CROSS INDUSTRY PROCESS

CLASSIFICATION FRAMEWORK
VERSION NUMBER 6.1.0
GENERATED ON 8/14/2014
For more information about the PCF, visit www.apqc.org/pcf

Copyright 2014 APQC

Copyright 2014 APQC

UNDERSTANDING THIS FILE

This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to
communicate the various aspects of the framework necessary to interpret it and make full use of its intended
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on
pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's
open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of
the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It
will be consistent across releases as long as the conceptual meaning does not change.
Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This
number will not be consistent across releases - meaning that a process element may have a different hierarchy ID
among a set of releases.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking library
for this specific process element. For more information, please visit http://www.apqc.org/osb

Copyright 2014 APQC

Copyright 2014 APQC

rectly on

out APQC's
fic parts of
ement. It

h row. This
rarchy ID

ng library

Copyright 2014 APQC

Copyright 2014 APQC

PCF ID

Hierarchy
ID

10002
10003
10004
10005
10006
10007
10008
17058
10010
16437
10012
10013

1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0

Name
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
Manage External Relationships
Develop and Manage Business Capabilities

Copyright 2014 APQC

Metrics
available
?
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
Y

7 of 482

PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
10018
10028
10029
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
14197
10039
10040
10041
10049

Hierarchy
ID

Name

1.0
Develop Vision and Strategy
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
1.1.3
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 and shared services strategy
1.2.2.5
Develop lean/continuous improvement strategy
1.2.3
Select long-term business strategy
1.2.4
Coordinate and align functional and process strategies
1.2.5
Create organizational design (structure, governance, reporting,
etc.)
1.2.5.1
Evaluate breadth and depth of organizational structure

Copyright 2014 APQC

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
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Metrics
available
?

PCF ID

Hierarchy
ID

10050

1.2.5.2

Perform job-specific roles mapping and value-added analyses

10051
10052
10053
10054

1.2.5.3
1.2.5.4
1.2.5.5
1.2.5.6

Develop role activity diagrams to assess hand-off activity

Perform organization redesign workshops
Design the relationships between organizational units
Develop role analysis and activity diagrams for key processes

N
N
N
N

10055
10056
10042
10043
10016
10057
10058
10059
10060

1.2.5.7
1.2.5.8
1.2.6
1.2.7
1.3
1.3.1
1.3.2
1.3.3
1.3.4

Copyright 2014 APQC

Name

Assess organizational implication of feasible alternatives

Migrate to new organization
Develop and set organizational goals
Formulate business unit strategies
Manage strategic initiatives
Develop strategic initiatives
Evaluate strategic initiatives
Select strategic initiatives
Establish high-level measures

N
N
N
N
N
N
N
N
N

9 of 482

PCF ID

Hierarchy
ID

10003
10061
10063

2.0
2.1
2.1.1

10064
10068

2.1.2
2.1.2.1

10069
10065
10070
10071
10072

2.1.2.2
2.1.3
2.1.3.1
2.1.3.2
2.1.3.3

10066

2.1.4

10073
10074
10075
10076
10067
10077
10078
10079
14192
10062
10080
10083
10084
10085
10086
10087

2.1.4.1
2.1.4.2
2.1.4.3
2.1.4.4
2.1.5
2.1.5.1
2.1.5.2
2.1.5.3
2.1.6
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3
2.2.1.4
2.2.1.5

10088
10089
10090

2.2.1.6
2.2.1.7
2.2.1.8

10091
10092

2.2.1.9
2.2.1.10

10081
10093
10094
10095
10096
10097

2.2.2
2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5

Name
Develop and Manage Products and Services
Manage product and service portfolio
Evaluate performance of existing products/services against
market opportunities
Define product/service development requirements
Identify potential improvements to existing products and
services
Identify potential new products and services
Perform discovery research
Identify new technologies
Develop new technologies
Assess feasibility of integrating new leading technologies into
product/service concepts
Confirm alignment of product/service concepts with business
strategy
Plan and develop cost and quality targets
Prioritize and select new product/service concepts
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
Develop products and services
Design, build, and evaluate products and services
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 external reviews (legal,
regulatory, standards, internal)
Build prototypes
Eliminate quality and reliability problems
Conduct in-house product/service testing and evaluate
feasibility
Identify design/development performance indicators
Collaborate on design with suppliers and contract
manufacturers
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

Copyright 2014 APQC

Metrics
available
?
Y
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
N
N
N
N
Y
N
N
N
N
N

10 of 482

PCF ID

Hierarchy
ID

10082
10098

2.2.3
2.2.3.1

10099
10100
11417
11418
11419

2.2.3.2
2.2.3.3
2.2.3.4
2.2.3.5
2.2.3.6

Copyright 2014 APQC

Name
Prepare for production
Develop and test prototype production and/or service delivery
process
Design and obtain necessary materials and equipment
Install and validate production process or methodology
Monitor production runs
Request engineering change
Manage engineering change orders

Metrics
available
?
N
N
N
N
N
N
N

11 of 482

PCF ID

Hierarchy
ID

10004
10101
10106
10108
10109
10110
10111

3.0
3.1
3.1.1
3.1.1.1
3.1.1.2
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
10102
11168
11169
11170

3.1.2.4
3.2
3.2.1
3.2.1.1
3.2.1.2

11171
11172
10123
10124
10125
10122
10126
10127
10128
10103
10129
10134
10135
10136
10137
10130
10138
10139

3.2.1.3
3.2.1.4
3.2.2
3.2.2.1
3.2.2.2
3.2.3
3.2.3.1
3.2.3.2
3.2.3.3
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

10140
10141
10142
10131
10143
10144

3.3.2.3
3.3.2.4
3.3.2.5
3.3.3
3.3.3.1
3.3.3.2

Name
Market and Sell Products and Services
Understand markets, customers, and capabilities
Perform customer and market intelligence analysis
Conduct customer and market research
Identify market segments
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
Develop marketing strategy
Define offering and customer value proposition
Define offering and positioning
Develop value proposition including brand positioning for target
segments
Validate value proposition with target segments
Develop new branding
Define pricing strategy to align to value proposition
Establish guidelines for applying pricing of products/services
Approve pricing strategies/policies
Define and manage channel strategy
Evaluate channel attributes and partners
Determine channel fit with target segments
Select channels for target segments
Develop sales strategy
Develop sales forecast
Gather current and historic order information
Analyze sales trends and patterns
Generate sales forecast
Analyze historical and planned promotions and events
Develop sales partner/alliance relationships
Identify alliance opportunities
Design alliance programs and methods for selecting and
managing relationships
Select alliances
Develop partner and alliance management strategies
Establish partner and alliance management goals
Establish overall sales budgets
Calculate product revenue
Determine variable costs

Copyright 2014 APQC

Metrics
available
?
Y
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
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
12 of 482

PCF ID

Hierarchy
ID

10145
10146
10147
10132
10133
10104
10148

3.3.3.3
3.3.3.4
3.3.3.5
3.3.4
3.3.5
3.4
3.4.1

10149
10155
10156
10157
10150
10158
10159
10160
10161
10162
11253
11254
10151
10163
10164
10165
10166
10152
10167
10168
10169
10170
10171
10172

3.4.2
3.4.2.1
3.4.2.2
3.4.2.3
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
3.4.4
3.4.4.1
3.4.4.2
3.4.4.3
3.4.4.4
3.4.5
3.4.5.1
3.4.5.2
3.4.5.3
3.4.5.4
3.4.5.5
3.4.5.6

10153
10173
10174
10175
10176
10177

3.4.6
3.4.6.1
3.4.6.2
3.4.6.3
3.4.6.4
3.4.6.5

10154
10178
10179
10180
10181
10105
10182

3.4.7
3.4.7.1
3.4.7.2
3.4.7.3
3.4.7.4
3.5
3.5.1

Copyright 2014 APQC

Name

Metrics
available
?

Determine overhead and fixed costs

Calculate net profit
Create budget
Establish sales goals and measures
Establish customer management measures
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
Evaluate promotional performance metrics
Refine promotional performance metrics
Incorporate learning into future/planned consumer promotions

N
N
N
N
N
N
N

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
Develop and manage sales plans
Generate leads

N
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
Y
N

13 of 482

PCF ID

Hierarchy
ID

10188
10189
10183
11173
11174
14208
10184
10190
10191
10192
10193
10185
10194
10195
10196
10197
10198

3.5.1.1
3.5.1.2
3.5.2
3.5.2.1
3.5.2.2
3.5.2.3
3.5.3
3.5.3.1
3.5.3.2
3.5.3.3
3.5.3.4
3.5.4
3.5.4.1
3.5.4.2
3.5.4.3
3.5.4.4
3.5.4.5

10199
10200

3.5.4.6
3.5.4.7

10186
10209
10210
10187
10211

3.5.5
3.5.5.1
3.5.5.2
3.5.6
3.5.6.1

10212
10213
10214
14209

3.5.6.2
3.5.6.3
3.5.6.4
3.5.6.5

Copyright 2014 APQC

Name
Identify potential customers
Identify leads
Manage customers and accounts
Develop sales/key account plan
Manage customer relationships
Manage customer master data
Manage customer sales
Perform sales calls
Perform pre-sales activities
Close the sale
Record outcome of sales process
Manage sales orders
Accept and validate sales orders
Collect and maintain customer account information
Determine availability
Determine fulfillment process
Enter orders into system and identify/perform cross-sell/up-sell
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

Metrics
available
?
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

14 of 482

PCF ID

Hierarchy
ID

10005
10215
10221
10229
10230
10231
10232
10233
10234
14193
14194
10222
10235
10236
10237
10238
10239
10240
10241
10223
10242
10243
10244
10245
10246
14196
10224
10247
10248
10249
10250
17041
17042
10252
10253

4.0
4.1
4.1.1
4.1.1.1
4.1.1.2
4.1.1.3
4.1.1.4
4.1.1.5
4.1.1.6
4.1.1.7
4.1.1.8
4.1.2
4.1.2.1
4.1.2.2
4.1.2.3
4.1.2.4
4.1.2.5
4.1.2.6
4.1.2.7
4.1.3
4.1.3.1
4.1.3.2
4.1.3.3
4.1.3.4
4.1.3.5
4.1.3.6
4.1.4
4.1.4.1
4.1.4.2
4.1.4.3
4.1.4.4
4.1.4.5
4.1.5
4.1.5.1
4.1.5.2

10254
10255
10256
10257
10258
10259
10260
10261
10262
10263

4.1.5.3
4.1.5.4
4.1.5.5
4.1.5.6
4.1.5.7
4.1.5.8
4.1.5.9
4.1.5.10
4.1.5.11
4.1.5.12

Name
Deliver Products and Services
Plan for and align supply chain resources
Develop production and materials strategies
Define manufacturing goals
Define labor and materials policies
Define outsourcing policies
Define manufacturing capital expense policies
Define capacities
Define production network and supply constraints
Define production process
Define production workplace layout and infrastructure
Manage demand for products and services
Develop baseline forecasts
Collaborate with customers
Develop consensus forecast
Determine available to promise
Monitor activity against forecast and revise forecast
Evaluate and revise forecasting approach
Measure forecast accuracy
Create materials plan
Create unconstrained plan
Collaborate with supplier and contract manufacturers
Identify critical materials and supplier capacity
Monitor material specifications
Generate constrained plan
Define production balance and control
Create and manage master production schedule
Create site-level production plan and schedule
Manage work-in-progress inventory
Collaborate with suppliers
Execute site-level production plan and schedule
Monitor master production schedule and plan
Plan distribution requirements
Maintain master data
Determine finished goods inventory requirements at
destination
Calculate requirements at destination
Calculate consolidation at source
Manage collaborative replenishment planning
Manage requirements for partners
Calculate destination dispatch plan
Manage dispatch plan attainment
Calculate destination load plans
Manage partner load plan
Manage cost of supply
Manage capacity utilization

Copyright 2014 APQC

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
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N
N
N
N
N
N
N
N
N
N
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N
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N
15 of 482

PCF ID

Hierarchy
ID

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
10278
10288
10289
10290
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280
10299
10300
10301
10302

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
4.2.3
4.2.3.1
4.2.3.2
4.2.3.3
4.2.3.4
4.2.3.5
4.2.3.6
4.2.3.7
4.2.4
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4

Copyright 2014 APQC

Name
Establish distribution planning constraints
Establish distribution center layout constraints
Establish inventory management constraints
Establish transportation management constraints
Review distribution planning policies
Review distribution network
Establish sourcing relationships
Establish dynamic deployment policies
Assess distribution planning performance
Establish appropriate performance indicators (metrics)
Establish monitoring frequency
Calculate performance measures
Identify performance trends
Analyze performance benchmark gaps
Prepare appropriate reports
Develop performance improvement plan
Develop quality standards and procedures
Establish quality targets
Develop standard testing procedures
Communicate quality specifications
Procure materials and services
Develop sourcing strategies
Develop procurement plan
Clarify purchasing requirements
Develop inventory strategy
Match needs to supply capabilities
Analyze organizations spend profile
Seek opportunities to improve efficiency and value
Collaborate with suppliers to identify sourcing opportunities
Select suppliers and develop/maintain contracts
Select suppliers
Certify and validate suppliers
Negotiate and establish contracts
Manage contracts
Order materials and services
Process/Review requisitions
Approve requisitions
Solicit/Track vendor quotes
Create/Distribute purchase orders
Expedite orders and satisfy inquiries
Record receipt of goods
Research/Resolve exceptions
Manage suppliers
Monitor/Manage supplier information
Prepare/Analyze procurement and vendor performance
Support inventory and production processes
Monitor quality of product delivered

Metrics
available
?
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
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
N
N
N

16 of 482

PCF ID

Hierarchy
ID

10217
10303
10306
10307
10308
10315

4.3
4.3.1
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4

10316

4.3.1.5

10309
10304
10310
10311
10319
10313
10314
10369
10318
10374
10375
10370
10376
10377
10218
10320
10324
10325
10326
10321
10327
10328
10329
10322
10330
10331
10332
10333
10323
10334
10335
10336
10337
10219
10338
10343

4.3.1.6
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.2.5
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.4
4.3.4.1
4.3.4.2
4.4
4.4.1
4.4.1.1
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
4.5
4.5.1
4.5.1.1

10344

4.5.1.2

Copyright 2014 APQC

Name
Produce/Manufacture/Deliver product
Schedule production
Generate line level plan
Generate detailed schedule
Schedule production orders and create lots
Schedule preventive (planned) maintenance (preventive
maintenance orders)
Schedule requested (unplanned) maintenance (work order
cycle)
Release production orders and create lots
Produce product
Manage raw material inventory
Execute detailed line schedule
Report maintenance issues
Rerun defective items
Assess production performance
Perform quality testing
Calibrate test equipment
Perform testing using the standard testing procedure
Record test results
Maintain production records and manage lot traceability
Determine lot numbering system
Determine lot use
Deliver service to customer
Confirm specific service requirements for individual customer
Process customer request
Create customer profile
Generate service order
Identify and schedule resources to meet service requirements
Create resourcing plan and schedule
Create service order fulfillment schedule
Develop service order
Provide service to specific customers
Organize daily service order fulfillment schedule
Dispatch resources
Manage order fulfillment progress
Validate order fulfillment block completion
Ensure quality of service
Identify completed orders for feedback
Identify incomplete orders and service failures
Solicit customer feedback on services delivered
Process customer feedback on services delivered
Manage logistics and warehousing
Define logistics strategy
Translate customer service requirements into logistics
requirements
Design logistics network

Metrics
available
?
Y
N
N
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
Y
Y
N
N

17 of 482

PCF ID

Hierarchy
ID

10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
10356
10357
10358
10359
10341
10360
10361
10362
10363
10342
10364
10365
10366
10367
14195

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
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
4.5.5
4.5.5.1
4.5.5.2
4.5.5.3
4.5.5.4
4.5.5.5

Copyright 2014 APQC

Name

Metrics
available
?

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
Pick, pack, and ship product for delivery
Track inventory accuracy
Track third-party logistics storage and shipping performance
Manage physical finished goods inventory
Operate outbound transportation
Plan, transport, and deliver outbound product
Track carrier delivery performance
Manage transportation fleet
Process and audit carrier invoices and documents
Manage returns; manage reverse logistics
Authorize and process returns
Perform reverse logistics
Perform salvage activities
Manage and process warranty claims
Manage repair/refurbishment and return to customer/stock

N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N

18 of 482

PCF ID

Hierarchy
ID

10006
10378
10381
10384
10385
10382
10383
10379
10387
10390
10391
10392
10393

5.0
5.1
5.1.1
5.1.1.1
5.1.1.2
5.1.2
5.1.3
5.2
5.2.1
5.2.1.1
5.2.1.2
5.2.1.3
5.2.1.4

10388
10394
10395
10396
10389
10397
10398
10399
10400
10380
10401

5.2.2
5.2.2.1
5.2.2.2
5.2.2.3
5.2.3
5.2.3.1
5.2.3.2
5.2.3.3
5.2.3.4
5.3
5.3.1

10404

5.3.1.1

10405
10406

5.3.1.2
5.3.1.3

10407

5.3.1.4

10402

5.3.2

11236

5.3.2.1

11237

5.3.2.2

10403
11238

5.3.3
5.3.3.1

11239
11240

5.3.3.2
5.3.3.3

Name
Manage Customer Service
Develop customer care/customer service strategy
Develop customer service segmentation/prioritization (e.g., tiers)
Analyze existing customers
Analyze feedback of customer needs
Define customer service policies and procedures
Establish service levels for customers
Plan and manage customer service operations
Plan and manage customer service work force
Forecast volume of customer service contacts
Schedule customer service work force
Track work force utilization
Monitor and evaluate quality of customer interactions with
customer service representatives
Manage customer service requests/inquiries
Receive customer requests/inquiries
Route customer requests/inquiries
Respond to customer requests/inquiries
Manage customer complaints
Receive customer complaints
Route customer complaints
Resolve customer complaints
Respond to customer complaints
Measure and evaluate customer service operations
Measure customer satisfaction with customer requests/inquiries
handling
Gather and solicit post-sale customer feedback on products
and services
Solicit post-sale customer feedback on ad effectiveness
Analyze product and service satisfaction data and identify
improvement opportunities
Provide customer feedback to product management on
products and services
Measure customer satisfaction with customer-complaint handling
and resolution
Solicit customer feedback on complaint handling and
resolution
Analyze customer complaint data and identify improvement
opportunities
Measure customer satisfaction with products and services
Gather and solicit post-sale customer feedback on products
and services
Solicit post-sale customer feedback on ad effectiveness
Analyze product and service satisfaction data and identify
improvement opportunities

Copyright 2014 APQC

Metrics
available
?
Y
Y
N
N
N
N
Y
Y
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N

19 of 482

PCF ID

Hierarchy
ID

11241

5.3.3.4

Copyright 2014 APQC

Name
Provide customer feedback to product management on
products and services

Metrics
available
?
N

20 of 482

PCF ID

Hierarchy
ID

10007
17043

6.0
6.1

17044
10418
10419
10420
10421
10422
10432
17045
10423

6.1.1
6.1.1.1
6.1.1.2
6.1.1.3
6.1.1.4
6.1.1.5
6.1.1.6
6.1.2
6.1.2.1

10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
10438
17046
10410
10439
10445

6.1.2.2
6.1.2.3
6.1.2.4
6.1.2.5
6.1.2.6
6.1.2.7
6.1.2.8
6.1.2.9
6.1.2.10
6.1.3
6.1.3.1
6.1.3.2
6.1.3.3
6.1.3.4
6.1.4
6.2
6.2.1
6.2.1.1

10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
10455
17047
17048
17049

6.2.1.2
6.2.1.3
6.2.1.4
6.2.1.5
6.2.1.6
6.2.1.7
6.2.1.8
6.2.2
6.2.2.1
6.2.2.2
6.2.2.3
6.2.2.4
6.2.2.5
6.2.3

Name
Develop and Manage Human Capital
Develop and manage human resources (HR) planning, policies,
and strategies
Develop human resources strategy
Identify strategic HR needs
Define HR and business function roles and accountability
Determine HR costs
Establish HR measures
Communicate HR strategies
Develop strategy for HR systems/technologies/tools
Develop and implement workforce strategy and policies
Gather skill requirements according to corporate strategy and
market environment
Plan employee resourcing requirements per unit/organization
Develop compensation plan
Develop succession plan
Develop employee diversity plan
Develop other HR programs
Develop HR policies
Administer HR policies
Plan employee benefits
Develop work force strategy models
Monitor and update strategy, plans, and policies
Measure realization of objectives
Measure contribution to business strategy
Communicate plans and provide updates to stakeholders
Review and revise HR plans
Develop competency management models
Recruit, source, and select employees
Manage employee requisitions
Align staffing plan to work force plan and business unit
strategies/resource needs
Develop and open job requisitions
Develop job descriptions
Post requisitions
Manage internal/external job posting Web sites
Modify requisitions
Notify hiring manager
Manage requisition dates
Recruit/Source candidates
Determine recruitment methods and channels
Perform recruiting activities/events
Manage recruitment vendors
Manage employee referral programs
Manage recruitment channels
Screen and select candidates

Copyright 2014 APQC

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
N
N
21 of 482

Name

Metrics
available
?

