
Generate and communicate delivery requirements to
N
internal and external shipping points
Reschedule backlog orders and inbound shipments
N
Receive electronic numeric control (NC) tapes and load
N
Receive and review work instructions
N
Receive and review quality instructions
N
Receive and review production schedules
N
Receive and review tooling pick lists and allocate
N
Receive confirmations from plant maintenance
N
Allocate gauging and miscellaneous measurement devices
N
Perform setup activities
N
Confirm material availability
N
Execute production operations
N
Manage raw material inventory
N
Issue goods against purchase order (PO) or batch
N
Receive goods to purchase order (PO) or batch
N
Refer material for manufacturing change
N
Quarantine material for quality hold/check
N
Execute production activities
N
Perform in-line product inspections
N
Perform post production inspections
N
Refer nonconforming material for disposition
N
Downgrade/upgrade material
N
Quarantine nonconformance matriel
N
Rerun defective items
N
Record production related data
N
Back flush inventory
N
Close batches or PO
N
Consume demand forecast
N
Execute packaging and labeling activities
N
Enter run schedule header
N
Reconcile and close run schedule header
N
Record and track piece part serial numbers
N
Record calibration data and measurement device
N
Obtain aircraft production certification
N
36 of 733
PCF ID
10314
10369
10318
10374
10375
12036
12037
12038
12039
12040
12041
12042
12043
Hierarchy
ID
4.3.6.23
4.3.7
4.3.7.1
4.3.7.2
4.3.7.3
4.3.8
4.3.8.1
4.3.8.2
4.3.8.3
4.3.8.4
4.3.8.5
4.3.8.6
4.3.8.7
12044
4.3.8.8
12045
12046
12047
12048
12049
12050
12051
12052
12053
4.3.8.9
4.3.8.10
4.3.8.11
4.3.8.12
4.3.8.13
4.3.8.14
4.3.8.15
4.3.8.16
4.3.8.17
12054
12055
12056
12057
10370
10376
10377
12058
12059
4.3.8.18
4.3.8.19
4.3.8.20
4.3.8.21
4.3.9
4.3.9.1
4.3.9.2
4.3.10
4.3.10.1
12060
4.3.10.2
12061
4.3.10.3
12062
12063
12064
12065
12066
4.3.10.4
4.3.10.5
4.3.10.6
4.3.10.7
4.3.10.8
Metrics
Name
available?
Assess production performance
N
Perform quality testing
N
Calibrate test equipment
N
Perform testing using the standard testing procedure
N
Record test results
N
Manage product quality
N
Update governmental and regulatory quality requirements
N
Benchmark industry quality capabilities
N
Compile and update the cost of quality
N
Compile and update the costs of quality nonconformance
N
Update quality targets and tolerances
N
Develop quality sampling and analysis
N
N
against production orders/batchers
Develop training material for operators carrying out quality
N
activities
Track and analyze non-conformance trends
N
Perform root cause analysis
N
Perform product design/process improvement analysis
N
Deploy product redesigns/process
N
Perform internal quality audits
N
Perform external quality audits
N
Perform statistical process control (SPC) analysis
N
Perform six-sigma activities
N
Generate International Standards Organization (ISO) or
N
similar documentation
Provide feedback to engineering and product
N
Adjust inventories/scrap - materials disposition
N
Manage reject/rework and on-hold materials
N
Conduct claims related quality investigations
N
Maintain production records and manage lot traceability
N
Determine lot numbering system
N
Determine lot usage
N
Manage production tooling operations
N
Receive high level tool design request from new product
N
development process (new tools)
Receive request to modify or repair an existing tool from
N
engineering or operations
Develop the cost estimate to buy or make the tools - with
N
availability date
Obtain approval to proceed or cancel work order
N
Complete detailed design of final tool
N
Generate a work order or purchase request
N
Manufacture or receive final tools
N
Allocate gauging /measurement devices to production
N
37 of 733
PCF ID
12067
12068
12069
12070
12071
19717
Hierarchy
ID
4.3.10.9
4.3.10.10
4.3.10.11
4.3.10.12
4.3.10.13
4.3.10.14
19718
12072
12073
12074
12075
12076
12077
12078
12079
12080
12081
4.3.10.15
4.3.11
4.3.11.1
4.3.11.2
4.3.11.3
4.3.11.4
4.3.11.5
4.3.11.6
4.3.11.7
4.3.11.8
4.3.11.9
12082
12083
4.3.12
4.3.12.1
12084
12085
12086
12087
12088
19719
19720
4.3.12.2
4.3.12.3
4.3.12.4
4.3.12.5
4.3.12.6
4.3.13
4.3.13.1
19721
4.3.13.2
19722
4.3.13.3
19723
4.3.13.4
19724
4.3.13.5
19725
4.3.13.6
19726
4.3.13.7
10218
10320
10324
4.4
4.4.1
4.4.1.1
Metrics
Name
available?
Manage tool inventories
N
Manage crib inventory
N
Manage crib operations
N
Perform fixed tool life cycle management
N
Manage gauge and measurement device calibrations
N
Create individual tracking record (for individually identified
N
(serialized) tools)
Record and track serialized tool issuance to operators
N
Control and report production operations
N
Record production operations information
N
Capture and communicate work order batch status
N
Communicate all inventory status - real-time
N
Communicate human resource status
N
Communicate equipment status
N
Communicate schedules - including downtime and setup
N
Communicate maintenance activities and schedules
N
Generate and communicate field analytical reports
N
Communicate preemptive and predictive feedback to
N
operations to change practices or schedules
Manage product and process related data
N
Create and maintain material masters, BOM, routings and
N
other production data
Maintain product specifications
N
Maintain product catalogs
N
Maintain operating instructions (operations component)
N
Maintain process control parameter data
N
Maintain product and process related documentation
N
Develop and implement production rate increase methodology
N
Define method for identifying all impacted partners,
N
suppliers and internal facilities
Define mechanism to be used to communicate rate
N
increase requirements
Define method to be applied by partners, suppliers, internal
N
facilities to assess capabilities
Define mechanism by which results of Rate Increase studies
N
can be returned
Define mechanism by which returned rate increase study
N
results can be consolidated
Define mechanism by which the results of a Production
N
Rate increase assessment can be communicated
Confirm the frequency (ad-hoc, periodic, event driven) with
N
which studies will be released
Deliver service to customer
Y
Confirm specific service requirements for individual customer
N
Process customer request
N
38 of 733
PCF ID
10325
10326
10321
10327
10328
10329
10322
10330
10331
10332
10333
10323
10334
10335
10336
10337
12089
Hierarchy
ID
4.4.1.2
4.4.1.3
4.4.2
4.4.2.1
4.4.2.2
4.4.2.3
4.4.3
4.4.3.1
4.4.3.2
4.4.3.3
4.4.3.4
4.4.4
4.4.4.1
4.4.4.2
4.4.4.3
4.4.4.4
4.4.5
12090
12091
12092
12093
12094
12095
12096
12097
12098
12099
12100
12101
12102
12103
12104
12105
12106
19727
19728
19729
19730
19731
19732
19733
19734
19735
19736
4.4.5.1
4.4.5.2
4.4.5.3
4.4.5.4
4.4.5.5
4.4.5.6
4.4.5.7
4.4.5.8
4.4.6
4.4.6.1
4.4.6.2
4.4.6.3
4.4.6.4
4.4.6.5
4.4.6.6
4.4.6.7
4.4.6.8
4.4.7
4.4.7.1
4.4.7.2
4.4.7.3
4.4.7.4
4.4.7.5
4.4.7.6
4.4.7.7
4.4.7.8
4.4.7.9
Metrics
Name
available?
Create customer profile
N
Generate service order
N
Identify and schedule resources to meet service requirements
N
Create resourcing plan and schedule
N
Create service order fulfillment schedule
N
Develop service order
N
Provide service to specific customers
N
Organize daily service order fulfillment schedule
N
Dispatch resources
N
Manage order fulfillment progress
N
Validate order fulfillment block completion
N
Ensure quality of service
N
Identify completed orders for feedback
N
Identify incomplete orders and service failures
N
Solicit customer feedback on services delivered
N
Process customer feedback on services delivered
N
Manage ongoing maintenance, repair and overhaul service
N
contracts
Manage customer master information
N
Manage customer pricing and quotations
N
Manage customer claims processing
N
Facilitate customer complaints seminars
N
Facilitate customer design reviews and Initiatives
N
Identify product improvements
N
Support proposal activities
N
Provide cost/price data
N
Provide field-level support preparation
N
Process customer request for service
N
Determine resource and material requirements
N
Provide pricing and quotations
N
Generate service orders
N
Generate service order documentation
N
Secure resources and materials
N
Manage subcontracts
N
Develop maintenance plans
N
Perform component/part repair and overhaul activities
N
Perform repair provider selection and interaction
N
Receive component / part and analyze fault
N
Test component / part
N
Perform beyond economic repair (BER) assessment
N
Prioritize repairs (based on aircraft on ground (AOG))
N
Establish availability of components / parts requiring repair
N
Perform repairs
N
Track component / part repairs (internal / external)
N
Document repair testing
N
39 of 733
PCF ID
19737
Hierarchy
ID
4.4.7.10
19738
19739
19791
19740
19792
19741
19742
19743
19744
4.4.7.11
4.4.7.12
4.4.8
4.4.8.1
4.4.8.2
4.4.8.3
4.4.9
4.4.9.1
4.4.9.2
19745
19746
19747
19748
4.4.9.3
4.4.9.4
4.4.9.5
4.4.9.6
19749
4.4.9.7
19750
19751
12658
19651
16893
16890
4.4.9.8
4.4.9.9
4.4.10
4.4.10.1
4.4.10.1.1
4.4.10.1.2
19752
19753
4.4.10.1.3
4.4.10.1.4
12673
19754
12669
19755
12671
19756
19757
12677
12678
19758
19759
19760
12668
19761
19762
19763
4.4.10.1.5
4.4.10.1.6
4.4.10.2
4.4.10.2.1
4.4.10.2.2
4.4.10.2.3
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.4
4.4.10.2.5
4.4.10.2.6
4.4.10.2.7
4.4.10.2.8
Name
Deliver repaired component/ part and relevant
documentation
Provide billing / invoice data to finance
Manage system and process integration
Define and manage maintenance capacities
Plan maintenance work
Develop and manage operational capacity plan
Perform maintenance activities
Receive aircraft
Generate quote for additional maintenance and obtain
approval to proceed
Perform aircraft / part maintenance
Provide status reporting
Manage certification documentation
Compile aircraft component change and configuration
management data
Manage task card lifecycle (issue, assign, work, approve,
close) compliance
Manage third party provider interactions
Provide invoice / billing data to finance
Manage warranties
Define and manage warranty offering
Determine and document warranty policies
Create and manage warranty rules / claim codes for
products
Agree warranty responsibilities with suppliers
Define warranty related offerings for customers e.g.
service contract
Communicate warranty policies and offerings
Manage pre-authorizations
Process warranty claims
Receive warranty claim
Validate warranty claim
Investigate warranty issues
(Auto PCF)
(Auto PCF)
(Auto PCF)
(Auto PCF)
(Auto PCF)
Determine responsible party
Approve or reject warranty claim
Notify originator of approve / reject decision
Authorize payment
Close claim
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
40 of 733
PCF ID
12667
19664
19764
19765
19667
19766
Hierarchy
ID
4.4.10.2.9
4.4.10.3
4.4.10.3.1
4.4.10.3.2
4.4.10.4
4.4.10.4.1
12676
19767
4.4.10.4.2
4.4.10.4.3
12674
19768
19769
12127
12128
12129
12130
12131
12132
12133
12134
12135
12136
19770
19771
19772
19773
10219
10338
10343
4.4.10.4.4
4.4.10.4.5
4.4.10.4.6
4.4.11
4.4.11.1
4.4.11.2
4.4.11.3
4.4.11.4
4.4.11.5
4.4.11.6
4.4.11.7
4.4.11.8
4.4.11.9
4.4.12
4.4.12.1
4.4.12.2
4.4.12.3
4.5
4.5.1
4.5.1.1
10344
10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
4.5.1.2
4.5.1.3
4.5.1.4
4.5.1.5
4.5.1.6
4.5.2
4.5.2.1
4.5.2.2
4.5.2.3
4.5.2.4
4.5.3
4.5.3.1
4.5.3.2
4.5.3.3
Name
Reconcile warranty transaction disposition
Manage supplier recovery
Create supplier recovery claims
Negotiate recoveries with suppliers
Evaluate and manage warranty performance
Measure customer satisfaction with warranty handling
and resolution
Monitor and report on warranty management metrics
Identify improvement opportunities (e.g. process,
warranty offering)
Identify opportunities to eliminate warranty waste
Investigate fraudulent claims
Manage recalls
Provide MRO related training
Develop training plan
Develop training materials
Maintains service bulletins/catalogues
Manage training schedule
Deliver operations training
Deliver technical training
Perform technical certification testing
Evaluate training effectiveness
Maintain service master for training
Deliver digital services to customers
Deliver Aircraft Health Monitoring Services (AHMS)
Deliver loadable software services
Deliver predictive analytics and optimization services
Manage logistics and warehousing
Define logistics strategy
Translate customer service requirements into logistics
requirements
Design logistics network
Communicate outsourcing needs
Develop and maintain delivery service policy
Optimize transportation schedules and costs
Define key performance measures
Plan and manage inbound material flow
Plan inbound material receipts
Manage inbound material flow
Monitor inbound delivery performance
Manage flow of returned products
Operate warehousing
Track inventory deployment
Receive, inspect, and store inbound deliveries
Track product availability
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
41 of 733
PCF ID
10356
10357
10358
10359
10341
10360
10361
10362
10363
12137
12145
10342
10364
10365
10366
10367
14195
12159
12160
Hierarchy
ID
4.5.3.4
4.5.3.5
4.5.3.6
4.5.3.7
4.5.4
4.5.4.1
4.5.4.2
4.5.4.3
4.5.4.4
4.5.4.5
4.5.4.6
4.5.5
4.5.5.1
4.5.5.2
4.5.5.3
4.5.5.4
4.5.5.5
4.5.6
4.5.6.1
12161
12162
12163
12164
12165
12166
4.5.6.2
4.5.6.3
4.5.6.4
4.5.6.5
4.5.6.6
4.5.6.7
12167
12168
12169
12170
12171
12172
12173
12174
12175
12176
12177
12178
12179
12180
12181
4.5.6.8
4.5.6.9
4.5.7
4.5.7.1
4.5.7.2
4.5.7.3
4.5.7.4
4.5.7.5
4.5.7.6
4.5.7.7
4.5.7.8
4.5.7.9
4.5.8
4.5.8.1
4.5.8.2
12182
12183
4.5.8.3
4.5.8.4
Metrics
Name
available?
Pick, pack, and ship product for delivery
N
Track inventory accuracy
N
N
Track third-party logistics storage and shipping
performance
Manage physical finished goods inventory
N
Operate outbound transportation
Y
Plan, transport, and deliver outbound product
N
Track carrier delivery performance
N
Manage transportation fleet
N
Process and audit carrier invoices and documents
N
Prepare package and shipment
N
Manage shipping, carriers, and fleets
N
Manage returns; manage reverse logistics
Y
Authorize and process returns
N
Perform reverse logistics
N
Perform salvage activities
N
Manage and process warranty claims
N
Manage repair/refurbishment and return to customer/stock
N
Plan material handling and storage
N
Collect and analyze material handling and storage
N
information
Determine material capacity requirements
N
Determine material handling requirements
N
Identify requirements to modify facilities layout
N
Identify changes to material handling
N
Identify changes to material storage systems/procedures
N
Define stock placement strategies, procedures, and
N
systems
Define stock location strategies, procedures, and systems
N
Define stock retrieval strategies, procedures, and systems
N
Manage inventory storage, location and movement
N
Recognize transfer requests (internal move/external move)
N
Locate stock
N
Prepare stock for movement
N
Physically move stock
N
Maintain inventory status
N
Perform physical inventory procedures
N
Collect, report, and analyze logistics
N
Identify obsolete goods for disposition
N
Adjust inventory
N
Manage hazardous materials and waste
N
Maintain material safety data sheets
N
Maintain awareness of and communicate regulatory
N
requirements
Maintain hazardous material handling and disposal
N
Manage compliance audits
N
42 of 733
PCF ID
12184
12185
12186
12187
12188
12189
12190
12191
12192
12193
12194
12195
Hierarchy
ID
4.5.8.5
4.5.8.6
4.5.8.7
4.5.8.8
4.5.9
4.5.9.1
4.5.9.2
4.5.9.3
4.5.9.4
4.5.9.5
4.5.9.6
4.5.9.7
Name
Recognize need to disposition hazardous materials/waste
Determine disposition and associated processing
Manage disposition, disposal, reprocessing activities
Manage documentation and reporting
Manage kitting operations
Define kitting requirements
Request materials
Build kits
Issue materials to kits/consumption
Prepare kits for transfer
Manage returnable fixtures, containers, and tools
Manage labeling of kits
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
43 of 733
PCF ID
10006
10378
10381
10384
10385
10382
10383
10379
10387
10390
10391
10392
10393
12196
10394
10395
10396
12197
12198
12199
10389
10397
10398
10399
10400
12200
10380
19774
10405
10406
10402
11236
11237
10403
11238
11239
Hierarchy
Metrics
ID
Name
available?
5.0
Y
5.1
Develop customer care/customer service strategy
Y
5.1.1
Develop customer service segmentation/prioritization (e.g.,
N
tiers)
5.1.1.1
Analyze existing customers
N
5.1.1.2
Analyze feedback of customer's needs
N
5.1.2
Define customer service policies and procedures
N
5.1.3
Establish service levels for customers
Y
5.2
Plan and manage customer service operations
Y
5.2.1
Plan and manage customer service work force
Y
5.2.1.1
Forecast volume of customer service contacts
N
5.2.1.2
Schedule customer service work force
N
5.2.1.3
Track work force utilization
N
5.2.1.4
Monitor and evaluate quality of customer interactions with
N
customer service representatives
5.2.2
Manage customer requests/inquiries and provide support
N
5.2.2.1
Receive customer requests/inquiries
N
5.2.2.2
Route customer requests/inquiries
N
5.2.2.3
Respond to customer requests/inquiries
N
5.2.2.4
Support customer order status inquiry
N
5.2.2.5
Support customer deliver status inquiry
N
5.2.2.6
Support customer financial inquiry
N
5.2.3
Manage customer complaints
N
5.2.3.1
Receive customer complaints
N
5.2.3.2
Route customer complaints
N
5.2.3.3
Resolve customer complaints
N
5.2.3.4
Respond to customer complaints
N
5.2.3.5
Support customer complaints and service
N
5.3
Measure and evaluate customer service operations
Y
5.3.1
Measure customer satisfaction with customer
N
requests/inquiries handling
5.3.1.1
Solicit customer feedback on customer service experience
N
5.3.1.2
Analyze customer service satisfaction data and identify
N
improvement opportunities
5.3.2
Measure customer satisfaction with customer-complaint
N
handling and resolution
5.3.2.1
Solicit customer feedback on complaint handling and
N
resolution
5.3.2.2
Analyze customer complaint data and identify improvement
N
opportunities
5.3.3
Measure customer satisfaction with products and services
N
5.3.3.1
Gather and solicit post-sale customer feedback on products
N
and services
5.3.3.2
Solicit post-sale customer feedback on ad effectiveness
N
44 of 733
PCF ID
11240
Hierarchy
ID
5.3.3.3
11241
5.3.3.4
Name
Analyze product and service satisfaction data and identify
Provide customer feedback to product management on
products and services
Metrics
available?
N
N
45 of 733
PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
10438
17046
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
10455
17047
Hierarchy
ID
Name
6.0
6.1
Develop and manage human resources (HR) planning, policies,
and strategies
6.1.1
Develop human resources strategy
6.1.1.1
Identify strategic HR needs
6.1.1.2
Define HR and business function roles and accountability
6.1.1.3
Determine HR costs
6.1.1.4
Establish HR measures
6.1.1.5
Communicate HR strategies
6.1.1.6
Develop strategy for HR systems/technologies/tools
6.1.2
Develop and implement workforce strategy and policies
6.1.2.1
Gather skill requirements according to corporate strategy
and market environment
6.1.2.2
Plan employee resourcing requirements per
unit/organization
6.1.2.3
Develop compensation plan
6.1.2.4
Develop succession plan
6.1.2.5
Develop employee diversity plan
6.1.2.6
Develop other HR programs
6.1.2.7
Develop HR policies
6.1.2.8
Administer HR policies
6.1.2.9
Plan employee benefits
6.1.2.10
Develop workforce strategy models
6.1.3
Monitor and update strategy, plans, and policies
6.1.3.1
Measure realization of objectives
6.1.3.2
Measure contribution to business strategy
6.1.3.3
Communicate plans and provide updates to stakeholders
6.1.3.4
Review and revise HR plans
6.1.4
Develop competency management models
6.2
Recruit, source, and select employees
6.2.1
Manage employee requisitions
6.2.1.1
Align staffing plan to workforce plan and business unit
strategies/resource needs
6.2.1.2
Develop and open job requisition
6.2.1.3
Develop job descriptions
6.2.1.4
Post requisitions
6.2.1.5
Manage internal/external job posting Web sites
6.2.1.6
Modify requisitions
6.2.1.7
Notify hiring manager
6.2.1.8
Manage requisition dates
6.2.2
Recruit/Source candidates
6.2.2.1
Determine recruitment methods
6.2.2.2
Perform recruiting activities/events
6.2.2.3
Manage recruitment vendors
6.2.2.4
Manage employee referral programs
Metrics
available?
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
46 of 733
PCF ID
17048
17049
10456
10457
10458
10459
10460
10443
10463
10464
10465
10444
10466
10467
10468
10411
10469
10474
11243
Hierarchy
ID
6.2.2.5
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.3.5
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.3
6.3.1
6.3.1.1
6.3.1.2
17050
10470
10479
10480
10481
10472
10487
10488
17051
10473
10490
10491
10492
6.3.1.3
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3
10493
6.3.4.4
17052
10483
10484
10485
10531
10412
17053
6.4
6.4.1
6.4.2
6.4.3
6.4.4
6.5
6.5.1
10498
6.5.1.1
Name
Monitor recruitment channels
Screen and select candidates
Identify and deploy candidate selection tools
Interview candidates
Test candidates
Select and reject candidates
Obtain candidate background information
Manage new hire/re-hire
Draw up and make offer
Negotiate offer
Hire candidate
Manage applicant information
Create applicant record
Manage/track applicant data
Archive and retain records of non-hires
Develop and counsel employees
Manage employee orientation and deployment
Create/maintain employee on-boarding program
Evaluate the effectiveness of the employee on-boarding
program
Execute onboarding program
Manage employee performance
Define performance objectives
Review, appraise, and manage employee performance
Evaluate and review performance program
Manage employee development
Define employee development guidelines
Develop employee career plans
Manage employee skills development
Develop and train employees
Align employee and organization development needs
Align learning programs with competencies
Establish training needs by analysis of required and
available skills
Develop, conduct, and manage employee and/or
management training programs
Manage employee relations
Manage labor relations
Manage collective bargaining process
Manage labor management partnerships
Manage employee grievances
Reward and retain employees
Develop and manage reward, recognition, and motivation
programs
Develop salary/compensation structure and plan
Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N
N
Y
N
N
N
Y
N
N
N
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
47 of 733
PCF ID
10499
10500
10501
Hierarchy
ID
6.5.1.2
6.5.1.3
6.5.1.4
10502
10503
10508
10495
10504
10505
10506
10507
17054
10497
10413
10512
10513
10514
10515
10516
10517
17055
10520
17056
10522
10523
10524
10525
10526
10527
10510
10530
6.5.1.5
6.5.1.6
6.5.1.7
6.5.2
6.5.2.1
6.5.2.2
6.5.2.3
6.5.2.4
6.5.3
6.5.4
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.8
6.7
6.7.1
6.7.2
6.7.3
6.7.4
6.7.5
6.7.6
6.7.7
6.7.8
17057
10529
10532
6.8
6.8.1
6.8.2
Name
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies
Administer compensation and rewards to employees
Reward and motivate employees
Deliver programs to support work/life balance for
employees
Manage
and administer benefits
Deliver employee benefits program
Administer benefit enrollment
Process claims
Perform benefit reconciliation
Manage employee assistance and retention
Administer Payroll
Re-deploy and retire employees
Manage promotion and demotion process
Manage separation
Manage retirement
Manage leave of absence
Develop and implement employee outplacement
Manage deployment of personnel
Relocate employees and manage assignments
Manage expatriates
Manage employee information and analytics
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Review retention and motivation indicators
Manage/Collect employee suggestions and perform employee
research
Manage employee communication
Develop employee communication plan
Deliver employee communications
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
48 of 733
10575
Hierarchy
Metrics
ID
Name
available?
7.0
Y
7.1
Manage the business of information technology
Y
7.1.1
Develop the enterprise IT strategy
Y
7.1.1.1
Build strategic intelligence
N
7.1.1.2
Identify long-term IT needs of the enterprise in
N
collaboration with stakeholders
7.1.1.3
Define strategic standards, guidelines, and principles
N
7.1.1.4
Define and establish IT architecture and development
N
standards
7.1.1.5
Define strategic vendors for IT components
N
7.1.1.6
Establish IT governance organization and processes
N
7.1.1.7
Build strategic plan to support business objectives
N
7.1.2
Define the enterprise architecture
N
7.1.2.1
Establish the enterprise architecture definition
N
7.1.2.2
Confirm enterprise architecture maintenance approach
N
7.1.2.3
Maintain the relevance of the enterprise architecture
N
7.1.2.4
Act as clearinghouse for IT research and innovation
N
7.1.2.5
Govern the enterprise architecture
N
7.1.3
Manage the IT portfolio
N
7.1.3.1
Establish the IT portfolio
N
7.1.3.2
Analyze and evaluate the value of the IT portfolio for the
N
enterprise
7.1.3.3
Provision resources in accordance with strategic priorities
N
7.1.4
Perform IT research and innovation
N
7.1.4.1
Research technologies to innovate IT services and solutions
N
7.1.4.2
Transition viable technologies for IT services and solutions
N
development
7.1.5
Evaluate and communicate IT business value and performance
Y
10625
10626
10627
10564
10578
11244
7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1
11245
7.2.1.2
11246
11247
7.2.1.3
7.2.1.4
11248
7.2.1.5
10579
10640
7.2.2
7.2.2.1
PCF ID
10008
10563
10570
10603
10604
10605
10606
10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617
10618
10573
10620
10621
Establish and monitor key performance indicators

Evaluate IT plan performance
Communicate IT value
Develop and manage IT customer relationships
Develop IT services and solutions strategy
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment
Evaluate and select IT services and solutions strategic
initiatives
Develop and manage IT service levels
Create and maintain the IT services and solutions catalog
N
N
N
Y
Y
N
N
N
N
N
N
N
49 of 733
PCF ID
10641
Hierarchy
ID
7.2.2.2
10642
10643
7.2.2.3
7.2.2.4
10580
10644
10645
7.2.3
7.2.3.1
7.2.3.2
10646
10581
10647
10648
10649
7.2.3.3
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3
10582
10650
10651
10652
7.2.5
7.2.5.1
7.2.5.2
7.2.5.3
10653
11220
7.2.5.4
7.3
11230
7.3.1
11231
7.3.2
10565
10583
10654
7.4
7.4.1
7.4.1.1
10655
7.4.1.2
10656
7.4.1.3
10584
10657
7.4.2
7.4.2.1
10658
10659
10660
10585
10661
7.4.2.2
7.4.2.3
7.4.2.4
7.4.3
7.4.3.1
Metrics
Name
available?
Establish and maintain business and IT service level
N
agreements
Evaluate and report service level attainment results
N
Communicate business and IT service level improvement
N
opportunities
Perform demand side management (DSM) for IT services
N
Analyze IT services and solutions consumption and usage
N
Develop and implement incentive programs that improve
N
consumption efficiency
Develop volume/unit forecast for IT services and solutions
N
Manage IT customer satisfaction
Y
Capture and analyze customer satisfaction
N
Assess and communicate customer satisfaction patterns
N
Initiate improvements based on customer satisfaction
N
patterns
Market IT services and solutions
N
Develop IT services and solutions marketing strategy
N
Develop and manage IT customer strategy
N
Manage IT services and solutions advertising and
N
promotional campaigns
Process and track IT services and solutions orders
N
Develop and implement security, privacy, and data protection
N
controls
Establish information security, privacy, and data protection
N
strategies and levels
Test, evaluate, and implement information security and privacy
N
and data protection controls
Manage enterprise information
Y
Develop information and content management strategies
Y
Understand information and content management needs
N
and the role of IT services for executing the business
strategy
Assess the information and content management
implications of new technologies
Identify and prioritize information and content
management actions
Define the enterprise information architecture
Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation
rules
Define information access requirements
Establish data custodianship
Manage changes to content data architecture requirements
Manage information resources
Define the enterprise information/data policies and
standards
N
N
Y
N
N
N
N
Y
N
50 of 733
PCF ID
10662
10586
10663
10664
10665
Hierarchy
ID
7.4.3.2
7.4.4
7.4.4.1
7.4.4.2
7.4.4.3
10566
10587
10666
10667
7.5
7.5.1
7.5.1.1
7.5.1.2
10668
10588
10669
10670
10671
10589
10672
10673
10674
10590
10675
10676
10677
10678
10679
10680
10591
10681
7.5.1.3
7.5.2
7.5.2.1
7.5.2.2
7.5.2.3
7.5.3
7.5.3.1
7.5.3.2
7.5.3.3
7.5.4
7.5.4.1
7.5.4.2
7.5.4.3
7.5.4.4
7.5.4.5
7.5.4.6
7.5.5
7.5.5.1
10682
10683
10684
10685
10567
10592
10686
10687
7.5.5.2
7.5.5.3
7.5.5.4
7.5.5.5
7.6
7.6.1
7.6.1.1
7.6.1.2
10688
10593
10689
10690
10691
10692
7.6.1.3
7.6.2
7.6.2.1
7.6.2.2
7.6.2.3
7.6.2.4
Name
Develop and implement data and content administration
Perform enterprise data and content management
Define sources and destinations of content data
Manage technical interfaces to users of content
Manage retention, revision, and retirement of enterprise
information
Develop and maintain information technology solutions
Develop the IT development strategy
Establish sourcing strategy for IT development
Define development processes, methodologies, and tools
standards
Select development methodologies and tools
Perform IT services and solutions life cycle planning
Plan development of new requirements
Plan development of feature and functionality
enhancement
Develop life cycle plan for IT services and solutions
Develop and maintain IT services and solutions architecture
Create IT services and solutions architecture
Revise IT services and solutions architecture
Retire IT services and solutions architecture
Create IT services and solutions
Understand confirmed requirements
Design IT services and solutions
Acquire/Develop IT service/solution components
Train services and solutions resources
Test IT services/solutions
Confirm customer acceptance
Maintain IT services and solutions
Understand upkeep/enhance requirements and defect
analysis
Design change to existing IT service/solution
Acquire/Develop changed IT service/solution component
Test IT service/solution change
Retire solutions and services
Deploy information technology solutions
Develop the IT deployment strategy
Establish IT services and solutions change policies
Define deployment process, procedures, and tools
standards
Select deployment methodologies and tools
Plan and implement changes
Plan change deployment
Communicate changes to stakeholders
Administer change schedule
Train impacted users
Metrics
available?
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
51 of 733
PCF ID
10693
10694
10594
10695
10696
10697
10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714
Hierarchy
ID
7.6.2.5
7.6.2.6
7.6.3
7.6.3.1
7.6.3.2
7.6.3.3
7.6.3.4
7.7
7.7.1
7.7.1.1
7.7.1.2
7.7.1.3
7.7.2
7.7.2.1
7.7.2.2
7.7.3
7.7.3.1
7.7.3.2
7.7.4
7.7.4.1
7.7.4.2
7.7.5
7.7.5.1
7.7.5.2
7.7.5.3
7.7.5.4
7.7.5.5
7.7.5.6
7.7.5.7
Metrics
Name
available?
Distribute and install change
N
Verify change
N
Plan and manage releases
N
Understand and coordinate release design and acceptance
N
Plan release rollout
N
Distribute and install release
N
Verify release
N
Deliver and support information technology services
Y
Develop IT services and solution delivery strategy
N
Establish sourcing strategy for IT delivery
N
Define delivery processes, procedures, and tools standards
N
Select delivery methodologies and tools
N
Develop IT support strategy
N
Establish sourcing strategy for IT support
N
Define IT support services
N
Manage IT infrastructure resources
N
Manage IT inventory and assets
N
Manage IT resource capacity
N
Manage IT infrastructure operations
N
Deliver IT services and solutions
N
Perform IT operations support services
N
Support IT services and solutions
Y
Manage availability
N
Manage facilities
N
Manage backup/recovery
N
Manage performance and capacity
N
Manage incidents
N
Manage problems
N
Manage inquiries
N
52 of 733
PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10775
10776
10777
11175
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
10742
10789
10790
10791
10792
10793
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745
Hierarchy
Metrics
ID
Name
available?
8.0
N
8.1
Perform planning and management accounting
Y
8.1.1
Perform planning/budgeting/forecasting
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic financial forecasts
N
8.1.2
Perform cost accounting and control
Y
8.1.2.1
Perform inventory accounting
N
8.1.2.2
Perform cost of sales analysis
N
8.1.2.3
Perform product costing
N
8.1.2.4
Perform variance analysis
N
8.1.2.5
Report on profitability
N
8.1.3
Perform cost management
Y
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Evaluate and manage financial performance
Y
8.1.4.1
Assess customer and product profitability
N
8.1.4.2
Evaluate new products
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize customer and product mix
N
8.1.4.5
Track performance of new customer and product strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Perform revenue accounting
Y
8.2.1
Process customer credit
Y
8.2.1.1
Establish credit policies
N
8.2.1.2
Analyze/Approve new account applications
N
8.2.1.3
Review existing accounts
N
8.2.1.4
Produce credit/collection reports
N
8.2.1.5
Reinstate or suspend accounts based on credit policies
N
8.2.2
Invoice customer
Y
8.2.2.1
Maintain customer/product master files
N
8.2.2.2
Generate customer billing data
N
8.2.2.3
Transmit billing data to customers
N
8.2.2.4
Post receivable entries
N
8.2.2.5
Resolve customer billing inquiries
N
8.2.3
Process accounts receivable (AR)
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit customer payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Manage and process collections
Y
53 of 733
PCF ID
10804
10805
10806
10807
10808
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822
Hierarchy
ID
8.2.4.1
8.2.4.2
8.2.4.3
8.2.4.4
8.2.4.5
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4
10823
10824
10825
10826
10827
10749
10828
10829
10830
10831
8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4
10832
8.3.3.5
10833
10834
10835
10836
8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9
10750
10837
10838
8.3.4
8.3.4.1
8.3.4.2
Metrics
Name
available?
Establish policies for delinquent accounts
N
Analyze delinquent account balances
N
Correspond/Negotiate with delinquent accounts
N
Discuss account resolution with internal parties
N
Process adjustments/write-off balances
N
Manage and process adjustments/deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with customer
N
Discuss resolution with internal parties
N
Prepare chargeback invoices
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period end adjustments (e.g., accruals, currency
N
conversions, etc.)
Post and reconcile intercompany transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed asset accounting
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare business unit financial statements
N
Prepare consolidated financial statements
N
54 of 733
PCF ID
10839
10840
Hierarchy
ID
8.3.4.3
8.3.4.4
10841
10842
10843
10731
10751
10844
10845
10846
8.3.4.5
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3
10847
10752
10848
10849
10850
10851
10852
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10873
10877
8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5
8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4
Metrics
Name
available?
Perform business unit reporting/review management
N
reports
Perform consolidated reporting/review of cost management
N
reports
Prepare statements for board review
N
Produce quarterly/annual filings and shareholder reports
N
Produce regulatory reports
N
Manage fixed asset project accounting
Y
Perform capital planning and project approval
Y
Develop capital investment policies and procedures
N
Develop and approve capital expenditure plans and
N
budgets
Review and approve capital projects and fixed asset
N
acquisitions
Conduct financial justification for project approval
N
Perform capital project accounting
Y
Create project account codes
N
Record project-related transactions
N
Monitor and track capital projects and budget spending
N
Close/capitalize projects
N
Measure financial returns on completed capital projects
N
Process payroll
Y
Report time
Y
Establish policies and procedures
N
Collect and record employee time worked
N
Analyze and report paid and unpaid leave
N
Monitor regular, overtime, and other hours
N
Analyze and report employee utilization
N
Manage pay
Y
Enter employee time worked into payroll system
N
Maintain and administer employee earnings information
N
Maintain and administer applicable deductions
N
Monitor changes in tax status of employees
N
Process and distribute payments
N
Process and distribute manual checks
N
Process period end adjustments
N
Respond to employee payroll inquiries
N
Process payroll taxes
Y
Calculate and pay applicable payroll taxes
N
Produce and distribute employee annual tax statements
N
File regulatory payroll tax forms
N
Process accounts payable and expense reimbursements
Y
Process accounts payable (AP)
Y
Verify AP pay file with purchase order vendor master file
N
Maintain/manage electronic commerce
N
Process financial accruals and reversals
N
Respond to AP inquiries
N
55 of 733
PCF ID
10878
10879
12213
12214
12215
10871
12217
19775
10872
10874
10875
10876
10757
10880
Hierarchy
ID
8.6.1.5
8.6.1.6
8.6.1.7
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.1.9.3
8.6.1.9.4
8.6.1.9.5
8.6.1.9.6
8.6.1.9.7
8.6.2
8.6.2.1
10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898
8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6
10899
10900
10760
10901
10902
10903
8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3
10904
8.7.3.4
Name
Retain records
Adjust accounting records
Match receipts with purchase orders
Perform evaluated receipt settlement
Process invoices
Audit invoices and key data in AP system
Process recurring invoices
Process one-time invoices
Approve payments
Process taxes
Research/resolve exceptions
Process payments
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
Develop cash flow forecasts
Manage cash flows
Produce cash management accounting transactions and
reports
Manage and oversee banking relationships
Analyze, negotiate, resolve, and confirm bank fees
Manage in-house bank accounts
Manage in-house bank accounts for subsidiaries
Manage and facilitate inter-company borrowing
transactions
Manage centralized outgoing payments on behalf of
subsidiaries
Manage central incoming payments on behalf of
subsidiaries
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
56 of 733
PCF ID
10905
10906
10907
10761
10908
10909
10910
10911
10912
10913
14210
12218
11208
11209
11210
11211
11212
11213
11214
11215
10735
10762
10914
10915
10916
11250
11251
10763
Hierarchy
ID
8.7.3.5
8.7.3.6
8.7.3.7
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.7.4.4
8.7.4.5
8.7.4.6
8.7.4.7
8.7.5
8.7.6
8.7.6.1
8.7.6.2
8.7.6.3
8.7.6.4
8.7.6.5
8.7.6.6
8.7.6.7
8.8
8.8.1
8.8.1.1
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2
10917
10918
10919
10920
10921
10922
8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6
10764
10923
10924
8.8.3
8.8.3.1
8.8.3.2
10925
10926
10736
10765
10927
8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2
Metrics
Name
available?
Manage internal payments and netting transactions
N
Calculate interest and fees for in-house bank accounts
N
Provide account statements for in-house bank accounts
N
Manage debt and investment
N
Manage financial intermediary relationships
N
Manage liquidity
N
Manage issuer exposure
N
Process and oversee debt and investment transactions
N
Process and oversee foreign currency transactions
N
N
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
N
Maintain bank account information
N
Monitor and execute risk and hedging transactions
Y
Manage interest rate risk
N
Manage foreign exchange risk
N
Manage exposure risk
N
Develop and execute hedging transactions
N
Evaluate and refine hedging positions
N
Produce hedge accounting transactions and reports
N
Monitor credit
N
Manage internal controls
Y
Establish internal controls policies and procedures
Y
Establish board of directors and audit committee
N
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., business partners)
N
Report to internal management
N
Manage taxes
Y
Develop tax strategy and plan
N
Develop foreign, national, state, and local tax strategy
N
57 of 733
PCF ID
10928
10929
10766
10930
10931
10932
10933
10934
10935
10936
10737
10767
10768
10769
10770
17059
14090
14091
14092
14093
14094
14095
14096
14097
14098
Hierarchy
ID
8.9.3
8.9.4
8.9.5
8.9.5.1
8.9.5.2
8.9.5.3
8.9.5.4
8.9.5.5
8.9.5.6
8.9.5.7
8.10
8.10.1
8.10.2
8.10.3
8.10.4
8.11
8.11.1
8.11.2
8.11.3
8.11.4
8.11.5
8.11.6
8.11.7
8.11.8
8.11.9
Name
Consolidate and optimize total tax plan
Maintain tax master data
Process taxes
Perform tax planning/strategy
Prepare returns
Prepare foreign taxes
Calculate deferred taxes
Account for taxes
Monitor tax compliance
Address tax inquiries
Manage international funds/consolidation
Monitor international rates
Manage transactions
Monitor currency exposure/hedge currency
Report results
Perform global trade services
Screen sanctioned party list
Control exports and imports
Classify products
Calculate duty
Communicate with customs
Document trade
Process trade preferences
Handle restitution
Prepare letter of credit
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
58 of 733
PCF ID
19207
10937
10941
10955
10956
10957
10942
11276
11277
11278
11279
10943
10958
19776
10959
10960
10961
10962
10944
10963
10964
19208
19209
19210
19211
19212
19219
19220
19221
19222
19223
19224
19225
19226
19227
19228
19229
19230
19231
19232
19233
19234
11280
19235
Hierarchy
ID
Name
9.0
9.1
Design and construct/acquire buildings and facilities
9.1.1
Develop property strategy and long-term vision
9.1.1.1
Confirm alignment of property requirements with business
strategy
9.1.1.2
9.1.1.3
Make build-or-buy decision
9.1.2
Develop, construct, and modify sites
9.1.2.1
Perform construction performance management
9.1.2.2
Obtain construction permissions
9.1.2.3
Perform construction design and planning
9.1.2.4
Perform construction
9.1.3
Plan facility
9.1.3.1
Design facility
9.1.3.1.1
Design / define maintenance facility
9.1.3.2
Analyze budget
9.1.3.3
Select property
9.1.3.4
Negotiate terms for facility
9.1.3.5
Manage construction or modification to building
9.1.4
Provide workspace and assets
9.1.4.1
Acquire workspace and assets
9.1.4.2
Change fit/form/function of workspace and assets
9.2
Design and construct productive assets
9.2.1
Manage capital program for productive assets
9.2.1.1
Define capital investment plan
9.2.1.2
Monitor capital program
9.2.1.3
Secure construction financing
9.2.2
Design and plan asset construction
9.2.2.1
Develop construction strategy
9.2.2.2
9.2.2.3
Design assets
9.2.2.4
Plan construction resources
9.2.3
Manage asset construction
9.2.3.1
Monitor work performance
9.2.3.2
Undertake quality control
9.2.3.3
Create work and asset records
9.2.3.4
Manage safety, security, and access to sites
9.2.4
Schedule and perform construction works
9.2.4.1
Schedule work
9.2.4.2
Obtain resources
9.2.4.3
Construct new assets
9.2.4.4
Augment existing assets
9.2.4.5
Renew/Replace assets
9.2.5
Commission new assets
9.2.5.1
Schedule commissioning
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
59 of 733
PCF ID
19236
19237
19238
19239
19240
10967
19241
10968
19242
19243
19244
19245
19246
19247
19248
19249
19250
19251
19252
19253
10947
19254
19255
19256
19257
10940
10952
19258
10953
10954
Hierarchy
ID
9.2.5.2
9.2.5.3
9.3
9.3.1
9.3.1.1
9.3.1.2
9.3.1.3
9.3.1.4
9.3.1.5
9.3.1.6
9.3.1.7
9.3.2
9.3.2.1
9.3.2.2
9.3.2.3
9.3.2.4
9.3.2.5
9.3.2.6
9.3.2.7
9.3.3
9.3.3.1
9.3.3.2
9.3.3.3
9.3.3.4
9.3.3.5
9.4
9.4.1
9.4.2
9.4.3
9.4.4
Metrics
Name
available?
Co-ordinate energization with network operations
N
Capture commissioning records
N
Maintain assets
N
Plan asset maintenance
N
Develop maintenance strategies
N
Analyze assets and predict maintenance requirements
N
Specify maintenance policies
N
Integrate preventive maintenance into operations schedule
N
Identify work management tasks and priorities
N
Conduct resource planning
N
Create work plans
N
Manage asset maintenance
N
Schedule work
N
Obtain required resources
N
N
Update work and asset records
N
Manage maintenance work safety
N
Define maintenance performance targets
N
Monitor maintenance performance against
N
targets/contracts
Perform
asset maintenance
N
Perform preventative asset maintenance
N
Perform routine asset maintenance
N
Perform corrective asset maintenance and repairs
N
Identify unplanned maintenance requirements
N
Perform unplanned maintenance and repairs
N
Dispose of assets
N
Develop exit strategy
N
Decommission productive assets
N
Perform sale or trade
N
Perform abandonment
N
60 of 733
PCF ID
16437
Hierarchy
ID
Name
10.0
Manage Enterprise Risk, Compliance, Remediation and
Resiliency
17060
16439
16440
16441
10.1
10.1.1
10.1.1.1
10.1.1.2
16442
16443
10.1.1.3
10.1.1.4
16444
10.1.1.5
16445
16446
16447
16448
10.1.2
10.1.2.1
10.1.2.2
10.1.2.3
16449
10.1.2.4
16450
16451
16452
10.1.2.5
10.1.2.6
10.1.3
16453
10.1.3.1
16454
10.1.3.2
17061
16456
16457
10.1.4
10.1.4.1
10.1.4.2
16458
16459
16460
16461
16462
17467
17468
17469
17470
14133
14137
16463
16464
16465
10.1.4.3
10.1.4.4
10.1.4.5
10.1.4.6
10.1.4.7
10.2
10.2.1
10.2.1.1
10.2.1.2
10.2.1.3
10.2.1.4
10.2.2
10.2.2.1
10.2.2.2
Manage enterprise risk

Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and
procedures
Identify and implement enterprise risk management tools
Coordinate the sharing of risk knowledge across the
organization
Prepare and report enterprise risk to executive
management and board
Oversee and coordinate enterprise risk management activities
Identify enterprise level risks
Assess risks to determine which to mitigate
Develop risk mitigation and management strategy, and
integrate with existing performance management
processes
Verify business unit and functional risk mitigation plans are
implemented
Ensure risks and risk mitigation actions are monitored
Report on risk activities
Coordinate business unit and functional risk management
activities
Ensure that each business unit/function follows the
enterprise risk management process
enterprise risk reporting process
Manage business unit and function risk
Identify risks
Assess risks using enterprise risk framework policies and
procedures
Develop mitigation plans for risks
Implement mitigation plans for risks
Monitor risks
Analyze risk activities and update plans
Manage compliance
Establish compliance framework and policies
Develop enterprise compliance policies and procedures
Implement enterprise compliance activities
Manage internal audits
Maintain controls-related technologies and tools
Manage regulatory compliance
Develop regulatory compliance procedures
Identify applicable regulatory requirements
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
61 of 733
PCF ID
16466
Hierarchy
ID
10.2.2.3
16467
10.2.2.4
16468
10.2.2.5
16469
10.2.2.6
16470
19777
11185
11201
11202
11203
11204
11205
11206
11216
11221
11222
11223
11224
16471
10.2.2.7
10.2.2.8
10.3
10.3.1
10.3.2
10.3.3
10.3.4
10.3.5
10.3.6
10.4
10.4.1
10.4.2
10.4.3
10.4.4
10.4.5
Name
Monitor the regulatory environment for changing or
emerging regulations
Assess current compliance position, and identify
weaknesses or shortfalls therein
Implement missing or stronger regulatory compliance
controls and policies
Monitor and test, on an ongoing and scheduled basis,
regulatory compliance position and existing controls,
defining controls that should be added, removed, or
modified as required
Maintain relationships with regulators as appropriate
Certify capabilities
Manage remediation efforts
Create remediation plans
Contact and confer with experts
Identify/Dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Manage business resiliency
Develop the business resilience strategy
Perform continuous business operations planning
Test continuous business operations
Maintain continuous business operations
Share knowledge of specific risks across other parts of the
organization
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
62 of 733
PCF ID
10012
11010
11035
11036
11037
11011
11038
11039
11040
11041
11012
11042
11043
11013
11044
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014
11066
11067
11068
11069
11070
Hierarchy
ID
Name
11.0
11.1
Build investor relationships
11.1.1
Plan, build, and manage lender relations
11.1.2
Plan, build, and manage analyst relations
11.1.3
Communicate with shareholders
11.2
Manage government and industry relationships
11.2.1
Manage government relations
11.2.2
Manage relations with quasi-government bodies
11.2.3
Manage relations with trade or industry groups
11.2.4
Manage lobby activities
11.3
Manage relations with board of directors
11.3.1
Report results
11.3.2
Report audit findings
11.4
Manage legal and ethical issues
11.4.1
Create ethics policies
11.4.2
Manage corporate governance policies
11.4.3
Develop and perform preventative law programs
11.4.4
Ensure compliance
11.4.4.1
Plan and initiate compliance program
11.4.4.2
Execute compliance program
11.4.5
Manage outside counsel
11.4.5.1
Assess problem and determine work requirements
11.4.5.2
Engage/retain outside counsel if necessary
11.4.5.3
Receive strategy/budget
11.4.5.4
Receive work product and manage/monitor case and work
performed
11.4.5.5
Process payment for legal services
11.4.5.6
Track legal activity/performance
11.4.6
Protect intellectual property
11.4.6.1
Manage copyrights and patents
11.4.6.2
Maintain intellectual property rights and restrictions
11.4.6.3
Administer licensing terms
11.4.6.4
Administer options
11.4.7
Resolve disputes and litigations
11.4.8
Provide legal advice/counseling
11.4.9
Negotiate and document agreements/contracts
11.5
Manage public relations program
11.5.1
Manage community relations
11.5.2
Manage media relations
11.5.3
Promote political stability
11.5.4
Create press releases
11.5.5
Issue press releases
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
63 of 733
PCF ID
10013
16378
16379
16380
16381
16382
16383
16384
16385
16386
16387
16388
16389
16390
16391
16392
16393
16394
16395
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119
11120
11121
16413
11123
11124
Hierarchy
Metrics
ID
Name
available?
12.0
Y
12.1
Manage business processes
N
12.1.1
Establish and maintain process management governance
N
12.1.1.1
Define and manage governance approach
N
12.1.1.2
Establish and maintain process tools and templates
N
12.1.1.3
Assign and support process ownership
N
12.1.1.4
Perform process governance activities
N
12.1.2
Define and manage process frameworks
N
12.1.2.1
Establish and maintain process framework
N
12.1.2.2
Identify cross-functional processes
N
12.1.3
Define processes
N
12.1.3.1
Scope processes
N
12.1.3.2
Analyze processes
N
12.1.3.3
Map processes
N
12.1.3.4
Publish processes
N
12.1.4
Manage process performance
N
12.1.4.1
Provide process training
N
12.1.4.2
Support process execution
N
12.1.4.3
Measure and report process performance
N
12.1.5
Improve processes
N
12.1.5.1
Identify and select improvement opportunities
N
12.1.5.2
Manage improvement projects
N
12.1.5.3
Perform continuous improvement activities
N
12.2
Manage portfolio, program, and project
N
12.2.1
Manage portfolio
N
12.2.1.1
Establish portfolio strategy
N
12.2.1.2
Define portfolio governance
N
12.2.1.3
Monitor and control portfolio
N
12.2.2
Manage programs
N
12.2.2.1
Establish program structure and approach
N
12.2.2.2
Manage program stakeholders and partners
N
12.2.2.3
Manage program execution
N
12.2.2.4
Review and report program performance
N
12.2.3
Manage projects
N
12.2.3.1
Establish project scope
N
12.2.3.1.1
Identify project requirements and objectives
N
12.2.3.1.2
Identify project resource requirements
N
12.2.3.1.3
Assess culture and readiness for project management
N
approach
12.2.3.1.4
Identify appropriate project management methodologies
N
12.2.3.1.5
Create business case and obtain funding
N
12.2.3.1.6
Develop project measures and indicators
N
12.2.3.2
Develop project plans
N
12.2.3.2.1
Define roles and resources
N
12.2.3.2.2
Identify specific IT requirements
N
64 of 733
PCF ID
11125
11127
11128
11129
16414
11131
Hierarchy
ID
12.2.3.2.3
12.2.3.2.4
12.2.3.2.5
12.2.3.2.6
12.2.3.3
12.2.3.3.1
16415
16416
11132
11133
12.2.3.3.2
12.2.3.3.3
12.2.3.3.4
12.2.3.3.5
16417
16418
17471
17472
17473
17474
17475
17476
17477
17478
17479
17480
17481
17482
17483
17484
17485
17486
17487
17488
17489
17490
17491
17492
17493
17494
17495
17496
17497
17498
12.2.3.4
12.2.3.5
12.3
12.3.1
12.3.1.1
12.3.1.2
12.3.1.3
12.3.1.3.1
12.3.1.3.2
12.3.1.3.3
12.3.1.3.4
12.3.1.4
12.3.1.5
12.3.2
12.3.2.1
12.3.2.1.1
12.3.2.1.2
12.3.2.1.3
12.3.2.2
12.3.2.2.1
12.3.2.2.2
12.3.2.2.3
12.3.2.2.4
12.3.3
12.3.3.1
12.3.3.2
12.3.3.3
12.3.3.4
12.3.3.5
12.3.4
17499
17500
12.3.4.1
12.3.4.2
Name
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Execute projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Manage enterprise quality
Establish quality requirements
Define critical-to-quality characteristics
Define preventive quality activities
Develop quality controls
Define process steps for controls (or integration points)
Define sampling plan
Identify measurement methods
Define required competencies
Prove capability to assess compliance with requirements
Finalize quality plan
Evaluate performance to requirements
Test against quality plan
Conduct test and collect data
Record result(s)
Determine disposition of result(s)
Assess results of tests
Assess sample significance
Summarize result(s)
Recommend actions
Decide next steps
Manage non-conformance
Assess potential impact
Determine immediate action(s)
Identify root cause(s)
Take corrective or preventative action
Close non-conformance
Implement and maintain the enterprise quality management
system (EQMS)
Define the quality strategy
Plan and deploy the EQMS scope, targets, and goals
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
65 of 733
PCF ID
17501
17502
Hierarchy
ID
12.3.4.3
12.3.4.4
19778
17503
17504
12.3.4.5
12.3.4.6
12.3.4.7
17505
17506
17507
17508
12.3.4.7.1
12.3.4.7.2
12.3.4.7.3
12.3.4.7.4
17509
12.3.4.7.5
17510
11074
11134
11138
11139
11140
11141
11142
11143
11144
11145
11146
11147
11148
11149
11150
11151
11135
11152
11153
11154
11155
11156
11157
11158
11159
11136
11160
11161
11162
12.3.4.7.6
12.4
12.4.1
12.4.1.1
12.4.1.2
12.4.1.3
12.4.1.4
12.4.1.5
12.4.1.6
12.4.1.7
12.4.1.8
12.4.1.9
12.4.1.10
12.4.1.11
12.4.1.12
12.4.1.13
12.4.1.14
12.4.2
12.4.2.1
12.4.2.2
12.4.2.3
12.4.2.4
12.4.2.5
12.4.2.6
12.4.2.7
12.4.2.8
12.4.3
12.4.3.1
12.4.3.2
12.4.3.3
Name
Identify core EQMS processes, controls, and metrics
Develop and document EQMS policies, procedures,
standards, and measures
Set service level standards
Assess the EQMS performance
Create environment and capability for EQMS
improvement(s)
Reward quality excellence
Create and maintain quality partnerships
Maintain talent capabilities and competencies
Incorporate EQMS messaging into communication
channels
Assure independent EQMS management access to
appropriate authority in the organization
Transfer proven EQMS methods
Manage change
Plan for change
Select process improvement methodology
Assess readiness for change
Determine stakeholders
Engage/Identify champion
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis
Assess cultural issues
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop communication plan
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Identify budget/roles
Implement change
Create commitment for improvement/change
Re-engineer business processes and systems
Support transition to new roles or exit strategies for
incumbents
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
66 of 733
PCF ID
11163
11137
11164
11165
11166
11073
Hierarchy
ID
12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5
11095
11100
11101
11102
12.5.1
12.5.1.1
12.5.1.2
12.5.1.3
11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114
11115
16436
11071
11075
11080
11081
11082
11076
11077
11078
11079
11072
11083
11084
11085
12.5.1.4
12.5.1.5
12.5.1.6
12.5.1.7
12.5.1.8
12.5.1.9
12.5.1.10
12.5.2
12.5.2.1
12.5.2.2
12.5.2.3
12.5.2.4
12.5.2.5
12.5.2.6
12.6
12.6.1
12.6.1.1
12.6.1.1.1
12.6.1.1.2
12.6.1.1.3
12.6.1.2
12.6.1.3
12.6.1.4
12.6.1.5
12.6.2
12.6.2.1
12.6.2.2
12.6.2.3
11089
11090
11091
12.6.2.3.1
12.6.2.3.2
12.6.2.3.3
Name
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish central KM core group
Define roles and accountability of core group versus
operating units
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicators
Assess KM capabilities
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches
Implement new KM approaches
Measure and benchmark
Create and manage organizational performance strategy
Create enterprise measurement systems model
Establish performance measures
Establish performance monitoring frequency
Set performance targets
Measure process productivity
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Benchmark performance
Conduct performance assessments
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Maintain list of processes and organizations to
benchmark
Establish
benchmarks
Measure performance against benchmarks
Metrics
available?
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
67 of 733
PCF ID
11087
Hierarchy
ID
12.6.2.4
11088
19779
19780
19781
12.6.2.5
12.6.3
12.6.3.1
12.6.3.2
19782
19783
12.6.3.3
12.6.3.4
19784
12.6.3.5
19785
12.6.3.6
11179
11180
11186
12.7
12.7.1
12.7.1.1
11187
11181
11188
11189
11190
11191
11182
11192
12.7.1.2
12.7.2
12.7.2.1
12.7.2.2
12.7.2.3
12.7.2.4
12.7.3
12.7.3.1
11183
11193
11194
11196
11197
11195
12.7.4
12.7.4.1
12.7.4.2
12.7.4.3
12.7.4.4
12.7.4.5
Metrics
Name
available?
Conduct gap analysis to understand need for change and
N
degree needed
Establish need for change
N
Design, develop, modify internal KPIs
N
Identify critical process success indicators
N
Identify measures needed to ascertain business
N
performance
Identify data needed to represent indicator performance
N
Identify appropriate data collections mechanisms and
N
frequency
Identify appropriate targets and learning curve acceleration
N
factors
Communicate and train appropriate staff in the collection
N
and use of new KPI's
Manage environmental health and safety (EHS)
N
Determine environmental health and safety impacts
Y
Evaluate environmental impact of products, services, and
N
operations
Conduct health and safety and environmental audits
N
Develop and execute functional EHS program
N
Identify regulatory and stakeholder requirements
N
Assess future risks and opportunities
N
Create EHS policy
N
Record and manage EHS events
N
Train and educate functional employees
N
Communicate EHS issues to stakeholders and provide
N
support
Monitor and manage functional EHS management program
N
Manage EHS costs and benefits
N
Measure and report EHS performance
N
Implement emergency response program
N
Implement pollution prevention program
N
Provide employees with EHS support
N
68 of 733
PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
10018
10028
10029
19693
10019
10030
10031
10032
10033
10034
10020
10035
10036
16792
16793
16794
16795
16796
16797
16798
16799
10015
10037
10044
10045
10046
10038
10047
10048
14189
14190
19694
14197
19695
10040
Hierarchy
ID
Name
1.0
1.1
1.1.1
1.1.1.1
Analyze and evaluate competition
1.1.1.2
Identify economic trends
1.1.1.3
Identify political and regulatory issues
1.1.1.4
Assess new technology innovations
1.1.1.5
Analyze demographics
1.1.1.6
Identify social and cultural changes
1.1.1.7
Identify ecological concerns
1.1.2
Survey market and determine customer needs and wants
1.1.2.1
Conduct qualitative/quantitative assessments
1.1.2.2
Capture and assess customer needs
1.1.2.3
Model customer, fleets and aircraft demand
1.1.3
Perform internal analysis
1.1.3.1
Analyze organizational characteristics
1.1.3.2
Create baselines for current processes
1.1.3.3
Analyze systems and technology
1.1.3.4
Analyze financial positions
1.1.3.5
Identify enterprise core competencies
1.1.4
Establish strategic vision
1.1.4.1
Align stakeholders around strategic vision
1.1.4.2
Communicate strategic vision to stakeholders
1.1.5
Conduct organization restructuring opportunities
1.1.5.1
Identify restructuring opportunities
1.1.5.2
Perform due-diligence
1.1.5.3
Analyze deal options
1.1.5.3.1
Evaluate acquisition options
1.1.5.3.2
Evaluate merger options
1.1.5.3.3
Evaluate de-merger options
1.1.5.3.4
Evaluate divesture options
1.2
1.2.1
Develop overall mission statement
1.2.1.1
Define current business
1.2.1.2
Formulate mission
1.2.1.3
Communicate mission
1.2.2
Evaluate strategic options to achieve the objectives
1.2.2.1
Define strategic options
1.2.2.2
Assess and analyze impact of each option
1.2.2.3
Develop sustainability strategy
1.2.2.4
Develop global support strategy
1.2.2.5
Develop shared services strategy
1.2.2.6
Develop Lean/continuous improvement strategy
1.2.2.7
Develop outsourcing strategy
1.2.3
Coordinate and align functional and process strategies
Metrics
available?
Y
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
69 of 733
PCF ID
10041
Hierarchy
ID
1.2.4
10049
10050
10051
10052
10053
10054
1.2.4.1
1.2.4.2
1.2.4.3
1.2.4.4
1.2.4.5
1.2.4.6
10055
10056
10042
10043
10016
10057
10058
10059
10060
1.2.4.7
1.2.4.8
1.2.5
1.2.6
1.3
1.3.1
1.3.2
1.3.3
1.3.4
Metrics
Name
available?
Create organizational design (structure, governance, reporting,
N
etc.)
Evaluate breadth and depth of organizational structure
N
Perform job specific roles mapping and value-add analyses
N
Develop role activity diagrams to assess hand-off activity
N
Perform organization redesign workshops
N
Design the relationships between organizational units
N
Develop role analysis and activity diagrams for key
N
processes
Assess organizational implication of feasible alternatives
N
Migrate to new organization
N
Develop and set organizational goals
N
Formulate business unit strategies
N
N
Develop strategic initiatives
N
Evaluate strategic initiatives
N
Select strategic initiatives
N
Establish high-level measures
N
70 of 733
PCF ID
10003
19696
10061
10063
10066
10074
10073
10075
10076
10067
10077
10078
10079
11740
11741
11742
11743
11744
11745
11746
11747
11748
11749
11750
16825
19941
16826
16827
19697
19698
10065
10070
10071
10072
19699
10064
10068
10069
Hierarchy
Metrics
ID
Name
available?
2.0
Y
2.1
Perform governance and program management
N
2.1.1
N
2.1.1.1
N
2.1.1.2
Confirm alignment of product/service concepts with
N
business strategy
2.1.1.3
Prioritize and select new product/service concepts
N
2.1.1.4
Plan and develop cost and quality targets
N
2.1.1.5
Specify development timing targets
N
2.1.1.6
Plan for product/service offering modifications
N
2.1.2
N
2.1.2.1
Introduce new products/services
N
2.1.2.2
Retire outdated products/services
N
2.1.2.3
Identify and refine performance indicators
N
2.1.3
Manage product and service master data
N
2.1.3.1
Manage materials master lists
N
2.1.3.2
Manage bills of material
N
2.1.3.3
Manage routings
N
2.1.3.4
Manage specifications
N
2.1.3.5
Manage drawings
N
2.1.3.6
Manage product/material classification
N
2.1.3.7
Develop and maintain quality/inspection documents
N
2.1.3.8
Maintain process specification data
N
2.1.3.9
Manage traceability data
N
2.1.3.10
Review and approve data access requests
N
2.1.4
Manage and control design of products and services
N
2.1.4.1
Conduct mandatory and elective external reviews (legal,
N
regulatory, standards, internal)
2.1.4.2
N
2.1.4.3
Determine patent and copyright needs for the products and
N
services
2.1.4.4
Define product technical documentation management
N
requirements
2.2
Generate and define new product/service ideas
N
2.2.1
Perform discovery research
N
2.2.1.1
Identify new technologies
N
2.2.1.2
Develop new technologies
N
2.2.1.3
N
2.2.2
Generate new product/service concepts
N
2.2.3
Y
2.2.3.1
Identify potential improvements to existing products and
N
services
2.2.3.2
Identify potential new products and services
N
71 of 733
PCF ID
19700
10080
11694
11695
10083
10084
10085
10086
10087
Hierarchy
ID
2.3
2.3.1
2.3.1.1
2.3.1.2
2.3.1.3
2.3.1.4
2.3.1.5
2.3.1.6
2.3.1.7
19701
11696
11697
11698
11699
11700
11701
10088
10089
10090
2.3.1.8
2.3.1.9
2.3.1.10
2.3.1.11
2.3.1.12
2.3.1.13
2.3.1.14
2.3.1.15
2.3.1.16
2.3.1.17
10091
18090
11702
19702
10092
2.3.1.18
2.3.1.19
2.3.1.20
2.3.1.21
2.3.1.22
11703
11704
11710
11715
11716
19703
10081
10093
10094
10095
10096
10097
2.3.2
2.3.2.1
2.3.2.2
2.3.2.3
2.3.2.4
2.3.2.5
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5
19704
11717
11718
11719
11721
2.4
2.4.1
2.4.1.1
2.4.1.2
2.4.1.3
Metrics
Name
available?
Design, build, and test product/service
N
Y
Plan product development
N
N
Assign resources to product/service project
N
Prepare high-level business case and technical assessment
N
Develop product/service design specifications
N
Document design specifications
N
Conduct mandatory and elective product-level external
N
reviews (legal, regulatory, standards, internal)
Confirm internal design / production capabilities
N
N
N
N
N
N
Prepare preliminary product cost model
N
Build prototypes
N
Eliminate quality and reliability problems
N
Conduct in-house product/service testing and evaluate
N
feasibility
Identify design/development performance indicators
N
Establish service and warranty parameters
N
Conduct, monitor, and manage engineering efforts
N
Obtain aircraft type certification
N
Collaborate on design with suppliers and contract
N
manufacturers
Manage configuration
N
Manage engineering change notices (ECNs)
N
Manage effectiveness of ECN
N
Maintain product/process data
N
N
Reconcile configuration perspectives
N
Y
Prepare detailed market study
N
Conduct customer tests and interviews
N
Finalize product/service characteristics and business cases
N
Finalize technical requirements
N
Identify requirements for changes to
N
manufacturing/delivery processes
Prepare for production or service delivery
N
Develop and implement manufacturing/services
N
Determine process requirements and specifications
N
Plan process development
N
N
72 of 733
PCF ID
11722
11723
11724
11725
11726
11727
11728
11729
11730
19942
11732
11733
11734
11735
11736
11738
11739
19705
11679
10098
Hierarchy
ID
2.4.1.4
2.4.1.5
2.4.1.6
2.4.1.7
2.4.1.8
2.4.1.9
2.4.1.10
2.4.1.11
2.4.2
2.4.2.1
2.4.2.2
2.4.2.3
2.4.2.4
2.4.2.5
2.4.2.6
2.4.2.7
2.4.2.8
2.4.2.9
2.4.3
2.4.3.1
10099
10100
11383
11384
2.4.3.2
2.4.3.3
2.4.3.4
2.4.3.5
11385
2.4.3.6
11386
11387
11388
11389
11390
2.4.3.7
2.4.3.8
2.4.3.9
2.4.3.10
2.4.3.11
11391
11392
2.4.3.12
2.4.3.13
11399
2.4.3.14
11751
11752
11753
11754
11755
11765
2.4.4
2.4.4.1
2.4.4.2
2.4.4.3
2.4.4.4
2.4.4.5
Metrics
Name
available?
N
N
N
N
Refine cost model with process cost data
N
Plan for product launch
N
Gain approval for product launch
N
Conduct and monitor product launch
N
N
Coordinate capital asset plan impact
N
Coordinate facilities plan impact
N
Coordinate strategic sourcing impact
N
Coordinate integrated capacity plan impact
N
Coordinate manufacturing schedule impact
N
Coordinate human resources plan impact
N
Coordinate impact on sales forecast
N
Coordinate impact on financial plan
N
Confirm readiness status of facilities
N
Prepare for production and marketplace introduction
N
Develop and test prototype production and/or service
N
delivery process
Design and obtain necessary materials and equipment
N
Install and validate production process or methodology
N
Introduce new product and/or service commercially
N
Determine plan for new product development and
N
introduction
Develop product/service launch plans (e.g. timelines, retail
N
communication strategies)
Identify licensing and co-branding opportunities
N
Plan preliminary media buys (print, television, radio)
N
Begin initial creative/advertising development
N
Develop sales communication plan
N
Design preliminary sales collateral, point-of-sale (POS) and
N
promotion prototypes
Disseminate new item and price information
N
Coordinate introduction of products and sunset obsolete
N
products with retailers/distributors
Manage questions and issues associated with product
N
introduction
N
Review and approve requests for data transfer
N
Collect data from internal sources
N
Initiate transfer/request for transfer
N
Confirm receipt/transmission of data
N
N
73 of 733
PCF ID
11416
Hierarchy
ID
2.5
11417
11418
11419
11420
11421
2.5.1
2.5.2
2.5.3
2.5.4
2.5.5
11422
2.5.6
Name
Support and implement changes to product manufacturing and
Monitor production runs
Request engineering change
Manage engineering change orders
Identify product/service design and configuration changes
Capture feedback to refine existing products and services
process
Identify manufacturing/service delivery process performance
indicators
Metrics
available?
N
N
N
N
N
N
N
74 of 733
PCF ID
10004
10101
10106
10108
10114
10109
10115
10110
10111
10112
10113
10107
10116
10117
10118
10119
10120
12410
10104
10148
10149
10155
10156
10157
10150
10158
10159
10160
10161
10162
11253
11254
10151
10163
10164
10165
10166
10152
10167
10168
10169
Hierarchy
Metrics
ID
Name
available?
3.0
Y
3.1
Y
3.1.1
N
3.1.1.1
Conduct customer and market research
N
3.1.1.1.1
Understand consumer needs and predict customer
N
purchasing behavior
3.1.1.2
Identify market segments
N
3.1.1.2.1
Determine market share gain/loss
N
3.1.1.3
Analyze market and industry trends
N
3.1.1.4
Analyze competing organizations, competitive/substitute
N
products
3.1.1.5
Evaluate existing products/brands
N
3.1.1.6
Assess internal and external business environment
N
3.1.2
Y
3.1.2.1
Quantify market opportunities
N
3.1.2.2
Determine target segments
N
3.1.2.3
Prioritize opportunities consistent with capabilities and
N
overall business strategy
3.1.2.4
Validate opportunities
N
3.1.2.4.1
Test with customers/consumers
N
3.1.2.4.2
Confirm internal capabilities
N
3.2
N
3.2.1
N
channels/segments
3.2.2
Y
3.2.2.1
Confirm marketing alignment to business strategy
N
3.2.2.2
Determine costs of marketing
N
3.2.2.3
Create marketing budget
N
3.2.3
Y
3.2.3.1
Define media objectives
N
3.2.3.2
Develop marketing messages
N
3.2.3.3
Define target audience
N
3.2.3.4
Engage media provider
N
3.2.3.5
Develop and execute advertising
N
3.2.3.6
Develop and execute other marketing campaigns/programs
N
3.2.3.7
Assess brand/product marketing plan performance
N
3.2.4
Y
3.2.4.1
Determine pricing based on volume/unit forecast
N
3.2.4.2
Execute pricing plan
N
3.2.4.3
Evaluate pricing performance
N
3.2.4.4
Refine pricing as needed
N
3.2.5
N
3.2.5.1
Define promotional concepts
N
3.2.5.2
Plan and test promotional activities
N
3.2.5.3
Execute promotional activities
N
75 of 733
PCF ID
10170
10171
10172
Hierarchy
ID
3.2.5.4
3.2.5.5
3.2.5.6
10153
10173
10174
10175
10176
10177
3.2.6
3.2.6.1
3.2.6.2
3.2.6.3
3.2.6.4
3.2.6.5
10154
10178
10179
10180
10181
11757
11758
11759
11760
11761
11762
11763
11764
11765
11766
11767
11768
11769
11770
11771
11772
3.2.7
3.2.7.1
3.2.7.2
3.2.7.3
3.2.7.4
3.3
3.3.1
3.3.1.1
3.3.1.2
3.3.1.3
3.3.1.4
3.3.2
3.3.2.1
3.3.2.2
3.3.2.3
3.3.2.4
3.3.2.5
3.3.2.6
3.3.3
3.3.3.1
3.3.3.2
11773
11774
11775
11776
11777
11778
11779
11780
11781
3.3.3.3
3.3.3.4
3.3.3.5
3.3.3.6
3.3.3.7
3.3.3.8
3.3.4
3.3.4.1
3.3.4.2
11782
11783
3.3.4.3
3.3.4.4
Metrics
Name
available?
Evaluate promotional performance metrics
N
Refine promotional performance metrics
N
Incorporate learning into future/planned consumer
N
promotions
Y
Determine customer loyalty/lifetime value
N
Analyze customer revenue trend
N
Analyze customer attrition and retention rates
N
Analyze customer metrics
N
N
metrics
N
Plan packaging strategy
N
Test packaging options
N
Execute packaging strategy
N
Refine packaging
N
Perform business development
N
Develop marketing strategy
N
Identify and assess issues, trends in marketplace
N
Review commercial industry and government needs
N
Conduct marketing studies
N
Develop enterprise sales forecasts
N
Focus and plan tactical marketing
N
Develop short term marketing forecast
N
N
Forecast sales by program, contract and customer
N
Identify customer requirements
N
Identify sales opportunities
N
Influence customer
N
Conduct program development
N
Segment feasible opportunities
N
Evaluate opportunities likelihood of developing into
N
Request For Proposal (RFP)/Request For Quote (RFQ)
Match opportunities to business strategy
N
Evaluate fit with corporate goals and business strategy
N
Identify external funding constraints
N
Identify internal and external non-funding constraints
N
Identify internal funding constraints
N
Develop program structure
N
Bid and proposal development
N
Refine customer requirements
N
Receive Request For Proposal (RFP)/Request For Quote
N
(RFQ)
Review RFP/RFQ request
N
Perform competitive analysis
N
76 of 733
PCF ID
11784
11785
11786
11787
11788
11789
11790
11791
11793
11794
11795
11796
11797
11798
11799
11800
11801
11802
11803
11804
11805
11806
11807
Hierarchy
ID
3.3.4.5
3.3.4.6
3.3.4.7
3.3.4.8
3.3.4.9
3.3.4.10
3.3.4.11
3.3.4.12
3.3.4.13
3.3.5
3.3.5.1
3.3.5.2
3.3.5.3
3.3.5.4
3.3.5.5
3.4
3.4.1
3.4.1.1
3.4.1.2
3.4.1.3
3.4.1.4
3.4.1.5
3.4.1.6
11808
11809
11810
11811
11812
11813
11814
11815
11816
11817
11818
11819
11820
11821
11822
11823
3.4.2
3.4.2.1
3.4.2.2
3.4.2.3
3.4.2.4
3.4.2.5
3.4.2.6
3.4.2.7
3.4.3
3.4.3.1
3.4.3.2
3.4.3.3
3.4.3.4
3.4.3.5
3.4.3.6
3.4.3.7
11824
11825
3.4.3.8
3.4.3.9
Metrics
Name
available?
N
Validate customer requirements
N
Develop project structure
N
Identify staffing requirements
N
Develop pricing and scheduling estimates
N
Conduct profitability analysis
N
Submit bid
N
Review proposal and approval by submitter
N
Receive notification
N
Develop business relationships
N
Identify strategic partnering opportunities
N
Define roles and responsibilities of partnerships
N
N
Validate partnership plan with strategic marketing
objectives
Support strategic business partnerships
N
Communicate partnership objectives
N
Perform integrated business planning
N
Plan demand
N
Review existing pipeline for existing and/or backlog
N
demand
Review existing pipeline
N
N
Review government trends and check for updates in
policies
Project sales pipeline by product/market
N
Develop annual sales plan by product/market
N
Consolidate sales plan by segment/business
N
unit/corporation
Plan operations
N
Transfer sales plan to operations planning
N
Perform capacity planning
N
Perform logistics planning
N
Perform inventory planning
N
Perform maintenance planning
N
Perform sourcing planning
N
Perform tooling planning
N
Plan financials
N
Identify cost centers/profit centers/activities/rates
N
Create master data
N
Calculate direct costs
N
Calculate indirect costs
N
Project revenues from sales plan
N
Prepare projected income statement by legal entity
N
Prepare projected income statement by business
N
unit/managers entity
Prepare projected balance sheet by legal entity
N
N
entity
77 of 733
PCF ID
11826
Hierarchy
ID
3.4.3.10
11827
11828
11829
11830
11838
11839
11840
11841
11842
11843
11844
11845
11846
11847
11848
11849
11850
11851
11852
11853
11854
11855
11856
11857
11858
11859
11860
11861
11862
11863
11864
11865
11866
11867
11868
11869
11870
11871
11872
11873
11874
11875
11876
3.4.3.11
3.4.3.12
3.4.3.13
3.4.3.14
3.5
3.5.1
3.5.1.1
3.5.1.2
3.5.1.3
3.5.2
3.5.2.1
3.5.2.2
3.5.2.3
3.5.2.4
3.5.2.5
3.5.2.6
3.5.2.7
3.5.2.8
3.5.2.9
3.5.2.10
3.5.2.11
3.5.3
3.5.3.1
3.5.3.2
3.5.3.3
3.5.3.4
3.5.3.5
3.5.4
3.5.4.1
3.5.4.2
3.5.4.3
3.5.4.4
3.5.4.5
3.5.4.6
3.5.4.7
3.5.4.8
3.5.4.9
3.5.4.10
3.5.4.11
3.5.4.12
3.5.4.13
3.5.4.14
3.5.4.15
Name
Prepare projected cash flow by business unit managers
entity
Prepare projected cash flow by legal entity
Prepare consolidated income statement
Prepare consolidated balance sheet
Prepare consolidated cash flow
Manage contracts and programs
Determine contract and program requirements
Identify contract type
Record contract data
Evaluate risks and assumptions
Plan and schedule program
Determine procurement
Refine order of magnitude estimate
Identify and schedule production
Reevaluate risk and assumptions
Identify and schedule qualified suppliers
Complete detailed production schedule
Refine work breakdown structure
Develop network task
Include program in budget
Validate funding against corporate plan
Obtain approval for funding
Execute program
Execute tasks
Record program milestones
Collect direct costs
Collect indirect costs
Collect revenues
Control and manage contracts and program performance
Prepare subcontractor reports
Support financial reporting
Report Central Security Service (CSS)/SCS compliance
Report earned value management system - EVMS
Resolve EVMS issues
Report to management
Maintain and conduct program status meetings
Perform quality reviews
Perform financial/contract audit
Report classified projects
Identify project changes
Identify options to resolve issues
Revise program plan to incorporate options
Transfer and borrow payback between contracts/programs
Submit for management review and approval
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
78 of 733
PCF ID
11877
11878
11879
11880
11881
11882
11883
11884
11885
11886
11887
Hierarchy
ID
3.5.4.16
3.5.4.17
3.5.5
3.5.5.1
3.5.5.2
3.5.5.3
3.5.5.4
3.5.5.5
3.5.5.6
3.5.5.7
3.5.5.8
11888
3.5.5.9
11889
10105
10182
10188
10189
10183
11173
11174
14208
11890
11891
11892
11893
11894
11895
10184
10190
10191
10192
10193
18634
19706
3.5.5.10
3.6
3.6.1
3.6.1.1
3.6.1.2
3.6.2
3.6.2.1
3.6.2.2
3.6.2.3
3.6.2.4
3.6.2.5
3.6.2.6
3.6.3
3.6.3.1
3.6.3.2
3.6.4
3.6.4.1
3.6.4.2
3.6.4.3
3.6.4.4
3.6.5
3.6.5.1
19707
19708
18637
19709
18638
10185
10194
10195
3.6.5.2
3.6.5.3
3.6.5.4
3.6.5.5
3.6.5.6
3.6.6
3.6.6.1
3.6.6.2
Name
Submit for customer review
Receive approval, revise program as required
Perform program close out
Complete program commitments
Close commitments
Review procurement documents to close
Apply final allocation/overheads
Release funds
Close program to all postings except rate adjustments
Return government property documents
Revaluate return on investment (ROI) or earned value
analysis (EVA) reports
Develop follow up action plan to obtain program
enhancements
Post final rate adjustments and close
Generate leads
Identify potential customers
Identify leads
Develop sales/key account plan
Manage customer relationships
Manage customer master data
Compare program actual vs. estimate
Develop marketing plan
Track sales performance
Analyze sales results
Compare actual sales to forecast
Revise marketing strategy
Perform sales calls
Perform pre-sales activities
Close the sale
Record outcome of sales process
Generate quotes
Receive requests for quotes / identify requirement to
generate a quote
Produce quotes
Submit quotes to customers
Adjust quotes
Obtain approval to proceed
Convert quotes to sales orders
Manage sales orders
Accept and validate sales orders
Collect and maintain customer account information
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
79 of 733
PCF ID
10201
10202
10203
10204
10205
10206
10207
10208
10196
10197
10198
Hierarchy
ID
3.6.6.2.1
3.6.6.2.2
3.6.6.2.3
3.6.6.2.4
3.6.6.2.5
3.6.6.2.6
3.6.6.2.7
3.6.6.2.8
3.6.6.3
3.6.6.4
3.6.6.5
10199
10200
3.6.6.6
3.6.6.7
10186
10209
10210
10187
10211
3.6.7
3.6.7.1
3.6.7.2
3.6.8
3.6.8.1
10212
10213
10214
14209
19710
3.6.8.2
3.6.8.3
3.6.8.4
3.6.8.5
3.6.8.6
Metrics
Name
available?
Administer key customer/account details
N
Retrieve full customer details
N
Modify involved party details
N
Record address details
N
Record contact details
N
Record key customer communication profile details
N
Review involved party information
N
Terminate involved party information
N
Determine availability
N
Determine fulfillment process
N
Enter orders into system and identify/perform cross-sell/upN
sell activity
Process back orders and updates
N
Handle order inquiries including post-order fulfillment
N
transactions
Manage sales force
Y
Determine sales resource allocation
N
Establish sales force incentive plan
N
N
Provide sales and product training to sales
N
partners/alliances
Develop sales forecast by partner/alliance
N
Agree on partner and alliance commissions
N
Evaluate partner/alliance results
N
Manage channel partner master data
N
Manage vendor recovery
N
80 of 733
PCF ID
10005
10215
10221
10229
10230
10231
10232
10233
10234
14193
14194
10222
19711
19712
10235
10236
10237
10238
10239
10240
10241
10223
10242
10243
10244
10245
10246
14196
19713
10224
10247
10248
10249
10250
17041
17042
10252
10253
10254
10255
10256
10257
10258
10259
Hierarchy
ID
Name
4.0
4.1
4.1.1
Develop production and materials strategies
4.1.1.1
Define manufacturing goals
4.1.1.2
Define labor and materials policies
4.1.1.3
Define outsourcing policies
4.1.1.4
Define manufacturing capital expense policies
4.1.1.5
Define capacities
4.1.1.6
Define production network and supply constraints
4.1.1.7
Define production process
4.1.1.8
Define production workplace layout and infrastructure
4.1.2
4.1.2.1
Perform forward parts requirements forecasting
4.1.2.2
Establish demand for PMA parts
4.1.2.3
Develop baseline forecasts
4.1.2.4
Collaborate with customers
4.1.2.5
Develop consensus forecast
4.1.2.6
Determine available to promise
4.1.2.7
Monitor activity against forecast and revise forecast
4.1.2.8
Evaluate and revise forecasting approach
4.1.2.9
Measure forecast accuracy
4.1.3
4.1.3.1
Create unconstrained plan
4.1.3.2
Collaborate with supplier and contract manufacturers
4.1.3.3
Identify critical materials and supplier capacity
4.1.3.4
Monitor material specifications
4.1.3.5
Generate constrained plan
4.1.3.6
Define production balance and control
4.1.3.7
Manage interchangeability and supersession
4.1.4
Create and manage master production schedule
4.1.4.1
Create site level plan and schedule
4.1.4.2
Manage work-in-progress inventory
4.1.4.3
Collaborate with suppliers
4.1.4.4
Execute site- level production plan and schedule
4.1.4.5
Monitor master production schedule and plan
4.1.5
Plan distribution requirements
4.1.5.1
Maintain master data
4.1.5.2
Determine finished goods inventory requirements at
destination
4.1.5.3
Calculate requirements as destination
4.1.5.4
Calculate consolidation at source
4.1.5.5
Manage collaborative replenishment planning
4.1.5.6
Manage requirements for partners
4.1.5.7
Calculate destination dispatch plan
4.1.5.8
Manage dispatch plan attainment
Metrics
available?
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
81 of 733
PCF ID
10260
10261
10262
10263
10226
10267
10268
10269
10227
10264
10265
10266
10228
10270
10271
10272
10273
10274
10275
10276
10368
10371
10372
10373
10216
10277
10281
10282
10283
10284
10285
10286
10287
11923
11924
11925
11926
11927
Hierarchy
ID
4.1.5.9
4.1.5.10
4.1.5.11
4.1.5.12
4.1.6
4.1.6.1
4.1.6.2
4.1.6.3
4.1.7
4.1.7.1
4.1.7.2
4.1.7.3
4.1.8
4.1.8.1
4.1.8.2
4.1.8.3
4.1.8.4
4.1.8.5
4.1.8.6
4.1.8.7
4.1.9
4.1.9.1
4.1.9.2
4.1.9.3
4.2
4.2.1
4.2.1.1
4.2.1.2
4.2.1.3
4.2.1.4
4.2.1.5
4.2.1.6
4.2.1.7
4.2.2
4.2.2.1
4.2.2.2
4.2.2.3
4.2.2.4
11928
4.2.2.5
10278
10288
19714
10289
4.2.3
4.2.3.1
4.2.3.2
4.2.3.3
Metrics
Name
available?
Calculate destination load plans
N
Manage partner load plan
N
Manage the cost of supply
N
Manage capacity utilization
N
Establish distribution planning constraints
N
Establish distribution center layout constraints
N
Establish inventory management constraints
N
Establish transportation management constraints
N
Review distribution planning policies
N
Review distribution network
N
Establish sourcing relationships
N
Establish dynamic deployment policies
N
Assess distribution planning performance
N
Establish appropriate performance indicators (metrics)
N
Establish monitoring frequency
N
Calculate performance measures
N
Identify performance trends
N
Analyze performance benchmark gaps
N
Prepare appropriate reports
N
Develop performance improvement plan
N
Develop quality standards and procedures
N
Establish quality targets
N
Develop standard testing procedures
N
Communicate quality specifications
N
Y
Y
Develop procurement plan
N
Clarify purchasing requirements
N
Develop inventory strategy
N
Match needs to supply capabilities
N
Analyze companys spend profile
N
Seek opportunities to improve efficiency and value
N
Collaborate with suppliers to identify sourcing opportunities
N
Define and manage procurement strategies
N
Define material management strategy
N
Develop material receipt strategy
N
Develop supplier payment strategy
N
Ensure alignment of procurement strategy with enterprise
N
wide business strategy
Conduct spend analysis and determine customer
N
requirements
Y
Select suppliers
N
Evaluate suppliers
N
Certify and validate suppliers
N
82 of 733
PCF ID
10290
10291
11931
11932
11933
11934
11935
11936
11937
11938
11939
10279
10292
10293
10294
10295
10296
10297
10298
11946
11947
11948
19715
10280
10299
10300
10301
10302
10217
11952
11953
Hierarchy
ID
4.2.3.4
4.2.3.5
4.2.4
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.2.4.5
4.2.4.6
4.2.4.7
4.2.4.8
4.2.5
4.2.5.1
4.2.5.2
4.2.5.3
4.2.5.4
4.2.5.5
4.2.5.6
4.2.5.7
4.2.6
4.2.6.1
4.2.6.2
4.2.6.3
4.2.7
4.2.7.1
4.2.7.2
4.2.7.3
4.2.7.4
4.3
4.3.1
4.3.1.1
11954
11955
4.3.1.2
4.3.1.3
11956
11957
11958
11959
11960
4.3.1.4
4.3.1.5
4.3.1.6
4.3.1.7
4.3.1.8
11961
11962
11963
4.3.1.9
4.3.1.10
4.3.2
Metrics
Name
available?
Negotiate and establish contracts
N
Manage contracts
N
Perform strategic sourcing
N
Maintain material sourcing categories
N
Conduct supplier evaluation
N
Select suppliers and negotiate agreements
N
Develop sourcing implementation plans
N
Maintain supplier information
N
Maintain supplier catalogs and price lists
N
Maintain supplier contracts
N
Define outside supplier /partner relationships
N
Y
Process/Review requisitions
N
Approve requisitions
N
Solicit/Track vendor quotes
N
Create/Distribute purchase orders
N
Expedite orders and satisfy inquiries
N
Record receipt of goods
N
Research/Resolve exceptions
N
Inspect material quality
N
Inspect goods/services
N
Return goods/services
N
Verify effectiveness of inventory control and quality
N
Manage suppliers
Y
Monitor/Manage supplier information
N
Prepare/Analyze procurement and vendor performance
N
Support inventory and production processes
N
Monitor quality of product delivered
N
Y
Define assembly and test (A&T) operations strategy
N
Compile and update customer quality and service
N
requirements
Compile and update internal A&T operational capabilities
N
Compile and update future market trends impacting A&T
N
strategy
N
Prepare capital appropriations requests
N
Define outside supplier partner terms and conditions
N
N
N
N
plan
Define all safety and environmental policies
N
Define manufacturing operations strategy
N
83 of 733
PCF ID
11964
Hierarchy
ID
4.3.2.1
11965
4.3.2.2
11966
11967
4.3.2.3
4.3.2.4
11968
11969
11971
11972
4.3.2.5
4.3.2.6
4.3.2.7
4.3.2.8
11973
11974
11975
4.3.2.9
4.3.3
4.3.3.1
11976
11977
4.3.3.2
4.3.3.3
11978
4.3.3.4
11979
11980
4.3.3.5
4.3.3.6
11981
11982
4.3.3.7
4.3.3.8
11983
4.3.3.9
11984
4.3.3.10
11985
11986
11987
11988
4.3.4
4.3.4.1
4.3.4.2
4.3.4.3
11989
11990
11991
11992
11993
11994
11995
4.3.4.4
4.3.4.5
4.3.4.6
4.3.4.7
4.3.5
4.3.5.1
4.3.5.2
Metrics
Name
available?
Compile and update all manufacturing organization quality
N
and service requirements
Compile and update internal manufacturing operational
N
capabilities
N
Define operational practice policies, measures and
N
performance targets that support goal fulfillment
Determine capabilities gaps and closure strategies
N
Prepare capital appropriations
N
N
N
N
Planplan
production operations
N
Compile and update all pertinent inputs from business
N
planning and strategy department
Develop intermediate range production and inventory plans
N
Develop options for next period sales and operations
N
planning meeting
Conduct sales and operations planning (S&OP) periodic
N
meeting and update final S&OP into detailed
Determine final sourcing alternatives
N
Generate master schedules with tooling rough cut capacity
N
planning and maintenance
Create production project with work breakdown structure
N
Modify master plans and projects to accommodate logistics,
N
maintenance and production tooling constraints
Generate intermediate range material resource planning,
N
distribution resource planning, capacity requirements
planning (MRP, DRP, CRP)
Publish annual plans to sales procurement transportation
and manufacturing operations
Manage production equipment and facilities
Manage equipment data
Develop plant equipment preventative maintenance plans
Develop physical plant preventative maintenance and
energy management plans
Schedule facility and equipment preventative maintenance
Execute facility and equipment preventative maintenance
Execute unplanned maintenance activities
Determine and identify corrective actions
Schedule production operations
Generate short range DRP, MRP, and CRP
Conduct periodic meetings on short schedule - operations,
procurement, tooling and maintenance
N
N
N
N
N
N
N
N
N
N
N
N
84 of 733
PCF ID
11996
11997
11998
11999
12000
12001
Hierarchy
ID
4.3.5.3
4.3.5.4
4.3.5.5
4.3.5.6
4.3.5.7
4.3.5.8
12002
12003
12004
12005
4.3.5.9
4.3.5.10
4.3.5.11
4.3.5.12
12006
12007
12008
12009
12010
12011
12012
12013
12014
12015
12016
10310
12017
12018
12019
12020
12021
12022
12023
12024
12025
12026
10313
12027
12028
12029
12030
12031
12032
12033
12034
12035
19716
4.3.5.13
4.3.5.14
4.3.5.15
4.3.5.16
4.3.5.17
4.3.5.18
4.3.5.19
4.3.5.20
4.3.5.21
4.3.5.22
4.3.6
4.3.6.1
4.3.6.2
4.3.6.3
4.3.6.4
4.3.6.5
4.3.6.6
4.3.6.7
4.3.6.8
4.3.6.9
4.3.6.10
4.3.6.11
4.3.6.12
4.3.6.13
4.3.6.14
4.3.6.15
4.3.6.16
4.3.6.17
4.3.6.18
4.3.6.19
4.3.6.20
4.3.6.21
4.3.6.22
Metrics
Name
available?
Transfer final schedules to operating departments
N
Perform ongoing net change MRP or DRP and optimize
N
Perform full regeneration MRP or DRP and analyze
N
Create and release production orders/batches
N
Create run schedule header
N
Manage ongoing schedule changes interactions with
N
customers, suppliers, production, tooling and maintenance
Develop contract pegging relationships
N
Provide daily delivery schedules to external suppliers
N
Generate and print internal pick lists
N
Generate and communicate delivery requirements to
N
internal and external shipping points
Reschedule backlog orders and inbound shipments
N
Receive electronic numeric control (NC) tapes and load
N
Receive and review work instructions
N
Receive and review quality instructions
N
Receive and review production schedules
N
Receive and review tooling pick lists and allocate
N
Receive confirmations from plant maintenance
N
N
Perform setup activities
N
Confirm material availability
N
Execute production operations
N
Manage raw material inventory
N
Issue goods against purchase order (PO) or batch
N
Receive goods to purchase order (PO) or batch
N
Refer material for manufacturing change
N
Quarantine material for quality hold/check
N
Execute production activities
N
Perform in-line product inspections
N
Perform post production inspections
N
Refer nonconforming material for disposition
N
Downgrade/upgrade material
N
Quarantine nonconformance matriel
N
Rerun defective items
N
Record production related data
N
Back flush inventory
N
Close batches or PO
N
Consume demand forecast
N
Execute packaging and labeling activities
N
Enter run schedule header
N
Reconcile and close run schedule header
N
Record and track piece part serial numbers
N
Record calibration data and measurement device
N
Obtain aircraft production certification
N
85 of 733
PCF ID
10314
10369
10318
10374
10375
12036
12037
12038
12039
12040
12041
12042
12043
Hierarchy
ID
4.3.6.23
4.3.7
4.3.7.1
4.3.7.2
4.3.7.3
4.3.8
4.3.8.1
4.3.8.2
4.3.8.3
4.3.8.4
4.3.8.5
4.3.8.6
4.3.8.7
12044
4.3.8.8
12045
12046
12047
12048
12049
12050
12051
12052
12053
4.3.8.9
4.3.8.10
4.3.8.11
4.3.8.12
4.3.8.13
4.3.8.14
4.3.8.15
4.3.8.16
4.3.8.17
12054
12055
12056
12057
10370
10376
10377
12058
12059
4.3.8.18
4.3.8.19
4.3.8.20
4.3.8.21
4.3.9
4.3.9.1
4.3.9.2
4.3.10
4.3.10.1
12060
4.3.10.2
12061
4.3.10.3
12062
12063
12064
12065
12066
4.3.10.4
4.3.10.5
4.3.10.6
4.3.10.7
4.3.10.8
Metrics
Name
available?
Assess production performance
N
Perform quality testing
N
Calibrate test equipment
N
Perform testing using the standard testing procedure
N
Record test results
N
Manage product quality
N
Update governmental and regulatory quality requirements
N
Benchmark industry quality capabilities
N
Compile and update the cost of quality
N
Compile and update the costs of quality nonconformance
N
Update quality targets and tolerances
N
Develop quality sampling and analysis
N
N
against production orders/batchers
Develop training material for operators carrying out quality
N
activities
Track and analyze non-conformance trends
N
Perform root cause analysis
N
N
N
Perform internal quality audits
N
Perform external quality audits
N
Perform statistical process control (SPC) analysis
N
Perform six-sigma activities
N
Generate International Standards Organization (ISO) or
N
similar documentation
Provide feedback to engineering and product
N
Adjust inventories/scrap - materials disposition
N
N
Conduct claims related quality investigations
N
Maintain production records and manage lot traceability
N
Determine lot numbering system
N
Determine lot usage
N
Manage production tooling operations
N
Receive high level tool design request from new product
N
development process (new tools)
Receive request to modify or repair an existing tool from
N
engineering or operations
Develop the cost estimate to buy or make the tools - with
N
availability date
Obtain approval to proceed or cancel work order
N
Complete detailed design of final tool
N
Generate a work order or purchase request
N
Manufacture or receive final tools
N
Allocate gauging /measurement devices to production
N
86 of 733
PCF ID
12067
12068
12069
12070
12071
19717
Hierarchy
ID
4.3.10.9
4.3.10.10
4.3.10.11
4.3.10.12
4.3.10.13
4.3.10.14
19718
12072
12073
12074
12075
12076
12077
12078
12079
12080
12081
4.3.10.15
4.3.11
4.3.11.1
4.3.11.2
4.3.11.3
4.3.11.4
4.3.11.5
4.3.11.6
4.3.11.7
4.3.11.8
4.3.11.9
12082
12083
4.3.12
4.3.12.1
12084
12085
12086
12087
12088
19719
19720
4.3.12.2
4.3.12.3
4.3.12.4
4.3.12.5
4.3.12.6
4.3.13
4.3.13.1
19721
4.3.13.2
19722
4.3.13.3
19723
4.3.13.4
19724
4.3.13.5
19725
4.3.13.6
19726
4.3.13.7
10218
10320
10324
4.4
4.4.1
4.4.1.1
Metrics
Name
available?
Manage tool inventories
N
Manage crib inventory
N
Manage crib operations
N
Perform fixed tool life cycle management
N
Manage gauge and measurement device calibrations
N
Create individual tracking record (for individually identified
N
(serialized) tools)
Record and track serialized tool issuance to operators
N
Control and report production operations
N
Record production operations information
N
Capture and communicate work order batch status
N
Communicate all inventory status - real-time
N
Communicate human resource status
N
Communicate equipment status
N
Communicate schedules - including downtime and setup
N
Communicate maintenance activities and schedules
N
Generate and communicate field analytical reports
N
Communicate preemptive and predictive feedback to
N
operations to change practices or schedules
Manage product and process related data
N
Create and maintain material masters, BOM, routings and
N
other production data
Maintain product specifications
N
Maintain product catalogs
N
Maintain operating instructions (operations component)
N
Maintain process control parameter data
N
Maintain product and process related documentation
N
Develop and implement production rate increase methodology
N
Define method for identifying all impacted partners,
N
suppliers and internal facilities
Define mechanism to be used to communicate rate
N
increase requirements
Define method to be applied by partners, suppliers, internal
N
facilities to assess capabilities
Define mechanism by which results of Rate Increase studies
N
can be returned
Define mechanism by which returned rate increase study
N
results can be consolidated
Define mechanism by which the results of a Production
N
Rate increase assessment can be communicated
Confirm the frequency (ad-hoc, periodic, event driven) with
N
which studies will be released
Y
N
Process customer request
N
87 of 733
PCF ID
10325
10326
10321
10327
10328
10329
10322
10330
10331
10332
10333
10323
10334
10335
10336
10337
12089
Hierarchy
ID
4.4.1.2
4.4.1.3
4.4.2
4.4.2.1
4.4.2.2
4.4.2.3
4.4.3
4.4.3.1
4.4.3.2
4.4.3.3
4.4.3.4
4.4.4
4.4.4.1
4.4.4.2
4.4.4.3
4.4.4.4
4.4.5
12090
12091
12092
12093
12094
12095
12096
12097
12098
12099
12100
12101
12102
12103
12104
12105
12106
19727
19728
19729
19730
19731
19732
19733
19734
19735
19736
4.4.5.1
4.4.5.2
4.4.5.3
4.4.5.4
4.4.5.5
4.4.5.6
4.4.5.7
4.4.5.8
4.4.6
4.4.6.1
4.4.6.2
4.4.6.3
4.4.6.4
4.4.6.5
4.4.6.6
4.4.6.7
4.4.6.8
4.4.7
4.4.7.1
4.4.7.2
4.4.7.3
4.4.7.4
4.4.7.5
4.4.7.6
4.4.7.7
4.4.7.8
4.4.7.9
Metrics
Name
available?
Create customer profile
N
Generate service order
N
N
Create resourcing plan and schedule
N
Create service order fulfillment schedule
N
Develop service order
N
N
Organize daily service order fulfillment schedule
N
Dispatch resources
N
Manage order fulfillment progress
N
Validate order fulfillment block completion
N
N
Identify completed orders for feedback
N
Identify incomplete orders and service failures
N
Solicit customer feedback on services delivered
N
Process customer feedback on services delivered
N
Manage ongoing maintenance, repair and overhaul service
N
contracts
Manage customer master information
N
Manage customer pricing and quotations
N
Manage customer claims processing
N
Facilitate customer complaints seminars
N
Facilitate customer design reviews and Initiatives
N
Identify product improvements
N
Support proposal activities
N
Provide cost/price data
N
Provide field-level support preparation
N
Process customer request for service
N
Determine resource and material requirements
N
Provide pricing and quotations
N
Generate service orders
N
Generate service order documentation
N
Secure resources and materials
N
Manage subcontracts
N
Develop maintenance plans
N
N
Perform repair provider selection and interaction
N
Receive component / part and analyze fault
N
Test component / part
N
Perform beyond economic repair (BER) assessment
N
Prioritize repairs (based on aircraft on ground (AOG))
N
Establish availability of components / parts requiring repair
N
Perform repairs
N
Track component / part repairs (internal / external)
N
Document repair testing
N
88 of 733
PCF ID
19737
Hierarchy
ID
4.4.7.10
19738
19739
19791
19740
19792
19741
19742
19743
19744
4.4.7.11
4.4.7.12
4.4.8
4.4.8.1
4.4.8.2
4.4.8.3
4.4.9
4.4.9.1
4.4.9.2
19745
19746
19747
19748
4.4.9.3
4.4.9.4
4.4.9.5
4.4.9.6
19749
4.4.9.7
19750
19751
12658
19651
16893
16890
4.4.9.8
4.4.9.9
4.4.10
4.4.10.1
4.4.10.1.1
4.4.10.1.2
19752
19753
4.4.10.1.3
4.4.10.1.4
12673
19754
12669
19755
12671
19756
19757
12677
12678
19758
19759
19760
12668
19761
19762
19763
4.4.10.1.5
4.4.10.1.6
4.4.10.2
4.4.10.2.1
4.4.10.2.2
4.4.10.2.3
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.3.
4.4.10.2.4
4.4.10.2.5
4.4.10.2.6
4.4.10.2.7
4.4.10.2.8
Name
Deliver repaired component/ part and relevant
documentation
Provide billing / invoice data to finance
Manage system and process integration
Plan maintenance work
Develop and manage operational capacity plan
Perform maintenance activities
Receive aircraft
Generate quote for additional maintenance and obtain
approval to proceed
Perform aircraft / part maintenance
Provide status reporting
Manage certification documentation
Compile aircraft component change and configuration
management data
Manage task card lifecycle (issue, assign, work, approve,
close) compliance
Manage third party provider interactions
Provide invoice / billing data to finance
Manage warranties
Define and manage warranty offering
Determine and document warranty policies
Create and manage warranty rules / claim codes for
products
Agree warranty responsibilities with suppliers
Define warranty related offerings for customers e.g.
service contract
Communicate warranty policies and offerings
Manage pre-authorizations
Receive warranty claim
Validate warranty claim
Investigate warranty issues
(Auto PCF)
(Auto PCF)
(Auto PCF)
(Auto PCF)
(Auto PCF)
Determine responsible party
Approve or reject warranty claim
Notify originator of approve / reject decision
Authorize payment
Close claim
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
89 of 733
PCF ID
12667
19664
19764
19765
19667
19766
Hierarchy
ID
4.4.10.2.9
4.4.10.3
4.4.10.3.1
4.4.10.3.2
4.4.10.4
4.4.10.4.1
12676
19767
4.4.10.4.2
4.4.10.4.3
12674
19768
19769
12127
12128
12129
12130
12131
12132
12133
12134
12135
12136
19770
19771
19772
19773
10219
10338
10343
4.4.10.4.4
4.4.10.4.5
4.4.10.4.6
4.4.11
4.4.11.1
4.4.11.2
4.4.11.3
4.4.11.4
4.4.11.5
4.4.11.6
4.4.11.7
4.4.11.8
4.4.11.9
4.4.12
4.4.12.1
4.4.12.2
4.4.12.3
4.5
4.5.1
4.5.1.1
10344
10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
4.5.1.2
4.5.1.3
4.5.1.4
4.5.1.5
4.5.1.6
4.5.2
4.5.2.1
4.5.2.2
4.5.2.3
4.5.2.4
4.5.3
4.5.3.1
4.5.3.2
4.5.3.3
Name
Reconcile warranty transaction disposition
Manage supplier recovery
Create supplier recovery claims
Negotiate recoveries with suppliers
Evaluate and manage warranty performance
Measure customer satisfaction with warranty handling
and resolution
Monitor and report on warranty management metrics
Identify improvement opportunities (e.g. process,
warranty offering)
Identify opportunities to eliminate warranty waste
Investigate fraudulent claims
Manage recalls
Provide MRO related training
Develop training materials
Maintains service bulletins/catalogues
Manage training schedule
Deliver operations training
Deliver technical training
Perform technical certification testing
Evaluate training effectiveness
Maintain service master for training
Deliver digital services to customers
Deliver Aircraft Health Monitoring Services (AHMS)
Deliver loadable software services
Deliver predictive analytics and optimization services
Translate customer service requirements into logistics
requirements
Design logistics network
Communicate outsourcing needs
Develop and maintain delivery service policy
Optimize transportation schedules and costs
Define key performance measures
Plan inbound material receipts
Manage inbound material flow
Monitor inbound delivery performance
Manage flow of returned products
Operate warehousing
Track inventory deployment
Receive, inspect, and store inbound deliveries
Track product availability
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
90 of 733
PCF ID
10356
10357
10358
10359
10341
10360
10361
10362
10363
12137
12145
10342
10364
10365
10366
10367
14195
12159
12160
Hierarchy
ID
4.5.3.4
4.5.3.5
4.5.3.6
4.5.3.7
4.5.4
4.5.4.1
4.5.4.2
4.5.4.3
4.5.4.4
4.5.4.5
4.5.4.6
4.5.5
4.5.5.1
4.5.5.2
4.5.5.3
4.5.5.4
4.5.5.5
4.5.6
4.5.6.1
12161
12162
12163
12164
12165
12166
4.5.6.2
4.5.6.3
4.5.6.4
4.5.6.5
4.5.6.6
4.5.6.7
12167
12168
12169
12170
12171
12172
12173
12174
12175
12176
12177
12178
12179
12180
12181
4.5.6.8
4.5.6.9
4.5.7
4.5.7.1
4.5.7.2
4.5.7.3
4.5.7.4
4.5.7.5
4.5.7.6
4.5.7.7
4.5.7.8
4.5.7.9
4.5.8
4.5.8.1
4.5.8.2
12182
12183
4.5.8.3
4.5.8.4
Metrics
Name
available?
Pick, pack, and ship product for delivery
N
Track inventory accuracy
N
N
Track third-party logistics storage and shipping
performance
Manage physical finished goods inventory
N
Y
Plan, transport, and deliver outbound product
N
Track carrier delivery performance
N
Manage transportation fleet
N
Process and audit carrier invoices and documents
N
Prepare package and shipment
N
Manage shipping, carriers, and fleets
N
Y
Authorize and process returns
N
Perform reverse logistics
N
Perform salvage activities
N
Manage and process warranty claims
N
Manage repair/refurbishment and return to customer/stock
N
Plan material handling and storage
N
Collect and analyze material handling and storage
N
information
Determine material capacity requirements
N
Determine material handling requirements
N
Identify requirements to modify facilities layout
N
Identify changes to material handling
N
Identify changes to material storage systems/procedures
N
Define stock placement strategies, procedures, and
N
systems
Define stock location strategies, procedures, and systems
N
Define stock retrieval strategies, procedures, and systems
N
Manage inventory storage, location and movement
N
Recognize transfer requests (internal move/external move)
N
Locate stock
N
Prepare stock for movement
N
Physically move stock
N
Maintain inventory status
N
Perform physical inventory procedures
N
Collect, report, and analyze logistics
N
Identify obsolete goods for disposition
N
Adjust inventory
N
Manage hazardous materials and waste
N
Maintain material safety data sheets
N
Maintain awareness of and communicate regulatory
N
requirements
Maintain hazardous material handling and disposal
N
Manage compliance audits
N
91 of 733
PCF ID
12184
12185
12186
12187
12188
12189
12190
12191
12192
12193
12194
12195
Hierarchy
ID
4.5.8.5
4.5.8.6
4.5.8.7
4.5.8.8
4.5.9
4.5.9.1
4.5.9.2
4.5.9.3
4.5.9.4
4.5.9.5
4.5.9.6
4.5.9.7
Name
Recognize need to disposition hazardous materials/waste
Determine disposition and associated processing
Manage disposition, disposal, reprocessing activities
Manage documentation and reporting
Manage kitting operations
Define kitting requirements
Request materials
Build kits
Issue materials to kits/consumption
Prepare kits for transfer
Manage returnable fixtures, containers, and tools
Manage labeling of kits
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
92 of 733
PCF ID
10006
10378
10381
10384
10385
10382
10383
10379
10387
10390
10391
10392
10393
12196
10394
10395
10396
12197
12198
12199
10389
10397
10398
10399
10400
12200
10380
19774
10405
10406
10402
11236
11237
10403
11238
11239
Hierarchy
Metrics
ID
Name
available?
5.0
Y
5.1
Y
5.1.1
N
tiers)
5.1.1.1
Analyze existing customers
N
5.1.1.2
Analyze feedback of customer's needs
N
5.1.2
N
5.1.3
Y
5.2
Y
5.2.1
Y
5.2.1.1
Forecast volume of customer service contacts
N
5.2.1.2
Schedule customer service work force
N
5.2.1.3
Track work force utilization
N
5.2.1.4
Monitor and evaluate quality of customer interactions with
N
customer service representatives
5.2.2
Manage customer requests/inquiries and provide support
N
5.2.2.1
Receive customer requests/inquiries
N
5.2.2.2
Route customer requests/inquiries
N
5.2.2.3
Respond to customer requests/inquiries
N
5.2.2.4
Support customer order status inquiry
N
5.2.2.5
Support customer deliver status inquiry
N
5.2.2.6
Support customer financial inquiry
N
5.2.3
N
5.2.3.1
Receive customer complaints
N
5.2.3.2
Route customer complaints
N
5.2.3.3
Resolve customer complaints
N
5.2.3.4
Respond to customer complaints
N
5.2.3.5
Support customer complaints and service
N
5.3
Y
5.3.1
Measure customer satisfaction with customer
N
requests/inquiries handling
5.3.1.1
Solicit customer feedback on customer service experience
N
5.3.1.2
Analyze customer service satisfaction data and identify
N
5.3.2
N
5.3.2.1
Solicit customer feedback on complaint handling and
N
resolution
5.3.2.2
Analyze customer complaint data and identify improvement
N
opportunities
5.3.3
N
5.3.3.1
Gather and solicit post-sale customer feedback on products
N
and services
5.3.3.2
Solicit post-sale customer feedback on ad effectiveness
N
93 of 733
PCF ID
11240
Hierarchy
ID
5.3.3.3
11241
5.3.3.4
Name
Analyze product and service satisfaction data and identify
Provide customer feedback to product management on
products and services
Metrics
available?
N
N
94 of 733
PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
10438
17046
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
10455
17047
Hierarchy
ID
Name
6.0
6.1
Develop and manage human resources (HR) planning, policies,
and strategies
6.1.1
Develop human resources strategy
6.1.1.1
Identify strategic HR needs
6.1.1.2
Define HR and business function roles and accountability
6.1.1.3
Determine HR costs
6.1.1.4
Establish HR measures
6.1.1.5
Communicate HR strategies
6.1.1.6
Develop strategy for HR systems/technologies/tools
6.1.2
Develop and implement workforce strategy and policies
6.1.2.1
Gather skill requirements according to corporate strategy
and market environment
6.1.2.2
Plan employee resourcing requirements per
unit/organization
6.1.2.3
Develop compensation plan
6.1.2.4
Develop succession plan
6.1.2.5
Develop employee diversity plan
6.1.2.6
Develop other HR programs
6.1.2.7
Develop HR policies
6.1.2.8
Administer HR policies
6.1.2.9
Plan employee benefits
6.1.2.10
6.1.3
6.1.3.1
Measure realization of objectives
6.1.3.2
Measure contribution to business strategy
6.1.3.3
Communicate plans and provide updates to stakeholders
6.1.3.4
Review and revise HR plans
6.1.4
Develop competency management models
6.2
6.2.1
6.2.1.1
Align staffing plan to workforce plan and business unit
strategies/resource needs
6.2.1.2
Develop and open job requisition
6.2.1.3
Develop job descriptions
6.2.1.4
Post requisitions
6.2.1.5
Manage internal/external job posting Web sites
6.2.1.6
Modify requisitions
6.2.1.7
Notify hiring manager
6.2.1.8
Manage requisition dates
6.2.2
6.2.2.1
Determine recruitment methods
6.2.2.2
Perform recruiting activities/events
6.2.2.3
Manage recruitment vendors
6.2.2.4
Manage employee referral programs
Metrics
available?
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
95 of 733
PCF ID
17048
17049
10456
10457
10458
10459
10460
10443
10463
10464
10465
10444
10466
10467
10468
10411
10469
10474
11243
Hierarchy
ID
6.2.2.5
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.3.5
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.3
6.3.1
6.3.1.1
6.3.1.2
17050
10470
10479
10480
10481
10472
10487
10488
17051
10473
10490
10491
10492
6.3.1.3
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3
10493
6.3.4.4
17052
10483
10484
10485
10531
10412
17053
6.4
6.4.1
6.4.2
6.4.3
6.4.4
6.5
6.5.1
10498
6.5.1.1
Name
Monitor recruitment channels
Screen and select candidates
Identify and deploy candidate selection tools
Interview candidates
Test candidates
Select and reject candidates
Obtain candidate background information
Draw up and make offer
Negotiate offer
Hire candidate
Create applicant record
Manage/track applicant data
Archive and retain records of non-hires
Create/maintain employee on-boarding program
Evaluate the effectiveness of the employee on-boarding
program
Execute onboarding program
Define performance objectives
Review, appraise, and manage employee performance
Evaluate and review performance program
Define employee development guidelines
Develop employee career plans
Manage employee skills development
Align employee and organization development needs
Align learning programs with competencies
Establish training needs by analysis of required and
available skills
Manage employee grievances
Develop and manage reward, recognition, and motivation
programs
Develop salary/compensation structure and plan
Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N
N
Y
N
N
N
Y
N
N
N
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
96 of 733
PCF ID
10499
10500
10501
Hierarchy
ID
6.5.1.2
6.5.1.3
6.5.1.4
10502
10503
10508
10495
10504
10505
10506
10507
17054
10497
10413
10512
10513
10514
10515
10516
10517
17055
10520
17056
10522
10523
10524
10525
10526
10527
10510
10530
6.5.1.5
6.5.1.6
6.5.1.7
6.5.2
6.5.2.1
6.5.2.2
6.5.2.3
6.5.2.4
6.5.3
6.5.4
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.8
6.7
6.7.1
6.7.2
6.7.3
6.7.4
6.7.5
6.7.6
6.7.7
6.7.8
17057
10529
10532
10532
6.8
6.8.1
6.8.2
Name
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies
Administer compensation and rewards to employees
Reward and motivate employees
Deliver programs to support work/life balance for
employees
Manage
and administer benefits
Deliver employee benefits program
Administer benefit enrollment
Process claims
Perform benefit reconciliation
Manage employee assistance and retention
Administer Payroll
Manage separation
Manage retirement
Relocate employees and manage assignments
Manage expatriates
Review retention and motivation indicators
Manage/Collect employee suggestions and perform employee
research
Develop employee communication plan
Publish employee communications
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
97 of 733
10575
Hierarchy
Metrics
ID
Name
available?
7.0
Y
7.1
Y
7.1.1
Y
7.1.1.1
Build strategic intelligence
N
7.1.1.2
Identify long-term IT needs of the enterprise in
N
collaboration with stakeholders
7.1.1.3
N
7.1.1.4
Define and establish IT architecture and development
N
standards
7.1.1.5
Define strategic vendors for IT components
N
7.1.1.6
Establish IT governance organization and processes
N
7.1.1.7
Build strategic plan to support business objectives
N
7.1.2
N
7.1.2.1
Establish the enterprise architecture definition
N
7.1.2.2
Confirm enterprise architecture maintenance approach
N
7.1.2.3
Maintain the relevance of the enterprise architecture
N
7.1.2.4
Act as clearinghouse for IT research and innovation
N
7.1.2.5
Govern the enterprise architecture
N
7.1.3
N
7.1.3.1
Establish the IT portfolio
N
7.1.3.2
Analyze and evaluate the value of the IT portfolio for the
N
enterprise
7.1.3.3
Provision resources in accordance with strategic priorities
N
7.1.4
N
7.1.4.1
Research technologies to innovate IT services and solutions
N
7.1.4.2
Transition viable technologies for IT services and solutions
N
development
7.1.5
Evaluate and communicate IT business value and performance
Y
10625
10626
10627
10564
10578
11244
7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1
11245
7.2.1.2
11246
11247
7.2.1.3
7.2.1.4
11248
7.2.1.5
10579
10640
7.2.2
7.2.2.1
PCF ID
10008
10563
10570
10603
10604
10605
10606
10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617
10618
10573
10620
10621
Establish and monitor key performance indicators

Evaluate IT plan performance
Communicate IT value
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment
Evaluate and select IT services and solutions strategic
initiatives
Create and maintain the IT services and solutions catalog
N
N
N
Y
Y
N
N
N
N
N
N
N
98 of 733
PCF ID
10641
Hierarchy
ID
7.2.2.2
10642
10643
7.2.2.3
7.2.2.4
10580
10644
10645
7.2.3
7.2.3.1
7.2.3.2
10646
10581
10647
10648
10649
7.2.3.3
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3
10582
10650
10651
10652
7.2.5
7.2.5.1
7.2.5.2
7.2.5.3
10653
11220
7.2.5.4
7.3
11230
7.3.1
11231
7.3.2
10565
10583
10654
7.4
7.4.1
7.4.1.1
10655
7.4.1.2
10656
7.4.1.3
10584
10657
7.4.2
7.4.2.1
10658
10659
10660
10585
10661
7.4.2.2
7.4.2.3
7.4.2.4
7.4.3
7.4.3.1
Metrics
Name
available?
Establish and maintain business and IT service level
N
agreements
Evaluate and report service level attainment results
N
Communicate business and IT service level improvement
N
opportunities
N
Analyze IT services and solutions consumption and usage
N
Develop and implement incentive programs that improve
N
consumption efficiency
Develop volume/unit forecast for IT services and solutions
N
Y
Capture and analyze customer satisfaction
N
Assess and communicate customer satisfaction patterns
N
Initiate improvements based on customer satisfaction
N
patterns
N
Develop IT services and solutions marketing strategy
N
Develop and manage IT customer strategy
N
Manage IT services and solutions advertising and
N
promotional campaigns
Process and track IT services and solutions orders
N
N
controls
Establish information security, privacy, and data protection
N
strategies and levels
Test, evaluate, and implement information security and privacy
N
and data protection controls
Y
Y
Understand information and content management needs
N
and the role of IT services for executing the business
strategy
Assess the information and content management
implications of new technologies
Identify and prioritize information and content
management actions
Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation
rules
Define information access requirements
Establish data custodianship
Manage changes to content data architecture requirements
Define the enterprise information/data policies and
standards
N
N
Y
N
N
N
N
Y
N
99 of 733
PCF ID
10662
10586
10663
10664
10665
Hierarchy
ID
7.4.3.2
7.4.4
7.4.4.1
7.4.4.2
7.4.4.3
10566
10587
10666
10667
7.5
7.5.1
7.5.1.1
7.5.1.2
10668
10588
10669
10670
10671
10589
10672
10673
10674
10590
10675
10676
10677
10678
10679
10680
10591
10681
7.5.1.3
7.5.2
7.5.2.1
7.5.2.2
7.5.2.3
7.5.3
7.5.3.1
7.5.3.2
7.5.3.3
7.5.4
7.5.4.1
7.5.4.2
7.5.4.3
7.5.4.4
7.5.4.5
7.5.4.6
7.5.5
7.5.5.1
10682
10683
10684
10685
10567
10592
10686
10687
7.5.5.2
7.5.5.3
7.5.5.4
7.5.5.5
7.6
7.6.1
7.6.1.1
7.6.1.2
10688
10593
10689
10690
10691
10692
7.6.1.3
7.6.2
7.6.2.1
7.6.2.2
7.6.2.3
7.6.2.4
Name
Develop and implement data and content administration
Define sources and destinations of content data
Manage technical interfaces to users of content
Manage retention, revision, and retirement of enterprise
information
Establish sourcing strategy for IT development
Define development processes, methodologies, and tools
standards
Select development methodologies and tools
Plan development of new requirements
Plan development of feature and functionality
enhancement
Develop life cycle plan for IT services and solutions
Create IT services and solutions architecture
Revise IT services and solutions architecture
Retire IT services and solutions architecture
Understand confirmed requirements
Design IT services and solutions
Acquire/Develop IT service/solution components
Train services and solutions resources
Test IT services/solutions
Confirm customer acceptance
Understand upkeep/enhance requirements and defect
analysis
Design change to existing IT service/solution
Acquire/Develop changed IT service/solution component
Test IT service/solution change
Retire solutions and services
Establish IT services and solutions change policies
Define deployment process, procedures, and tools
standards
Select deployment methodologies and tools
Plan change deployment
Communicate changes to stakeholders
Administer change schedule
Train impacted users
Metrics
available?
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
100 of 733
PCF ID
10693
10694
10594
10695
10696
10697
10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714
Hierarchy
ID
7.6.2.5
7.6.2.6
7.6.3
7.6.3.1
7.6.3.2
7.6.3.3
7.6.3.4
7.7
7.7.1
7.7.1.1
7.7.1.2
7.7.1.3
7.7.2
7.7.2.1
7.7.2.2
7.7.3
7.7.3.1
7.7.3.2
7.7.4
7.7.4.1
7.7.4.2
7.7.5
7.7.5.1
7.7.5.2
7.7.5.3
7.7.5.4
7.7.5.5
7.7.5.6
7.7.5.7
Metrics
Name
available?
Distribute and install change
N
Verify change
N
N
Understand and coordinate release design and acceptance
N
Plan release rollout
N
Distribute and install release
N
Verify release
N
Y
N
Establish sourcing strategy for IT delivery
N
Define delivery processes, procedures, and tools standards
N
Select delivery methodologies and tools
N
N
Establish sourcing strategy for IT support
N
Define IT support services
N
N
Manage IT inventory and assets
N
Manage IT resource capacity
N
N
Deliver IT services and solutions
N
Perform IT operations support services
N
Y
Manage availability
N
Manage facilities
N
Manage backup/recovery
N
Manage performance and capacity
N
Manage incidents
N
Manage problems
N
Manage inquiries
N
101 of 733
PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10775
10776
10777
11175
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
10742
10789
10790
10791
10792
10793
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745
Hierarchy
Metrics
ID
Name
available?
8.0
N
8.1
Y
8.1.1
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic financial forecasts
N
8.1.2
Y
8.1.2.1
Perform inventory accounting
N
8.1.2.2
Perform cost of sales analysis
N
8.1.2.3
Perform product costing
N
8.1.2.4
Perform variance analysis
N
8.1.2.5
Report on profitability
N
8.1.3
Y
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Y
8.1.4.1
Assess customer and product profitability
N
8.1.4.2
Evaluate new products
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize customer and product mix
N
8.1.4.5
Track performance of new customer and product strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Y
8.2.1
Y
8.2.1.1
Establish credit policies
N
8.2.1.2
Analyze/Approve new account applications
N
8.2.1.3
Review existing accounts
N
8.2.1.4
Produce credit/collection reports
N
8.2.1.5
Reinstate or suspend accounts based on credit policies
N
8.2.2
Invoice customer
Y
8.2.2.1
Maintain customer/product master files
N
8.2.2.2
Generate customer billing data
N
8.2.2.3
Transmit billing data to customers
N
8.2.2.4
Post receivable entries
N
8.2.2.5
Resolve customer billing inquiries
N
8.2.3
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit customer payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Y
102 of 733
PCF ID
10804
10805
10806
10807
10808
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822
Hierarchy
ID
8.2.4.1
8.2.4.2
8.2.4.3
8.2.4.4
8.2.4.5
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4
10823
10824
10825
10826
10827
10749
10828
10829
10830
10831
8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4
10832
8.3.3.5
10833
10834
10835
10836
8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9
10750
10837
10838
8.3.4
8.3.4.1
8.3.4.2
Metrics
Name
available?
Establish policies for delinquent accounts
N
Analyze delinquent account balances
N
Correspond/Negotiate with delinquent accounts
N
Discuss account resolution with internal parties
N
Process adjustments/write-off balances
N
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with customer
N
Discuss resolution with internal parties
N
Prepare chargeback invoices
N
Process related entries
N
Y
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set and enforce approval limits
N
Establish common financial systems
N
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period end adjustments (e.g., accruals, currency
N
conversions, etc.)
Post and reconcile intercompany transactions
N
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Y
Prepare business unit financial statements
N
Prepare consolidated financial statements
N
103 of 733
PCF ID
10839
10840
Hierarchy
ID
8.3.4.3
8.3.4.4
10841
10842
10843
10731
10751
10844
10845
10846
8.3.4.5
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3
10847
10752
10848
10849
10850
10851
10852
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10873
10877
8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5
8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4
Metrics
Name
available?
Perform business unit reporting/review management
N
reports
Perform consolidated reporting/review of cost management
N
reports
Prepare statements for board review
N
Produce quarterly/annual filings and shareholder reports
N
Produce regulatory reports
N
Y
Y
Develop capital investment policies and procedures
N
Develop and approve capital expenditure plans and
N
budgets
Review and approve capital projects and fixed asset
N
acquisitions
Conduct financial justification for project approval
N
Y
Create project account codes
N
Record project-related transactions
N
Monitor and track capital projects and budget spending
N
Close/capitalize projects
N
Measure financial returns on completed capital projects
N
Process payroll
Y
Report time
Y
Establish policies and procedures
N
Collect and record employee time worked
N
Analyze and report paid and unpaid leave
N
Monitor regular, overtime, and other hours
N
Analyze and report employee utilization
N
Manage pay
Y
Enter employee time worked into payroll system
N
Maintain and administer employee earnings information
N
Maintain and administer applicable deductions
N
Monitor changes in tax status of employees
N
Process and distribute payments
N
Process and distribute manual checks
N
Process period end adjustments
N
Respond to employee payroll inquiries
N
Y
Calculate and pay applicable payroll taxes
N
Produce and distribute employee annual tax statements
N
File regulatory payroll tax forms
N
Y
Y
Verify AP pay file with purchase order vendor master file
N
Maintain/manage electronic commerce
N
Process financial accruals and reversals
N
Respond to AP inquiries
N
104 of 733
PCF ID
10878
10879
12213
12214
12215
10871
12217
19775
10872
10874
10875
10876
10757
10880
Hierarchy
ID
8.6.1.5
8.6.1.6
8.6.1.7
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.1.9.3
8.6.1.9.4
8.6.1.9.5
8.6.1.9.6
8.6.1.9.7
8.6.2
8.6.2.1
10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898
8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6
10899
10900
10760
10901
10902
10903
8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3
10904
8.7.3.4
Name
Retain records
Adjust accounting records
Match receipts with purchase orders
Perform evaluated receipt settlement
Process invoices
Audit invoices and key data in AP system
Process recurring invoices
Process one-time invoices
Approve payments
Process taxes
Research/resolve exceptions
Process payments
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
Develop cash flow forecasts
Manage cash flows
Produce cash management accounting transactions and
reports
Manage and oversee banking relationships
Analyze, negotiate, resolve, and confirm bank fees
Manage in-house bank accounts for subsidiaries
Manage and facilitate inter-company borrowing
transactions
Manage centralized outgoing payments on behalf of
subsidiaries
Manage central incoming payments on behalf of
subsidiaries
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
105 of 733
PCF ID
10905
10906
10907
10761
10908
10909
10910
10911
10912
10913
14210
12218
11208
11209
11210
11211
11212
11213
11214
11215
10735
10762
10914
10915
10916
11250
11251
10763
Hierarchy
ID
8.7.3.5
8.7.3.6
8.7.3.7
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.7.4.4
8.7.4.5
8.7.4.6
8.7.4.7
8.7.5
8.7.6
8.7.6.1
8.7.6.2
8.7.6.3
8.7.6.4
8.7.6.5
8.7.6.6
8.7.6.7
8.8
8.8.1
8.8.1.1
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2
10917
10918
10919
10920
10921
10922
8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6
10764
10923
10924
8.8.3
8.8.3.1
8.8.3.2
10925
10926
10736
10765
10927
8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2
Metrics
Name
available?
Manage internal payments and netting transactions
N
Calculate interest and fees for in-house bank accounts
N
Provide account statements for in-house bank accounts
N
N
Manage financial intermediary relationships
N
Manage liquidity
N
Manage issuer exposure
N
Process and oversee debt and investment transactions
N
Process and oversee foreign currency transactions
N
N
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
N
Maintain bank account information
N
Y
Manage interest rate risk
N
Manage foreign exchange risk
N
Manage exposure risk
N
Develop and execute hedging transactions
N
Evaluate and refine hedging positions
N
Produce hedge accounting transactions and reports
N
Monitor credit
N
Y
Y
Establish board of directors and audit committee
N
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Y
Report to external auditors
N
Report to regulators, share/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., business partners)
N
Report to internal management
N
Manage taxes
Y
N
Develop foreign, national, state, and local tax strategy
N
106 of 733
PCF ID
10928
10929
10766
10930
10931
10932
10933
10934
10935
10936
10737
10767
10768
10769
10770
17059
14090
14091
14092
14093
14094
14095
14096
14097
14098
Hierarchy
ID
8.9.3
8.9.4
8.9.5
8.9.5.1
8.9.5.2
8.9.5.3
8.9.5.4
8.9.5.5
8.9.5.6
8.9.5.7
8.10
8.10.1
8.10.2
8.10.3
8.10.4
8.11
8.11.1
8.11.2
8.11.3
8.11.4
8.11.5
8.11.6
8.11.7
8.11.8
8.11.9
Name
Consolidate and optimize total tax plan
Maintain tax master data
Process taxes
Perform tax planning/strategy
Prepare returns
Prepare foreign taxes
Calculate deferred taxes
Account for taxes
Monitor tax compliance
Address tax inquiries
Manage transactions
Report results
Screen sanctioned party list
Control exports and imports
Classify products
Calculate duty
Communicate with customs
Document trade
Process trade preferences
Handle restitution
Prepare letter of credit
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
107 of 733
PCF ID
19207
10937
10941
10955
10956
10957
10942
11276
11277
11278
11279
10943
10958
19776
10959
10960
10961
10962
10944
10963
10964
19208
19209
19210
19211
19212
19219
19220
19221
19222
19223
19224
19225
19226
19227
19228
19229
19230
19231
19232
19233
19234
11280
19235
Hierarchy
ID
Name
9.0
9.1
Design and construct/acquire buildings and facilities
9.1.1
Develop property strategy and long-term vision
9.1.1.1
Confirm alignment of property requirements with business
strategy
9.1.1.2
9.1.1.3
Make build-or-buy decision
9.1.2
Develop, construct, and modify sites
9.1.2.1
Perform construction performance management
9.1.2.2
9.1.2.3
Perform construction design and planning
9.1.2.4
Perform construction
9.1.3
Plan facility
9.1.3.1
Design facility
9.1.3.1.1
Design / define maintenance facility
9.1.3.2
Analyze budget
9.1.3.3
Select property
9.1.3.4
Negotiate terms for facility
9.1.3.5
Manage construction or modification to building
9.1.4
Provide workspace and assets
9.1.4.1
9.1.4.2
9.2
9.2.1
Manage capital program for productive assets
9.2.1.1
Define capital investment plan
9.2.1.2
Monitor capital program
9.2.1.3
Secure construction financing
9.2.2
Design and plan asset construction
9.2.2.1
Develop construction strategy
9.2.2.2
9.2.2.3
Design assets
9.2.2.4
Plan construction resources
9.2.3
Manage asset construction
9.2.3.1
Monitor work performance
9.2.3.2
9.2.3.3
Create work and asset records
9.2.3.4
Manage safety, security, and access to sites
9.2.4
Schedule and perform construction works
9.2.4.1
Schedule work
9.2.4.2
Obtain resources
9.2.4.3
Construct new assets
9.2.4.4
Augment existing assets
9.2.4.5
Renew/Replace assets
9.2.5
Commission new assets
9.2.5.1
Schedule commissioning
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
108 of 733
PCF ID
19236
19237
19238
19239
19240
10967
19241
10968
19242
19243
19244
19245
19246
19247
19248
19249
19250
19251
19252
19253
10947
19254
19255
19256
19257
10940
10952
19258
10953
10954
Hierarchy
ID
9.2.5.2
9.2.5.3
9.3
9.3.1
9.3.1.1
9.3.1.2
9.3.1.3
9.3.1.4
9.3.1.5
9.3.1.6
9.3.1.7
9.3.2
9.3.2.1
9.3.2.2
9.3.2.3
9.3.2.4
9.3.2.5
9.3.2.6
9.3.2.7
9.3.3
9.3.3.1
9.3.3.2
9.3.3.3
9.3.3.4
9.3.3.5
9.4
9.4.1
9.4.2
9.4.3
9.4.4
Metrics
Name
available?
N
Capture commissioning records
N
Maintain assets
N
Plan asset maintenance
N
Develop maintenance strategies
N
Analyze assets and predict maintenance requirements
N
Specify maintenance policies
N
Integrate preventive maintenance into operations schedule
N
Identify work management tasks and priorities
N
Conduct resource planning
N
Create work plans
N
Manage asset maintenance
N
Schedule work
N
Obtain required resources
N
N
Update work and asset records
N
Manage maintenance work safety
N
Define maintenance performance targets
N
Monitor maintenance performance against
N
targets/contracts
Perform
asset maintenance
N
Perform preventative asset maintenance
N
Perform routine asset maintenance
N
Perform corrective asset maintenance and repairs
N
Identify unplanned maintenance requirements
N
Perform unplanned maintenance and repairs
N
Dispose of assets
N
Develop exit strategy
N
N
Perform sale or trade
N
Perform abandonment
N
109 of 733
PCF ID
16437
Hierarchy
ID
Name
10.0
Resiliency
17060
16439
16440
16441
10.1
10.1.1
10.1.1.1
10.1.1.2
16442
16443
10.1.1.3
10.1.1.4
16444
10.1.1.5
16445
16446
16447
16448
10.1.2
10.1.2.1
10.1.2.2
10.1.2.3
16449
10.1.2.4
16450
16451
16452
10.1.2.5
10.1.2.6
10.1.3
16453
10.1.3.1
16454
10.1.3.2
17061
16456
16457
10.1.4
10.1.4.1
10.1.4.2
16458
16459
16460
16461
16462
17467
17468
17469
17470
14133
14137
16463
16464
16465
10.1.4.3
10.1.4.4
10.1.4.5
10.1.4.6
10.1.4.7
10.2
10.2.1
10.2.1.1
10.2.1.2
10.2.1.3
10.2.1.4
10.2.2
10.2.2.1
10.2.2.2

Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and
procedures
Identify and implement enterprise risk management tools
Coordinate the sharing of risk knowledge across the
organization
Prepare and report enterprise risk to executive
management and board
Oversee and coordinate enterprise risk management activities
Identify enterprise level risks
Assess risks to determine which to mitigate
Develop risk mitigation and management strategy, and
integrate with existing performance management
processes
Verify business unit and functional risk mitigation plans are
implemented
Ensure risks and risk mitigation actions are monitored
Coordinate business unit and functional risk management
activities
enterprise risk reporting process
Manage business unit and function risk
Identify risks
Assess risks using enterprise risk framework policies and
procedures
Develop mitigation plans for risks
Implement mitigation plans for risks
Monitor risks
Analyze risk activities and update plans
Manage compliance
Establish compliance framework and policies
Develop enterprise compliance policies and procedures
Implement enterprise compliance activities
Manage internal audits
Maintain controls-related technologies and tools
Manage regulatory compliance
Develop regulatory compliance procedures
Identify applicable regulatory requirements
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
110 of 733
PCF ID
16466
Hierarchy
ID
10.2.2.3
16467
10.2.2.4
16468
10.2.2.5
16469
10.2.2.6
16470
19777
11185
11201
11202
11203
11204
11205
11206
11216
11221
11222
11223
11224
16471
10.2.2.7
10.2.2.8
10.3
10.3.1
10.3.2
10.3.3
10.3.4
10.3.5
10.3.6
10.4
10.4.1
10.4.2
10.4.3
10.4.4
10.4.5
Name
Monitor the regulatory environment for changing or
emerging regulations
Assess current compliance position, and identify
weaknesses or shortfalls therein
Implement missing or stronger regulatory compliance
controls and policies
Monitor and test, on an ongoing and scheduled basis,
regulatory compliance position and existing controls,
defining controls that should be added, removed, or
modified as required
Maintain relationships with regulators as appropriate
Certify capabilities
Create remediation plans
Contact and confer with experts
Identify/Dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Develop the business resilience strategy
Perform continuous business operations planning
Test continuous business operations
Maintain continuous business operations
Share knowledge of specific risks across other parts of the
organization
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
111 of 733
PCF ID
10012
11010
11035
11036
11037
11011
11038
11039
11040
11041
11012
11042
11043
11013
11044
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014
11066
11067
11068
11069
11070
Hierarchy
ID
Name
11.0
11.1
Build investor relationships
11.1.1
Plan, build, and manage lender relations
11.1.2
Plan, build, and manage analyst relations
11.1.3
Communicate with shareholders
11.2
11.2.1
Manage government relations
11.2.2
Manage relations with quasi-government bodies
11.2.3
Manage relations with trade or industry groups
11.2.4
Manage lobby activities
11.3
11.3.1
Report results
11.3.2
Report audit findings
11.4
11.4.1
Create ethics policies
11.4.2
Manage corporate governance policies
11.4.3
Develop and perform preventative law programs
11.4.4
Ensure compliance
11.4.4.1
Plan and initiate compliance program
11.4.4.2
Execute compliance program
11.4.5
Manage outside counsel
11.4.5.1
Assess problem and determine work requirements
11.4.5.2
Engage/retain outside counsel if necessary
11.4.5.3
Receive strategy/budget
11.4.5.4
performed
11.4.5.5
Process payment for legal services
11.4.5.6
Track legal activity/performance
11.4.6
Protect intellectual property
11.4.6.1
Manage copyrights and patents
11.4.6.2
Maintain intellectual property rights and restrictions
11.4.6.3
Administer licensing terms
11.4.6.4
Administer options
11.4.7
Resolve disputes and litigations
11.4.8
Provide legal advice/counseling
11.4.9
Negotiate and document agreements/contracts
11.5
11.5.1
Manage community relations
11.5.2
Manage media relations
11.5.3
Promote political stability
11.5.4
Create press releases
11.5.5
Issue press releases
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
112 of 733
PCF ID
10013
16378
16379
16380
16381
16382
16383
16384
16385
16386
16387
16388
16389
16390
16391
16392
16393
16394
16395
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119
11120
11121
16413
11123
11124
Hierarchy
Metrics
ID
Name
available?
12.0
Y
12.1
Manage business processes
N
12.1.1
Establish and maintain process management governance
N
12.1.1.1
Define and manage governance approach
N
12.1.1.2
Establish and maintain process tools and templates
N
12.1.1.3
Assign and support process ownership
N
12.1.1.4
Perform process governance activities
N
12.1.2
Define and manage process frameworks
N
12.1.2.1
Establish and maintain process framework
N
12.1.2.2
Identify cross-functional processes
N
12.1.3
Define processes
N
12.1.3.1
Scope processes
N
12.1.3.2
Analyze processes
N
12.1.3.3
Map processes
N
12.1.3.4
Publish processes
N
12.1.4
Manage process performance
N
12.1.4.1
Provide process training
N
12.1.4.2
Support process execution
N
12.1.4.3
Measure and report process performance
N
12.1.5
Improve processes
N
12.1.5.1
Identify and select improvement opportunities
N
12.1.5.2
Manage improvement projects
N
12.1.5.3
Perform continuous improvement activities
N
12.2
N
12.2.1
Manage portfolio
N
12.2.1.1
Establish portfolio strategy
N
12.2.1.2
Define portfolio governance
N
12.2.1.3
Monitor and control portfolio
N
12.2.2
Manage programs
N
12.2.2.1
Establish program structure and approach
N
12.2.2.2
Manage program stakeholders and partners
N
12.2.2.3
Manage program execution
N
12.2.2.4
Review and report program performance
N
12.2.3
Manage projects
N
12.2.3.1
Establish project scope
N
12.2.3.1.1
Identify project requirements and objectives
N
12.2.3.1.2
Identify project resource requirements
N
12.2.3.1.3
Assess culture and readiness for project management
N
approach
12.2.3.1.4
Identify appropriate project management methodologies
N
12.2.3.1.5
Create business case and obtain funding
N
12.2.3.1.6
Develop project measures and indicators
N
12.2.3.2
Develop project plans
N
12.2.3.2.1
Define roles and resources
N
12.2.3.2.2
Identify specific IT requirements
N
113 of 733
PCF ID
11125
11127
11128
11129
16414
11131
Hierarchy
ID
12.2.3.2.3
12.2.3.2.4
12.2.3.2.5
12.2.3.2.6
12.2.3.3
12.2.3.3.1
16415
16416
11132
11133
12.2.3.3.2
12.2.3.3.3
12.2.3.3.4
12.2.3.3.5
16417
16418
17471
17472
17473
17474
17475
17476
17477
17478
17479
17480
17481
17482
17483
17484
17485
17486
17487
17488
17489
17490
17491
17492
17493
17494
17495
17496
17497
17498
12.2.3.4
12.2.3.5
12.3
12.3.1
12.3.1.1
12.3.1.2
12.3.1.3
12.3.1.3.1
12.3.1.3.2
12.3.1.3.3
12.3.1.3.4
12.3.1.4
12.3.1.5
12.3.2
12.3.2.1
12.3.2.1.1
12.3.2.1.2
12.3.2.1.3
12.3.2.2
12.3.2.2.1
12.3.2.2.2
12.3.2.2.3
12.3.2.2.4
12.3.3
12.3.3.1
12.3.3.2
12.3.3.3
12.3.3.4
12.3.3.5
12.3.4
17499
17500
12.3.4.1
12.3.4.2
Name
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Execute projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Define critical-to-quality characteristics
Develop quality controls
Define process steps for controls (or integration points)
Define sampling plan
Identify measurement methods
Define required competencies
Prove capability to assess compliance with requirements
Test against quality plan
Conduct test and collect data
Record result(s)
Determine disposition of result(s)
Assess results of tests
Assess sample significance
Summarize result(s)
Recommend actions
Decide next steps
Manage non-conformance
Assess potential impact
Determine immediate action(s)
Identify root cause(s)
Close non-conformance
Implement and maintain the enterprise quality management
system (EQMS)
Plan and deploy the EQMS scope, targets, and goals
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
114 of 733
PCF ID
17501
17502
Hierarchy
ID
12.3.4.3
12.3.4.4
19778
17503
17504
12.3.4.5
12.3.4.6
12.3.4.7
17505
17506
17507
17508
12.3.4.7.1
12.3.4.7.2
12.3.4.7.3
12.3.4.7.4
17509
12.3.4.7.5
17510
11074
11134
11138
11139
11140
11141
11142
11143
11144
11145
11146
11147
11148
11149
11150
11151
11135
11152
11153
11154
11155
11156
11157
11158
11159
11136
11160
11161
11162
12.3.4.7.6
12.4
12.4.1
12.4.1.1
12.4.1.2
12.4.1.3
12.4.1.4
12.4.1.5
12.4.1.6
12.4.1.7
12.4.1.8
12.4.1.9
12.4.1.10
12.4.1.11
12.4.1.12
12.4.1.13
12.4.1.14
12.4.2
12.4.2.1
12.4.2.2
12.4.2.3
12.4.2.4
12.4.2.5
12.4.2.6
12.4.2.7
12.4.2.8
12.4.3
12.4.3.1
12.4.3.2
12.4.3.3
Name
Identify core EQMS processes, controls, and metrics
Develop and document EQMS policies, procedures,
standards, and measures
Set service level standards
Assess the EQMS performance
Create environment and capability for EQMS
improvement(s)
Reward quality excellence
Create and maintain quality partnerships
Maintain talent capabilities and competencies
Incorporate EQMS messaging into communication
channels
Assure independent EQMS management access to
appropriate authority in the organization
Transfer proven EQMS methods
Manage change
Plan for change
Select process improvement methodology
Assess readiness for change
Determine stakeholders
Engage/Identify champion
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis
Assess cultural issues
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop communication plan
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Identify budget/roles
Implement change
Create commitment for improvement/change
Re-engineer business processes and systems
Support transition to new roles or exit strategies for
incumbents
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
115 of 733
PCF ID
11163
11137
11164
11165
11166
11073
Hierarchy
ID
12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5
11095
11100
11101
11102
12.5.1
12.5.1.1
12.5.1.2
12.5.1.3
11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114
11115
16436
11071
11075
11080
11081
11082
11076
11077
11078
11079
11072
11083
11084
11085
12.5.1.4
12.5.1.5
12.5.1.6
12.5.1.7
12.5.1.8
12.5.1.9
12.5.1.10
12.5.2
12.5.2.1
12.5.2.2
12.5.2.3
12.5.2.4
12.5.2.5
12.5.2.6
12.6
12.6.1
12.6.1.1
12.6.1.1.1
12.6.1.1.2
12.6.1.1.3
12.6.1.2
12.6.1.3
12.6.1.4
12.6.1.5
12.6.2
12.6.2.1
12.6.2.2
12.6.2.3
11089
11090
11091
12.6.2.3.1
12.6.2.3.2
12.6.2.3.3
Name
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish central KM core group
Define roles and accountability of core group versus
operating units
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicators
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches
Implement new KM approaches
Create enterprise measurement systems model
Establish performance measures
Establish performance monitoring frequency
Set performance targets
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Maintain list of processes and organizations to
benchmark
Establish
benchmarks
Measure performance against benchmarks
Metrics
available?
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
116 of 733
PCF ID
11087
Hierarchy
ID
12.6.2.4
11088
19779
19780
19781
12.6.2.5
12.6.3
12.6.3.1
12.6.3.2
19782
19783
12.6.3.3
12.6.3.4
19784
12.6.3.5
19785
12.6.3.6
11179
11180
11186
12.7
12.7.1
12.7.1.1
11187
11181
11188
11189
11190
11191
11182
11192
12.7.1.2
12.7.2
12.7.2.1
12.7.2.2
12.7.2.3
12.7.2.4
12.7.3
12.7.3.1
11183
11193
11194
11196
11197
11195
12.7.4
12.7.4.1
12.7.4.2
12.7.4.3
12.7.4.4
12.7.4.5
Metrics
Name
available?
N
degree needed
Establish need for change
N
Design, develop, modify internal KPIs
N
Identify critical process success indicators
N
Identify measures needed to ascertain business
N
performance
Identify data needed to represent indicator performance
N
Identify appropriate data collections mechanisms and
N
frequency
Identify appropriate targets and learning curve acceleration
N
factors
Communicate and train appropriate staff in the collection
N
and use of new KPI's
N
Determine environmental health and safety impacts
Y
Evaluate environmental impact of products, services, and
N
operations
Conduct health and safety and environmental audits
N
Develop and execute functional EHS program
N
Identify regulatory and stakeholder requirements
N
Assess future risks and opportunities
N
Create EHS policy
N
N
Train and educate functional employees
N
Communicate EHS issues to stakeholders and provide
N
support
Monitor and manage functional EHS management program
N
Manage EHS costs and benefits
N
Measure and report EHS performance
N
Implement emergency response program
N
Implement pollution prevention program
N
Provide employees with EHS support
N
117 of 733
Process
Element Hierarchy
ID
ID
Process element
10001
Root
10002 1.0
17040
1.1
118 of 733
Process
Element Hierarchy
ID
ID
Process element
10015 1.2
10016
1.3
10003
2.0
119 of 733
Process
Element Hierarchy
ID
ID
Process element
10061 2.1.1
10063
2.1.1.1

120 of 733
Process
Element Hierarchy
ID
ID
Process element
10066 2.1.1.2
Confirm alignment of product/service concepts with business
strategy
10067
2.1.2
16826
2.1.4.2
121 of 733
Process
Element Hierarchy
ID
ID
Process element
10072 2.2.1.3
122 of 733
Process
Element Hierarchy
ID
ID
Process element
10064 2.2.3
123 of 733
Process
Element Hierarchy
ID
ID
Process element
10080 2.3.1
10081
2.3.3
124 of 733
Process
Element Hierarchy
ID
ID
Process element
10004 3.0
10101
10106
3.1
3.1.1

125 of 733
Process
Element Hierarchy
ID
ID
Process element
10107 3.1.2
10104
3.2
10148
3.2.1

channels/segments
126 of 733
Process
Element Hierarchy
ID
ID
Process element
10149 3.2.2
10150
3.2.3
10151
3.2.4
127 of 733
Process
Element Hierarchy
ID
ID
Process element
10152 3.2.5
10153
3.2.6
10177
3.2.6.5

metrics
128 of 733
Process
Element Hierarchy
ID
ID
Process element
10154 3.2.7
11784
11825
3.3.4.5
3.4.3.9

entity
10105
3.6
129 of 733
Process
Element Hierarchy
ID
ID
10182 3.6.1
Generate leads
Process element
10183
3.6.2
10184
3.6.4
10185
3.6.6
Manage sales orders
130 of 733
Process
Element Hierarchy
ID
ID
10186 3.6.7
Manage sales force
Process element
10187
3.6.8
10005
4.0
10215
4.1
131 of 733
Process
Element Hierarchy
ID
ID
Process element
10222 4.1.2
10223
4.1.3
132 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
133 of 733
Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1
10278
4.2.3
134 of 733
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.5
10280
4.2.7
Manage suppliers
10217
4.3
12047
12048
12056
10218
4.3.8.11
4.3.8.12
4.3.8.20
4.4

135 of 733
Process
Element Hierarchy
ID
ID
Process element
10320 4.4.1
10321
4.4.2
10322
10323
4.4.3
4.4.4

19727
12658
4.4.7
4.4.10

Manage warranties
19752
4.4.10.1.3 Agree warranty responsibilities with suppliers
19754
4.4.10.1.6 Manage pre-authorizations
136 of 733
Process
Element Hierarchy
ID
ID
Process element
10219 4.5
10338
4.5.1
10339
4.5.2
10340
4.5.3
Operate warehousing
137 of 733
Process
Element Hierarchy
ID
ID
Process element
10341 4.5.4
10342
4.5.5
138 of 733
Process
Element Hierarchy
ID
ID
Process element
10006 5.0
139 of 733
Process
Element Hierarchy
ID
ID
Process element
10378 5.1
10381
5.1.1

tiers)
10382
5.1.2
10383
5.1.3
140 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
10387
5.2.1
141 of 733
Process
Element Hierarchy
ID
ID
Process element
10389 5.2.3
142 of 733
Process
Element Hierarchy
ID
ID
Process element
10380 5.3
143 of 733
Process
Element Hierarchy
ID
ID
Process element
10402 5.3.2
144 of 733
Process
Element Hierarchy
ID
ID
Process element
10403 5.3.3
145 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
17043
6.1
Develop and manage human resources (HR) planning,

policies, and strategies
10433
6.1.2.10
10417
6.1.3
146 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
10439
6.2.1
10440
6.2.2
10443
6.2.4
10444
6.2.5
10411
6.3
10469
6.3.1
10470
6.3.2
147 of 733
Process
Element Hierarchy
ID
ID
Process element
10472 6.3.3
10473
6.3.4
17052
6.4
10483
10484
6.4.1
6.4.2

10485
6.4.3
10412
6.5
148 of 733
Process
Element Hierarchy
ID
ID
Process element
10495 6.5.2
Manage and administer benefits
10497
10413
6.5.4
6.6
Administer Payroll
10512
6.6.1
10513
6.6.2
Manage separation
10514
6.6.3
Manage retirement
10515
6.6.4
10516
6.6.5
10517
6.6.6
149 of 733
Process
Element Hierarchy
ID
ID
10520 6.6.8
Manage expatriates
Process element
17056
6.7
10522
6.7.1
10523
6.7.2
10524
6.7.3
10525
6.7.4
10526
6.7.5
10527
6.7.6
17057
6.8
10532
10532
6.8.2

Publish employee communications
150 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
10563
7.1
10570
7.1.1
10605
10571
7.1.1.3
7.1.2

151 of 733
Process
Element Hierarchy
ID
ID
Process element
10572 7.1.3
10573
7.1.4
10575
7.1.5
Evaluate and communicate IT business value and

performance
10564
7.2
152 of 733
Process
Element Hierarchy
ID
ID
Process element
10578 7.2.1
10579
7.2.2
10580
7.2.3
153 of 733
Process
Element Hierarchy
ID
ID
Process element
10581 7.2.4
10582
7.2.5
154 of 733
Process
Element Hierarchy
ID
ID
Process element
11220 7.3
controls
10565
7.4
10583
7.4.1
10584
7.4.2
10585
7.4.3
10586
7.4.4
155 of 733
Process
Element Hierarchy
ID
ID
Process element
10566 7.5
10587
7.5.1
10588
7.5.2
10589
7.5.3
10590
7.5.4
156 of 733
Process
Element Hierarchy
ID
ID
Process element
10591 7.5.5
10567
7.6
10592
7.6.1
157 of 733
Process
Element Hierarchy
ID
ID
Process element
10593 7.6.2
10594
7.6.3
10568
7.7
10595
7.7.1
10596
7.7.2
158 of 733
Process
Element Hierarchy
ID
ID
Process element
10597 7.7.3
10598
7.7.4
17058
8.0
10728
8.1
159 of 733
Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1
10739
8.1.2
10740
8.1.3
160 of 733
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
10729
8.2
10742
8.2.1
161 of 733
Process
Element Hierarchy
ID
ID
10743 8.2.2
Invoice customer
Process element
10744
8.2.3
10745
8.2.4
162 of 733
Process
Element Hierarchy
ID
ID
Process element
10746 8.2.5
10730
8.3
10747
8.3.1
10748
8.3.2
10824
8.3.2.6
163 of 733
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
10750
8.3.4
10731
8.4
164 of 733
Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
10752
8.4.2
10732
8.5
Process payroll
10753
8.5.1
Report time
165 of 733
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element
10755
8.5.3
10733
8.6
166 of 733
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
10757
8.6.2
10734
8.7
10758
8.7.1
10759
8.7.2
Manage cash
167 of 733
Process
Element Hierarchy
ID
ID
Process element
10760 8.7.3
10761
8.7.4
11208
8.7.6
10735
8.8
10762
10763
8.8.1
8.8.2

Operate controls and monitor compliance with internal
controls policies and procedures
168 of 733
Process
Element Hierarchy
ID
ID
Process element
10764 8.8.3
10736
8.9
Manage taxes
10765
8.9.1
10766
10737
8.9.5
8.10
Process taxes
10767
8.10.1
10768
8.10.2
Manage transactions
10769
8.10.3
169 of 733
Process
Element Hierarchy
ID
ID
10770 8.10.4
Report results
Process element
17059
8.11
19207
9.0
10963
10964
19208
9.1.4.1
9.1.4.2
9.2

19236
10940
9.2.5.2
9.4

Dispose of assets
19258
9.4.2
170 of 733
Process
Element Hierarchy
ID
ID
Process element
16437 10.0
Resiliency
17060
10.1
16453
10.1.3.1

17467
10.2
Manage compliance
11185
10.3
11216
10.4
171 of 733
Process
Element Hierarchy
ID
ID
Process element
10012 11.0
11011
11.2
11012
11.3
11013
11.4
11059
11.4.5.4

performed
11014
11.5
172 of 733
Process
Element Hierarchy
ID
ID
Process element
10013 12.0
16400
12.2
17471
12.3
17472
12.3.1
173 of 733
Process
Element Hierarchy
ID
ID
Process element
17473 12.3.1.1 Define critical-to-quality characteristics
17474
12.3.1.2
174 of 733
Process
Element Hierarchy
ID
ID
Process element
17475 12.3.1.3 Develop quality controls
17481
12.3.1.5
17482
12.3.2
17484
12.3.2.1.1 Conduct test and collect data
175 of 733
Process
Element Hierarchy
ID
ID
17485 12.3.2.1.2 Record result(s)
Process element
17486
12.3.2.1.3 Determine disposition of result(s)
17488
12.3.2.2.1 Assess sample significance
17489
12.3.2.2.2 Summarize result(s)
17491
12.3.2.2.4 Decide next steps
176 of 733
Process
Element Hierarchy
ID
ID
Process element
17493 12.3.3.1 Assess potential impact
17496
17499
11074
12.3.3.4
12.3.4.1
12.4

Manage change
177 of 733
Process
Element Hierarchy
ID
ID
11134 12.4.1
Plan for change
11135
12.4.2
Design the change
11136
12.4.3
Implement change
11137
12.4.4
Sustain improvement
Process element
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Process
Element Hierarchy
ID
ID
Process element
11073 12.5
Develop and manage enterprise-wide knowledge
management (KM) capability
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Process
Element Hierarchy
ID
ID
11095 12.5.1
Develop KM strategy
11096
12.5.2
Process element
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Process
Element Hierarchy
ID
ID
Process element
16436 12.6
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Process
Element Hierarchy
ID
ID
Process element
11071 12.6.1
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Process
Element Hierarchy
ID
ID
Process element
11075 12.6.1.1 Create enterprise measurement systems model
11076
12.6.1.2
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Process
Element Hierarchy
ID
ID
Process element
11077 12.6.1.3 Measure cost effectiveness
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Process
Element Hierarchy
ID
ID
Process element
11078 12.6.1.4 Measure staff efficiency
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Process
Element Hierarchy
ID
ID
11079 12.6.1.5 Measure cycle time
Process element
11072
12.6.2
11083
12.6.2.1
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Process
Element Hierarchy
ID
ID
Process element
11084 12.6.2.2 Develop benchmarking capabilities
11087
12.6.2.4

degree needed
11179
12.7
11191
12.7.2.4
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Definition
This is the root of the PCF hierarchy
Develop vision and strategy establishes a direction and vision for an
organization. It involves defining the business concept and long-term
vision, as well as developing the business strategy and managing
strategic initiatives. Processes in this category focus on creating a
vision, a mission, and strategic objectives, and culminate in creating
measures to ensure that the organization is moving in the desired
direction.
The Define the business concept and long-term vision process group
encompasses four processes related to developing an organizations
strategy and business design. First, the organization assesses the
external environment, which provides insight into the operating
framework. Next, the organization surveys the market, which
provides insight into business opportunities and customer desires.
Third, there is an internal analysis of the organizations
characteristics, which assesses how it matches market requirements
and opportunities; this process results in the ability to define internal
core capabilities. Finally, the organization defines a strategic vision
that states long-term goals. This process group forms an
organizations strategic direction.
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Definition
The Develop business strategy process group encompasses the
development of an organizations mission statement, strategy, and
business design. The first step is to develop a mission statement that
clarifies the reason for the organization. The next steps are to define
key steps in realizing the vision and to develop strategic options to
achieve objectives. Implications of strategic options should match
the organizations internal capabilities, which are then transformed
into a long-term business strategy. After the organizations strategy
is defined, functional and process strategies are developed to
coordinate with the overarching vision. Based on the requirements
set through these processes, an organizational design is created and
goals are defined. The formulation of business unit strategies is the
final process in this group.
Manage strategic initiatives focuses on actions, projects, or programs

that enable an organization to realize its strategy and achieve goals.
It includes analyzing the operating environment for the development
of strategic initiatives. Strategic initiatives are evaluated and the
most appropriate initiatives are selected for execution. It is critical to
follow the progress of execution so that the impact of the initiatives
is identified. Refer to 12.2 Manage portfolio, program, and project for
additional information on managing strategic initiatives.
Develop and manage products and services represents the process
groups "management of the product and service portfolio" and
"develop of products and services."
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Definition
This process group encompasses all processes associated with
product and service portfolio management, including the analysis of
the current portfolio compared to market opportunities and the
definition of requirements for new/evolved products and services
using that analysis. This group also includes activities related to the
alignment of new additions to the portfolio with corporate business
strategy as well as the management of the product or service
lifecycle. Preliminary research and development falls in this group,
under 2.1.3 Perform discovery research.
The Evaluate performance of existing products/services against
market opportunities process is used to identify gaps between
existing product/service capabilities or performance levels and the
current market demand, available technologies, and customer
requirements. This process culminates in the decision of whether or
not to proceed with investments in the development of new
deliverables. Input gathered from customers through exercises such
as focus groups assess marketplace need. In addition, input can be
gathered from internal or third-party service organizations to support
the product/service evaluation. Although the marketplace may look
for new technologies or techniques to enhance existing products and
services, customers may not be willing to pay more for them.
Accordingly, remember that perfection can be the enemy of good
enough. Find out exactly what customers are willing to pay for, and
ensure that efforts do not exceed the parameters of the development
business case. This is especially important for global products where
cost and availability issues may be more apparent.
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Definition
Having evaluated the market needs and specified the requirements
for new product or services, the Confirm alignment of product/service
concepts with business strategy process is a reality check prior to
significant investment by the organization. It ensures that the new
product/service concepts are in line with overall business strategy.
This process plans and develops the cost, quality, and risk targets for
the new products/services. This process can also be used in the
prioritization and timing of development activities if there are a
number of concepts vying for funding or other scarce resources. This
process is most useful when the business strategy is current. If the
strategy is outdated, this process may trigger a review of the
corporate business direction and drivers.
The Manage product and service life cycle process describes how new
products and services are conceived, introduced to the market,
supported, and retired. This process also encompasses how new
product performance in the marketplace is monitored and
continuously improved. Introduction of the new product/service may
be timed to coincide with key marketing opportunities. Products and
services should be retired when their marketplace or cost
effectiveness begins to decline below a predetermined threshold.
Once a product or service has reached marketplace maturity, its
performance indicators should be continuously refined.
Review Patentability & Infringement Activities : Usage of Open Source

in commercial Product development to be reviewed with regard to
licensing, community development etc.
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Definition
The Perform discovery research process encompasses those tasks
and decisions associated with early-stage research and development
when product/service assumptions are greater than knowledge.
Based on the gap between current product/service characteristics
and new/changing requirements (from the marketplace, customers,
or other business forces), organizations use this process to identify
and develop new technologies in support of a new product. This
process also includes an assessment of how feasible it is to
incorporate those new or potential technologies into products and
services. This process guides the funding and documentation of
preliminary research and development projects and ensures that any
findings (related to feasibility of technology or other
recommendations) carry over to stage-gate processes that drive
overall product/service development. Consider the ramifications of
being too bleeding-edge (as opposed to being on the leading or
cutting edge) with new products. Key stakeholders in the supply
chain or marketplace may not be ready to adopt the latest and
greatest technologies, increasing the risk that the product or service
will not succeed or be adopted.
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Definition
The Define product/service development requirements process
encompasses the identification and capture of new product/ service
requirements or potential improvements to current products/services.
This process entails collaboration with members of the supply chain
to ensure the feasibility of what is being defined in the requirements.
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.
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Definition
The Design, build, and evaluate product and services process
describes the core engineering design and development of any new
product/service introduction or existing product/service upgrade. The
process includes planning the development of the product/service
and assigning resources to deliver the plan. Building on the research
and development efforts carried out earlier in the development
lifecycle, these process activities further define the engineering
intent based on customer specifications and input from marketplace
gap analysis. Further detailed specifications may be developed as
part of this process to ensure compliance to original requirements.
This process can also include collaboration with customers to review
progress and ensure compliance; with suppliers to stay current on
any changes in requirements; and, where applicable, with regulatory
bodies for product or service certification. Cross-functional
collaboration, in parallel with the pure design definition, will enable
the capture and honing of manufacturing, tooling, production, quality,
inspection, and in-service requirements. With the design underway,
organizations may chose to create physical or virtual prototypes of
the products to aid with compliance certification. They may also
conduct customer acceptance testing to eliminate, as early as
possible, any quality or reliability problems.
The process Test market for new or revised products and services is a
more detailed iteration of the marketplace analysis that took place
earlier in the product development lifecycle. The results from this indepth analysis will help the organization finalize product/service
characteristics and technical requirements and also identify any
needed changes in the manufacturing and delivery processes that
support market delivery. 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.
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Definition
The "market and sell products and services" category contains
process groups related to understanding markets, customers, and
capabilities; developing marketing strategies; executing marketing
plans; developing sales strategies; developing and managing
marketing plans; and managing sales partners and alliances.
In the Perform customer and market intelligence analysis process, an

organization researches the market and collects/ reviews data about
its customers. This may be accomplished through surveys, secondary
research, customer feedback repositories, customer conversations,
polls, etc. Contacting and/or profiling existing customers is a key way
to determine which marketing strategies work and which do not.
During this process, the organization also looks internally at its
existing offerings and at the current business environment, gathering
data and charting trends. The information collected here will be used
in process 3.1.2 Evaluate and prioritize market opportunities. Before
starting this process, identify your target buyer, any obstacles in
reaching that buyer, and risks associated with entering that market.
Redefine this target buyer if research reveals new markets and
potential customers. Importantly, map out the customer buying cycle
during this process. Determining the customer buying cycle allows
marketing and sales to reach customers before budgets are locked
and at optimal times of the year.
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Definition
During the Evaluate and prioritize market opportunities process, an
organization takes the information and analysis gathered in process
3.1.1 Perform customer and market intelligence analysis and
determines which opportunities exist to connect with customers in
the marketplace. Organizations typically begin by identifying where
new touch points can be gained or where new customer bases may
exist. Then, those opportunities are prioritized according to the
resources, strategic direction, and availability of the organization.
Organizations also segment customers into meaningful categories
during this process and verify that the opportunities identified can be
pursued from every angle of the business.
Based on strategy established within develop marketing strategy

and through coordination with sales strategies established in
develop sales strategy, the organization creates specific plans to
market its offerings to customers within this process group. This
process group includes processes for making budgets, identifying and
developing media, pricing products and services, managing
packaging, managing marketing content and promotional activities,
tracking and responding to customer insight and monitoring
measures established within develop marketing strategy.
Additionally, in this process group, organizations take action on plans
made in earlier processes. Here, marketing and customers are
managed and measured along with any supporting materials.
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Definition
In the Establish marketing budgets process, an organization ensures
that marketing plans align with business strategy and, based on
those links, determines how those plans should be budgeted. This
includes making cost assumptions, forecasting return on investment,
and attributing the costs to the appropriate areas of the business.
This process is often accomplished prior to process 3.1.1 Perform
customer and market intelligence analysis; the timing will differ from
organization to organization, depending on the budgeting schedule
and which departments handle that process.
The Develop and manage media process involves any kind of media
the organization chooses to use to market its offerings to customers.
The choice of media should be determined based on customer
characteristics and market strategy. This process includes the
sourcing and engagement of media providers as well as the actual
creation of media materials and the messages they contain. Defining
the ultimate objectives for each piece of media and assessing the
performance of media against marketing plans and projections also
take place here Begin this process early, engaging with public
relations firms and external contacts well in advance of campaigns.
Give the media time to gain interest.
During the Develop and manage pricing process, the organization
determines pricing plans for its offerings based on forecasted sales
and the characteristics of its customers. This process is ongoing
throughout the lifecycle of a product or service and depends on
market, customer, sales, and production costs. Activity 3.4.4.3
Evaluate pricing performance can be executed at any time to
reexamine pricing thresholds and schedules, and changes can be
made in activity 3.4.4.4 Refine pricing as needed.
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Definition
The Develop and manage promotional activities process
encompasses all activities related to conceptualizing, testing,
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 promotions performance
according to organizational measures is also evaluated in this
process. Determine early on whether you need third party help with
promotion. You may need to purchase lists, consult with social media
experts, hire seasonal staff, or pay for additional research
The Track customer management measures process focuses on the

analysis of customer data in order to refine strategy and marketing
plans. These measures are primarily quantitative, but qualitative
information can be used as well. Focus on the value of customers and
their responsiveness to marketing campaigns and promotions to
determine priorities and tactics for reaching customers more
effectively.
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Definition
Within the Develop and manage packaging strategy process,
organizations determine how to physically package their products to
facilitate transportation, preservation, and brand communication.
Marketing, product development, and supply chain functions typically
work together in this process to develop packaging that functions
properly (for transport, storage, delivery, etc.), informs the customer
of how to use the product, attracts customer attention, and grows
brand awareness. This process includes the planning and testing of
packaging for a product as well as the actual execution and ongoing
improvement of the packaging. Execution activities will vary by
organization depending on which departments handle the actual
design, manufacturing, and application of the physical package.
Marketing may hand off these tasks completely or may remain
involved. In any case, marketing should evaluate the effectiveness
and value of the packaging on an ongoing basis.
Develop and manage sales plans includes the processes required to

manage sales on an ongoing basis. This process group covers the
activities an organization uses to sell products and services. These
processes are often highly linked to processes within categories
deliver products and services and "manage customer service, and
sales must align with these categories in order to set customer
expectations appropriately. Sales staff must deal with customers
based on products and services the organization actually provides,
using the same schedule that product/service development,
production, and customer service follow. This process group also
includes some processes related to managing sales personnel and
partnerships/alliances sales may form with other entities.
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Definition
The Generate leads process involves identifying viable customers
based on strategy and market research conducted in process group
3.1 Understand markets, customers, and capabilities. This process
covers the discovery of leads, whether this process is accomplished
through an IT application, cold calling, reference/network
development, or other sales methodology. Every organization can
usually generate leads, but it takes extra work to identify quality
leads. Develop a well-defined scoring model to determine which
leads to prioritize.
During the Manage customers and accounts process, the organization
develops and executes customer relationship management plans.
This includes the accumulation of customer data in the appropriate
tools (IT applications and systems) and the administrative
management of proactive and responsive customer contact and
facilitation methods (processes you have mapped for responding to
customer inquiries and making scheduled contact).
The Manage customer sales process includes the basic activities
required to open and close a sale. It covers initial sales calls and all
the preparatory work required to make sure that customers get the
information they need and that you completely understand what they
want before the sale is made. It also encompasses the actual closing
of the sale, along with any administrative activities related to data
entry and the processing of the sale. Entering lessons learned,
updating customer or sales information, and transferring information
to billing or other departments as part of making and closing out the
sale also fall within this category.
Once a sale has been achieved, the Manage sales orders process
begins. It involves the acceptance/validation of sales orders,
coordination with other departments required to fulfill the orders,
data entry, and follow-up activities such as inquiries and reports of
transactions.
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Definition
The Manage sales force process involves allocating the appropriate
number of sales resources to strategically advantageous locations or
customer segments. The management of the sales force includes the
development of an incentive plan to drive sales as well as
coordinating sales assignments.
The Manage sales partners and alliances process incorporates
activities required to manage working relationships with external
sales or channel entities. The process involves training new partners
in the organizations offerings and sales strategy, developing a
cooperative forecast based on the expected output of the partner and
their requirements of the organization, determining appropriate
compensation, measuring and evaluating the results, tracking data,
and analyzing progress. The organization should regularly review,
prioritize, and update these partnerships in process 3.3.2 Develop
sales partner/alliance relationships.
"Deliver products and services" refers to the process groups "plan for
and align supply chain resources," "procure materials and services,"
"produce/manufacture/deliver product, "deliver service to customer,"
and "manage logistics and warehousing." This category is
traditionally referred to as "supply chain."
This category includes all processes that are involved in planning,
including managing the demand for products and services, creating a
materials plan, and scheduling production to meet actual demand.
Sales and operations planning activities are included in this process
group. Key sales and operations planning activities result in the
development of the sales and production plan. The processes in this
group may be performed regularly (i.e. at the beginning of each
period).
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Definition
Manage demand for products and services is the process that
defines the activities used to predict demand for products and
services, including forecast measurements (such as baseline and
consensus), collaboration with customers, and allocating available to
promise inventory or capable to promise capacity. Various types of
demand are considered in this process, including firm demand,
opportunity demand, and forecasted demand; these comprise the
overall demand plan. Note that demand management can take on a
different aspect through the use of promotions and pricing in cases
where demand must be constrained due to limited availability, or
where there is a goal to motivate purchases of certain products or
services. An important measure for this process is forecast accuracy
percentage.
The create materials plan process is used to source and obtain
materials needed to execute operations necessary to meet customer
demand. In products-related businesses, materials plans consider
hard goods, while in services oriented businesses, materials plans
consider management of service delivery resources. Critical to the
success of this process is the definition and maintenance of item
nomenclature for products based industries and skills taxonomies for
services based industries. Without common nomenclatures,
mismatches between suppliers and producers can occur. This process
begins with generating an unconstrained plan. Additional steps
include collaborating with suppliers or contractors, identifying critical
materials and supplier constraints, anticipating special events that
restrict supply flow, and generating a constrained plan. Demand may
be geographic, regional, and global, and the material plan must take
into account the most practical means to satisfy the demand using
identified resources
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Definition
The procure materials and services process group addresses the
collaborative sourcing that takes place based upon the Production
Order (refreshed monthly, weekly and even daily) to supply the
factory lines as needed. It includes the business activities of
procurement planning, purchasing, and sourcing beginning with
developing sourcing strategies for materials and services, the
selection of suppliers to provide the materials and services, the
development and maintenance of the corresponding contracts, and
the ordering of materials and services. Finally, the performance of the
procurement function is assessed. Procurement includes both direct
and general items, for example, production parts and products;
maintenance, repair, and operating (MRO) supplies; and services
(administrative and technical). Procurement may also include
subcontracted labor resources.
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Definition
Developing sourcing strategies, also known as supplier portfolio
strategies, comprises multiple activities including clarifying
purchasing requirements, matching needs to supplier capabilities,
analyzing a companys spend profile to identify high opportunity
categories, matching the most effective sourcing strategy by
category, seeking opportunities to improve efficiency and value, and
collaborating with suppliers to identify sourcing strategies. The
process may include the development of a timeline that incorporates
sourcing milestones for each category of sourced product or service.
Sourcing strategies are occasionally identified by category or
supplier, for example, reverse auction, request for information (RFI),
request for proposal (RFP), request for quote (RFQ), or consortium.
For services business that are human resource-centric, the sourcing
strategy will include sources of supply other than those that are
procured. For example, in-house, low-cost labor from other
geographies, low-cost labor from alternate employee categories (e.g.,
retirees that reenter the company with a modified employment type),
use of affiliates, or a joint venture. All of these elements are used to
create a procurement strategy and plan that guides purchasing
activities with a focus on reducing total cost of supply and creating a
balanced supplier portfolio.
The process to select suppliers and develop/maintain contracts is

responsible for selecting suppliers (typically through a request for
information [RFI], request for proposal [RFP], or request for quote
[RFQ] process) to create business value, reduce cost, and ensure
quality. The process comprises multiple activities including identifying
categories of purchase, matching suppliers by category, certifying
and validating suppliers, and negotiating and managing contracts
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Definition
Order materials and services is the process of planning, ordering,
and executing the physical delivery of materials and services from
suppliers to the points of need and use. This process comprises
multiple activities including processing/ reviewing requisitions,
approving requisitions, soliciting/tracking vendor quotes,
creating/distributing purchase orders, expediting orders to satisfy
special requests, and researching/resolving exceptions.
Appraising and developing suppliers is the process of developing and
managing programs and policies for interacting with suppliers and
measuring/improving their performance. This includes monitoring and
managing supplier information, preparing/analyzing spend and
vendor performance (including meeting quality standards) supporting
inventory and production processes, and the creation/implementation
of suppler training and certification programs
The process group produce/manufacture/deliver product comprises
three main high-level processes: scheduling production, producing
the product and delivering it to the appropriate site, and scheduling
and performing maintenance on the capital equipment used during
production. Manufacturing is the physical production of finished
goods.
This category includes all of the processes that are included in

servicing products produced elsewhere in the supply chain. These
processes include confirming the specific service requirements,
identifying and scheduling resources to meet the service delivery
requirements, providing the specific service to the customer, and
ensuring that the quality standards are met and the quality of the
service is acceptable to the customer.
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Definition
This process includes creating or updating a customer profile record,
processing individual customer requests and generating service
orders. This may involve systems like customer segmentation,
customer relationship management (CRM), order management, etc.
As part of the process, external and internal customer service audits
may be conducted by the company
This process requires creating a resource plan/schedule and an order
fulfillment schedule. The resources could include any of the following:
personnel, raw materials, equipment, time frames, and finances.
Customer service needs might require product development, shipping
options, inventory management, order tracking, returns
management, etc.
To ensure the quality of service, a company can identify completed
product service orders and solicit customer feedback on delivery
expectations as a part of the improvement process.
This process group encompasses the management of warranty
claims. It begins with the development and administration of
warranty claim transactions, progresses to the processing of the
claim, adjustments, approvals and other service events and ends with
the management of the warranty experience, which includes the
management of parts returns.
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Definition
Manage logistics and warehousing is the process that plans,
implements, and controls the forward and reverse flow and storage of
goods, services, and related information between the point of origin
and the point of consumption in order to meet customers
requirements. This includes defining a logistics strategy and
managing inbound transportation, warehousing, and outbound
transportation.
Defining logistics strategy refers to the process of translating
customer service requirements into capacity requirements and lead
time requirements; designing the logistics network required to meet
these requirements, including network components such as
warehouse and distribution center (DC) assets, transportation assets,
technology infrastructure, and inventory deployment; working with
procurement to identify, negotiate, and maintain outsourcing
agreements; defining delivery service policy elements such as lead
times, delivery performance levels, and shipping days; and defining
key performance measures such as logistics costs, inbound delivery
performance, space utilization, asset utilization, and outbound carrier
delivery performance. It also includes managing third-party resources
and global/international logistics strategies.
This is the process of planning, transporting, and tracking the

delivery of all incoming materials; monitoring inbound transportation
carrier performance; and managing the flow of returned materials.
Warehousing is the process of receiving, inspecting, and storing
incoming materials; picking, packing, and shipping product for
outbound delivery; and tracking inventory deployment. Warehousing
supports inbound and outbound transportation services. It may
include raw materials, finished goods, products for consumer
fulfillment, and/or vendor-managed inventory (VMI). It also includes
the evaluation and implementation of private, contract, and public
warehousing options.
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Definition
Operate outbound transportation is the process of preparing the
goods for delivery from a warehouse to a receiving location. It
typically comprises activities like the notification of goods to be
supplied from a warehouse to a customer, carrier selection, loading,
advanced shipping notification, proof of delivery from the receiving
location and freight bill auditing. Many of these services are provided
by transportation management systems.
Returns processing is the physical handling, information processing,
and disposition of the product and packaging returned by the buyer
to the seller or an intermediary. Returns management includes return
approval, transportation coordination, advance communication,
product tracking, receipt, disposition of the return (reuse of the
material, waste disposal, refurbish, repair, resale, etc.) and
processing warranty claims (crediting the customer account, material
substitution, replacement, etc.).
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Definition
The use of category 5.0 processes will depend on the nature of an
organizations business. At some organizationssuch as those in
telecommunications, food service, customer contact services, or
retailthe core business (or a significant portion of the business) is
customer service. In these cases, category 4.0 Deliver Products and
Services may be more appropriatein particular, process group 4.4
Deliver service to customer. When thinking about the distinction
between the delivery of a service and the customer service
function, remember that the employee or group that delivers an
initial service to a customer (such as a restaurant server or retail
store cashier) is often not the same person or group that deals with
customer inquiries, requests, and complaints after the fact. Those
who deal with customers before and after the delivery of a service
are typically working within the category 5.0 Manage Customer
Service. Those delivering the service are working within 4.0 Deliver
Products and Services. The distinction between the two depends on
the needs of the organization. As long as the organization is
consistent in its use of particular processes for certain business
activities, the framework structure will work. But typically, categories
4.0 and 5.0 deal with activities related to actual provision of the
product or service (4.0) and activities related to customer contact
before or after that provision (5.0). Note that not all key performance
indicators (KPIs) listed in this document will apply to every
organization. The KPIs selected by an organization depend on its
structure, strategy, and critical objectives.
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Definition
Process group 5.1 Develop customer care/customer service strategy
involves understanding and segmenting customers, creating policies
to govern customer service, and setting service targets and priorities.
Some of these determinations may be informed by segmentation and
relationship building that occurred within process category 3.0 Market
and Sell Products and Services. This strategy governs the way the
organization provides service to customers proactively or in response
to customer requests/issues.
During the Develop customer service segmentation/prioritization
process, an organization analyzes its existing customers and any
feedback it has received. Based on research and customer
characteristics and needs, the organization develops an appropriate
customer segmentation plan and links customers with the
appropriate segment. The organization also prioritizes customers and
the types of issues that should be escalated in priority.
The Define customer service policies and procedures process
encompasses all the steps required to develop a set of policies and
procedures for dealing with customer inquiries, requests, issues, and
outreach. These policies govern the actions of employees who
provide customer service, and the particulars depend on the kinds of
customer service offered by the organization and the importance of
customer service to the profitability of the business.
In the Establish service levels for customers process, the organization
determines the degree of service it will provide, sometimes differing
according to customer segment or type of issue. These targets may
be referenced on organizational or individual employee scorecards
and are typically communicated to employees during the onboarding
process. These levels may be linked to the policies constructed in
process 5.1.2 Define customer service policies and procedures.
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Definition
This process group involves the development of plans and
management standards for the customer service work force and the
actual processing and management of customer service requests,
inquiries, and complaints. The way these processes are performed
depends heavily on the strategy, policies, and service levels
established in process group develop customer care/customer
service strategy.
The Plan and manage customer service work force process
concentrates on managing customer service personnel specifically,
over and above the activities that reside within process category 6.0
Develop and Manage Human Capital. Customer service employee
planning requires the organization to forecast the volume of contact
the customer service function is likely to receive within the quarter
(and/or other time periods as necessitated by the business). Based on
that forecast and knowledge of typical customer contact cycle times
and desired service levels, the organization can determine how many
employees are required and how they should be scheduled. The
scheduling of the work force is based on many factors, including
historical service trends and anticipated high-volume time periods.
During this process, the work forces time and utilization is also
tracked to enable accurate forecasting in future years. In addition to
tracking utilization, the quality of customer interactions is also
monitored and measured in this process. The criteria for evaluating
customer interactions depends on the nature of the business and the
service levels established in process 5.1.3 Establish service levels for
customers.
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Definition
The Manage customer complaints process deals with every aspect of
customer complaints, from initial receipt and routing to resolution
and response. This process depends on the planning that occurred in
process group 5.1 and process 5.2.1. Customer service
representatives themselves accomplish these activities, and their
performance is measured in process group 5.3 Measure and evaluate
customer service operations. Complaints are handled slightly
differently from requests and inquiries, and thus, an activity (5.2.3.3)
is present in process 5.2.3 that does not exist in process 5.2.2
Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve
customer complaints typically occurs internally, when organization
convenes to find an appropriate resolution to the complaint or when
an employee executes an action to satisfy the complaint (e.g., fixing
a broken link on a Web site or correcting a line item on a receipt or
invoice). Once the issue has been resolved or a plan for resolution
has been formulated, the organization can move forward to activity
5.2.3.4 Respond to customer complaints. During activity 5.2.3.4,
customer service may tell the customer that the issue has been
resolved or may discuss the potential solutions to identify next steps.
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Definition
Process group measure and evaluate customer service operations
focuses on measuring customers satisfaction with various aspects of
the service they receive. The factors that the organization combines
to rate customer satisfaction may be determined within process
create enterprise measurement systems model or in process
establish service levels for customers. What constitutes customer
satisfaction will vary from organization to organization, and the
methods used to collect customer feedback will also differ. Many
organizations ask their customers if they will continue to come to the
organization in the future; if they would recommend it to a friend; or
if they will rank how well the organization responds to requests, how
quickly the organization responds, or how well the organization
seems to understand customer needs.
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Definition
In the Measure customer satisfaction with customer complaint
handling and resolution process, the organization gathers information
from customers about how their complaints were handed by
customer service representatives. (Note that the measurement of
noncompliant inquiries occurs in process 5.3.1, and customer
satisfaction with the products and services themselves is measured in
process 5.3.3.) This information may be collected in person, through
surveys, by interviewing customers, in online forms, by retrieving it
from other areas of the business, during the complaint resolution
process (5.2.3), or through other methods. This process includes both
the solicitation and analysis of feedback along with the reporting of
feedback and conclusions to management. Activity 5.3.2.2 Analyze
customer complaint data and identify improvement opportunities
includes the analysis of the data and any work completed internally
to make improvements. The analysis of the complaint often results in
actions within other process categoriesfor example, improving the
customer experience with billing (category 8.0) or by altering the
nature of the products/services themselves (2.0 or 4.0). Feedback
may be analyzed quantitatively or qualitatively, depending on the
nature of the customer responses and the needs of the organization.
The customer satisfaction data for complaints is typically gathered at
the time of the complaint on all complaints but still may be
aggregated with data gathered in process 5.3.1 Measure customer
satisfaction with customer requests/inquiries handling.
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Definition
In the Measure customer satisfaction with products and services
process, the organization gathers information from customers about
their experience with the products and services themselves. (Note
that the measurement of customer inquiry handling occurs in process
5.3.1, and the measurement of complaint handling occurs in process
5.3.2.) Organizations may chose to track these activities here (in
process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback
on services delivered and 4.4.4.4 Process customer feedback on
services. This decision usually depends on the strategic use of an
organizations customer service Wherever this information is tracked,
it may be collected in person, through surveys, by interviewing
customers, in online forms, by retrieving it from other areas of the
business, or through other methods. This process includes both the
solicitation and analysis of feedback along with the reporting of
feedback and conclusions to management and other areas of the
business as necessary. Feedback received here can inform activities
2.1.2.1 Identify potential improvements to existing products and
services, 2.1.2.2 Identify potential new products and services, and
3.1.1.1 Conduct customer and market research. Customer
satisfaction data may be analyzed quantitatively or qualitatively,
depending on the nature of the customer responses and the needs of
the organization. Likewise, the reporting methods should match the
standards of the organization, whether through spreadsheets,
meetings, or online tools. The extent, duration, and frequency of the
evaluation will also depend on the organization and its business. The
communication of this information throughout the business may be
essential to the growth of the business and its overall understanding
of customer needs.
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Definition
"Develop and manage human capital" is the top-most category
responsible for 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.
The process group "develop and manage human resources (HR)
planning, policies, and strategies" includes developing and
implementing HR plans, strategies, and policies as well as monitoring
and updating HR plans at regular intervals.
Specific tasks will vary based on business need (ex. penetrating new
market, increasing use of flexible staffing[part-time, contingent,
contractor]) or business risk being addressed (aging workforce,
attrition/turn over of key employees ) towards a single objective of
getting the right number of people, with the right skills, in the right
place and at the right time. Has a continuum of Basic (reactive;
decision tree) to Innovative (predictive; simulations). Can support
demand planning at the aggregate level. Develop models with
defined thresholds and interventions/actions (e.g. hiring,
transitioning, training, contracting) consistent with the workforce
management [do we say planning rather than management?]
strategy to address resource excesses or shortages (Key inputs from
6.1.2.1 Gather skill requirements according to corporate strategy and
market environment) Can support resource optimization: matches
demand to supply at the individual level and triggers actions, such as
posting hiring requirements and opening purchase orders for
contracting services. (Key inputs from 6.1.2.2 Plan employee
resourcing requirements per unit/organization)
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Definition
The process group "recruit, source, and select employees" includes
creating and developing employee requisitions, recruiting and
sourcing candidates, screening and selecting candidates, managing
pre-placement verification, managing new hires/rehires, and tracking
candidates.
The Create and develop employee requisitions process includes
aligning the work force plan to business unit strategies/ resource
needs, developing and opening job requisitions, preparing job
descriptions, posting job requisitions, managing internal/external job
posting Web sites, changing/updating requisitions, notifying hiring
managers, and managing requisition dates.
The Recruit/source candidates process involves selecting recruiting
methods, performing recruiting activities, holding/ participating in
recruiting events, and managing recruitment vendors.
The Manage new hire/rehire process includes drawing up and making
a job offer, negotiating an offer, and hiring a candidate.
The Track candidates process involves creating an applicant record;
managing/tracking applicant data; and archiving and retaining
records of non-hires.
The "develop and counsel employees" process group consists of
managing employee orientation and deployment, managing
employee performance, managing employee relations, and managing
and implementing employee development plans.
The Manage employee orientation and deployment process involves
creating/maintaining employee onboarding programs, introducing
new hires to their managers and to the work place, and evaluating
the effectiveness of employee onboarding programs.
The Manage employee performance process consists of defining
performance objectives; reviewing, appraising, and managing
employee performance; and evaluating and reviewing the
performance management program.
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Definition
The Manage employee development process includes creating short
and long-term career goals, reviewing organizational career ladders,
and identifying training and development opportunities.
The Develop and train employees process includes aligning employee
and organization development needs; developing competencies;
conducting training needs analyses; and developing, conducting, and
managing employee and/or management training programs.
Managing employee relations includes the activities around
managing labor relations, collective bargaining, management of
employee grievances, and maintenance of labor/management
partnerships.
Manage the negotiations between representatives of the employer
and the collective bargaining unit[union] for reaching collective
agreements that regulate working conditions. Agreements typically
include determining compensation scales, benefits, working hours,
overtime, health & safety, training, and grievance mechanisms.
Manage partnerships between labor and management that are
outside of formal agreements. Typically intended to address specific
goal or issue where management decisions will have broad
implications on workforce/workplace climate. Intended 1)to facilitate
understanding of goal/issue 2) solicit input/collaborative problem
solving 3) provide opportunity for multiple levels of the organization
to influence decisions.
The "reward and retain employees" process group consists of
developing and managing reward, recognition, and motivation
programs; managing employee assistance and retention; managing
and administering benefits; and administering payroll.
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Definition
The manage and administer benefits process includes delivering the
employee benefits program, administering benefits enrollment,
processing claims, and performing benefits reconciliation.
The "redeploy and retire employees" process group includes
managing promotions and demotions; managing separations,
retirements, and leaves of absence; developing and implementing
employee outplacement services; managing deployment of
personnel; relocating employees and managing assignments;
managing employment reduction and retirement; managing
expatriates; and managing employee relocations.
The manage promotion and demotion process includes the
administration and execution of employee promotion and demotion.
It also includes the processing of employee records and payroll and
benefits transactions.
The manage separation process includes the administration and
execution of employee separations. It includes the creation and
generation of final payments, turnover reports, and vendor
notification. This process also includes communications with former
employees regarding benefits options
The Manage retirement process includes management of the
organizations retirement systems, tools, and processes. It does not
include execution of the Manage retirement process itself.
The Manage leaves of absence process includes managing and
administering the leave of absence policy for employees who are
taking leaves in excess of their annual allowance.
The Develop and implement employee outplacement process
involves creating and providing career transition information and
advice to employees whose roles have been eliminated.
The Manage deployment of personnel process includes managing the
movement of employees to different roles within an organization.
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Definition
The Manage expatriates process includes activities associated with
both the expatriation and repatriation of employees within the
organization.
The "manage employee information" process group consists of
managing HR reporting capabilities; managing employee inquiry
processes; managing and maintaining employee data; managing
human resource information systems; developing and managing
employee metrics; developing and managing time and attendance;
and managing employee communications.
The manage reporting process consists of providing key HR data and
reporting capabilities for varying levels of management.
The manage employee inquiry process involves receiving, responding
to, and recording information on employee inquiries.
The manage and maintain employee data process includes making
revisions to personal data such as changing beneficiary designations
or employee status.
The manage human resource information systems process involves
managing the day-to-day running of human resource information
systems
The develop and manage employee metrics process consists of
collecting and managing work force data that is used to report on
human capital program outcomes, workforce trends, demographics,
and performance.
The develop and manage time and attendance process includes
collecting, editing, approving, and entering data related to hours
worked and paid time off. This process does not include the actual
processing of time and attendance data.
Employee communication management includes activities around
developing and maintaining the communications plan and actually
delivering specific employee communications from the enterprise.
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Definition
The "manage information technology" category contains process
groups relevant to the business of information technology within an
organization. The process groups include "manage the business of
information technology," "develop and manage IT customer
relationships," "develop and implement security, privacy, and data
protection controls," "manage enterprise information," "develop and
maintain information technology solutions,, "deploy information
technology solutions," and "deliver and support information
technology solutions."
Managing the business of information technology involves defining
and maintaining the relevance of IT to the enterprise and its mission,
communicating the strategy and role of IT within the enterprise,
establishing the enterprise architecture and guiding principles,
defining the IT management system and governance model, and
managing the strategic activities that help ensure attainment of IT
value.
Developing the enterprise IT strategy consists of the activities
required to define and maintain a business-focused enterprise IT
strategy. This includes building strategic intelligence for the
enterprise, collaborating with stakeholders to identify the long-term
IT needs of the enterprise, and the development and maintenance of
the business-focused strategy.
The purpose of defining the enterprise architecture is to assess the
interrelationships of the business process architecture, the
information architecture, the components and services architectures,
and the infrastructure architectures to ensure their continued
relevance. Execution of this process requires establishing the
enterprise architecture definition, confirming the enterprise
architecture maintenance, acting as a clearinghouse for IT research
and innovation, and governing the enterprise architecture.
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Definition
Management of the IT portfolio results in the establishment of criteria
for economic and strategic value and the provisioning of resources in
accordance with strategic priorities and efforts to achieve a balanced
portfolio. The activities included within the IT portfolio management
process are maximizing the value of the IT portfolio for the
enterprise, provisioning resources in accordance with strategic
priorities, and achieving a balanced portfolio.
This consists of exploring new technologies in pursuit of IT services
and solutions innovations, formulating a development project to build
and deploy selected technologies, and transitioning those
technologies to the development pipeline.
Evaluating and communicating IT business value and performance
consists of establishing key performance measures, monitoring
trends and key performance indicators, linking business technology
investments to business outcomes, and communicating business
technology value contributions.
Developing and managing IT customer relationships involves
managing communications and interactions between the customers
of IT and the providers of IT services and solutions; gathering
business requirements; helping customers develop justifications for
requested IT services and solutions; providing the initial interface to
IT architects responsible for designing the IT services and solutions;
and monitoring the customers satisfaction with the development,
deployment, and ongoing support of the IT services and solutions.
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Definition
Developing an IT services and solutions strategy involves assessing
the needs of the business and user, translating those needs into
services and solutions requirements, formulating and evaluating IT
services and solutions strategic initiatives, and selecting IT services
and solutions strategic initiatives to apply. The formulation of IT
services and solutions strategic initiatives includes the tasks required
to generate new ideas, identify enhancements or extensions to
existing IT services and solutions, and identify outdated services and
solutions for sunset or retirement. Developing and maintaining a
long-term, business-focused IT strategy encompasses tasks to
develop, communicate, govern, and track strategy deployment. This
includes defining and communicating the strategic intent regarding
the organizational use of IT; establishing and maintaining an IT
governance structure; articulating strategic assumptions for IT
strategy development; and developing and tracking the resulting IT
plan, which optimizes the use of technologies, resources, and
alliances to improve business agility.
Developing and managing IT service levels requires creating and

maintaining the IT services and solutions catalog, establishing and
maintaining business and IT service level agreements, evaluating and
reporting service level attainment results, and communicating
business and IT service level improvement opportunities.
Performing DSM for IT services consists of understanding IT services
and solutions consumption and usage, developing and implementing
incentive programs that improve consumption efficiency, and
developing the volume/unit forecast for IT services and solutions.
Development of IT services and solutions requires modeling the effect
of incentive programs on the baseline forecast and generating a DSM
influenced volume/unit forecast
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Definition
Management of IT customer satisfaction includes capturing and
analyzing customer satisfaction and assessing and communicating
customer satisfaction patterns. Capturing and analyzing customer
satisfaction consists of tasks required to manage and monitor IT
customer complaints and feedback, conduct qualitative and
quantitative assessments, and identify customer satisfaction issues
and opportunities for improvement. Assessing and communicating
customer satisfaction patterns consists of tasks required to evaluate
satisfaction with IT services and solutions, evaluate satisfaction with
complaint resolution, and determine IT customer loyalty/lifetime
value.
Marketing IT services and solutions includes developing the IT
services and solutions marketing strategy, developing and managing
the IT customer strategy, managing IT services and solutions
advertising and promotional campaigns, and processing and tracking
IT services and solutions orders. Developing the services and
solutions marketing strategy requires the IT organization to
understand IT services and solutions requirements, predict user
consumption behavior, and identify common usage/consumption
profiles and target IT customers. Developing and managing the IT
customer strategy includes tasks to establish and maintain IT
customer management goals and strategies, develop a sales forecast
and budget, and evaluate IT customer management results.
Managing IT services and solutions advertising and promotional
campaigns is defined as developing and managing IT services and
solutions advertising, promotions, marketing communications, and
sales opportunities. Processing and tracking IT services and solutions
orders consists of collecting and maintaining IT customer account
information, processing orders, and establishing delivery of the IT
services and solutions.
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Definition
Developing and implementing security, privacy, and data protection
controls includes the establishment of information security, privacy,
and data protection strategies and levels as well as the testing,
evaluation, and implementation of information security, privacy, and
data protection controls.
Managing enterprise information is defined as understanding what
information is important to the enterprise; determining how, when
and from where that information is collected; defining how that
information is structured and organized; and establishing the policies
and controls needed to guide the collection and use of that
information.
Developing information and content management strategies within
the IT organization includes understanding information needs and the
role of IT services in executing the business strategy, assessing the
information and IT knowledge management implications of new
technologies, and planning information and IT knowledge
management actions and priorities.
Defining the enterprise information architecture includes defining
information elements, composite structure, logical relationships,
constraints, and derivation rules; defining information access
requirements; and establishing data custodianship.
Managing information resources includes defining the enterprise
information/data policies and standards as well as developing and
implementing data and content administration.
Performing enterprise data and content management requires the IT
organization to ensure that the collection, storage, and use of
information and data are in accordance with the established
information/data policies. Tasks include monitoring, controlling, and
managing exceptions per policies and standards.
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Definition
Developing and managing information technology solutions involves
producing, developing, and testing new, enhanced, and improved
solutions; enabling services that meet all confirmed requirements;
maintaining and managing solutions; supporting services to continue
meeting all confirmed requirements; and "sun setting"
solutions/discontinuing services no longer needed.
Developing the IT development strategy includes defining a
consistent approach to IT development; ensuring the repeatability of
development and maintenance activities; and allowing these
activities and their outcomes to be measured, thereby enabling
continuous improvement.
Performing IT services and solutions life cycle planning includes tasks
to maintain the long-term viability of a family of services and
solutions from cradle to grave. This includes ensuring that new
solutions are created and new services enabled when needed and
that existing services and solutions are properly repaired/enhanced or
sunset/discontinued in an orderly fashion when no longer needed.
Developing and maintaining IT services and solutions architecture
includes creating the technical definition of the reference architecture
for a family of IT services and solutions while ensuring compliance
with the overall enterprise architecture. Tasks include assessing the
need for new solutions and services, enabling new solutions and
services, and maintaining existing solutions and services in a
prescribed fashion consistent across the whole enterprise.
Creating IT services and solutions is defined as the installation of
service and/or solution design while ensuring that all functional and
nonfunctional requirements are met and that solutions comply with
organizational standards. Tasks include understanding service or
solution requirements, designing the service or solution, building or
integrating components, testing the solution or service, and gaining
customer acceptance and certification.
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Definition
Maintaining IT services and solutions includes the tasks required to
upkeep, repair, and develop minor (as defined by enterprise policy)
enhancements to existing solutions or services and ensure that
existing services or solutions continue to meet requirements. Tasks
include understanding requirements or defect analysis, modifying the
design of the service or solution, integrating newly required
components, testing the change to a solution or service, and gaining
customer acceptance and certification.
Deploying information technology solutions involves introducing
new, enhanced, or improved functionality into the environment with
minimal or no disruption to the services schedules; ensuring
consideration of appropriate security and contractual constraints; and
properly balancing business benefit with technical and business risk.
Developing the IT deployment strategy includes creating a consistent
approach to the introduction of changes and releases into the IT
environment, examining feedback from completed changes to ensure
a successful deployment, and developing policies specific to
change and release. Tasks include defining what constitutes a
change and release, determining who can request changes and
releases, establishing procedures to assign priority and approval
levels, developing an exception process, defining deployment
procedures, establishing and documenting a workflow for change
approvals, analyzing completed changes and releases, and
evaluating change trends and success rates.
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Definition
Planning and implementing changes includes all tasks necessary to
administer and plan individual change requests (including accepting
or rejecting the request), assessing the business and technical risks
of changes, determining which individual changes can be performed
simultaneously without increasing overall risk factors, and creating a
master change schedule. Other tasks include requesting services,
such as procurement and security, from other components to ensure
component availability and obtainment of necessary security
authorities.
Planning and managing releases involves establishing priority for
changes and executing all necessary planning activities to prepare for
the actual release implementation. Tasks include understanding
release design, coordinating release acceptance, planning rollout,
and coordinating training.
Delivering and supporting information technology services involves
delivering IT services and solutions within the budget provided;
meeting service commitments as measured by customer defined
service criteria; and achieving customer satisfaction targets.
Developing the IT services and solutions strategy consists of defining
the organizational approach for IT service and delivery. Tasks include
developing a strategy for delivering IT infrastructure services and
determining sourcing strategies.
Developing the IT support strategy requires defining the
organizational approach to delivering key enabling services and
assisting in the use of information technology. This strategy would
address help desk activities, desk-side support, and third level
technical support. Tasks include coordination of vendor support and
evaluation of sourcing alternatives.
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Definition
Managing IT infrastructure resources involves managing and
maintaining the physical computing assets, including hardware and
software, of the organization. Tasks include identifying configuration
items to be maintained, establishing the information management
system, collecting the configuration item information, populating the
database, and ensuring that information is available to other
components. Other tasks include preventive maintenance, facilities
management, configuration management, and inventory (asset)
management.
Managing IT infrastructure operations consists of activities required to
manage the organizational workload and operation of physical assets,
irrespective of their physical location. This includes providing and
executing the requested services, preparing and handling customer
input and data, managing security requests, and releasing resources
employed in the delivery of the requested service and subsequently
returning them to the resource pool.
Management of financial resources is a key back-office category 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.
The "perform planning and management accounting" process group
encompasses financial planning processes, including preparing
quarterly and annual projections of revenue, expenses, operating
profit, net income, and capital investments. The processes in this
group support decision making through an analysis of the
organizations historical effectiveness and by recommending the
most effective ways to allocate scarce resources to ensure that
economic value is created for shareholders.
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Definition
This is the process of developing periodic plans, budgets, and
forecasts to enable the achievement of organizational performance
goals. This includes setting assumptions for revenue and cost levels
as well as cash flowsexpected in the pursuit of organizational
growth. It also includes proactive cost control and reporting on actual
versus targeted financial results. It may also include predicting
financial results for the next four to six quarters on a rolling forward
basis. Budgets and forecasts should reflect financial targets derived
from strategic plans. They also serve as a discussion platform at
regular business review meetings, in which managers can decide if,
how, and when to alter tactics to ensure that performance targets are
achieved.
This is the process of developing and implementing methods and
models for the allocation of operating and overhead costs across
products and/or services. This is typically used to evaluate and
control product/service pricing, profitability, and trends. This includes
inventory accounting, cost of sales analysis, product costing, variance
analysis, and profitability reporting.
This is the process of developing and implementing methods and
approaches to analyze cost drivers, improve business processes,
benchmark, deploy/utilize assets and resources, and evaluate value
drivers. Within this process, the critical success factors and
performance indicators should be determined and linked with activity
based measures.
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Definition
This is the process of developing and implementing a framework that
guides internal decision makers as they deploy resourcesfinancial,
human, technical, etc.in the pursuit of sustainable, profitable
growth. It ensures that decisions are aligned with stated
organizational goals by measuring performance against
predetermined targets and managing the corrective action process.
This process includes: assessing customer and product profitability,
evaluating new products, lifecycle costing, optimizing the customer
and product mix, tracking the performance of new customer and
product strategies, preparing activity based performance measures,
and managing continuous cost improvement.
The "perform revenue accounting" process group includes the

recording/reporting of data related to the sale of goods and/or
services provided to customers. Revenue accounting, which is a
major component of preparing formal financial statements, reflects
the decisions an organization makes to recognize revenues in a given
reporting period. Costs (both direct and allocated) are then applied to
revenue to determine profit. The Perform revenue accounting process
includes revenue recognition decisions and often decisions about
reserves held back for bad debts and outstanding liabilities such as
warrantees. This process group is greatly affected by process 3.5.4
Manage sales orders, which is explained in the Related Processes
section of this document.
This is the process of evaluating customers creditworthiness.