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

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 employee on-boarding program

N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N

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

N
Y
N
N
N
Y
N
N
N
Y
N
N
N

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
10499
10500
10501

6.5.1.1
6.5.1.2
6.5.1.3
6.5.1.4

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
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies

PCF ID

Hierarchy
ID

10456
10457
10458
10459
10460
10443
10463
10464
10465
10444
10466
10467
10468
10411
10469
10474
11243

Copyright 2014 APQC

Y
N
N
N
N
N
Y
N
N
N
N
N

22 of 482

PCF ID

Hierarchy
ID

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
6.6.7.1
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

Copyright 2014 APQC

Name
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
Redeploy 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
Y
Y
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N

23 of 482

PCF ID

Hierarchy
ID

10008
10563
10570
10603
10604

7.0
7.1
7.1.1
7.1.1.1
7.1.1.2

10605
10606

7.1.1.3
7.1.1.4

10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617

7.1.1.5
7.1.1.6
7.1.1.7
7.1.2
7.1.2.1
7.1.2.2
7.1.2.3
7.1.2.4
7.1.2.5
7.1.3
7.1.3.1
7.1.3.2

10618
10573
10620
10621

7.1.3.3
7.1.4
7.1.4.1
7.1.4.2

10575
10625
10626
10627
10564
10578
11244

7.1.5
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
10641

7.2.2
7.2.2.1
7.2.2.2

Name
Manage Information Technology
Manage the business of information technology
Develop the enterprise IT strategy
Build strategic intelligence
Identify long-term IT needs of the enterprise in collaboration
with stakeholders
Define strategic standards, guidelines, and principles
Define and establish IT architecture and development
standards
Define strategic vendors for IT components
Establish IT governance organization and processes
Build strategic plan to support business objectives
Define the enterprise architecture
Establish the enterprise architecture definition
Confirm enterprise architecture maintenance approach
Maintain the relevance of the enterprise architecture
Act as clearinghouse for IT research and innovation
Govern the enterprise architecture
Manage the IT portfolio
Establish the IT portfolio
Analyze and evaluate the value of the IT portfolio for the
enterprise
Provision resources in accordance with strategic priorities
Perform IT research and innovation
Research technologies to innovate IT services and solutions
Transition viable technologies for IT services and solutions
development
Evaluate and communicate IT business value and performance
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
Establish and maintain business and IT service-level
agreements

Copyright 2014 APQC

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
Y
N
N
N
N
N
N
N
N
N

24 of 482

PCF ID

Hierarchy
ID

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
10662
10586
10663
10664

Name

Metrics
available
?

Evaluate and report service-level attainment results

Communicate business and IT service-level improvement
opportunities
Perform demand-side management (DSM) for IT services
Analyze IT services and solutions consumption and usage
Develop and implement incentive programs that improve
consumption efficiency
Develop volume/unit forecast for IT services and solutions
Manage IT customer satisfaction
Capture and analyze customer satisfaction
Assess and communicate customer satisfaction patterns
Initiate improvements based on customer satisfaction patterns

N
N

Market IT services and solutions

Develop IT services and solutions marketing strategy
Develop and manage IT customer strategy
Manage IT services and solutions advertising and promotional
campaigns
Process and track IT services and solutions orders
Develop and implement security, privacy, and data protection
controls
Establish information security, privacy, and data protection
strategies and levels
Test, evaluate, and implement information security and privacy
and data protection controls
Manage enterprise information
Develop information and content management strategies
Understand information and content management needs and
the role of IT services for executing the business strategy

N
N
N
N

7.4.2.2
7.4.2.3
7.4.2.4
7.4.3
7.4.3.1

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

7.4.3.2
7.4.4
7.4.4.1
7.4.4.2

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

N
Y
N
N

Copyright 2014 APQC

N
N
N
N
N
N
N
N

N
N
N
N
Y
Y
N

N
Y
N
N
N
N
Y
N

25 of 482

PCF ID

Hierarchy
ID

10665

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

Name

Metrics
available
?
N

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

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

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

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

N
N
N
N
Y
N
N
N

10688
10593
10689
10690
10691
10692
10693
10694
10594
10695
10696
10697

7.6.1.3
7.6.2
7.6.2.1
7.6.2.2
7.6.2.3
7.6.2.4
7.6.2.5
7.6.2.6
7.6.3
7.6.3.1
7.6.3.2
7.6.3.3

Select deployment methodologies and tools

Plan and implement changes
Plan change deployment
Communicate changes to stakeholders
Administer change schedule
Train impacted users
Distribute and install change
Verify change
Plan and manage releases
Understand and coordinate release design and acceptance
Plan release rollout
Distribute and install release

N
N
N
N
N
N
N
N
N
N
N
N

Copyright 2014 APQC

Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

26 of 482

PCF ID

Hierarchy
ID

10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714

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

Copyright 2014 APQC

Name
Verify release
Deliver and support information technology services
Develop IT services and solution delivery strategy
Establish sourcing strategy for IT delivery
Define delivery processes, procedures, and tools standards
Select delivery methodologies and tools
Develop IT support strategy
Establish sourcing strategy for IT support
Define IT support services
Manage IT infrastructure resources
Manage IT inventory and assets
Manage IT resource capacity
Manage IT infrastructure operations
Deliver IT services and solutions
Perform IT operations support services
Support IT services and solutions
Manage availability
Manage facilities
Manage backup/recovery
Manage performance and capacity
Manage incidents
Manage problems
Manage inquiries

Metrics
available
?
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N

27 of 482

PCF ID

Hierarchy
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
10804

8.0
8.1
8.1.1
8.1.1.1
8.1.1.2
8.1.1.3
8.1.2
8.1.2.1
8.1.2.2
8.1.2.3
8.1.2.4
8.1.2.5
8.1.3
8.1.3.1
8.1.3.2
8.1.3.3
8.1.3.4
8.1.4
8.1.4.1
8.1.4.2
8.1.4.3
8.1.4.4
8.1.4.5
8.1.4.6
8.1.4.7
8.2
8.2.1
8.2.1.1
8.2.1.2
8.2.1.3
8.2.1.4
8.2.1.5
8.2.2
8.2.2.1
8.2.2.2
8.2.2.3
8.2.2.4
8.2.2.5
8.2.3
8.2.3.1
8.2.3.2
8.2.3.3
8.2.3.4
8.2.3.5
8.2.4
8.2.4.1

Name
Manage Financial Resources
Perform planning and management accounting
Perform planning/budgeting/forecasting
Develop and maintain budget policies and procedures
Prepare periodic budgets and plans
Prepare periodic financial forecasts
Perform cost accounting and control
Perform inventory accounting
Perform cost of sales analysis
Perform product costing
Perform variance analysis
Report on profitability
Perform cost management
Determine key cost drivers
Measure cost drivers
Determine critical activities
Manage asset resource deployment and utilization
Evaluate and manage financial performance
Assess customer and product profitability
Evaluate new products
Perform life cycle costing
Optimize customer and product mix
Track performance of new-customer and product strategies
Prepare activity-based performance measures
Manage continuous cost improvement
Perform revenue accounting
Process customer credit
Establish credit policies
Analyze/Approve new account applications
Review existing accounts
Produce credit/collection reports
Reinstate or suspend accounts based on credit policies
Invoice customer
Maintain customer/product master files
Generate customer billing data
Transmit billing data to customers
Post receivable entries
Resolve customer billing inquiries
Process accounts receivable (AR)
Establish AR policies
Receive/Deposit customer payments
Apply cash remittances
Prepare AR reports
Post AR activity to the general ledger
Manage and process collections
Establish policies for delinquent accounts

Copyright 2014 APQC

Metrics
available
?
N
Y
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
Y
N
28 of 482

PCF ID

Hierarchy
ID

10805
10806
10807
10808
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822

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
10839
10840

8.3.4
8.3.4.1
8.3.4.2
8.3.4.3
8.3.4.4

Copyright 2014 APQC

Name
Analyze delinquent account balances
Correspond/Negotiate with delinquent accounts
Discuss account resolution with internal parties
Process adjustments/write off balances
Manage and process adjustments/deductions
Establish policies/procedures for adjustments
Analyze adjustments
Correspond/Negotiate with customer
Discuss resolution with internal parties
Prepare chargeback invoices
Process related entries
Perform general accounting and reporting
Manage policies and procedures
Negotiate service-level agreements
Establish accounting policies
Set and enforce approval limits
Establish common financial systems
Perform general accounting
Maintain chart of accounts
Process journal entries
Process allocations
Process period end adjustments (e.g., accruals and currency
conversions)
Post and reconcile intercompany transactions
Reconcile general ledger accounts
Perform consolidations and process eliminations
Prepare trial balance
Prepare and post management adjustments
Perform fixed-asset accounting
Establish fixed-asset policies and procedures
Maintain fixed-asset master data files
Process and record fixed-asset additions and retires
Process and record fixed-asset adjustments, enhancements,
revaluations, and transfers
Process and record fixed-asset maintenance and repair
expenses
Calculate and record depreciation expense
Reconcile fixed-asset ledger
Track fixed-assets including physical inventory
Provide fixed-asset data to support tax, statutory, and
regulatory reporting
Perform financial reporting
Prepare business unit financial statements
Prepare consolidated financial statements
Perform business unit reporting/review management reports
Perform consolidated reporting/review of cost management
reports

Metrics
available
?
N
N
N
N
Y
N
N
N
N
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N

29 of 482

PCF ID

Hierarchy
ID

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
10871
10872
10873
10874
10875
10876
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
8.6.1.5
8.6.1.6
8.6.1.7
8.6.1.8
8.6.1.9

Copyright 2014 APQC

Name
Prepare statements for board review
Produce quarterly/annual filings and shareholder reports
Produce regulatory reports
Manage fixed-asset project accounting
Perform capital planning and project approval
Develop capital investment policies and procedures
Develop and approve capital expenditure plans and budgets
Review and approve capital projects and fixed-asset
acquisitions
Conduct financial justification for project approval
Perform capital project accounting
Create project account codes
Record project-related transactions
Monitor and track capital projects and budget spending
Close/capitalize projects
Measure financial returns on completed capital projects
Process payroll
Report time
Establish policies and procedures
Collect and record employee time worked
Analyze and report paid and unpaid leave
Monitor regular, overtime, and other hours
Analyze and report employee utilization
Manage pay
Enter employee time worked into payroll system
Maintain and administer employee earnings information
Maintain and administer applicable deductions
Monitor changes in tax status of employees
Process and distribute payments
Process and distribute manual checks
Process period-end adjustments
Respond to employee payroll inquiries
Process payroll taxes
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data in AP system
Approve payments
Process financial accruals and reversals
Process taxes
Research/Resolve exceptions
Process payments
Respond to AP inquiries

Metrics
available
?
N
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N

30 of 482

PCF ID

Hierarchy
ID

10878
10879
10757
10880

8.6.1.10
8.6.1.11
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
10905
10906
10907
10761
10908
10909
10910
10911
10912
10913
14210
11208

8.7.3.4
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

Copyright 2014 APQC

Name
Retain records
Adjust accounting records
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
Manage internal payments and netting transactions
Calculate interest and fees for in-house bank accounts
Provide account statements for in-house bank accounts
Manage debt and investment
Manage financial intermediary relationships
Manage liquidity
Manage issuer exposure
Process and oversee debt and investment transactions
Process and oversee foreign currency transactions
Produce debt and investment accounting transaction reports
Process and oversee interest rate transactions
Monitor and execute risk and hedging transactions

Metrics
available
?
N
N
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
N
N
N
N
N
N
N
N
N
N
N
N

31 of 482

PCF ID

Hierarchy
ID

11209
11210
11211
11212
11213
11214
11215
10735
10762
10914
10915
10916
11250
11251
10763

8.7.5.1
8.7.5.2
8.7.5.3
8.7.5.4
8.7.5.5
8.7.5.6
8.7.5.7
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
10928
10929
10766
10930
10931
10932
10933
10934
10935
10936
10737
10767
10768
10769
10770

8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.1.1
8.9.1.2
8.9.1.3
8.9.2
8.9.2.1
8.9.2.2
8.9.2.3
8.9.2.4
8.9.2.5
8.9.2.6
8.9.2.7
8.10
8.10.1
8.10.2
8.10.3
8.10.4

Copyright 2014 APQC

Name
Manage interest-rate risk
Manage foreign-exchange risk
Manage exposure risk
Develop and execute hedging transactions
Evaluate and refine hedging positions
Produce hedge accounting transactions and reports
Monitor credit
Manage internal controls
Establish internal controls, policies, and procedures
Establish board of directors and audit committee
Define and communicate code of ethics
Assign roles and responsibility for internal controls
Define business process objectives and risks
Define entity/unit risk tolerances
Operate controls and monitor compliance with internal controls
policies and procedures
Design and implement control activities
Monitor control effectiveness
Remediate control deficiencies
Create compliance function
Operate compliance function
Implement and maintain controls-related enabling technologies
and tools
Report on internal controls compliance
Report to external auditors
Report to regulators, share-/debt-holders, securities
exchanges, etc.
Report to third parties (e.g., business partners)
Report to internal management
Manage taxes
Develop tax strategy and plan
Develop foreign, national, state, and local tax strategy
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

Metrics
available
?
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

32 of 482

PCF ID

Hierarchy
ID

17059
14090
14091
14092
14093
14094
14095
14096
14097
14098

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

Copyright 2014 APQC

Name
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

33 of 482

PCF ID

Hierarchy
ID

10010
10937
10941
10955

9.0
9.1
9.1.1
9.1.1.1

10956
10957
10942
10943
10958
10959
10960
10961
10962
10944
10963
10964
10938
16472
16473
16474
10949
10965
10966
10939
10950
10967
10968

9.1.1.2
9.1.1.3
9.1.2
9.1.3
9.1.3.1
9.1.3.2
9.1.3.3
9.1.3.4
9.1.3.5
9.1.4
9.1.4.1
9.1.4.2
9.2
9.2.1
9.2.2
9.2.3
9.2.4
9.2.4.1
9.2.4.2
9.3
9.3.1
9.3.1.1
9.3.1.2

10951
10969
10971
10940
10952
10953
10954

9.3.2
9.3.2.1
9.3.2.2
9.4
9.4.1
9.4.2
9.4.3

Name
Acquire, Construct, and Manage Assets
Design and construct/acquire nonproductive assets
Develop property strategy and long-term vision
Confirm alignment of property requirements with business
strategy
Assess the external environment
Make build-or-buy decision
Develop, construct, and modify sites
Plan facility
Design facility
Analyze budget
Select property
Negotiate terms for facility
Manage construction or modification to building
Provide workspace and assets
Acquire workspace and assets
Change fit/form/function of workspace and assets
Plan maintenance work
Perform routine maintenance
Perform corrective maintenance
Overhaul equipment
Manage facilities operations
Relocate people
Relocate material and tools
Obtain and install assets, equipment, and tools
Develop ongoing maintenance policies for productive assets
Analyze assets, and predict maintenance requirements
Develop approach to integrate preventive maintenance into
production schedule
Obtain and install equipment
Design engineering solution for the manufacturing process
Install and commission equipment
Dispose of productive and nonproductive assets
Develop exit strategy
Perform sale or trade
Perform abandonment

Copyright 2014 APQC

Metrics
available
?
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
N
N
N

34 of 482

PCF ID

Hierarchy
ID

16437

10.0

17060
16439
16440
16441
16442
16443

10.1
10.1.1
10.1.1.1
10.1.1.2
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

17462
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
16466

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
10.2.2.3

Name
Manage Enterprise Risk, Compliance, Remediation and
Resiliency
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
Ensure that each business unit/function follows the 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
Report on risk activities
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
Monitor the regulatory environment for changing or emerging
regulations

Copyright 2014 APQC

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

35 of 482

PCF ID

Hierarchy
ID

16467

10.2.2.4

16468

10.2.2.5

16469

10.2.2.6

16470
11185
11201
11202
11203
11204
11205
11206
11216
11221
11222
11223
11224
16471

10.2.2.7
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

Copyright 2014 APQC

Name
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
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
Y
N
N
N
N
N

36 of 482

PCF ID

Hierarchy
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

11.0
11.1
11.1.1
11.1.2
11.1.3
11.2
11.2.1
11.2.2
11.2.3
11.2.4
11.3
11.3.1
11.3.2
11.4
11.4.1
11.4.2
11.4.3
11.4.4
11.4.4.1
11.4.4.2
11.4.5
11.4.5.1
11.4.5.2
11.4.5.3
11.4.5.4

11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014
11066
11067
11068
11069
11070

11.4.5.5
11.4.5.6
11.4.6
11.4.6.1
11.4.6.2
11.4.6.3
11.4.6.4
11.4.7
11.4.8
11.4.9
11.5
11.5.1
11.5.2
11.5.3
11.5.4
11.5.5

Name
Manage External Relationships
Build investor relationships
Plan, build, and manage lender relations
Plan, build, and manage analyst relations
Communicate with shareholders
Manage government and industry relationships
Manage government relations
Manage relations with quasi-government bodies
Manage relations with trade or industry groups
Manage lobby activities
Manage relations with board of directors
Report results
Report audit findings
Manage legal and ethical issues
Create ethics policies
Manage corporate governance policies
Develop and perform preventive law programs
Ensure compliance
Plan and initiate compliance program
Execute compliance program
Manage outside counsel
Assess problem and determine work requirements
Engage/Retain outside counsel if necessary
Receive strategy/budget
Receive work product and manage/monitor case and work
performed
Process payment for legal services
Track legal activity/performance
Protect intellectual property
Manage copyrights and patents
Maintain intellectual property rights and restrictions
Administer licensing terms
Administer options
Resolve disputes and litigations
Provide legal advice/counseling
Negotiate and document agreements/contracts
Manage public relations program
Manage community relations
Manage media relations
Promote political stability
Create press releases
Issue press releases