Typically performed in conjunction with the generation of an order or
the creation of a new customer, this process encompasses all
operations associated with credit checking including the
establishment of credit policies, the analysis/approval of new account
applications, the review of existing accounts, and the generation of
credit/collection reports.
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Definition
This is the process of developing and delivering customer invoices. It
includes creating methods and procedures for communicating and
delivering invoices and statements for services and products. The
process encompasses the maintenance of customer/product master
files, the generation and transmittal of customer billing data to the
customer, the posting of receivable entries, and the resolution of
customer billing inquiries. It does not include receiving payments;
payment receipt is located in process 8.2.3 Process accounts
receivable.
This encompasses the processing of payments due from customers,
including the processing of any funds received, whether by check or
electronically. This process involves the establishment of accounts
receivable policies, the receipt and deposit of customer payments,
the application of cash remittances, the preparation of accounts
receivable reports, and the posting of accounts receivable activities
to the general ledger. It does not include the generation of invoices;
invoice generation is located in process 8.2.2 Invoice customer.
This is the process of coordinating and following through on collecting
payments due. This process includes generating letters and phone
calls on delinquent accounts, deciding when to collect, and selecting
the collection vehicle (e.g., an external agency or an in-house
department). It also encompasses the establishment of policies for
delinquent accounts, the analysis of delinquent accounts,
correspondence/negotiation with delinquent accounts, internal
discussions around account resolution, the processing of adjustments,
and the writing off of uncollectable balances.
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Definition
This is the process of receiving, rectifying, and monitoring customer
adjustments and deductions resulting from warranties, claims,
returns, and recalls of products and/or services. This process includes
the establishment of policies/procedures for adjustments, the
analysis of adjustments, correspondence and negotiation with
customers, internal discussions around account resolution, the
preparation of chargeback invoices, and the processing of related
entries
The "perform general accounting and reporting" process group
contains processes related to managing an organizations ongoing
financial records, including the maintenance of the chart of accounts,
the processing of journal entries, and the adjustment of the
organizations general ledger accounts. This group also encompasses
all operational activities performed to close the books on a monthly,
quarterly, and yearly basis as well as the recording, tracking, and
depreciation of fixed assets.
This is the process of controlling and updating the policies and
procedures related to financial management and control, including
maintenance of the financial procedures manual and the
establishment of service level agreements with internal
customers/suppliers and external financial service providers.
This is the process of managing the general ledgerincluding the
maintenance of the chart of accounts and the processing of journal
entries, allocations, period-end adjustments (e.g., accruals, currency
conversions), and intercompany transactions. It also encompasses
the reconciliation of general ledger accounts and intercompany
transactions, the preparation of the trial balance, and the preparation
and posting of management adjustments.
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Definition
This is the process of accounting for fixed asset transactions,
including additions, retires, transfers, adjustments, and depreciation
expenses. This process includes establishing fixed asset policies and
procedures, recording entries to the fixed asset register, tracking
fixed assets through physical inventories, and calculating and
recording depreciation and expenses related to fixed asset
maintenance and repair. This process often supports tax, statutory,
and regulatory reporting by providing data on fixed assets to the
appropriate departments. Fixed asset projects that were proposed,
pursued, and capitalized under process group 8.4 Manage fixed asset
project accounting are thereafter maintained within process 8.3.3,
under the auspices of general accounting and reportingunless a
project is initiated to dispose of the asset, in which case the project is
again covered in process group 8.4.
This is the process of gathering and consolidating periodic financial
performance data and presenting snapshots of financial results for
corporate-level, business unit-level, or department-level decision
makers. These snapshots take the form of highly structured financial
statements and may show comparisons with previous periods,
various profitability or growth ratios, cost consumption rates, or even
FTE deployment data.
The "manage fixed-asset project accounting" process group
encompasses the financial planning and supervising of projects
involving fixed assets (capital projects), including additions, retires,
transfers, adjustments and depreciation expenses. This group
typically relates to the acquisition or disposal of fixed assets.
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Definition
This is the process of developing capital investment policies and
procedures and implementing them to create and approve the capital
expenditure plan and budget. This includes performing justification
for project approvals as well as reviewing and approving capital
projects and fixed asset acquisitions. This process covers the
construction of a business case for a capital project
This is the process of managing and accounting for ongoing activities
related to capital projectsincluding setting up new projects,
recording project transactions, monitoring and tracking spending,
closing and capitalizing projects, and measuring financial returns on
completed projects. Once a project is closed and the asset is
capitalized, the accounting for that asset is no longer part of this
8.4.2 Perform capital project accounting process and instead will be
performed under the process 8.3.3 Perform fixed asset accounting.
Once the project is capitalized, it is a fixed asset.
The "process payroll" process group consists of reporting time,
managing pay, and processing taxes. Payroll administration tasks as
defined elsewhere in the PCF are not considered in scope for "process
payroll."
Capturing employee time information and recording data in the time
reporting system for use by payroll, benefits, billing (depending on
business model), etc. Preparing the data for payroll and benefits
usage by analyzing and reporting paid and unpaid leave, monitoring
regular, overtime and other hours, and analyzing and reporting
employee utilization. This includes establishing policies and
procedures for reporting time, management activities and system
maintenance to effectively capture and report on employee time.
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Definition
This is the process of calculating employee payroll for each pay
period, including bonus runs throughout the year, and transmitting
payments to employee accounts or directly to employees. It includes
maintaining and administering employee earnings and deductions,
monitoring changes in tax status in order to prepare the payroll each
period, responding to all payroll-related inquiries, and processing
adjustments and/or manual corrections as appropriate. This process
also encompasses management activities and payroll
system/interface maintenance to ensure accurate payments.
This process ensures regulatory and statutory compliance for payroll
tax obligations on behalf of the organization. This includes filing
regulatory payroll tax forms in a timely manner and calculating and
paying applicable payroll taxes. The production and distribution of
employee tax statements on an annual basis (e.g., W2s in the U.S. or
local equivalent) is also covered in this process.
The "process accounts payable and expense reimbursement" process
consists of processing payments for operating expenses and other
supplier charges, which includes verifying of accounts payable with
vendor records, maintaining and managing electronic commerce,
auditing invoices and approving payments, processing financial
accruals and reversals, processing payments and taxes, researching
and resolving exceptions, and adjusting accounting records. It also
develops policies and procedures around processing of accounts
payable and all related operations. Technology is typically key to
achieving top performance in this process.
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Definition
This process consists of processing payments for operating expenses
and other supplier charges, which includes verifying of accounts
payable with vendor records, maintaining and managing electronic
commerce, auditing invoices and approving payments, processing
financial accruals and reversals, processing payments and taxes,
researching and resolving exceptions, and adjusting accounting
records. It also encompasses the development of policies and
procedures around the processing of accounts payable and all related
operations. Technology is typically key to achieving top performance
in this process.
This process includes the approval and processing of advancements
and reimbursements for employee expenses on the organizations
behalf as well as capturing and reporting relevant tax data and
managing personal accounts. This process often dovetails with the
processing of accounts payable and includes the development and
use of policies and procedures.
The "manage treasury operations" process group includes the
management of treasury policies and procedures, cash, bank
accounts, debts, investments, and financial risks.
This process involves establishing the scope and governance of
treasury operations; creating and publishing treasury policies;
developing, monitoring, auditing, and revising treasury procedures;
developing and confirming internal treasury controls; and defining
system security requirements.
This process includes managing and reconciling cash positions;
managing cash equivalents; processing and overseeing electronic
fund transfers; developing cash flow forecasts; managing cash flows;
producing cash management accounting transactions and reports;
managing and overseeing banking relationships; and analyzing,
negotiating, resolving, and confirming bank fees.
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Definition
The activities used to manage in-house bank accounts include
managing in-house bank accounts for subsidiaries; managing and
facilitating intercompany borrowing transactions; managing
centralized outgoing payments on behalf of subsidiaries; managing
central incoming payments on behalf of subsidiaries; managing
internal payments and netting transactions; calculating interest and
fees for in-house bank accounts; and providing account statements
for in-house bank accounts.
This process involves managing financial intermediary relationships;
managing liquidity and issuer exposure; processing and overseeing
debts and investments; making foreign currency transactions; and
producing debt and investment accounting transaction reports.
This process includes managing interest rate, foreign exchange, and
exposure risks; developing and executing hedging transactions;
evaluating and refining hedging positions; producing hedge
accounting transactions and reports; and monitoring credit.
The "manage internal controls" process group consists of operating
controls, monitoring compliance with internal controls policies and
procedures, and reporting on internal controls compliance. Internal
controls do NOT include external audit activities.
This process incorporates the planning, management, operation, and

monitoring of internal control mechanisms, policies, and procedures.
It includes designing and implementing control activities; monitoring
control effectiveness; remediating control deficiencies; creating
compliance functions; operating compliance functions; and
implementing and maintaining technologies and tools to enable the
controls-related activities.
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Definition
This process includes reporting to external auditors, regulators,
shareholders, debt holders, securities exchanges, business partners,
internal management, and any other bona fide third parties.
The "manage taxes" process group includes the processes associated
with estimating an organizations periodic tax liabilities and ensuring
that appropriate taxing authorities receive tax return filings and
payments when due.
This process includes setting targets for periodic tax liabilities and
assessing the tax impact of various activities, such as the acquisition
or disposal of fixed assets or a deliberate change in employee
population.
This is the process of accounting for taxes collected or paid.
The "manage international funds/consolidation" process is the
process of managing cash collections and disbursements made by
operating units across the enterprise and, when appropriate,
transferring cash from those units to parent level bank accounts
managed by the organizations treasury team.
This is the process of forecasting and monitoring changes in foreign
currency value or interest rates around the world.
This is the process of converting cash from one currency to another in
the course of conducting cross-border trade or investment.
This process involves assessing an organizations exposures to
potential financial losses that could occur as a result of changes in
the relative value of currencies globally. Hedging currency exposures
refers to the process of forecasting the impacts of movements in
foreign currency values and entering into financial transactions
designed to offset or limit an organizations potential exposure to
loss.
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Definition
This process involves making accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
Global trade services represents the collection of processes related to
cross-border collaboration and compliance with international
regulations including import/export controls, product classification,
duty calculation, relationships with customs, trade communications
and documentation, restitution, and international letters of credit.
This category has been expanded in the E&U model to include both
the original non-productive assets (such as property, buildings and
facilities) plus utility networks and major plant assets.
Previously these processes might have been covered under 9.1. But
9.1 was a poor representation of utility plant and network design and
construction processes. The new 9.2 process group for E&U provides
a more comprehensive and accurate description of this core utility
function, leaving 9.1 to describe processes applicable to property and
buildings (as was its original intent).
The process "dispose of productive and nonproductive assets"

involves planning how to discontinue the use of an asset at the end
of its life cycle. This process group includes developing an exit
strategy, performing a sale or trade of assets, and performing asset
abandonment.
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Definition
The process group "manage enterprise risk, compliance, remediation,
and resiliency" is responsible for ensuring that an organization
effectively manages its risk. Process groups are aligned with
traditional risk management activities.
The "manage enterprise risk" process group addresses enterprise risk
management. Risk is the probability or threat of a negative
occurrence caused by potential events. Strategic, operational,
financial, and hazard risks categories are included in this group.
Manage enterprise risk includes establishing an enterprise risk
management framework and policies, overseeing enterprise risk
management activities across the organization, and coordinating
business unit/functional risk management processes. Based on the
enterprise-level risk management frameworks and policies, business
unit/functional risk management activities are executed and
managed. This process group also covers the management of
regulatory compliance to ensure the organization has the required
procedures in place and follows regulatory requirements.
The "manage compliance" process group is responsible for the

development of internal and external compliance activities.
Remediation efforts are those processes necessary to repair damage
to assets created by the occurrence of a risk, be it a new risk or a risk
under existing management.
Managing business resiliency and risk includes the processes required
to enable firms to rapidly adapt and respond to any internal or
external opportunity, demand, disruption, or threat; continue
operations without significant impact to the business; and develop a
more dynamic, strategic, and integrated approach to managing
compliance obligations.
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Definition
External relationships are those relationships with stakeholders of the
entity, including investors, government and industry, the board of
directors, and the general public. This is not related to customer
management.
Strong government and industry relationships are essential to the
longevity of any company. This process group is responsible for
managing government relations, trade and industry group
relationships, and lobbying activities.
The "manage relations with board of directors" process group
encompasses the processes required to select, appoint, govern, and
communicate with the organizations board of directors while
complying with the organizations bylaws. These processes include
"report results" and "report audit findings."
"Manage legal and ethical issues" includes a variety of processes that
address the legal and moral framework of the organization and policy
development and enforcement.
"Manage public relations" includes processes related to the flow of

information from an organization to the public. It includes the
processes "manage community relations, "manage media relations,"
"promote political stability," "create press releases," and "issue press
releases." Public relations processes influence the public view of an
organization and its products or services. These programs may
include but are not limited to: corporate social responsibility (CSR)
programs, corporate giving, volunteerism, and community
partnerships. These programs may use a variety of avenues including
media outlets, personalities, social resources, networks, or lobbying.
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Definition
Business capabilities are those activities performed by an
organization that are fundamental to the successful operation of the
organization, even across functions in a business. Capabilities defined
in the PCF include business process management; portfolio, program,
and project management; quality management; change
management; benchmarking; environmental health and safety
management; and knowledge management.
The "manage portfolio, program, and project" process group focuses
on identifying projects and initiatives; initiating, executing, and
closing projects; monitoring the overall project performance and
status; and making projects visible to organizational decisionmakers.
The "manage quality" process group creates a quality strategy, plans
and supports the staff that oversee quality work force, and conducts
quality assessments.
The purpose of the Establish Quality Requirements is to define a
specific plan for quality within the execution of work. This requires a
complete understanding (e.g., an inventory) of all stakeholder
requirements (e.g., product, service, or process) and an associated
set of critical-to-quality characteristics (CtQCs) that can be measured
for each of these requirementto prove the requirements are met.
These CtQCs are used to evaluate the current capabilities of the
organization to meet the requirements and identify any potential
gaps that may lead to a nonconformance prior to the execution of
work. A determination is made to mitigate the gap with preventive
activities or deemed an acceptable risk. As an output, the plan for
quality provides documentation about how Quality will be ensured
(e.g., preventive, control, assurance) and all actions that will be taken
if a nonconformance occurs.
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Definition
All stakeholder requirements that describe the characteristics of a
product, service, or process must be documented and gathered, in an
accessible format, in preparation for establishing quality
requirements. The actual establishment of these requirements is not
within the scope of the EQ Framework, but is a critical input used
throughout planning for Quality. Stakeholders, in this instance,
include any internal or external party (e.g., customers, government
agencies, industry standards, enterprise policies, business or
functional performance targets) that have expressed a requirement
(often described as critical-to-customer (CtC) characteristics). CtQCs
are measurable elements of the process, product, or service whose
performance standards or specifications must be met to satisfy the
established requirement. Each stakeholder requirement must have an
associated CtQCs, unless the requirement itself fully defines all
elements that must exist. The CtQCs must be documented and
aligned to the specific requirement being fulfilled.
Analysis is conducted to assess the current state of the processes to

achieve the CtQCs. This analysis must include, but is not limited to,
all required activities established in the organization's Risk
Management standards. All identified gaps are documented and a
determination is made as to whether the gap will be mitigated
through preventive Quality activities or deemed as acceptable risk.
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.
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Definition
The purpose of quality assurance and control design is to ensure all
processes can create products or services that meet the CtQCs, by
minimizing defects from occurring (or meeting the specified
tolerances for performance). For example, the implementation,
alignment, and adherence of work activities to the EQ Framework is
considered a quality assurance activity. In planning Quality assurance
and activities, the concepts of fit for purpose (does the product or
service meet the intended purpose) and right the first time
(elimination of mistakes, errors, or defects) must be considered.
A plan for quality defines how the CTQ characteristics will be
achieved, controlled, assured and managed throughout the entire
lifecycle of a product or service. The definition of this may be a
separate quality plan or can be the inclusion/alignment of the EQ
Framework in existing plans. At a minimum, all plans for quality must
include the following: requirements, CtQCs, a preventive quality
assessment, description of how the product or service is going to be
verified, criteria against which the verification is to be assessed, how
any nonconformance to those requirements will be managed, and the
records that will be kept to demonstrate conformity.
Evaluation compares the work outcomes with respect to quality

characteristics against the intended results as designed. It serves as
a check for: Initiating non-conformance management
Identifying long-term root cause analyses Providing test and
compliance data for future analyses Requirements may include both
in-process or output standards in addition to customer outcome
standards. In particular, key process indicators (KPIs) and critical to
quality (CTQ) characteristics must be used as the basis for any
evaluation and test methodology.
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Definition
The purpose of recording results is to provide documented evidence
for (minimally): Audit requirements by external parties Nonconformance management Management reporting requirements
Trend analysis and quality improvement Results should be
maintained electronically, in corporate standard format(s), and
owned by a designated function or role. Access to results should be
provided on an as needed basis to appropriate stakeholders with
appropriate levels of editing rights.
The purpose of determining sample significance includes:

Determining whether or not the sample is representative of the larger
output or outcome Determining if the sample meets or does not
meet the requirements Identifying the conditions for acceptance,
rejection, remediation, and prevention For each key process indicator
(KPI), CtQCs, or other dimension assessed, significance is assigned
individually.
Summarizing results of the test(s)/audit(s) provides insights and
indicators derived from the raw data. It serves as a basis for
informing post-assessment actions by providing information
separating significant from insignificant results. Summaries may be
shown in various forms, including charts, tables, statistical test
results, or written findings and conclusions.
(input into non-conformance or drive improvement)
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Definition
This process includes the effort to analyze nonconformance events
and determine the need for corrective and/or preventative action(s).
The level of analysis may include root cause, risk exposure and other
evaluations that will be necessary to properly review and
approve/reject subsequent actions. Recommended actions may
include corrective, preventative or no action based upon the impact
and likelihood of reoccurrence. Approval will be based upon
cost/benefit, risk exposure and other pertinent factors. Determination
of not only what action(s) but also timing and assignment of
responsibility will occur. If correct/preventive actions are needed, this
will trigger the Preventive Action process.
The "manage change" process group includes all processes involved

in implementing and facilitating major changes throughout an
organization or in a selected unit, department, division, etc. The
needed changes are typically identified in process groups "create and
manage organizational performance strategy," "benchmark
performance," or "manage strategic initiatives." "Manage change"
deals with the activities necessary to plan, develop, implement, and
monitor those changes. These are often project related processes for
activities that may have a set start and end date. However, activities
in the process "sustain improvement" may continue periodically well
into the future. In some organizations, monitoring and sustaining
improvement takes place within the other process categories specific
to the area of the business where the change occurred, and those
organizations track change-related processes in those appropriate
categories.
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Definition
The Plan for change process involves all processes, from selecting the
methodology for implementation to identifying stakeholders,
resources, and preliminary measures. It also includes the
identification of any barriers to the change and the formation of the
team who will implement the change. Although the change
methodology is selected in this process, the change itself is not
extensively designed until process 12.4.2 Design the change. 12.4.1
is a planning and foundation laying process.
During the Design the change process, the change team aligns the
change with other activities already in place or planned for the
organization. It develops specific training and implementation plans,
including communication schedules, new role assignments, and
budgets.
In the Implement change process, organizations embed the new
processes, systems, or other changes into the business. During this
process, training is administered; stakeholders are consulted; and
new documents, policies, processes, and technologies go into effect.
Processes to continuously measure the change also begin, but
measurement activities are typically tracked within the processes
under process group 12.1 Create and manage organizational
performance strategy.
The Sustain improvement process encompasses the tracking of
changes made to the business and the general monitoring and
maintenance of performance related to the change. This process
includes post improvement project activities, like debriefings where
lessons learned during the change are shared and recorded. These
processes may be revisited regularly to monitor performance, but
these regular processes may eventually be tracked as part of
continuous organizational processes under process group 12.1 Create
and manage organizational performance strategy.
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Definition
The "develop and manage enterprise-wide knowledge management
(KM) capability" process group comprises processes associated with
knowledge flow within an organization (e.g., create, identify, collect,
review, share, access, and use knowledge). At its heart, knowledge is
information in action. Knowledge management (KM) is a systematic
process that enables information and knowledge to grow, flow, and
create value. The KM discipline is about connecting people to the
information and expertise they need to achieve business results.
Various approaches can be used to support this goal, including
content management, communities of practice, transfer of best
practices, lessons learned, expertise location, virtual collaboration,
and social computing. The specific KM approaches that an
organization pursues are determined by the business problems it
wants to address. For example, if an organization is seeing similar
mistakes repeated across business units, it may implement a lessons
learned process so that employees can learn what has and hasnt
worked in other parts of the business. Similarly, an organization that
is concerned about knowledge loss due to retirement may consider
interviewing senior level employees who are nearing retirement and
making their expertise accessible through documents or videos.
Although technology plays a role in KM, it is critical to implement
technology as part of a larger, systematic change initiative. The
introduction of new tools will not change behavior unless people
understand when, how, and why to share knowledge and are
incentivized to do so.
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Definition
The Develop KM strategy process includes activities related to
establishing an enterprise KM program. A KM program is an
organization wide effort to standardize and excel in KM. The first set
of activities relates to logistics such as governance, roles, and
funding. An organization with a clear business case for KM is in a
better position to select an appropriate governance model. For
example, a program focused on expertise location might need ties to
the HR function, whereas a program focused on content management
might be better housed in the IT function. Funding is also impacted
by the business case, but most organizations use a combination of
corporate and business unit funding for KM. The second set of
activities relates to linking KM to business objectives and managing
KM related change. Again, the specific tactics involved will depend on
the business problems that KM is intended to solve, as well as the
current culture and its receptiveness to KM. Note that processes
12.3.1 and 12.3.4 both contain activities related to technology needs,
training, communication, and change management. The difference is
that the activities in the Develop KM strategy process relate to the
KM program as a whole, as opposed to specific KM approaches.
Before improving how it manages knowledge, an organization must

evaluate its current KM processes and practices. The Assess
knowledge management capabilities process includes activities for
determining exactly where an organization stands on the KM learning
curve, pinpointing gaps, and identifying KM approaches and tactics
that will have meaningful impact on strategic objectives. For
organizations that struggle with this process, frameworks like APQCs
KM Capability Assessment Tool provide standard structures for
measuring KM maturity and identifying performance gaps.
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Definition
The process "measure and benchmark" encompasses the processes
required to develop a strategy for monitoring and improving the
performance of an organization including creating and managing
organizational performance strategy and benchmarking performance.
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Definition
This process group encompasses those processes required to develop
a strategy for monitoring and improving the performance of an
organization. Although this process group is related to process group
1.2 Develop business strategy, 12.1 Create and manage
organizational performance strategy focuses more on internal
performance rather than external or competitive positions in the
marketplace. Process group 12.1 centers around measurement,
including the creation of measures and the act of measuring itself.
This is the measurement of internal performance within a strategy for
tracking, streamlining, and improving it. Activity 1.2.2.6 Develop
lean/continuous improvement strategy also relates to these activities
but is more typically used when executives are developing a business
strategy to enhance external market position. 1.2.2.6 focuses on
high-level strategy development, whereas 12.1 encompasses the
tactical measurement of internal processes and work force
improvement. The measurement processes in process group 12.1
should align with human capital management processes such as
6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other
human capital management processes refer to the overall
management of employee information and the use of metrics to
guide employee development and rewards. Process group 12.1 refers
to the collection of the data and the strategies employed to gather it.
It does not refer to the day-to-day activities of human capital
managers, but instead to the development of strategies and systems
that allow human resources to more effectively manage personnel.
Process group 12.1 also includes the measurement of machines,
entire processes, facility and environmental efficiency, overall cost
effectiveness, and other activities not directly related to human
performance.
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Definition
The Create enterprise measurement systems model process refers to
the development of a high-level measurement system to track
performance across the enterprise or in specific functions or business
units. In this process, organizations determine which processes to
measure, which measures to use, how often to measure, and what
the target measurement results should be. Decision makers usually
also define which actions will be taken given certain measurement
results. This process does not refer to actual measurement activities
or consequential actions; it focuses on strategic decisions about how
to best measure an organization. Because measures should be
revisited and realigned with organizational goals as time passes, this
process should repeat on a regular basis as a review.
The Measure process productivity process includes all activities

associated with measuring how productive processes are. This
process will vary depending on which activities and business
components are being measured. Unlike process 12.1.4 Measure staff
efficiency, process 12.1.2 measures outcomes (e.g., how much of X is
produced within X time period). A manufacturing process may be
measured according to number of units produced per FTE or number
of high-quality units produced. A marketing department might be
measured on the completion of a target number of campaigns per
marketing FTE. Some organizations choose to include measurement
analysis in this process. Actions taken based on the measurement
typically exist as activities within process group 12.4 Manage change
or within the other function-specific categories. (For example, if
measures indicate that inventory levels need to be better optimized,
the resulting actions would take place under the process 4.5.3
Operate warehousing.)
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Definition
The Measure cost effectiveness process covers all activities
associated with measuring the cost effectiveness of a process. This
process will vary depending on which activities and business
components are being measured. An organization may want to track
its return on investing in activities like marketing campaigns, new
equipment, and process redefinition. It may also measure cost per
employee or cost per cycle for a given process, function, or business
unit. Some organizations choose to include measurement analysis in
this process. Actions taken based on the measurement typically exist
as activities within process group 12.4 Manage change or within the
other function-specific categories. (For example, if measures indicate
that inventory levels need to be better optimized to reduce costs, the
resulting actions would take place under the process 4.5.3 Operate
warehousing.)
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Definition
The Measure staff efficiency process covers all activities associated
with measuring how efficiently employees perform. This process will
vary depending on which activities and business components are
being measured. This process often focuses on measuring activities
performed manually or compares manual completion with completion
aided by automation. These measures can help determine where
automation could increase efficiency or identify differences between
the efficiency of one employee or group and another. This process
could also include an evaluation of the quality of work, which could
potentially reduce or increase the amount of automation or review
included in the process. This process, unlike process 12.1.2 Measure
process productivity, does not measure outputs of a process. Instead,
it measures the agility and speed of the activities that lead to a final
product. Some organizations choose to include measurement analysis
in this process. Actions taken based on the measurement typically
exist as activities within process group 12.4 Manage change or within
the other function-specific categories. (For example, if measures
indicate that the invoicing cycle is too long or has redundant steps,
the resulting actions would take place within process 8.2.2 Invoice
customer.)
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Definition
The Measure cycle time process includes all activities associated with
measuring how long it takes to perform certain processes or cycles of
action. This process will vary depending on which activities and
business components are being measured. Organizations typically
include the measurement of cycles like customer response time,
invoicing, or order to cash under this process. Some organizations
choose to include measurement analysis in this process. Actions
taken based on the measurement typically exist as activities within
process group 12.4 Manage change 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 8.2.2 Invoice customer.)
Process group 12.2 Benchmark performance encompasses all the

processes required to compare organizational performance internally
or externally with other organizations. Some organizations run
benchmarking through a central group or department. In other cases,
benchmarking takes place as part of a specific project or within a
particular department that sees the need to compare its performance
with other departments or organizations
In order to benchmark, an organization must first examine its own
performance. The Conduct performance assessments process
includes activities related to measuring, researching, and recording
the performance of people, processes, mechanisms, or other areas of
the business that the organization wants to benchmark or track.
Usually, these assessments are performed on a regular cycle to
monitor long-term performance. But this can also refer to an in-depth
pre benchmarking exercise to look at specific process that might not
be regularly assessed.
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Definition
The Develop benchmarking capabilities process refers to tasks
associated with increasing an organizations ability to compare its
performance internally or externally or maintain benchmarking
relationships with other organizations. This can include training staff
in benchmarking, developing technological solutions or other
materials to aid benchmarking efforts, or consulting with external
entities to gain knowledge or tools to help benchmark.
In the Conduct gap analysis to understand need for change and
degree needed process, the organization examines its performance
against that of the benchmarked organizations or entities. It notes
the differences between organizational performance and that of the
benchmarked standard and studies those differences to identify what
specific changes need to be made. The organization determines how
much its performance needs to change to meet expectations and
help the organization reach its strategic goals.
The process group "manage environmental health and safety"
concerns the management of environmental, health, and safety risks,
including: environment, occupational health and safety, community
health and safety, and construction/decommissioning. This process
group includes determining the environmental, health, and safety
impacts of an organizations products, services, and operations;
developing and executing business unit/functional EHS programs; and
training and educating employees. It also covers monitoring and
managing business unit/functional EHS management programs,
ensuring compliance with regulations, and managing remediation
efforts.
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Process
Element Hierarchy
ID
ID
Process element
10002 1.0
Metric Category
Process Efficiency
Metric ID
101337
101339
10002
1.0
Process Efficiency
10003
2.0
Cost Effectiveness 100694
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category Metric ID

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
260 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
Cycle Time
103464
10003
2.0
Cycle Time
103466
10003
2.0
Cycle Time
103468
10003
2.0
Cycle Time
103476
10003
2.0
Cycle Time
100193
10003
2.0
Cycle Time
100656
10003
2.0
Cycle Time
100664
10003
2.0
Cycle Time
100665
263 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Cycle Time
Metric ID
100379
10003
2.0
Cycle Time
100381
10003
2.0
Cycle Time
100383
10003
2.0
Process Efficiency
100946
10003
2.0
Process Efficiency
100198
10003
2.0
Process Efficiency
100201
10003
2.0
Process Efficiency
100204
10003
2.0
Process Efficiency
100236
10003
2.0
Process Efficiency
100239
10003
2.0
Process Efficiency
100242
10003
2.0
Process Efficiency
100184
10003
2.0
Process Efficiency
100187
264 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Process Efficiency
Metric ID
100190
10003
2.0
Process Efficiency
100275
10003
2.0
Process Efficiency
100278
10003
2.0
Process Efficiency
100281
10003
2.0
Process Efficiency
100284
10003
2.0
Process Efficiency
100287
10003
2.0
Process Efficiency
100290
10003
2.0
Process Efficiency
103123
10003
2.0
Process Efficiency
103124
10003
2.0
Process Efficiency
103125
10003
2.0
Process Efficiency
102462
265 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Process Efficiency
Metric ID
102526
10003
2.0
Process Efficiency
101754
10003
2.0
Process Efficiency
101381
10003
2.0
Process Efficiency
102308
10003
2.0
Process Efficiency
102310
10003
2.0
Process Efficiency
102407
10003
2.0
Process Efficiency
101979
10003
2.0
Process Efficiency
101982
10003
2.0
Process Efficiency
101985
10003
2.0
Process Efficiency
101987
10003
2.0
Process Efficiency
100950
10003
2.0
Process Efficiency
101069
10003
2.0
Process Efficiency
101238
266 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Process Efficiency
Metric ID
101353
10003
2.0
Process Efficiency
101357
10003
2.0
Process Efficiency
101359
10003
2.0
Process Efficiency
101387
10003
2.0
Staff Productivity
101378
10003
2.0
Staff Productivity
101355
10003
2.0
Staff Productivity
101350
267 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Staff Productivity
Metric ID
101384
10003
2.0
Staff Productivity
102644
10003
2.0
Staff Productivity
100948
10003
2.0
Staff Productivity
100945
10003
2.0
Staff Productivity
104463
10003
2.0
104401
10003
2.0
Supplemental
Information
Supplemental
Information
101998
268 of 733
Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Metric ID
101999
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
Supplemental
Information
102126
10003
2.0
102127
10003
2.0
Supplemental
Information
Supplemental
Information
10004
3.0
Process Efficiency
100511
10004
3.0
Process Efficiency
101833
10004
3.0
Process Efficiency
101918
102000
102001
102002
102003
102125
102128
269 of 733
Process
Element Hierarchy
ID
ID
Process element
10004 3.0
Metric Category
Process Efficiency
Metric ID
102289
10004
3.0
Process Efficiency
104210
10004
3.0
Process Efficiency
104302
10004
3.0
Process Efficiency
104485
10004
3.0
Process Efficiency
104486
10004
3.0
Process Efficiency
104725
10004
3.0
104733
10004
3.0
10004
3.0
Supplemental
Information
Supplemental
Information
Supplemental
Information
10004
3.0
104736
10004
3.0
Supplemental
Information
Supplemental
Information
10004
3.0
Supplemental
Information
104738
104734
104735
104737
270 of 733
Process
Element Hierarchy
ID
ID
Process element
10004 3.0
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
104739
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102343
Supplemental
Information
Supplemental
Information
Supplemental
Information
102353
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10005
4.0
Supplemental
102288
Information
Supplemental
101831
Information
10005
4.0
102341
102345
102347
102349
102351
102355
101926
271 of 733
Process
Element Hierarchy
ID
ID
Process element
10005 4.0

10005
4.0
10005
4.0
10005
4.0
10005
4.0
10005
4.0
Cycle Time
103189
10005
10005
4.0
4.0

Cycle Time
Cycle Time
100395
100496
10005
10005
4.0
4.0

Cycle Time
Cycle Time
100651
100699
10005
4.0
Process Efficiency
100715
10005
4.0
Process Efficiency
100719
10005
4.0
Process Efficiency
100468
10005
4.0
Process Efficiency
103482
272 of 733
Process
Element Hierarchy
ID
ID
Process element
10005 4.0
Metric Category
Process Efficiency
Metric ID
101741
10005
4.0
Process Efficiency
103148
10005
4.0
Process Efficiency
103178
10005
4.0
Process Efficiency
100076
10005
4.0
Process Efficiency
100207
10005
4.0
Process Efficiency
100210
10005
4.0
Process Efficiency
100215
10005
4.0
Staff Productivity
104775
10005
4.0
10005
4.0
10006
5.0
Supplemental
100789
Information
Supplemental
104252
Information
10006
5.0
273 of 733
Process
Element Hierarchy
ID
ID
Process element
10006 5.0

10006
5.0
10006
5.0
10006
5.0
10006
5.0
10006
5.0
10006
5.0
274 of 733
Process
Element Hierarchy
ID
ID
Process element
10006 5.0

10006
5.0
10006
5.0
10006
5.0
10006
5.0
275 of 733
Process
Element Hierarchy
ID
ID
Process element
10006 5.0
Metric Category
Process Efficiency
Metric ID
101144
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
276 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0

10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
277 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0

10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
278 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0

10007
6.0
10007
6.0
Process Efficiency
101031
10007
6.0
Process Efficiency
101272
10007
6.0
Staff Productivity
101335
10007
6.0
Staff Productivity
101368
10007
6.0
Staff Productivity
101416
10007
6.0
Staff Productivity
100487
279 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Metric Category
Staff Productivity
Metric ID
100943
10007
6.0
Supplemental
Information
100861
10007
6.0
Supplemental
Information
100028
10007
6.0
100043
10007
6.0
Supplemental
Information
Supplemental
Information
10007
6.0
Supplemental
Information
100060
10007
6.0
Supplemental
Information
100082
100045
280 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Metric Category
Supplemental
Information
Metric ID
104154
Supplemental
Information
Supplemental
Information
104562
10007
6.0
10007
6.0
10007
6.0
Supplemental
Information
101441
10007
6.0
Supplemental
Information
101873
10007
6.0
Supplemental
Information
101874
10007
6.0
Supplemental
Information
101875
10007
6.0
Supplemental
Information
101876
101435
281 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Metric Category
Supplemental
Information
Metric ID
101877
10007
6.0
Supplemental
Information
101963
10007
6.0
Supplemental
Information
101964
10007
6.0
Supplemental
Information
101965
10007
6.0
Supplemental
Information
101966
10007
6.0
Supplemental
Information
101967
10007
6.0
Supplemental
Information
101968
10007
6.0
Supplemental
Information
101969
10007
6.0
Supplemental
Information
101970
10007
6.0
101971
10007
6.0
Supplemental
Information
Supplemental
Information
102081
282 of 733
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Metric Category
Supplemental
Information
Metric ID
102301
10007
6.0
Supplemental
Information
102330
10007
6.0
Supplemental
Information
102618
10007
6.0
Supplemental
Information
103176
10007
6.0
Supplemental
Information
104114
10007
6.0
Supplemental
Information
104130
10008
7.0
10008
7.0
283 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0

10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
284 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0

10008
7.0
10008
7.0
10008
7.0
10008
7.0
Cycle Time
103395
10008
7.0
Cycle Time
103397
10008
7.0
Cycle Time
103400
10008
7.0
Cycle Time
103403
10008
7.0
Cycle Time
103405
10008
7.0
Cycle Time
103407
285 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Metric Category
Cycle Time
Metric ID
103419
10008
7.0
Cycle Time
103421
10008
7.0
Cycle Time
103424
10008
7.0
Cycle Time
103427
10008
7.0
Cycle Time
103429
10008
7.0
Cycle Time
103431
10008
7.0
Process Efficiency
100970
286 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Metric Category
Process Efficiency
Metric ID
100972
10008
7.0
Process Efficiency
100974
10008
7.0
Process Efficiency
101241
287 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Metric Category
Process Efficiency
Metric ID
100940
10008
7.0
Staff Productivity
101295
10008
7.0
Supplemental
Information
101770
10008
7.0
Supplemental
Information
102723
10008
7.0
Supplemental
Information
102725
10008
7.0
Supplemental
Information
102727
288 of 733
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Metric Category
Supplemental
Information
Metric ID
100957
Supplemental
Information
Supplemental
Information
Supplemental
Information
104625
10008
7.0
10008
7.0
10017
1.1.1
10064
2.2.3
Define product/service development requirements Cost Effectiveness 101489
10064
2.2.3
10064
2.2.3
10064
2.2.3
10064
2.2.3
10064
2.2.3
10064
2.2.3
104626
101747
289 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
10064 2.2.3
Define product/service development requirements Process Efficiency
Metric ID
101028
10080
2.3.1
10080
2.3.1
10080
2.3.1
10080
2.3.1
10080
2.3.1
10080
2.3.1
10080
2.3.1
10080
2.3.1
10080
2.3.1
290 of 733
Process
Element Hierarchy
ID
ID
Process element
10080 2.3.1

10080
2.3.1
10080
2.3.1
10080
2.3.1
Process Efficiency
10081
2.3.3
Test market for new or revised products and

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
100996
291 of 733
Process
Element Hierarchy
ID
ID
Process element
10081 2.3.3
services

10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
10081
2.3.3

services
292 of 733
Process
Element Hierarchy
ID
ID
Process element
10081 2.3.3
services

10081
2.3.3

services
10081
2.3.3

services
Process Efficiency
101150
10101
3.1
Supplemental
Information
104740
10101
3.1
Supplemental
Information
104741
10101
3.1
Supplemental
Information
104742
10101
3.1
Supplemental
Information
104743
10101
3.1
Supplemental
Information
104744
10105
3.6
Process Efficiency
100213
10105
3.6
Supplemental
Information
102530
293 of 733
Process
Element Hierarchy
ID
ID
Process element
10107 3.1.2

10107
3.1.2
10107
3.1.2
10107
3.1.2
10107
3.1.2
10107
3.1.2
10149
3.2.2
10149
3.2.2
10150
3.2.3
Cycle Time
10150
3.2.3
10151
3.2.4
Supplemental
104635
Information
10153
3.2.6
Supplemental
Information
104637
104631
294 of 733
Process
Element Hierarchy
ID
ID
Process element
10183 3.6.2
10184
3.6.4
Metric Category
Supplemental
Information
Cycle Time
10184
3.6.4
Process Efficiency
102339
10184
3.6.4
Process Efficiency
102456
10184
3.6.4
Staff Productivity
104769
10184
3.6.4
10184
3.6.4
10185
3.6.6
Manage sales orders
Supplemental
104638
Information
Supplemental
104764
Information
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
Metric ID
104763
104636
295 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

296 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
297 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
298 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
299 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
300 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
301 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
302 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
Cycle Time
100170
303 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders
Metric Category
Process Efficiency
Metric ID
101799
10185
3.6.6
Manage sales orders
Process Efficiency
101800
10185
3.6.6
Manage sales orders
Process Efficiency
100976
10185
3.6.6
Manage sales orders
Process Efficiency
101014
10185
3.6.6
Manage sales orders
Process Efficiency
102588
10185
3.6.6
Manage sales orders
Process Efficiency
102101
10185
3.6.6
Manage sales orders
Process Efficiency
102552
10185
3.6.6
Manage sales orders
Process Efficiency
102560
10185
3.6.6
Manage sales orders
Process Efficiency
102563
304 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders
Metric Category
Process Efficiency
Metric ID
102566
10185
3.6.6
Manage sales orders
Process Efficiency
100731
10185
3.6.6
Manage sales orders
Process Efficiency
102743
10185
3.6.6
Manage sales orders
Process Efficiency
102827
10185
3.6.6
Manage sales orders
Process Efficiency
104195
10185
3.6.6
Manage sales orders
Process Efficiency
104640
10185
3.6.6
Manage sales orders
Staff Productivity
102529
10185
3.6.6
Manage sales orders
Staff Productivity
101404
10185
3.6.6
Manage sales orders
Staff Productivity
101410
10185
3.6.6
Manage sales orders
Supplemental
Information
102008
10185
3.6.6
Manage sales orders
Supplemental
Information
102531
305 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
102533
10185
3.6.6
Manage sales orders
Supplemental
Information
102535
10185
3.6.6
Manage sales orders
Supplemental
Information
102537
10185
3.6.6
Manage sales orders
Supplemental
Information
102539
10185
3.6.6
Manage sales orders
Supplemental
Information
102541
10185
3.6.6
Manage sales orders
Supplemental
Information
102543
306 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
10185
3.6.6
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
102545
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
100772
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102712
Supplemental
Information
Supplemental
Information
104746
100773
102568
102708
100675
100676
100685
100686
104745
104747
307 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
104748
10185
3.6.6
Manage sales orders
Supplemental
Information
104749
10185
3.6.6
Manage sales orders
Supplemental
Information
104750
10185
3.6.6
Manage sales orders
Supplemental
Information
104802
10185
3.6.6
Manage sales orders
Supplemental
Information
104803
10185
3.6.6
Manage sales orders
Supplemental
Information
104804
10185
3.6.6
Manage sales orders
104805
10185
3.6.6
Manage sales orders
Supplemental
Information
Supplemental
Information
104352
308 of 733
Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
104527
104632
10186
3.6.7
Manage sales force
Staff Productivity
10186
10215
3.6.7
4.1
Manage sales force

Staff Productivity 104634

10215
4.1
10215
4.1
10215
4.1
10215
4.1
10215
4.1
10215
4.1
309 of 733
Process
Element Hierarchy
ID
ID
Process element
10215 4.1

10215
4.1
10215
4.1
310 of 733
Process
Element Hierarchy
ID
ID
Process element
10215 4.1

10215
4.1
10215
4.1
10215
4.1
Process Efficiency
100737
311 of 733
Process
Element Hierarchy
ID
ID
Process element
10215 4.1
Metric Category
Process Efficiency
Metric ID
104194
10215
4.1
Process Efficiency
104175
10215
4.1
Staff Productivity
104193
10215
4.1
Staff Productivity
101218
10215
4.1
10216
4.2
Supplemental
100687
Information
10216
4.2
10216
4.2
312 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2

10216
4.2
10216
4.2
10216
4.2
10216
4.2
10216
4.2
10216
4.2
10216
4.2
Cycle Time
103094
313 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
10216 4.2
Metric Category
Cycle Time
Cycle Time
Metric ID
100642
100322
10216
4.2
Process Efficiency
100385
10216
4.2
Process Efficiency
101214
10216
4.2
Process Efficiency
101768
10216
4.2
Process Efficiency
101861
10216
4.2
Process Efficiency
102415
10216
4.2
Process Efficiency
102419
10216
4.2
Process Efficiency
102422
10216
4.2
Process Efficiency
102426
10216
4.2
Process Efficiency
102428
314 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Process Efficiency
Metric ID
102450
10216
4.2
Process Efficiency
102452
10216
4.2
Process Efficiency
102454
10216
4.2
Process Efficiency
102648
10216
4.2
Process Efficiency
103199
10216
4.2
Process Efficiency
104251
10216
4.2
Process Efficiency
104118
10216
4.2
Process Efficiency
102703
315 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Process Efficiency
Metric ID
102705
10216
4.2
Process Efficiency
102822
10216
4.2
Process Efficiency
102430
10216
4.2
Staff Productivity
104117
10216
4.2
Staff Productivity
104129
316 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Staff Productivity
Metric ID
104139
Supplemental
Information
Supplemental
Information
Supplemental
Information
104199
10216
4.2
10216
4.2
10216
4.2
10216
4.2
Supplemental
Information
102746
10216
4.2
Supplemental
Information
102750
10216
4.2
Supplemental
Information
102754
10216
4.2
Supplemental
Information
102758
10216
4.2
Supplemental
Information
102762
104724
102716
317 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
102766
10216
4.2
Supplemental
Information
102770
10216
4.2
Supplemental
Information
102774
10216
4.2
Supplemental
Information
102778
10216
4.2
102804
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
Supplemental
Information
102663
10216
4.2
Supplemental
Information
102665
10216
4.2
Supplemental
Information
102669
10216
4.2
Supplemental
Information
102671
102659
318 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
102432
10216
4.2
Supplemental
Information
102435
10216
4.2
Supplemental
Information
102438
10216
4.2
Supplemental
Information
102441
10216
4.2
Supplemental
Information
102444
10216
4.2
Supplemental
Information
102447
10216
4.2
102424
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
102404
10216
4.2
Supplemental
Information
Supplemental
Information
101867
102405
319 of 733
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
102406
10216
4.2
Supplemental
Information
100673
10216
4.2
Supplemental
Information
100774
10216
4.2
Supplemental
Information
104895
10216
4.2
Supplemental
Information
104896
10217
4.3
10217
4.3
10217
4.3
10217
4.3
10217
4.3
10217
4.3
320 of 733
Process
Element Hierarchy
ID
ID
Process element
10217 4.3

10217
4.3
10217
4.3
10217
4.3
Cycle Time
100690
10217
10217
4.3
4.3
Cycle Time
Process Efficiency
100697
100790
10217
4.3
Process Efficiency
100104
10217
4.3
Process Efficiency
100668
10217
4.3
Process Efficiency
100821
10217
4.3
Process Efficiency
101936
10217
4.3
Process Efficiency
102737
10217
4.3
Process Efficiency
103113
321 of 733
Process
Element Hierarchy
ID
ID
Process element
10217 4.3
Metric Category
Process Efficiency
Metric ID
104217
104202
10217
4.3
Staff Productivity
10218
4.4
10218
4.4
10218
4.4
10219
4.5
10219
4.5
10219
4.5
322 of 733
Process
Element Hierarchy
ID
ID
Process element
10219 4.5

10219
4.5
10219
4.5
10219
4.5
10219
4.5
10219
4.5
10219
4.5
10219
4.5
Cycle Time
100509
10219
4.5
Process Efficiency
100706
10219
4.5
Process Efficiency
100097
10219
4.5
Process Efficiency
100422
323 of 733
Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Metric Category
Process Efficiency
Metric ID
100756
10219
4.5
Process Efficiency
100759
10219
4.5
Process Efficiency
100762
10219
4.5
Process Efficiency
100765
10219
4.5
Process Efficiency
101221
10219
4.5
Process Efficiency
101878
10219
4.5
Process Efficiency
101880
10219
4.5
Process Efficiency
101882
10219
4.5
Process Efficiency
101884
324 of 733
Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Metric Category
Process Efficiency
Metric ID
101886
10219
4.5
Process Efficiency
101888
10219
4.5
Process Efficiency
101890
10219
4.5
Process Efficiency
101892
10219
4.5
Process Efficiency
101894
10219
4.5
Process Efficiency
101896
10219
4.5
Process Efficiency
101898
10219
4.5
Process Efficiency
101900
10219
4.5
Process Efficiency
101940
10219
4.5
Process Efficiency
102362
10219
4.5
Process Efficiency
102586
10219
4.5
Process Efficiency
102625
10219
4.5
Process Efficiency
102645
10219
4.5
Process Efficiency
103097
10219
4.5
Process Efficiency
103099
325 of 733
Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Metric Category
Process Efficiency
Metric ID
103101
10219
4.5
Process Efficiency
103103
10219
4.5
Process Efficiency
103105
10219
4.5
Process Efficiency
103107
10219
4.5
Process Efficiency
103109
10219
4.5
Process Efficiency
103111
10219
4.5
Supplemental
Information
100744
10219
4.5
Supplemental
Information
100747
326 of 733
Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Metric Category
Supplemental
Information
Metric ID
100750
100753
10219
4.5
Supplemental
Information
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
327 of 733
Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1

10277
4.2.1
10277
4.2.1
Process Efficiency
100666
10277
4.2.1
Process Efficiency
101008
10277
4.2.1
Process Efficiency
101011
10278
4.2.3
10278
4.2.3
328 of 733
Process
Element Hierarchy
ID
ID
Process element
10278 4.2.3

10278
4.2.3
10278
4.2.3
10278
4.2.3
10278
4.2.3
10278
4.2.3
10278
4.2.3
329 of 733
Process
Element Hierarchy
ID
ID
Process element
10278 4.2.3
Metric Category
Process Efficiency
Metric ID
103171
10278
4.2.3
Process Efficiency
104250
10278
4.2.3
Process Efficiency
101138
10279
4.2.5
10279
4.2.5
10279
4.2.5
10279
4.2.5
10279
4.2.5
330 of 733
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.5

10279
4.2.5
10279
4.2.5
10279
4.2.5
10279
4.2.5
10279
4.2.5
10279
4.2.5
Cycle Time
100639
10279
4.2.5
Cycle Time
104915
10279
4.2.5
Cycle Time
104916
331 of 733
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.5
Metric Category
Process Efficiency
Metric ID
101455
10279
4.2.5
Process Efficiency
101071
10279
4.2.5
Process Efficiency
101074
10279
4.2.5
Staff Productivity
101391
10279
4.2.5
Staff Productivity
101393
10279
4.2.5
104897
10279
4.2.5
10279
4.2.5
Supplemental
Information
Supplemental
Information
Supplemental
Information
10279
4.2.5
Supplemental
Information
104900
104898
104899
332 of 733
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.5
Metric Category
Supplemental
Information
Metric ID
104901
10279
4.2.5
Supplemental
Information
104902
10279
4.2.5
Supplemental
Information
104903
10279
4.2.5
104905
10279
4.2.5
10279
4.2.5
Supplemental
Information
Supplemental
Information
Supplemental
Information
10279
4.2.5
Supplemental
Information
104908
10279
4.2.5
Supplemental
Information
104909
10279
4.2.5
Supplemental
Information
104910
10279
4.2.5
Supplemental
Information
104911
10279
4.2.5
104912
10279
4.2.5
Supplemental
Information
Supplemental
Information
104906
104907
104913
333 of 733
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.5
Metric Category
Supplemental
Information
Metric ID
104914
10279
4.2.5
Supplemental
Information
104917
10279
4.2.5
104918
10279
4.2.5
10279
4.2.5
10279
4.2.5
10280
4.2.7
Manage suppliers
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness
10280
4.2.7
Manage suppliers
10280
4.2.7
Manage suppliers
10280
4.2.7
Manage suppliers
10280
4.2.7
Manage suppliers
10280
4.2.7
Manage suppliers
104919
104920
104921
102863
334 of 733
Process
Element Hierarchy
ID
ID
Process element
10280 4.2.7
Manage suppliers

10280
4.2.7
Manage suppliers
10280
4.2.7
Manage suppliers
10280
4.2.7
Manage suppliers
Process Efficiency
104840
10280
4.2.7
Manage suppliers
Process Efficiency
100102
10280
4.2.7
Manage suppliers
Process Efficiency
100985
10280
4.2.7
Manage suppliers
Process Efficiency
100988
10338
4.5.1
335 of 733
Process
Element Hierarchy
ID
ID
Process element
10338 4.5.1

10338
4.5.1
10338
4.5.1
10338
4.5.1
10338
4.5.1
10338
4.5.1
10338
4.5.1
Process Efficiency
100648
10338
4.5.1
Process Efficiency
101224
336 of 733
Process
Element Hierarchy
ID
ID
Process element
10339 4.5.2

10339
4.5.2
10339
4.5.2
10339
4.5.2
10339
4.5.2
10339
4.5.2
10339
4.5.2
10339
4.5.2
Process Efficiency
103075
337 of 733
Process
Element Hierarchy
ID
ID
Process element
10339 4.5.2
Metric Category
Process Efficiency
Metric ID
101235
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
10340
4.5.3
Operate warehousing
Cycle Time
103072
338 of 733
Process
Element Hierarchy
ID
ID
Process element
10340 4.5.3
Operate warehousing
Metric Category
Cycle Time
Metric ID
100677
10340
4.5.3
Operate warehousing
Process Efficiency
100712
10340
4.5.3
Operate warehousing
Process Efficiency
100781
10340
4.5.3
Operate warehousing
Process Efficiency
100792
10340
4.5.3
Operate warehousing
Process Efficiency
101231
10340
4.5.3
Operate warehousing
Process Efficiency
101439
10340
4.5.3
Operate warehousing
Process Efficiency
101445
10340
4.5.3
Operate warehousing
Process Efficiency
101450
10340
4.5.3
Operate warehousing
Process Efficiency
103181
10340
4.5.3
Operate warehousing
Process Efficiency
102628
10340
4.5.3
Operate warehousing
Process Efficiency
100011
10340
4.5.3
Operate warehousing
Process Efficiency
104172
339 of 733
Process
Element Hierarchy
ID
ID
Process element
10340 4.5.3
Operate warehousing
Metric Category
Staff Productivity
Metric ID
100882
100888
10340
4.5.3
Operate warehousing
Staff Productivity
10340
4.5.3
Operate warehousing
10341
4.5.4
Supplemental
102067
Information
10341
4.5.4
10341
4.5.4
10341
4.5.4
10341
4.5.4
10341
4.5.4
340 of 733
Process
Element Hierarchy
ID
ID
Process element
10341 4.5.4

10341
4.5.4
10341
4.5.4
10341
4.5.4
10341
4.5.4
10341
4.5.4
10341
4.5.4
Cycle Time
100520
10341
4.5.4
Process Efficiency
102597
10341
4.5.4
Process Efficiency
102600
10341
4.5.4
Process Efficiency
102832
10341
4.5.4
Process Efficiency
102082
10341
4.5.4
Process Efficiency
102357
10341
4.5.4
Process Efficiency
102366
341 of 733
Process
Element Hierarchy
ID
ID
Process element
10341 4.5.4
Metric Category
Process Efficiency
Metric ID
102375
10341
4.5.4
Process Efficiency
102573
10341
4.5.4
Process Efficiency
101227
10341
4.5.4
Process Efficiency
101437
10341
4.5.4
Process Efficiency
100004
10341
4.5.4
102592
10341
4.5.4
Supplemental
Information
Supplemental
Information
10342
4.5.5
10342
4.5.5
103081
342 of 733
Process
Element Hierarchy
ID
ID
Process element
10342 4.5.5

10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
10342
4.5.5
4.5.5

Cycle Time
Process Efficiency
103155
102828
10342
4.5.5
Process Efficiency
104208
10342
4.5.5
Process Efficiency
101063
343 of 733
Process
Element Hierarchy
ID
ID
Process element
10342 4.5.5
Metric Category
Process Efficiency
Metric ID
101913
10342
4.5.5
Process Efficiency
102266
10342
4.5.5
102467
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
10342
4.5.5
Supplemental
Information
102482
10342
4.5.5
102485
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
10342
4.5.5
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102470
102473
102476
102479
102488
102492
102496
102500
102503
102506
344 of 733
Process
Element Hierarchy
ID
ID
Process element
10342 4.5.5
Metric Category
Supplemental
Information
logistics
Supplemental
Information
logistics
Supplemental
Information
logistics
Supplemental
Information
service strategy Cost Effectiveness
Metric ID
102509
10342
4.5.5
Manage returns; manage reverse
10342
4.5.5
10342
4.5.5
10378
5.1
Develop customer care/customer
10378
5.1
Develop customer care/customer service strategy Cost Effectiveness 101538
10378
5.1
10378
5.1
10378
5.1
10378
5.1
102513
102517
102521
101465
345 of 733
Process
Element Hierarchy
ID
ID
Process element
10378 5.1
10378
5.1
10378
5.1
10378
5.1
Develop customer care/customer service strategy Process Efficiency
10378
5.1
10379
5.2
Develop customer care/customer service strategy Supplemental

104538
Information
10379
5.2
100992
346 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2

10379
5.2
10379
5.2
10379
5.2
10379
5.2
347 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2

10379
5.2
10379
5.2
10379
5.2
10379
5.2
348 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2

10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
349 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2

10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
350 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2

10379
5.2
10379
5.2
10379
5.2
10379
5.2
351 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2

10379
5.2
Cycle Time
103145
10379
5.2
Cycle Time
103146
10379
5.2
Cycle Time
103147
10379
5.2
Cycle Time
103463
10379
5.2
Cycle Time
104514
10379
5.2
Cycle Time
100124
10379
5.2
Cycle Time
100321
10379
5.2
Process Efficiency
100389
10379
5.2
Process Efficiency
100392
10379
5.2
Process Efficiency
100393
10379
5.2
Process Efficiency
100394
10379
5.2
Process Efficiency
100320
10379
5.2
Process Efficiency
100020
352 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Process Efficiency
Metric ID
100729
10379
5.2
Process Efficiency
100780
10379
5.2
Process Efficiency
100898
10379
5.2
Process Efficiency
101194
10379
5.2
Process Efficiency
101852
10379
5.2
Process Efficiency
104512
10379
5.2
Process Efficiency
104513
353 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Process Efficiency
Metric ID
104192
10379
5.2
Process Efficiency
104561
10379
5.2
Process Efficiency
103118
10379
5.2
Process Efficiency
101857
10379
5.2
Process Efficiency
102100
10379
5.2
Process Efficiency
102129
10379
5.2
Process Efficiency
102603
10379
5.2
Process Efficiency
102604
10379
5.2
Process Efficiency
102605
10379
5.2
Process Efficiency
102721
10379
5.2
Process Efficiency
102722
354 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Process Efficiency
Metric ID
102792
10379
5.2
Process Efficiency
101859
10379
5.2
Process Efficiency
101860
10379
5.2
Process Efficiency
101910
10379
5.2
Process Efficiency
101911
10379
5.2
Process Efficiency
102103
10379
5.2
Process Efficiency
102104
10379
5.2
Staff Productivity
104121
10379
5.2
Staff Productivity
104123
355 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Supplemental
Information
Metric ID
104520
10379
5.2
Supplemental
Information
104521
10379
5.2
Supplemental
Information
104522
10379
5.2
Supplemental
Information
104523
356 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Supplemental
Information
Metric ID
104524
10379
5.2
Supplemental
Information
104525
10379
5.2
Supplemental
Information
104526
10379
5.2
104532
10379
5.2
10379
5.2
10379
5.2
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104533
104534
104535
357 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Supplemental
Information
Metric ID
104536
10379
5.2
Supplemental
Information
104537
10379
5.2
Supplemental
Information
104542
10379
5.2
Supplemental
Information
104543
358 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Metric Category
Supplemental
Information
Metric ID
104544
10379
5.2
Supplemental
Information
104545
10379
5.2
Supplemental
Information
104546
10379
5.2
102105
10379
5.2
10379
5.2
10379
5.2
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102106
102107
102108
359 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
Metric Category
Supplemental
Information
Metric ID
102109
Supplemental
Information
Supplemental
Information
102110
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102091
Supplemental
Information
102099
102111
102092
102093
102094
102095
102096
102097
102098
360 of 733
Process
Element Hierarchy
ID
ID
Process element
10379 5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10379
5.2
10380
Metric Category
Supplemental
Information
Metric ID
102102
101858
5.3
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Measure and evaluate customer service operations Process Efficiency
10383
5.1.3
Process Efficiency
103177
10387
5.2.1
Process Efficiency
100735
10387
5.2.1
Process Efficiency
100736
10410
6.2
10410
6.2
10410
6.2
101853
101854
101855
101856
100495
361 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2

10410
6.2
10410
6.2
10410
6.2
362 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Metric Category
Cycle Time
Metric ID
100304
10410
6.2
Cycle Time
100306
10410
6.2
Cycle Time
100565
10410
6.2
Cycle Time
100569
10410
6.2
Process Efficiency
100869
10410
6.2
Process Efficiency
101123
10410
6.2
Process Efficiency
104496
10410
6.2
Process Efficiency
104495
10410
6.2
Process Efficiency
104497
10410
6.2
Process Efficiency
102613
10410
6.2
Staff Productivity
101348
363 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Metric Category
Staff Productivity
Metric ID
100493
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
101342
10410
6.2
10410
6.2
10410
6.2
10410
6.2
10410
6.2
Supplemental
Information
101802
10410
6.2
Supplemental
Information
101803
10410
6.2
Supplemental
Information
101804
101344
101346
101801
364 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Metric Category
Supplemental
Information
Metric ID
101805
10410
6.2
Supplemental
Information
101806
10410
6.2
Supplemental
Information
101808
10410
6.2
Supplemental
Information
101809
10410
6.2
Supplemental
Information
101821
10410
6.2
Supplemental
Information
101824
10410
6.2
101837
10410
6.2
Supplemental
Information
Supplemental
Information
10410
6.2
Supplemental
Information
100029
102297
365 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Metric Category
Supplemental
Information
Metric ID
100046
10410
6.2
Supplemental
Information
100062
10410
6.2
Supplemental
Information
100083
10410
6.2
Supplemental
Information
101365
10410
6.2
Supplemental
Information
101401
10410
6.2
Supplemental
Information
101637
10410
6.2
104498
10410
6.2
Supplemental
Information
Supplemental
Information
104499
366 of 733
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
104500
104770
10410
6.2
10410
6.2
Supplemental
Information
10411
6.3
10411
6.3
10411
6.3
104565
367 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3

10411
6.3
10411
6.3
10411
6.3
10411
6.3
10411
6.3
368 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3

10411
6.3
10411
6.3
10411
6.3
10411
6.3
10411
6.3
10411
6.3
369 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3

10411
6.3
10411
6.3
10411
6.3
10411
6.3
Cycle Time
100293
370 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Metric Category
Cycle Time
Metric ID
100295
10411
6.3
Process Efficiency
100999
10411
6.3
Process Efficiency
101000
10411
6.3
Process Efficiency
101004
10411
6.3
Staff Productivity
100484
10411
6.3
Staff Productivity
100485
10411
6.3
Staff Productivity
100486
10411
6.3
Supplemental
Information
101644
371 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Metric Category
Supplemental
Information
Metric ID
101646
10411
6.3
Supplemental
Information
101777
10411
6.3
Supplemental
Information
101778
10411
6.3
Supplemental
Information
101779
10411
6.3
101780
10411
6.3
Supplemental
Information
Supplemental
Information
10411
6.3
Supplemental
Information
101782
10411
6.3
Supplemental
Information
101783
101781
372 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Metric Category
Supplemental
Information
Metric ID
101784
10411
6.3
Supplemental
Information
104587
10411
6.3
Supplemental
Information
104588
10411
6.3
Supplemental
Information
104589
10411
6.3
Supplemental
Information
104590
373 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Metric Category
Supplemental
Information
Metric ID
100031
10411
6.3
Supplemental
Information
100037
10411
6.3
Supplemental
Information
100048
10411
6.3
Supplemental
Information
100050
374 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Metric Category
Supplemental
Information
Metric ID
100064
10411
6.3
Supplemental
Information
100068
10411
6.3
Supplemental
Information
100085
10411
6.3
Supplemental
Information
100087
375 of 733
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Metric Category
Supplemental
Information
Metric ID
101363
101399
10411
6.3
Supplemental
Information
10412
6.5
10412
6.5
10412
6.5
10412
6.5
10412
6.5
376 of 733
Process
Element Hierarchy
ID
ID
Process element
10412 6.5

10412
6.5
10412
6.5
Cycle Time
100299
10412
6.5
Cycle Time
100302
10412
6.5
Process Efficiency
100324
10412
6.5
Process Efficiency
101137
10412
6.5
Staff Productivity
100492
10412
6.5
Supplemental
Information
100907
10412
6.5
Supplemental
Information
100909
377 of 733
Process
Element Hierarchy
ID
ID
Process element
10412 6.5
Metric Category
Supplemental
Information
Metric ID
101367
10412
6.5
Supplemental
Information
101403
10412
6.5
Supplemental
Information
101648
10412
6.5
Supplemental
Information
101815
10412
6.5
Supplemental
Information
101817
10412
6.5
Supplemental
Information
101818
10412
6.5
Supplemental
Information
101819
378 of 733
Process
Element Hierarchy
ID
ID
Process element
10412 6.5
Metric Category
Supplemental
Information
Metric ID
101822
10412
6.5
Supplemental
Information
101825
10412
6.5
Supplemental
Information
104603
10412
6.5
Supplemental
Information
104628
10412
6.5
Supplemental
Information
104629
10412
6.5
Supplemental
Information
104630
10412
6.5
Supplemental
Information
100033
379 of 733
Process
Element Hierarchy
ID
ID
Process element
10412 6.5
Metric Category
Supplemental
Information
Metric ID
100052
10412
6.5
Supplemental
Information
100074
10412
6.5
Supplemental
Information
100089
10412
6.5
Supplemental
Information
100115
10412
6.5
Supplemental
Information
100118
10412
6.5
Supplemental
Information
100121
10412
6.5
10413
6.6
Supplemental
100233
Information
380 of 733
Process
Element Hierarchy
ID
ID
Process element
10413 6.6

10413
6.6
10413
6.6
10413
6.6
Cycle Time
100298
10413
6.6
Cycle Time
100301
10413
6.6
Process Efficiency
101124
10413
6.6
Staff Productivity
101276
10413
6.6
Staff Productivity
100491
381 of 733
Process
Element Hierarchy
ID
ID
Process element
10413 6.6
Metric Category
Supplemental
Information
Metric ID
104714
10413
6.6
Supplemental
Information
100041
10413
6.6
Supplemental
Information
100058
10413
6.6
Supplemental
Information
100072
10413
6.6
Supplemental
Information
100095
382 of 733
Process
Element Hierarchy
ID
ID
Process element
10413 6.6
Metric Category
Supplemental
Information
Metric ID
101366
10413
6.6
Supplemental
Information
101402
10413
6.6
Supplemental
Information
101654
10413
6.6
Supplemental
Information
101811
10413
6.6
Supplemental
Information
101812
10413
6.6
Supplemental
Information
101813
383 of 733
Process
Element Hierarchy
ID
ID
Process element
10413 6.6
Metric Category
Supplemental
Information
Metric ID
101814
10413
6.6
Supplemental
Information
102072
10413
6.6
Supplemental
Information
102074
10413
6.6
102076
10413
6.6
10443
6.2.4
Supplemental
Information
Supplemental
Information
Cycle Time
10443
6.2.4
Cycle Time
100571
10443
6.2.4
Process Efficiency
100801
10443
6.2.4
Process Efficiency
100804
102078
104723
384 of 733
Process
Element Hierarchy
ID
ID
Process element
10443 6.2.4
Metric Category
Process Efficiency
Metric ID
100807
10443
6.2.4
Process Efficiency
102290
10443
6.2.4
Process Efficiency
102319
10443
6.2.4
Process Efficiency
102606
10443
6.2.4
Process Efficiency
104563
10443
6.2.4
Process Efficiency
104564
10443
6.2.4
Supplemental
Information
102326
10443
6.2.4
10469
6.3.1
Supplemental
101340
Information
385 of 733
Process
Element Hierarchy
ID
ID
Process element
10469 6.3.1