Copyright 2014 APQC

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

37 of 482

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
11125

Hierarchy
ID

Name

12.0
Develop and Manage Business Capabilities
12.1
Manage business processes
12.1.1
Establish and maintain process management governance
12.1.1.1
Define and manage governance approach
12.1.1.2
Establish and maintain process tools and templates
12.1.1.3
Assign and support process ownership
12.1.1.4
Perform process governance activities
12.1.2
Define and manage process frameworks
12.1.2.1
Establish and maintain process framework
12.1.2.2
Identify cross-functional processes
12.1.3
Define processes
12.1.3.1
Scope processes
12.1.3.2
Analyze processes
12.1.3.3
Map processes
12.1.3.4
Publish processes
12.1.4
Manage process performance
12.1.4.1
Provide process training
12.1.4.2
Support process execution
12.1.4.3
Measure and report process performance
12.1.5
Improve processes
12.1.5.1
Identify and select improvement opportunities
12.1.5.2
Manage improvement projects
12.1.5.3
Perform continuous improvement activities
12.2
Manage portfolio, program, and project
12.2.1
Manage portfolio
12.2.1.1
Establish portfolio strategy
12.2.1.2
Define portfolio governance
12.2.1.3
Monitor and control portfolio
12.2.2
Manage programs
12.2.2.1
Establish program structure and approach
12.2.2.2
Manage program stakeholders and partners
12.2.2.3
Manage program execution
12.2.2.4
Review and report program performance
12.2.3
Manage projects
12.2.3.1
Establish project scope
12.2.3.1.1
Identify project requirements and objectives
12.2.3.1.2
Identify project resource requirements
12.2.3.1.3
Assess culture and readiness for project management
approach
12.2.3.1.4
Identify appropriate project management methodologies
12.2.3.1.5
Create business case and obtain funding
12.2.3.1.6
Develop project measures and indicators
12.2.3.2
Develop project plans
12.2.3.2.1
Define roles and resources
12.2.3.2.2
Identify specific IT requirements
12.2.3.2.3
Create training and communication plans

Copyright 2014 APQC

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
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
38 of 482

PCF ID

Hierarchy
ID

11127
11128
11129
16414
11131

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
17501
17502

12.3.4.1
12.3.4.2
12.3.4.3
12.3.4.4

Copyright 2014 APQC

Name
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
Identify core EQMS processes, controls, and metrics
Develop and document EQMS policies, procedures, standards,
and measures

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

39 of 482

PCF ID

Hierarchy
ID

17503
17504

12.3.4.5
12.3.4.6

17505
17506
17507
17508

12.3.4.6.1
12.3.4.6.2
12.3.4.6.3
12.3.4.6.4

17509

12.3.4.6.5

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

12.3.4.6.6
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

11163
11137
11164
11165
11166

12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3

Copyright 2014 APQC

Name
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 training plan
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
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary

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

40 of 482

PCF ID

Hierarchy
ID

11073

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
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
12.6.1.2
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

11087

12.6.2.4

11088
11179
11180
11186

12.6.2.5
12.7
12.7.1
12.7.1.1

11187
11181
11188
11189
11190
11191
11182

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

Copyright 2014 APQC

Name
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
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
Conduct gap analysis to understand need for change and
degree needed
Establish need for change
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of products, services, and
operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees

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
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N

41 of 482

PCF ID

Hierarchy
ID

11192

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

Copyright 2014 APQC

Name
Communicate EHS issues to stakeholders and provide support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Implement pollution prevention program
Provide employees with EHS support

Metrics
available
?
N
N
N
N
N
N
N

42 of 482

PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
10018
10028
10029
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
14197
10039
10040
10041
10049

Hierarchy
ID

Name

1.0
Develop Vision and Strategy
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
1.1.3
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 and shared services strategy
1.2.2.5
Develop lean/continuous improvement strategy
1.2.3
Select long-term business strategy
1.2.4
Coordinate and align functional and process strategies
1.2.5
Create organizational design (structure, governance, reporting,
etc.)
1.2.5.1
Evaluate breadth and depth of organizational structure

Copyright 2014 APQC

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
43 of 482

Metrics
available
?

PCF ID

Hierarchy
ID

10050

1.2.5.2

Perform job-specific roles mapping and value-added analyses

10051
10052
10053
10054

1.2.5.3
1.2.5.4
1.2.5.5
1.2.5.6

Develop role activity diagrams to assess hand-off activity

Perform organization redesign workshops
Design the relationships between organizational units
Develop role analysis and activity diagrams for key processes

N
N
N
N

10055
10056
10042
10043
10016
10057
10058
10059
10060

1.2.5.7
1.2.5.8
1.2.6
1.2.7
1.3
1.3.1
1.3.2
1.3.3
1.3.4

Copyright 2014 APQC

Name

Assess organizational implication of feasible alternatives

Migrate to new organization
Develop and set organizational goals
Formulate business unit strategies
Manage strategic initiatives
Develop strategic initiatives
Evaluate strategic initiatives
Select strategic initiatives
Establish high-level measures

N
N
N
N
N
N
N
N
N

44 of 482

PCF ID

Hierarchy
ID

10003
10061
10063

2.0
2.1
2.1.1

10064
10068

2.1.2
2.1.2.1

10069
10065
10070
10071
10072

2.1.2.2
2.1.3
2.1.3.1
2.1.3.2
2.1.3.3

10066

2.1.4

10073
10074
10075
10076
10067
10077
10078
10079
14192
10062
10080
10083
10084
10085
10086
10087

2.1.4.1
2.1.4.2
2.1.4.3
2.1.4.4
2.1.5
2.1.5.1
2.1.5.2
2.1.5.3
2.1.6
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3
2.2.1.4
2.2.1.5

10088
10089
10090

2.2.1.6
2.2.1.7
2.2.1.8

10091
10092

2.2.1.9
2.2.1.10

10081
10093
10094
10095
10096
10097

2.2.2
2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5

10082

2.2.3

Name
Develop and Manage Products and Services
Manage product and service portfolio
Evaluate performance of existing products/services against
market opportunities
Define product/service development requirements
Identify potential improvements to existing products and
services
Identify potential new products and services
Perform discovery research
Identify new technologies
Develop new technologies
Assess feasibility of integrating new leading technologies into
product/service concepts
Confirm alignment of product/service concepts with business
strategy
Plan and develop cost and quality targets
Prioritize and select new product/service concepts
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
Develop products and services
Design, build, and evaluate products and services
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 external reviews (legal,
regulatory, standards, internal)
Build prototypes
Eliminate quality and reliability problems
Conduct in-house product/service testing and evaluate
feasibility
Identify design/development performance indicators
Collaborate on design with suppliers and contract
manufacturers
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

Copyright 2014 APQC

Metrics
available
?
Y
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
N
N
N
N
Y
N
N
N
N
N
N

45 of 482

PCF ID

Hierarchy
ID

10098

2.2.3.1

10099
10100
11417
11418
11419

2.2.3.2
2.2.3.3
2.2.3.4
2.2.3.5
2.2.3.6

Copyright 2014 APQC

Name
Develop and test prototype production and/or service delivery
process
Design and obtain necessary materials and equipment
Install and validate production process or methodology
Monitor production runs
Request engineering change
Manage engineering change orders

Metrics
available
?
N
N
N
N
N
N

46 of 482

PCF ID

Hierarchy
ID

10004
10101
10106
10108
10109
10110
10111

3.0
3.1
3.1.1
3.1.1.1
3.1.1.2
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
10102
11168
11169
11170

3.1.2.4
3.2
3.2.1
3.2.1.1
3.2.1.2

11171
11172
10123
10124
10125
10122
10126
10127
10128
10103
10129
10134
10135
10136
10137
10130
10138
10139

3.2.1.3
3.2.1.4
3.2.2
3.2.2.1
3.2.2.2
3.2.3
3.2.3.1
3.2.3.2
3.2.3.3
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

10140
10141
10142
10131
10143
10144
10145

3.3.2.3
3.3.2.4
3.3.2.5
3.3.3
3.3.3.1
3.3.3.2
3.3.3.3

Name
Market and Sell Products and Services
Understand markets, customers, and capabilities
Perform customer and market intelligence analysis
Conduct customer and market research
Identify market segments
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
Develop marketing strategy
Define offering and customer value proposition
Define offering and positioning
Develop value proposition including brand positioning for target
segments
Validate value proposition with target segments
Develop new branding
Define pricing strategy to align to value proposition
Establish guidelines for applying pricing of products/services
Approve pricing strategies/policies
Define and manage channel strategy
Evaluate channel attributes and partners
Determine channel fit with target segments
Select channels for target segments
Develop sales strategy
Develop sales forecast
Gather current and historic order information
Analyze sales trends and patterns
Generate sales forecast
Analyze historical and planned promotions and events
Develop sales partner/alliance relationships
Identify alliance opportunities
Design alliance programs and methods for selecting and
managing relationships
Select alliances
Develop partner and alliance management strategies
Establish partner and alliance management goals
Establish overall sales budgets
Calculate product revenue
Determine variable costs
Determine overhead and fixed costs

Copyright 2014 APQC

Metrics
available
?
Y
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
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N

47 of 482

PCF ID

Hierarchy
ID

10146
10147
10132
10133
10104
10148

3.3.3.4
3.3.3.5
3.3.4
3.3.5
3.4
3.4.1

10149
10155
10156
10157
10150
10158
10159
10160
10161
10162
11253
11254
10151
10163
10164
10165
10166
10152
10167
10168
10169
10170
10171
10172

3.4.2
3.4.2.1
3.4.2.2
3.4.2.3
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
3.4.4
3.4.4.1
3.4.4.2
3.4.4.3
3.4.4.4
3.4.5
3.4.5.1
3.4.5.2
3.4.5.3
3.4.5.4
3.4.5.5
3.4.5.6

10153
10173
10174
10175
10176
10177

3.4.6
3.4.6.1
3.4.6.2
3.4.6.3
3.4.6.4
3.4.6.5

10154
10178
10179
10180
10181
10105
10182
10188

3.4.7
3.4.7.1
3.4.7.2
3.4.7.3
3.4.7.4
3.5
3.5.1
3.5.1.1

Copyright 2014 APQC

Name

Metrics
available
?

Calculate net profit

Create budget
Establish sales goals and measures
Establish customer management measures
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
Evaluate promotional performance metrics
Refine promotional performance metrics
Incorporate learning into future/planned consumer promotions

N
N
N
N
N
N

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
Develop and manage sales plans
Generate leads
Identify potential customers

N
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
Y
N
N

48 of 482

PCF ID

Hierarchy
ID

10189
10183
11173
11174
14208
10184
10190
10191
10192
10193
10185
10194
10195
10196
10197
10198

3.5.1.2
3.5.2
3.5.2.1
3.5.2.2
3.5.2.3
3.5.3
3.5.3.1
3.5.3.2
3.5.3.3
3.5.3.4
3.5.4
3.5.4.1
3.5.4.2
3.5.4.3
3.5.4.4
3.5.4.5

10199
10200

3.5.4.6
3.5.4.7

10186
10209
10210
10187
10211

3.5.5
3.5.5.1
3.5.5.2
3.5.6
3.5.6.1

10212
10213
10214
14209

3.5.6.2
3.5.6.3
3.5.6.4
3.5.6.5

Copyright 2014 APQC

Name
Identify leads
Manage customers and accounts
Develop sales/key account plan
Manage customer relationships
Manage customer master data
Manage customer sales
Perform sales calls
Perform pre-sales activities
Close the sale
Record outcome of sales process
Manage sales orders
Accept and validate sales orders
Collect and maintain customer account information
Determine availability
Determine fulfillment process
Enter orders into system and identify/perform cross-sell/up-sell
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

Metrics
available
?
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

49 of 482

PCF ID

Hierarchy
ID

10005
10215
10221
10229
10230
10231
10232
10233
10234
14193
14194
10222
10235
10236
10237
10238
10239
10240
10241
10223
10242
10243
10244
10245
10246
14196
10224
10247
10248
10249
10250
17041
17042
10252
10253

4.0
4.1
4.1.1
4.1.1.1
4.1.1.2
4.1.1.3
4.1.1.4
4.1.1.5
4.1.1.6
4.1.1.7
4.1.1.8
4.1.2
4.1.2.1
4.1.2.2
4.1.2.3
4.1.2.4
4.1.2.5
4.1.2.6
4.1.2.7
4.1.3
4.1.3.1
4.1.3.2
4.1.3.3
4.1.3.4
4.1.3.5
4.1.3.6
4.1.4
4.1.4.1
4.1.4.2
4.1.4.3
4.1.4.4
4.1.4.5
4.1.5
4.1.5.1
4.1.5.2

10254
10255
10256
10257
10258
10259
10260
10261
10262
10263
10226

4.1.5.3
4.1.5.4
4.1.5.5
4.1.5.6
4.1.5.7
4.1.5.8
4.1.5.9
4.1.5.10
4.1.5.11
4.1.5.12
4.1.6

Name
Deliver Products and Services
Plan for and align supply chain resources
Develop production and materials strategies
Define manufacturing goals
Define labor and materials policies
Define outsourcing policies
Define manufacturing capital expense policies
Define capacities
Define production network and supply constraints
Define production process
Define production workplace layout and infrastructure
Manage demand for products and services
Develop baseline forecasts
Collaborate with customers
Develop consensus forecast
Determine available to promise
Monitor activity against forecast and revise forecast
Evaluate and revise forecasting approach
Measure forecast accuracy
Create materials plan
Create unconstrained plan
Collaborate with supplier and contract manufacturers
Identify critical materials and supplier capacity
Monitor material specifications
Generate constrained plan
Define production balance and control
Create and manage master production schedule
Create site-level production plan and schedule
Manage work-in-progress inventory
Collaborate with suppliers
Execute site-level production plan and schedule
Monitor master production schedule and plan
Plan distribution requirements
Maintain master data
Determine finished goods inventory requirements at
destination
Calculate requirements at destination
Calculate consolidation at source
Manage collaborative replenishment planning
Manage requirements for partners
Calculate destination dispatch plan
Manage dispatch plan attainment
Calculate destination load plans
Manage partner load plan
Manage cost of supply
Manage capacity utilization
Establish distribution planning constraints

Copyright 2014 APQC

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
N
N

50 of 482

PCF ID

Hierarchy
ID

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
10278
10288
10289
10290
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280
10299
10300
10301
10302
10217

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
4.2.3
4.2.3.1
4.2.3.2
4.2.3.3
4.2.3.4
4.2.3.5
4.2.3.6
4.2.3.7
4.2.4
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3

Copyright 2014 APQC

Name
Establish distribution center layout constraints
Establish inventory management constraints
Establish transportation management constraints
Review distribution planning policies
Review distribution network
Establish sourcing relationships
Establish dynamic deployment policies
Assess distribution planning performance
Establish appropriate performance indicators (metrics)
Establish monitoring frequency
Calculate performance measures
Identify performance trends
Analyze performance benchmark gaps
Prepare appropriate reports
Develop performance improvement plan
Develop quality standards and procedures
Establish quality targets
Develop standard testing procedures
Communicate quality specifications
Procure materials and services
Develop sourcing strategies
Develop procurement plan
Clarify purchasing requirements
Develop inventory strategy
Match needs to supply capabilities
Analyze organizations spend profile
Seek opportunities to improve efficiency and value
Collaborate with suppliers to identify sourcing opportunities
Select suppliers and develop/maintain contracts
Select suppliers
Certify and validate suppliers
Negotiate and establish contracts
Manage contracts
Order materials and services
Process/Review requisitions
Approve requisitions
Solicit/Track vendor quotes
Create/Distribute purchase orders
Expedite orders and satisfy inquiries
Record receipt of goods
Research/Resolve exceptions
Manage suppliers
Monitor/Manage supplier information
Prepare/Analyze procurement and vendor performance
Support inventory and production processes
Monitor quality of product delivered
Produce/Manufacture/Deliver product

Metrics
available
?
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
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
Y

51 of 482

PCF ID

Hierarchy
ID

10303
10306
10307
10308
10315

4.3.1
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4

10316

4.3.1.5

10309
10304
10310
10311
10319
10313
10314
10369
10318
10374
10375
10370
10376
10377
10218
10320
10324
10325
10326
10321
10327
10328
10329
10322
10330
10331
10332
10333
10323
10334
10335
10336
10337
10219
10338
10343

4.3.1.6
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.2.5
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.4
4.3.4.1
4.3.4.2
4.4
4.4.1
4.4.1.1
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
4.5
4.5.1
4.5.1.1

10344
10345

4.5.1.2
4.5.1.3

Copyright 2014 APQC

Name
Schedule production
Generate line level plan
Generate detailed schedule
Schedule production orders and create lots
Schedule preventive (planned) maintenance (preventive
maintenance orders)
Schedule requested (unplanned) maintenance (work order
cycle)
Release production orders and create lots
Produce product
Manage raw material inventory
Execute detailed line schedule
Report maintenance issues
Rerun defective items
Assess production performance
Perform quality testing
Calibrate test equipment
Perform testing using the standard testing procedure
Record test results
Maintain production records and manage lot traceability
Determine lot numbering system
Determine lot use
Deliver service to customer
Confirm specific service requirements for individual customer
Process customer request
Create customer profile
Generate service order
Identify and schedule resources to meet service requirements
Create resourcing plan and schedule
Create service order fulfillment schedule
Develop service order
Provide service to specific customers
Organize daily service order fulfillment schedule
Dispatch resources
Manage order fulfillment progress
Validate order fulfillment block completion
Ensure quality of service
Identify completed orders for feedback
Identify incomplete orders and service failures
Solicit customer feedback on services delivered
Process customer feedback on services delivered
Manage logistics and warehousing
Define logistics strategy
Translate customer service requirements into logistics
requirements
Design logistics network
Communicate outsourcing needs

Metrics
available
?
N
N
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
Y
Y
N
N
N

52 of 482

PCF ID

Hierarchy
ID

10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
10356
10357
10358
10359
10341
10360
10361
10362
10363
10342
10364
10365
10366
10367
14195

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
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
4.5.5
4.5.5.1
4.5.5.2
4.5.5.3
4.5.5.4
4.5.5.5

Copyright 2014 APQC

Name

Metrics
available
?

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
Pick, pack, and ship product for delivery
Track inventory accuracy
Track third-party logistics storage and shipping performance
Manage physical finished goods inventory
Operate outbound transportation
Plan, transport, and deliver outbound product
Track carrier delivery performance
Manage transportation fleet
Process and audit carrier invoices and documents
Manage returns; manage reverse logistics
Authorize and process returns
Perform reverse logistics
Perform salvage activities
Manage and process warranty claims
Manage repair/refurbishment and return to customer/stock

N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N

53 of 482

PCF ID

Hierarchy
ID

10006
10378
10381

5.0
5.1
5.1.1

10384
10385
10382
10383
10379
10387
10390
10391
10392
10393

5.1.1.1
5.1.1.2
5.1.2
5.1.3
5.2
5.2.1
5.2.1.1
5.2.1.2
5.2.1.3
5.2.1.4

10388
10394
10395
10396
10389
10397
10398
10399
10400
10380
10401

5.2.2
5.2.2.1
5.2.2.2
5.2.2.3
5.2.3
5.2.3.1
5.2.3.2
5.2.3.3
5.2.3.4
5.3
5.3.1

10404

5.3.1.1

10405
10406

5.3.1.2
5.3.1.3

10407

5.3.1.4

10402

5.3.2

11236

5.3.2.1

11237

5.3.2.2

10403
11238

5.3.3
5.3.3.1

11239
11240

5.3.3.2
5.3.3.3

Name

Metrics
available
?

Manage Customer Service

Develop customer care/customer service strategy
Develop customer service segmentation/prioritization (e.g., tiers)

Y
Y
N

Analyze existing customers

Analyze feedback of customer needs
Define customer service policies and procedures
Establish service levels for customers
Plan and manage customer service operations
Plan and manage customer service work force
Forecast volume of customer service contacts
Schedule customer service work force
Track work force utilization
Monitor and evaluate quality of customer interactions with
customer service representatives
Manage customer service requests/inquiries
Receive customer requests/inquiries
Route customer requests/inquiries
Respond to customer requests/inquiries
Manage customer complaints
Receive customer complaints
Route customer complaints
Resolve customer complaints
Respond to customer complaints
Measure and evaluate customer service operations
Measure customer satisfaction with customer requests/inquiries
handling
Gather and solicit post-sale customer feedback on products
and services
Solicit post-sale customer feedback on ad effectiveness
Analyze product and service satisfaction data and identify
improvement opportunities
Provide customer feedback to product management on
products and services
Measure customer satisfaction with customer-complaint handling
and resolution
Solicit customer feedback on complaint handling and
resolution
Analyze customer complaint data and identify improvement
opportunities
Measure customer satisfaction with products and services
Gather and solicit post-sale customer feedback on products
and services
Solicit post-sale customer feedback on ad effectiveness
Analyze product and service satisfaction data and identify
improvement opportunities

N
N
N
Y
Y
Y
N
N
N
N

Copyright 2014 APQC

Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N

54 of 482

PCF ID

Hierarchy
ID

11241

5.3.3.4

Copyright 2014 APQC

Name
Provide customer feedback to product management on
products and services

Metrics
available
?
N

55 of 482

PCF ID

Hierarchy
ID

10007
17043

6.0
6.1

17044
10418
10419
10420
10421
10422
10432
17045
10423

6.1.1
6.1.1.1
6.1.1.2
6.1.1.3
6.1.1.4
6.1.1.5
6.1.1.6
6.1.2
6.1.2.1

10424

6.1.2.2

10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
10438
17046
10410
10439
10445

6.1.2.3
6.1.2.4
6.1.2.5
6.1.2.6
6.1.2.7
6.1.2.8
6.1.2.9
6.1.2.10
6.1.3
6.1.3.1
6.1.3.2
6.1.3.3
6.1.3.4
6.1.4
6.2
6.2.1
6.2.1.1

10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
10455
17047
17048
17049

6.2.1.2
6.2.1.3
6.2.1.4
6.2.1.5
6.2.1.6
6.2.1.7
6.2.1.8
6.2.2
6.2.2.1
6.2.2.2
6.2.2.3
6.2.2.4
6.2.2.5
6.2.3

Name
Develop and Manage Human Capital
Develop and manage human resources (HR) planning, policies,
and strategies
Develop human resources strategy
Identify strategic HR needs
Define HR and business function roles and accountability
Determine HR costs
Establish HR measures
Communicate HR strategies
Develop strategy for HR systems/technologies/tools
Develop and implement workforce strategy and policies
Gather skill requirements according to corporate strategy and
market environment
Plan employee resourcing requirements per unit/organization

Copyright 2014 APQC

Develop compensation plan

Develop succession plan
Develop employee diversity plan
Develop other HR programs
Develop HR policies
Administer HR policies
Plan employee benefits
Develop work force strategy models
Monitor and update strategy, plans, and policies
Measure realization of objectives
Measure contribution to business strategy
Communicate plans and provide updates to stakeholders
Review and revise HR plans
Develop competency management models
Recruit, source, and select employees
Manage employee requisitions
Align staffing plan to work force plan and business unit
strategies/resource needs
Develop and open job requisitions
Develop job descriptions
Post requisitions
Manage internal/external job posting Web sites
Modify requisitions
Notify hiring manager
Manage requisition dates
Recruit/Source candidates
Determine recruitment methods and channels
Perform recruiting activities/events
Manage recruitment vendors
Manage employee referral programs
Manage recruitment channels
Screen and select candidates

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
N
N

56 of 482

Name

Metrics
available
?

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

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 employee on-boarding program

N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N

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

N
Y
N
N
N
Y
N
N
N
Y
N
N
N

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
10499
10500
10501

6.5.1.1
6.5.1.2
6.5.1.3
6.5.1.4

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
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies

PCF ID

Hierarchy
ID

10456
10457
10458
10459
10460
10443
10463
10464
10465
10444
10466
10467
10468
10411
10469
10474
11243

Copyright 2014 APQC

Y
N
N
N
N
N
Y
N
N
N
N
N

57 of 482

PCF ID

Hierarchy
ID

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
6.6.7.1
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

Copyright 2014 APQC

Name
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
Redeploy 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
Y
Y
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N

58 of 482

PCF ID

Hierarchy
ID

10008
10563
10570
10603
10604

7.0
7.1
7.1.1
7.1.1.1
7.1.1.2

10605
10606

7.1.1.3
7.1.1.4

10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617

7.1.1.5
7.1.1.6
7.1.1.7
7.1.2
7.1.2.1
7.1.2.2
7.1.2.3
7.1.2.4
7.1.2.5
7.1.3
7.1.3.1
7.1.3.2

10618
10573
10620
10621

7.1.3.3
7.1.4
7.1.4.1
7.1.4.2

10575

7.1.5

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
10641

7.2.2
7.2.2.1
7.2.2.2

Name
Manage Information Technology
Manage the business of information technology
Develop the enterprise IT strategy
Build strategic intelligence
Identify long-term IT needs of the enterprise in collaboration
with stakeholders
Define strategic standards, guidelines, and principles
Define and establish IT architecture and development
standards
Define strategic vendors for IT components
Establish IT governance organization and processes
Build strategic plan to support business objectives
Define the enterprise architecture
Establish the enterprise architecture definition
Confirm enterprise architecture maintenance approach
Maintain the relevance of the enterprise architecture
Act as clearinghouse for IT research and innovation
Govern the enterprise architecture
Manage the IT portfolio
Establish the IT portfolio
Analyze and evaluate the value of the IT portfolio for the
enterprise
Provision resources in accordance with strategic priorities
Perform IT research and innovation
Research technologies to innovate IT services and solutions
Transition viable technologies for IT services and solutions
development
Evaluate and communicate IT business value and performance

Copyright 2014 APQC

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
Establish and maintain business and IT service-level
agreements

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
Y
N
N
N
N
N
N
N
N
N

59 of 482

PCF ID

Hierarchy
ID

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
10662
10586
10663
10664

Name

Metrics
available
?

Evaluate and report service-level attainment results

Communicate business and IT service-level improvement
opportunities
Perform demand-side management (DSM) for IT services
Analyze IT services and solutions consumption and usage
Develop and implement incentive programs that improve
consumption efficiency
Develop volume/unit forecast for IT services and solutions
Manage IT customer satisfaction
Capture and analyze customer satisfaction
Assess and communicate customer satisfaction patterns
Initiate improvements based on customer satisfaction patterns

N
N

Market IT services and solutions

Develop IT services and solutions marketing strategy
Develop and manage IT customer strategy
Manage IT services and solutions advertising and promotional
campaigns
Process and track IT services and solutions orders
Develop and implement security, privacy, and data protection
controls
Establish information security, privacy, and data protection
strategies and levels
Test, evaluate, and implement information security and privacy
and data protection controls
Manage enterprise information
Develop information and content management strategies
Understand information and content management needs and
the role of IT services for executing the business strategy

N
N
N
N

7.4.2.2
7.4.2.3
7.4.2.4
7.4.3
7.4.3.1

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

7.4.3.2
7.4.4
7.4.4.1
7.4.4.2

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

N
Y
N
N

Copyright 2014 APQC

N
N
N
N
N
N
N
N

N
N
N
N
Y
Y
N

N
Y
N
N
N
N
Y
N

60 of 482

PCF ID

Hierarchy
ID

10665

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

Name

Metrics
available
?
N

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

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

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

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

N
N
N
N
Y
N
N
N

10688
10593
10689
10690
10691
10692
10693
10694
10594
10695
10696
10697

7.6.1.3
7.6.2
7.6.2.1
7.6.2.2
7.6.2.3
7.6.2.4
7.6.2.5
7.6.2.6
7.6.3
7.6.3.1
7.6.3.2
7.6.3.3

Select deployment methodologies and tools

Plan and implement changes
Plan change deployment
Communicate changes to stakeholders
Administer change schedule
Train impacted users
Distribute and install change
Verify change
Plan and manage releases
Understand and coordinate release design and acceptance
Plan release rollout
Distribute and install release

N
N
N
N
N
N
N
N
N
N
N
N

Copyright 2014 APQC

Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

61 of 482

PCF ID

Hierarchy
ID

10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714

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

Copyright 2014 APQC

Name
Verify release
Deliver and support information technology services
Develop IT services and solution delivery strategy
Establish sourcing strategy for IT delivery
Define delivery processes, procedures, and tools standards
Select delivery methodologies and tools
Develop IT support strategy
Establish sourcing strategy for IT support
Define IT support services
Manage IT infrastructure resources
Manage IT inventory and assets
Manage IT resource capacity
Manage IT infrastructure operations
Deliver IT services and solutions
Perform IT operations support services
Support IT services and solutions
Manage availability
Manage facilities
Manage backup/recovery
Manage performance and capacity
Manage incidents
Manage problems
Manage inquiries

Metrics
available
?
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N

62 of 482

PCF ID

Hierarchy
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
10804
10805

8.0
8.1
8.1.1
8.1.1.1
8.1.1.2
8.1.1.3
8.1.2
8.1.2.1
8.1.2.2
8.1.2.3
8.1.2.4
8.1.2.5
8.1.3
8.1.3.1
8.1.3.2
8.1.3.3
8.1.3.4
8.1.4
8.1.4.1
8.1.4.2
8.1.4.3
8.1.4.4
8.1.4.5
8.1.4.6
8.1.4.7
8.2
8.2.1
8.2.1.1
8.2.1.2
8.2.1.3
8.2.1.4
8.2.1.5
8.2.2
8.2.2.1
8.2.2.2
8.2.2.3
8.2.2.4
8.2.2.5
8.2.3
8.2.3.1
8.2.3.2
8.2.3.3
8.2.3.4
8.2.3.5
8.2.4
8.2.4.1
8.2.4.2

Name
Manage Financial Resources
Perform planning and management accounting
Perform planning/budgeting/forecasting
Develop and maintain budget policies and procedures
Prepare periodic budgets and plans
Prepare periodic financial forecasts
Perform cost accounting and control
Perform inventory accounting
Perform cost of sales analysis
Perform product costing
Perform variance analysis
Report on profitability
Perform cost management
Determine key cost drivers
Measure cost drivers
Determine critical activities
Manage asset resource deployment and utilization
Evaluate and manage financial performance
Assess customer and product profitability
Evaluate new products
Perform life cycle costing
Optimize customer and product mix
Track performance of new-customer and product strategies
Prepare activity-based performance measures
Manage continuous cost improvement
Perform revenue accounting
Process customer credit
Establish credit policies
Analyze/Approve new account applications
Review existing accounts
Produce credit/collection reports
Reinstate or suspend accounts based on credit policies
Invoice customer
Maintain customer/product master files
Generate customer billing data
Transmit billing data to customers
Post receivable entries
Resolve customer billing inquiries
Process accounts receivable (AR)
Establish AR policies
Receive/Deposit customer payments
Apply cash remittances
Prepare AR reports
Post AR activity to the general ledger
Manage and process collections
Establish policies for delinquent accounts
Analyze delinquent account balances

Copyright 2014 APQC

Metrics
available
?
N
Y
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N

63 of 482

PCF ID

Hierarchy
ID

10806
10807
10808
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822

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
10839
10840

8.3.4
8.3.4.1
8.3.4.2
8.3.4.3
8.3.4.4

10841

8.3.4.5

Copyright 2014 APQC

Name
Correspond/Negotiate with delinquent accounts
Discuss account resolution with internal parties
Process adjustments/write off balances
Manage and process adjustments/deductions
Establish policies/procedures for adjustments
Analyze adjustments
Correspond/Negotiate with customer
Discuss resolution with internal parties
Prepare chargeback invoices
Process related entries
Perform general accounting and reporting
Manage policies and procedures
Negotiate service-level agreements
Establish accounting policies
Set and enforce approval limits
Establish common financial systems
Perform general accounting
Maintain chart of accounts
Process journal entries
Process allocations
Process period end adjustments (e.g., accruals and currency
conversions)
Post and reconcile intercompany transactions
Reconcile general ledger accounts
Perform consolidations and process eliminations
Prepare trial balance
Prepare and post management adjustments
Perform fixed-asset accounting
Establish fixed-asset policies and procedures
Maintain fixed-asset master data files
Process and record fixed-asset additions and retires
Process and record fixed-asset adjustments, enhancements,
revaluations, and transfers
Process and record fixed-asset maintenance and repair
expenses
Calculate and record depreciation expense
Reconcile fixed-asset ledger
Track fixed-assets including physical inventory
Provide fixed-asset data to support tax, statutory, and
regulatory reporting
Perform financial reporting
Prepare business unit financial statements
Prepare consolidated financial statements
Perform business unit reporting/review management reports
Perform consolidated reporting/review of cost management
reports
Prepare statements for board review

Metrics
available
?
N
N
N
Y
N
N
N
N
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N

64 of 482

PCF ID

Hierarchy
ID

10842
10843
10731
10751
10844
10845
10846

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
10871
10872
10873
10874
10875
10876
10877
10878

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
8.6.1.5
8.6.1.6
8.6.1.7
8.6.1.8
8.6.1.9
8.6.1.10

Copyright 2014 APQC

Name
Produce quarterly/annual filings and shareholder reports
Produce regulatory reports
Manage fixed-asset project accounting
Perform capital planning and project approval
Develop capital investment policies and procedures
Develop and approve capital expenditure plans and budgets
Review and approve capital projects and fixed-asset
acquisitions
Conduct financial justification for project approval
Perform capital project accounting
Create project account codes
Record project-related transactions
Monitor and track capital projects and budget spending
Close/capitalize projects
Measure financial returns on completed capital projects
Process payroll
Report time
Establish policies and procedures
Collect and record employee time worked
Analyze and report paid and unpaid leave
Monitor regular, overtime, and other hours
Analyze and report employee utilization
Manage pay
Enter employee time worked into payroll system
Maintain and administer employee earnings information
Maintain and administer applicable deductions
Monitor changes in tax status of employees
Process and distribute payments
Process and distribute manual checks
Process period-end adjustments
Respond to employee payroll inquiries
Process payroll taxes
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data in AP system
Approve payments
Process financial accruals and reversals
Process taxes
Research/Resolve exceptions
Process payments
Respond to AP inquiries
Retain records

Metrics
available
?
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N

65 of 482

PCF ID

Hierarchy
ID

10879
10757
10880

8.6.1.11
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
10905
10906
10907
10761
10908
10909
10910
10911
10912
10913
14210
11208
11209

8.7.3.4
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
8.7.5.1

Copyright 2014 APQC

Name
Adjust accounting records
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
Manage internal payments and netting transactions
Calculate interest and fees for in-house bank accounts
Provide account statements for in-house bank accounts
Manage debt and investment
Manage financial intermediary relationships
Manage liquidity
Manage issuer exposure
Process and oversee debt and investment transactions
Process and oversee foreign currency transactions
Produce debt and investment accounting transaction reports
Process and oversee interest rate transactions
Monitor and execute risk and hedging transactions
Manage interest-rate risk

Metrics
available
?
N
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
N
N
N
N
N
N
N
N
N
N
N
N
N

66 of 482

PCF ID

Hierarchy
ID

11210
11211
11212
11213
11214
11215
10735
10762
10914
10915
10916
11250
11251
10763

8.7.5.2
8.7.5.3
8.7.5.4
8.7.5.5
8.7.5.6
8.7.5.7
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
10928
10929
10766
10930
10931
10932
10933
10934
10935
10936
10737
10767
10768
10769
10770
17059

8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.1.1
8.9.1.2
8.9.1.3
8.9.2
8.9.2.1
8.9.2.2
8.9.2.3
8.9.2.4
8.9.2.5
8.9.2.6
8.9.2.7
8.10
8.10.1
8.10.2
8.10.3
8.10.4
8.11

Copyright 2014 APQC

Name
Manage foreign-exchange risk
Manage exposure risk
Develop and execute hedging transactions
Evaluate and refine hedging positions
Produce hedge accounting transactions and reports
Monitor credit
Manage internal controls
Establish internal controls, policies, and procedures
Establish board of directors and audit committee
Define and communicate code of ethics
Assign roles and responsibility for internal controls
Define business process objectives and risks
Define entity/unit risk tolerances
Operate controls and monitor compliance with internal controls
policies and procedures
Design and implement control activities
Monitor control effectiveness
Remediate control deficiencies
Create compliance function
Operate compliance function
Implement and maintain controls-related enabling technologies
and tools
Report on internal controls compliance
Report to external auditors
Report to regulators, share-/debt-holders, securities
exchanges, etc.
Report to third parties (e.g., business partners)
Report to internal management
Manage taxes
Develop tax strategy and plan
Develop foreign, national, state, and local tax strategy
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

Metrics
available
?
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

67 of 482

PCF ID

Hierarchy
ID

14090
14091
14092
14093
14094
14095
14096
14097
14098

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

Copyright 2014 APQC

Name
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

68 of 482

PCF ID

Hierarchy
ID

10010
10937
10941
10955

9.0
9.1
9.1.1
9.1.1.1

10956
10957
10942
10943
10958
10959
10960
10961
10962
10944
10963
10964
10938
16472
16473
16474
10949
10965
10966
10939
10950
10967
10968

9.1.1.2
9.1.1.3
9.1.2
9.1.3
9.1.3.1
9.1.3.2
9.1.3.3
9.1.3.4
9.1.3.5
9.1.4
9.1.4.1
9.1.4.2
9.2
9.2.1
9.2.2
9.2.3
9.2.4
9.2.4.1
9.2.4.2
9.3
9.3.1
9.3.1.1
9.3.1.2

10951
10969
10971
10940
10952
10953
10954

9.3.2
9.3.2.1
9.3.2.2
9.4
9.4.1
9.4.2
9.4.3

Name
Acquire, Construct, and Manage Assets
Design and construct/acquire nonproductive assets
Develop property strategy and long-term vision
Confirm alignment of property requirements with business
strategy
Assess the external environment
Make build-or-buy decision
Develop, construct, and modify sites
Plan facility
Design facility
Analyze budget
Select property
Negotiate terms for facility
Manage construction or modification to building
Provide workspace and assets
Acquire workspace and assets
Change fit/form/function of workspace and assets
Plan maintenance work
Perform routine maintenance
Perform corrective maintenance
Overhaul equipment
Manage facilities operations
Relocate people
Relocate material and tools
Obtain and install assets, equipment, and tools
Develop ongoing maintenance policies for productive assets
Analyze assets, and predict maintenance requirements
Develop approach to integrate preventive maintenance into
production schedule
Obtain and install equipment
Design engineering solution for the manufacturing process
Install and commission equipment
Dispose of productive and nonproductive assets
Develop exit strategy
Perform sale or trade
Perform abandonment

Copyright 2014 APQC

Metrics
available
?
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
N
N
N

69 of 482

PCF ID

Hierarchy
ID

16437

10.0

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

17462
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
16466

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
10.2.2.3

Name
Manage Enterprise Risk, Compliance, Remediation and
Resiliency
Manage enterprise risk
Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and procedures

Copyright 2014 APQC

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
Ensure that each business unit/function follows the 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
Report on risk activities
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
Monitor the regulatory environment for changing or emerging
regulations

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

70 of 482

PCF ID

Hierarchy
ID

16467

10.2.2.4

16468

10.2.2.5

16469

10.2.2.6

16470
11185
11201
11202
11203
11204
11205
11206
11216
11221
11222
11223
11224
16471

10.2.2.7
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

Copyright 2014 APQC

Name
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
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
Y
N
N
N
N
N

71 of 482

PCF ID

Hierarchy
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

11.0
11.1
11.1.1
11.1.2
11.1.3
11.2
11.2.1
11.2.2
11.2.3
11.2.4
11.3
11.3.1
11.3.2
11.4
11.4.1
11.4.2
11.4.3
11.4.4
11.4.4.1
11.4.4.2
11.4.5
11.4.5.1
11.4.5.2
11.4.5.3
11.4.5.4