10469
6.3.1
Supplemental
Information
10470
6.3.2
10470
6.3.2
10470
6.3.2
Cycle Time
104029
10470
6.3.2
Cycle Time
104031
104576
386 of 733
Process
Element Hierarchy
ID
ID
Process element
10470 6.3.2
Metric Category
Cycle Time
Metric ID
104033
10470
6.3.2
Process Efficiency
102302
10470
6.3.2
Process Efficiency
102331
10470
6.3.2
Process Efficiency
102619
10470
6.3.2
Supplemental
Information
104577
10472
6.3.3
10472
6.3.3
387 of 733
Process
Element Hierarchy
ID
ID
Process element
10472 6.3.3
Metric Category
Supplemental
Information
Metric ID
104579
10473
6.3.4
10473
6.3.4
10473
6.3.4
10473
6.3.4
10473
6.3.4
10473
6.3.4
10473
6.3.4
388 of 733
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.4
Metric Category
Cycle Time
Metric ID
104595
10473
6.3.4
Cycle Time
100326
10473
6.3.4
Cycle Time
100328
10473
6.3.4
Cycle Time
100330
10473
6.3.4
Process Efficiency
101040
10473
6.3.4
Process Efficiency
101904
10473
6.3.4
Process Efficiency
102304
10473
6.3.4
Process Efficiency
102315
10473
6.3.4
Process Efficiency
102621
10473
6.3.4
Process Efficiency
103478
10473
6.3.4
Process Efficiency
103480
389 of 733
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.4
Metric Category
Process Efficiency
Metric ID
104586
10473
6.3.4
Staff Productivity
104585
10473
6.3.4
Staff Productivity
100488
10473
6.3.4
Supplemental
Information
104580
10473
6.3.4
100218
10473
6.3.4
10473
6.3.4
10473
6.3.4
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
10473
6.3.4
Supplemental
Information
104591
10473
6.3.4
Supplemental
Information
104592
100224
100226
100228
390 of 733
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.4
Metric Category
Supplemental
Information
Metric ID
104593
10473
6.3.4
Supplemental
Information
104594
10493
6.3.4.4

Supplemental
Information
102245
10493
6.3.4.4

Supplemental
Information
102246
10493
6.3.4.4

Supplemental
Information
102247
10493
6.3.4.4
6.3.4.4
10493
6.3.4.4
10493
6.3.4.4
10493
6.3.4.4
10493
6.3.4.4
10493
6.3.4.4
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102248
10493
Develop, conduct, and manage employee

and/or
and/or
and/or
and/or
and/or
and/or
and/or
102249
102250
102251
102252
102253
102254
391 of 733
Process
Element Hierarchy
ID
ID
Process element
10493 6.3.4.4
10493 6.3.4.4
10493 6.3.4.4
10493 6.3.4.4
10493 6.3.4.4
10493 6.3.4.4
and/or
and/or
and/or
and/or
and/or
and/or
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Metric ID
102780
102783
102786
102789
104597
104598
10493
6.3.4.4

Supplemental
Information
104599
10493
6.3.4.4
6.3.4.4
10493
6.3.4.4
Supplemental
Information
Supplemental
Information
Supplemental
Information
104600
10493

10497
6.5.4
Administer Payroll
10497
6.5.4
Administer Payroll
104601
104602
392 of 733
Process
Element Hierarchy
ID
ID
Process element
10497 6.5.4
Administer Payroll
Metric Category
Process Efficiency
Metric ID
101082
100490
10497
6.5.4
Administer Payroll
Staff Productivity
10513
6.6.2
Manage separation
10513
6.6.2
Manage separation
10513
6.6.2
Manage separation
10513
6.6.2
Manage separation
Cycle Time
100523
10513
6.6.2
Manage separation
Cycle Time
100525
10513
6.6.2
Manage separation
Cycle Time
100527
10513
6.6.2
Manage separation
Cycle Time
100577
10513
6.6.2
Manage separation
Cycle Time
100579
10513
6.6.2
Manage separation
Process Efficiency
101293
10513
6.6.2
Manage separation
Process Efficiency
101431
393 of 733
Process
Element Hierarchy
ID
ID
Process element
10513 6.6.2
Manage separation
Metric Category
Process Efficiency
Metric ID
101961
10513
6.6.2
Manage separation
Process Efficiency
102166
10513
6.6.2
Manage separation
Process Efficiency
102168
10513
6.6.2
Manage separation
Process Efficiency
102170
10513
6.6.2
Manage separation
Process Efficiency
100019
10513
6.6.2
Manage separation
Process Efficiency
100021
10513
6.6.2
Manage separation
Process Efficiency
103116
10513
6.6.2
Manage separation
Supplemental
Information
104125
10513
6.6.2
Manage separation
Supplemental
Information
102300
394 of 733
Process
Element Hierarchy
ID
ID
Process element
10513 6.6.2
Manage separation
Metric Category
Supplemental
Information
Metric ID
102616
10513
6.6.2
Manage separation
Supplemental
Information
102798
10513
6.6.2
Manage separation
Supplemental
Information
102800
10513
6.6.2
Manage separation
Supplemental
Information
102802
10513
6.6.2
Manage separation
Supplemental
Information
102814
10513
6.6.2
Manage separation
102818
10513
6.6.2
Manage separation
10523
6.7.2
Supplemental
Information
Supplemental
Information
Cycle Time
10523
6.7.2
Cycle Time
100305
10523
6.7.2
Cycle Time
100325
104718
100303
395 of 733
Process
Element Hierarchy
ID
ID
Process element
10523 6.7.2
Metric Category
Supplemental
Information
Metric ID
101364
10523
6.7.2
Supplemental
Information
101400
10523
6.7.2
Supplemental
Information
101787
10523
6.7.2
Supplemental
Information
101788
10523
6.7.2
Supplemental
Information
101789
10523
6.7.2
Supplemental
Information
101791
396 of 733
Process
Element Hierarchy
ID
ID
Process element
10523 6.7.2
Metric Category
Supplemental
Information
Metric ID
101792
10523
6.7.2
Supplemental
Information
101794
10523
6.7.2
Supplemental
Information
101796
10523
6.7.2
Supplemental
Information
101797
10563
7.1
10563
7.1
10563
7.1
10563
7.1
10563
7.1
10563
7.1
397 of 733
Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Metric Category
Cycle Time
Metric ID
103433
10563
7.1
Cycle Time
103437
10563
7.1
Process Efficiency
100834
10563
7.1
Process Efficiency
101324
10563
7.1
Process Efficiency
104681
10563
7.1
Supplemental
Information
102207
10563
7.1
102221
10563
7.1
10563
7.1
10563
7.1
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
10563
7.1
Supplemental
Information
104551
102222
102223
102736
398 of 733
Process
Element Hierarchy
ID
ID
Process element
10564 7.2

10564
7.2
10564
7.2
10564
7.2
10564
7.2
10564
7.2
10564
7.2
Process Efficiency
100830
399 of 733
Process
Element Hierarchy
ID
ID
Process element
10564 7.2
Metric Category
Process Efficiency
Metric ID
101310
10564
7.2
Supplemental
Information
102187
10564
7.2
Supplemental
Information
102732
10564
7.2
Supplemental
Information
104552
10565
7.4
10565
7.4
Cycle Time
103459
10565
7.4
Cycle Time
100338
10565
7.4
Cycle Time
100367
10565
7.4
Cycle Time
100371
400 of 733
Process
Element Hierarchy
ID
ID
Process element
10565 7.4
Metric Category
Cycle Time
Metric ID
100375
10565
7.4
Process Efficiency
100825
10565
7.4
Process Efficiency
101320
10565
7.4
Process Efficiency
101906
10565
7.4
Process Efficiency
101930
10565
7.4
Process Efficiency
101932
10565
7.4
Process Efficiency
101934
10565
7.4
Process Efficiency
102118
10565
7.4
Process Efficiency
100832
10565
7.4
Process Efficiency
103485
10565
7.4
Process Efficiency
100245
10565
7.4
Supplemental
Information
104553
401 of 733
Process
Element Hierarchy
ID
ID
Process element
10565 7.4
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
100967
10565
7.4
10565
7.4
10566
7.5
Develop and maintain information technology

solutions
10566
7.5

solutions
10566
7.5

solutions
10566
7.5

solutions
10566
7.5

solutions
10566
7.5

solutions
10566
7.5

solutions
Cycle Time
102197
Supplemental
102734
Information
103409
402 of 733
Process
Element Hierarchy
ID
ID
Process element
10566 7.5
solutions
Metric Category
Cycle Time
Metric ID
103410
10566
7.5

solutions
Cycle Time
103412
10566
7.5

solutions
Cycle Time
103414
10566
7.5

solutions
Cycle Time
103416
10566
7.5

solutions
Cycle Time
103417
10566
7.5
maintain information technology
Cycle Time
100335
10566
7.5
Cycle Time
100336
10566
7.5
Cycle Time
100348
10566
7.5
Cycle Time
100353
10566
7.5
Cycle Time
100357
10566
7.5
Develop and
solutions
Develop and
solutions
Develop and
solutions
Develop and
solutions
Develop and
solutions
Develop and
solutions
Process Efficiency
100829
10566
7.5

solutions
Process Efficiency
100891
403 of 733
Process
Element Hierarchy
ID
ID
Process element
10566 7.5
solutions
Metric Category
Process Efficiency
Metric ID
101307

solutions
solutions
Process Efficiency
101418
Process Efficiency
102122

solutions
solutions
Process Efficiency
102212
Process Efficiency
102409
10566
7.5
10566
7.5
10566
7.5
10566
7.5
10566
7.5

solutions
Process Efficiency
102412
10566
7.5

solutions
Process Efficiency
100249
10566
7.5

solutions
Supplemental
Information
104554
10566
7.5
7.5
Supplemental
Information
Supplemental
Information
102631
10566

solutions
solutions
102731
404 of 733
Process
Element Hierarchy
ID
ID
Process element
10566 7.5
solutions
Metric Category
Supplemental
Information
Metric ID
102182

solutions
solutions
Supplemental
Information
Supplemental
Information
104351
10566
7.5
10566
7.5
10566
7.5

solutions
Supplemental
Information
100912
10566
7.5

solutions
Supplemental
Information
100913
10566
7.5

solutions
Supplemental
Information
100914
10566
7.5

solutions
Supplemental
Information
100915
10566
7.5

solutions
Supplemental
Information
100916
10566
7.5
10567
7.6

solutions
Supplemental
100114
Information
10567
7.6
100911
405 of 733
Process
Element Hierarchy
ID
ID
Process element
10567 7.6

10567
7.6
10567
7.6
10567
7.6
10567
7.6
Cycle Time
100342
10567
7.6
Cycle Time
100362
10567
7.6
Process Efficiency
100828
10567
7.6
Process Efficiency
101302
10567
7.6
Process Efficiency
102794
10567
7.6
Process Efficiency
102796
10567
7.6
Supplemental
Information
102177
406 of 733
Process
Element Hierarchy
ID
ID
Process element
10567 7.6
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
102730
10567
7.6
10568
7.7
Deliver and support information technology

services
10568
7.7

services
10568
7.7

services
10568
7.7

services
10568
7.7
10568
7.7
10568
7.7

services
services
services
10568
7.7

services
10568
7.7

services
104555

407 of 733
Process
Element Hierarchy
ID
ID
Process element
10568 7.7
services
10568 7.7
services
Metric Category
Cycle Time
Metric ID
100333
Process Efficiency
100827
10568
7.7

services
Process Efficiency
101300
10568
7.7

services
Process Efficiency
102679
10568
7.7

services
Process Efficiency
102674
10568
7.7

services
Process Efficiency
102675
10568
7.7

services
Process Efficiency
102676
10568
7.7

services
Process Efficiency
102677
10568
7.7

services
Process Efficiency
102678
408 of 733
Process
Element Hierarchy
ID
ID
Process element
10568 7.7
services
Metric Category
Supplemental
Information
Metric ID
102729
10568
7.7

services
Supplemental
Information
104556
10568
7.7

services
Supplemental
Information
102172
10570
7.1.1
Process Efficiency
104655
10575
7.1.5

performance
10575
7.1.5

performance
10575
7.1.5

performance
10575
7.1.5
Process Efficiency
104647
10575
7.1.5
Process Efficiency
104648
10575
7.1.5

performance
performance
performance
Staff Productivity
104677
409 of 733
Process
Element Hierarchy
ID
ID
Process element
10578 7.2.1

10578
7.2.1
Cycle Time
104643
10578
7.2.1
Cycle Time
104644
10578
7.2.1
Process Efficiency
104651
10578
7.2.1
Process Efficiency
104652
10578
7.2.1
Process Efficiency
104658
10578
7.2.1
Process Efficiency
104659
10578
7.2.1
Staff Productivity
104678
10581
7.2.4
10581
7.2.4
Process Efficiency
104649
10581
7.2.4
Process Efficiency
104650
410 of 733
Process
Element Hierarchy
ID
ID
Process element
10581 7.2.4
Metric Category
Process Efficiency
Metric ID
104660
104676
10581
7.2.4
Staff Productivity
10583
7.4.1
Develop information and content management

strategies
10583
7.4.1

strategies
10583
7.4.1

strategies
10583
7.4.1

strategies
10583
7.4.1

strategies
10583
7.4.1

strategies
411 of 733
Process
Element Hierarchy
ID
ID
Process element
10583 7.4.1
strategies
Metric Category
Process Efficiency
Metric ID
101304
101846
10583
7.4.1

strategies
Supplemental
Information
10584
7.4.2
10584
7.4.2
10584
7.4.2
10584
7.4.2
10584
7.4.2
10584
7.4.2
412 of 733
Process
Element Hierarchy
ID
ID
Process element
10584 7.4.2
Metric Category
Process Efficiency
Metric ID
101297
101840
10584
7.4.2
Supplemental
Information
10585
7.4.3
10585
7.4.3
10585
7.4.3
10585
7.4.3
10585
7.4.3
10585
7.4.3
413 of 733
Process
Element Hierarchy
ID
ID
Process element
10585 7.4.3
Metric Category
Process Efficiency
Metric ID
101315
Supplemental
Information
101848
10585
7.4.3
10586
7.4.4
Perform enterprise data and content management Cost Effectiveness 102983
10586
7.4.4
10586
7.4.4
10586
7.4.4
10586
7.4.4
10586
7.4.4
414 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
10586 7.4.4
Perform enterprise data and content management Process Efficiency
Metric ID
101326
10586
7.4.4
Perform enterprise data and content management Supplemental

Information
10587
7.5.1
10587
7.5.1
10590
7.5.4
10590
7.5.4
10590
7.5.4
101850
415 of 733
Process
Element Hierarchy
ID
ID
Process element
10590 7.5.4

10590
7.5.4
Cycle Time
104645
10590
7.5.4
Cycle Time
104646
10590
7.5.4
Process Efficiency
104642
10590
7.5.4
Staff Productivity
104679
10591
7.5.5
Process Efficiency
104666
10591
7.5.5
Process Efficiency
104667
10591
7.5.5
Process Efficiency
104668
10599
7.7.5
10599
7.7.5
Process Efficiency
104665
10599
7.7.5
Process Efficiency
104669
10599
7.7.5
Staff Productivity
104680
416 of 733
Process
Element Hierarchy
ID
ID
Process element
10728 8.1

10728
8.1
Process Efficiency
101172
10728
8.1
Supplemental
Information
102050
10729
8.2
10729
8.2
Process Efficiency
101042
417 of 733
Process
Element Hierarchy
ID
ID
Process element
10729 8.2
Metric Category
Supplemental
Information
Metric ID
102017
10730
8.3
10730
8.3
10730
8.3
418 of 733
Process
Element Hierarchy
ID
ID
Process element
10730 8.3

419 of 733
Process
Element Hierarchy
ID
ID
Process element
10730 8.3

420 of 733
Process
Element Hierarchy
ID
ID
Process element
10730 8.3

10730
8.3
Cycle Time
100613
10730
8.3
Process Efficiency
100981
421 of 733
Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Metric Category
Process Efficiency
Metric ID
104843
10730
8.3
Supplemental
Information
102048
10731
8.4
Process Efficiency
101161
10731
8.4
Supplemental
Information
102039
422 of 733
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element

10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
423 of 733
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element

10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
Cycle Time
100152
424 of 733
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Process Efficiency
Metric ID
101106
10732
8.5
Process payroll
Process Efficiency
101184
10732
8.5
Process payroll
Staff Productivity
101372
10732
8.5
Process payroll
Staff Productivity
100920
10732
8.5
Process payroll
Supplemental
Information
102057
425 of 733
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Supplemental
Information
Metric ID
103053
426 of 733
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Supplemental
Information
Metric ID
103379
427 of 733
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
10733
8.6

reimbursements

428 of 733
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
reimbursements

10733
8.6

reimbursements
10733
8.6

reimbursements
10733
8.6

reimbursements
429 of 733
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
reimbursements

10733
8.6

reimbursements
10733
8.6

reimbursements
Process Efficiency
104822
10733
8.6

reimbursements
Process Efficiency
101095
10733
8.6

reimbursements
Supplemental
Information
102018
430 of 733
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
reimbursements
10733
8.6

reimbursements
Metric Category
Supplemental
Information
Metric ID
104823
Supplemental
Information
104826
431 of 733
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
reimbursements
10733
8.6

reimbursements
Metric Category
Supplemental
Information
Metric ID
104827
Supplemental
Information
104831
432 of 733
Process
Element Hierarchy
ID
ID
Process element
10734 8.7

10734
8.7
10734
8.7
10734
8.7
Process Efficiency
103152
10734
8.7
Process Efficiency
101167
10734
8.7
Staff Productivity
104617
10734
8.7
Staff Productivity
104812
10734
8.7
Staff Productivity
104820
10734
8.7
104776
10734
8.7
Supplemental
Information
Supplemental
Information
102045
433 of 733
Process
Element Hierarchy
ID
ID
Process element
10735 8.8

10735
8.8
10735
8.8
434 of 733
Process
Element Hierarchy
ID
ID
Process element
10735 8.8

10735
8.8
10735
8.8
435 of 733
Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Metric Category
Process Efficiency
Metric ID
101163
102041
10735
8.8
Supplemental
Information
10736
8.9
Manage taxes
10736
8.9
Manage taxes
10736
8.9
Manage taxes
Process Efficiency
101165
10736
8.9
Manage taxes
Supplemental
Information
102043
436 of 733
Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1

10738
8.1.1
10738
8.1.1
10738
8.1.1
10738
8.1.1
437 of 733
Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1

10738
8.1.1
10738
8.1.1
Cycle Time
100160
10738
8.1.1
Cycle Time
100604
10738
8.1.1
Cycle Time
100635
10738
8.1.1
Process Efficiency
100892
10738
8.1.1
Process Efficiency
101098
10738
8.1.1
Process Efficiency
101760
10738
8.1.1
Process Efficiency
101761
10738
8.1.1
Process Efficiency
101762
10738
8.1.1
Supplemental
Information
102027
438 of 733
Process
Element Hierarchy
ID
ID
Process element
10739 8.1.2

10739
8.1.2
10739
8.1.2
10739
8.1.2
439 of 733
Process
Element Hierarchy
ID
ID
Process element
10739 8.1.2
Metric Category
Process Efficiency
Metric ID
101089
102059
10739
8.1.2
Supplemental
Information
10740
8.1.3
10741
8.1.4
10741
8.1.4
440 of 733
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4

10741
8.1.4
10741
8.1.4
10741
8.1.4
10741
8.1.4
10741
8.1.4
Cycle Time
100616
10741
8.1.4
Cycle Time
100617
441 of 733
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Metric Category
Cycle Time
Metric ID
100618
10741
8.1.4
Process Efficiency
101019
10741
8.1.4
Staff Productivity
103159
10741
8.1.4
Supplemental
Information
100684
10741
8.1.4
Supplemental
Information
100405
10741
8.1.4
Supplemental
Information
100407
10741
8.1.4
Supplemental
Information
101763
10741
8.1.4
Supplemental
Information
101973
10741
8.1.4
Supplemental
Information
101976
442 of 733
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Metric Category
Supplemental
Information
Metric ID
102009
102831
10741
8.1.4
Supplemental
Information
10742
8.2.1
10742
8.2.1
10742
8.2.1
10742
8.2.1
10742
8.2.1
10742
8.2.1
10742
8.2.1
Cycle Time
100561
443 of 733
Process
Element Hierarchy
ID
ID
Process element
10742 8.2.1
Metric Category
Process Efficiency
Metric ID
101078
10742
8.2.1
Process Efficiency
101114
10742
8.2.1
Staff Productivity
100878
10742
8.2.1
Staff Productivity
100902
10742
8.2.1
Supplemental
Information
102034
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
444 of 733
Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Invoice customer

10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
Cycle Time
100558
10743
8.2.2
Invoice customer
Cycle Time
100164
445 of 733
Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Invoice customer
Metric Category
Process Efficiency
Metric ID
101035
10743
8.2.2
Invoice customer
Process Efficiency
102134
10743
8.2.2
Invoice customer
Process Efficiency
102142
10743
8.2.2
Invoice customer
Process Efficiency
102161
10743
8.2.2
Invoice customer
Staff Productivity
101280
10743
8.2.2
Invoice customer
Staff Productivity
101287
10743
8.2.2
Invoice customer
Supplemental
Information
102157
10743
8.2.2
Invoice customer
Supplemental
Information
101870
10743
8.2.2
Invoice customer
Supplemental
Information
102010
10743
8.2.2
Invoice customer
10743
8.2.2
Invoice customer
10744
8.2.3
Supplemental
100230
Information
Supplemental
100387
Information
446 of 733
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3

10744
8.2.3
10744
8.2.3
10744
8.2.3
10744
8.2.3
447 of 733
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3

10744
8.2.3
10744
8.2.3
10744
8.2.3
Cycle Time
100178
10744
8.2.3
Cycle Time
100581
10744
8.2.3
Process Efficiency
101656
10744
8.2.3
Process Efficiency
101758
10744
8.2.3
Process Efficiency
101950
10744
8.2.3
Process Efficiency
102152
10744
8.2.3
Process Efficiency
102264
10744
8.2.3
Process Efficiency
102286
10744
8.2.3
Process Efficiency
102463
448 of 733
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Metric Category
Process Efficiency
Metric ID
101109
10744
8.2.3
Process Efficiency
103167
10744
8.2.3
Staff Productivity
101395
10744
8.2.3
Staff Productivity
100797
10744
8.2.3
Staff Productivity
100904
10744
8.2.3
101278
10744
8.2.3
Supplemental
Information
Supplemental
Information
10744
8.2.3
Supplemental
Information
102011
10744
8.2.3
Supplemental
Information
102033
103004
449 of 733
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Metric Category
Supplemental
Information
Metric ID
103340
10745
8.2.4
10745
8.2.4
10745
8.2.4
10745
8.2.4
10745
8.2.4
450 of 733
Process
Element Hierarchy
ID
ID
Process element
10745 8.2.4

10745
8.2.4
10745
8.2.4
10745
8.2.4
10745
8.2.4
Process Efficiency
102155
10745
8.2.4
Process Efficiency
104166
10745
8.2.4
Process Efficiency
101048
10745
8.2.4
Staff Productivity
104115
10745
8.2.4
Staff Productivity
100796
10745
8.2.4
Supplemental
Information
102013
451 of 733
Process
Element Hierarchy
ID
ID
Process element
10746 8.2.5

10746
8.2.5
10746
8.2.5
10746
8.2.5
10746
8.2.5
Cycle Time
100628
10746
8.2.5
Process Efficiency
101043
10746
8.2.5
Staff Productivity
100880
452 of 733
Process
Element Hierarchy
ID
ID
Process element
10746 8.2.5
Metric Category
Supplemental
Information
Metric ID
102012
10747
8.3.1
10747
8.3.1
10747
8.3.1
10747
8.3.1
10747
8.3.1
453 of 733
Process
Element Hierarchy
ID
ID
Process element
10747 8.3.1

10747
8.3.1
Process Efficiency
101054
10747
8.3.1
Supplemental
Information
104846
10747
8.3.1
Supplemental
Information
102015
454 of 733
Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2

10748
8.3.2
10748
8.3.2
10748
8.3.2
10748
8.3.2
10748
8.3.2
455 of 733
Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2

10748
8.3.2
Cycle Time
104615
10748
8.3.2
Cycle Time
100625
10748
8.3.2
Process Efficiency
100848
10748
8.3.2
Process Efficiency
101753
10748
8.3.2
Process Efficiency
101765
10748
8.3.2
Process Efficiency
101096
10748
8.3.2
Staff Productivity
101330
10748
8.3.2
Staff Productivity
100875
456 of 733
Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Metric Category
Supplemental
Information
Metric ID
101827
10748
8.3.2
Supplemental
Information
102025
10748
8.3.2
Supplemental
Information
104847
10748
8.3.2
10749
8.3.3
Supplemental
100874
Information
10749
8.3.3
10749
8.3.3
457 of 733
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3

10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
458 of 733
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3

10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
459 of 733
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Metric Category
Cycle Time
Metric ID
100591
10749
10749
8.3.3
8.3.3

Cycle Time
Cycle Time
100592
100593
10749
8.3.3
Process Efficiency
100734
10749
8.3.3
Process Efficiency
101869
10749
8.3.3
Process Efficiency
101902
10749
8.3.3
Process Efficiency
101903
10749
8.3.3
Process Efficiency
101091
10749
8.3.3
Process Efficiency
101162
10749
8.3.3
Process Efficiency
100307
10749
8.3.3
Staff Productivity
101329
460 of 733
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Metric Category
Staff Productivity
Metric ID
100964
10749
8.3.3
Staff Productivity
100965
10749
8.3.3
Supplemental
Information
102022
10749
8.3.3
Supplemental
Information
102040
10749
8.3.3
100868
10749
8.3.3
Supplemental
Information
Supplemental
Information
100733
461 of 733
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Metric Category
Supplemental
Information
Metric ID
104849
10750
8.3.4
10750
8.3.4
10750
8.3.4
10750
8.3.4
462 of 733
Process
Element Hierarchy
ID
ID
Process element
10750 8.3.4

10750
8.3.4
10750
8.3.4
Cycle Time
100162
10750
8.3.4
Cycle Time
100552
10750
8.3.4
Cycle Time
100555
10750
8.3.4
Cycle Time
100594
10750
8.3.4
Cycle Time
100597
10750
8.3.4
Process Efficiency
101090
463 of 733
Process
Element Hierarchy
ID
ID
Process element
10750 8.3.4
Metric Category
Supplemental
Information
Metric ID
102021
104852
10750
8.3.4
Supplemental
Information
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
8.4.1
464 of 733
Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
10751 8.4.1
Metric Category
Cycle Time
Process Efficiency
Metric ID
100586
101086
10751
8.4.1
Process Efficiency
100009
10751
8.4.1
Supplemental
Information
102019
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
Process Efficiency
100896
465 of 733
Process
Element Hierarchy
ID
ID
Process element
10752 8.4.2
Metric Category
Process Efficiency
Metric ID
101088
102020
10752
8.4.2
Supplemental
Information
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
Cycle Time
100540
466 of 733
Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time
Process element
Metric Category
Process Efficiency
Metric ID
101130
10753
8.5.1
Report time
Process Efficiency
101134
10753
8.5.1
Report time
Process Efficiency
104487
10753
8.5.1
Report time
Process Efficiency
104488
10753
8.5.1
Report time
Process Efficiency
102696
10753
8.5.1
Report time
Process Efficiency
102698
10753
8.5.1
Report time
Staff Productivity
101422
10753
8.5.1
Report time
Supplemental
Information
102037
10753
8.5.1
Report time
Supplemental
Information
102389
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
467 of 733
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element

10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
Cycle Time
100529
10754
8.5.2
Manage pay
Cycle Time
100532
10754
8.5.2
Manage pay
Cycle Time
100536
10754
8.5.2
Manage pay
Cycle Time
100543
10754
8.5.2
Manage pay
Cycle Time
100546
468 of 733
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element
Metric Category
Cycle Time
Metric ID
100549
10754
8.5.2
Manage pay
Process Efficiency
101057
10754
8.5.2
Manage pay
Process Efficiency
101061
10754
8.5.2
Manage pay
Process Efficiency
101739
10754
8.5.2
Manage pay
Process Efficiency
101958
10754
8.5.2
Manage pay
Process Efficiency
101373
10754
8.5.2
Manage pay
Process Efficiency
101429
10754
8.5.2
Manage pay
Process Efficiency
102380
10754
8.5.2
Manage pay
Process Efficiency
102383
10754
8.5.2
Manage pay
Staff Productivity
101334
10754
8.5.2
Manage pay
Staff Productivity
101370
469 of 733
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element
Metric Category
Supplemental
Information
Metric ID
102014
10754
8.5.2
Manage pay
Supplemental
Information
100390
10754
8.5.2
Manage pay
Supplemental
Information
102385
10755
8.5.3
10755
8.5.3
10755
8.5.3
10755
8.5.3
470 of 733
Process
Element Hierarchy
ID
ID
Process element
10755 8.5.3

10755
8.5.3
10755
8.5.3
Cycle Time
100534
10755
8.5.3
Process Efficiency
101120
10755
8.5.3
Process Efficiency
101128
10755
8.5.3
Supplemental
Information
102007
10755
8.5.3
Supplemental
Information
102387
10756
8.6.1
10756
8.6.1
471 of 733
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1

10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
472 of 733
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1

10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
473 of 733
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Metric Category
Cycle Time
Metric ID
104923
10756
8.6.1
Cycle Time
100575
10756
8.6.1
Cycle Time
100632
10756
8.6.1
Cycle Time
100636
10756
8.6.1
Cycle Time
100154
10756
8.6.1
Process Efficiency
102136
10756
8.6.1
Process Efficiency
102139
10756
8.6.1
Process Efficiency
102146
10756
8.6.1
Process Efficiency
102149
10756
8.6.1
Process Efficiency
101108
10756
8.6.1
Process Efficiency
101738
10756
8.6.1
Process Efficiency
101944
10756
8.6.1
Process Efficiency
101947
474 of 733
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Metric Category
Process Efficiency
Metric ID
102163
10756
8.6.1
Process Efficiency
102164
10756
8.6.1
Process Efficiency
104301
10756
8.6.1
Staff Productivity
101290
10756
8.6.1
Staff Productivity
101283
10756
8.6.1
Staff Productivity
100917
10756
8.6.1
101285
10756
8.6.1
Supplemental
Information
Supplemental
Information
10756
8.6.1
Supplemental
Information
102032
10756
8.6.1
Supplemental
Information
104605
102996
475 of 733
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Metric Category
Supplemental
Information
Metric ID
104612
Supplemental
Information
Supplemental
Information
Supplemental
Information
104922
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
Supplemental
Information
104926
10756
8.6.1
Supplemental
Information
104927
10756
8.6.1
Supplemental
Information
104928
10756
8.6.1
Supplemental
Information
104929
10756
8.6.1
Supplemental
Information
103335
104924
104925
476 of 733
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2

10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
477 of 733
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2

10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
478 of 733
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Metric Category
Cycle Time
Metric ID
100587
10757
8.6.2
Process Efficiency
101119
10757
8.6.2
Process Efficiency
101262
10757
8.6.2
Process Efficiency
101995
10757
8.6.2
Process Efficiency
102650
10757
8.6.2
Staff Productivity
101419
10757
8.6.2
Staff Productivity
100952
10757
8.6.2
100955
10757
8.6.2
Supplemental
Information
Supplemental
Information
10757
8.6.2
Supplemental
Information
104609
104608
479 of 733
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Metric Category
Supplemental
Information
Metric ID
104610
10757
8.6.2
Supplemental
Information
104611
10757
8.6.2
Supplemental
Information
102035
10759
8.7.2
Manage cash
10759
8.7.2
Manage cash
10759
8.7.2
Manage cash
Cycle Time
100171
10759
8.7.2
Manage cash
Cycle Time
100175
10759
8.7.2
Manage cash
Cycle Time
104809
10759
8.7.2
Manage cash
Staff Productivity
104810
480 of 733
Process
Element Hierarchy
ID
ID
10759 8.7.2
Manage cash
Process element
Metric Category
Staff Productivity
Metric ID
104811
10759
8.7.2
Manage cash
Staff Productivity
104818
10759
8.7.2
Manage cash
Staff Productivity
104819
10762
8.8.1
Establish internal controls policies and procedures Cost Effectiveness 102918
10762
8.8.1
10762
8.8.1
10762
8.8.1
10762
8.8.1
10762
8.8.1
Establish internal controls policies and procedures Process Efficiency
101018
481 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
10762 8.8.1
Establish internal controls policies and procedures Supplemental
Information
Metric ID
102006
10762
8.8.1

Information
102112
10762
8.8.1

Information
102113
10762
8.8.1

Information
102114
10762
8.8.1

Information
102115
10762
8.8.1

Information
102312
482 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
10762 8.8.1
Information
Metric ID
102313
10762
8.8.1

Information
102314
10762
8.8.1

Information
102372
10762
8.8.1

Information
102373
483 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
10762 8.8.1
Information
Metric ID
102374
10763
8.8.2
Operate controls and monitor compliance with

internal controls policies and procedures
10763
8.8.2

10763
8.8.2

10763
8.8.2

10763
8.8.2

Cycle Time
100140
484 of 733
Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
Metric Category
Cycle Time
Metric ID
100144
10763
8.8.2

Cycle Time
100148
10763
8.8.2
Cycle Time
100608
10763
8.8.2

Process Efficiency
100899
10763
8.8.2

Process Efficiency
101070
10763
8.8.2
Process Efficiency
101375
10763
8.8.2

Process Efficiency
101424
10763
8.8.2
Process Efficiency
102392
10763
8.8.2
8.8.2
Supplemental
Information
Supplemental
Information
102398
10763

102401
485 of 733
Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
10763 8.8.2
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
103173
102016
101912
10763
8.8.2

Supplemental
Information
10764
8.8.3
10764
8.8.3
10764
8.8.3
10764
8.8.3
10764
8.8.3
Process Efficiency
102391
10764
8.8.3
Process Efficiency
101125
486 of 733
Process
Element Hierarchy
ID
ID
Process element
10764 8.8.3
Metric Category
Supplemental
Information
Metric ID
101459
Supplemental
Information
Supplemental
Information
Supplemental
Information
101533
Process Efficiency
104604
10764
8.8.3
10764
8.8.3
10764
8.8.3
10876
8.6.1.9.7
Process payments
11208
8.7.6
Monitor and execute risk and hedging transactions Cost Effectiveness 104817
11208
8.7.6
Monitor and execute risk and hedging transactions Staff Productivity
104821
11208
8.7.6
Monitor and execute risk and hedging transactions Staff Productivity
104813
11216
10.4
11216
10.4
100770
102036
487 of 733
Process
Element Hierarchy
ID
ID
Process element
11216 10.4

11216
10.4
11216
10.4
11216
10.4
11216
10.4
Cycle Time
103439
11216
10.4
Cycle Time
103443
11216
10.4
Cycle Time
103447
11216
10.4
Cycle Time
103451
11216
10.4
Cycle Time
103455
488 of 733
Process
Element Hierarchy
ID
ID
Process element
11216 10.4
Metric Category
Process Efficiency
Metric ID
100831
11216
10.4
Process Efficiency
101318
11216
10.4
Supplemental
Information
102192
11216
10.4
102733
11216
10.4
Supplemental
Information
Supplemental
Information
12658
4.4.10
Manage warranties
12658
4.4.10
Manage warranties
Cycle Time
104855
12658
4.4.10
Manage warranties
Process Efficiency
104856
12658
4.4.10
Manage warranties
Process Efficiency
104857
12658
4.4.10
Manage warranties
Process Efficiency
104858
12658
4.4.10
Manage warranties
Process Efficiency
104859
12658
4.4.10
Manage warranties
Process Efficiency
104860
104558
489 of 733
Process
Element Hierarchy
ID
ID
Process element
12658 4.4.10
Manage warranties
Metric Category
Process Efficiency
Metric ID
104887
12658
4.4.10
Manage warranties
12669
4.4.10.2
Supplemental
104889
Information
12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
490 of 733
Process
Element Hierarchy
ID
ID
Process element
12669 4.4.10.2 Process warranty claims

12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
12669
4.4.10.2
Cycle Time
104870
491 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
Process Efficiency
Metric ID
104871
12669
4.4.10.2
Process Efficiency
104872
12669
4.4.10.2
Process Efficiency
104873
12669
4.4.10.2
Process Efficiency
104874
12669
4.4.10.2
Process Efficiency
104875
12669
4.4.10.2
Process Efficiency
104876
12669
4.4.10.2
Process Efficiency
104877
12669
4.4.10.2
Process Efficiency
104878
492 of 733
Process
Element Hierarchy
ID
ID
Process element
Metric Category
Process Efficiency
Metric ID
104879
12669
4.4.10.2
Process Efficiency
104880
12669
4.4.10.2
Process Efficiency
104881
12669
4.4.10.2
Process Efficiency
104882
12669
4.4.10.2
Process Efficiency
104883
12669
4.4.10.2
Process Efficiency
104884
12669
4.4.10.2
Process Efficiency
104885
12669
4.4.10.2
Process Efficiency
104886
493 of 733
Metric name
Formula
Units
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $1 billion revenue
the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $100 million R&D
the past three years / (Research and development
spend
(R&D) costs over the past three reporting periods *
0.000000010)
Engineering change order (ECO) costs as a
Engineering change-order costs as a percentage of percent
percentage of the total new product development total new product development costs
cost
Compound annual growth rate of R&D costs over
the past three reporting periods
(((Costs of research and development (R&D) /

Research and development (R&D) costs over the
past three reporting periods) ^ 0.3333) - 1) *
100.0
percent
Cost of existing product/service extension

opportunities per $1,000 revenue
Cost of new product/service opportunities from

existing product/service extensions / (Total
business entity revenue * 0.0010)
dollars
Cost of existing product/service extension

opportunities per product/service extensions
opportunity

existing product/service extensions / Number of
product/service opportunities that are existing
product/service extensions
dollars
Cost of existing product/service improvement


existing product/service improvements / (Total
dollars
Cost of existing product/service improvement

opportunities per product/service improvement
opportunity

existing product/service improvements / Number
of product/service opportunities that are existing
product/service improvements
dollars
Cost of new product/service development


new product/service developments / (Total
dollars
494 of 733
Metric name
Formula
Cost of new product/service development
opportunities per new product/service opportunity new product/service developments / Number of
product/service opportunities that are new
product/service developments
Units
dollars
Budget for research and development (R&D) as a (Budget for research and development (R&D) /
percent
percentage of revenue
Total business entity revenue) * 100.0
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through the and develop products/services process through the
support product manufacturing or service delivery support product manufacturing or service delivery
process for existing product/service extension
projects
projects
projects per $1,000 revenue
projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service
improvements and extensions from start of design
and develop product/service process through
support product manufacturing or service delivery
process
Average project cost from the start of the design dollars

and develop products/services process through the
process for existing product/service improvement
projects
process for existing product/service improvement process for existing product/service improvement
495 of 733
Metric name
Formula
Units
process for new product/service development
Average project cost of new product/service
developments from start of design and develop
product/service process through support product
manufacturing or service delivery process
Average project cost from the start of the design dollars

and develop products/services process through the
projects
Percentage growth in R&D cost over the past three ((Costs of research and development (R&D) reporting periods
past three reporting periods) / Research and
development (R&D) costs over the past three
reporting periods) * 100.0
percent
Other cost to generate new product/service ideas

per new product/service opportunity
Costs other than personnel, systems, overhead,

and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
dollars
Other cost of the process "support product

manufacturing or service delivery" per $1,000
revenue

dollars
and outsourced to support product manufacturing
or service delivery / (Total business entity revenue
* 0.0010)
Outsourced cost to generate new product/service

ideas per new product/service opportunity

opportunities
Outsourced cost of the process "support product

revenue
Outsourced cost to support product manufacturing dollars

* 0.0010)
Overhead cost to generate new product/service


opportunities
dollars
dollars
496 of 733
Metric name
Overhead cost of the process "support product
revenue
Formula
Units
Overhead cost to support product manufacturing dollars
* 0.0010)
Percentage of R&D cost related to new product

development projects
Percentage of research and development (R&D)

percent
cost related to new product development projects
Percentage of R&D cost related to product

improvements and extensions
(100 - Percentage of research and development

(R&D) cost related to new product development
projects)
percent
Personnel cost to generate new product/service


opportunities
dollars
Personnel cost of the process "support product

revenue
Personnel cost to support product manufacturing dollars

* 0.0010)
Research and development (R&D) budget per R&D Budget for research and development (R&D) /
FTE
Number of FTEs who perform research and
development (R&D)
Research and development (R&D) cost per $1,000
revenue
Research and development (R&D) cost related to
new product development projects per $1,000
revenue
dollars
Costs of research and development (R&D) / (Total dollars

((Percentage of research and development (R&D) dollars
cost related to new product development projects
* 0.010) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.001)
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
product improvements and extensions per $1,000 cost related to new product development projects
revenue
* -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.0010)
Systems cost to generate new product/service

opportunities
dollars
497 of 733
Metric name
Systems cost of the process "support product
revenue
Formula
Units
Systems cost to support product manufacturing or dollars
service delivery / (Total business entity revenue *
0.000010)
Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase
complete the test market products/services phase
Total cost to generate new product/service ideas
Total cost to generate new product/service ideas / dollars
per concept in the pre-design phase that is an
Number of concepts in the pre-design phase that
existing product/service improvement or extension are existing product/service improvements and
extensions
Total cost to generate new product/service ideas
concept in the pre-design phase that is a new
product/service development

are new product/service developments
Total cost of the process "support product

revenue
Total cost to support product manufacturing or

service delivery / (Total business entity revenue *
0.0010)
dollars
Total cost of the product development function per (Total cost to generate new product/service ideas
$1,000 revenue
+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / (Total
dollars
Total R&D cost as a percentage of revenue for the

current reporting period
Total R&D cost as a percentage of revenue over
(Costs of research and development (R&D) / Total

business entity revenue) * 100.0
(Research and development (R&D) costs over the
past three reporting periods / Total revenue over
the past three reporting periods) * 100.0
percent
Total R&D cost per $1,000 revenue over the past

three reporting periods

past three reporting periods / (Total revenue over
the past three reporting periods * 0.0010)
dollars
percent
498 of 733
Metric name
Total R&D cost per business entity employee for
the current reporting period
Average time-to-market in days for existing
product/service extension projects
Formula
Units
Costs of research and development (R&D) /
dollars
Number of business entity employees
Average time-to-market in days from the start of days
the design and develop products/services process
until the existing product/service extension project
is ready for sale
Time-to-market in days for existing product/service Average time-to-market in days from the start of days
improvement and extension projects
until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for existing
Time-to-market in days for new product/service
Average time-to-profitability in months for existing months

Average time-to-market in days from the start of days
until the new product/service development project
ready for sale
Average design cycle time in days for all products Average design cycle time in days for all products days
Cycle time in days from the start of the design and
develop products/services process through the
completion of the test market for
products/services for existing product/service
extension projects
Cycle time in days from the start of the design and days
completion of the test market for
extension projects
Cycle time in days from start of design and

develop product/service through completion of
test market product/service for existing
product/service improvement and extension
projects
completion of the test market products/services
process for existing product/service improvement
projects
Cycle time in days from start of design and

develop product/service through completion of
test market product/service for new
product/service development projects
completion of the test market products/services
projects
499 of 733
Metric name
Formula
Average time-to-market in days for all products
Average time-to-market in days for all products
(including product improvements and extensions)
Units
days
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension
product/service improvement projects
projects
Average time-to-profitability in months for new
are existing product/service improvements and
extensions per $1,000 revenue
Average time-to-profitability in months for new

extensions / (Total business entity revenue *
0.0010)
months
Average generate new ideas hours for existing

Average number of hours to generate new

product/service ideas for existing product/service
extension projects
hours
Average generate new ideas hours for existing


product/service ideas for existing product/service
improvement projects
hours
Average generate new ideas hours for new


product/service ideas for new product/service
hours
Average percentage variance from budget for

existing product/service extension projects
existing product/service improvement projects
Average percentage variance from budget for new
Average design and develop hours for existing

existing product/service extension projects
existing product/service improvement projects
Average percentage variance from budget for new
Average number of hours to design and develop
extension projects
percent
Average design and develop hours for existing


improvement projects
hours
concepts
percent
percent
hours
500 of 733
Metric name
Average design and develop hours for new
Formula
products/services for new product/service
Units
Average team size in FTEs for existing

product/service extension projects per $1 billion
revenue

FTEs
product/service extension projects / (Total business
entity revenue * 0.000000001)

product/service improvement projects per $1
billion revenue

product/service improvement projects / (Total

Average team size in FTEs for new product/service
development projects per $1 billion revenue

FTEs
Average team size in FTEs for new product/service FTEs
development projects / (Total business entity
revenue * 0.000000001)
Average team size in FTEs for new product/service

Ratio of the number of projects to concepts in the
pre-design phase for existing product/service
extensions and improvements
Average team size in FTEs for new product/service FTEs

Number of projects that are existing
projects
product/service improvements and extensions /
extensions
hours
FTEs
FTEs
Ratio of the number of projects to concepts in the Number of projects that are new product/service
pre-design phase for new product/service
developments / Number of concepts in the predevelopments
design phase that are new product/service
developments
projects
Ratio of the total numbers of projects to predesign concepts

Research and development (R&D) FTEs as a
percentage of total business entity FTEs
projects
Total number of projects / Total number of

concepts in the pre-design phase
(Number of FTEs who perform research and
development (R&D) / Number of business entity
FTEs) * 100.0
percent
501 of 733
Metric name
Percentage of revenue from product/services
launched in the past year
Percentage of new idea development from internal
sources
Number of product/service extensions generated
per $1,000 revenue
Formula
Percentage of revenue from products/services
launched in the last 12-month reporting period
Percentage of new ideas from internal sources
Units
percent
Number of product/service opportunities that are

existing product/service extensions / (Total
extensions
percent
Percentage of new product/service development

projects launched on budget
projects launched on time
Percentage of product/service development
projects launched as commercial products/services projects that are commercially launched
annually
percent
Percentage of existing product/service extension

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

improvement projects launched on budget
percent
percent
percent
percent

improvement and extension projects launched on improvement projects launched on time
time
percent
Number of existing product/service improvement

and extension projects per $1 billion revenue

(Total business entity revenue * 0.000000001)
projects
Number of FTEs for the process "support product

manufacturing or service delivery" per $1 billion
revenue
Number of FTEs who support product

FTEs
manufacturing or service delivery / (Total business
Number of FTEs in the product development

function per $1 billion revenue
Number of FTEs who develop and manage

products and services / (Total business entity
revenue * 0.000000001)
FTEs
502 of 733
Metric name
are new product/service developments per
$100,000 revenue
Formula
are new product/service developments / (Total
Units
concepts
Number of new product/service development

projects per $1 billion revenue
Number of projects that are new product/service

developments / (Total business entity revenue *
0.000000001)
projects
Number of new product/service opportunities

generated per $1,000 revenue

new product/service developments / (Total
opportunities
Number of product/service improvements

generated per $1,000 revenue

existing product/service improvements / (Total
improvements
Number of product/service extensions generated

per generate new product/service ideas FTE

existing product/service extensions / Number of
FTEs who generate new product/service ideas
extensions

projects per FTE involved from the start of the
design and develop products/services process
through the support product manufacturing or
Number of projects that are new product/service

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

concepts per generate new product/service ideas
FTE

new product/service developments / Number of
FTEs who generate new product/service ideas
concepts
503 of 733
Metric name
Formula
Number of product/service improvements
generated per generate new product/service ideas existing product/service improvements / Number
FTE
of FTEs who generate new product/service ideas
Units
improvements
Percentage of employees tasked with at least one

innovation goal
and extension projects per FTE involved from the
start of the design and develop products/services
process through the support product
manufacturing or service delivery process
Percentage of employees tasked with at least one percent

innovation goal
projects
(((Percentage of FTEs who develop and manage
products and services who design and develop
products/services + Percentage of FTEs who
develop and manage products and services who
test market products/services + Percentage of
services who support product manufacturing or
service delivery)*Number of FTEs who develop and
manage products and services)/100)

and extension concepts per generate new
product/service ideas FTE
Number of concepts in the pre-design phase that concepts

extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
services who generate new product/service ideas)
* 0.010)
Number of research and development (R&D) FTEs Number of FTEs who perform research and
per $1 billion revenue
development (R&D) / (Total business entity
revenue * .000000001)
FTEs
Percentage of new ideas from external sources
Percentage of new ideas from external sources
percent
Percentage of external ideas from

clients/customers
Percentage of external ideas from

clients/customers
percent
504 of 733
Metric name
Percentage of external ideas from competitors
Formula
Percentage of external ideas from competitors
Units
percent
Percentage of external ideas from consultants
Percentage of external ideas from consultants
percent
Percentage of external ideas from other sources
Percentage of external ideas from other sources
percent
Percentage of external ideas from partners
Percentage of external ideas from partners
percent
Percentage of external ideas from suppliers
Percentage of external ideas from suppliers
percent
Percentage of total innovation spend allocated to

enhancements to existing
products/processes/business models

enhancements to existing
percent

major extensions to existing

major extensions to products/processes/business
models
percent

new or white space opportunities
categories other than enhancements, extensions,
and new or white space opportunities

new or white space opportunities
other categories
percent
Customer retention rate
Customer retention rate for all customers
percent
Percentage of active customers who transact via

an electronic marketplace
Percentage of customer accounts set up for
electronic data interchange (EDI)
Percentage of active customers who transact via percent

an electronic marketplace
(Customer accounts set up for EDI to submit sales percent
orders / Number of customers in the customer
master file) * 100.0
percent
505 of 733
Metric name
Formula
Units
Marketing, sales, and R&D FTEs as a percentage of ((Number of FTEs who perform the marketing
percent
total business entity FTEs
function + Number of FTEs who perform the sales
function + Number of FTEs who perform research
and development (R&D)) / Number of business
entity FTEs) * 100.0
Value of sales order line items not fulfilled due to
stockouts per $1 million revenue
Total value of sales order line items lost due to

lack of production capacity/stockouts / (Total
dollars
Customer retention rate for all customers over the Customer retention rate over the past three years percent
past three reporting periods
Number of marketing FTEs per $1 billion in
Number of FTEs who perform the marketing
FTEs
revenue
function / (Total business entity revenue *
0.000000001)
Number of sales FTEs per $1 billion in revenue
Number of FTEs who perform the sales function /

FTEs
Net Promoter Score
Net Promoter Score
percent
Percentage of customers targeted through

campaigns using the website channel
campaigns using the mobile application channel
campaigns using the search engine marketing
channel

campaigns using the website channel
campaigns using the mobile application channel
campaigns using the search engine marketing
channel
percent

campaigns using the social media channel
campaigns using the traditional face-to-face
contact channel

campaigns using the social media channel
campaigns using the traditional face-to-face
contact channel
percent

campaigns using the direct mail channel

campaigns using the direct mail channel
percent
percent
percent
percent
506 of 733
Metric name
campaigns using the indirect marketing channel
Revenue received from orders through a direct
connection to the system as a percentage of total
business entity revenue
Formula
campaigns using the indirect marketing channel
(Revenue received from orders through a direct
connection to the system / Total business entity
revenue) * 100.0
Units
percent
Revenue received from EDI orders as a percentage

of total business entity revenue
Revenue received from email orders as a
percentage of total business entity revenue
Revenue received from fax and mail orders as a
Revenue received from internet orders as a
Revenue received from orders through other
methods as a percentage of total business entity
revenue
(Revenue received from EDI orders / Total business

entity revenue) * 100.0
(Revenue received from email orders / Total
(Revenue received from fax and mail orders / Total
(Revenue received from internet orders / Total
(Revenue received from orders through other
methods / Total business entity revenue) * 100.0
percent
Revenue received from telephone orders as a

Revenue received from WAP orders as a
Revenue received from internet orders, WAP
orders, EDI orders, and orders from a direct
connection to the system as a percentage of total
business entity revenue
(Revenue received from telephone orders / Total

percent
(Revenue received from WAP orders / Total
percent
((Revenue received from internet orders +
percent
Revenue received from WAP orders + Revenue
received from EDI orders + Revenue received from
orders through a direct connection to the system) /
percent
percent
percent
percent
percent
Marketing FTEs as a percentage of total business (Number of FTEs who perform the marketing
percent
entity FTEs
function/Number of business entity FTEs)*100
Percentage of active customers that are profitable Percentage of active customers that are profitable percent
Cost of goods sold as a percentage of revenue
Inventory carrying cost as a percentage of
inventory value
(Cost of goods sold (COGS) /Total business entity percent

revenue) * 100
Inventory carrying cost as a percentage of average percent
inventory value
507 of 733
Metric name
Supply chain management cost per sales order
Formula
Units
Supply chain management costs / Number of sales dollars
orders placed
Total supply chain management cost per sales
Supply chain management costs / Number of sales dollars
order line item
order line items
Total cost of the supply chain function "Deliver
Total cost of the supply chain function / (Total
dollars
products and services" per $1 billion revenue
business entity revenue * .000000001)
Total cost of the supply chain function "Deliver
Total cost of the supply chain function / (Total
dollars
products and services" per $1,000 revenue
Total cost to perform the supply chain function per Total cost of the supply chain function / Number of dollars
sales order
sales orders placed
Primary product standard customer lead time in
Primary product standard customer lead time in
days
days
days
Cash-to-cash cycle time in days
Cash-to-cash cycle time in days
days
Customer order cycle time in days
Cycle time in days from a customer's placing a
days
primary product/service order to the
product/service's delivery
Delivery retail cycle time in days
Delivery retail cycle time in days
days
Engineer-to-order manufacture cycle time in hours (Maximum elapsed time it takes to engineer,
hours
select, and negotiate with suppliers and order
materials for customized configuration of nonstandard items (capability model engineer-to-order
only) + Primary product manufacturing cycle time
in hours)
Finished goods inventory days of supply
Finished goods inventory turns
(Finished goods inventory days of supply + Field

finished goods inventory days of supply)
Finished goods inventory turn rate
days
turns
Cost of work-in-process (WIP) damaged during

handling or storage as a percentage of total
material cost
Costs of WIP damaged in handling or storage as a percent

percentage of total material costs
Total inventory turns
Total inventory turns rate
turns
508 of 733
Metric name
Perfect order performance
Formula
Perfect order performance
Units
percent
Return on assets
(Net income / Total asset value) * 100.0
percent
Shrinkage as a percentage of revenue
(Value of your business entity's shrinkage / Total

business entity revenue) * 100
Raw material inventory turn rate
percent
Raw material inventory turns
turns
Average monthly national forecast error measured Average monthly national forecast error measured percent
by the mean absolute percentage error (MAPE)
by the mean absolute percentage error (MAPE)
Average monthly product family logistics forecast
error (mean absolute percentage error, MAPE)
Average monthly product family logistics forecast

error
percent
Average monthly shipping location forecast error Average monthly shipping location forecast error percent
measured by the mean absolute percentage error measured by the mean absolute percentage error
(MAPE)
(MAPE)
Number of products (SKUs) per FTE performing the Products (SKUs) supported/managed / Number of products (SKUs)
process group "Plan for and align supply chain
FTEs who perform the process group "plan for and
resources"
acquire necessary resources (supply chain
planning)"
Inventory days of supply
Inventory days of supply
Supply chain revenue per $1,000 revenue
days
Supply chain revenue / (Total business entity

revenue * 0.0010)
Other cost of the process "service customers" per Costs other than personnel, systems, overhead,
$1,000 revenue
and outsourced to perform the process "service
customers" / (Total business entity revenue *
0.0010)
dollars
Outsourced cost of the process "service

customers" per $1,000 revenue
dollars
Outsourced cost to perform the process "service

0.0010)
dollars
509 of 733
Metric name
Formula
Overhead cost of the process "service customers" Overhead cost to perform the process "service
per $1,000 revenue
0.0010)
Units
dollars
Personnel cost of the process "service customers" Personnel cost to perform the process "service
per $1,000 revenue
0.0010)
dollars
Systems cost of the customer order management ((Systems cost to perform the process "develop
function as a percentage of the total cost of the
customer care/customer service strategy" +
function
Systems cost to perform the process "manage
sales orders" + Systems cost to perform the
process "service customers" + Systems cost to
perform the process "manage returns; manage
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0
percent
Systems cost of the process "service customers"

per $100,000 revenue
Systems cost to perform the process "service

0.000010)
dollars
Total cost of the process "service customers" per

"service customers" FTE
Total cost to perform the process "service

customers" / Number of FTEs who perform the
process "service customers"
dollars

$1,000 revenue
Total annual cost to serve customers, including

dollars
customer support, warranty costs, and allocation
of relevant personnel and IT /(Total business entity
revenue*.0010)

sales order

customers" / Number of sales orders placed
dollars
510 of 733
Metric name
sales order line item
Other cost of the processes "manage sales
orders", "manage customer requests/inquiries",
and "manage customer complaints" per $1,000
revenue
Formula
Units
dollars
customers" / Number of sales order line items
(Total annual cost for the process "manage sales
dollars
orders" for the category "Other cost" + Costs
other than personnel, systems, overhead, and
outsourced to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints") / (Total business entity
revenue * 0.0010)
Other cost of the processes "manage sales

and "manage customer complaints" per active
customer

dollars
customer complaints") / Number of total
customers in customer master file that are active
Overhead cost of the processes "manage sales

and "manage customer complaints" per $1,000
revenue

dollars
orders" for the category "Overhead cost (direct
and/or allocated to the business entity)" +
Overhead cost to perform the processes "manage
revenue * 0.0010)
Overhead cost of the processes "manage sales

and "manage customer complaints" per active
customer

dollars
511 of 733
Metric name
Formula
Number of FTEs that perform the process "service Number of FTEs who perform the process "service FTEs
customers" per $1 billion revenue
0.000000001)
Total budget for the HR function per $1,000
revenue
Budget to perform the function "develop and

manage human capital" / (Total business entity
revenue*.001)
dollars
Total budget for the HR function per business

entity FTE

manage human capital" / Number of business
entity FTEs
dollars
Budget for the HR function per business entity

employee

entity employees
dollars
Total business entity personnel cost per $1,000

revenue
Total cost to perform the HR function per $1,000
revenue
Personnel cost for all employees / (Total business dollars

entity revenue * .001)
Total cost to perform the function "develop and
dollars
manage human capital" / (Total business entity
revenue*.001)
Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and counsel employees" FTE
manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"
dollars
Total cost to perform the HR function per "manage Total cost to perform the function "develop and
employee information" FTE
perform the process group "manage employee
information"
dollars
Total cost to perform the HR function per "recruit,

source, and select employees" FTE

perform the process group "recruit, source, and
select employees"
dollars
Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and
and retire employees" FTE
perform the process group "redeploy and retire
employees"
dollars
Units
512 of 733
Metric name
Total cost to perform the HR function per "reward
and retain employees" FTE
Formula
perform the process group "reward and retain
employees"
Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and manage HR planning, policies, and strategies" manage human capital" / Number of FTEs who
FTE
perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the HR function per HR
function FTE
Units
dollars
dollars

dollars
perform the function "develop and manage human
capital"
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity employee
entity employees
dollars
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity FTE
entity FTEs
dollars
Internal cost to perform HR administration

activities per $1,000 revenue
Internal cost to perform HR administration
activities per business entity employee
Personnel cost of temporary staff/contractor per
temporary staff/contractor
Average fully loaded salary for middle
management or specialists
Internal cost for HR administration / (Total business dollars

Internal cost for HR administration / Number of
dollars
business entity employees
Personnel cost of temporary staff/contractors /
dollars
Number of temporary staff/contractors
Personnel cost for all middle
dollars
management/specialist employees / Number of
middle management/specialist employees
Average fully loaded salary for operational workers Personnel cost for all operational worker/office
or office staff
staff employees / Number of operational
worker/office staff employees
dollars
513 of 733
Metric name
Average fully loaded salary for senior
management or executives
Formula
Personnel cost for all senior
management/executive employees / Number of
senior management/executive employees
Units
Personnel cost for the business entity per business

entity employee
Personnel cost to perform the HR function per
$1,000 revenue
Personnel cost for all employees / Number of

dollars
(Total cost to perform the function "develop and
dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
(Total business entity revenue*.001)

business entity FTE

dollars
Number of business entity FTEs

business entity employee

dollars
dollars
Annual overhead and other cost of the HR function ((Total cost to perform the function "develop and percent
as a percentage of total HR function cost
function allocated to overhead and other costs * .
0001) / Total cost to perform the function "develop
and manage human capital") * 100
514 of 733
Metric name
Systems cost to perform the HR function per
$1,000 revenue
Formula
Units
dollars
function allocated to systems costs * .0001) /
(Total business entity revenue*.001)
Systems cost to perform the HR function per


dollars
function allocated to systems costs * .0001) /
Number of FTEs that perform HR administration

activities per $1 billion revenue
Number of FTEs who perform HR administrative

FTEs
activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)
Number of FTEs that perform the HR function per

$1 billion revenue
Number of FTEs who perform the function

"develop and manage human capital" / (Total
business entity revenue*.000000001)
FTEs
Number of middle management/specialists

employees per HR function FTE
Number of middle management/specialist

employees / Number of FTEs who perform the
function "develop and manage human capital"
employees
Number of operational workers/office staff

Number of operational worker/office staff

employees
Number of senior management/executive

Number of senior management/executive

employees
Number of business entity employees per FTE in

HR administration
Number of business entity employees / Number of employees

FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)
515 of 733
Metric name
Number of business entity employees per HR
function FTE
Formula
Units
FTEs who perform the function "develop and
manage human capital"
Middle management/specialists as a percentage of (Number of middle management/specialist

total business entity employees
employees / Number of business entity
employees) * 100
percent
Other cost to perform the HR function as a

percentage of the total cost to perform the
function
(Costs other than personnel, systems, overhead, percent

and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0
Outsourced cost to perform the HR function as a

percentage of total HR function cost
Overhead cost to perform the HR function as a
percentage of the total cost to perform the
function
Percentage of cost to perform the HR function

percent
allocated to external costs
(Overhead cost to perform the function "develop percent
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0
Personnel cost to perform the HR function as a

((Total cost to perform the function "develop and percent

manage human capital") * 100
Systems cost to perform the HR function as a

((Total cost to perform the function "develop and percent

function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
516 of 733
Metric name
Personnel cost for senior management or
executive employees as a percentage of total
business entity personnel cost
Formula
(Personnel cost for all senior
management/executive employees / Personnel
cost for all employees) * 100.0
Percentage of total employees who are remote

employees
Total cost for the learning management system as
a percentage of the total cost to perform the HR
function
Percentage of total employees who are remote

percent
employees
((Hardware costs associated with ownership for
percent
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff

employees) * 100
Units
percent
percent
Percentage of business entity employees with 15

years of tenure or more
((Number of employees employed between 15 and percent

20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0

years of tenure or more
((Number of employees employed between 20 and percent

25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0

years or more of tenure
(Number of employees employed greater than 25 percent

years / Number of business entity employees) *
100.0
Percentage of business entity employees with less (Number of employees employed less than 1
than 1 year of tenure
year / Number of business entity employees) *
100.0
percent
517 of 733
Metric name
Formula
Units
Percentage of business entity employees with less ((Number of employees employed less than 1 year percent
than 5 years of tenure
+ Number of employees employed between 1 and
5 years) / Number of business entity employees) *
100.0
Percentage of business entity employees who are (Number of employees greater than 60 years old / percent
60 years old or greater
Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 25 and 30 years
at least 25 but less than 30 years old
old / Number of business entity employees) *
100.0
percent
100.0
percent
100.0
percent
100.0
percent
100.0
percent
100.0
percent
100.0
percent
Percentage of business entity employees who are

less than 25 years old
Percentage of FTEs who perform the HR function
that do not directly report to the HR organization
percent
(Number of employees less than 25 years old /

Percentage of FTEs who perform the function
"develop and manage human capital" that do not
directly report to the HR organization
percent
518 of 733
Metric name
Formula
Units
Percentage of middle management/specialists that (Number of female middle management/specialist percent
are female
employees / Number of middle
management/specialist employees) * 100.0
Percentage of operational workers/office staff that (Number of female operational worker/office staff
are female
employees / Number of operational worker/office
staff employees) * 100
percent
Percentage of senior management/executives that (Number of female senior management/executive percent

are female
employees / Number of senior
management/executive employees) * 100.0
Senior management/executives as a percentage of (Number of senior management/executive
employees) * 100
percent
Personnel cost for middle management or

specialist as a percentage of total business entity
personnel cost
(Personnel cost for all middle

management/specialist employees / Personnel
cost for all employees) * 100
percent
Personnel cost for operational workers or office

staff as a percentage of total business entity
personnel cost
(Personnel cost for all operational worker/office

percent
staff employees / Personnel cost for all employees)
* 100.0
Total cost of IT development and maintenance per (((Percentage of IT cost allocated to the process
$1,000 revenue
group "manage enterprise
information"+Percentage of IT cost allocated to
the process group "develop and maintain
information technology solutions")/100) * IT costs
during the past year)/(Total business entity
revenue * 0.001)
dollars
Total cost of IT operations per $1,000 revenue
dollars
(((Percentage of IT cost allocated to the process

group "deploy IT solutions"+Percentage of IT cost
allocated to the process group "deliver and
support IT services")/100) * IT costs during the
past year)/(Total business entity revenue * 0.001)
519 of 733
Metric name
Total cost of IT planning and management per
$1,000 revenue
Formula
Units
(((Percentage of IT cost allocated to the process
dollars
group "manage the business of information
technology"+Percentage of IT cost allocated to the
process group "develop and manage IT customer
relationships"+Percentage of IT cost allocated to
the process group "manage business resiliency
and risk"+Percentage of IT cost for the process
group "manage IT knowledge")/100) * IT costs
during the past year)/(Total business entity
revenue * 0.001)
IT expense per employee
IT costs during the past year / Number of business

entity employees
(IT budget for the past year / Total business entity
revenue) * 100.0
IT budget for the past year / Number of business
entity employees
IT budget for the past year / Number of business
entity FTEs
IT costs during the past year / (Total business
IT costs during the past year / Number of business
entity FTEs
IT costs during the past year/Number of FTEs who
perform the function "manage information
technology"
dollars
(IT costs during the past year * (Percentage of IT

cost allocated to internal personnel cost +
Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)
dollars
Total IT budget as a percentage of revenue

Total IT budget per employee
Total IT budget per FTE
Total IT cost per $1,000 revenue
Total IT cost per business entity FTE
Total IT costs per IT function FTE
Personnel cost to perform the function "Manage

Information Technology" per $1,000 revenue
percent
dollars
dollars
dollars
dollars
dollars
520 of 733
Metric name
Total Cost per IT FTE to support product
development
Formula
IT budget dedicated to supporting product
development / IT FTEs supporting product
development
Units
Systems cost to perform the function "Manage

(IT costs during the past year * (Percentage of IT

dollars
cost allocated to hardware + Percentage of IT cost
allocated to software + Percentage of IT cost
allocated to data and voice networks) * .01) /
(Total business entity revenue * .0010)
Overhead cost to perform the function "Manage

(IT costs during the past year * Percentage of IT

cost allocated to facilities and overhead * .01) /
dollars
Other cost to perform the function "Manage

(IT costs during the past year * Percentage of IT

cost allocated to cost other than personnel,
systems, overhead, and outsourced * .01) / (Total
dollars
Time in months to break even for new or

enhanced IT services for investments less than
$100,000

enhanced IT services for investments less than
$100,000
months
dollars

Time to break even for new or enhanced IT
months
enhanced IT services for investments greater than services with an investment level more than $100
$100 million
million
months
enhanced IT services for investments between $1 enhanced IT services for investments between $ 1
million and $100 million
enhanced IT services for investments between
$100,000 and $250,000

$100,000 and $250,000
months

$250,000 and $500,000

$250,000 and $500,000
months

$500,000 and $1 million

months
521 of 733
Metric name
Time-to-market in months for new or enhanced IT
services for investments less than $100,000
Time-to-market in months for new or enhanced IT
services for investments greater than $100 million
Formula
Units
Time-to-market in months for new or enhanced IT months
services for investments less than $100,000
Time-to-market in months for new or enhanced IT months
services with an investment level more than $100
million
Time-to-market in months for new or enhanced IT Time-to-market in months for new or enhanced IT months
services for investments between $1 million and services for investments between $1 million and
$100 million
$100 million
services for investments between $100,000 and
$250,000
$250,000
$500,000
$500,000
$1 million
$1 million
Number of FTEs that perform IT development and (((Percentage of FTEs who perform the function
FTEs
maintenance per $1 billion revenue
"manage information technology" perform the
process group "manage enterprise
information"+Percentage of FTEs who perform the
function "manage information technology"
perform the process group "develop and maintain
information technology solutions") * 0.01) *
"manage information technology") / (Total
522 of 733
Metric name
Formula
Number of FTEs that perform IT operations per $1 (((Percentage of FTEs who perform the function
FTEs
billion revenue
process group "deploy IT solutions"+Percentage of
FTEs who perform the function "manage
information technology" perform the process
group "deliver and support IT services") * 0.01) *
"manage information technology") / (Total
Number of FTEs that perform IT planning and
management per $1 billion revenue
(((Percentage of FTEs who perform the function

process group "manage the business of
information technology"+Percentage of FTEs who
technology" perform the process group "develop
and manage IT customer
relationships"+Percentage of FTEs who perform
the function "manage information technology"
perform the process group "manage business
resiliency and risk"+Percentage of FTEs who
technology" perform the process group "manage
IT knowledge") * 0.01) * Number of FTEs who
technology") / (Total business entity revenue *
0.000000001)
Number of FTEs that perform IT processes per $1

billion revenue

FTEs
"manage information technology" / (Total business
Units
FTEs
523 of 733
Metric name
Formula
Units
Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue
"manage information technology" / (Total business
Number of IT customers serviced per IT FTE
Number of customers serviced by the function