11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014
11066
11067
11068
11069
11070

11.4.5.5
11.4.5.6
11.4.6
11.4.6.1
11.4.6.2
11.4.6.3
11.4.6.4
11.4.7
11.4.8
11.4.9
11.5
11.5.1
11.5.2
11.5.3
11.5.4
11.5.5

Name
Manage External Relationships
Build investor relationships
Plan, build, and manage lender relations
Plan, build, and manage analyst relations
Communicate with shareholders
Manage government and industry relationships
Manage government relations
Manage relations with quasi-government bodies
Manage relations with trade or industry groups
Manage lobby activities
Manage relations with board of directors
Report results
Report audit findings
Manage legal and ethical issues
Create ethics policies
Manage corporate governance policies
Develop and perform preventive law programs
Ensure compliance
Plan and initiate compliance program
Execute compliance program
Manage outside counsel
Assess problem and determine work requirements
Engage/Retain outside counsel if necessary
Receive strategy/budget
Receive work product and manage/monitor case and work
performed
Process payment for legal services
Track legal activity/performance
Protect intellectual property
Manage copyrights and patents
Maintain intellectual property rights and restrictions
Administer licensing terms
Administer options
Resolve disputes and litigations
Provide legal advice/counseling
Negotiate and document agreements/contracts
Manage public relations program
Manage community relations
Manage media relations
Promote political stability
Create press releases
Issue press releases

Copyright 2014 APQC

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

72 of 482

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
11125
11127

Hierarchy
ID

Name

12.0
Develop and Manage Business Capabilities
12.1
Manage business processes
12.1.1
Establish and maintain process management governance
12.1.1.1
Define and manage governance approach
12.1.1.2
Establish and maintain process tools and templates
12.1.1.3
Assign and support process ownership
12.1.1.4
Perform process governance activities
12.1.2
Define and manage process frameworks
12.1.2.1
Establish and maintain process framework
12.1.2.2
Identify cross-functional processes
12.1.3
Define processes
12.1.3.1
Scope processes
12.1.3.2
Analyze processes
12.1.3.3
Map processes
12.1.3.4
Publish processes
12.1.4
Manage process performance
12.1.4.1
Provide process training
12.1.4.2
Support process execution
12.1.4.3
Measure and report process performance
12.1.5
Improve processes
12.1.5.1
Identify and select improvement opportunities
12.1.5.2
Manage improvement projects
12.1.5.3
Perform continuous improvement activities
12.2
Manage portfolio, program, and project
12.2.1
Manage portfolio
12.2.1.1
Establish portfolio strategy
12.2.1.2
Define portfolio governance
12.2.1.3
Monitor and control portfolio
12.2.2
Manage programs
12.2.2.1
Establish program structure and approach
12.2.2.2
Manage program stakeholders and partners
12.2.2.3
Manage program execution
12.2.2.4
Review and report program performance
12.2.3
Manage projects
12.2.3.1
Establish project scope
12.2.3.1.1
Identify project requirements and objectives
12.2.3.1.2
Identify project resource requirements
12.2.3.1.3
Assess culture and readiness for project management
approach
12.2.3.1.4
Identify appropriate project management methodologies
12.2.3.1.5
Create business case and obtain funding
12.2.3.1.6
Develop project measures and indicators
12.2.3.2
Develop project plans
12.2.3.2.1
Define roles and resources
12.2.3.2.2
Identify specific IT requirements
12.2.3.2.3
Create training and communication plans
12.2.3.2.4
Design recognition and reward approaches

Copyright 2014 APQC

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
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

73 of 482

PCF ID

Hierarchy
ID

11128
11129
16414
11131

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
17501
17502

12.3.4.1
12.3.4.2
12.3.4.3
12.3.4.4

17503

12.3.4.5

Copyright 2014 APQC

Name
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
Identify core EQMS processes, controls, and metrics
Develop and document EQMS policies, procedures, standards,
and measures
Assess the EQMS performance

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

74 of 482

PCF ID

Hierarchy
ID

17504

12.3.4.6

17505
17506
17507
17508

12.3.4.6.1
12.3.4.6.2
12.3.4.6.3
12.3.4.6.4

17509

12.3.4.6.5

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

12.3.4.6.6
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

11163
11137
11164
11165
11166
11073

12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5

Copyright 2014 APQC

Name
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 training plan
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
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

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
Y

75 of 482

PCF ID

Hierarchy
ID

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
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
12.6.1.2
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

11087

12.6.2.4

11088
11179
11180
11186

12.6.2.5
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

Copyright 2014 APQC

Name
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
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
Conduct gap analysis to understand need for change and
degree needed
Establish need for change
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of products, services, and
operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide support

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
Y
N
N
N
N
N
N
N
N
N

76 of 482

PCF ID

Hierarchy
ID

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

Copyright 2014 APQC

Name
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Implement pollution prevention program
Provide employees with EHS support

Metrics
available
?
N
N
N
N
N
N

77 of 482

Process
Element Hierarchy
ID
ID
10001
10061

2.1

10063

2.1.1

Process element
Root
Manage product and service portfolio

Evaluate performance of existing products/services against

market opportunities

Copyright 2014 APQC

78 of 482

Process
Element Hierarchy
ID
ID

Process element

10064

2.1.2

Define product/service development requirements

10072

2.1.3.3

Assess feasibility of integrating new leading technologies into

product/service concepts

Copyright 2014 APQC

79 of 482

Process
Element Hierarchy
ID
ID

Process element

10066

2.1.4

Confirm alignment of product/service concepts with business

strategy

10067

2.1.5

Manage product and service life cycle

Copyright 2014 APQC

80 of 482

Process
Element Hierarchy
ID
ID

Process element

10062

2.2

Develop products and services

10080

2.2.1

Design, build, and evaluate products and services

Copyright 2014 APQC

81 of 482

Process
Element Hierarchy
ID
ID

Process element

10081

2.2.2

Test market for new or revised products and services

10082

2.2.3

Prepare for production

10101

3.1

Understand markets, customers, and capabilities

Copyright 2014 APQC

82 of 482

Process
Element Hierarchy
ID
ID

Process element

10106

3.1.1

Perform customer and market intelligence analysis

10107

3.1.2

Evaluate and prioritize market opportunities

Copyright 2014 APQC

83 of 482

Process
Element Hierarchy
ID
ID

Process element

10102

3.2

Develop marketing strategy

11168

3.2.1

Define offering and customer value proposition

10123

3.2.2

Define pricing strategy to align to value proposition

10122

3.2.3

Define and manage channel strategy

10103

3.3

Develop sales strategy

Copyright 2014 APQC

84 of 482

Process
Element Hierarchy
ID
ID

Process element

10129

3.3.1

Develop sales forecast

10130

3.3.2

Develop sales partner/alliance relationships

10131

3.3.3

Establish overall sales budgets

10132

3.3.4

Establish sales goals and measures

Copyright 2014 APQC

85 of 482

Process
Element Hierarchy
ID
ID
10133

3.3.5

Process element
Establish customer management measures

Copyright 2014 APQC

86 of 482

Process
Element Hierarchy
ID
ID

Process element

10104

3.4

Develop and manage marketing plans

10148

3.4.1

Establish goals, objectives, and metrics for products by

channels/segments

10149

3.4.2

Establish marketing budgets

Copyright 2014 APQC

87 of 482

Process
Element Hierarchy
ID
ID

Process element

10150

3.4.3

Develop and manage media

10151

3.4.4

Develop and manage pricing

10152

3.4.5

Develop and manage promotional activities

Copyright 2014 APQC

88 of 482

Process
Element Hierarchy
ID
ID

Process element

10153

3.4.6

Track customer management measures

10154

3.4.7

Develop and manage packaging strategy

Copyright 2014 APQC

89 of 482

Process
Element Hierarchy
ID
ID

Process element

10105

3.5

Develop and manage sales plans

10182

3.5.1

Generate leads

10183

3.5.2

Manage customers and accounts

Copyright 2014 APQC

90 of 482

Process
Element Hierarchy
ID
ID

Process element

10184

3.5.3

Manage customer sales

10185

3.5.4

Manage sales orders

10186

3.5.5

Manage sales force

10187

3.5.6

Manage sales partners and alliances

Copyright 2014 APQC

91 of 482

Process
Element Hierarchy
ID
ID

Process element

10215

4.1

Plan for and align supply chain resources

10222

4.1.2

Manage demand for products and services

Copyright 2014 APQC

92 of 482

Process
Element Hierarchy
ID
ID
10223

4.1.3

Process element
Create materials plan

Copyright 2014 APQC

93 of 482

Process
Element Hierarchy
ID
ID
10216

4.2

Process element
Procure materials and services

Copyright 2014 APQC

94 of 482

Process
Element Hierarchy
ID
ID

Process element

10277

4.2.1

Develop sourcing strategies

10278

4.2.2

Select suppliers and develop/maintain contracts

Copyright 2014 APQC

95 of 482

Process
Element Hierarchy
ID
ID

Process element

10279

4.2.3

Order materials and services

10280

4.2.4

Manage suppliers

10217

4.3

Produce/Manufacture/Deliver product

10303

4.3.1

Schedule production

Copyright 2014 APQC

96 of 482

Process
Element Hierarchy
ID
ID

Process element

10304

4.3.2

Produce product

10218

4.4

Deliver service to customer

10320

4.4.1

Confirm specific service requirements for individual customer

10321

4.4.2

Identify and schedule resources to meet service requirements

Copyright 2014 APQC

97 of 482

Process
Element Hierarchy
ID
ID

Process element

10322

4.4.3

Provide service to specific customers

10323

4.4.4

Ensure quality of service

10219

4.5

Manage logistics and warehousing

10338

4.5.1

Define logistics strategy

Copyright 2014 APQC

98 of 482

Process
Element Hierarchy
ID
ID

Process element

10339

4.5.2

Plan and manage inbound material flow

10340

4.5.3

Operate warehousing

10341

4.5.4

Operate outbound transportation

10342

4.5.5

Manage returns; manage reverse logistics

Copyright 2014 APQC

99 of 482

Process
Element Hierarchy
ID
ID
10006

5.0

Process element
Manage Customer Service

Copyright 2014 APQC

100 of 482

Process
Element Hierarchy
ID
ID

Process element

10378

5.1

Develop customer care/customer service strategy

10381

5.1.1

Develop customer service segmentation/prioritization (e.g.,

tiers)

10382

5.1.2

Define customer service policies and procedures

10383

5.1.3

Establish service levels for customers

Copyright 2014 APQC

101 of 482

Process
Element Hierarchy
ID
ID

Process element

10379

5.2

Plan and manage customer service operations

10387

5.2.1

Plan and manage customer service work force

10388

5.2.2

Manage customer service requests/inquiries

Copyright 2014 APQC

102 of 482

Process
Element Hierarchy
ID
ID
10389

5.2.3

Process element
Manage customer complaints

Copyright 2014 APQC

103 of 482

Process
Element Hierarchy
ID
ID

Process element

10380

5.3

Measure and evaluate customer service operations

10401

5.3.1

Measure customer satisfaction with customer

requests/inquiries handling

Copyright 2014 APQC

104 of 482

Process
Element Hierarchy
ID
ID
10402

5.3.2

Process element
Measure customer satisfaction with customer-complaint
handling and resolution

Copyright 2014 APQC

105 of 482

Process
Element Hierarchy
ID
ID
10403

5.3.3

Process element
Measure customer satisfaction with products and services

Copyright 2014 APQC

106 of 482

Process
Element Hierarchy
ID
ID

Process element

10433

6.1.2.10

Develop work force strategy models

10417

6.1.3

Monitor and update strategy, plans, and policies

10410

6.2

Recruit, source, and select employees

Copyright 2014 APQC

107 of 482

Process
Element Hierarchy
ID
ID

Process element

10439

6.2.1

Manage employee requisitions

10440

6.2.2

Recruit/Source candidates

10443

6.2.4

Manage new hire/re-hire

10444

6.2.5

Manage Applicant Information

10411

6.3

Develop and counsel employees

10469

6.3.1

Manage employee orientation and deployment

10470

6.3.2

Manage employee performance

10472

6.3.3

Manage employee development

Copyright 2014 APQC

108 of 482

Process
Element Hierarchy
ID
ID

Process element

10473

6.3.4

Develop and train employees

10483

6.4.1

Manage labor relations

10484

6.4.2

Manage collective bargaining process

10485

6.4.3

Manage labor management partnerships

10412

6.5

Reward and retain employees

10495

6.5.2

Manage and administer benefits

Copyright 2014 APQC

109 of 482

Process
Element Hierarchy
ID
ID

Process element

10497

6.5.4

Administer payroll

10413

6.6

Redeploy and retire employees

10512

6.6.1

Manage promotion and demotion process

10513

6.6.2

Manage separation

10514

6.6.3

Manage retirement

10515

6.6.4

Manage leave of absence

10516

6.6.5

Develop and implement employee outplacement

Copyright 2014 APQC

110 of 482

Process
Element Hierarchy
ID
ID

Process element

10517

6.6.6

Manage deployment of personnel

10520

6.6.7.1

Manage expatriates

10522

6.7.1

Manage reporting processes

10523

6.7.2

Manage employee inquiry process

10524

6.7.3

Manage and maintain employee data

10525

6.7.4

Manage human resource information systems (HRIS)

10526

6.7.5

Develop and manage employee metrics

10527

6.7.6

Develop and manage time and attendance systems

10563

7.1

Manage the business of information technology

Copyright 2014 APQC

111 of 482

Process
Element Hierarchy
ID
ID

Process element

10570

7.1.1

Develop the enterprise IT strategy

10571

7.1.2

Define the enterprise architecture

10572

7.1.3

Manage the IT portfolio

10573

7.1.4

Perform IT research and innovation

10575

7.1.5

Evaluate and communicate IT business value and performance

Copyright 2014 APQC

112 of 482

Process
Element Hierarchy
ID
ID

Process element

10564

7.2

Develop and manage IT customer relationships

10578

7.2.1

Develop IT services and solutions strategy

10579

7.2.2

Develop and manage IT service levels

Copyright 2014 APQC

113 of 482

Process
Element Hierarchy
ID
ID

Process element

10580

7.2.3

Perform demand-side management (DSM) for IT services

10581

7.2.4

Manage IT customer satisfaction

Copyright 2014 APQC

114 of 482

Process
Element Hierarchy
ID
ID

Process element

10582

7.2.5

Market IT services and solutions

11220

7.3

Develop and implement security, privacy, and data protection

controls

10565

7.4

Manage enterprise information

Copyright 2014 APQC

115 of 482

Process
Element Hierarchy
ID
ID

Process element

10583

7.4.1

Develop information and content management strategies

10584

7.4.2

Define the enterprise information architecture

10585

7.4.3

Manage information resources

10586

7.4.4

Perform enterprise data and content management

10566

7.5

Develop and maintain information technology solutions

10587

7.5.1

Develop the IT development strategy

Copyright 2014 APQC

116 of 482

Process
Element Hierarchy
ID
ID

Process element

10588

7.5.2

Perform IT services and solutions life cycle planning

10589

7.5.3

Develop and maintain IT services and solutions architecture

10590

7.5.4

Create IT services and solutions

10591

7.5.5

Maintain IT services and solutions

Copyright 2014 APQC

117 of 482

Process
Element Hierarchy
ID
ID

Process element

10567

7.6

Deploy information technology solutions

10592

7.6.1

Develop the IT deployment strategy

10593

7.6.2

Plan and implement changes

10594

7.6.3

Plan and manage releases

Copyright 2014 APQC

118 of 482

Process
Element Hierarchy
ID
ID

Process element

10568

7.7

Deliver and support information technology services

10595

7.7.1

Develop IT services and solution delivery strategy

10596

7.7.2

Develop IT support strategy

10597

7.7.3

Manage IT infrastructure resources

10598

7.7.4

Manage IT infrastructure operations

Copyright 2014 APQC

119 of 482

Process
Element Hierarchy
ID
ID

Process element

10728

8.1

Perform planning and management accounting

10738

8.1.1

Perform planning/budgeting/forecasting

10739

8.1.2

Perform cost accounting and control

Copyright 2014 APQC

120 of 482

Process
Element Hierarchy
ID
ID

Process element

10740

8.1.3

Perform cost management

10741

8.1.4

Evaluate and manage financial performance

10729

8.2

Perform revenue accounting

Copyright 2014 APQC

121 of 482

Process
Element Hierarchy
ID
ID

Process element

10742

8.2.1

Process customer credit

10743

8.2.2

Invoice customer

10744

8.2.3

Process accounts receivable (AR)

10745

8.2.4

Manage and process collections

Copyright 2014 APQC

122 of 482

Process
Element Hierarchy
ID
ID

Process element

10746

8.2.5

Manage and process adjustments/deductions

10730

8.3

Perform general accounting and reporting

10747

8.3.1

Manage policies and procedures

10748

8.3.2

Perform general accounting

Copyright 2014 APQC

123 of 482

Process
Element Hierarchy
ID
ID

Process element

10749

8.3.3

Perform fixed-asset accounting

10750

8.3.4

Perform financial reporting

10731

8.4

Manage fixed-asset project accounting

10751

8.4.1

Perform capital planning and project approval

Copyright 2014 APQC

124 of 482

Process
Element Hierarchy
ID
ID

Process element

10752

8.4.2

Perform capital project accounting

10732

8.5

Process payroll

10753

8.5.1

Report time

10754

8.5.2

Manage pay

Copyright 2014 APQC

125 of 482

Process
Element Hierarchy
ID
ID

Process element

10755

8.5.3

Process payroll taxes

10756

8.6.1

Process accounts payable (AP)

10757

8.6.2

Process expense reimbursements

10734

8.7

Manage treasury operations

10758

8.7.1

Manage treasury policies and procedures

Copyright 2014 APQC

126 of 482

Process
Element Hierarchy
ID
ID

Process element

10759

8.7.2

Manage cash

10760

8.7.3

Manage in-house bank accounts

10761

8.7.4

Manage debt and investment

11208

8.7.5

Monitor and execute risk and hedging transactions

10735

8.8

Manage internal controls

10762

8.8.1

Establish internal controls, policies, and procedures

Copyright 2014 APQC

127 of 482

Process
Element Hierarchy
ID
ID

Process element

10763

8.8.2

Operate controls and monitor compliance with internal controls

policies and procedures

10764

8.8.3

Report on internal controls compliance

10736

8.9

Manage taxes

10765

8.9.1

Develop tax strategy and plan

10766
10737

8.9.2
8.10

Process taxes
Manage international funds/consolidation

10767

8.10.1

Monitor international rates

10768

8.10.2

Manage transactions

Copyright 2014 APQC

128 of 482

Process
Element Hierarchy
ID
ID

Process element

10769

8.10.3

Monitor currency exposure/hedge currency

10770

8.10.4

Report results

11216

10.4

Manage business resiliency

17491

12.3.2.2. Decide next steps

4
12.4
Manage change

11074

Copyright 2014 APQC

129 of 482

Process
Element Hierarchy
ID
ID

Process element

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

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Process
Element Hierarchy
ID
ID
11073

12.5

Process element
Develop and manage enterprise-wide knowledge management
(KM) capability

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Process
Element Hierarchy
ID
ID

Process element

11095

12.5.1

Develop KM strategy

11096

12.5.2

Assess KM capabilities

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Process
Element Hierarchy
ID
ID
11071

12.6.1

Process element
Create and manage organizational performance strategy

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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

Measure process productivity

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Process
Element Hierarchy
ID
ID
11077

12.6.1.3

Process element
Measure cost effectiveness

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Process
Element Hierarchy
ID
ID

Process element

11078

12.6.1.4

Measure staff efficiency

11079

12.6.1.5

Measure cycle time

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Process
Element Hierarchy
ID
ID

Process element

11072

12.6.2

Benchmark performance

11083

12.6.2.1

Conduct performance assessments

11084

12.6.2.2

Develop benchmarking capabilities

11087

12.6.2.4

Conduct gap analysis to understand need for change and

degree needed

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Definition
This is the root of the PCF hierarchy
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 thirdparty 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
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.
Enterpriselevel 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.
The Perform discovery research process encompasses those tasks
and decisions associated with earlystage research and
developmentwhen 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 stagegate processes that
drive overall product/service development. Consider the
ramifications of being too bleedingedge (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
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.

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Definition
This process group relates to the design, development, and
inservice configuration control of products and services. It
encompasses traditional design, build, and evaluation processes;
configuration and change management; manufacturing and
production process planning; final product validation and verification;
as well as data management, control, and exchange inter and
intraenterprise. This process is where most of the product or service
risk is identified, controlled, and mitigated. Typically, this process
group consumes approximately 60 percent of all costs associated
with bringing a new product or service to market.
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. Crossfunctional
collaboration, in parallel with the pure design definition, will enable
the capture and honing of manufacturing, tooling, production, quality,
inspection, and inservice 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.

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Definition
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.
In the Prepare for production process, the organization develops and
tests delivery processes through a prototyping cycle to ensure
optimal production time and alignment with cost targets. This
process also ensures that the production/ assembly/manufacturing
lines are suitably equipped to meet the demands of the new product.
If they are not, new material and equipment can be designed,
ordered, delivered, and deployed. With the prototype process
successfully tested and production or assembly rates realized, the
fullscale production process or methodology may be installed and
validated. Often the Prepare for production process is a key target
for lean initiatives to ensure operational and cost efficiency.
This process group includes all processes required to research and
understand customers, the market, and the organizations related
opportunities. It also addresses developing and managing brands,
defining and managing a channel strategy and aggregating and
managing customer marketing. Pre-planning clinics are conducted,
demand information is collected, customer profiles are created, and
unconstrained and constrained forecasts are developed.

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Definition
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.
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.

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Definition
In this process group, an organization defines its market strategy in
concrete terms. It takes the research accomplished in process
element develop marketing, distribution, and channel strategy and
develops specific offerings, pricing plans, and channel strategies
according to the value these efforts would provide to the
organization.
The Define offering and customer value proposition process
includes all processes necessary to develop and flesh out the details
of a customer or market offering. These offerings should address
and align with customer needs as determined in process group 3.1.
This process also includes the development and positioning of any
new, related branding for the target customer segments outlined in
activity 3.1.2.2 Determine target segments. Use customer case
studies and qualifications to support your proposition.
In the Define pricing strategy to align to value proposition process,
the organization determines the pricing that will be applied to specific
customer offerings and gets the proper approval for that pricing plan
For many organizations, pricing is not onesizefitsall. In typical
businesstobusiness service offerings, for example, the price
depends entirely on the scope of the project or service.
The Define and manage channel strategy process encompasses all
the activities needed to identify the appropriate channels to market
to different customer segments (as defined in activity 3.1.2.2
Determine target segments). This involves finding channel partners,
ensuring that the channels align with organizational strategy for each
segment, and the final channel selection process.
Process group develop sales strategy includes the processes for
creating concrete sales plans including forecasts, budgets,
partnerships, goals, and measures.

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Definition
In the Develop sales forecast process, an organization analyzes its
historic sales order trends to generate a new forecast for the
products and services currently in the portfolio. It also looks at
patterns and results related to past promotions and events in order
to predict outcomes of those planned for the future.
The Develop sales partner/alliance relationships process deals with
the activities needed to identify, research, negotiate, and finalize
partnerships and alliances with other entities. These relationships
should further the organizations goals and align with market
strategy developed in process group 3.2 Develop marketing
strategy.
The Establish overall sales budgets process includes all activities
related to setting up a financial plan for sales. During this process,
the organization calculates revenue, costs, and profit; compares
these to forecasted and historical data; and creates a budget based
on actual and reasonable assumptions and goals
During the Establish sales goals and measures process, the
organization analyzes historical sales data and the performance of
sales personnel. It compares forecasts to actuals and looks at the
assessment of the market as created within process group 3.1
Understand markets, customers, and capabilities. Based on this
information, the organization establishes its sales goals along with
measures that align with overall business strategy.

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Definition
During the Establish customer management measures process, the
organization analyzes historic and current customer data as well as
information related to how the organization has traditionally
managed those customers. By assessing customer behavior and
forecasting future customer attitudes and actions, the organization
determines which measures are appropriate to track customer
feedback; customer activity; organization responsiveness to
customer needs; and general data related to how the organization is
managing customer accounts, leads, and contacts. Some
organizations include customer satisfaction survey data in these
measures, but the specific measures depend on the nature of the
business, the type and size of customer base, strategic goals, as
well as the model used to structure sales and customer
relationships. Performance according to these measures is tracked
and evaluated in process 3.4.6 Track customer management
measures; process 3.3.5 is concerned primarily with identifying what
the appropriate customer management measures would be. If sales
operations at an organization are linked tightly with customer
service, some of these measures may also be applied in process
group 5.3 Measure and evaluate customer service operations, but
this will depend on the interconnectedness of sales and customer
service within an organization.

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Definition
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.
The Establish goals, objectives, and metrics for products by
channels/segments process relies on customer segments and
channels set in process groups 3.1 and 3.2. In this process, the
organization determines its priorities and the metrics that will reflect
how well those priorities are being achieved. To do this, the
organization looks at measures identified in processes 3.3.4
Establish sales goals and measures and 3.3.5 Establish customer
management measures and applies these to specific customer
segments, basing its choices on current top goals and strategic
initiatives.
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.

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Definition
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.
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

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Definition
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.
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.

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Definition
Develop and manage sales plans includes the processes required to
manage sales on an ongoing basis. From the generation of leads
and the development and management of fleet and corporate bids
and proposals to continuous customer/account management, 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.
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 welldefined 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).

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Definition
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 followup activities such as inquiries and reports of
transactions.
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.

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Definition
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).
Manage demand for products and services is the process that
denes the activities used to predict demand for products and
services, including forecast measurements (such as baseline and
consensus), collaboration with customers, and allocating
availabletopromise inventory or capabletopromise capacity. Various
types of demand are considered in this process, including rm
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.

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Definition
The create materials plan process is used to source and obtain
materials needed to execute operations necessary to meet customer
demand. In productsrelated businesses, materials plans consider
hard goods, while in servicesoriented businesses, materials plans
consider management of service delivery resources. Critical to the
success of this process is the denition and maintenance of item
nomenclature for productsbased industries and skills taxonomies for
servicesbased 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 ow, 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 identied 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. This process also includes
planning for inbound parts that will be used in the manufacture of the
vehicle, the management of suppliers and inventory as well as the
evaluation of vendors. Finally, the performance of the procurement
function is assessed. Procurement includes both direct and general
items, for example, production parts and products (OEM); repair
parts; 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 prole to identify highopportunity
categories, matching the most effective sourcing strategy by
category, seeking opportunities to improve efciency 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 identied 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 resourcecentric, the sourcing
strategy will include sources of supply other than those that are
procured. For example, inhouse, lowcost labor from other
geographies, lowcost labor from alternate employee categories (e.g.,
retirees that reenter the company with a modied employment type),
use of afliates, 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 certication
programs
The process group produce/manufacture/deliver product comprises
three main highlevel 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 nished
goods.
This process includes two activities: generating a sitelevel plan and
generating an optional detailed schedule. The sitelevel plan should
include the rough forecast quantities of each product to be produced
by the site over a given time period (e.g., one month). The optional
detailed schedule comprises the exact quantities of each product to
be produced on a given day or week, as well as the machines the
products will be run on, setup times, etc.

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Definition
Through the production process, it is most efcient to execute the
detailed schedule that was created during the schedule production
step. This process will vary depending on the product produced,
level of automation, labor force skill, and manufacturing strategy.
Some common manufacturing practices include quick changeover
techniques, focused factory production systems, employee
empowerment, ISO 9000, TPS/lean/pull, kaizen events,
errorproong, JIT/continuous ow, 5S, standardized work, and
cellular manufacturing.
This category includes all of the processes that are included in
servicing products produced elsewhere in the supply chain. These
processes include conrming the specic service requirements,
identifying and scheduling resources to meet the service delivery
requirements, providing the specic service to the customer, and
ensuring that the quality standards are met and the quality of the
service is acceptable to the customer.
This process includes creating or updating a customer prole 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 fulllment schedule. The resources could include any of the
following: personnel, raw materials, equipment, time frames, and
nances. Customer service needs might require product
development, shipping options, inventory management, order
tracking, returns management, etc.

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Definition
This process involves organizing the daily product service order
fulllment schedule, dispatching resources, managing the order
fulllment request, and validating the order fulllment block
completion. This process does not address planning and
management of ongoing service and service agreements; it only
addresses the specic onetime product x or replacement activities.
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.
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. Auto manufacturers ensure that production and
supplier schedules run smoothly by working with logistic service
providers who collect parts from suppliers, consolidate them, and
deliver them to the assembly plant on time.
Dening logistics strategy refers to the process of translating
customer service requirements into capacity requirements and
leadtime 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; dening delivery service policy elements such as
leadtimes, delivery performance levels, and shipping days; and
dening key performance measures such as logistics costs, inbound
delivery performance, space utilization, asset utilization, and
outbound carrier delivery performance. It also includes managing
thirdparty resources and global/international logistics strategies.

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Definition
This is the process of planning, transporting, and tracking the
delivery of all incoming materials; monitoring inbound transportation
carrier performance; and managing the ow 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, nished goods, products for consumer
fulllment, and/or vendormanaged inventory (VMI). It also includes
the evaluation and implementation of private, contract, and public
warehousing options.
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 notication of goods to be
supplied from a warehouse to a customer, carrier selection, loading,
advanced shipping notication, proofofdelivery 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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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 post vehicle sale, 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
highvolume 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.
The Manage customer service requests/inquiries process deals with
the actual receipt, routing, and response to customer
requests/inquiries. This process depends on the planning that
occurred in process group 5.1 and process 5.2.1. The customer
service representatives themselves accomplish these activities, and
their performance is measured in process group 5.3 Measure and
evaluate customer service operations.
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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.
In the Measure customer satisfaction with customer
requests/inquiries handling process, the organization gathers
information from customers about their experience dealing with
customer service, whether through an inquiry, a sales transaction, or
other interaction with customer service representatives. (Note that
the measurement of complaint handling occurs in process 5.3.2, and
customer satisfaction with the products and services themselves is
measured in process 5.3.3.) This information may be collected in
person, through surveys, by interviewing customers, in online forms,
by retrieving it from other areas of the business, or through other
methods. This process includes both the solicitation and analysis of
feedback along with reporting any feedback and conclusions to
management. Feedback may be analyzed quantitatively or
qualitatively, depending on the nature of the customer responses
and the needs of the organization. Likewise, the reporting methods
should match the standards of the organization, whether through
spreadsheets, meetings, or online tools. The extent, duration, and
frequency of the evaluation will also depend on the organization and
its business.

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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
noncomplaint 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
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)
Monitor and update HR plans is the process of measuring the
outcomes of HR activities and the contributions of HR to business
strategy. It involves communicating/updating HR plans to
stakeholders, determining the value added from the HR function,
and reviewing and revising HR plans.
The process group Recruit, source, and select employees includes
creating and developing employee requisitions, recruiting and
sourcing candidates, screening and selecting candidates, managing
preplacement verification, managing new hires/rehires, and tracking
candidates.

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Definition
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 nonhires.
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.
The Manage employee development process includes creating short
and longterm career goals, reviewing organizational career ladders,
and identifying training and development opportunities.

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Definition
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.
Covers all dealings between employer and employees about
conditions covered by unionized employment situations. Includes
maintenance/administration of formal agreements [specifically
collective bargaining agreements if applicable to organization.] and
ensuring compliance with these agreements.
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
The manage and administer benefits process includes delivering the
employee benefits program, administering benefits enrollment,
processing claims, and performing benefits reconciliation.

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Definition
The payroll administration process includes maintaining and
administering the employee earnings and deduction information that
is used to prepare payroll. These activities may or may not be part of
the HR or payroll function. The activities of processing and
distributing payments are not included in 6.4.4 Administer payroll
and instead are covered under process group 8.5 Process payroll,
specifically in process 8.5.2 Manage pay.
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.

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Definition
The Manage deployment of personnel process includes managing
the movement of employees to different roles within an organization.
The Manage expatriates process includes activities associated with
both the expatriation and repatriation of employees within the
organization.
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 daytoday 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.
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.

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Definition
Developing the enterprise IT strategy consists of the activities
required to define and maintain a businessfocused enterprise IT
strategy. This includes building strategic intelligence for the
enterprise, collaborating with stakeholders to identify the longterm IT
needs of the enterprise, and the development and maintenance of
the businessfocused 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.
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.

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Definition
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.
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
longterm, businessfocused 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.

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Definition
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 DSMinfluenced volume/unit forecast
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.

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Definition
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.
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.

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Definition
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.
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 sunsetting
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.

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Definition
Performing IT services and solutions life cycle planning includes
tasks to maintain the longterm 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.
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.

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Definition
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.
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.

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Definition
Delivering and supporting information technology services involves
delivering IT services and solutions within the budget provided;
meeting service commitments as measured by customerdefined
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, deskside support, and third level
technical support. Tasks include coordination of vendor support and
evaluation of sourcing alternatives.
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.

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Definition
This 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.This 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.
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
levelsas well as cash flowsexpected in the pursuit of
organizational growth. It also includes proactive cost control and
reporting on actualversustargeted financial results. It may also
include predicting financial results for the next four to six quarters on
a rollingforward 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.

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Definition
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
activitybased measures.
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 activitybased performance measures,
and managing continuous cost improvement.
This 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.

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Definition
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.
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
inhouse 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
This 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, periodend 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
corporatelevel, business unitlevel, or departmentlevel 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.
This 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.
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

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Definition
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.
This process group consists of reporting time, managing pay, and
processing taxes. Payroll administration tasks as defined under 6.4.4
Administer payroll 1 are not considered in scope for 8.5 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.
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 payrollrelated 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.

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Definition
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.
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.
This process group includes the management of treasury policies
and procedures, cash, inhouse 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.

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Definition
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.
The activities used to manage inhouse bank accounts include
managing inhouse 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 inhouse bank accounts; and providing account statements
for inhouse 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.
This process group consists of operating controls, monitoring
compliance with internal controls policies and procedures, and
reporting on internal controls compliance.
This process covers the establishment of boards of directors and
audit committees; the development and communication of a code of
ethics; the assignment of roles and responsibilities for internal
controls; the definition of business process objectives; the
identification of risks; and the evaluation of defining entity/unit risk
tolerance

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Definition
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
controlsrelated activities.
This process includes reporting to external auditors, regulators,
shareholders, debt holders, securities exchanges, business partners,
internal management, and any other bona fide third parties.
This 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.
This 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 parentlevel 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 crossborder trade or investment.

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Definition
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.
This process involves making accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
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.
John G Tesmer:
(input into non-conformance or drive improvement)
This 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 12.1 Create and manage
organizational performance strategy, 12.2 Benchmark performance,
or 1.3 Manage strategic initiatives. Process group 12.4 Manage
change deals with the activities necessary to plan, develop,
implement, and monitor those changes. These are often
projectrelated processes for activities that may have a set start and
end date. However, activities in process 12.4.4 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 changerelated
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 postimprovement 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
This 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 seniorlevel 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
organizationwide 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 businessunit funding for KM. The
second set of activities relates to linking KM to business objectives
and managing KMrelated 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
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 highlevel 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 daytoday 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 highlevel 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 highquality 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 functionspecific 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 functionspecific 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 functionspecific
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.)
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 orderto 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.)
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Definition
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 longterm performance. But this can also refer to an indepth
pre benchmarking exercise to look at specific process that might not
be regularly assessed.
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.

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10002

1.0

Develop Vision and Strategy

Process Efficiency 101337

Number of new businesses launched over the

past three reporting periods per $1 billion revenue

10002

1.0

Develop Vision and Strategy

Process Efficiency 101339

Number of new businesses launched over the

past three reporting periods per $100 million R&D
spend

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101489

Other cost to generate new product/service ideas

per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101491

Other cost to generate new product/service ideas

per new product/service opportunity

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101504

Other cost to support product manufacturing or

service delivery per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101558

Outsourced cost to generate new product/service

ideas per new product/service opportunity

10003

2.0

Develop and Manage Products and Services

100026

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness
Cost
Effectiveness

Budget for research and development (R&D) as a

percentage of revenue
Project cost from the start of the design and
develop products/services process through the
support product manufacturing or service delivery
process for existing product/service extension
projects

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100256

Project cost from the start of the design and

develop products/services process through the
support product manufacturing or service delivery
process for existing product/service extension
projects per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100259

Project cost from the start of the design and

develop products/services process through the
support product manufacturing or service delivery
process for existing product/service improvement
projects

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100262

Project cost from the start of the design and

develop products/services process through the
support product manufacturing or service delivery
process for existing product/service improvement
projects per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100267

Project cost from the start of the design and

develop products/services process through the
support product manufacturing or service delivery
process for new product/service development
projects per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100270

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100273

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100406

Project cost from the start of the design and

develop products/services process through the
support product manufacturing or service delivery
process for new product/service development
projects
Project cost from the start of the design and
develop products/services process through the
support product manufacturing or service delivery
process for new product/service development
projects
Compound growth rate of R&D costs over the
past three reporting periods

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100425

Cost of existing product/service extension

opportunities per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100427

Cost of existing product/service extension

opportunities per product/service extensions
opportunity

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100429

Cost of existing product/service improvement

opportunities per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100431

Cost of existing product/service improvement

opportunities per product/service improvement
opportunity

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100447

Cost of new product/service development

opportunities per $1,000 revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100449

Cost of new product/service development

opportunities per new product/service opportunity

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

100694

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101620

Engineering change order (ECO) costs as a

percentage of the total new product development
cost
Outsourced cost to generate new product/service
ideas per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101628

10003

2.0

Develop and Manage Products and Services

101692

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness
Cost
Effectiveness

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101707

Overhead cost to support product manufacturing

or service delivery per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

101764

Percentage growth in R&D cost over the past

three reporting periods

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

102458

Percentage of research and development (R&D)

cost related to new product development projects

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

102460

10003

2.0

Develop and Manage Products and Services

102926

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness
Cost
Effectiveness

Percentage of research and development (R&D)

cost related to product improvements and
extensions
Personnel cost to generate new product/service
ideas per $1,000 revenue
Personnel cost to generate new product/service
ideas per new product/service opportunity

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

102968

Personnel cost to support product manufacturing

or service delivery per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103115

Research and development (R&D) budget per

R&D FTE

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103139

Research and development (R&D) cost per

$1,000 revenue

Copyright 2014 APQC

101694

102929

Outsourced cost to support product

manufacturing or service delivery per $1,000
revenue
Overhead cost to generate new product/service
ideas per $1,000 revenue
Overhead cost to generate new product/service
ideas per new product/service opportunities

200 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103141

Research and development (R&D) cost related to

new product development projects per $1,000
revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103143

Research and development (R&D) cost related to

product improvements and extensions per $1,000
revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103284

Systems cost to generate new product/service

ideas per $100,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103286

Systems cost to generate new product/service

ideas per new product/service opportunity

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103314

Systems cost to support product manufacturing or

service delivery per $100,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103368

Systems cost to support product manufacturing or

service delivery per project that exits or completes
the test market products/services phase

10003

2.0

Develop and Manage Products and Services

103683

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness
Cost
Effectiveness

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103689

Total cost to generate new product/service ideas

per $1,000 revenue
Total cost to generate new product/service ideas
per concept in the pre-design phase that is an
existing product/service improvement or
extension
Total cost to generate new product/service ideas
concept in the pre-design phase that is a new
product/service development