"manage information technology" / Number of
FTEs who perform the function "manage
information technology"
customers serviced

"manage information technology" who are
external service providers

external service providers
percent
Percentage of total IT cost allocated for IT

operations
(Percentage of IT cost allocated to the process

group "deploy IT solutions"+Percentage of IT cost
allocated to the process group "deliver and
support IT services")
percent
Percentage of total IT cost allocated for IT planning (Percentage of IT cost allocated to the process
percent
and management
technology"+Percentage of IT cost allocated to the
relationships"+Percentage of IT cost allocated to
and risk"+Percentage of IT cost for the process
group "manage IT knowledge")
Percentage of total IT cost allocated for IT
development and maintenance
(Percentage of IT cost allocated to the process

group "manage enterprise
information"+Percentage of IT cost allocated to
information technology solutions")
percent
524 of 733
Metric name
Number of external service provider FTEs per $1
billion revenue
Formula
((Percentage of FTEs who perform the function
external service providers/100) * Number of FTEs
who perform the function "manage information
0.000000001)
Percentage of total IT cost allocated for

operating/maintaining the business
Percentage of total IT cost allocated for
growth/transformation of the business
Percentage of your organization's revenue growth
over the past three years due to acquisitions
Percentage of IT cost allocated to operating the

percent
business
Percentage of IT cost allocated to growing and
percent
transforming the business
Percentage of your organization's revenue growth percent
over the past three years due to acquisitions
Other cost of the process "generate new

product/service ideas" per $1,000 revenue

and outsourced to generate new product/service
ideas / (Total business entity revenue * 0.0010)
dollars
Outsourced cost of the process "generate new


dollars
Overhead cost of the process "generate new

Personnel cost of the process "generate new
Systems cost of the process "generate new

dollars
dollars
dollars
Total cost of the process "generate new

Total cost of the process "generate new
product/service ideas" per concept (pre-design
phase)

Total number of concepts in the pre-design phase
Units
FTEs
525 of 733
Metric name
Number of FTEs for the process "generate new
product/service ideas" per $1 billion revenue
Formula
Number of FTEs who generate new product/service FTEs
ideas / (Total business entity revenue *
0.000000001)
Other cost to design and develop

products/services per project that enters the test
market products/services phase

and outsourced to design and develop
products/services / Number of projects that enter
Other cost of the process "design and develop

product/service" per $1,000 revenue

dollars
and outsourced to design and develop
products/services / (Total business entity revenue *
0.0010)
Outsourced cost to design and develop


Outsourced cost of the process "design and

develop product/service" per $1,000 revenue

dollars
0.0010)
Units
dollars
dollars
Overhead cost of the process "design and develop Overhead cost to design and develop
dollars
0.0010)
Overhead cost to design and develop
Overhead cost to design and develop
products/services per projects that enters the test products/services / Number of projects that enter
dollars
Personnel cost to design and develop

dollars
Personnel cost to design and develop

Personnel cost of the process "design and develop Personnel cost to design and develop
dollars
0.0010)
Systems cost of the process "design and develop
Systems cost to design and develop

dollars
0.000010)
526 of 733
Metric name
Formula
Total cost of the process "design and develop

Total cost to design and develop

dollars
0.0010)
Total cost to design and develop products/services Total cost to design and develop
per project that enters the test market
products/services phase
Number of FTEs for the process "design and
develop product/service" per $1 billion revenue
Units
dollars
dollars
Number of FTEs who design and develop

FTEs
0.000000001)
Other cost to support product manufacturing or

dollars
service delivery per project that exits or completes and outsourced to support product manufacturing
or service delivery / Number of projects that exit
or complete the test market products/services
phase
Other cost of the process "test market for new or Costs other than personnel, systems, overhead,
dollars
revised products and services" per $1,000 revenue and outsourced to test market products/services /
Other cost to test market products/services per
project that exits or completes the test market

dollars
and outsourced to test market products/services /
Number of projects that exit or complete the test
Outsourced cost to support product manufacturing

or service delivery per project that exits or
completes the test market products/services
phase
Outsourced cost to support product manufacturing dollars

phase
527 of 733
Metric name
Formula
Units
Outsourced cost to test market products/services Outsourced cost to test market products/services / dollars
per project that exits or completes the test market Number of projects that exit or complete the test
Outsourced cost of the process "test market for
Outsourced cost to test market products/services / dollars
new or revised products and services" per $1,000 (Total business entity revenue * 0.0010)
revenue
Overhead cost to support product manufacturing
or service delivery per project that exits or
completes the test market products/services
phase
Overhead cost to support product manufacturing

phase
dollars
Overhead cost of the process "test market for new Overhead cost to test market products/services /
or revised products and services" per $1,000
revenue
dollars
Overhead cost to test market products/services

Overhead cost to test market products/services /
dollars
Personnel cost to support product manufacturing Personnel cost to support product manufacturing
or service delivery project that exits or completes or service delivery / Number of projects that exit
phase
dollars
Personnel cost of the process "test market for new Personnel cost to test market products/services /
revenue
dollars
Personnel cost to test market products/services

Personnel cost to test market products/services /
dollars
Systems cost of the process "test market for new

revenue
dollars
Systems cost to test market products/services /

Systems cost to test market products/services per Systems cost to test market products/services /
projects that exits or completes the test market
dollars
528 of 733
Metric name
Formula
Units
Total cost of the process "test market for new or
Total cost to test market products/services / (Total dollars
revised products and services" per $1,000 revenue business entity revenue * 0.0010)
Total cost to test market products/services per
project that exits or completes the test market
Total cost to test market products/services /

dollars
Number of FTEs for the process "test market for

new or revised products and services" per $1
billion revenue
Number of FTEs who test market products/services FTEs

/ (Total business entity revenue * 0.000000001)
Percentage of customers using your business

Percentage of your customers uses your website
entity's website for information gathering on your (your company name.com) for information
business entity's products/services
gathering or research on your products/services
percent
Percentage of customers using social media for

information gathering on your business entity's
products/services
percent
Percentage of your customers uses social media

(interactions via social platforms external to your
company website) for information gathering or
research on your products/services
Percentage of customers using mobile applications Percentage of your customers uses mobile
percent
for information gathering on your business entity's applications for information gathering or research
products/services
on your products/services
Percentage of customers using traditional face-to- Percentage of your customers uses traditional
face contact for information gathering on your
face-to-face contact for information gathering or
business entity's products/services
research on your products/services
percent
Percentage of customers using indirect marketing Percentage of your customers uses indirect
percent
for information gathering on your business entity's marketing such as billboards, print, broadcasting
products/services
(radio/TV) for information gathering or research on
your products/services
Average monthly sales forecast error within a
product family
Sales FTEs as a percentage of total business entity
FTEs
Average monthly product family sales forecast

error
(Number of FTEs who perform the sales
function/Number of business entity FTEs)*100
percent
percent
529 of 733
Metric name
Formula
Units
Average return on investment on website channel Average return on investment for marketing/sales percent
marketing/sales campaigns
campaigns for the website channel
Average return on investment on mobile
application channel marketing/sales campaigns
Average return on investment for marketing/sales percent

campaigns for the mobile application channel
Average return on investment on search engine

marketing channel marketing/sales campaigns

campaigns for the search engine marketing
channel
Average return on investment on social media


campaigns for the social media channel
Average return on investment on traditional faceto-face channel marketing/sales campaigns

campaigns for the face-to-face channel
Average return on investment on indirect


campaigns for the indirect marketing channel
Budget for marketing as a percentage of revenue
(Budget for marketing / Total business entity

revenue) * 100
Budget for marketing / Number of FTEs who
perform the marketing function
Cycle time in days to develop a direct marketing
campaign
Number of direct marketing campaigns executed
Marketing budget per marketing FTE
percent
dollars
Average cycle time to develop a direct marketing

campaign
Total number of direct marketing campaigns
executed
Total annual cost incurred to execute direct
(Total cost from direct marketing
marketing campaigns as a percentage of revenue campaigns/Revenue from direct marketing
generated by direct marketing campaigns
campaigns)*100
days
Percentage of business entity's growth in revenues Percentage of revenue growth for the top 20
from the top twenty percent of customers
percent of customers
percent
campaigns
percent
530 of 733
Metric name
Percentage of active customers who are repeat
customers
Average sales cycle time in calendar days from
the time the lead/opportunity is identified and the
sale is closed
Formula
Percentage of active customers who are repeat
customers
Cycle time in days from when a sales
lead/opportunity is identified to when IT is closed
Percentage of order inquiry contacts received

through new (such as digital/electric) channels
Percentage of qualified leads where the sale is
closed
Number of active customers per sales FTE
Units
percent
days
Percentage of order inquiry contacts received

through new (such as digital/electric) channels
Percentage of qualified leads where the sale is
closed
Total number of active customers/Number of FTEs
who perform the sales function
Percentage of active customers who are profitable Percentage of active customers that are profitable
percent
Percentage of annual net sales revenue

attributable to repeat customers
Average cost per sales order for orders received
through new channels
Average cost per sales order for orders received
through traditional channels
Average cost to resolve a service-after-sales
request for contact centers or similar remote
assistance channel
Percentage of net sales revenue attributable to

repeat customers
Average cost per sales order received through new
(such as digital/electric) channels
Average cost per sales order received through
traditional channels
request for contact centers or similar remote
assistance channel
percent

request for the customer self-service channel
request for on-site visits

request for the customer self-service channel
request for on-site visits
dollars
percent
customers
percent
dollars
dollars
dollars
dollars
531 of 733
Metric name
Combined personnel and systems costs of the
customer order management function as a
percentage of the total cost the function
Formula
Units
((Personnel cost to perform the process "develop percent
Systems cost to perform the process "develop
Personnel cost to perform the process "manage
sales orders" + Systems cost to perform the
process "manage sales orders" + Personnel cost to
perform the process "service customers" +
Systems cost to perform the process "service
customers" + Personnel cost to perform the
process "manage returns; manage reverse
logistics" + Systems cost to perform the process
"manage returns; manage reverse logistics") /
(Total cost to perform the process group "develop
customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0
532 of 733
Metric name
Other cost of the customer order management
function
Formula
Units
((Costs other than personnel, systems, overhead, percent
and outsourced to perform the process "develop
customer care/customer service strategy" + Costs
outsourced to perform the process "manage sales
orders" + Costs other than personnel, systems,
overhead, and outsourced to perform the process
"service customers" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "manage returns; manage reverse
logistics") / (Total cost to perform the process
group "develop customer care/customer service
strategy" + Total cost to perform the process
"manage sales orders" + Total cost to perform the
process "service customers" + Total cost to
reverse logistics")) * 100.0
Other cost of the process "manage sales orders"

per $1,000 revenue
Total annual cost for the process "manage sales

orders" for the category "Other cost" / (Total
Other cost to perform the process "manage sales

orders" as a percentage of total cost of the
process

percent
orders" for the category "Other cost" / Total annual
cost for the process "manage sales orders" for the
category "Total cost") * 100.0
dollars
533 of 733
Metric name
Formula
Units
Outsourced cost of the customer order
((Outsourced cost to perform the process "develop percent
management function as a percentage of the total customer care/customer service strategy" +
cost of the function
Outsourced cost to perform the process "manage
sales orders" + Outsourced cost to perform the
process "service customers" + Outsourced cost to
Outsourced cost of the process "manage sales

orders" per $1,000 revenue

dollars
orders" for the category "Outsourced cost" / (Total

sales orders" as a percentage of the total cost to
perform the process

percent
orders" for the category "Outsourced cost" / Total
annual cost for the process "manage sales orders"
for the category "Total cost") * 100.0

sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per call contact

dollars
orders" for the category "Outsourced cost" +
Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints") / Number of
inbound calls received through a live agent
534 of 733
Metric name
Formula
Overhead cost of the customer order management ((Overhead cost to perform the process "develop
function
Overhead cost to perform the process "manage
sales orders" + Overhead cost to perform the
process "service customers" + Overhead cost to
Units
percent
Overhead cost of the process "manage sales


and/or allocated to the business entity)" / (Total
dollars

perform the process

percent
and/or allocated to the business entity)" / Total
annual cost for the process "manage sales orders"
for the category "Total cost") * 100.0

sales orders", "manage customer service
complaints" per inbound contact

dollars
customer complaints") / Total number of inbound
contacts
535 of 733
Metric name
Formula
Units
Overhead/other cost of the process "Manage sales (Percentage of total cost of the process "Manage dollars
sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to overhead and other
costs * Total cost to perform the process "manage
sales orders" * .0001) / (Total business entity
revenue * .00001)
Outsourced cost of the process "Manage sales
(Percentage of total cost of the process "Manage dollars

sales orders" allocated to external cost * Total
* .01) / (Total business entity revenue * .001)
Personnel cost of the customer order management ((Personnel cost to perform the process "develop
function
sales orders" + Personnel cost to perform the
process "service customers" + Personnel cost to
percent

sales orders" per $1,000 revenue
dollars

orders" for the category "Personnel cost
(compensation and benefits)" / (Total business
536 of 733
Metric name
perform the process
Formula
(compensation and benefits)" / Total annual cost
for the process "manage sales orders" for the
category "Total cost") * 100.0
Units
percent

sales orders" per process agent FTE

dollars
(compensation and benefits)" / Number of FTEs for
the process "Manage sales orders"

sales orders" per $100,000 revenue
(Percentage of total cost of the process "Manage dollars

sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to systems cost * Total
* .0001) / (Total business entity revenue * .00001)
Total cost to perform the processes "manage sales (Total annual cost for the process "manage sales
dollars
orders", "manage customer service
orders" for the category "Total cost" + Total cost to
perform the processes "manage customer service
complaints" per active customer
requests/inquiries" and "manage customer
complaints") / Number of total customers in
customer master file that are active
Total cost of to perform the processes "manage

dollars
complaints") / Total number of inbound contacts
537 of 733
Metric name
Total cost of the customer order management
function per $1,000 revenue
Formula
Units
(Total cost to perform the process group "develop dollars

function per function FTE

(Number of FTEs who perform the process group
"develop customer care/customer service
strategy" + Number of FTEs who perform the
process "manage sales orders" + Number of FTEs
who perform the process "service customers" +
Number of FTEs who perform the process "manage
returns; manage reverse logistics")

function per sales order

Number of sales orders placed
538 of 733
Metric name
function per sales order line item
Formula
Units
Number of sales order line items
Total cost of the process "manage sales orders"

per process FTE

orders" for the category "Total cost" / Number of
FTEs for the process "Manage sales orders"
dollars
Total cost to perform the process "manage sales


orders" for the category "Total cost" / (Total
dollars

orders" per sales order placed

dollars
orders" for the category "Total cost" / Total annual
number of sales orders placed
Total cost to perform the processes "manage sales (Total annual cost for the process "manage sales
dollars
orders", "manage customer service
complaints" per business entity FTE
complaints") / Total number of FTEs for the process
"Manage sales orders" and the function "Manage
customer service"
orders" per sales order line item
Total revenue per sales order
Cycle time in hours from the time a sales order is
received until the time manufacturing/logistics is
notified

orders" / Number of sales order line items
Total business entity revenue / Total annual
number of sales orders placed
Cycle time in hours from the time a sales order is
received until the time manufacturing/logistics is
notified
dollars
dollars
hours
539 of 733
Metric name
Number of FTEs who perform order entry/order
processing as a percentage of total FTEs for the
"manage sales orders" process
Formula
(Number of FTEs who perform the process
"manage sales orders" who perform order
entry/order processing / Number of FTEs for the
process "Manage sales orders") * 100.0
Units
percent
Number of FTEs who perform order inquiry as a

percentage of total FTEs for the "manage sales
orders" process

percent
"manage sales orders" who perform order inquiry /
Number of FTEs for the process "Manage sales
orders") * 100.0
Number of FTEs that perform the customer order

management function per $1 billion revenue

FTEs
process "manage sales orders" + Number of FTEs
who perform the process "service customers" +
returns; manage reverse logistics") / (Total
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
sales orders" per $1 billion revenue
sales orders" / (Total business entity revenue * .
000000001)
Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
Inbound calls for the process "manage sales
orders" as a percentage of total inbound calls
Percentage of sales orders requiring no manual

percent
intervention to create, modify, or fulfill
(Number of inbound calls for the process "manage percent
sales orders" / Number of inbound calls) * 100.0
Percentage of sales order line items delivered on

time
(Sales order line items delivered on time as

scheduled / Number of sales order line items) *
100.0
Percentage of sales order line items requiring no

Percentage of sales order line items requiring no
human intervention to create, modify, or fulfill
manual intervention to create, modify, or fulfill
Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal
percent
percent
percent
540 of 733
Metric name
Percentage of sales orders received through new
First contact resolution rate for inquiries on
existing orders and service-after-sales requests
Percentage of total sales order line items placed
through EDI
Percentage of sales orders delivered on time over
production capacity or stockouts as a percentage
of revenue
Formula
Percentage of sales orders received through new
First contact resolution rate for inquiries on
existing orders and service-after-sales requests
(Sales order line items received by EDI / Number
of sales order line items) * 100.0
Percentage of sales orders delivered on time over
production capacity or stockouts as a percentage
of revenue
Units
percent
Cross-sell/up-sell close rate

Percentage of the sales force that made their
quotas/targets in the last 12-month reporting
period
Percentage of inbound contacts that completed an percent

additional cross-sell or up-sell
percent
period
Number of sales order line items per FTE that

performs the process "manage sales orders"
Number of sales order line items / Number of FTEs sales order line
who perform the process "manage sales orders"
items
percent
percent
percent
percent
Number of sales orders per FTE that performs the Total annual number of sales orders placed /
process "manage sales orders"
Number of FTEs for the process "Manage sales
orders"
sales orders
Percentage of finance function FTEs allocated to

the process "manage sales orders"
percent

"manage sales orders" / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of sales order line items changed after (Number of sales order line items changed after
initial order placement through direct connection initial order placement through direct connection
to the system
to the system / Number of sales order line items
changed by the customer after the initial order
placement) * 100.0
percent
541 of 733
Metric name
Formula
initial order placement through electronic data
initial order placement through EDI / Number of
interchange (EDI)
sales order line items changed by the customer
after the initial order placement) * 100.0
Units
percent
percent
initial order placement through e-mail
initial order placement through e-mail / Number of
percent
initial order placement through fax and mail
initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
percent
initial order placement through other methods
initial order changed through methods other than
the internet, WAP, EDI, direct connection to the
system, e-mail, fax and mail, and the telephone /
percent
initial order placement through telephone
initial order placement through telephone /
percent
initial order placement through the internet
initial order placement through the internet /
542 of 733
Metric name
Formula
initial order placement through WAP
initial order placement through WAP / Number of
Units
percent
Percentage of revenue attributed to indirect

sources three reporting periods ago
sources for the current period
Percentage of sales orders changed by the
customer after the initial order placement
Percentage of total sales order line items not
fulfilled due to lack of production
capacity/stockouts

sources three reporting periods ago
sources for the current period
Percentage of sales orders changed by the
customer after the initial order placement
(Number of sales orders line items not fulfilled due
to lack of production capacity/stockouts / Number
of sales order line items) * 100.0
percent
Percentage of sales orders not fulfilled due to lack

of production capacity/stockouts
Percentage of revenue attributed to direct sources
for the current period
three reporting periods ago
Percentage of revenue attributed to e-commerce
three reporting periods ago
Percentage of total annual sales revenue
attributable to sales completed on your business
entity's website
Percentage of sales orders not fulfilled due to lack

of production capacity/stockouts
over the past three reporting periods
attributable to your website channel
percent

attributable to sales completed on social media
attributable to sales completed on mobile
applications

attributable to social media
attributable to mobile applications
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
543 of 733
Metric name
Formula
attributable to sales completed through traditional attributable to the face-to-face channel
face-to-face channels
Units
percent

attributable to sales completed through humanassisted channels other than face-to-face contact

attributable to a human-assisted sales method
other than face-to-face contact
percent

attributable to sales completed through digital
channels other than social media, website, or
mobile applications

attributable to a digital channel other than your
website, social media, or mobile applications
percent
Personnel cost of the process "Manage sales

orders" as a percentage of total process cost
Percentage of internal cost of the process "Manage percent

sales orders" allocated to personnel cost *
Percentage of total cost of the process "Manage
sales orders" allocated to internal cost * .01
Systems cost of the process "Manage sales orders" Percentage of internal cost of the process "Manage percent
as a percentage of total process cost
sales orders" allocated to systems cost *
sales orders" allocated to internal cost * .01
Overhead/other cost of the process "Manage sales Percentage of internal cost of the process "Manage percent
sales orders" allocated to overhead and other
costs * Percentage of total cost of the process
"Manage sales orders" allocated to internal cost
* .01
Outsourced cost of the process "Manage sales
Percentage of sales order line items changed by
the customer following initial order entry

percent
sales orders" allocated to external cost
(Number of sales order line items changed by the percent
customer after the initial order placement /
Number of sales order line items) * 100.0
544 of 733
Metric name
Inbound contacts for the process "manage sales
orders" as a percentage of total inbound contacts
Formula
Percentage of inbound contacts from all channels
related to the process "manage inbound sales
orders"
Units
percent
Percentage of sellers who made their

quotas/targets last year

period
percent
Sales force turnover rate

Inventory carrying cost per $1,000 revenue
Sales force turnover

Value of inventory carrying costs / (Total business
Demand/supply planning costs per $1,000 revenue Demand/Supply planning cost / (Total business
Supply chain management costs per $1,000
Supply chain management costs / (Total business
revenue
Total cost of quality per $100,000 revenue
Total cost of quality / (Total business entity
revenue * 0.000010)
Percentage of the total cost of the supply chain
function allocated to the process group "Plan for
and align supply chain resources"
and align supply chain resources"
percent
dollars
Total cost of the process group "Plan for and align

supply chain resources" per $1,000 revenue
(Total cost of the supply chain function *

and align supply chain resources" * .01) / (Total
dollars
Total cost of the process group "Plan for and align

supply chain resources" per $1 billion revenue

and align supply chain resources" * .01) / (Total
dollars
dollars
dollars
dollars
percent
545 of 733
Metric name
Total cost to perform the process group "Plan for
and align supply chain resources" per process
group FTE
Formula
Units
dollars
and align supply chain resources" * .01) / Number
of FTEs who perform the process group "plan for
and acquire necessary resources (supply chain
planning)"
Personnel cost to perform the process group "Plan (Total cost of the supply chain function *
dollars
for and align supply chain resources" per process Percentage of the total cost of the supply chain
group FTE
and align supply chain resources" * Percentage of
total cost of the process group "Plan for and align
supply chain resources" allocated to internal costs
* Percentage of internal cost of the process group
"Plan for and align supply chain resources"
allocated to personnel costs * .000001) / Number
of FTEs who perform the process group "plan for
and acquire necessary resources (supply chain
planning)"
Personnel cost to perform the process group "Plan (Total cost of the supply chain function *
dollars
for and align supply chain resources" per $1,000 Percentage of the total cost of the supply chain
revenue
allocated to personnel costs * .000001) / (Total
546 of 733
Metric name
Formula
Units
Systems cost to perform the process group "Plan (Total cost of the supply chain function *
dollars
for and align supply chain resources" per $100,000 Percentage of the total cost of the supply chain
revenue
allocated to systems costs * .000001) / (Total
Overhead and other costs to perform the process

group "Plan for and align supply chain resources"

dollars
allocated to overhead/other costs * .000001) /
Outsourced cost to perform the process group

"Plan for and align supply chain resources" per
$1,000 revenue

dollars
supply chain resources" allocated to external
costs * .0001) / (Total business entity revenue * .
001)
Forecast accuracy one planning period prior to

production run
Forecast accuracy one planning period prior to

production run
percent
547 of 733
Metric name
Value of forecast accuracy as a percentage of
value shipped
Forecast accuracy as a percentage of units
shipped
Value added productivity per employee
Number of FTEs for the process group "Plan for
and align supply chain resources" per $1 billion
revenue
Employee retention rate
Formula
Value of forecast accuracy as a percentage of
value shipped
Forecast accuracy as a percentage of units
shipped
Value added productivity per employee in revenue
value
Number of FTEs who perform the process group
"plan for and acquire necessary resources (supply
chain planning)" / (Total business entity revenue
* .000000001)
Units
percent
Employee retention rate
percent
percent
dollars
FTEs
Systems cost of the procurement process group as ((Systems cost to perform the process "develop
percent
a percentage of total cost of the process group
sourcing strategies" + Systems cost to perform
the process "select suppliers and develop/maintain
contracts" + Systems cost to perform the process
"order materials and services" + Systems cost to
perform the process "appraise and develop
suppliers") / (Total cost to perform the process
"develop sourcing strategies" + Total cost to
perform the process "select suppliers and
develop/maintain contracts" + Total cost to
perform the process group "order materials and
services" + Total cost to perform the process
"appraise and develop suppliers")) * 100.0
Total cost to perform the procurement process

group as a percentage of cost of goods sold
(COGS)
Total cost to perform the process group "procure

percent
materials and services" /Cost of goods sold (COGS)
* 100

group as a percentage of revenue
(Total cost to perform the process group "procure

materials and services" / Total business entity
revenue) * 100
percent
548 of 733
Metric name
Total cost of the process group "Procure materials
and services" per $1,000 revenue
Formula
materials and services" / (Total business entity
revenue * .001)

group per $1,000 purchases

materials and services" / (Value of all materials
and services purchased* .001)

group per process group FTE

dollars
materials and services" / (Number of FTEs who
perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process group
"select suppliers and develop/maintain contracts"
+ Number of FTEs who perform the process group
"order materials and services"+ Number of FTEs
who perform the process "appraise and develop
suppliers")

group per purchase order

materials and services" / Number of purchase
orders placed
dollars

group per purchase order line item

order line items processed
dollars

function allocated to the process group "Procure
materials and services"

percent
Total cost of the process group "Procure materials

and services" per $1 billion revenue

materials and services" * .01) / (Total business
dollars
Procure to pay cycle time in days
Time in days required to pay suppliers from

days
purchase order placement until payment complete
Units
dollars
dollars
549 of 733
Metric name
Formula
Days payable
Days payable outstanding
days
Average supplier lead time on purchased materials Average supplier lead time on purchased materials days
Units
Transaction amount per purchase order
Average transaction amount per purchase order
dollars
Number of FTEs for the procurement process

group per $1 billion purchases

"develop sourcing strategies" + Number of FTEs
who perform the process group "select suppliers
and develop/maintain contracts" + Number of
FTEs who perform the process group "order
materials and services" + Number of FTEs who
suppliers") / (Value of all materials and services
purchased* .000000001)
FTEs
Percentage of total value of goods and services

purchased from top ten suppliers
Percentage of purchase value from certified
vendors
Percentage of purchase order line items received
complete
damage free
Percentage of the total value of goods and

services purchased from your top 10 suppliers
Percentage of purchase value from certified
vendors
with all items complete
(Purchase order line items received damage free /
Number of purchase order line items processed) *
100.0
percent
Percentage of purchase order line items

transacted using e-procurement enabled
catalogue suppliers

transacted using e-procurement enabled
catalogue suppliers
percent
Percentage of purchase orders approved

Percentage of purchase orders approved
electronically
electronically
Percentage of purchase orders received complete Percentage of purchase orders received with all
items complete
percent
percent
percent
percent
percent
550 of 733
Metric name
Percentage of purchase value transacted via an
electronic marketplace
Formula
Units
(Percentage of purchases by currency volume
percent
transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchase value transacted via a

private electronic marketplace
Percentage of purchases by currency volume

transacted electronically via private online trade
exchange
percent
Percentage of purchase value transacted via a

public electronic marketplace
Percentage of purchases by currency volume

transacted electronically via public online trade
exchange
percent
Percentage of supplier orders received by original

request date (on time)
Strategic suppliers as a percentage of all active
suppliers
Percentage of supplier orders delivered by original percent

request date
(Number of active suppliers considered strategic percent
suppliers / Number of active unique suppliers in
vendor master file) * 100
Number of FTEs that perform the procurement

process group per $1 billion revenue

suppliers") / (Total business entity revenue * .
000000001)
FTEs
Number of active vendors in the master file per $1 Number of active unique suppliers in vendor
million purchases
master file / (Value of all materials and services
purchased * .000001)
active vendors
Percentage of total number of goods receipts

received without item and quantity verification
percent
(Number of goods receipts received without item

and quantity verification / Number of parts and
materials receipts received) * 100
551 of 733
Metric name
Formula
Percentage of total number of items purchased
(Items received that fail inspection / Number of
and received failing inspection (incoming material items received) * 100.0
quality)
Units
percent
Percentage of total purchases procured via

maverick buying
Percentage of purchase orders received damage
free
Percentage of total purchase value procured via

maverick buying
(Number of purchase orders received with all
items damage free / Number of purchase orders
placed) * 100
percent
Number of active suppliers in vendor master file

per procurement process group FTE
Number of active unique suppliers in vendor

master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number
of FTEs who perform the process group "select
suppliers and develop/maintain contracts" +
"order materials and services"+ Number of FTEs
who perform the process "appraise and develop
suppliers")
active suppliers
Number of purchase orders processed per

procurement process group FTE
Number of purchase orders placed / (Number of

FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process group "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process group "order materials
and services"+ Number of FTEs who perform the
process "appraise and develop suppliers")
purchase orders
percent
552 of 733
Metric name
Total purchase value (spend, in thousands of
dollars) per procurement process group FTE
Formula
(Value of all materials and services purchased /
suppliers")) * .001
Value of materials and services per $1,000

revenue
Ratio of Purchases to Revenue
Units
dollars
Value of all materials and services purchased /

(Value of all materials and services
purchased/Total business entity revenue)*100
Percentage of total value of materials and services Percentage of materials and services purchase
purchases included in total cost of ownership
value that is included in a TCO model
model
dollars
Percentage of total value of purchases allocated

(Value of purchases placed by other methods /
among the following purchase arrangement type: Value of all materials and services purchased) *
other
100.0
percent
percent
percent

(Value of purchases placed by
percent
among the following purchase arrangement type: replenishment/vendor managed inventory / Value
replenishment/vendor management inventor
of all materials and services purchased) * 100.0
among the following submission method:
electronic data interchange
(Value of purchase order line items submitted by

EDI / Value of all materials and services
purchased) * 100.0

among the following submission method: fax
(Value of purchase order line items submitted by percent

fax / Value of all materials and services purchased)
* 100.0

among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0
percent
percent
553 of 733
Metric name
among the following submission method: mail
Formula
mail / Value of all materials and services
purchased) * 100.0
Units
percent

among the following submission method:
telephone

telephone / Value of all materials and services
purchased) * 100.0
percent

among the following submission method: wireless WAP / Value of all materials and services
application protocol
purchased) * 100.0
percent
Percentage of total value of direct materials and

services purchased outside of country
Percentage of total value of direct materials and

services purchased that is sourced outside of the
country
percent
Percentage of value of supplier certified purchased

material
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: procurement cards
Percentage of total value of purchased material

percent
that is supplier certified
(Value of purchases placed by procurement cards / percent
Value of all materials and services purchased) *
100.0

arrangement type: individual purchase orders
(Value of purchases placed by individual purchase percent

orders / Value of all materials and services
purchased) * 100.0

arrangement type: blanket/contract orders
(Value of purchases placed by blanket/contract

orders / Value of all materials and services
purchased) * 100.0
percent

(Value of purchase order line items submitted by percent
allocated among the following submission method: other methods / Value of all materials and services
other
purchased) * 100.0
Percentage of the total value of purchases placed
by non-traditional submission methods (without a
buyer or purchasing agent being involved to
process the transaction)
((Value of purchase order line items submitted by

internet + Value of purchase order line items
submitted by WAP + Value of purchase order line
items submitted by EDI) / Value of all materials
and services purchased) * 100.0
percent
554 of 733
Metric name
Percentage of purchase requisition line items
allocated among the following request method:
electronic request direct to internal purchasing
department
Formula
(Number of purchase requisition line items by
electronic request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
Units
percent

other

other request methods / Number of purchase
requisition line items processed) * 100.0
percent

paper

paper request / Number of purchase requisition
line items processed) * 100.0
percent

telephone request direct to internal purchasing
department

telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
percent

telephone request direct to vendor

percent
telephone request direct to vendor / Number of
purchase requisition line items processed) * 100.0

electronic request direct to vendor

percent
electronic request direct to vendor / Number of
purchase requisition line items processed) * 100.0

transacted via a portal
Percentage of value of purchased material that is
received from vendors that participate in vendormanaged inventory programs

transacted via portal
Percentage of value of purchased materials from
vendors that participate in vendor-managed
programs
percent
Percentage of procurement process group staff

with formal training in negotiations
with over three years of purchasing operations
experience
Percentage of procurement department staff with

formal training in negotiations
over three years of purchasing operations
experience
percent
percent
percent
555 of 733
Metric name
with over three years of strategic
sourcing/commodity management experience
Formula
over three years of strategic sourcing/commodity
management experience
Units
percent
Direct materials and services value as a

percentage of total value of purchases
(Value of all direct materials and services

purchased /Value of all materials and services
purchased) * 100
percent
Indirect materials and services value as a

percentage of total value of purchases
(Value of all indirect materials and services

purchased /Value of all materials and services
purchased) * 100
percent
Percentage of spend that is processed by the

business entitys EPC (Engineering, Procurement,
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners
Percentage of spend processed by EPC or EPCM

partners
Percent
Percentage of transactions that are processed by

the business entitys EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
Percentage of transactions processed by EPC or

EPCM partners
Percent
Manufacturing controllable cost as a percentage of

revenue
Material costs as a percentage of cost of goods
sold
Overhead costs as a percentage of cost of goods
sold
Labor costs as a percentage of cost of goods sold
(Manufacturing controllable costs / Total business percent

Material cost as a percentage of cost of goods sold percent
Overhead cost as a percentage of cost of goods
sold
Labor cost as a percentage of cost of goods sold
percent
Scrap and rework costs as a percentage of sales
Scrap and rework costs as a percentage of sales
percent
Total cost to manufacture per $1,000 revenue
Total cost to manufacture / (Total business entity

revenue * .001)
dollars
percent
556 of 733
Metric name
function allocated to the process group
"Produce/Manufacture/Deliver product"
Formula
"Produce/Manufacture/Deliver product"
Units
percent
Total cost of the process group

"Produce/Manufacture/Deliver product" per $1,000 Percentage of the total cost of the supply chain
revenue
"Produce/Manufacture/Deliver product" * .01) /
dollars
Total cost of the process group

"Produce/Manufacture/Deliver product" per $1
billion revenue
dollars

"Produce/Manufacture/Deliver product" * .01) /
Maximum elapsed time it takes to engineer,

Maximum elapsed time it takes to engineer,
hours
materials for customized configuration of nonmaterials for customized configuration of nonstandard items (capability model engineer-to-order standard items (capability model engineer-to-order
only)
only)
Engineering change order (ECO) cycle time
Inventory obsolescence as a percentage of total
inventory
Asset turns
Engineering change-order cycle time in days

Value of inventory obsolescence as a percentage
of total inventory value
Total asset turn rate
Direct labor availability
Percentage of direct labor in manufacturing that is percent

available for manufacturing activities
Personnel turnover rate as percentage of total
percent
work force for the most recent fiscal year
Percentage of defective parts per million
percent
Personnel turnover rate as percentage of total

work force for the most recent fiscal year
Percentage of defective parts per million
days
percent
turns
Percentage of total labor used in manufacturing

Percentage of total labor used in manufacturing
percent
classified as direct labor
classified as direct labor
Costs of production material handling damage as a Costs of production material handling damage as a percent
557 of 733
Metric name
Warranty costs (repair and replacement) as a
percentage of sales
Value of plant shipments per employee
function allocated to the process group "Deliver
service to customer"
Formula
Warranty costs as a percentage of sales
Units
percent
Most recent fiscal year's approximate currency

value of plant shipments per employee
service to customer"
dollars
percent
Total cost of the process group "Deliver service to (Total cost of the supply chain function *
dollars
customer" per $1,000 revenue
service to customer" * .01) / (Total business entity
revenue * .001)
Total cost of the process group "Deliver service to (Total cost of the supply chain function *
dollars
customer" per $1 billion revenue
service to customer" * .01) / (Total business entity
revenue * .000000001)
Total cost to perform the process group "manage
logistics and warehousing" as a percentage of
costs of goods sold
(Total cost to perform the process group "manage percent

logistics and warehousing" / Cost of goods sold
(COGS)) * 100
Total cost of the process group "Manage logistics

and warehousing" per $1,000 revenue

logistics and warehousing" /(Total business entity
revenue * .001)
Total cost to perform the logistics process group

"manage logistics and warehousing" per "define
logistics strategy", "plan and manage inbound
material flow", "operate warehousing", and
"operate outbound transportation" process FTE
Total cost to perform the process group "manage dollars

logistics and warehousing" /(Number of FTEs who
perform the process "operate outbound
transportation" + Number of FTEs who perform the
process "operate warehousing" + Number of FTEs
who perform the process "plan and manage
inbound material flow" + Number of FTEs who
perform the process "define logistics strategy")
dollars
558 of 733
Metric name
Formula
Total cost to perform the process group "manage Total cost to perform the process group "manage
logistics and warehousing" per sales order fulfilled logistics and warehousing" /Number of sales
orders fulfilled
dollars
Total logistics cost as a percentage of sales
Total logistics cost as a percentage of sales
percent
Total transportation cost per $1,000 revenue
Transportation cost / (Total business entity revenue dollars

* .001)
(Transportation cost / Total cost of the supply chain percent
function ) * 100
percent
function allocated to the process group "Manage
logistics and warehousing"

function allocated to transportation
logistics and warehousing"
Units
Total cost of the process group "Manage logistics

and warehousing" per $1 billion revenue

dollars
logistics and warehousing" * .01) / (Total business
Total cost to perform the process group "Manage

logistics and warehousing" per sales order

logistics and warehousing" * .01) / Number of
sales orders placed
dollars
Cycle time in hours from receiving a customer's

order to completing the order's preparation
Expedited costs as a percentage of total cost of
the logistics process group "manage logistics and
warehousing"
Cycle time in hours from receiving a customer's

order to completing the order's preparation
Percentage of total logistics costs that are
expedited
hours
Turnover rate of logistics personnel
Turnover rate of logistics personnel
percent
percent
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
559 of 733
Metric name
Gross value of on-hand balance for typical parts
that have sales or usage of 0 units as a
percentage of total gross typical parts inventory
value
Formula
(Gross value of on-hand balance for typical
products that have zero sales or usage / Total
gross value of on-hand balance for all typical
products) * 100.0
Units
percent

that have sales or usage between 101 and 1,000
units as a percentage of total gross typical parts
inventory value
Percentage of on-hand balance value for SKUs with percent

sales between 101 and 1000

that have sales or usage between 1 and 100 units
as a percentage of total gross typical parts
inventory value
(Gross value of on-hand balance for typical

products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all typical products) * 100.0
percent

Percentage of on-hand balance value for SKUs with percent
that have sales or usage of more than 1,000 units sales greater than 1000
as a percentage of total gross typical parts
inventory value
Number of FTEs that perform the logistics process
group "manage logistics and warehousing"
excluding "manage returns; manage reverse
logistics" per $1 billion revenue

FTEs
"operate outbound transportation" + Number of
FTEs who perform the process "operate
warehousing" + Number of FTEs who perform the
process "plan and manage inbound material flow"
+ Number of FTEs who perform the process
"define logistics strategy") / (Total business entity
revenue * .000000001)
Percentage of business entity's total number of

Percentage of expedited orders resulting from
expedited orders caused by: documentation errors documentation error
Percentage of annual expedited orders resulting
from inaccurate demand forecasts
from information technology/system failure
from late delivery/loss in transit
percent

percent
inaccurate demand forecasts
percent
information technology/system failure
Percentage of expedited orders resulting from late percent
delivery/loss in transit
560 of 733
Metric name
from manufacturing equipment failure
from network stock re-balances
from other issues
from poor transportation planning
from production schedule changes
from raw material shortages
from unavailable transport equipment
from transportation equipment failure
Direct labor as a percentage of total labor used in
the process group "manage logistics and
warehousing"
Formula
Units
percent
manufacturing equipment failure
percent
network stock re-balances
percent
other issues
Percentage of expedited orders resulting from poor percent
transportation planning
percent
production schedule changes
Percentage of expedited orders resulting from raw percent
material shortages
percent
unavailable transport equipment
percent
transportation equipment failure
Percentage of labor used in process group
percent
"manage logistics and warehousing" that is direct
labor
Percentage of orders expedited
Percentage of total sales orders considered

expedited
Percentage of sales orders completely filled from
the primary sourcing location
Percentage of ship from stock orders delivered in
full within 24 hours of order receipt
Percentage of supplier on-time delivery
Percentage of sales orders filled completely from

the primary sourcing location
Percentage of ship from stock orders delivered in
full within 24 hours of order receipt
Percentage of supplier on-time delivery
percent
percent
percent
percent
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
zero sales as a percentage of the total number of zero sales / Total number of SKUs for service/repair
SKUs for service/repair parts
parts) * 100.0
Number of SKUs for typical products that have
zero sales as a percentage of the total number of
SKUs for typical products
Percentage of SKUs for typical products with zero

sales
percent
561 of 733
Metric name
sales between 101 and 1,000 as a percentage of
the total number of SKUs for typical products
Formula
(Number of SKUs for typical products that have
sales between 101 and 1,000 / Total number of
SKUs for typical products) * 100.0

sales between 1 and 100 as a percentage of the
total number of SKUs for typical products
Percentage of SKUs for typical products with sales percent

between 1 and 100

sales greater than 1,000 as a percentage of the
total number of SKUs for typical products
(Number of SKUs for typical products that have

percent
sales greater than 1,000 / Total number of SKUs for
typical products) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts
Units
percent
percent
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
sales between 1 and 100 as a percentage of the
sales between 1 and 100 / Total number of SKUs
total number of SKUs for service/repair parts
for service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than
sales greater than 1,000 as a percentage of the
1000
total number of SKUs for service/repair parts
percent
Gross value of on-hand balance for service/repair

parts that have sales or usage of 0 units as a
percentage of total gross service/repair parts
inventory value
(Gross value of on-hand balance for service/repair percent

products that have zero sales or usage / Total
gross value of on-hand balance for all
service/repair products) * 100.0

parts that have sales or usage between 101 and
1,000 units as a percentage of total gross
service/repair parts inventory value
Percentage of on-hand balance value for parts with percent

sales between 101 and 1000
562 of 733
Metric name
parts that have sales or usage between 1 and 100
units as a percentage of total gross service/repair
parts inventory value
Formula
Units
(Gross value of on-hand balance for service/repair percent
products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all service/repair products) * 100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance value for parts with percent
parts that have sales or usage of more than 1,000 sales greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Personnel cost to perform the process "develop
sourcing strategies" per $1,000 revenue

sourcing strategies" / (Total business entity
revenue * 0.0010)
dollars

sourcing strategies" per $1,000 purchases

sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
dollars


revenue * 0.000010)
dollars


dollars
Total cost to perform the process "develop


dollars


revenue * 0.0010)
dollars
Overhead cost of the process "develop sourcing

strategies" per $1,000 revenue
Overhead cost to perform the process "develop

sourcing strategies"/(Total business entity
revenue*0.0010)
dollars
563 of 733
Metric name
Other cost of the process "develop sourcing
Formula
revenue*0.0010)
Units
Outsourced cost of the process "develop sourcing

Outsourced cost to perform the process "develop

revenue*0.0010)
dollars
"Develop sourcing strategies" FTEs as a

percentage of procurement FTEs

"develop sourcing strategies" / (Number of FTEs
who perform the process "develop sourcing
and services" + Number of FTEs who perform the
process "appraise and develop suppliers")) *100
percent
dollars
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion purchases
services purchased * .000000001)
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue
sourcing strategies"/ (Total business entity
revenue * .000000001)
Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 purchases

dollars
suppliers and develop/maintain contracts" / (Value
of all materials and services purchased *
0.000010)

$100,000 revenue

dollars
suppliers and develop/maintain contracts" / (Total
564 of 733
Metric name
Formula
Units
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000
and develop/maintain contracts" / (Total business
revenue
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" / (Value of all
purchases
materials and services purchased * 0.0010)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
dollars
Other cost of the process "select suppliers and

develop/maintain contracts" per $1,000 revenue

and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
dollars
Outsourced cost of the process "select suppliers

revenue
Outsourced cost to perform the process "select

suppliers and develop/maintain contracts"/(Total
dollars
Personnel cost to perform the process "select

$1,000 purchases

dollars
suppliers and develop/maintain contracts" / (Value
of all materials and services purchased * 0.0010)

$1,000 revenue

dollars
suppliers and develop/maintain contracts" / (Total
565 of 733
Metric name
Formula
Units
"Select suppliers and develop/maintain contracts" (Number of FTEs who perform the process group
percent
FTEs as a percentage of procurement FTEs
"select suppliers and develop/maintain contracts" /
suppliers")) *100
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue

FTEs
Number of FTEs that perform the process "select

suppliers and develop/maintain contracts" per $1
billion purchases

FTEs
(Value of all materials and services purchased * .
000000001)
Personnel cost to perform the process "order

materials and services" per $1,000 revenue

revenue * .001)
dollars

materials and services" per $1,000 purchases

and services purchased * .001)
dollars
Systems cost to perform the process "order

materials and services" per $100,000 revenue

revenue * .00001)
dollars

materials and services" per $100,000 purchases

dollars
Total cost to perform the process "order materials Total cost to perform the process group "order
revenue * .001)
dollars
566 of 733
Metric name
Formula
and services" per $1,000 purchases
Units
dollars
and services" per purchase order
orders placed
dollars
and services" per purchase order line item
order line items processed
dollars
Overhead cost of the process "order materials and Overhead cost to perform the process "order
services" per $1,000 revenue
materials and services"/(Total business entity
revenue*0.0010)
dollars
Other cost of the process "order materials and

services" per $1,000 revenue

and outsourced to perform the process "order
revenue*0.0010)
dollars
Outsourced cost of the process "order materials

Outsourced cost to perform the process "order

revenue*0.0010)
dollars
Cycle time in hours to place a purchase order
Cycle time in hours from the receipt of a purchase hours

requisition line item to the purchase order's
transmission to the vendor/contractor
Average cycle time (in calendar days) from

requisition creation to requisition approval
Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date
Cycle time from requisition creation to requisition

approval
Cycle time from requisition approval to purchase
order approval
Days
Days
567 of 733
Metric name
Formula
"Order materials/services" FTEs as a percentage of (Number of FTEs who perform the process group
procurement FTEs
"order materials and services" / (Number of FTEs
who perform the process "develop sourcing
Units
percent
Number of FTEs that perform the process "order

materials and services" per $1 billion purchases

"order materials and services"/ (Value of all
materials and services purchased * .000000001)
FTEs
Number of FTEs that perform the process "order

materials and services" per $1 billion revenue

"order materials and services"/ (Total business
FTEs
Number of purchase order line items processed

per "order materials and services" FTE
Number of purchase order line items processed /

"order materials and services"
purchase order line

items
Number of purchase orders processed per "order

materials and services" FTE
Number of purchase orders placed / Number of

purchase orders
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value
total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value
of total purchase value
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total purchase a percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value
568 of 733
Metric name
Formula
Units
Purchases made through purchase order - external Purchases made through purchase order Percent
external/punchout catalog as a percentage of total
purchase value
Purchases made through purchase order - "hands
on" as a percentage of total purchase value
Purchases made through purchase order - "Hands Percent

On" as a percentage of total purchase value
Purchases made through purchase order - free

description as a percentage of total purchase
value

description as a percentage of total purchase
value
Percent
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total invoice volume
total invoice volume
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total invoice volume
of total invoice volume
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total invoice
a percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order Percent
external/punchout catalog as a percentage of total
invoice volume
Purchases made through purchase order - "hands
on" as a percentage of total invoice volume
Purchases made through purchase order - "Hands Percent

On" as a percentage of total invoice volume

description as a percentage of total invoice
volume

description as a percentage of total invoice
volume
Purchases made through other channels as a

Purchases made through other channels as a
percentage of total invoice volume
percentage of total invoice volume
Percentage of purchase orders that link directly to Percentage of purchase orders linked directly to
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog
catalog
Percent
Percent
Percent
569 of 733
Metric name
Percentage of purchase order line items that are
systematically created with no manual
involvement or intervention by a buyer
Formula
systematically created
Units
Percent
Percentage of purchase orders that go through a

formal notification/acceptance process with
supplier
Percentage of purchase orders that go through a

formal notification/acceptance process with
supplier
Percent
Value of materials purchases as a percentage of

total purchases
Value of services purchases as a percentage of
total purchases
Value of EPC or EPCM purchases as a percentage
of total purchases
Value of other purchases as a percentage of total
purchases
Personnel cost to perform the process "appraise
and develop suppliers" per $1,000 purchases
Value of materials purchases as a percentage of

Percent
total purchases
Value of services purchases as a percentage of
Percent
total purchases
Value of EPC or EPCM purchases as a percentage Percent
of total purchases
Value of other purchases as a percentage of total Percent
purchases
dollars
and develop suppliers" / (Value of all materials and

and develop suppliers" per $1,000 revenue

and develop suppliers" / (Total business entity
revenue * 0.0010)
dollars
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 purchases
develop suppliers" / (Value of all materials and
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 revenue
develop suppliers" / (Total business entity revenue
* 0.000010)
Total cost to perform the process "appraise and
develop suppliers" per $1,000 purchases

develop suppliers" / (Value of all materials and


dollars
develop suppliers" / (Total business entity revenue
* 0.0010)
dollars
570 of 733
Metric name
Overhead cost of the process "appraise and
Formula
Units
Systems cost to perform the process "appraise and dollars
develop suppliers"/(Total business entity
revenue*0.0010)
Other cost of the process "appraise and develop

suppliers" per $1,000 revenue
Overhead cost to perform the process "appraise

and develop suppliers"/(Total business entity
revenue*0.0010)
dollars
Outsourced cost of the process "appraise and


and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)
dollars
Supplier first-pass quality yield
S25320472QN0001
percent
"Appraise and develop suppliers" FTEs as a

percentage of procurement FTEs

"appraise and develop suppliers" / (Number of
FTEs who perform the process "develop sourcing
percent
Number of FTEs that perform the process

"appraise and develop suppliers" per $1 billion
purchases
Number of FTEs who perform the process

"appraise and develop suppliers" / (Value of all
materials and services purchased * .000000001)
FTEs
Number of FTEs that perform the process

"appraise and develop suppliers" per $1 billion
revenue

FTEs
"appraise and develop suppliers" / (Total business
Other cost to perform the process "define logistics Costs other than personnel, systems, overhead,
dollars
strategy" per $1,000 revenue
and outsourced to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.0010)
571 of 733
Metric name
Outsourced cost to perform the process "define
logistics strategy" per $1,000 revenue
Formula
Units
Outsourced cost to perform the process "define
dollars
* 0.0010)
Overhead cost to perform the process "define

Overhead cost to perform the process "define

dollars
* 0.0010)
Personnel cost to perform the process "define

Personnel cost to perform the process "define

dollars
* 0.0010)
Systems cost to perform the process "define

Systems cost to perform the process "define

dollars
* 0.000010)
Total cost to perform the process "define logistics

strategy" per process FTE

strategy" / Number of FTEs who perform the
process "define logistics strategy"

strategy" per $1,000 revenue
Total cost to perform the process "define logistics dollars

strategy" / (Total business entity revenue * 0.0010)
dollars
"Define logistics strategy" FTEs as a percentage of (Number of FTEs who perform the process "define percent
logistics FTEs
logistics strategy" /(Number of FTEs who perform
the process "define logistics strategy" + Number
of FTEs who perform the process "plan and
manage inbound material flow" + Number of FTEs
who perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")) *100
Number of FTEs that perform the process "define
logistics strategy" per $1 billion revenue
Number of FTEs who perform the process "define FTEs

logistics strategy" /(Total business entity revenue *
.000000001)
572 of 733
Metric name
Other cost to perform the process "plan and
manage inbound material flow" per $1,000
revenue
Formula
and outsourced to perform the process "plan and
manage inbound material flow" /(Total business
Units
dollars
Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars
revenue
Overhead cost to perform the process "plan and
revenue
Overhead cost to perform the process "plan and

dollars
Personnel cost to perform the process "plan and

revenue
Personnel cost to perform the process "plan and

dollars
Systems cost to perform the process "plan and

revenue
Systems cost to perform the process "plan and

dollars
Total cost to perform the process "plan and

manage inbound material flow" per process FTE

manage inbound material flow" /Number of FTEs
who perform the process "plan and manage
inbound material flow"
dollars

revenue

dollars
"Plan and manage inbound material flow" FTEs as (Number of FTEs who perform the process "plan
percent
a percentage of logistics FTEs
and manage inbound material flow" /(Number of
FTEs who perform the process "define logistics
"operate warehousing" + Number of FTEs who
transportation")) *100
573 of 733
Metric name
Formula
Number of FTEs that perform the process "plan
Number of FTEs who perform the process "plan
and manage inbound material flow" per $1 billion and manage inbound material flow" /(Total
revenue
Units
FTEs
Personnel cost to perform the process "operate

warehousing" per $1,000 revenue

warehousing" /(Total business entity revenue * .
001)
dollars
Other cost to perform the process "operate


and outsourced to perform the process "operate
001)
dollars
Outsourced cost to perform the process "operate


001)
dollars
Overhead cost to perform the process "operate


001)
dollars
Systems cost to perform the process "operate


00001)
dollars
Total cost to perform the process "operate

warehousing" as a percentage of cost of goods
sold
(Total cost to perform the process "operate

warehousing" /Cost of goods sold (COGS)) * 100
percent

warehousing" per process FTE

warehousing" /Number of FTEs who perform the
process "operate warehousing"
dollars


001)
dollars

warehousing" per sales order
Pick-to-ship cycle time in hours for customer
orders

warehousing" /Number of sales orders fulfilled
Pick-to-ship cycle time in hours for customer
orders
dollars
hours
574 of 733
Metric name
Dock-to-stock cycle time in hours for supplier
deliveries
Field finished goods inventory days of supply
Formula
Dock-to-stock cycle time for supplier deliveries in
hours
Field finished goods inventory days of supply
Inventory accuracy
Inventory accuracy
Units
hours
days
percent
Inventory value per $1,000 total revenue
Gross value of inventory /(Total business entity

dollars
revenue * .001)
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
warehousing" per $1 billion revenue
000000001)
"Operate warehousing" FTEs as a percentage of
logistics FTEs

percent
"operate warehousing" /(Number of FTEs who
perform the process "define logistics strategy" +
Number of FTEs who perform the process "plan
and manage inbound material flow" + Number of
FTEs who perform the process "operate
warehousing" + Number of FTEs who perform the
process "operate outbound transportation")) *100
Order fill rate
Order fill rate
percent
Order line fill rate
Order line fill rate
percent
On-site finished goods inventory days of supply
Finished goods inventory days of supply
days
Percentage of SKUs tracked by radio frequency
Percentage of SKUs tracked by radio frequency
percent
Warehouse slot utilization
Warehouse slot utilization
percent
Unit fill rate
Unit fill rate
percent
575 of 733
Metric name
Number of sales order line items filled per
"operate warehousing" FTE
Formula
Units
Number of sales order line items / Number of FTEs sales order line
who perform the process "operate warehousing"
items
Number of sales orders filled per "operate

warehousing" FTE
Number of sales orders fulfilled /Number of FTEs

who perform the process "operate warehousing"
Percentage of finished goods inventory requiring

special handling or storage
Freight cost to perform the process "operate
outbound transportation" as a percentage of the
total logistics process group "manage logistics and
warehousing" excluding "manage returns; manage
reverse logistics" cost
Percentage of finished goods inventory requiring percent

special handling or storage
(Freight cost to perform the process "operate
percent
outbound transportation" / (Total cost to perform
the process "define logistics strategy" + Total cost
to perform the process "plan and manage inbound
material flow" + Total cost to perform the process
"operate warehousing" + Total cost to perform the
process "operate outbound transportation")) *
100.0

outbound transportation" per $1,000 revenue

outbound transportation" /(Total business entity
revenue * .001)
Other cost to perform the process "operate


dollars
outsourced and freight to perform the process
"operate outbound transportation" /(Total business


revenue * .001)
dollars


revenue * .001)
dollars


revenue * .001)
dollars
sales orders
dollars
576 of 733
Metric name
Premium freight charges as a percentage of total
freight charges
Formula
Premium freight charges as a percentage of total
freight charges
revenue * .00001)
Units
percent

outbound transportation" as a percentage of cost
of goods sold
(Total cost to perform the process "operate

outbound transportation" /Cost of goods sold
(COGS)) * 100
percent

outbound transportation" per process FTE

outbound transportation" /Number of FTEs who
transportation"
dollars


revenue * .001)
dollars

outbound transportation" per sales order

dollars
outbound transportation" /Number of sales orders
fulfilled
Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in hours
/ 24
Percentage of sales orders shipped as part of full- Percentage of total sales orders shipped in fullload shipments
load shipments
Percentage of sales orders shipped on core
Percentage of sales orders shipped on core
carriers
carriers
Perfect condition rate
Perfect condition rate
Full trailer-load or full container-load capacity
utilization
Percentage of orders delivered complete and on
time
Percentage of orders shipped complete and on
time
dollars
days
percent
percent
percent
Full trailer-load or full container-load capacity

percent
utilization
Percentage of sales orders delivered complete and percent
on time
Percentage of sales orders shipped complete and percent
on time
577 of 733
Metric name
Formula
Units
Percentage of outbound transport containers with Percentage of outbound transport containers with percent
multiple-customer orders
multiple-customer orders
Percentage of sales orders delivered on time
Percentage of sales orders delivered on time
percent
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
outbound transportation" per $1 billion revenue
revenue * .000000001)
"Operate outbound transportation" FTEs as a
percentage of logistics FTEs

percent
"operate outbound transportation" /(Number of
FTEs who perform the process "define logistics
"operate warehousing" + Number of FTEs who
transportation")) *100
Accurate documentation rate
Accurate documentation rate
Percentage of sales orders scheduled to customer

request
Approved preferred/core carriers for primary
transportation as a percentage of total carriers
used for primary transportation
Percentage of total sales orders scheduled

percent
according to customer request
(Number of approved preferred/core carriers for
percent
primary transportation mode / Number of carriers
used for primary transportation mode in the last
twelve months) * 100.0

returns; manage reverse logistics" per $1,000
revenue

dollars
returns; manage reverse logistics" / (Total business

revenue

dollars
percent
578 of 733
Metric name
Formula
Units
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per process FTE
manage reverse logistics" / Number of FTEs who
reverse logistics"
manage reverse logistics" per $1,000 revenue
manage reverse logistics" / (Total business entity
revenue * 0.0010)
manage reverse logistics" per sales order
manage reverse logistics" / Number of sales orders
placed
manage reverse logistics" per sales order line item manage reverse logistics" / Number of sales order
line items
Other cost to perform the process "manage
revenue

dollars
and outsourced to perform the process "manage

revenue
Outsourced cost to perform the process "manage dollars


revenue

dollars
Return processing cycle time in days

Percentage of returned product flowing through
the same logistics network as primary products
Value of returned products as a percentage of
sales
Number of FTEs that perform the process "manage
returns; manage reverse logistics" per $1 billion
revenue
Return processing cycle time in days

days
Percentage of returned product flowing through
percent
the same logistics network as primary products
Value of returned products as a percentage of
percent
sales
Number of FTEs who perform the process "manage FTEs
579 of 733
Metric name
Percentage of corrective actions for customer
complaints that are completed within 15 days
Percentage of logistics costs associated with the
physical transportation, storage, or handling of
returned product
Formula
Percentage of corrective actions for customer
complaints that are completed within 15 days
Percentage of logistics costs associated with the
physical transportation, storage, or handling of
returned product
Units
percent
Percentage of returned goods that are donated
Percentage of returned goods that are donated
percent
Percentage of returned goods that are sent to a

landfill
Percentage of returned goods that are disposed of
through other methods
Percentage of returned goods that are recycled
(materials reclaimed, leased)
Percentage of returned goods that are
remanufactured and resold through a secondary
channel
Percentage of
landfill
Percentage of
through other
Percentage of
percent
returned goods that are sent to a
percent
returned goods that are disposed of percent

methods
returned goods that are recycled
percent
Percentage of returned goods that are

remanufactured and resold
percent
Percentage of returned goods that are repackaged Percentage of returned goods that are repackaged percent
and resold through a secondary channel
and resold
Percentage of returned goods that are resold as-is
through a secondary channel
Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due to
disposal requirements
field service/corrective action
marketing returns
other events
reclamation of leased products
Percentage of returned goods that are resold as-is percent

Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due
disposal requirements
field service/corrective action
marketing returns
other events
reclamation of leased products
percent
to
percent
to
percent
to
percent
to
percent
to
percent
580 of 733
Metric name
Formula
Percentage of total returns flow generated due to Percentage of total returns flow generated due to
reusable packaging
reusable packaging
stock-balancing/marketing returns
stock-balancing/marketing returns
transit damage
transit damage
warranty/end-of-life returns
warranty/end-of-life returns
Other cost of the process group "develop customer Costs other than personnel, systems, overhead,
care/customer service strategy" per $1,000
revenue
customer care/customer service strategy" / (Total
Units
percent

customer care/customer service strategy" per
$1,000 revenue

dollars

$1,000 revenue

dollars

$1,000 revenue

dollars

$100,000 revenue

dollars
Total cost to perform the process group "develop

process FTE

customer care/customer service strategy" /
strategy"
dollars
percent
percent
percent
dollars
581 of 733
Metric name
$1,000 revenue
Formula

sales order

Number of sales orders placed
dollars

sales order line item

Number of sales order line items
dollars
Number of FTEs that perform the process group

strategy" per $1 billion revenue

strategy" / (Total business entity revenue *
0.000000001)
FTEs
Number of languages supported at the business

entity
Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact
Number of languages supported
languages

"manage customer complaints" per $1,000
revenue
(Centrally managed systems cost to perform the

dollars
process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer complaints") / (Total business
Units
dollars

dollars
"manage customer complaints") / Total number of
inbound contacts
582 of 733
Metric name
"manage customer complaints" per active
customer
Formula
Units
dollars
"manage customer complaints") / Number of total
Contact center systems cost to perform the

"manage customer complaints" per inbound
contact
(Contact center systems cost to perform the

dollars
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
contacts

revenue

dollars
revenue * 0.0010)

"manage customer complaints" per active
customer

dollars
Other cost to perform the processes "manage


dollars
contacts
583 of 733
Metric name
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
Formula
Units
(Costs other than personnel, systems, overhead, percent
and outsourced to perform the processes "manage
customer complaints" / Total cost to perform the
processes "manage customer service
complaints") * 100.0

customer complaints" per $1,000 revenue

dollars
and outsourced to perform the processes "manage
customer complaints" / (Total business entity
revenue * 0.0010)

"manage customer requests/inquiries" and
revenue

dollars
"manage customer complaints" / (Total business

"manage sales orders", "manage customer service
complaints" per $1,000 revenue

dollars
"manage customer complaints") / (Total business


dollars
"manage customer complaints") / Number of total
584 of 733
Metric name
Formula
Units
dollars
"manage customer complaints") / Total number of
inbound contacts

(Outsourced cost to perform the processes
percent
"manage customer requests/inquiries" and
"manage customer complaints" as a percentage of "manage customer complaints" / Total cost to
the total cost of the processes
"manage customer complaints" per inbound call
received through IVR DTMF

dollars
"manage customer complaints" / Number of
inbound calls received through IVR DTMF

"manage customer complaints" per call received
through IVR speech

dollars
inbound calls received through IVR speech

dollars
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per web
transactions contact
inbound contacts through web transactions
(Overhead cost to perform the processes "manage percent

585 of 733
Metric name
Formula
Units
Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars
revenue * 0.0010)
Business to business inbound calls as a
percentage of total inbound calls
Business to consumer inbound calls as a
Total revenue per inbound contact

considered "business to business"
considered "business to consumer"
Total business entity revenue / Total number of
inbound contacts
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per web self"manage customer complaints" / Inbound contacts
service contact
received through web self-service
percent
percent
dollars
dollars
Total cost to perform the processes "manage

customer complaints" per customer service FTE

dollars
customer complaints" / Number of FTEs who
perform the customer service function


dollars
revenue * 0.0010)
Personnel cost to perform the processes "manage

complaints" per business entity FTE

dollars
(compensation and benefits)" + Personnel cost to
complaints") / Total number of FTEs for the process
"Manage sales orders" and the function "Manage
customer service"
586 of 733
Metric name
Formula
Units
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer complaints" per process FTE
customer complaints" / Number of FTEs who
perform the customer service function
complaints" per $1,000 revenue

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


dollars
complaints") / Number of total customers in
customer master file that are active


dollars
complaints") / Total number of inbound contacts

(Personnel cost to perform the processes "manage percent

587 of 733
Metric name
Formula
Units
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
revenue * 0.0010)
Response time for inbound requests coming from
e-mail
Average actual response time in minutes for

contacts received through email, excluding
automated acknowledgements of email receipt
hours

fax
postal mail

contacts received through facsimile
contact type "Postal Mail" including outsourced
and direct contacts
hours
Average time in seconds to inbound calls

abandoned
Average contact handling time in seconds
seconds
Average speed of answer in seconds for agent

queue calls
Bridge rate
Average time in seconds to inbound calls

abandoned
Average contact handling time in seconds,
including after-contact work
(Average after-call work time in seconds +
Average talk time in seconds)
Average speed of answer in seconds for agent
queue calls
Bridge rate
Call agent availability rate
Call agent availability rate
percent
Call agent occupancy rate
Call agent occupancy rate
percent
Call agent utilization rate
Call agent utilization rate
percent
Average seat utilization
Average seat utilization
percent
Agent schedule adherence
Average agent schedule adherence
percent
Average call handling time in seconds
hours
seconds
seconds
seconds
percent
588 of 733
Metric name
First call resolution rate
Formula
First call resolution rate
Units
percent
IVR speech recognition rate
IVR speech recognition rate
percent
Average number of contact center seats per

contact center
Number of FTEs who perform the customer service
function per $1 billion revenue
Number of seats / Number of contact centers

seats
included
Number of FTEs who perform the customer service FTEs
function / (Total business entity revenue *
0.000000001)
Percentage of inbound email contacts outsourced

to a third-party provider
(Number of total annual inbound contacts

percent
outsourced to a third-party provider for receipt
method "Email" / 100 percent sum of inbound
contacts outsourced to a third-party for live agent
calls, IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0
Percentage of inbound contacts through "other"

channels outsourced to a third-party provider
(Inbound contacts received through channels other percent

than phone, email, web self-service, web chat or
instant messaging (including virtual agents), a
dedicated mobile application, SMS, social media,
or postal mail, from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone
to a third-party provider
channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
percent
589 of 733
Metric name
Formula
Units
Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent
agent targets as a percentage of all agent FTEs
agent targets as a percentage of all agent FTEs
Number of agent FTEs per direct supervisor FTE
Number of agent FTEs / (Number of general

agent FTEs
service FTEs employed to manage agents +
Number of vital service FTEs employed to manage
agents)
Direct supervisors per agent FTE
(Number of general service FTEs employed to

manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Percentage of web chat or instant messaging

contacts outsourced to a third-party provider
(Inbound contacts received through web chat or

percent
instant messaging, including virtual agents, from
all outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound calls monitored by QAM

and scored by supervisors
Caller authentication rate for IVR
Percentage of inbound calls monitored by QAM

and scored by supervisors
Caller authentication rate for IVR
percent
DTMF IVR self-service resolution rate
DTMF IVR self-service resolution rate
percent
IVR speech self-service resolution rate
IVR speech self-service resolution rate
percent
Web transactions self-service resolution rate
Web transactions self-service resolution rate
percent
Percentage of active customers with active web

accounts
Transferred calls as a percentage of total inbound
calls
Percentage of active customers with active web

accounts
Transferred calls as a percentage of total inbound
calls
percent
direct supervisors
percent
percent
590 of 733
Metric name
Percentage of transferred calls that are
misdirected
Percentage of inbound postal mail contacts
outsourced to a third-party provider
Formula
Units
Percentage of transferred calls that are
percent
misdirected
(Percentage of inbound contacts outsourced to
percent
third-party for postal mail / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound web transaction contacts

(Inbound contacts received through web selfpercent

service from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a thirdparty for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Percentage of contacts with CTI that have

information pop up on the agent's desktop
Percentage of active customers with service level
based on customer segmentation
Calls routed to a live agent as a percentage of
total inbound calls
Calls abandoned in the agent queue as a
Inbound live agent calls per agent FTE
Percentage of contacts with CTI that have

information pop up on the agents desktop
Percentage of active customers with service level
based on customer segmentation
Calls routed to a live agent as a percentage of
total inbound calls
Calls abandoned in the agent queue as a
Number of inbound calls received through a live
agent / Number of agent FTEs
Total number of inbound contacts / Number of
agent FTEs
Inbound contacts per agent FTE
percent
percent
percent
percent
calls
contacts
591 of 733
Metric name
Africa contact center employees as a percentage
of total contact center employees
Formula
Units
( Percentage of your organization's IT headcount percent
in Africa/100 percent sum of organization's IT
headcount in the United States/Canada, Southern
Europe, Central Europe, Western Europe, Australia,
New Zealand, Eastern Europe, Nordic countries,
Central/South America, East Asia, Southeast Asia,
South Asia, China, Rus )*100
Australia and New Zealand contact center

employees as a percentage of total contact center in Australia or New Zealand/100 percent sum of
employees
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South America,
East Asia, Southeast Asia, South Asia, China, Rus )
*100
Central Europe contact center employees as a
percentage of total contact center employees

in Central Europe/100 percent sum of
*100
Central/South America contact center employees

as a percentage of total contact center employees in Central or South America/100 percent sum of
*100
592 of 733
Metric name
Formula
Units
China, Russia, and Central Asia contact center
employees as a percentage of total contact center in China, Russia, or Central Asia/100 percent sum
employees
of organization's IT headcount in the United
*100
East Asia contact center employees as a

in East Asia/100 percent sum of organization's IT
Eastern Europe contact center employees as a


in Eastern Europe/100 percent sum of
*100
Inbound contacts related to billing as a percentage

of total inbound contacts
Inbound contacts related to complaints as a
percentage of total inbound contacts
Inbound contacts related to new orders as a
Inbound contacts related to order modification or
inquiry as a percentage of total inbound contacts
Percentage of inbound contacts from all

related to billing
related to complaints
related to new orders
related to order modification or inquiry
channels
percent
channels
percent
channels
percent
channels
percent
593 of 733
Metric name
Middle East contact center employees as a
Formula
Units
in the Middle East/100 percent sum of
*100
Nordic countries contact center employees as a


in Nordic countries/100 percent sum of
*100
South Asia contact center employees as a


in South Asia/100 percent sum of organization's IT
Southeast Asia contact center employees as a


in Southeast Asia/100 percent sum of
*100
594 of 733
Metric name
Southern Europe contact center employees as a
Formula
Units
in Southern Europe/100 percent sum of
*100
US contact center employees as a percentage of

total contact center employees

in the United States or Canada/100 percent sum of
*100
Western Europe contact center employees as a


in Western Europe/100 percent sum of
*100
Inbound contacts received via phone as a

Inbound contacts received via email as a
Inbound contacts received via fax as a percentage
Inbound contacts received via web chat or instant
messaging as a percentage of total inbound
contacts
(Number of inbound contacts through calls / Total

number of inbound contacts) * 100.0
(Number of inbound contacts through email / Total
number of inbound contacts) * 100.0
(Number of inbound contacts through fax /
Number of inbound contacts) * 100.0
(Number of inbound contacts through online chat /
Total number of inbound contacts) * 100.0
percent
percent
percent
percent
595 of 733
Metric name
Number of inbound contacts through channels
other than phone, email, web self-service, web
chat or instant messaging, dedicated mobile apps,
SMS, social media, or postal mail as a percentage
Formula
Units
(Inbound contacts received through channels other percent
than phone, email, web self-service, web chat or
instant messaging (including virtual agents), a
dedicated mobile application, SMS, social media,
or postal mail / Total number of inbound contacts)
* 100.0
Inbound contacts received via postal mail as a

Inbound contacts received via web self-service as
a percentage of total inbound contacts
(Number of inbound contacts through postal mail / percent

Total number of inbound contacts) * 100.0
(Inbound contacts received through web selfpercent
service / Total number of inbound contacts) *
100.0
Number of inbound calls received through a live

agent as a percentage of total inbound calls
Number of inbound calls received through IVR
speech as a percentage of total inbound calls
Number of inbound calls received through IVR
DTMF as a percentage of total inbound calls
Inbound calls related to billing as a percentage of
total inbound calls
Inbound calls related to complaints as a
Inbound calls related to new orders as a
Inbound calls related to order modification or
inquiry as a percentage of total inbound calls
Number of inbound calls for requirements other
than new orders, order modifications or inquiry,
billing, complaints, or technical support as a
(Number of inbound calls received through a live

agent / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR
speech / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR
DTMF / Number of inbound calls) * 100.0
(Number of inbound calls for billing / Number of
inbound calls) * 100.0
(Number of inbound calls for complaints / Number
of inbound calls) * 100.0
(Number of inbound calls for new orders / Number
of inbound calls) * 100.0
(Number of inbound calls for order modification or
inquiry / Number of inbound calls) * 100.0
related to matters other than new orders, order
modification or inquiry, billing, complaints, or
technical support
Inbound contacts related to technical support as a Percentage of inbound contacts from all channels
related to technical support
percent
percent
percent
percent
percent
percent
percent
percent
percent
596 of 733
Metric name
Number of inbound calls for the customer service
function as a percentage of total inbound calls
Formula
Units
(Number of inbound calls for the customer service percent
function / Number of inbound calls) * 100.0
Percentage of inbound contacts through "other"

channels outsourced to a third-party provider
Percentage of inbound fax contacts outsourced to
a third-party provider
Percentage of inbound IVR DTMF contacts
Percentage of inbound IVR speech contacts
Percentage of inbound live agent call contacts
outsourced to third-party provider
Customer attrition (or churn) rate
Percentage of inbound contacts

third-party for other receipt
third-party for fax
third-party for IVR DTMF
third-party for IVR speech
third-party for live agent calls
Customer attrition rate
Call service level
Service level
seconds
Forecast accuracy for long-term planning
Long-term forecast accuracy
percent
Forecast accuracy for short-term planning
Short-term forecast accuracy
percent
outsourced to
percent
outsourced to
percent
outsourced to
percent
outsourced to
percent
outsourced to
percent
percent
Total cost to perform the process group "recruit,

dollars
source, and select employees" per $1,000 revenue source, and select" / (Total business entity revenue
* 0.001)
source, and select employees" per business entity source, and select" / Number of business entity
employee
employees
dollars

source, and select employees" per new hire
dollars

source, and select" / Total number of new hires
597 of 733
Metric name
Formula
Units
Personnel cost to perform the process group
(Percentage of internal cost of the process group dollars
"recruit, source, and select employees" per $1,000 "Recruit, source, and select employees" allocated
revenue
to personnel cost * Percentage of total cost of the
process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
source, and select") / (Total business entity
revenue * 0.001)
"recruit, source, and select employees" per new
hire

"Recruit, source, and select employees" allocated
source, and select") / Total number of new hires

"recruit, source, and select employees" per

source, and select") / Number of business entity
employees
Systems cost to perform process group "recruit,

source, and select employees" per $1,000 revenue "Recruit, source, and select employees" allocated
to systems cost * Percentage of total cost of the
source, and select") / (Total business entity
revenue * 0.001)
598 of 733
Metric name
Response time in hours for non-routine "recruit,
source, and select employees" inquiries
Formula
Response time in hours for a non-routine inquiry
for the process group "recruit, source, and select
employees"
Response time in hours for routine "recruit, source, Response time in hours for a routine inquiry for
and select employees" inquiries
the process group "recruit, source, and select
employees"
Units
hours
hours
Cycle time in days from approval of job requisition

to acceptance of job offer
Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition
Cycle time in days from approval of job requisition days

to acceptance of job offer
days
hire a new employee to approval of job requisition
New hire satisfaction rate for the recruiting

process
Number of FTEs that perform process group
"recruit, source, and select employees" per $1
billion revenue
Latest captured satisfaction rate of new hires with percent

the recruiting experience
FTEs
"recruit, source, and select employees" / (Total
Percentage of job offers made to middle

management/specialist candidates that are
ultimately accepted
Number of hours invested by the hiring manager

per middle management/specialist new hire
percent
Percentage of job offers made to senior

management/executive candidates that are
ultimately accepted

per senior management/executive new hire
percent
Percentage of job offers made to operational

worker/office staff candidates that are ultimately
accepted

per operational worker/office staff new hire
percent
Percentage of senior management/executive

Percentage of management positions filled by
percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years
senior management/executive employees for the
past three years
Number of new hires per "recruit, source, and
select employees" FTE
Total number of new hires / Number of FTEs who

select employees"
new hires
599 of 733
Metric name
Formula
Units
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "Recruit, source, and FTEs who perform the process group "recruit,
select employees"
source, and select employees"
Middle management/specialists new hires as a
percentage of total new hires
Operational workers/office staff new hires as a
Senior management/executives new hires as a
Percentage of "recruit, source, and select
employees" inquiries received that are non-routine
Middle management/specialist new hires

percentage
Operational workers/office workers new hires
percentage
Senior management/executive new hires
percentage
(Number of non-routine inquiries received monthly
employees" / (Number of routine inquiries
received monthly for the process group "recruit,
source, and select employees" + Number of nonroutine inquiries received monthly for the process
group "recruit, source, and select employees")) *
100.0

employees" inquiries received that are routine
Number of routine inquiries received monthly for percent

employees"/(Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees"+Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100

employees" inquiries received via digital
communication channels
Percentage of inquiries received for the process

group "recruit, source and select employees"
through digital communication channels

employees" inquiries received via e-mail
Percentage of the total inquiries received monthly percent

employees" via e-mail
percent
percent
percent
percent
percent
600 of 733
Metric name
employees" inquiries received via channels other
than e-mail, phone, and face-to-face
Formula
Units
Percentage of inquiries received monthly for the
percent
process group "recruit, source, and select
employees" via channels other than e-mail, phone,
and face-to-face interaction

employees" inquiries received via face-to-face

employees" via face-to-face interaction
percent

employees" inquiries received via non-digital
communication channels

group "recruit, source and select employees"
through non-digital communication channels
percent

employees" inquiries received via phone

employees" via phone
percent
Percentage of "reward and retain employees"

inquiries received via digital communication
channels

group "reward and retain employees" through
digital communication channels
percent

inquiries received via non-digital communication
channels

percent
group "reward and retain employees" through nondigital communication channels
Percentage of new hires that originated from

Percentage of new hires from internal employee
percent
employee referrals
referrals
Percentage of middle management/specialist
percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years
middle management/specialist employees for the
past three years
Other cost to perform the process group "recruit, (Percentage of internal cost to perform the process percent
source, and select employees" as a percentage of group "recruit, source, and select" allocated to
total cost to perform the process
costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "recruit, source, and select")/Total cost to
select"
601 of 733
Metric name
Formula
Units
Overhead cost to perform the process group
(Percentage of internal cost to perform the process percent
"recruit, source, and select employees" as a
group "recruit, source, and select" allocated to
percentage of the total cost to perform the process overhead*Internal cost to perform the process
group
group "recruit, source, and select")/Total cost to
select"
Percentage of internal cost of the process group
percent
percentage of the total cost to perform the process to personnel cost * Percentage of total cost of the
group
employees" allocated to internal cost * 0.01
Systems cost to perform the process group
percent
percentage of the total cost to perform the process to systems cost * Percentage of total cost of the
group
employees" allocated to internal cost * 0.01
Number of monthly non-routine "recruit, source,
and select employees" inquiries per business
entity employee
Number of non-routine inquiries received monthly inquiries

employees" / Number of business entity
employees
Number of monthly routine "recruit, source, and

select employees" inquiries per business entity
employee
Number of routine inquiries received monthly for

employees
inquiries
Outsourced cost of the process group "recruit,

Percentage of total cost of the process group
percent
source, and select employees" as a percentage of "Recruit, source, and select employees" allocated
the total cost to perform the process group
to external cost
Permanent full-time new hires as a percentage of
total new hires
Permanent part-time new hires as a percentage of
total new hires
Permanent full-time positions as a percentage of percent

total new hires
Permanent part-time positions as a percentage of percent
total new hires
602 of 733
Metric name
Formula
Units
Contingent new hires as a percentage of total new Contingent positions as a percentage of total new percent
hires
hires
Overhead and other costs of the process group
percent
"Recruit, source, and select employees" as a
percentage of the total cost to perform the process to overhead and other costs * Percentage of total
group
cost of the process group "Recruit, source, and
select employees" allocated to internal cost * 0.01
Percentage of new hire retention after 12 months
(Percentage of middle management/specialist

percent
employees who joined in the past 12 months that
are still within your business entity + Percentage
of operational worker/office staff employees who
joined in the past 12 months who are still within
your business entity + Percentage of senior
management/executive employees who joined in
the past 12 months that are still within your
business entity)/3
Learning management system consultancy/third- Consultancy/third-party costs associated with

party cost per employee attending classroom or e- ownership for your LMS / (Number of employees
learning training
who attend e-learning training + Number of
employees who attend classroom training)
dollars
Learning management system hardware cost per

employee attending classroom or e-learning
training
Hardware costs associated with ownership for your dollars

LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)
Learning management system software cost per

employee attending classroom or e-learning
training
Software costs associated with ownership for your dollars

LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)
603 of 733
Metric name
Learning management system upgrade and
maintenance cost per employee attending
classroom or e-learning training
Formula
Upgrade and maintenance costs associated with
ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)
Cost to maintain and support the learning

management system per employee dedicated to
the activity
Labor cost for full or part-time employees to

dollars
maintain and support LMS / Number of full or parttime employees required to maintain and support
LMS
Cost to maintain and support the learning

management system per temporary
staff/contractor dedicated to the activity
Labor cost for temporary or contract employees to dollars

maintain and support LMS / Number of temporary
or contract employees required to maintain and
support LMS
Total cost for the learning management system as

a percentage of the system cost to perform the
processes "manage employee development" and
"develop and train employees"
((Hardware costs associated with ownership for

percent
associated with ownership for your LMS) / Systems
cost to perform the process group "develop and
counsel-learning only" ) * 100
Total cost for the learning management system

per employee attending classroom or e-learning
training
(Hardware costs associated with ownership for

dollars
associated with ownership for your LMS) / (Number
of employees who attend e-learning training +
Number of employees who attend classroom
training)

and counsel employees" per $1,000 revenue
Total cost to perform the process group "Develop

and counsel employees" / (Total business entity
revenue * .001)
Units
dollars
dollars
604 of 733
Metric name
employee development" and "develop and train
employees" per $1,000 revenue
Formula
Units
Total cost to perform the process group "develop dollars
and counsel-learning only" / (Total business entity
revenue * .001)

employees" per business entity employee

and counsel-performance and employee relations"
/ Number of business entity employees

employee orientation and deployment," "manage and counsel-performance and employee relations"
employee performance," and "manage employee / (Total business entity revenue * .001)
relations" per $1,000 revenue
employee orientation and deployment," "manage and counsel-performance and employee relations"
employee performance," and "manage employee / Number of business entity employees
relations" per business entity employee
and counsel employees" per business entity
employee

and counsel-learning only" + Total cost to perform
the process group "develop and counselperformance and employee relations") / Number of
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
process group "develop and counsel-learning only"
employees" per $1,000 revenue
allocated to personnel/100) * Total internal cost to
perform the process group "develop and counsellearning only") / (Total business entity revenue * .
001)
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
process group "develop and counsel-learning only"
employees" per business entity employee
allocated to personnel/100) * Total internal cost to
perform the process group "develop and counsellearning only") / Number of business entity
employees
605 of 733
Metric name
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue
Formula
((Percentage of internal cost to perform the
process group "develop and counsel employees"
allocated to personnel/100) * Internal cost to
perform the process group "develop and counselperformance and employee relations") / (Total

relations" per business entity employee

dollars
allocated to personnel/100) * Internal cost to
perform the process group "develop and counselperformance and employee relations") / Number of

"Develop and counsel employees" per $1,000
revenue
(Percentage of internal cost of the process group

"Develop and counsel employees" allocated to
personnel cost * Percentage of total cost of the
process group "Develop and counsel employees"
allocated to internal cost * 0.0001 * Total cost to
perform the process group "Develop and counsel
employees" ) / (Total business entity revenue *
0.001)
dollars

"Develop and counsel employees" per business
entity employee

process group "Develop and counsel employees"
allocated to internal cost * 0.0001 * Total cost to
perform the process group "Develop and counsel
employees" ) / Number of business entity
employees
dollars
Response time in hours for non-routine "develop

and counsel employees" inquiries

for the process group "develop and counsel
employees"
hours
Units
dollars
606 of 733
Metric name
Response time in hours for routine "develop and
counsel employees" inquiries
Formula
Response time in hours for a routine inquiry for
the process group "develop and counsel
employees"
Units

"develop and counsel employees" per $1 billion
revenue

FTEs
"develop and counsel employees" + Number of
FTEs who perform the process group "develop and
counsel-learning only") / (Total business entity
revenue * .000000001)
Number of FTEs that perform processes "manage

employees" per $1 billion revenue

"develop and counsel-learning only" / (Total
hours
FTEs
Number of FTEs that perform processes "manage Number of FTEs who perform the process group
FTEs
employee orientation and deployment," "manage "develop and counsel employees" / (Total business
employee performance," and "manage employee entity revenue * .000000001)
relations" per $1 billion revenue
Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "Develop and counsel FTEs who perform the process group "develop and
employees"
counsel employees" + Number of FTEs who
perform the process group "develop and counsellearning only")
Number of business entity employees per
"manage employee development" and "develop
and train business entity employees" FTE

FTEs who perform the process group "develop and
counsel-learning only"

"manage employee orientation and deployment," FTEs who perform the process group "develop and
"manage employee performance," and "manage
counsel employees"
employee relations" FTE
Outsourced cost of the processes "manage
employees" as a percentage of the total cost to
perform the processes
(Outsourced cost to perform the process group

"develop and counsel-learning only"/Total cost to
perform the process group "develop and counsellearning only")*100
percent
607 of 733
Metric name
Outsourced cost of the processes "manage
relations" as a percentage of the total cost to
Formula
Units
(Outsourced cost of the process group "develop
percent
and counsel-performance and employee
relations"/Total cost to perform the process group
"develop and counsel-performance and employee
relations")*100
Percentage of "develop and counsel employees"

inquiries received that are routine

the process group "develop and counsel"/(Number
of routine inquiries received monthly for the
process group "develop and counsel"+Number of
non-routine inquiries received monthly for the
process group "develop and counsel")*100

inquiries received via channels other than e-mail,
phone, and face-to-face

via channels other than e-mail, phone, and faceto-face interaction
percent

channels

group "develop and counsel employees"
employees" through digital communication
channels
percent

inquiries received via e-mail
inquiries received via face-to-face

process group "develop and counsel" via e-mail
via face-to-face interaction
percent

channels

group "develop and counsel employees"
employees" through non-digital communication
channels
percent

inquiries received via phone

process group "develop and counsel" via phone
percent
percent
608 of 733
Metric name
inquiries received that are non-routine
Formula
Units
Number of non-routine inquiries received monthly percent
for the process group "develop and counsel"/
(Number of routine inquiries received monthly for
the process group "develop and counsel"+Number
of non-routine inquiries received monthly for the
process group "develop and counsel")*100

percent
"Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to
of the total cost to perform the process group
personnel cost * 0.01 * Percentage of total cost of
the process group "Develop and counsel
employees" allocated to internal cost
"Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to
systems cost * 0.01 * Percentage of total cost of
the process group "Develop and counsel
percent
Overhead and other costs to perform the process Percentage of internal cost of the process group
group "Develop and counsel employees" as a
percentage of the total cost to perform the process overhead and other costs * 0.01 * Percentage of
group
total cost of the process group "Develop and
counsel employees" allocated to internal cost
percent
Outsourced cost of the process group "Develop

and counsel employees" as a percentage of the
total cost to perform the process group
percent
Percentage of total cost of the process group

external cost
609 of 733
Metric name
employees" as a percentage of total cost to
Formula
Units
group "develop and counsel-learning only"
allocated to costs other than personnel, systems,
and overhead*Total internal cost to perform the
process group "develop and counsel-learning
only")/Total cost to perform the process group
"develop and counsel-learning only"
Other cost of the processes "manage employee

orientation and deployment," "manage employee
performance," and "manage employee relations"
as a percentage of total cost to perform the
processes

group "develop and counsel-performance and
employee relations" allocated to costs other than
personnel, systems, overhead, and
outsourced*Internal cost to perform the process
employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"


allocated to overhead*Total internal cost to
perform the process group "develop and counsellearning only")/Total cost to perform the process


group "develop and counsel employees" allocated
to overhead*Internal cost to perform the process
610 of 733
Metric name
Formula
Units
allocated to personnel*Total internal cost to
perform the process group "develop and counsellearning only")/Total cost to perform the process


to personnel*Internal cost to perform the process
Systems cost to perform the processes "manage


allocated to systems*Total internal cost to perform
the process group "develop and counsel-learning
only")/Total cost to perform the process group
"develop and counsel-learning only"
Systems cost to perform the processes "manage


to systems*Internal cost to perform the process
611 of 733
Metric name
Number of monthly non-routine "develop and
counsel employees" inquiries per business entity
employee
Formula
Units
for the process group "develop and counsel" /
Number of monthly routine "develop and counsel

employees" inquiries per business entity
employee
Number of routine inquiries received monthly for inquiries

the process group "develop and counsel" / Number
of business entity employees
Total cost to perform the process group "reward

and retain employees" per $1,000 revenue

and retain employees" / (Total business entity
revenue * .001)

and retain employees" per business entity
employee

dollars
and retain employees" / Number of business entity
employees

"reward and retain employees" per business entity process group "reward and retain employees"
employee
allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / Number of business entity
employees
"reward and retain employees" per $1,000
revenue
dollars
dollars

dollars
process group "reward and retain employees"
the process group "reward and retain
employees") / 100) / (Total business entity revenue
* .001)
Average salary including base, overtime, and

(Total base pay for middle management/specialist dollars
variable pay for middle management or specialists employees + Total overtime pay for middle
management/specialist employees + Total variable
pay for middle management/specialist employees)
/ Number of middle management/specialist
employees
612 of 733
Metric name
Formula
Units
(Total base pay for operational worker/office staff dollars
variable pay for operational workers or office staff employees + Total overtime pay for operational
worker/office staff employees + Total variable pay
for operational worker/office staff employees) /
Number of operational worker/office staff
employees
(Total base pay for senior management/executive
variable pay for senior management or executives employees + Total overtime pay for senior
management/executive employees + Total
variable pay for senior management/executive
employees) / Number of senior
management/executive employees
dollars
Response time in hours for non-routine "reward

and retain employees" inquiries

for the process group "reward and retain
employees"
hours
Response time in hours for routine "reward and

retain employees" inquiries

hours
the process group "reward and retain employees"
Average tenure in months for business entity

agents
"Reward and retain employees" per $1 billion
revenue
Average tenure in months for business entity

agents
"reward and retain employees" / (Total business
months
FTEs
performs the process group "Reward and retain
FTEs who perform the process group "reward and
employees"
retain employees"
Number of days absent per employee excluding
maternity and paternity leave
Number of days absent due to sickness excluding days

maternity and paternity leave per employee
Number of days absent per employee including

maternity and paternity leave
Number of days absent due to sickness, maternity, days

and paternity leave per employee
613 of 733
Metric name
Formula
Units
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employee
employees
Number of monthly routine "reward and retain
employee

the process group "reward and retain employees" /
Outsourced cost of the process group "reward and Outsourced cost to perform the process group
retain employees" as a percentage of the total
"reward and retain employees"/Total cost to
cost to perform the process group
employees"*100
percent


process group "reward and retain employees" via
face-to-face interaction
percent


monthly for the process group "reward and retain
employees"+Number of non-routine inquiries
received monthly for the process group "reward
and retain employees")*100


the process group "reward and retain employees" /
(Number of routine inquiries received monthly for
the process group "reward and retain employees"
+ Number of non-routine inquiries received
monthly for the process group "reward and retain
employees") * 100


channels other than e-mail, phone, and face-toface interaction
percent
614 of 733
Metric name
Formula
e-mail
Units
percent


phone
percent
Overhead and other costs of the process group

"reward and retain employees" as a percentage of "Reward and retain employees" allocated to
overhead and other costs * Percentage of total
cost of the process group "Reward and retain
employees" allocated to internal cost * 0.01)
percent
Senior management or executive overtime pay as (Total overtime pay for senior
a percentage of total pay
management/executive employees/Total pay for
senior management/executive employees)*100
percent
Middle management or specialist overtime pay as (Total overtime pay for middle
a percentage of total pay (including cost of
management/specialist employees/Total pay for
benefits)
middle management/specialist employees)*100
percent
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office
a percentage of total pay (including cost of
staff employees/Total pay for operational
benefits)
worker/office staff employees)*100
percent
Other cost to perform the process group "reward

and retain employees" as a percentage of total
cost to perform the process

group "reward and retain employees" allocated to
costs other than personnel, systems, and
group "reward and retain employees")/Total cost to
employees"
615 of 733
Metric name
Formula
Units
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
employees"
personnel*Internal cost to perform the process
employees"
systems*Internal cost to perform the process
employees"
Base pay per middle management or specialist
employee
Total base pay for middle management/specialist

employees / Number of middle
management/specialist employees
dollars
Base pay per operational worker or office staff

employee
Total base pay for operational worker/office staff

employees / Number of operational worker/office
staff employees
dollars
Base pay per senior management or executive

employee
Total base pay for senior management/executive

employees / Number of senior
dollars
Number of vacation days per year per employee
Number of vacation days per year per employee
days
Total cost to perform the process group "redeploy

and retire employees" per $1,000 revenue

and retire employees" / (Total business entity
revenue * .001)
dollars
616 of 733
Metric name
and retire employees" per business entity
employee
Formula
Units
Total cost to perform the process group "redeploy dollars
and retire employees" / Number of business entity
employees

"redeploy and retire employees" per $1,000
revenue

dollars
process group "redeploy and retire employees"
the process group "redeploy and retire
employees") / 100) / (Total business entity revenue
* .001)

"redeploy and retire employees" per business
entity employee

process group "redeploy and retire employees"
employees")/ 100) / Number of business entity
employees
dollars
Response time in hours for non-routine "redeploy

and retire employees" inquiries

for the process group "redeploy and retire
employees"
hours
Response time in hours for routine "redeploy and

retire employees" inquiries

hours
the process group "redeploy and retire employees"

"redeploy and retire employees" per $1 billion
revenue

"redeploy and retire employees" / (Total business
Number of internal hires per "redeploy and retire

employees" FTE
Number of vacancies filled by internal candidates / internal hires

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

group "redeploy and retire employees" allocated
to overhead*Internal cost to perform the process
employees"


to personnel*Internal cost to perform the process
employees"


to systems*Internal cost to perform the process
employees"
618 of 733
Metric name
Number of monthly non-routine "redeploy and
retire employees" inquiries per business entity
employee
Formula
Units
employees
Number of monthly routine "redeploy and retire

employee

the process group "redeploy and retire employees"
/ Number of business entity employees
Outsourced cost of the process group "redeploy

and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to
perform the process group "redeploy and retire
employees"*100
percent
Percentage of "redeploy and retire employees"

channels

group "redeploy and retire employees"
channels
percent

channels

group "redeploy and retire employees"
channels
percent


monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100
619 of 733
Metric name
Formula
Units
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100


process group "redeploy and retire" via face-toface interaction
percent

process inquiries received via channels other than process group "redeploy and retire" via channels
e-mail, phone, and face-to-face
other than e-mail, phone, and face-to-face
interaction
percent

process inquiries received via e-mail
process inquiries received via phone
hire a new employee until new hire begins in the
agreed position

percent
process group "redeploy and retire" via e-mail
percent
process group "redeploy and retire" via phone
days
hire a new employee to approval of job requisition
+ Cycle time in days from approval of job
requisition to acceptance of job offer + Cycle time
in days from job offer acceptance until new hire
begins in the agreed position, including time for
orientation and initial set-up
Cycle time in days from job acceptance until new

hire begins in the agreed position
Cycle time in days from job offer acceptance until days

new hire begins in the agreed position, including
time for orientation and initial set-up
Job offer acceptance rate for middle

management/specialists
Job offer acceptance rate for operational
workers/office staff
Job offer acceptance rate for middle

management/specialist employees
Job offer acceptance rate for operational
worker/office staff employees
percent
percent
620 of 733
Metric name
Formula
Units
Job offer acceptance rate for senior
Job offer acceptance rate for senior
percent
management/executives
Percentage of middle management/specialist new Percentage of middle management/specialist
percent
hire retention after 12 months
are still within your business entity
Percentage of operational worker/office staff new
Percentage of operational worker/office staff

percent
employees who joined in the past 12 months who
Percentage of senior management/executive new

Percentage of senior management/executive

percent
Number of approved job requisitions per "Recruit, Annual number of job requisitions/ Number of FTEs job requisitions
source, and select employees" FTE
who perform the process group "recruit, source,
and select employees"
Number of new hires as a percentage of approved
job requisitions
Percentage of operational workers/office staff
positions filled by internal promotion for the past 3
years
(Total number of new hires / Annual number of job percent

requisitions) * 100
percent
internal promotion versus external recruitment for
operational worker/office staff employees for the
past three years
New employees as a percentage of total business

entity employees
Total cost to perform the process "Manage
employee orientation and deployment" per $1,000
revenue
(Total number of new hires / Number of business

percent
entity employees) * 100
(Percentage of total annual cost of the process
dollars
group "Develop and counsel employees" allocated
to the process "Manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "Develop and counsel
employees" ) / (Total business entity revenue *
0.001)
621 of 733
Metric name
employee orientation and deployment" per
Formula
Units
dollars
deployment" * 0.01 * Total cost to perform the
process group "Develop and counsel
employees" ) / Number of business entity
employees
Cost to perform the process "manage employee

orientation and deployment" as a percentage of
"develop and counsel employees"
Percentage of total annual cost of the process

percent
deployment"

employee performance" per $1,000 revenue

dollars
to the process "Manage employee performance" *
0.01 * Total cost to perform the process group
"Develop and counsel employees" ) / (Total

employee performance" per business entity
employee

dollars
to the process "Manage employee performance" *
"Develop and counsel employees" ) / Number of
Cycle time in days for the formal performance

review process from start to finish for middle
management/specialists
Cycle time in days from start to finish for a formal days

performance review for a middle
management/specialist employee

review process from start to finish for Operational performance review for an operational
workers/office staff
worker/office staff employee
622 of 733
Metric name
review process from start to finish for senior
management/executives
Formula
performance review for a senior
management/executive employee
Units
Percentage of middle management/specialists that Percentage of middle management/specialist

receive a formal performance review
employees who receive a formal performance
review
percent
Percentage of operational workers/office staff that Percentage of operational worker/office staff

review
percent
Percentage of senior management/executives that Percentage of senior management/executive

review
percent

performance" as a percentage of the total cost to
employees"

percent
to the process "Manage employee performance"

employee development" per $1,000 revenue

dollars
to the process "Manage employee development" *
"Develop and counsel employees" ) / (Total

employee development" per business entity
employee

dollars
to the process "Manage employee development" *
"Develop and counsel employees" ) / Number of
623 of 733
Metric name
Formula
Units
percent
development" as a percentage of the total cost to group "Develop and counsel employees" allocated
perform the process group "develop and counsel to the process "Manage employee development"
employees"
Learning budget per business entity employee
Budget for learning for the process group "develop dollars

and counsel-learning only"/Number of business
entity employees
Internal cost to perform learning administration

Internal cost to perform learning administration
Total cost to perform the process "Develop and
train employees" per $1,000 revenue
Internal cost for learning administration / (Total

dollars
Internal cost for learning administration/ Number dollars
of business entity employees
dollars
train employees" / (Total business entity revenue
* 0.001)

train employees" per business entity employee

train employees" / Number of business entity
employees
Personnel cost to perform the process "Develop

and train employees" per $1,000 revenue
(Percentage of internal cost of the process

dollars
"Develop and train employees" allocated to
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) / (Total

and train employees" per business entity
employee

dollars
"Develop and train employees" allocated to
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) /
dollars
624 of 733
Metric name
Formula
Average time in days to close an identified skill or Number of calendar days per employee to close an days
capability gap through training for an employee
identified skill or capability gap through training
Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee
worker/office staff employee
days
capability gap through training for a middle
capability gap through training for a middle
management/specialists employee
management/specialist employee
days
capability gap through training for a senior
capability gap through training for a senior
management/executives employee
management/executive
days
Units
Number of FTEs that perform learning

administration activities per $1 billion revenue
Number of FTEs who perform learning

FTEs
administrative activities (exclude the activities for
processing and distributing payments) / (Total
Percentage of CEO and senior leadership time

spent on leadership development
Percentage of middle management/specialists who
attended management development programs
Percentage of CEO and senior leadership time put percent

toward leadership development
Percentage of middle management/specialists who percent
attend management development programs
Percentage of operational staff/office staff who

attended management development programs
Percentage of operational worker/office staff who

percent
Percentage of senior management/executives who Percentage of senior management/executives who percent

Hours spent developing new classroom training
content per trainee
Number of hours for developing classroom training hours

/ Number of employees who attend classroom
training
Hours spent developing new e-learning training

content per trainee
Number of hours for developing e-learning training hours

/ Number of employees who attend e-learning
training
625 of 733
Metric name
Formula
Number of FTEs that perform the process "Develop Number of FTEs who perform the process "Develop FTEs
and train employees" per $1 billion revenue
and train employees" / (Total business entity
revenue * .000000001)
Units

"Develop and train employees" FTE

FTEs who perform the process "Develop and train
employees"

learning administration

FTEs who perform learning administrative
activities (exclude the activities for processing and
Cost to perform the process "develop and train

employees"

percent
to the process "Develop and train employees"
Number of learning days per employee
Number of days dedicated to formal learning per

employee
middle management/specialist employee
operational worker/office staff employee
Number of days per employee dedicated to
learning for senior management/executive
employees
Number of learning days per middle

management/specialists employee
Number of learning days per operational
workers/office staff employee
Number of learning days per senior
management/executive employee
days
days
days
days

Percentage of internal cost of the process
percent
and train employees" as a percentage of the total "Develop and train employees" allocated to
cost to perform the process
personnel cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost
Systems cost to perform the process "Develop and Percentage of internal cost of the process
train employees" as a percentage of the total cost "Develop and train employees" allocated to
to perform the process
systems cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost
percent
626 of 733
Metric name
Formula
Overhead and other costs to perform the process Percentage of internal cost of the process
"Develop and train employees" as a percentage of "Develop and train employees" allocated to
the total cost to perform the process
overhead and other costs * 0.01 * Percentage of
total cost of the process "Develop and train
Units
percent
Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop
and train employees" allocated to external cost
perform the process
percent
Percentage of learning days delivered using

classroom instruction provided by your
organization
percent
Percentage of learning days delivered through

classroom instruction provided by your
organization

percent
computer-based training (self-instruction) installed computer-based training (self-instruction) installed
from CD-ROM
from CD-ROM
computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
Percentage of learning days delivered
correspondence courses
learning (interactive)
external classroom instruction
the-job training

correspondence courses
using ePercentage of learning days delivered through elearning (interactive)
using
using onPercentage of learning days delivered through onthe-job training
using other Percentage of learning days delivered through
other types of training methods
streaming video
streaming video
Percentage of learning days delivered through a
virtual, classroom-based training delivered online virtual or classroom-based training online
using
Percentage of learning days delivered through a

percent
computer-based training (self-instruction) over the
web (either directly or downloaded)
percent
percent
percent
percent
percent
percent
percent
627 of 733
Metric name
Percentage of training programs developed
externally
internally
through other channels
through partnerships with external specialists
computer based training
correspondence courses and virtual, instructor-led
classroom-based training delivered online
Formula
externally
internally
through other channels
through partnerships with external specialists
Percentage of per-employee learning days
delivered using computer based training
delivered using correspondence courses and or
virtual, instructor-led classroom-based training
delivered online

internal classroom instruction

percent
delivered using classroom instruction provided by
your organization

Percentage of learning days delivered using onthe-job training
Percentage of learning days delivered using other
methods

percent
delivered using external classroom instruction
percent
delivered using on-the-job training
percent
delivered using training methods other than
computer based training, correspondence courses,
virtual instructor led courses, internal and external
classroom instruction, and on the job training
Internal cost to perform payroll administration

Internal cost to perform payroll administration
Internal cost for payroll administration / (Total

Internal cost for payroll administration/Number of
Units
percent
percent
percent
percent
percent
percent
dollars
dollars
628 of 733
Metric name
Number of FTEs that perform payroll
administration activities per $1 billion revenue
Formula
Number of FTEs who perform payroll
FTEs
administrative activities (exclude the activities for
processing and distributing payments) / (Total
Units

payroll administration

FTEs who perform payroll administrative activities
(exclude the activities for processing and
Total relocation expenses as a percentage of total (Total cost of relocation expenses paid to
cost of continuing operations
employees / Total costs of continuing
operations)*100
percent
Total expenditure for repatriation as a percentage

of total cost of continuing operations
Total expatriation cost as a percentage of total
cost of continuing operations
Cycle time in days for processing an employee's
retirement
Cycle time in days from identification of need for
expatriation to date of transfer
(Total expenditure for repatriation / Total costs of

continuing operations)*100
(Total expenditure for expatriation / Total costs of
continuing operations)*100
Cycle time in days to process an employee's
retirement
Cycle time in days to process an expatriation from
identification of need for expatriation to date of
transfer
percent
Cycle time in days from identification of need for

repatriation to date of transfer
Cycle time in days to process a repatriation from

identification of need for repatriation to date of
transfer
days
Cycle time in days from receipt of leave of

absence request to confirmation of approval/nonapproval issued to employee
Cycle time in days from request for leave of

absence to confirmation of absence to employee
days
Cycle time in days from request for internal

transfer to completion of transfer
Involuntary terminations as a percentage of total
Voluntary terminations as a percentage of total
Cycle time in days for the internal transfer process days
(Number of involuntary employee terminations /

Number of business entity employees) * 100
(Number of voluntary employee
terminations/Number of business entity
employees)*100
percent
days
days
percent
percent
629 of 733
Metric name
Percentage of business entity employees that
were redeployed for reasons other than filling a
vacancy
Formula
Percentage of employees redeployed for reasons
other than filling a vacancy
Middle management/specialists involuntary

terminations as a percentage of total involuntary
terminations
(Number of involuntary employee terminations for percent

middle management/specialist employees /
Number of involuntary employee
terminations)*100
Operational workers/office staff involuntary

terminations
(Number of involuntary employee terminations for percent

operational worker/office staff employees /
terminations)*100
Senior management/executives involuntary

terminations
(Number of involuntary senior

management/executive employee terminations /
terminations)*100
percent
Agent involuntary attrition rate
Agent involuntary attrition rate
percent
Agent voluntary attrition rate
Agent voluntary attrition rate
percent
Employee turnover rate
((Number of voluntary employee

terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
percent
Employees relocated within a country as a

percentage of total business entity employees
(Number of employees relocated within your

country / Number of business entity
employees)*100
percent
Middle management/specialists voluntary

terminations as a percentage of total voluntary
terminations
(Number of voluntary employee terminations for

percent
middle management/specialist employees /
Number of voluntary employee terminations)*100
Units
percent
630 of 733
Metric name
Senior management/executives voluntary
terminations
Formula
Units
(Number of voluntary senior
percent
management/executive employee terminations /
Percentage of vacancies filled by internal

candidates for middle management/specialists
(Number of middle management/specialist

percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100

candidates for operational workers/office staff
(Number of operational worker/office staff

percent
candidates)*100

candidates for senior management/executives
(Number of senior management/executive

percent
candidates)*100
Operational workers/office staff voluntary

terminations
(Number of voluntary employee terminations for

percent
operational worker/office staff employees /
Percentage of the work force that are expatriates
Percentage of business entity's work force that are percent

expatriates
Percentage of vacancies at your business entity
percent
that are filled by internal candidates
hours
for the process group "manage employee
information"
Percentage of total vacancies filled by internal

candidates
Response time in hours for non-routine "manage
employee information" inquiries
Response time in hours for routine "manage
employee information" inquiries

the process group "manage employee
information"
hours
Average time in days to fulfill an ad hoc

information request
Cycle time in days for the function "develop and

manage human capital" to fulfill an ad hoc
information request
days
631 of 733
Metric name
Number of monthly non-routine "manage
employee information" inquiries per business
entity employee
Formula
Units
information" / Number of business entity
employees
Number of monthly routine "manage employee

information" inquiries per business entity
employee
Number of routine inquiries received monthly for

information" / Number of business entity
employees
Percentage of "manage employee information"


information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100


information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100


percent
process group "manage employee information" via
channels other than e-mail, phone, and face-toface interaction

channels

group "manage employee information"
channels
inquiries
percent
632 of 733
Metric name
Formula
Units
percent
e-mail


percent
face-to-face interaction

channels

group "manage employee information"
channels


percent
phone
percent
Other cost of the process group "manage the

business of information technology" per $100,000 and outsourced to perform the process group
revenue
"manage the business of IT" / (Total business
dollars
Outsourced cost of the process group "manage the Outsourced cost to perform the process group
business of information technology" per $100,000 "manage the business of IT" / (Total business
revenue
dollars
Overhead cost of the process group "manage the Overhead cost to perform the process group
revenue
dollars
Personnel cost of the process group "manage the

business of information technology" per $1,000
revenue

"manage the business of IT" / (Total business
dollars
Systems cost of the process group "manage the

revenue
dollars
Total cost of the process "manage the business of ((Percentage of IT cost allocated to the process
dollars
IT" per $1,000 revenue
technology"/100) * IT costs during the past year) /
633 of 733
Metric name
Formula
Units
Time in months to respond to major business shifts Time in months to respond to a major business
months
shift
Time in weeks to close an identified IT skill or
Time in weeks to close an identified IT skill or
weeks
capability gap
capability gap
Level of FTE experience in years for the process
Average level of experience in years for FTEs who years
perform the process group "manage the business
technology"
of IT"
Number of IT FTEs for the process group "manage ((Percentage of FTEs who perform the function
the business of information technology" per $1
billion revenue
information technology"/100) * Number of FTEs
who perform the function "manage information
0.000000001)
Average number of hours per year of technical
training per IT (or service line) employee
supporting product development
FTEs
Hours of training per employee supporting product hours per year

development
Percentage of IT budget for process group

(IT budget allocated to the process group "manage percent
"manage the business of information technology" the business of information technology" / IT
budget for the past year) * 100.0
Percentage of IT work force to be newly hired
within 1 year
Percentage of IT work force to be replaced for
other reasons within 1 year
Percentage of IT work force to retire within 1 year
Percentage of IT workforce expected to be newly

hired within 1 year
Percentage of IT workforce expected to be
replaced for other reasons within 1 year
Percentage of IT workforce expected to retire
within 1 year
Percentage of total IT costs for process group
Percentage of IT cost allocated to the process
"manage the business of information technology" group "manage the business of information
technology"
percent
Percentage of business entity IT FTEs who perform Percentage of FTEs who perform the function
the process group "manage the business of
percent
percent
percent
percent
634 of 733
Metric name
Other cost of the process group "develop and
manage information technology customer
relationships" per $100,000 revenue
Formula
Units
dollars
and outsourced to perform the process group
"develop and manage IT customer relationships" /
Outsourced cost of the process group "develop

and manage information technology customer
relationships" per $100,000 revenue

dollars
Overhead cost of the process group "develop and

manage IT customer relationships" per $100,000
revenue

dollars
Personnel cost of the process group "develop and

revenue

dollars
Systems cost of the process group "develop and

revenue

dollars
Total cost of the process group "develop and

revenue
((Percentage of IT cost allocated to the process

dollars
group "develop and manage IT customer
relationships"/100) * IT costs during the past year)
/ (Total business entity revenue * 0.0010)

group "develop and manage information
technology customer relationships"

perform the process group "develop and manage
IT customer relationships"
635 of 733
Metric name
Formula
Number of IT FTEs for the process group "develop ((Percentage of FTEs who perform the function
FTEs
and manage information technology customer
relationships" per $1 billion revenue
relationships"/100) * Number of FTEs who perform
the function "manage information technology") /
Units

"develop and manage IT customer relationships"
(IT budget allocated to the process group "develop percent

and manage IT customer relationships" / IT budget
for the past year) * 100.0

"develop and manage IT customer relationships"

group "develop and manage IT customer
relationships"
the process group "develop and manage it
customer relationships"
relationships"
percent
percent
Total cost of the process group "manage enterprise ((Percentage of IT cost allocated to the process
dollars
information" per $1,000 revenue
group "manage enterprise information"/100) * IT
costs during the past year) / (Total business entity
revenue * 0.0010)
Time in weeks to report on compliance status of
the information architecture
Average time in weeks to create the enterprise
information management strategic plan
Average time in weeks to set up a complex
technical interface for a user of a defined data
content source
Time in weeks to report on compliance status of

the information architecture
Average time in weeks to create the enterprise
information management strategic plan
Average time in weeks to set up a complex
technical interface
weeks
Average time in weeks to set up a medium

technical interface for a user of a defined data
content source
Average time in weeks to set up a medium

complex technical interface
weeks
weeks
weeks
636 of 733
Metric name
Formula
Units
Average time in weeks to set up a simple technical Average time in weeks to set up a simple technical weeks
interface for a user of a defined data content
interface
source
Length in years of information architecture
planning horizon
Number of IT FTEs for the process group "manage
enterprise information" per $1 billion revenue
Length in years of information architecture

planning horizon
process group "manage enterprise
information"/100) * Number of FTEs who perform
the function "manage information technology") /
years
Percentage of common data across all business

units
Percentage of data assessed for compliance with
information policies and standards
Percentage of data managed centrally as
enterprise information assets
Percentage of data that has defined policy,
definition, and change control responsibility
Percentage of information elements with assigned
and active data custodians
group "manage enterprise information"
Percentage of information assets that are common

across all business units
Percentage of data assessed for compliance with
information policies and standards
Percentage of data managed centrally as
enterprise information assets
Percentage of data that has defined policy,
definition, and change control responsibility
Percentage of information elements with assigned
and active data custodians
Average level of experience in years for FTEs who
perform the process group "manage enterprise
information"
percent
FTEs
percent
percent
percent
percent
years
Total number of revisions to the published

Average number of revisions to the published
enterprise information architecture
enterprise information architecture
Average percentage change in detected
Percentage change in detected exceptions to the
exceptions to the information architecture per year information architecture per year
revisions
the process group "manage enterprise
information"
process group "manage enterprise information"
percent
percent
637 of 733
Metric name
Number of FTEs classified as IT architects per $1
billion revenue
"manage enterprise information"
Formula
Units
Number of FTEs classified as IT architects / (Total FTEs
enterprise information" / IT budget for the past
year) * 100.0

"manage enterprise information"
Other cost of the process group "develop and
maintain information technology solutions" per
$100,000 revenue

group "manage enterprise information"
and maintain information technology solutions" /
percent
Outsourced cost of the process group "develop

and maintain information technology solutions"

dollars
Overhead cost of the process group "develop and

$100,000 revenue

dollars
Systems cost of the process group "develop and

$100,000 revenue
Systems cost to perform the process "develop and dollars

maintain information technology solutions" / (Total
Total cost of the process group "develop and

$1,000 revenue

group "develop and maintain information
technology solutions"/100) * IT costs during the
past year) / (Total business entity revenue *
0.0010)
dollars
Personnel cost of the process group "develop and

$1,000 revenue

dollars
Time in months to fulfill a business need with

relevant IT solutions for investments between $1

months
relevant IT solutions for investments between $ 1
dollars
638 of 733
Metric name
relevant IT solutions for investments between
$100,000 and $250,000
Formula
$100,000 and $250,000
Units
months

$250,000 and $500,000

$250,000 and $500,000
months


months

months
relevant IT solutions for investments greater than relevant IT solutions for investments greater than
$100 million
$100 million
relevant IT solutions for investments less than
$100,000

relevant IT solutions for investments less than
$100,000
months
Average time in hours to resolve highest priority

problems for the current year
Average time in hours to respond to highest
priority problem for the current year
Average time in weeks to fulfill a complex
information need
Average time in weeks to fulfill a medium
information need
Average time in weeks to fulfill a simple
information need
technology solutions"
Average time in hours to resolve the highest

priority problem
Average time in hours to respond to the highest
priority problem
Average time in weeks to fulfill a complex
information need
Average time in weeks to fulfill a medium complex
information need
Average time in weeks to fulfill a simple
information need
Average level of experience in years for FTEs who
perform the process group "develop and maintain
IT solutions"
hours
Number of break/fix requests requiring rework as a (Number of break or fix requests that require
percentage of average backlog for the current
rework / Average backlog) * 100.0
year
hours
weeks
weeks
weeks
years
percent
639 of 733
Metric name
Formula
Number of IT FTEs for the process group "develop ((Percentage of FTEs who perform the function
FTEs
and maintain information technology solutions"
process group "develop and maintain information
technology solutions"/100) * Number of FTEs who
0.000000001)
Units
Number of service oriented architecture services

implemented
Percentage of initially planned functionality that is
delivered for application development and
maintenance projects in the most recent year
Number of services oriented architecture (SOA)

services
services implemented in production
Percentage of initially planned functionality that is percent
delivered for application development and
Percentage of IT budget allocated towards service

oriented architecture (SOA)
Percentage of application development and
delivered on or below budget
Percentage of IT budget allocated towards service percent

oriented architecture (SOA)
percent
delivered on or below budget

delivered on time or early

delivered on time or early
percent
Percentage of planned return on investment (ROI) Percentage of planned return on investment (ROI) percent
for application development and maintenance
for application development and maintenance
projects
projects in the most recent year
information technology solutions"
process group "develop and maintain information
percent
Percentage of service oriented architecture

services that are external
"develop and maintain information technology
solutions"
percent
Percentage of service oriented architecture (SOA)

services published or exposed externally
percent
640 of 733
Metric name
"develop and maintain information technology
solutions"
Formula
Units
(IT budget allocated to the process group "develop percent
IT budget for the past year) * 100.0
Percentage of service oriented architecture

services that are internal
Number of development projects for the current
year between $1 million and $100 million
Percentage of service oriented architecture (SOA) percent

services published or exposed internally
Number of application development projects with development
values between $1 million and $100 million for the projects
current year

year between $100,000 and $250,000
Number of application development projects with

values between $100,000 and $250,000 for the
current year
development
projects

year between $250,000 and $500,000

values between $250,000 and $500,000 for the
current year
development
projects

year between $500,000 and $1 million

values between $500,000 and $1 million for the
current year
development
projects

year greater than $100 million

values greater than $100 million for the current
year
development
projects

year less than $100,000

values less than $100,000 for the current year
development
projects
Average backlog for the current year
Average backlog
Other cost of the process group "deploy

information technology solutions" per $100,000
revenue

"deploy IT solutions" / (Total business entity
revenue * 0.000010)
number of
break/fix requests
dollars
Outsourced cost of the process group "deploy

revenue

revenue * 0.000010)
dollars
641 of 733
Metric name
Overhead cost of the process group "deploy
revenue
Formula
revenue * 0.000010)
Personnel cost of the process group "deploy

revenue

revenue * 0.0010)
dollars
Systems cost of the process group "deploy

revenue

revenue * 0.000010)
dollars
Total cost of the process group "deploy information ((Percentage of IT cost allocated to the process
technology solutions" per $1,000 revenue
group "deploy IT solutions"/100) * IT costs during
the past year) / (Total business entity revenue *
0.0010)
Units
dollars
dollars
Average time in weeks to deploy a new release

into the production environment
Average time in weeks to make a change to the
production environment
group "deploy information technology solutions"
Time in weeks to deploy a new release into the

weeks
Time in weeks to make a change into the
weeks
perform the process group "deploy IT solutions"
Number of IT FTEs for the process group "deploy

information technology solutions" per $1 billion
revenue

FTEs
process group "deploy IT solutions"/100) * Number
of FTEs who perform the function "manage
information technology") / (Total business entity
revenue * 0.000000001)
Percentage of unscheduled outages from change

requests
Percentage of unscheduled outages from release
introductions
Percentage of IT budget for process group "deploy
information technology solutions"
Percentage of unscheduled outages related to or percent

resulting from a change request
Percentage of unscheduled outages related to or percent
resulting from a release introduction
(IT budget allocated to the process group "deploy percent
IT solutions" / IT budget for the past year) * 100.0
642 of 733
Metric name
"deploy information technology solutions"
Percentage of business entity IT FTEs who perform
the process group "deploy it solutions"
Formula
group "deploy IT solutions"
process group "deploy IT solutions"
Units
percent
Other cost of the process group "deliver and

support information technology services" per
$100,000 revenue

"deliver and support IT service" / (Total business
dollars
Outsourced cost of the process group "deliver and Outsourced costs to perform the process group
$100,000 revenue
dollars
Overhead cost of the process group "deliver and

$100,000 revenue

dollars
Total cost for IT systems that support product

development per user
IT budget dedicated to supporting product

development / Users of IT systems supporting
product development
dollars
Annual fixed vs. variable cost ratio

IT Operating cost reduction target
Fixed-to-variable cost ratio for IT budget

IT operating cost reduction target
fixed to variable
cost
percent
Personnel cost of the process group "deliver and

$1,000 revenue

dollars
Systems cost of the process group "deliver and

$100,000 revenue

dollars
Total cost of the process group "deliver and

$1,000 revenue

dollars
group "deliver and support IT services"/100) * IT
costs during the past year) / (Total business entity
revenue * 0.0010)
percent
643 of 733
Metric name
Average time in hours to resolve a service
commitment disruption
group "deliver and support information technology
services"
Formula
Units
Time in hours to resolve a service commitment
hours
disruption
perform the process group "deliver and support IT
services"
Number of IT FTEs for the process group "deliver

and support information technology services" per
$1 billion revenue

FTEs
process group "deliver and support IT
services"/100) * Number of FTEs who perform the
function "manage information technology") / (Total
Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and
transactions for production support
(Number of production support tickets/transactions percent

meeting agreed turn-around time / Number of
production support tickets/transactions) * 100
Tickets and transactions meeting agreed quality as (Number of business process service
a percentage of total business process services
tickets/transactions meeting agreed quality /
tickets and transactions
Number of business process service
tickets/transactions * 100)
percent
Tickets and transactions meeting agreed quality as (Number of ITIS tickets/transactions meeting
a percentage of total ITIS tickets and transactions agreed quality / Number of ITIS
tickets/transactions * 100)
percent
Tickets and transactions meeting agreed quality as (Number of production support tickets/transactions percent
a percentage of total production support tickets
meeting agreed quality / Number of production
and transactions
support tickets/transactions * 100)
transactions for business process services
(Number of business process service

tickets/transactions meeting agreed turn-around
time / Number of business process service
tickets/transactions) * 100
percent
transactions for ITIS
(Number of ITIS tickets/transactions meeting

agreed turn-around time / Number of ITIS
tickets/transactions) * 100
percent
644 of 733
Metric name
"deliver and support information technology
services"
Formula
group "deliver and support IT services"
the process group "deliver and support it services" "manage information technology" perform the
process group "deliver and support IT services"
Units
percent
percent
Percentage of IT budget for process group "deliver (IT budget allocated to the process group "deliver percent
and support information technology services"
and support IT services" / IT budget for the past
year) * 100.0
Solutions planning horizon
Average percentage of planned return on
investment (ROI) that was achieved for: Level 5
solutions
Average percentage of planned return on
investment (ROI) that was achieved for: all other
solutions other than Level 5
Planning horizon in years for IT solutions aligned

with organizational strategy
Average ROI for level-5 solutions
years
Average ROI for non-level-5 solutions
percent
percent
Total cost to perform "Evaluate and communicate (IT budget dedicated to supporting product
IT business value and performance" per $1,000 of development*Percentage of the IT budget
revenue
dedicated to "evaluate and communicate IT
business value and performance"*0.01) / (Total
business entity revenue* 0.0010)
dollars
Average solution impact ratio for: Level 5 solutions Average IT solution impact for level-5 solutions
benefit to cost
Average solution impact ratio for: all other

Number of IT FTEs for the process "Evaluate and
communicate IT business value and performance"
Average IT solution impact for non-level-5

benefit to cost
solutions
Number of IT FTEs supporting the process
FTEs
"evaluate and communicate IT business value and
performance" / (Total business entity revenue *
0.000000001)
645 of 733
Metric name
Total cost to perform "Develop IT services and
solutions strategy" per $1,000 of revenue
Formula
(IT budget dedicated to supporting product
development*Percentage of the IT budget
dedicated to "develop IT services and solutions
strategy"*0.01) / (Total business entity revenue*
0.0010)
Units
Average cycle time from identification of demand

to disposition for: Level 5 solutions
Average cycle time from identification of demand
to disposition for: all other Levels other than Level
5
Cycle time from lead identification to hand-off for

level 5 solutions
Cycle time from lead identification to hand-off for
non-level 5 solutions
Solutions capture rate for: Level 5 solutions
Level 5 solutions provided for and accepted by the percent

customer as a percentage of total potential
solutions
dollars
days
days
Solutions capture rate for:all other solutions other Non-level 5 solutions provided for and accepted by percent
than Level 5
the customer as a percentage of total potential
solutions
Percentage of solutions provided that are directly
meeting IT strategy
Percentage of solutions provided that are for
repeat customers
Number of IT FTEs for the process "Develop IT
services and solutions strategy" per $1 billion
revenue
Percentage of solutions meeting IT strategy
percent
Percentage of solutions for repeat customers
percent

"develop IT services and solutions strategy" /
FTEs
Total cost to perform "Manage IT customer

satisfaction" per $1,000 of revenue

dedicated to "manage IT customer
satisfaction"*0.01) / (Total business entity
revenue* 0.0010)
dollars
Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for
level-5 solutions
Percent on-time performance for: all other
Percentage of IT solutions meeting schedule for
non-level-5 solutions
percent
percent
646 of 733
Metric name
Net Promoter Score (NPS)
Formula
NPS for IT solutions
Units
percent
Number of IT FTEs for the process "Manage IT

customer satisfaction" per $1 billion revenue

"manage IT customer satisfaction" / (Total
FTEs
Other cost of the process "develop information

and content management strategies" per
$100,000 revenue

dollars
information and content management strategies" /
Outsourced cost of the process "develop

Outsourced cost to perform the process "develop dollars
information and content management strategies" information and content management strategies" /
Overhead cost of the process "develop information Overhead cost to perform the process "develop
dollars
$100,000 revenue
Personnel cost of the process "develop information Personnel cost to perform the process "develop
dollars
and content management strategies" per $1,000 information and content management strategies" /
revenue
Systems cost of the process "develop information
$100,000 revenue

dollars
Total cost of the process "develop information and Total cost to perform the process "develop
dollars
content management strategies" per $1,000
revenue
647 of 733
Metric name
Formula
Number of IT FTEs for the process "develop
FTEs
information and content management strategies" "manage enterprise information" who perform the
process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)
Percentage of budget for managing enterprise
(IT budget related to the process group "manage
information used for the process "develop
enterprise information" allocated to the process
information and content management strategies" "develop information and content management
strategies" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Other cost of the process "define enterprise
information architecture" per $100,000 revenue
percent

dollars
and outsourced to perform the process "define the
enterprise information architecture" / (Total
Outsourced cost of the process "define enterprise Outsourced cost to perform the process "define
the enterprise information architecture" / (Total
dollars
Overhead cost of the process "define enterprise

Overhead cost to perform the process "define the dollars

Personnel cost of the process "define enterprise

Personnel cost to perform the process "define the dollars

Systems cost of the process "define enterprise

Systems cost to perform the process "define the

dollars
Total cost of the process "define enterprise

Total cost to perform the process "define the

dollars
Units
648 of 733
Metric name
Formula
Number of IT FTEs for the process "define the
FTEs
enterprise information architecture" per $1 billion "manage enterprise information" who perform the
revenue
process "define the enterprise information
architecture" / (Total business entity revenue *
0.000000001)
Units

(IT budget related to the process group "manage percent
information used for the process "define enterprise enterprise information" allocated to the process
information architecture"
"define the enterprise information architecture" /
IT budget allocated to the process group "manage
enterprise information") * 100.0
Other cost of the process "manage information
resources" per $100,000 revenue

and outsourced to perform the process "manage
information resources" / (Total business entity
revenue * 0.000010)
dollars
Outsourced cost of the process "manage

information resources" per $100,000 revenue

revenue * 0.000010)
dollars
Overhead cost of the process "manage information Overhead cost to perform the process "manage
revenue * 0.000010)
dollars
Personnel cost of the process "manage information Personnel cost to perform the process "manage
revenue * 0.0010)
dollars
Systems cost of the process "manage information Systems cost to perform the process "manage
revenue * 0.000010)
dollars
Total cost of the process "manage information

dollars
Total cost to perform the process "manage

revenue * 0.0010)
649 of 733
Metric name
Number of IT FTEs for the process "manage
information resources" per $1 billion revenue
Formula
FTEs
"manage enterprise information" who perform the
process "manage information resources" / (Total
Units

information used for the process "manage
information resources"

"manage information resources" / IT budget
allocated to the process group "manage enterprise
information") * 100.0
Personnel cost of the process "perform enterprise Personnel cost to perform the process "perform
dollars
data and content management" per $1,000
enterprise data and content management" / (Total
revenue
Systems cost of the process "perform enterprise
revenue
Systems cost to perform the process "perform

dollars
Total cost of the process "perform enterprise data Total cost to perform the process "perform
dollars
and content management" per $1,000 revenue
Other cost of the process "perform enterprise data Costs other than personnel, systems, overhead,
dollars
and content management" per $100,000 revenue and outsourced to perform the process "perform
Outsourced cost of the process "perform
enterprise data and content management" per
$100,000 revenue
Outsourced cost to perform the process "perform dollars

Overhead cost of the process "perform enterprise Overhead cost to perform the process "perform
dollars
revenue
650 of 733
Metric name
Formula
Number of IT FTEs for the process "perform
FTEs
enterprise data and content management" per $1 "manage enterprise information" who perform the
billion revenue
process "perform enterprise data and content
management" / (Total business entity revenue *
0.000000001)
information used for the process "perform
enterprise data and content management"
Units

"perform enterprise data and content
management" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Average cost performance index (CPI) at

Cost performance index at completion for level-5
completion of project/solution for: Level 5 solutions solutions
CPI
Average cost performance index (CPI) at

completion of project/solution for: all other
CPI
Cost performance index at completion for nonlevel-5 solutions
Percentage of IT budget for product development Percentage of the IT budget supporting product
that is to support: new platform/market completed development allocated to new platforms/or
or released to production during the survey year
markets
percent
Percentage of IT budget for product development

that is to support: new product completed or
released to production during the survey year
Percentage of IT budget supporting product

percent
development for NEW products released this year
Percentage of IT budget for product development

that is to support: product upgrade completed or
released to production during the survey year
Percentage of IT budget supporting product

percent
development for product UPGRADES released this
year
651 of 733
Metric name
Total cost to perform "Create IT services and
solutions" per $1,000 of revenue
Formula
dedicated to "create IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
Average time from disposition to customer

acceptance for: Level 5 solutions
Average time from disposition to customer
acceptance for: all other levels
Defect removal effectiveness percentage (pre/post
operations)
Number of IT FTEs for the process "Create IT
services and solutions" per $1 billion revenue
Cycle time from disposition to customer

acceptance for level 5 solutions
Cycle time from disposition to customer
acceptance for non-level-5 solutions
Ratio of post-operational defects to total-lifecycle
defects
Number of IT FTEs supporting the process "create
IT services and solutions" / (Total business entity
revenue * 0.000000001)
work days
Mean time to resolution (MTTR) in hours: critical

incidents
Mean time to resolution (MTTR) in hours: high
incidents
Mean time to resolution (MTTR) in hours: all other
incidents
Total cost to perform "Support IT services and
solutions" per $1,000 of revenue
MTTR for critical incidents on IT systems

MTTR for high incidents on IT systems supporting
product development
MTTR for routine incidents on IT systems
dedicated to "support IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
hours
Annual uptime percentage for IT systems

Avg. monthly percentage of issues resolved within
SLA
Number of IT FTEs for the process "Support IT
services and solutions" per $1 billion revenue
100-Average unplanned machine downtime for

percent
systems supporting product development
Percentage of issues resolved within SLA (monthly) percent
Units
dollars
work days
percent
FTEs
hours
hours
dollars
Number of IT FTEs supporting the process "support FTEs

IT services and solutions" / (Total business entity
revenue * 0.000000001)
652 of 733
Metric name
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue
Formula
"perform cost management" / (Total business
entity revenue *.0010)
Number of FTEs for the process group "perform

planning and management accounting" per $1
billion revenue

"perform planning/budgeting/forecasting" +
Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / (Total business entity
revenue * .000000001)
Units
dollars
FTEs
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
to the process group "perform planning and
"perform planning/budgeting/forecasting" +
management accounting"
"perform cost management" + Number of FTEs
financial performance") / Number of FTEs who
resources") * 100
percent
Total cost to perform the order to invoice

processes per $1,000 revenue
(Total cost to perform the process "process

customer credit" + Total cost to perform the
perform the process "invoice customer") / (Total
dollars
Number of FTEs for the processes "manage and

process accounts receivable", "manage and
process collections", and "manage and process
adjustments/deductions" per $1 billion revenue

"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)
FTEs
653 of 733
Metric name
Formula
Units
percent
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer"
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Total cost to perform the process group "Perform
(Total cost to perform the process "manage
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per $1,000 revenue
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
0.001)
dollars

((Total cost to perform the process "manage
assets) as a percentage of revenue
reporting") / Total business entity revenue) * 100
percent

assets) per $1 billion revenue
reporting") / (Total business entity revenue * .
000000001)
dollars
654 of 733
Metric name
Formula
assets) per process group FTE
reporting") / (Number of FTEs who perform the
process "manage policies and procedures"
(general accounting and reporting) (deprecated,
see 12683) + Number of FTEs who perform the
process "perform general accounting"
(deprecated, see 12684) + Number of FTEs who
perform the process "perform financial reporting"
(deprecated, see 12686))
Units
dollars
655 of 733
Metric name
"Perform general accounting and reporting" per
process group FTE
Formula
Units
dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to personnel cost * .0001)) / (Number of
FTEs who perform the process "manage policies
and procedures" (general accounting and
reporting) (deprecated, see 12683) + Number of
FTEs who perform the process "perform general
accounting" (deprecated, see 12684) + Number of
FTEs who perform the process "perform fixed-asset
FTEs who perform the process "perform financial
reporting" (deprecated, see 12686))
656 of 733
Metric name
"Perform general accounting and reporting" per
$1,000 revenue
Formula
Units
dollars
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
allocated to personnel cost * .0001)) / (Total
Cycle time in days to perform annual close at the

site level
Cycle time in calendar days between running trial days

balance to completing the consolidated financial
statements

"Perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue

FTEs
"manage policies and procedures" (general
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
"perform financial reporting") / (Total business
657 of 733
Metric name
Formula
FTEs
"Perform general accounting and reporting" per $1 "manage policies and procedures" (general
billion revenue
accounting and reporting) (deprecated, see
12683) + Number of FTEs who perform the
perform the process "perform fixed-asset
reporting" (deprecated, see 12686)) / (Total
Units
percent
to the process group "perform general accounting "manage policies and procedures" (general
and reporting" (excluding fixed asset accounting) accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
"perform financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs for the process group "manage
fixed-asset project accounting" per $1 billion
revenue

FTEs
"perform capital planning and project approval" +
Number of FTEs who perform the process "perform
capital project accounting") / (Total business
percent
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting"
capital project accounting") / Number of FTEs who
resources") * 100
658 of 733
Metric name
Total cost to perform the process group "process
payroll" as a percentage of revenue
Formula
Units
((Total cost to perform the process "report time" + percent
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total business entity revenue) * 100
Total cost the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations
taxes") / Total costs of continuing operations) *
100
"process payroll" per $1,000 revenue
(Personnel cost to perform the process "report

time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Total business

payroll" per $1,000 revenue
(Total cost to perform the process "report time" + dollars

taxes") / (Total business entity revenue * 0.001)

payroll" per disbursement
(Total cost to perform the process "report

time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements

payroll" per employee paid

taxes") / Total number of employees paid
dollars
dollars
659 of 733
Metric name
payroll" per manual check/payment
Formula
Units
taxes") / Number of payroll disbursements that are
manual checks

payroll" per payroll FTE

taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")

payroll" per payroll inquiry

taxes") / Number of payroll inquiries received
Personnel cost of the process group "process

payroll" per "process payroll" FTE
(Personnel cost to perform the process "report

dollars
time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Number of FTEs
who perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"report payroll taxes")
Cycle time in business days to process the payroll Cycle time in business days to process payroll
days
from HR/benefits system cut-off to payroll transmit
date
660 of 733
Metric name
Number of FTEs for the process group "process
payroll" per $1 billion revenue
Formula
(Number of FTEs who perform the process "report FTEs
time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total business
Units

payroll" per 1,000 employees paid
(Number of FTEs who perform the process "report FTEs

process "process payroll taxes") / (Total number of
employees paid * 0.001)
Number of payroll inquiries per "process payroll"

FTE
Number of payroll inquiries received / (Number of payroll inquiries

FTEs who perform the process "report time" +
pay" + Number of FTEs who perform the process
"process payroll taxes")
Number of employees paid per "process payroll"

FTE
Total number of employees paid / (Number of FTEs employees

who perform the process "report time" + Number
of FTEs who perform the process "manage pay" +
Number of FTEs who perform the process "process
payroll taxes")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll"
process "process payroll taxes") / Number of FTEs
resources") * 100
661 of 733
Metric name
Personnel cost of the process group "process
payroll" as a percentage of the total cost to
perform the process group
Formula
Units
(((Percentage of internal costs of the process
percent
"report time" allocated to personnel costs *
Percentage of total cost of the process "report
time" allocated to internal costs * 0.0001 * Total
cost to perform the process "report time") +
(Percentage of internal costs of the process
"manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay") +
(Percentage of internal costs of the process "report
payroll taxes" allocated to personnel costs *
payroll taxes" allocated to internal costs * 0.0001 *
taxes")) / (Total cost to perform the process "report
time" + Total cost to perform the process "manage
pay" + Total cost to perform the process "process
payroll taxes")) * 100
662 of 733
Metric name
Formula
Units
(((Percentage of internal cost of the process
percent
"process payroll" as a percentage of the total cost "Report time" allocated to systems costs *
of the process group
time" allocated to internal costs * 0.0001 * Total
cost to perform the process "report time") +
"Manage pay" allocated to systems costs *
cost to perform the process "manage pay") +
"Process payroll taxes" allocated to systems costs
* Percentage of total cost of the process "report
taxes")) / (Total cost to perform the process "report
time" + Total cost to perform the process "manage
pay" + Total cost to perform the process "process
payroll taxes")) * 100
663 of 733
Metric name
"process accounts payable and expense
reimbursements" per process group FTE
Formula
Units
((Total cost to perform the process "process
dollars
accounts payable" * Percentage of total cost of the
process "Process accounts payable" allocated to
internal cost * Percentage of internal cost of the
personnel cost *.0001) + (Total cost to perform the
process "process expense reimbursements" *
Percentage of total cost of the process "Process
expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
personnel cost * .0001)) / (Number of FTEs who
perform the process "process accounts payable" +
expense reimbursements")

reimbursements" per $100,000 revenue

dollars
systems cost *.0001) + (Total cost to perform the
systems cost * .0001)) / (Total business entity
revenue * 0.00001)
664 of 733
Metric name
accounts payable and expense reimbursements"
per $1,000 revenue
Formula
accounts payable" + Total cost to perform the
process "process expense reimbursements") /

((Percentage of total cost of the process "Process dollars

accounts payable" allocated to external cost *
Total cost to perform the process "process
accounts payable" / 100) + (Percentage of total
cost of the process "Process expense
reimbursements" allocated to external cost * Total
cost to perform the process "process expense
reimbursements" / 100)) / (Total business entity
revenue * 0.001)

(((Total cost to perform the process "process

dollars
personnel cost) *.0001) + (Total cost to perform
the process "process expense reimbursements" *
personnel cost * .0001)) / (Total business entity
revenue * 0.001)

as a percentage of revenue

percent
process "process expense reimbursements") / Total
business entity revenue ) * 100
Units
dollars
665 of 733
Metric name
Formula
Units

per process FTE

dollars
"process accounts payable" + Number of FTEs who
perform the process "process expense
reimbursements")
Number of FTEs performing the process group

reimbursements" per $1 billion revenue

FTEs
reimbursements") / (Total business entity revenue
* 0.000000001)


FTEs
reimbursements") / (Total business entity revenue
* .000000001)
dollars
percent
to the process group "perform accounts payable
and expense reimbursements"
reimbursements") / Number of FTEs who perform
the function "manage financial resources") * 100
666 of 733
Metric name
reimbursements" as a percentage of the total cost
Formula
Units
percent
external cost / 100) + (Total cost to perform the
expense reimbursements" allocated to external
cost / 100)) / (Total cost to perform the process
"process accounts payable" + Total cost to perform
the process "process expense reimbursements")) *
100

group "process accounts payable and expense
reimbursements" as a percentage of the total cost

percent
overhead and other costs / 10000) + (Total cost to
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
reimbursements" allocated to overhead and other
costs / 10000)) / (Total cost to perform the process
"process accounts payable" + Total cost to perform
the process "process expense reimbursements")) *
100
667 of 733
Metric name
Formula
Units
percent
reimbursements" as a percentage of the total cost process "Process accounts payable" allocated to
personnel cost / 10000) + (Total cost to perform
the process "process expense reimbursements" *
personnel cost / 10000)) / (Total cost to perform
the process "process accounts payable" + Total
cost to perform the process "process expense
reimbursements")) * 100

percent
reimbursements" as a percentage of the total cost process "Process accounts payable" allocated to
systems cost / 10000) + (Total cost to perform the
systems cost / 10000)) / (Total cost to perform the
process "process accounts payable" + Total cost to
reimbursements")) * 100
668 of 733
Metric name
Total cost of the process group "Manage treasury
operations" per $1 billion revenue
Formula
treasury operations" / (Total business entity
revenue * .000000001)
Units

operations" per $1,000 revenue

treasury operations" / (Total business entity
revenue * .001)
dollars

operations" per global legal entity supported

treasury operations" / Number of global legal
entities supported by treasury management
operation
dollars
Return on invested capital
Return on invested capital
percent

"manage treasury operations" per $1 billion
revenue

"manage treasury operations" / (Total business
FTEs
Number of bank accounts per "manage treasury

operations" FTE
Number of corporate bank accounts managed by bank accounts

this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"
dollars
Number of global legal entities supported per FTE Number of global legal entities supported by
entities
that performs the process group "Manage treasury treasury management operation / Number of FTEs
operations"
who perform the process group "manage treasury
operations"
Number of global legal entities supported per $1
billion revenue
Number of global legal entities supported by

treasury management operation / (Total business
entities
Return on working capital
Return on working capital
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group
to the process group "manage treasury
"manage treasury operations" / Number of FTEs
operations"
resources") * 100
percent
669 of 733
Metric name
"manage internal controls" per $1,000 revenue
Formula
Units
(Personnel cost to perform the process "establish dollars
internal controls, policies, and procedures" +
controls and monitor compliance with internal
controls policies and procedures" + Personnel cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.0010)

(Systems cost to perform the process "establish
dollars
"manage internal controls" per $100,000 revenue internal controls, policies, and procedures" +
controls policies and procedures" + Systems cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.000010)
internal controls" as a percentage of revenue
((Total cost to perform the process "establish

percent
internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
670 of 733
Metric name
internal controls" per $1 billion revenue
Formula
Units
(Total cost to perform the process "establish
dollars

internal controls" per $1,000 revenue

dollars

internal controls" per process FTE

dollars
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance")
671 of 733
Metric name
"manage internal controls" per $1 billion revenue
Formula
FTEs
on internal controls compliance") / (Total business
Units
percent
to the process group "manage internal controls"
on internal controls compliance") / Number of FTEs
resources") * 100
Total cost of the process group "Manage taxes" per Total cost to perform the process group "manage
$1 billion revenue
taxes" / (Total business entity revenue * .
000000001)
dollars
Total cost of the process group "Manage taxes" per Total cost to perform the process group "manage
$1,000 revenue
taxes" / (Total business entity revenue * .001)
dollars

"manage taxes" per $1 billion revenue

FTEs
"manage taxes" / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group
percent
to the process group "manage taxes"
"manage taxes" / Number of FTEs who perform the
672 of 733
Metric name
Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
Formula
planning/budgeting/forecasting" / (Total business
Personnel cost to perform the process "perform

planning/budgeting/forecasting" per process FTE

dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"

revenue

dollars
planning/budgeting/forecasting") / (Total business

revenue

dollars
systems costs * Percentage of total cost of the
planning/budgeting/forecasting") / (Total business
Total cost to perform the process "perform

planning/budgeting/forecasting" as a percentage
of revenue
(Total cost to perform the process "perform

planning/budgeting/forecasting" / Total business
entity revenue) * 100
Units
dollars
percent
673 of 733
Metric name
planning/budgeting/forecasting" per process FTE
Formula
Units
dollars
planning/budgeting/forecasting" / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"

revenue

Cycle time in days to complete the annual budget Cycle time in days to complete the budget
dollars
days
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to update/revise the rolling
forecast
Number of budget versions produced before final
approval
Number of FTEs that perform the process "Perform
planning/budgeting/forecasting" per $1 billion
revenue
Cycle time in days to update/revise the rolling

days
forecast
Number of budget versions produced before final budget versions
approval
Number of FTEs who perform the process "perform FTEs
Percentage error for the inventory cost forecast
Percentage error for the inventory cost forecast
percent
Percentage error for the personnel cost forecast
Percentage error for the personnel cost forecast
percent
Percentage error for the total sales forecast
Percentage error for the total sales forecast
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform planning/ budgeting/
"perform planning/budgeting/forecasting" /
forecasting"
"manage financial resources") * 100
percent
674 of 733
Metric name
Formula
Units
Personnel cost to perform the processes "perform (Percentage of internal costs of the process
dollars
cost accounting and control" and "perform cost
management" per process FTE
"perform cost management" allocated to
process "perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / Number of
FTEs who perform the processes "perform cost
accounting and control" and "perform cost
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the process
dollars
management" per $1,000 revenue
"perform cost management" allocated to
process "perform cost accounting and control" and
and "perform cost management") / (Total business
Total cost to perform the processes "perform cost


management" / (Total business entity revenue *
0.001)
dollars

management" per process FTE

management" / Number of FTEs who perform the
and "perform cost management"
dollars
675 of 733
Metric name
Number of FTEs for the processes "perform cost
management" per $1 billion revenue
Formula
"perform cost management" / (Total business
Units
FTEs
Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes
percent
to the processes "perform cost accounting and
control" and "perform cost management"
"perform cost management" / Number of FTEs who
resources") * 100
Systems cost to perform the processes "perform

dollars
"Perform cost accounting and control" and
"Perform cost management" allocated to systems
and "perform cost management") / (Total business
Outsourced cost to perform the process "evaluate Outsourced cost to perform the process "evaluate dollars
and manage financial performance" per $1,000
and manage financial performance" / (Total
revenue
business entity revenue *.0010)
Systems cost to perform the process "evaluate
dollars
and manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue
allocated to systems costs * Percentage of total
cost of the process "evaluate and manage
financial performance" allocated to internal costs*
0.0001* Total cost to perform the process
"evaluate and manage financial performance") /
676 of 733
Metric name
Total cost to perform the process "evaluate and
manage financial performance" per process FTE
Formula
manage financial performance" / Number of FTEs
financial performance"
Units

manage financial performance" per $1,000
revenue

manage financial performance" / (Total business
dollars
Total revenue per active customer
Total business entity revenue / Number of total

dollars
Personnel cost to perform the process "evaluate

and manage financial performance" per process
FTE

dollars
"evaluate and manage financial performance"
allocated to personnel costs * Percentage of total
financial performance" allocated to internal costs *
0.0001 * Total cost to perform the process
Personnel cost to perform the process "evaluate

and manage financial performance" per $1,000
revenue

dollars
financial performance" allocated to internal costs*
0.0001* Total cost to perform the process
dollars
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers
of new customers
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new markets
of new markets
677 of 733
Metric name
Cycle time in days to perform financial evaluation
of new products
Number of FTEs for the process "evaluate and
manage financial performance" per $1 billion
revenue
Formula
Cycle time in days to perform financial evaluation days
of new products
FTEs
"evaluate and manage financial performance" /
Units
Revenue per employee for the current reporting

period
EBITDA margin (current reporting period)
Total business entity revenue / Number of business dollars

entity employees
(Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period /
Compounded annual growth rate in earnings

(((Earnings before interest, taxes, depreciation and percent
before interest, tax, depreciation and amortization amortization for the current 12-month period
/Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
^ 0.3333) - 1) * 100.0
Compounded annual growth rate of revenue over
(((Total business entity revenue / Total revenue

percent
over the past three reporting periods) ^ 0.3333) 1) * 100.0
Percentage growth in EBITDA over the past three

reporting periods
((Earnings before interest, taxes, depreciation and percent

amortization for the current 12-month period Earnings before interest, taxes, depreciation and
/ Earnings before interest, taxes, depreciation and
* 100.0
Percentage of employees with compensations

affected by profit
(Number of employees with compensation

affected by profit / Number of business entity
employees) * 100.0
percent
Percentage of employees with compensations

affected by budget versus actual variances
(Number of employees with compensation

affected by budget versus actual variances /
percent
678 of 733
Metric name
Formula
to the process "evaluate and manage financial
"evaluate and manage financial performance" /
performance"
Units
percent
Revenue growth over the past three reporting

periods
((Total business entity revenue - Total revenue

over the past three reporting periods) / Total
revenue over the past three reporting periods) *
100.0
percent
Personnel cost to perform the process "process

customer credit" per $1,000 revenue
(Percentage of total cost of the process "process

dollars
customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
costs * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)

customer credit" as a percentage of revenue

percent
customer credit" / Total business entity revenue) *
100

customer credit" per process FTE

customer credit" / Number of FTEs who perform
the process "process customer credit"
dollars

customer credit" per $1 billion revenue

customer credit" / (Total business entity revenue
* .000000001)
dollars


* .001)
dollars
Outsourced cost to perform the process "process


*.0010)
dollars
Cycle time in days for credit approval
Cycle time in days for credit approval
days
679 of 733
Metric name
Number of FTEs for the order to invoice cycle per
$1 billion revenue
Formula
FTEs
"manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / (Total business entity revenue *
0.000000001)
Units
Number of FTEs for the process "process customer Number of FTEs who perform the process "process FTEs
credit" per $1 billion revenue
* .000000001)
Number of active customers per "process
customer credit" FTE
Number of active customers in business entity's

customer master file / Number of FTEs who
perform the process "process customer credit"
active customers
Number of credit reviews per "process customer

credit" FTE
Credit reviews performed at account level by

credit staff / Number of FTEs who perform the
process "process customer credit"
credit reviews
to the process "process customer credit"
"process customer credit" / Number of FTEs who
resources") * 100
percent
Personnel cost to perform the process "invoice

(Percentage of total cost of the process "invoice

dollars
customer" allocated to internal costs * Percentage
of internal costs of the process "invoice customer"
allocated to personnel costs * 0.0001 * Total cost
to perform the process "invoice customer") / (Total
Systems cost to perform the process "invoice

(Percentage of total cost of the process "invoice

dollars
customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost to
perform the process "invoice customer") / (Total
680 of 733
Metric name
Systems cost to perform the process "process
Formula
Units
dollars
customer credit" allocated to internal costs *
Percentage of internal cost of the process "Process
customer credit" allocated to systems costs *
0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.00001)
Total cost to perform the process "invoice

customer" as a percentage of revenue
(Total cost to perform the process "invoice

percent
customer" / Total business entity revenue) * 100.0

customer" per process FTE

customer" / Number of FTEs who perform the
process "invoice customer"
dollars


customer" / (Total business entity revenue *
0.000000001)
dollars


dollars
customer" / (Total business entity revenue * .001)

customer" per invoice line item processed
customer" per invoice processed

dollars
customer" / Number of line items billed/invoiced
dollars
customer" / Number of invoices billed to customer
Outsourced cost to perform the process "invoice

Outsourced cost to perform the process "invoice

dollars
customer" / (Total business entity revenue *.0010)
Cycle time in days between transmission of

invoice and shipment of goods or delivery of
services
Cycle time in calendar days from the transmission days

of an invoice/bill to shipping/providing the
good/service
Cycle time in days to generate complete and

correct billing data
Cycle time in days to generate complete and

correct billing data
days
681 of 733
Metric name
Formula
Number of FTEs that perform the process "Invoice Number of FTEs who perform the process "invoice FTEs
customer" / (Total business entity revenue * .
000000001)
Units
Percentage of invoice line items invoiced using

electronic or automatic methods
Percentage of invoice line items processed error
free the first time
Percentage of invoices automatically generated
based on event triggers
Number of invoice line items processed per
"invoice customer" FTE
Percentage of invoice line items invoiced using

electronic or automatic methods
Percentage of invoice line items processed error
free the first time
Percentage of invoices automatically generated
based on event triggers
Number of line items billed/invoiced / Number of
FTEs who perform the process "invoice customer"
percent
Number of invoices processed per "invoice

customer" FTE
Number of invoices billed to customer / Number of invoices

FTEs who perform the process "invoice customer"
Percentage of invoice line items that are

denominated in a foreign currency
(Number of line items billed/invoiced in a foreign

currency / Number of line items billed/invoiced) *
100
percent
Percentage of billed/invoiced line items offering a

discount
(Number of invoice line items billed/invoiced that

offer a discount / Number of line items
billed/invoiced) * 100
percent
percent
percent
invoice line items
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "invoice percent
to the process "invoice customer"
customer" / Number of FTEs who perform the
Average number of line items per invoice
Average value per line item billed
accounts receivable (AR)" per $1,000 revenue
Number of line items billed/invoiced / Number of

invoices billed to customer
Total value of line items billed/invoiced / Number
of line items billed/invoiced
accounts receivable (AR)" / (Total business entity
revenue *.0010)
invoice line items

dollars
dollars
682 of 733
Metric name
accounts receivable" per process FTE
Formula
Units
dollars
"process accounts receivable" allocated to
process "process accounts receivable" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process accounts receivable") / Number
of FTEs who perform the process "process
accounts receivable (AR)"

accounts receivable" per $1,000 revenue

dollars
process "process accounts receivable") / (Total


dollars
"Process accounts receivable (AR)" allocated to
process "process accounts receivable") / (Total

accounts receivable" as a percentage of revenue

accounts receivable" / Total business entity
revenue) * 100

accounts receivable" per process FTE

dollars
accounts receivable" / Number of FTEs who
perform the process "process accounts receivable
(AR)"
percent
683 of 733
Metric name
accounts receivable" per $1 billion revenue
Formula
accounts receivable" / (Total business entity
revenue * .000000001)


accounts receivable" / (Total business entity
revenue * .001)
dollars

accounts receivable" per customer receipt

accounts receivable" / Number of receipts
processed
dollars
Days sales outstanding
Average days sales outstanding in accounts

receivable
Cycle time in days from transmission of invoice to Cycle time in calendar days from invoicing a
receipt of payment
customer to the receipt of payment
Outstanding payment days as a proportion of
Average days sales outstanding in accounts
standard payment days
receivable / Standard payment terms in calendar
days for accounts receivable
Units
dollars
days
days
days
Percentage of total receipts that are processed

error free the first time
Percentage of receipts received electronically or
automatically
Percentage of invoice line items paid in full the
first time
(Number of receipts processed error-free first

percent
time / Number of receipts processed) * 100
Percentage of receipts received electronically or
percent
automatically
(Number of billed/invoiced line items that are paid percent
in full the first time / Number of line items
Percentage of line items billed/invoiced paid on

time
(Number of billed/invoiced line items that are paid percent

on time / Number of line items billed/invoiced) *
100.0
Percentage of manual receipts
(Number of receipts processed that are received

percent
manually / Number of receipts processed) * 100.0
Percentage of receipts automatically matched to

open items in the accounts receivable sub ledger
(Number of receipts that are automatically

percent
matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100
684 of 733
Metric name
Formula
Number of FTEs that perform the process "Process Number of FTEs who perform the process "process FTEs
accounts receivable (AR)" per $1 billion revenue
accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Accounts receivable per $1,000 revenue
Units
Value of accounts receivable outstanding / (Total

Number of receipts processed / Number of FTEs
who perform the process "process accounts
receivable (AR)"
dollars
Number of invoices per "process accounts

receivable" FTE
Number of invoices billed to customer/Number of

FTEs who perform the process "process accounts
receivable (AR)"
invoices
Number of customer accounts per "process

accounts receivable" FTE
Number of customers in the customer master file / customer accounts

accounts receivable (AR)"
Number of invoice line items per receipt
Number of line items billed/invoiced / Number of invoice line items

receipts processed
Percentage of internal costs of the process
percent
internal costs * 0.01
Number of receipts processed per "process

accounts receivable" FTE

accounts receivable" as a percentage of the total
cost for the process
Percentage of total finance function FTEs allocated

to the processes "process accounts receivable
(AR)," "manage and process collections," and
"manage and process adjustments/deductions"
((Number of FTEs who perform the process

"process accounts receivable (AR)" + Number of
process collections" + Number of FTEs who
adjustments/deductions") / Number of FTEs who
resources") * 100
to the process "process accounts receivable (AR)" "process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100
receipts
percent
percent
685 of 733
Metric name
accounts receivable" as a percentage of the total
cost of the process
Formula
Units
Percentage of internal cost of the process "Process percent
accounts receivable (AR)" allocated to systems
"process accounts receivable" allocated to internal
costs * 0.01

and process collections" per $1,000 revenue

"manage and process collections" allocated to
process "manage and process collections"
collections") / (Total business entity revenue * .
001)
dollars
Systems cost to perform the process "manage and (Percentage of internal cost of the process
process collections" per $100,000 revenue
"Manage and process collections" allocated to
process "manage and process collections"
collections") / (Total business entity revenue * .
00001)
dollars
Total cost to perform the process "manage and

process collections" as a percentage of revenue
(Total cost to perform the process "manage and

process collections" / Total business entity
revenue) * 100
percent

process collections" per $1 billion revenue

process collections" / (Total business entity
revenue * .000000001)
dollars

process collections" per $1,000 revenue

process collections" / (Total business entity
revenue * .001)
dollars
686 of 733
Metric name
process collections" per active customer
Formula
Units
dollars
process collections" / Number of active customers
in business entity's customer master file

process collections" per process FTE

dollars
process collections" / Number of FTEs who perform
the process "manage and process collections"

and process collections" per $1,000 revenue

and process collections" / (Total business entity
revenue *.0010)

process collections" per customer receipt
(Total cost to perform the process "manage and

dollars
process collections"/Number of receipts processed)
Percentage of invoice line items that are adjusted (Number of billed/invoiced line items that are
by the customer prior to payment
adjusted prior to paying / Number of line items
dollars
percent
Total uncollectable balances as a percentage of

revenue
Number of FTEs for the process "manage and
process collections" per $1 billion revenue
(Total value of uncollectable balances / Total

percent
and process collections" / (Total business entity
revenue * .000000001)
Number of active customers managed annually

per "manage and process collections" FTE
Number of active customers in business entity's

customer master file / Number of FTEs who
collections"
customers
Number of invoices per "manage and process

collections" FTE
Number of invoices billed to customer/Number of

process collections"
invoices
to the process "manage and process collections" "manage and process collections" / Number of
resources") * 100
percent
687 of 733
Metric name
and process adjustments/deductions" per $1,000
revenue
Formula
and process adjustments/deductions" / (Total
Units

and process adjustments/deductions" per $1,000
revenue

cost of the process "manage and process
adjustments/deductions" allocated to internal
"manage and process adjustments/deductions") /
dollars
Systems cost to perform the process "manage and (Percentage of internal cost of the process
process adjustments/deductions" per $100,000
"Manage and process adjustments/deductions"
revenue
allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal
"manage and process adjustments/deductions") /
dollars
dollars

process adjustments/deductions" per $1,000
revenue

dollars
process adjustments/deductions" / (Total business
Cycle time in days to resolve adjustments
Cycle time in calendar days from identifying an

adjustment to fully resolving and reflecting it in
the accounting records
Number of FTEs for the process "manage and

process adjustments/deductions" per $1 billion
revenue

and process adjustments/deductions" / (Total
Number of adjustments and deductions per

FTE
Number of adjustments/deductions / Number of

process adjustments/deductions"
days
adjustments and
deductions
688 of 733
Metric name
Formula
to the process "manage and process
"manage and process adjustments/deductions" /
adjustments/deductions"
Units
percent

policies and procedures" per $1,000 revenue

policies and procedures" / (Total business entity
revenue *.0010)
dollars
Personnel cost to perform the process "Manage

financial policies and procedures" per $1,000
revenue

dollars
procedures" allocated to personnel cost * .0001) /
Systems cost to perform the process "Manage

revenue

dollars
procedures" allocated to systems cost * .0001) /

revenue
Total cost to perform the process "manage policies dollars

and procedures" / (Total business entity revenue *
0.001)
Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE
and procedures" / Number of FTEs who perform
the process "manage policies and procedures"
see 12683)
689 of 733
Metric name
Personnel cost to perform the process "Manage
policies and procedures" per process FTE
Formula
Units
dollars
procedures" allocated to personnel cost * .0001) /
policies and procedures" (general accounting and
reporting) (deprecated, see 12683)
Number of FTEs who perform the process "Manage Number of FTEs who perform the process "manage FTEs
financial policies and procedures" per $1 billion
policies and procedures" (general accounting and
revenue
reporting) / (Total business entity revenue * .
000000001)
Percentage of FTEs who perform the process group
allocated to the process "Manage policies and
procedures"

percent
"manage policies and procedures" (general
accounting and reporting) (deprecated, see
12683) * 100) / (Number of FTEs who perform the
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
resources") * 100
percent
690 of 733
Metric name
general accounting" per $1,000 revenue
Formula
general accounting" / (Total business entity
revenue *.0010)
Units

general accounting" per process FTE

allocated to personnel cost * .0001) / Number of
FTEs who perform the process "perform general
accounting" (deprecated, see 12684)


dollars
allocated to systems cost * .0001) / (Total business
dollars
dollars
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per $1,000 revenue
accounting" / (Total business entity revenue *
0.001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item
accounting" / Number of journal entry line items
processed
Total cost to perform the process "Perform general Total cost to perform the process "perform general dollars
accounting" per process FTE
accounting" / Number of FTEs who perform the
(deprecated, see 12684)
691 of 733
Metric name
Formula
allocated to personnel cost * .0001) / (Total
Cycle time in days to complete the monthly

financial close
Cycle time in days to produce period-end
management reports
Cycle time in days to complete monthly financial

close
Cycle time in calendar days from running the
initial trial balance to completing the period-end
management report
days
Manual journal entry line item percentage
Percentage of journal entry line items from a

manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
percent
Percentage change in business entity's gross

margin over the past three years
Percentage of journal entry line items processed
Number of FTEs that perform the process "Perform
general accounting" per $1 billion revenue
Percentage change in business entity's gross

percent
margin over the past three years
Percentage of journal entry line items processed
percent
general accounting" / (Total business entity
revenue * .000000001)
Number of journal entry line items per FTE who

performs the process "Perform general
accounting"
Number of journal entry line items processed /

journal entry line
Number of FTEs who perform the process "perform items
general accounting" (deprecated, see 12684)
Number of accounts per FTE who performs the

process "Perform general accounting"
Number of accounts in the chart of accounts /

accounts
general accounting" (deprecated, see 12684)
Units
dollars
days
692 of 733
Metric name
Formula
Units
Percentage of accounts that are standard with the (Number of standard accounts in chart of accounts percent
business units reporting to your site
/ Number of accounts in the chart of accounts) *
100.0
to the process "perform general accounting"
"perform general accounting" / Number of FTEs
resources") * 100
percent
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"perform general accounting" (deprecated, see
allocated to the process "Perform general
accounting"
Number of accounts in the chart of accounts
Number of accounts in the chart of accounts
Total cost to perform the fixed assets cycle per

$1,000 revenue
(Total cost to perform the process "perform capital dollars

planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed asset accounting") / (Total business

fixed-asset accounting" per $1,000 revenue

fixed asset accounting" / (Total business entity
revenue *.0010)
dollars
Personnel cost to perform the process "Perform

fixed-asset accounting" per $1,000 revenue

revenue * 0.001)
dollars
accounts
693 of 733
Metric name
Formula
fixed asset accounting" per fixed asset transaction fixed asset accounting" / Number of fixed asset
transactions
Units
dollars
Systems cost of the fixed assets cycle per

$100,000 revenue
(Systems cost to perform the process "perform

dollars
capital planning and project approval" + Systems
cost to perform the process "perform capital
project accounting" + Systems cost to perform the
process "perform fixed asset accounting") / (Total
Systems cost of the process "perform fixed asset

accounting" per $100,000 revenue

revenue * 0.000010)
Total cost of repair and maintenance per $1,000

gross value of fixed assets
Total cost of the depreciation expense per $1,000
revenue
Total cost to perform the fixed assets cycle as
percentage of revenue
Cost to repair and maintain fixed assets / (Gross

dollars
value of fixed assets * 0.0010)
Depreciation expense for fixed assets / (Total
dollars
((Total cost to perform the process "perform capital percent
"perform fixed asset accounting") / Total business
dollars
Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue
"perform fixed asset accounting") / (Total business
694 of 733
Metric name
fixed assets cycle FTE
Formula
Units
"perform fixed asset accounting") / (Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting" + Number of FTEs who perform the
process "perform fixed-asset accounting")
Total cost to perform the process "perform fixed

asset accounting" per $1,000 revenue

dollars
asset accounting" / (Total business entity revenue
* 0.0010)

asset accounting" per fixed asset transaction

asset accounting" / Number of fixed asset
transactions

cycle FTE

planning and project approval"+Total cost to
accounting"+Total cost to perform the process
"perform fixed asset accounting")/(Number of FTEs
who perform the process "perform capital planning
and project approval"+Number of FTEs who
accounting"+Number of FTEs who perform the
process "perform fixed-asset accounting")

fixed-asset accounting" per process FTE

fixed asset accounting" / Number of FTEs who
dollars
dollars
695 of 733
Metric name
Cycle time in days to capitalize a fixed asset
purchase
Cycle time in days to close a capital project
Cycle time in days to complete an approved
capital expenditure plan
Fixed asset turnover
Percentage of approved capital projects
considered within or on budget for spending
Percentage of capital projects budgeted and
approved in the capital expenditure plan
Percentage of capital projects completed on time
Formula
Cycle time in calendar days to capitalize a fixed
asset purchase
Cycle time in days to close a capital project
Cycle time in days to complete an approved
capital expenditure plan
Total business entity revenue / Net book value of
fixed assets
Percentage of approved capital projects
considered within or on budget for spending
((Number of capital projects approved in the past
12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
Percentage of capital projects completed on time
Units
days
days
days
percent
percent
percent
percent
Number of FTEs who perform the process "Perform Number of FTEs who perform the process "perform FTEs
fixed-asset accounting" per $1 billion revenue
fixed-asset accounting" / (Total business entity
revenue * .000000001)
Number of FTEs to perform the fixed assets cycle

FTEs
"perform fixed-asset accounting" + Number of
accounting") / (Total business entity revenue * .
000000001)
Return on fixed assets
Return on fixed assets
percent
Number of journal entry line items for fixed asset

transactions per fixed asset accounting FTE
Number of journal entry line items processed to

record fixed asset transactions / Number of FTEs
who perform the process "perform fixed-asset
accounting"
journal entry line

items
696 of 733
Metric name
Number of fixed assets managed per "perform
fixed asset accounting" FTE
Formula
Units
Number of fixed assets managed / Number of FTEs fixed assets
who perform the process "perform fixed-asset
accounting"
Number of fixed assets transactions per FTE who

performs the process "Perform fixed-asset
accounting"
Number of fixed asset transactions / Number of

fixed asset
FTEs who perform the process "perform fixed-asset transactions
percent
to the process "perform fixed asset accounting"
"perform fixed-asset accounting" / Number of FTEs
resources") * 100
percent
to the fixed assets cycle
"perform fixed-asset accounting" + Number of
accounting") / Number of FTEs who perform the
Net value of fixed assets as a percentage of gross
value of fixed assets
Fixed asset transactions resulting from physical
inventories as a percentage of total fixed asset
transactions
(Net book value of fixed assets / Gross value of

percent
fixed assets) * 100.0
(Number of fixed asset transactions from physical percent
inventories / Number of fixed asset transactions) *
100.0
697 of 733
Metric name
Percentage of FTEs who perform the process group
allocated to the process "Perform fixed-asset
accounting"
Formula
Units
percent
"perform fixed-asset accounting" (deprecated, see

financial reporting" per $1,000 revenue

financial reporting" / (Total business entity revenue
*.0010)


dollars
financial reporting" * Percentage of total cost of
the process "Perform financial reporting" allocated
to internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Systems cost to perform the process "Perform


dollars
systems cost * .0001) / (Total business entity
revenue * 0.00001)
Total cost to perform the process "Perform


dollars
* 0.001)
698 of 733
Metric name
financial reporting" per process FTE
Formula
Units
dollars
financial reporting" / Number of FTEs who perform
the process "perform financial reporting"

financial reporting" per process FTE

dollars
personnel cost * .0001) / Number of FTEs who
perform the process "perform financial reporting"

consolidated financial statements
Cycle time in days between completion of annual
consolidated financial statements and the release
of earnings

days
Cycle time in days between completion of
days
consolidated financial statements and the release
of earnings

quarterly consolidated financial statements and
the release of earnings

quarterly consolidated financial statements and
the release of earnings
days
Cycle time in days from producing annual flash

reports to completing consolidated annual
financial statements
Cycle time in calendar days from producing flash

reports and completing the consolidated financial
statements
days
Cycle time in calendar days from producing

monthly flash reports to completing the monthly
Cycle time in calendar days from producing

days
monthly flash reports and completing the monthly
financial reporting" per $1 billion revenue
* .000000001)
699 of 733
Metric name
Formula
Units
percent
to the process "perform financial reporting"
"perform financial reporting" / Number of FTEs who
resources") * 100
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"perform financial reporting" (deprecated, see
allocated to the process "Perform financial
reporting"
Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
budgeted capital expenditures for two years prior
(Actual capital spending one year prior / Capital

expenditure budget one year prior) * 100.0
(Actual capital spending two years prior / Capital
expenditure budget two years prior) * 100.0
percent
percent
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
dollars
Personnel cost to perform the process" perform

capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
dollars

capital planning and project approval" per
$100,000 revenue
dollars

capital planning and project approval" / (Total
Total cost of the process "perform capital planning Total cost to perform the process "perform capital dollars
and project approval" per $1,000 revenue
planning and project approval" / (Total business
700 of 733
Metric name
Cycle time in days to approve a capital project
Number of FTEs for the process "perform capital
planning and project approval" per $1 billion
revenue
Formula
Cycle time in days to approve a capital project
days
capital planning and project approval" / (Total
Units

(Actual capital spending for most recent year /
percent
budgeted capital expenditures for the most recent Capital expenditure budget for most recent year) *
year
100.0
to the process "perform capital planning and
"perform capital planning and project approval" /
project approval"
percent

capital project accounting" per $1,000 revenue

capital project accounting" / (Total business entity
revenue *.0010)

capital project accounting" per $1,000 revenue

dollars
capital project accounting" / (Total business entity
revenue * 0.001)

dollars
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
project accounting" per $1,000 revenue
project accounting" / (Total business entity
revenue * 0.0010)
Total cost of the process "perform capital project
accounting" per approved capital project
Total cost to perform the process "perform capital dollars

project accounting" / Number of capital projects
approved in the past 12 months
Total cost to perform the process "perform capital (Total cost to perform the process "perform capital dollars
project accounting" per process FTE
project accounting"/Number of FTEs who perform
the process "perform capital project accounting")
Number of capital projects not budgeted as a
percentage of approved projects
(Approved and non-budgeted capital projects /

percent
Number of capital projects approved in the past 12
months) * 100.0
701 of 733
Metric name
Formula
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
to the process "perform capital project accounting" "perform capital project accounting" / Number of
resources") * 100
Personnel cost to perform the process "report
time" per $1,000 revenue
time" per employee paid
Units
percent

dollars
time" / (Total business entity revenue *.0010)
(Percentage of internal costs of the process "report dollars
time" allocated to personnel costs * Percentage of
total cost of the process "report time" allocated to
process "report time") / Total number of
employees paid
Systems cost to perform the process "report time" (Percentage of internal cost of the process "Report dollars
per employee paid
time" allocated to systems costs * Percentage of
total cost of the process "report time" allocated to
process "report time") / Total number of
employees paid
Total cost to perform the process "report time" per
$1,000 revenue
employee paid
time record processed
Outsourced cost to perform the process "report
time" per $1,000 revenue
Cycle time in business days to process time record
data and enter into payroll system
Total cost to perform the process "report time" /

Total number of employees paid
Number of time records processed
Outsourced cost to perform the process "report
time" / (Total business entity revenue *.0010)
Cycle time in business days from receiving the
time record from the employee and entering the
data into the payroll system
dollars
dollars
dollars
dollars
days
702 of 733
Metric name
Number of FTEs for the process "report time" per
$1 billion revenue
Formula
time" / (Total business entity revenue * .
000000001)
Number of FTEs for the process "report time" per

1,000 employees paid

time" / (Total number of employees paid * 0.001)
Units
FTEs
FTEs
Percentage of time records that are submitted

Percentage of time records submitted
percent
electronically
electronically
Percentage of time records that are entered
Percentage of time records entered manually
percent
manually into the payroll system
Percentage of time records that are processed first (Number of total time records processed error-free percent
time error free
the first time / Number of time records processed)
* 100
Percentage of time records that are returned to
(Number of total time records returned to
the employee/field for validation and/or correction field/employee for validation and/or correction /
Number of time records processed) * 100
percent
Number of time records processed per "report

time" FTE
to the process "report time"
Number of time records processed / Number of

time records
FTEs who perform the process "report time"
(Number of FTEs who perform the process "report percent
time" / Number of FTEs who perform the function
Percentage of total payroll FTEs performing the

"report time" process

time" /(Number of FTEs who perform the process
"report time"+Number of FTEs who perform the
process "manage pay"+Number of FTEs who
perform the process "process payroll taxes") ) *
100

pay" per $1,000 revenue

pay" / (Total business entity revenue *.0010)
dollars

pay" per $1,000 revenue

pay" / (Total business entity revenue *.0010)
dollars
703 of 733
Metric name
pay" per employee paid
Formula
Units
dollars
"manage pay" allocated to personnel costs *
cost to perform the process "manage pay" ) / Total
number of employees paid

pay" per employee paid

dollars
"Manage pay" allocated to systems costs *
cost to perform the process "manage pay" ) / Total
number of employees paid
Total cost to perform the process "manage pay"

per $1,000 revenue
per employee paid
per payroll disbursement
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
Total cost to perform the process "manage pay" /

Total number of employees paid
Number of payroll disbursements
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
dollars
Cycle time in business days from HR/benefits

system cut-off until payroll system cut-off date
Cycle time in business days from the payroll
system cut-off date until payroll transmit date
Cycle time in business days to reflect a new
employee in the payroll system
Cycle time in business days from HR/benefits

system cut-off until payroll system cut-off date
Cycle time in business days from the payroll
system cut-off date until payroll transmit date
Cycle time in business days from the effective
date of hire for a new employee until they are
included in the payroll system
days
Cycle time in business days to remove a

terminated employee from the payroll system
Cycle time in business days from the effective

days
date that an employee is terminated until they are
removed from the payroll system
dollars
dollars
days
days
days
704 of 733
Metric name
Cycle time in business days to resolve a payroll
error
Formula
Cycle time in business days from when an error is days
identified/reported to when it is fully resolved and
reflected in the accounting records
Units
Number of FTEs for the process "manage pay" per Number of FTEs who perform the process "manage FTEs
$1 billion revenue
pay" / (Total business entity revenue * .
000000001)
Number of FTEs for the process "manage pay" per Number of FTEs who perform the process "manage FTEs
1,000 employees paid
pay" / (Total number of employees paid * 0.001)
Payment errors as a percentage of total payroll
disbursements
(Number of payroll disbursements that have errors percent

identified after distribution / Number of payroll
disbursements) * 100
Percentage of employees receiving payroll

disbursements via direct deposit
Number of payroll-related inquiries as a
percentage of payroll disbursements
Number of voided checks/payments as a
percentage of payroll disbursements
Percentage of payroll disbursements that are
manual checks/payments
Percentage of employees receiving payroll

disbursements via direct deposit
(Number of payroll inquiries received / Number of
payroll disbursements) * 100
(Number of checks/payments voided during the
year / Number of payroll disbursements) * 100
(Number of payroll disbursements that are manual
checks / Number of payroll disbursements) * 100
Percentage of payroll disbursements that include

retroactive pay adjustments
(Number of payroll disbursements for retroactive percent

pay adjustments or included retroactive pay
adjustments / Number of payroll disbursements) *
100
percent
percent
percent
percent
Number of manual checks/payments per "process Number of payroll disbursements that are manual manual cheques
payroll" FTE
checks / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
Number of payroll disbursements processed per
"manage pay" FTE
Number of payroll disbursements / Number of FTEs disbursements

who perform the process "manage pay"
705 of 733
Metric name
Formula
to the process "manage pay"
"manage pay" / Number of FTEs who perform the
Units
percent
Business days the HR/Benefits system is open for

employee data changes, new hires and
termination during payroll period
Number of business days HR/Benefit system is

open for employee data changes, new hires, and
terminations during payroll period
days

"manage pay" process

percent
"manage pay" / (Number of FTEs who perform the
process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
FTEs who perform the process "process payroll
taxes")) * 100

payroll taxes" per $1,000 revenue

payroll taxes" / (Total business entity revenue
*.0010)

payroll taxes" per employee paid
(Percentage of internal costs of the process "report dollars

payroll taxes" allocated to personnel costs *

payroll taxes" per employee paid

dollars
"Process payroll taxes" allocated to systems costs
* Percentage of total cost of the process "report

taxes" per $1,000 revenue

taxes" / (Total business entity revenue * 0.001)
dollars
dollars
706 of 733
Metric name
taxes" per employee paid
payroll taxes" per $1,000 revenue
Formula
taxes" / Total number of employees paid
payroll taxes" / (Total business entity revenue
*.0010)
Units
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
Cycle time in business days from notification of

days
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
Number of FTEs for the process "process payroll

taxes" per $1 billion revenue
Number of FTEs who perform the process "process FTEs

payroll taxes" / (Total business entity revenue * .
000000001)
Number of FTEs for the process "process payroll

taxes" per 1,000 employees paid

payroll taxes" / (Total number of employees paid *
0.001)
dollars
dollars
to the process "process payroll taxes"
"process payroll taxes" / Number of FTEs who
resources") * 100
percent

"process payroll taxes" process

"process payroll taxes" / (Number of FTEs who
perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"process payroll taxes")) * 100
percent
Total cost to perform the process "Process

accounts payable" per invoice processed

dollars
accounts payable" / Number of invoices processed

accounts payable" per $1,000 revenue
(Percentage of total cost of the process "Process

accounts payable" allocated to external cost *
accounts payable" / 100) / (Total business entity
revenue * 0.001)
dollars
707 of 733
Metric name
Systems cost to perform the process "Process
accounts payable" per $100,000 purchases
Formula
Units
dollars
systems cost) *.0001) / (Value of all materials and


dollars
systems cost) *.0001) / (Total business entity
revenue * 0.00001)

accounts payable" as a percentage of revenue

percent
accounts payable" / Total business entity revenue )
* 100

accounts payable" per process FTE

accounts payable" / Number of FTEs who perform
the process "process accounts payable"

accounts payable" per $1 billion revenue

dollars
accounts payable" / (Total business entity revenue
* 0.000000001)


accounts payable" / (Value of all materials and


dollars
* 0.001)
dollars
dollars
708 of 733
Metric name
accounts payable" per disbursement/payment
Formula
accounts payable" / Total number of
disbursements excluding T&E disbursements
Units
dollars

accounts payable" per invoice line item processed accounts payable" / Number of invoice line items
processed
dollars
Value of purchases (in millions) per "process

accounts payable" FTE
Value of all materials and services purchased /

"process accounts payable" * 1000000)
dollars

accounts payable" per process FTE

dollars
personnel cost) *.0001) / Number of FTEs who
perform the process "process accounts payable"
Personnel cost to perform the process "Process


dollars
personnel cost) *.0001) / (Value of all materials
and services purchased * 0.001)


dollars
personnel cost) *.0001) / (Total business entity
revenue * 0.001)
709 of 733
Metric name
Average cycle time (in calendar days) from the
first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked
Formula
Average cycle time from the first time an invoice is Days
blocked/parked until it is unblocked/unparked
Cycle time in days from receipt of invoice until

payment is transmitted
Cycle time in days to resolve an invoice error
Cycle time in calendar days from receipt of an

invoice until payment is transmitted
Cycle time in calendar days from discovering an
invoice error to its resolution
Cycle time in hours from the receipt of an invoice
to its entry into the accounts payable/invoicing
system
days
Cycle time in days from receipt of invoice until

approved and scheduled for payment
Cycle time in calendar days to process and

approve a payment/disbursement from receipt of
invoice to when it is approved and scheduled for
payment
days
Percentage of invoice line items matched with a

purchase order
Percentage of invoice line items paid on time
Percentage of invoice line items that is matched

with a purchase order
Percentage of invoice line items paid on time
percent
Percentage of invoice line items received

electronically
Percentage of invoice line items that are matched
the first time
Number of FTEs that perform the process "Process
accounts payable (AP)" per $1 billion revenue
Percentage of invoice line items received

percent
electronically
Percentage of invoice line items that is matched
percent
the first time
* .000000001)
Payables outstanding per $1,000 revenue
Value of accounts payable / (Total business entity dollars

revenue * 0.0010)
Percentage of disbursements that is processed
percent
error-free the first time
(Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100
Cycle time in hours to enter invoice data into the

system
Percentage of disbursements that are first time

error free
Percentage of discounts available that are taken
Units
days
hours
percent
710 of 733
Metric name
Percentage of invoices paid within the discount
period
Percentage of invoices which are manually keyed
into the financial system
Number of FTEs who perform the process "Process
accounts payable" per $1 billion purchases
Formula
Units
(Number of invoices paid within discount period / percent
Number of invoices processed) * 100.0
Percentage of invoice line items that is entered
percent
into the financial system by manual keying
accounts payable" / (Value of all materials and
Number of invoices processed per "process

accounts payable" FTE
Number of invoices processed / Number of FTEs

who perform the process "process accounts
payable"
invoices
Number of invoice line items processed per

"process accounts payable" FTE
Number of invoice line items processed / Number

of FTEs who perform the process "process
accounts payable"
invoice line items
Number of disbursements per "process accounts

payable" FTE
Total number of disbursements excluding T&E

disbursements
disbursements / Number of FTEs who perform the
process "process accounts payable"
Number of invoiced line items per $1,000

Number of invoice line items processed / (Value of invoice line items
purchases
all materials and services purchased * 0.001)
percent
accounts payable" as a percentage of total process accounts payable" allocated to internal cost *
cost
accounts payable" allocated to personnel cost)
*.01
percent
to the process "process accounts payable"
"process accounts payable" / Number of FTEs who
resources") * 100
percent
"Process accounts payable" as a percentage of the accounts payable" allocated to internal cost *
total cost of the process
accounts payable" allocated to overhead and
other costs) *.01
711 of 733
Metric name
Outsourced cost to perform the process "Process
accounts payable" as a percentage of the total
cost of the process
Formula
accounts payable" allocated to external cost
Units
percent
Percentage of invoices paid on time
Percentage of invoices paid on time
Percent
Percentage of invoices processed through selfPercentage of invoices processed through selfPercent

invoicing
invoicing
Payments sent to vendors through electronic funds Number of payments sent through electronic funds Percent
transfer (EFT) as a percentage of the total number transfer (EFT) as a percentage of total payments
of payments sent
sent
Payments sent to vendors through automated
clearing house (ACH) as a percentage of the total
number of payments sent
Number of payments sent through automated

clearing house (ACH) as a percentage of total
payments sent
Percent
Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments
a percentage of total payments sent
sent
Payments sent to vendors through e-Payable as a
percentage of the total number of payments sent
Number of payments sent through ePayable as a

percentage of total payments sent
Percent
Payments sent to vendors through other methods Number of payments sent through electronic funds Percent
as a percentage of the total number of payments transfer (EFT) as a percentage of total payments
sent
sent
accounts payable" as a percentage of the total
cost of the process

percent
accounts payable" allocated to internal cost *
accounts payable" allocated to systems cost) *.01
712 of 733
Metric name
expense reimbursements" per process FTE
Formula
Units
dollars
expense reimbursements" * Percentage of total
reimbursements" allocated to internal cost *
expense reimbursements" allocated to personnel
cost * .0001) / Number of FTEs who perform the
process "process expense reimbursements"
Personnel cost to perform process "Process

expense reimbursements" per $1,000 revenue

dollars
cost * .0001) / (Total business entity revenue *
0.001)


dollars
expense reimbursements" allocated to systems
cost * .0001) / (Total business entity revenue *
0.00001)
Total cost to perform the process "process expense (Total cost to perform the process "process
reimbursements" as a percentage of revenue
expense reimbursements" / Total business entity
revenue ) * 100
percent
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE
reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"
713 of 733
Metric name
Formula
Units
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per $1 billion revenue
reimbursements" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 of T&E expenditures reimbursements" / (Total value of T&E
expenditures * 0.001)
reimbursements" / (Total business entity revenue *
0.001)
reimbursements" per T&E disbursement
reimbursements" / Number of T&E disbursements
Personnel cost of the process "Process expense
reimbursements" per $100,000 of T&E
expenditures

dollars
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Systems cost of the process "Process expense

reimbursements" per $100,000 of T&E
expenditures

dollars
expense reimbursements" allocated to systems
cost * .0001) / (Total value of T&E expenditures *
0.00001)


cost * Total cost to perform the process "process
expense reimbursements" / 100) / (Total business
dollars
714 of 733
Metric name
Cycle time in days to approve and schedule T&E
reimbursements
Formula
Cycle time in calendar days from the receipt of an days
expense report to its approval and scheduling for
payment
Units
Number of FTEs who perform the process "Process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
Number of FTEs who perform the process "Process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 million T&E
expense reimbursements" / (Total value of T&E
expenditures
Percentage of expense report exception line items (Number of expense report line items with
exceptions / Expense report line items) * 100
Percentage of total T&E expenditures made using (Total value of cash advances / Total value of T&E
cash advances
expenditures) * 100.0
Number of T&E disbursements per "process
Number of T&E disbursements / Number of FTEs
expense reimbursements" FTE
who perform the process "process expense
reimbursements"
percent
Number of expense report line items per FTE who Expense report line items / Number of FTEs who
performs the process "Process expense
reimbursements"
reimbursements"
expense report line

items
Number of expense report line items per $1,000

T&E expenditure
Personnel cost of the process "Process expense
reimbursements" as a percentage of total cost for
the process
Expense report line items / (Total value of T&E

personnel cost) * .01
expense report line

items
percent

expense reimbursements" as a percentage of the

systems cost) *.01
percent
percent
disbursements
715 of 733
Metric name
"Process expense reimbursements" as a
percentage of the total cost of the process
Formula
overhead and other costs) *.01
Units
percent
Outsourced cost to perform the process "Process

expense reimbursements" as a percentage of the

cost
percent
to the process "process expense reimbursements" "process expense reimbursements" / Number of
resources") * 100
percent

operations" per bank used in cash collection
network

treasury operations" / Number of banks used in
organization's cash collection network
dollars

operations" per bank used in cash disbursement
network

treasury operations" / Number of banks used in
organization's cash disbursement network
dollars
Cycle time in hours to initiate, approve, and

dispatch a wire transfer
Cycle time in hours to reconcile a single bank
account
Cycle time in hours to initiate, approve, and

dispatch a wire transfer
Cycle time in days to reconcile a single bank
account from bank account statement receipt
through ending book balance reconciliation
hours
Cycle time in days to refresh the cash flow

forecast
Number of banks used in cash collection network
per FTE that performs the process group "Manage
treasury operations"
Cycle time in calendar days to refresh cash flow

forecast
Number of banks used in organization's cash
collection network / Number of FTEs who perform
the process group "manage treasury operations"
days
hours
banks
716 of 733
Metric name
Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"
Formula
disbursement network / Number of FTEs who
perform the process group "manage treasury
operations"
Number of banks used in cash collection network


banks
collection network / (Total business entity revenue
* .000000001)
Number of banks used in cash disbursement

network per $1 billion revenue

disbursement network / (Total business entity
revenue * .000000001)
Personnel cost to perform the process "establish

internal controls, policies, and procedures" per
$1,000 revenue
Personnel cost to perform the process "establish

dollars
internal controls, policies, and procedures" / (Total
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures"
procedures" allocated to risk assessment
Units
banks
banks
percent
Systems cost to perform the process "establish

$100,000 revenue
Systems cost to perform the process "establish

dollars
Total cost to perform the process "establish

$1,000 revenue
Total cost to perform the process "establish

dollars
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
$1,000 revenue
Number of FTEs for the process "establish internal Number of FTEs who perform the process
controls, policies, and procedures" per $1 billion
revenue
procedures" / (Total business entity revenue *
0.000000001)
FTEs
717 of 733
Metric name
Formula
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures"
procedures" / Number of FTEs who perform the
Units
percent
Percentage of independent members on the audit (Number of audit committee independent

committee
members / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0
percent
Percentage of independent members on the

compensation committee
(Number of compensation committee independent percent

members / (Number of compensation committee
officers/employees + Number of other nonindependent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0
Percentage of independent members on the

governance committee
(Number of governance committee independent

members / (Number of governance committee
officers/employees + Number of other nonindependent members on the governance
committee + Number of governance committee
percent
Percentage of independent, outside directors on

the board
(Number of independent or outside directors on

the board / Number of directors on the board) *
100.0
percent
Percentage of officers/employees on the audit

committee
(Number of audit committee officers/employees / percent

(Number of audit committee officers/employees +
Number of other non-independent members on
the audit committee + Number of audit committee
718 of 733
Metric name
Percentage of officers/employees on the
compensation committee
Formula
Units
(Number of compensation committee
percent
officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
Percentage of officers/employees on the

governance committee
(Number of governance committee

percent
officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
Percentage of other non-independent members on (Number of other non-independent members on

percent
the audit committee
the audit committee / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0
percent
the compensation committee
the compensation committee / (Number of
compensation committee officers/employees +
the compensation committee + Number of
compensation committee independent members))
* 100.0
719 of 733
Metric name
Formula
Units
percent
the governance committee
the governance committee / (Number of
governance committee officers/employees +
the governance committee + Number of
governance committee independent members)) *
100.0
controls policies and procedures" per $1,000
revenue
Outsourced cost to perform the process "operate dollars

controls policies and procedures" / (Total business

revenue

dollars

revenue

dollars
Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls
policies and procedures" per $1,000 revenue
policies and procedures" / (Total business entity
revenue * 0.0010)
Cycle time in calendar days (including weekends)
from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity

from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity
days
720 of 733
Metric name
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Formula
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days to deploy change in enabling

technology
Number of control violations per 1,000 business
entity employees
Cycle time in days to deploy change in enabling

days
technology
Number of control violations in last twelve months control violations
pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
business entity employees * 0.0010)
Number of FTEs for the process "operate controls

policies and procedures" per $1 billion revenue
Number of FTEs who perform the process "operate FTEs

Number of primary controls per 1,000 employees
Number of identified primary controls / (Number of controls

Number of times employees used existing
times
communication channels to report suspected
improprieties in past 12 months / (Number of
Number of times last year employees used

existing communication channels to report
suspected improprieties per 1,000 employees
Units
days
days
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
Percentage of primary controls that are detective (Number of detective primary controls / Number of percent
in nature
identified primary controls) * 100.0
Percentage of primary controls that are preventive (Number of preventative primary controls /
percent
in nature
Number of identified primary controls) * 100.0
721 of 733
Metric name
Formula
Self assessments as a percentage of risk
Percentage of conducting risk assessment cost
assessment cost
toward self assessments
Percentage of total control violations that are new (Number of new control violations in last twelve
months / Number of control violations in last
twelve months pertaining to financial
reporting/accounting and/or security/access to
financial records) * 100.0
Units
percent

to the process "operate controls and monitor
compliance with internal controls policies and
procedures"
percent

"operate controls and monitor compliance with
internal controls policies and procedures" /
percent
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue
Personnel cost to perform the process "report on

internal controls compliance" / (Total business
dollars
Systems cost to perform the process "report on

internal controls compliance" per $100,000
revenue
Systems cost to perform the process "report on

dollars
Total cost to perform the process "report on

internal controls compliance" per $1,000 revenue
Total cost to perform the process "report on

dollars
Previously identified control violations as a

percentage of total control violations
(Number of previously identified control violations percent

in last twelve months / Number of control
violations in last twelve months) * 100.0
Number of FTEs for the process "report on internal Number of FTEs who perform the process "report
controls compliance" per $1 billion revenue
on internal controls compliance" / (Total business
FTEs
722 of 733
Metric name
Other as a percentage of risk assessment cost
Formula
Units
Percentage of the total cost of conducting risk
percent
assessments that is for costs other than self
assessments, independent internal resources, and
outside consultants
Outside consultants as a percentage of risk

assessment cost
Independent internal resources as a percentage of
risk assessment cost
to the process "report on internal controls
compliance"

percent
toward outside consultants
percent
toward independent internal resources
on internal controls compliance" / Number of FTEs
resources") * 100
Percentage of disbursements submitted

electronically
operations" per foreign currency involved in
foreign exchange hedging program
Percentage of disbursements processed that are

submitted electronically
treasury operations" / Number of foreign
currencies involved in foreign exchange hedging
program
percent
dollars
Number of foreign currencies involved in foreign

foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations"
perform the process group "manage treasury
operations"
Other cost of the process group "manage business Costs other than personnel, systems, overhead,
resiliency and risk" per $100,000 revenue
"manage business resiliency and risk" / (Total
dollars
Outsourced cost of the process group "manage

business resiliency and risk" per $100,000
revenue
dollars

723 of 733
Metric name
Overhead cost of the process group "manage
revenue
Formula
Personnel cost of the process group "manage

business resiliency and risk" per $1,000 revenue

dollars
Systems cost of the process group "manage

revenue

dollars
Total cost of the process "manage business

resiliency and risk" per $1,000 revenue

dollars
group "manage business resiliency and risk"/100)
* IT costs during the past year) / (Total business
Time in weeks to complete projects that address

an identified business exposure or opportunity
(less than 20 percent of total annual revenue)

(less than 20 percent of total revenue)
weeks

(between 20 and 40 percent of total annual
revenue)

(between 20 and 40 percent of total revenue)
weeks

revenue)

weeks

revenue)

weeks

(greater than 80 percent of total annual revenue)

(greater than 80 percent of total revenue)
weeks
Units
dollars
724 of 733
Metric name
group "manage business resiliency and risk"
Formula
Units
perform the process group "manage business
resiliency and risk"
Number of IT FTEs for the process group "manage ((Percentage of FTEs who perform the function
FTEs
business resiliency and risk" per $1 billion revenue "manage information technology" perform the
process group "manage business resiliency and
risk"/100) * Number of FTEs who perform the
function "manage information technology") / (Total
"manage business resiliency and risk"

business resiliency and risk" / IT budget for the
past year) * 100.0

"manage business resiliency and risk"
Percentage of business entity IT FTEs who perform
and risk"

group "manage business resiliency and risk"
process group "manage business resiliency and
risk"
percent
Total warranty costs as a percentage of sales
Warranty costs as a percentage of sales
Percent
percent
Average cycle time from detection-to-correction of Cycle time in calendar days to complete the
issues
detection to correction cycle
Warranty accrual rate
Warranty accrual rate
Days
Warranty claims rate
Warranty claims rate
Percent
Warranty cost forecast accuracy
Warranty forecast accuracy
Percent
Average annual product return rate
Average product return rate
Percent
Average annual recall rate per product family
Average recall rate per product family
Percent
Percent
725 of 733
Metric name
Supplier recovery rate
Formula
Supplier recovery rate
Units
Percent
Business entity's customer retention rate over the

last three years
warranty claims" per $1,000 revenue
warranty claims" per $1,000 cost of continuing
operations
Customer retention rate for all customers
Percent
Annual cost of the process "process warranty

claims" / (Total business entity revenue * 0.001)
claims" / (Total costs of continuing operations *
0.001)
Dollars


Dollars
warranty claims" allocated to internal costs *
Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
costs * Annual cost of the process "process
warranty claims" / 10000) / (Total business entity
revenue * 0.001)

operations

Dollars
"process warranty claims" allocated to personnel
costs * Annual cost of the process "process
warranty claims" / 10000) / (Total costs of
continuing operations * 0.001)


Dollars
"process warranty claims" allocated to system
personnel costs * Annual cost of the process
"process warranty claims" / 10000) / (Total
Dollars
726 of 733
Metric name
operations
Formula
Units
Dollars
"process warranty claims" allocated to system
personnel costs * Annual cost of the process
"process warranty claims" / 10000) / (Total costs of
Average cost to process a warranty claim

claims" / Total number of warranty claims
processed
Dollars
Goodwill cost as a percentage of total approved

claims
[Total cost of goodwill warranty claims /

(Percentage of warranty claims approved * Total
number of warranty claims processed / 1000)] *
100
Percent
Goodwill cost as a percentage of revenue
(Total cost of goodwill warranty claims / Total

Percentage of total cost of the process "process
warranty claims" allocated to internal costs
Percent
External (e.g. outsourced) cost percentage of the Percentage of total cost of the process "process
total annual cost of the process "process warranty warranty claims" allocated to external costs
claims"
Percent
Internal cost of the process "process warranty

claims" as a percentage of the total cost to
perform the process
Percent
Overhead cost to perform the process "process


Dollars
"process warranty claims" allocated to overhead
and other costs * Annual cost of the process
"process warranty claims" / 10000) / (Total
Average cycle time for warranty claim processing
Cycle time in calendar days to process a warranty Days

claim
727 of 733
Metric name
Formula
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process
claims" per $1 billion revenue
"process warranty claims" / (Total business entity
revenue * 0.000000001)
Units
FTEs
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process
claims" per $1 billion cost of continuing operations "process warranty claims" / (Total costs of
FTEs
Number of claims processed per "process warranty Total number of warranty claims processed
claims" FTE
/Number of FTEs who to perform the process
"process warranty claims"
Claims
Number of claims rejected for being fraudulent as

a percentage of total rejected claims
Number of claims rejected for policy reasons as a
percentage of total rejected claims
Number of fraudulent claims processed as a
percentage of total claims processed
Percentage of warranty claims rejected allocated Percent

to fraudulent
Percentage of warranty claims rejected allocated Percent
to policy
[(Percentage of warranty claims rejected allocated Percent
to fraudulent * Percentage of warranty claims
rejected * Total number of warranty claims
processed / 10000) + (Percentage of warranty
claims approved that were invalid or fraudulent *
Percentage of warranty claims approved * Total
number of warranty claims processed) / 10000)] /
Total number of warranty claims processed
Number of fraudulent claims approved as a

percentage of total claims approved
Number of goodwill claims approved as a
Percentage of warranty claims approved that were Percent

invalid or fraudulent
[(Percentage of warranty claims approved
Percent
allocated to goodwill claims * Percentage of
warranty claims approved * Total number of
warranty claims processed) / 10000] / Total
number of warranty claims processed
728 of 733
Metric name
Formula
Units
Number of recall claims approved as a percentage [(Percentage of warranty claims approved
Percent
of total claims processed
allocated to recall claims * Percentage of warranty
claims approved * Total number of warranty claims
processed) / 10000] / Total number of warranty
claims processed
Number of repeat repair claims approved as a
[(Percentage of warranty claims approved

allocated to repeat repair claims * Percentage of
warranty claims approved * Total number of
warranty claims processed) / 10000] / Total
number of warranty claims processed
Percent
Number of claims approved as a percentage of

total claims processed
Number of claims rejected as a percentage of total
claims processed
Number of claims automatically processed as a
Number of claims processed for which the system
was not configured for new models, rules, etc.
(suspense routed claims) as a percentage of total
claims processed
Percentage of warranty claims approved
Percent
Percentage of warranty claims rejected
Percent
Percentage of warranty claims allocated to

automatically processed claims
Percentage of warranty claims allocated to
suspense routed claims
Percent
Percent
Number of claims processed that required human Percentage of warranty claims allocated to help
intervention as a percentage of total claims
routed claims
processed
Percent
Claims
729 of 733
ABOUT APQC
An internationally recognized resource for process
and performance improvement, APQC helps
organizations adapt to rapidly changing
environments, build new and better ways to work,
and succeed in a competitive marketplace. With a
focus on productivity, knowledge management,
benchmarking, and quality improvement initiatives,
APQC works with its member organizations to
identify best practices; discover effective methods
of improvement; broadly disseminate findings; and
ABOUT
connectIBM
individuals with one another and the
At
IBM, we collaborate
with
ourthey
clients,
bringing
knowledge,
training, and
tools
need
to
together
and
succeed. business
Founded insight,
in 1977,advanced
APQC is aresearch
member-based
technology
to giveorganizations
them a distinct
advantage
in in
nonprofit serving
around
the world
todays
rapidly
changing
environment.
Through our
all sectors
of business,
education,
and government.
integrated
approach
business
design
APQC is also
a proud to
winner
of the
2003,and
2004,
execution,
we
help
turnNorth
strategies
into Most
action.
And
2008, 2012,
and
2013
American
Admired
with
expertise
in ATTRIBUTION
17 industries
global
COPYRIGHT
AND
Knowledge
Enterprises
(MAKE) and
awards.
This award is
capabilities
that
span
170
we based
can help
2015
APQC
AND
IBM.
ALLcountries,
RIGHTS
RESERVED.
based on
a study
by
Teleos,
a European
clients
anticipate
change
and network.
profit
fromand
new
APQC
and
IBM and
grant
permission
for use
research
firm,
the
KNOW
opportunities.
For PCF.
moreFor
information,
visitAPQC and
adaptation of this
external use,
www.ibm.com/services/gbs.
IBM grant permission for i) for publication,
distribution, and use, provided that proper copyright
acknowledgement is made to APQC and IBM; and ii)
to create derivative works provided the user denotes
the source of the this PCF. Under no circumstance
shall the licensee (or anyone on its behalf) impose a
royalty, fee, or any other consideration to a third
party for the this PCF.
The IBM logo is a registered trademark of IBM in the United States and other countries
and is used under license.
Please use the following text when reusing the PCF in external print or electronic
content:
THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)
The PCF was developed by non-profit APQC, a global resource for benchmarking and
royalty, fee, or any other consideration to a third

party for the this PCF.
The IBM logo is a registered trademark of IBM in the United States and other countries
and is used under license.
Please use the following text when reusing the PCF in external print or electronic
content:
THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)
The PCF was developed by non-profit APQC, a global resource for benchmarking and
best practices, and its member companies as an open standard to facilitate
improvement through process management and benchmarking, regardless of
industry, size, or geography. The PCF organizes operating and management processes
into 12 enterprise level categories, including process groups and over 1,000 processes
and associated activities. To download the full PCF or industry-specific versions of the
PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.
s,
s
d
sed
n
ur
nt.
dred
d is
ght
ii)
tes
ea
tries
nd
tries
nd
esses
esses
the

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AEROSPACE AND DEFENSE PROCESS

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UNDERSTANDING THIS FILE

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ntact APQC directly

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Develop Vision and Strategy

Manage External Relationships

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New category addition

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New category addition

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Evaluate promotional performance metrics

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Verify match with strategic/tactical plans

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Prepare projected cash flow by business unit managers

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Submit for customer review

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Administer key customer/account details

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Establish and monitor key performance indicators

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