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103691

Total cost to generate new product/service ideas

per concept in the pre-design phase

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

103764

Total cost to support product manufacturing or

service delivery per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness

104006

Total cost to develop and manage products and

services per $1,000 revenue

Copyright 2014 APQC

103687

201 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

Cost
Effectiveness
Cost
Effectiveness

104141

Develop and Manage Products and Services

Cost
Effectiveness

104144

Total R&D cost per $1,000 revenue over the past

three reporting periods

2.0

Develop and Manage Products and Services

104146

10003

2.0

Develop and Manage Products and Services

Cost
Effectiveness
Cycle Time

Total R&D cost per business entity employee for

the current reporting period
Time-to-market in days for existing
product/service extension projects

10003

2.0

Develop and Manage Products and Services

Cycle Time

103466

Time-to-market in days for existing

product/service improvement projects

10003

2.0

Develop and Manage Products and Services

Cycle Time

103468

10003

2.0

Develop and Manage Products and Services

Cycle Time

103476

Time-to-profitability in months for existing

product/service extension projects
Time-to-market in days for new product/service
development projects

10003

2.0

Develop and Manage Products and Services

Cycle Time

100656

10003

2.0

Develop and Manage Products and Services

Cycle Time

100664

10003

2.0

Develop and Manage Products and Services

Cycle Time

100665

10003

2.0

Develop and Manage Products and Services

Cycle Time

100379

10003

2.0

Develop and Manage Products and Services

Cycle Time

100381

10003

2.0

Develop and Manage Products and Services

Cycle Time

100383

10003

2.0

Develop and Manage Products and Services

10003

2.0

Develop and Manage Products and Services

10003

2.0

10003

Copyright 2014 APQC

104142

103464

Total R&D cost as a percentage of revenue for

the current reporting period
Total R&D cost as a percentage of revenue over
the past three reporting periods

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 develop products/services process through
the completion of the test market
products/services process for existing
product/service improvement projects
Cycle time in days from the start of the design
and develop products/services process through
the completion of the test market
products/services process for new product/service
development projects
Time-to-market in days for all products (including
product improvements and extensions)
Time-to-profitability in months for existing
product/service improvement projects
Time-to-profitability in months for new
product/service development projects
202 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
100193

Metric name

10003

2.0

Develop and Manage Products and Services

Cycle Time

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100198

Time in hours to generate new ideas for existing

product/service extension projects

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100201

Time in hours to generate new ideas for existing

product/service improvement projects

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100204

Time in hours to generate new ideas for new

product/service development projects

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100275

Team size in FTEs for existing product/service

extension projects per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100278

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100281

Team size in FTEs for existing product/service

extension projects
Team size in FTEs for existing product/service
improvement projects per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100284

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100287

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100290

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100184

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100187

Time in hours to design and develop for existing

product/service improvement projects

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100190

Time in hours to design and develop for new

product/service development projects

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100236

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100239

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100242

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101353

Percentage variance from budget for existing

product/service extension projects
Percentage variance from budget for existing
product/service improvement projects
Percentage variance from budget for new
product/service development projects
Number of concepts in the pre-design phase that
are new product/service developments per
$100,000 revenue

Copyright 2014 APQC

Time in days to design cycle for all products

Team size in FTEs for existing product/service

improvement projects
Team size in FTEs for new product/service
development projects per $1 billion revenue
Team size in FTEs for new product/service
development projects
Time in hours to design and develop for existing
product/service extension projects

203 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101357

Number of new product/service development

projects per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101359

Number of new product/service opportunities

generated per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101387

Number of product/service improvements

generated per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101381

Number of product/service extensions generated

per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100946

Number of concepts in the pre-design phase that

are existing product/service improvements and
extensions per $1,000 revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 100950

Number of existing product/service improvement

and extension projects per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101028

Number of FTEs who generate new

product/service ideas per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101069

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101238

Number of FTEs who support product

manufacturing or service delivery per $1 billion
revenue
Number of FTEs who develop and manage
products and services per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Process Efficiency 103123

Ratio of the number of projects to concepts in the

pre-design phase for existing product/service
extensions and improvements

10003

2.0

Develop and Manage Products and Services

Process Efficiency 103124

Ratio of the number of projects to concepts in the

pre-design phase for new product/service
developments

10003

2.0

Develop and Manage Products and Services

Process Efficiency 103125

10003

2.0

Develop and Manage Products and Services

Process Efficiency 102462

Ratio of the number of total projects to total

concepts in the pre-design phase
Research and development (R&D) FTEs as a
percentage of total business entity FTEs

10003

2.0

Develop and Manage Products and Services

Process Efficiency 102526

10003

2.0

Develop and Manage Products and Services

Process Efficiency 102308

Copyright 2014 APQC

Percentage of revenue from products launched in

the past year
Percentage of new product/service development
projects launched on budget
204 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10003

2.0

Develop and Manage Products and Services

Process Efficiency 102310

10003

2.0

Develop and Manage Products and Services

Process Efficiency 102407

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101754

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101979

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101982

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101985

10003

2.0

Develop and Manage Products and Services

Process Efficiency 101987

10003

2.0

Develop and Manage Products and Services

104484

10003

2.0

Develop and Manage Products and Services

Product/Service
Innovation
Staff Productivity

104463

Number of research and development (R&D)

FTEs per $1 billion revenue

10003

2.0

Develop and Manage Products and Services

Staff Productivity

102644

10003

2.0

Develop and Manage Products and Services

Staff Productivity

100948

Percentage of employees tasked with at least one

innovation goal
Number of existing product/service improvement
and extension projects per FTE involved from the
start of the design and develop products/services
process through the support product
manufacturing or service delivery process

10003

2.0

Develop and Manage Products and Services

Staff Productivity

100945

Number of existing product/service improvement

and extension concepts per generate new
product/service ideas FTE

10003

2.0

Develop and Manage Products and Services

Staff Productivity

101384

Number of product/service improvements

generated per generate new product/service
ideas FTE

Copyright 2014 APQC

Percentage of new product/service development

projects launched on time
Percentage of new product/service development
projects that are commercially launched
Percentage of new idea development from
internal sources
Percentage of existing product/service extension
projects launched on budget
Percentage of existing product/service extension
projects launched on time
Percentage of existing product/service
improvement projects launched on budget
Percentage of existing product/service
improvement projects launched on time
Time-to-market in days for all products

205 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10003

2.0

Develop and Manage Products and Services

Staff Productivity

101378

Number of product/service extensions generated

per generate new product/service ideas FTE

10003

2.0

Develop and Manage Products and Services

Staff Productivity

101350

Number of new product/service development

concepts per generate new product/service ideas
FTE

10003

2.0

Develop and Manage Products and Services

Staff Productivity

101355

Number of new product/service development

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

10003

2.0

Develop and Manage Products and Services

101998

10003

2.0

Develop and Manage Products and Services

101999

Percentage of external ideas from

clients/customers
Percentage of external ideas from competitors

10003

2.0

Develop and Manage Products and Services

102000

Percentage of external ideas from consultants

10003

2.0

Develop and Manage Products and Services

102001

Percentage of external ideas from other sources

10003

2.0

Develop and Manage Products and Services

102002

Percentage of external ideas from partners

10003

2.0

Develop and Manage Products and Services

102003

Percentage of external ideas from suppliers

10003

2.0

Develop and Manage Products and Services

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102125

10003

2.0

Develop and Manage Products and Services

Supplemental
Information

102126

10003

2.0

Develop and Manage Products and Services

102127

10003

2.0

Develop and Manage Products and Services

Supplemental
Information
Supplemental
Information

Percentage of total innovation spend allocated to

enhancements to existing
products/processes/business models
Percentage of total innovation spend allocated to
major extensions to existing
products/processes/business models
Percentage of total innovation spend allocated to
new or white space opportunities
Percentage of total innovation spend allocated to
categories other than enhancements, extensions,
and new or white space opportunities

10003

2.0

Develop and Manage Products and Services

Supplemental
Information

104401

Copyright 2014 APQC

102128

Percentage of new ideas from external sources

206 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10004

3.0

Market and Sell Products and Services

Process Efficiency 104485

Number of marketing FTEs per $1 billion in

revenue

10004

3.0

Market and Sell Products and Services

Process Efficiency 104486

Number of sales FTEs per $1 billion in revenue

10004

3.0

Market and Sell Products and Services

Process Efficiency 104210

Value of sales order line items not fulfilled due to

stockouts per $1 million revenue

10004

3.0

Market and Sell Products and Services

Process Efficiency 104302

10004

3.0

Market and Sell Products and Services

Process Efficiency 102289

Customer retention rate for all customers over the

past three reporting periods
Marketing, sales, and R&D FTEs as a percentage
of total business entity FTEs

10004

3.0

Market and Sell Products and Services

Process Efficiency 101918

Percentage of customer accounts set up for

electronic data interchange (EDI)

10004

3.0

Market and Sell Products and Services

Process Efficiency 101833

10004

3.0

Market and Sell Products and Services

Process Efficiency 100511

Percentage of active customers who transact via

an electronic marketplace
Customer retention rate

10004

3.0

Market and Sell Products and Services

101831

Percentage of active customers that are profitable

10004

3.0

Market and Sell Products and Services

Supplemental
Information
Supplemental
Information

101926

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

10004

3.0

Market and Sell Products and Services

Supplemental
Information

102288

Marketing FTEs as a percentage of total business

entity FTEs

10004

3.0

Market and Sell Products and Services

Supplemental
Information

102341

10004

3.0

Market and Sell Products and Services

102343

10004

3.0

Market and Sell Products and Services

10004

3.0

Market and Sell Products and Services

10004

3.0

Market and Sell Products and Services

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Revenue received from orders through a direct

connection to the system as a percentage of total
business entity revenue
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
percentage of total business entity revenue
Revenue received from internet orders as a
percentage of total business entity revenue

Copyright 2014 APQC

102345
102347
102349

207 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10004

3.0

Market and Sell Products and Services

Supplemental
Information

102351

10004

3.0

Market and Sell Products and Services

102353

10004

3.0

Market and Sell Products and Services

10005

4.0

Deliver Products and Services

10005

4.0

Deliver Products and Services

10005

4.0

Deliver Products and Services

10005

4.0

Deliver Products and Services

10005

4.0

Deliver Products and Services

Supplemental
Information
Supplemental
Information
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cycle Time

10005
10005

4.0
4.0

Deliver Products and Services

Deliver Products and Services

Cycle Time
Cycle Time

100395
100496

10005

4.0

Deliver Products and Services

Cycle Time

100699

10005

4.0

Deliver Products and Services

Process Efficiency 100715

Finished goods inventory days of supply

10005

4.0

Deliver Products and Services

Process Efficiency 100719

Finished goods inventory turn rate

10005

4.0

Deliver Products and Services

Process Efficiency 100468

10005

4.0

Deliver Products and Services

Process Efficiency 100215

Cost of work-in-process (WIP) damaged during

handling or storage as a percentage of total
material cost
Monthly shipping location forecast error measured
by the mean absolute percentage error (MAPE)

10005

4.0

Deliver Products and Services

Process Efficiency 100207

Monthly national forecast error measured by the

mean absolute percentage error (MAPE)

10005

4.0

Deliver Products and Services

Process Efficiency 100210

10005

4.0

Deliver Products and Services

Process Efficiency 100076

Monthly product family forecast error measured

by the mean absolute percentage error (MAPE)
Raw material inventory turns

10005

4.0

Deliver Products and Services

Process Efficiency 103148

Return on assets

Copyright 2014 APQC

102355
100433
100784
104158
104161
103189

Revenue received from orders through other

methods as a percentage of total business entity
revenue
Revenue received from telephone orders as a
percentage of total business entity revenue
Revenue received from WAP orders as a
percentage of total business entity revenue
Cost of goods sold as a percentage of revenue
Inventory carrying cost as a percentage of
inventory value
Total supply chain management cost per sales
order
Total supply chain management cost per sales
order line item
Primary product standard customer lead time in
days
Cash-to-cash cycle time in days
Customer order cycle time in days

Engineer-to-order manufacture cycle time in

hours

208 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10005

4.0

Deliver Products and Services

Process Efficiency 101741

Perfect order performance

10005

4.0

Deliver Products and Services

Process Efficiency 103178

Shrinkage as a percentage of revenue

10005

4.0

Deliver Products and Services

Process Efficiency 103482

Total inventory turns

10005

4.0

Deliver Products and Services

100789

Inventory days of supply

10006

5.0

Manage Customer Service

Supplemental
Information
Cost
Effectiveness

101585

Outsourced cost of the process "service

customers" per $1,000 revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

101512

Other cost of the process "service customers" per

$1,000 revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

101715

Overhead cost of the process "service customers"

per $1,000 revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

103035

Personnel cost of the process "service

customers" per $1,000 revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

103363

Systems cost of the process "service customers"

per $100,000 revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

103216

Systems cost of the customer order management

function as a percentage of the total cost of the
function

10006

5.0

Manage Customer Service

Cost
Effectiveness

103908

Total cost of the process "service customers" per

"service customers" FTE

10006

5.0

Manage Customer Service

Cost
Effectiveness

103911

Total cost of the process "service customers" per

$1,000 revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

103915

Total cost of the process "service customers" per

sales order

Copyright 2014 APQC

209 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

Cost
Effectiveness
Cost
Effectiveness

103919

Manage Customer Service

Cost
Effectiveness

104548

Other cost of the processes "manage sales

orders", "manage customer requests/inquiries",
and "manage customer complaints" per active
customer

5.0

Manage Customer Service

Cost
Effectiveness

104549

Overhead cost of the processes "manage sales

orders", "manage customer requests/inquiries",
and "manage customer complaints" per $1,000
revenue

10006

5.0

Manage Customer Service

Cost
Effectiveness

104550

Overhead cost of the processes "manage sales

orders", "manage customer requests/inquiries",
and "manage customer complaints" per active
customer

10006

5.0

Manage Customer Service

Process Efficiency 101144

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

100195

Fully loaded salary for middle management or

specialists

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

100196

Fully loaded salary for operational workers or

office staff

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

100197

Fully loaded salary for senior management or

executives

10006

5.0

Manage Customer Service

10006

5.0

Manage Customer Service

10006

5.0

10006

Copyright 2014 APQC

104547

Total cost of the process "service customers" per

sales order line item
Other cost of the processes "manage sales
orders", "manage customer requests/inquiries",
and "manage customer complaints" per $1,000
revenue

Number of FTEs that perform the process

"service customers" per $1 billion revenue

210 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

Cost
Effectiveness
Cost
Effectiveness

100132

Develop and Manage Human Capital

Cost
Effectiveness

104165

Systems cost to perform the HR function per

business entity employee

6.0

Develop and Manage Human Capital

104132

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness
Cost
Effectiveness

Personnel cost for the business entity per

business entity employee
Personnel cost to perform the HR function per
$1,000 revenue

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

104135

Personnel cost to perform the HR function per

business entity FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

104136

Personnel cost to perform the HR function per

business entity employee

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

104041

Total cost to perform the HR function per

business entity FTE

10007

6.0

Develop and Manage Human Capital

104042

10007

6.0

Develop and Manage Human Capital

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness

Internal cost to perform HR administration

activities per $1,000 revenue
Internal cost to perform HR administration
activities per business entity employee
Total budget for the HR function per $1,000
revenue

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103487

Total budget for the HR function per business

entity FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103488

Budget for the HR function per business entity

employee

10007

6.0

Develop and Manage Human Capital

103489

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness
Cost
Effectiveness

Total business entity personnel cost per $1,000

revenue
Total cost to perform the HR function per $1,000
revenue

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103558

10007

6.0

Develop and Manage Human Capital

10007

6.0

Develop and Manage Human Capital

10007

6.0

10007

Copyright 2014 APQC

104164

104133

104043
103486

103555

Personnel cost of temporary staff/contractor per

temporary staff/contractor
Systems cost to perform the HR function per
$1,000 revenue

Total cost to perform the HR function per

"develop and counsel employees" FTE

211 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103559

Total cost to perform the HR function per

"manage employee information" FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103560

Total cost to perform the HR function per "recruit,

source, and select employees" FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103561

Total cost to perform the HR function per

"redeploy and retire employees" FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103562

Total cost to perform the HR function per "reward

and retain employees" FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103563

Total cost to perform the HR function per

"develop and manage HR planning, policies, and
strategies" FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103564

Total cost to perform the HR function per function

FTE

10007

6.0

Develop and Manage Human Capital

Cost
Effectiveness

103566

Total cost to perform the HR function per

business entity employee

10007

6.0

Develop and Manage Human Capital

Process Efficiency 101272

Number of FTEs that perform the HR function per

$1 billion revenue

10007

6.0

Develop and Manage Human Capital

Process Efficiency 101031

Number of FTEs that perform HR administration

activities per $1 billion revenue

10007

6.0

Develop and Manage Human Capital

Staff Productivity

100943

Number of business entity employees per HR

function FTE

10007

6.0

Develop and Manage Human Capital

Staff Productivity

101335

Number of middle management/specialists

employees per HR function FTE

10007

6.0

Develop and Manage Human Capital

Staff Productivity

101368

Number of operational workers/office staff

employees per HR function FTE

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10007

6.0

Develop and Manage Human Capital

Staff Productivity

101416

Number of senior management/executive

employees per HR function FTE

10007

6.0

Develop and Manage Human Capital

Staff Productivity

100487

Number of business entity employees per HR

administration activities FTE

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100082

Systems cost to perform the HR function as a

percentage of total cost to perform the function

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100043

Outsourced cost to perform the HR function as a

percentage of the total cost to perform the
function

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100045

Overhead cost to perform the HR function as a

percentage of the total cost to perform the
function

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100060

Personnel cost of the HR function as a

percentage of total cost to perform the function

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100028

Other cost to perform the HR function as a

percentage of the total cost to perform the
function

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101435

Total cost for the learning management system

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

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101441

Operational workers/office staff as a percentage

of total business entity employees

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100861

Middle management/specialists as a percentage

of total business entity employees

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102301

Percentage of middle management/specialists

that are female

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102330

Percentage of operational workers/office staff that

are female

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102618

Percentage of senior management/executives

that are female

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101873

Percentage of business entity employees with 15

years of tenure or more

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101874

Percentage of business entity employees with 20

years of tenure or more

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101875

Percentage of business entity employees with 25

years or more of tenure

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101876

Percentage of business entity employees with

less than 1 year of tenure

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101877

Percentage of business entity employees with

less than 5 years of tenure

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101963

Percentage of business entity employees who are

60 years old or greater

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101964

Percentage of business entity employees who are

at least 25 but less than 30 years old

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101965

Percentage of business entity employees who are

at least 30 but less than 35 years old

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101966

Percentage of business entity employees who are

at least 35 but less than 40 years old

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101967

Percentage of business entity employees who are

at least 40 but less than 45 years old

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101968

Percentage of business entity employees who are

at least 45 but less than 50 years old

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101969

Percentage of business entity employees who are

at least 50 but less than 55 years old

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101970

Percentage of business entity employees who are

at least 55 but less than 60 years old

10007

6.0

Develop and Manage Human Capital

101971

10007

6.0

Develop and Manage Human Capital

Supplemental
Information
Supplemental
Information

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

103176

Percentage of business entity employees who are

less than 25 years old
Percentage of FTEs who perform the function
"develop and manage human capital" that do not
directly reporting to the HR organization
Senior management/executives as a percentage
of total business entity employees

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

104114

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

104130

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

104154

10007

6.0

Develop and Manage Human Capital

104562

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

Supplemental
Information
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness

10008

7.0

Manage Information Technology

Cost
Effectiveness

Copyright 2014 APQC

102081

104095

Personnel cost for middle management or

specialist as a percentage of total business entity
personnel cost
Personnel cost for operational workers or office
staff as a percentage of total business entity
personnel cost
Personnel cost for senior management or
executive employees as a percentage of total
business entity personnel cost
Percentage of total employees who are remote
employees
Total IT budget as a percentage of revenue

104100

Total IT budget per employee

104103

Total IT budget per FTE

104105

Total IT cost per $1,000 revenue

104109

Total IT cost per business entity FTE

104494

Total IT costs per IT function FTE

100441

Total cost of IT development and maintenance

per $1,000 revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10008

7.0

Manage Information Technology

Cost
Effectiveness

100443

Total cost of IT operations per $1,000 revenue

10008

7.0

Manage Information Technology

Cost
Effectiveness

100445

Total cost of IT planning and management per

$1,000 revenue

10008

7.0

Manage Information Technology

100798

IT expense per employee

10008

7.0

Manage Information Technology

Cost
Effectiveness
Cycle Time

100342

10008

7.0

Manage Information Technology

Cycle Time

100362

10008

7.0

Manage Information Technology

Cycle Time

100333

10008

7.0

Manage Information Technology

Cycle Time

103395

10008

7.0

Manage Information Technology

Cycle Time

103397

10008

7.0

Manage Information Technology

Cycle Time

103400

10008

7.0

Manage Information Technology

Cycle Time

103403

10008

7.0

Manage Information Technology

Cycle Time

103405

10008

7.0

Manage Information Technology

Cycle Time

103407

10008

7.0

Manage Information Technology

Cycle Time

103419

Time in weeks to deploy a new release into the

production environment
Time in weeks to make a change to the
production environment
Time in hours to resolve a service commitment
disruption
Time in months to break even for new or
enhanced IT services for investments less than
$100,000
Time in months to break even for new or
enhanced IT services for investments greater
than $100 million
Time in months to break even for new or
enhanced IT services for investments between $1
million and $100 million
Time in months to break even for new or
enhanced IT services for investments between
$100,000 and $250,000
Time in months to break even for new or
enhanced IT services for investments between
$250,000 and $500,000
Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million
Time-to-market in months for new or enhanced IT
services for investments less than $100,000

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10008

7.0

Manage Information Technology

Cycle Time

103421

Time-to-market in months for new or enhanced IT

services for investments greater than $100 million

10008

7.0

Manage Information Technology

Cycle Time

103424

10008

7.0

Manage Information Technology

Cycle Time

103427

10008

7.0

Manage Information Technology

Cycle Time

103429

10008

7.0

Manage Information Technology

Cycle Time

103431

10008

7.0

Manage Information Technology

Process Efficiency 100940

Time-to-market in months for new or enhanced IT

services for investments between $1 million and
$100 million
Time-to-market in months for new or enhanced IT
services for investments between $100,000 and
$250,000
Time-to-market in months for new or enhanced IT
services for investments between $250,000 and
$500,000
Time-to-market in months for new or enhanced IT
services for investments between $500,000 and
$1 million
Number of employees performing IT processes
per $1 billion revenue

10008

7.0

Manage Information Technology

Process Efficiency 100970

Number of FTEs that perform IT development and

maintenance per $1 billion revenue

10008

7.0

Manage Information Technology

Process Efficiency 100972

Number of FTEs that perform IT operations per

$1 billion revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10008

7.0

Manage Information Technology

Process Efficiency 100974

Number of FTEs that perform IT planning and

management per $1 billion revenue

10008

7.0

Manage Information Technology

Process Efficiency 101241

Number of FTEs that perform IT processes per $1

billion revenue

10008

7.0

Manage Information Technology

Process Efficiency 102794

10008

7.0

Manage Information Technology

Process Efficiency 102796

10008

7.0

Manage Information Technology

Staff Productivity

101295

Percentage of unscheduled outages from change

requests
Percentage of unscheduled outages from release
introductions
Number of IT customers serviced per IT FTE

10008

7.0

Manage Information Technology

Supplemental
Information

100957

Number of external service provider FTEs per $1

billion revenue

10008

7.0

Manage Information Technology

Supplemental
Information

102723

Percentage of total IT cost allocated for IT

operations

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10008

7.0

Manage Information Technology

Supplemental
Information

102725

Percentage of total IT cost allocated for IT

planning and management

10008

7.0

Manage Information Technology

Supplemental
Information

102727

Percentage of total IT cost allocated for IT

development and maintenance

10008

7.0

Manage Information Technology

Supplemental
Information

101770

10008

7.0

Manage Information Technology

104625

10008

7.0

Manage Information Technology

10017

1.1.1

Assess the external environment

Supplemental
Information
Supplemental
Information
Supplemental
Information

Percentage of FTEs who perform the function

"manage information technology" who are
external service providers
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

10062

2.2

Develop products and services

Cost
Effectiveness

103512

Total cost to develop and manage products and

services per project that exits or completes the
test market products/services phase

10062

2.2

Develop products and services

Cost
Effectiveness

103924

Total cost to support product manufacturing or

service delivery per project that exits or completes
the test market products/services phase

10062

2.2

Develop products and services

Process Efficiency 103119

Ratio of projects that enter the design and

develop products/services phase to projects that
enter the test market products/services phase

10062

2.2

Develop products and services

Process Efficiency 103120

Ratio of projects that enter the test market

products/services phase to projects that exit or
complete the test market products/services phase

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

Copyright 2014 APQC

104626
101747

102892

Personnel cost to design and develop

products/services per project that enters the test
market products/services phase
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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

102895

Personnel cost to design and develop

products/services per $1,000 revenue

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

101680

Overhead cost to design and develop

products/services per $1,000 revenue

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

101681

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

101478

Overhead cost to design and develop

products/services per projects that enters the test
market products/services phase
Other cost to design and develop
products/services per project that enters the test
market products/services phase

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

101481

Other cost to design and develop

products/services per $1,000 revenue

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

101615

Outsourced cost to design and develop

products/services per $1,000 revenue

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

101547

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

103616

Outsourced cost to design and develop

products/services per project that enters the test
market products/services phase
Total cost to design and develop
products/services per $1,000 revenue

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

103617

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

103252

10080

2.2.1

Design, build, and evaluate products and services Cost

Effectiveness

103253

10080

2.2.1

Design, build, and evaluate products and services Process Efficiency 100996

10081

2.2.2

Test market for new or revised products and

services

Copyright 2014 APQC

Cost
Effectiveness

101589

Total cost to design and develop

products/services per project that enters the test
market products/services phase
Systems cost to design and develop
products/services per $100,000 revenue
Systems cost to design and develop
products/services per project that enters the test
market products/services phase
Number of FTEs who design and develop
products/services per $1 billion revenue
Outsourced cost to support product
manufacturing or service delivery per project that
exits or completes the test market
products/services phase

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

101591

Outsourced cost to test market products/services

per project that exits or completes the test market
products/services phase

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

101517

Other cost to support product manufacturing or

service delivery per project that exits or completes
the test market products/services phase

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

101519

Other cost to test market products/services per

$1,000 revenue

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

101521

Other cost to test market products/services per

project that exits or completes the test market
products/services phase

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

101631

Outsourced cost to test market products/services

per $1,000 revenue

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

101720

10081

2.2.2
2.2.2

Cost
Effectiveness
Cost
Effectiveness

101722

10081

Test market for new or revised products and

services
Test market for new or revised products and
services

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

103040

Overhead cost to support product manufacturing

or service delivery per project that exits or
completes the test market products/services
phase
Overhead cost to test market products/services
per $1,000 revenue
Overhead cost to test market products/services
per project that exits or completes the test market
products/services phase
Personnel cost to support product manufacturing
or service delivery project that exits or completes
the test market products/services phase

10081

2.2.2
2.2.2

Cost
Effectiveness
Cost
Effectiveness

103042

10081

Test market for new or revised products and

services
Test market for new or revised products and
services

10081

2.2.2
2.2.2

Cost
Effectiveness
Cost
Effectiveness

103370

10081

Test market for new or revised products and

services
Test market for new or revised products and
services

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

103926

Copyright 2014 APQC

101724

103044

103372

Personnel cost to test market products/services

per $1,000 revenue
Personnel cost to test market products/services
per project that exits or completes the test market
products/services phase
Systems cost to test market products/services per
$100,000 revenue
Systems cost to test market products/services per
projects that exits or completes the test market
products/services phase
Total cost to test market products/services per
$1,000 revenue
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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
103929

Metric name

10081

2.2.2

Test market for new or revised products and

services

Cost
Effectiveness

10081

2.2.2

Test market for new or revised products and

services

Process Efficiency 101150

10102

3.2

Develop marketing strategy

Process Efficiency 100810

Key customer growth

10102

3.2

Develop marketing strategy

Process Efficiency 100813

Key customer profitability

10102

3.2

Develop marketing strategy

Process Efficiency 100816

Key customer retention rate

10102

3.2

Develop marketing strategy

Process Efficiency 100479

Customer wallet share

10102

3.2

Develop marketing strategy

Process Efficiency 100480

Market share

10102

3.2

Develop marketing strategy

Process Efficiency 102525

10102

3.2

Develop marketing strategy

Process Efficiency 102602

Percentage of revenue from customers making

their first purchase of the brand in the last 12month reporting period
Percentage of customers claiming to be satisfied

10102

3.2

Develop marketing strategy

Process Efficiency 101660

10102

3.2

Develop marketing strategy

Process Efficiency 101928

10102

3.2

Develop marketing strategy

Process Efficiency 101929

10103

3.3

Develop sales strategy

10105

3.5

Develop and manage sales plans

100027
Cost
Effectiveness
Process Efficiency 100213

10105

3.5

Develop and manage sales plans

Supplemental
Information

102530

10131

3.3.3

Establish overall sales budgets

103165

Sales budget per sales FTE

10149

3.4.2

Establish marketing budgets

100025

Budget for marketing as a percentage of revenue

10149

3.4.2

Establish marketing budgets

100859

Marketing budget per marketing FTE

10184

3.5.3

Manage customer sales

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Process Efficiency

102339

10184

3.5.3

Manage customer sales

Process Efficiency 102456

Percentage of order inquiry contacts received

through new (such as digital/electric) channels
Percentage of qualified leads where the sale is
closed

Copyright 2014 APQC

Total cost to test market products/services per

project that exits or completes the test market
products/services phase
Number of FTEs who test market
products/services per $1 billion revenue

Relative change in brand performance over the

past three years
Percentage of customers who can name your
business entity's brand in an unaided recall test
Percentage of customers who would recommend
your business entity's product/service to
family/friends
Budget for sales as a percentage of revenue
Monthly sales forecast error within a product
family
Sales FTEs as a percentage of total business
entity FTEs

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Cost
Effectiveness

102914

Personnel cost to perform the process "manage

sales orders" per $1,000 revenue

10185

3.5.4

Manage sales orders

Cost
Effectiveness

102947

Personnel cost to perform the process "manage

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

10185

3.5.4

Manage sales orders

Cost
Effectiveness

102948

Personnel cost to perform the process "manage

sales orders" per process agent FTE

10185

3.5.4

Manage sales orders

Cost
Effectiveness

102853

Personnel cost of the customer order

management function as a percentage of the total
cost of the function

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101661

Overhead cost of the customer order

management function as a percentage of the total
cost of the function

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101688

Overhead cost of the process "manage sales

orders" per $1,000 revenue

Copyright 2014 APQC

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101623

Outsourced cost to perform the process "manage

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

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101639

Outsourced cost to perform the process "manage

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

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101726

Overhead cost to perform the processes "manage

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

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101698

Overhead cost to perform the process "manage

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

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101535

Outsourced cost of the customer order

management function as a percentage of the total
cost of the function

Copyright 2014 APQC

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101460

Other cost of the customer order management

function as a percentage of the total cost of the
function

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101485

Other cost of the process "manage sales orders"

per $1,000 revenue

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101495

Other cost to perform the process "manage sales

orders" as a percentage of total cost of the
process

10185

3.5.4

Manage sales orders

Cost
Effectiveness

101550

Outsourced cost of the process "manage sales

orders" per $1,000 revenue

10185

3.5.4

Manage sales orders

100126

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness

10185

3.5.4

Manage sales orders

100136

10185

3.5.4

Manage sales orders

Cost
Effectiveness
Cost
Effectiveness

Cost per sales order for orders received through

new channels
Cost per sales order for orders received through
traditional channels
Cost to resolve a service-after-sales request for
contact centers or similar remote assistance
channel
Cost to resolve a service-after-sales request for
the customer self-service channel
Cost to resolve a service-after-sales request for
on-site visits

Copyright 2014 APQC

100129
100134

100138

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Cost
Effectiveness

100505

Combined personnel and systems costs of the

customer order management function as a
percentage of the total cost the function

10185

3.5.4

Manage sales orders

103988

10185

3.5.4

Manage sales orders

Cost
Effectiveness
Cost
Effectiveness

Total cost to perform the process "manage sales

orders" per sales order line item
Total cost of the process "manage sales orders"
per process FTE

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103660

Total cost to perform the process "manage sales

orders" per $1,000 revenue

10185

3.5.4

Manage sales orders

103664

10185

3.5.4

Manage sales orders

Cost
Effectiveness
Cost
Effectiveness

Total cost to perform the process "manage sales

orders" per sales order placed
Total cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per business entity FTE

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103276

Copyright 2014 APQC

103656

103693

Systems cost of the process "manage sales

orders" per $100,000 revenue

226 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103520

Total cost of the customer order management

function per $1,000 revenue

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103523

Total cost of the customer order management

function per function FTE

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103527

Total cost of the customer order management

function per sales order

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103532

Total cost of the customer order management

function per sales order line item

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103497

Total cost to perform the processes "manage

sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer

Copyright 2014 APQC

227 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Cost
Effectiveness

103498

Total cost of to perform the processes "manage

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

10185

3.5.4

Manage sales orders

104153

Total revenue per sales order

10185

3.5.4

Manage sales orders

Cost
Effectiveness
Cycle Time

100170

10185

3.5.4

Manage sales orders

Process Efficiency 100478

Cycle time in hours from the time a sales order is

received until the time manufacturing/logistics is
notified
Cross-sell/up-sell close rate

10185

3.5.4

Manage sales orders

Process Efficiency 100731

10185

3.5.4

Manage sales orders

Process Efficiency 100976

10185

3.5.4

Manage sales orders

Process Efficiency 101014

Number of FTEs for the process "manage sales

orders" per $1 billion revenue

10185

3.5.4

Manage sales orders

Process Efficiency 101799

Number of FTEs who perform order entry/order

processing as a percentage of total FTEs for the
"manage sales orders" process

10185

3.5.4

Manage sales orders

Process Efficiency 101800

Number of FTEs who perform order inquiry as a

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

10185

3.5.4

Manage sales orders

Process Efficiency 102101

Inbound calls for the process "manage sales

orders" as a percentage of total inbound calls

10185

3.5.4

Manage sales orders

Process Efficiency 102827

10185

3.5.4

Manage sales orders

Process Efficiency 102743

10185

3.5.4

Manage sales orders

Process Efficiency 102588

Percentage of sales orders delivered on time over

the past three reporting periods
Percentage of total sales order line items placed
through EDI
Percentage of sales orders requiring no human
intervention to create, modify, or fulfill

Copyright 2014 APQC

First contact resolution rate for inquiries on

existing orders and service-after-sales requests
Number of FTEs that perform the customer order
management function per $1 billion revenue

228 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Process Efficiency 102552

Percentage of sales order line items delivered on

time

10185

3.5.4

Manage sales orders

Process Efficiency 102560

10185

3.5.4

Manage sales orders

Process Efficiency 102563

Percentage of sales order line items requiring no

human intervention to create, modify, or fulfill
Percentage of sales orders transacted via a portal

10185

3.5.4

Manage sales orders

Process Efficiency 102566

10185

3.5.4

Manage sales orders

Process Efficiency 104195

10185

3.5.4

Manage sales orders

Staff Productivity

102529

10185

3.5.4

Manage sales orders

Staff Productivity

101404

10185

3.5.4

Manage sales orders

Staff Productivity

101410

Number of sales orders per "manage sales

orders" FTE

10185

3.5.4

Manage sales orders

100772

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

10185

3.5.4

Manage sales orders

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Percentage of revenue attributed to indirect

sources three reporting periods ago
Percentage of revenue attributed to indirect
sources for the current period
Percentage of revenue attributed to e-commerce
for the current period
Percentage of revenue attributed to e-commerce
three reporting periods ago
Percentage of revenue attributed to direct sources
for the current period
Percentage of revenue attributed to direct sources
three reporting periods ago
Percentage of sales orders changed by the
customer after the initial order placement
Percentage of sales order line items changed
after initial order placement through direct
connection to the system

10185

3.5.4

Manage sales orders

Supplemental
Information

102533

Copyright 2014 APQC

100773
100685
100686
100675
100676
102568
102531

Percentage of sales orders received through new

(such as digital/electric) channels
Value of sales order line items not fulfilled due to
production capacity or stockouts as a percentage
of revenue
Percentage of the sales force that made their
quotas/targets in the last 12-month reporting
period
Number of sales order line items per "manage
sales orders" FTE

Percentage of sales order line items changed

after initial order placement through electronic
data interchange (EDI)

229 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Supplemental
Information

102535

Percentage of sales order line items changed

after initial order placement through e-mail

10185

3.5.4

Manage sales orders

Supplemental
Information

102537

Percentage of sales order line items changed

after initial order placement through fax and mail

10185

3.5.4

Manage sales orders

Supplemental
Information

102539

Percentage of sales order line items changed

after initial order placement through other
methods

10185

3.5.4

Manage sales orders

Supplemental
Information

102541

Percentage of sales order line items changed

after initial order placement through telephone

10185

3.5.4

Manage sales orders

Supplemental
Information

102543

Percentage of sales order line items changed

after initial order placement through the internet

10185

3.5.4

Manage sales orders

Supplemental
Information

102545

Percentage of sales order line items changed

after initial order placement through WAP

10185

3.5.4

Manage sales orders

Supplemental
Information

102708

10185

3.5.4

Manage sales orders

102712

10185

3.5.4

Manage sales orders

Supplemental
Information
Supplemental
Information

Percentage of total sales order line items not

fulfilled due to lack of production
capacity/stockouts
Percentage of sales orders not fulfilled due to lack
of production capacity/stockouts
Percentage of finance function FTEs allocated to
the process "manage sales orders"

10185

3.5.4

Manage sales orders

Supplemental
Information

104352

Copyright 2014 APQC

102008

Percentage of sales order line items changed by

the customer following initial order entry

230 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10185

3.5.4

Manage sales orders

Supplemental
Information

104527

Inbound contacts for the process "manage sales

orders" as a percentage of total inbound contacts

10215

4.1

Plan for and align supply chain resources

103477

Total cost of quality per $100,000 revenue

10215

4.1

Plan for and align supply chain resources

103210

10215

4.1

Plan for and align supply chain resources

10215

4.1

Plan for and align supply chain resources

Supply chain management costs per $1,000

revenue
Demand/supply planning costs per $1,000
revenue
Inventory carrying cost per $1,000 revenue

10215

4.1

Plan for and align supply chain resources

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Process Efficiency

101218

Number of FTEs for the supply chain planning

function per $1 billion revenue

10215

4.1

Plan for and align supply chain resources

Process Efficiency 100737

10215

4.1

Plan for and align supply chain resources

Process Efficiency 104175

10215

4.1

Plan for and align supply chain resources

Process Efficiency 104194

10215

4.1

Plan for and align supply chain resources

Staff Productivity

104193

Forecast accuracy one planning period prior to

production run
Forecast accuracy as a percentage of units
shipped
Value of forecast accuracy as a percentage of
value shipped
Value added productivity per employee

10215

4.1

Plan for and align supply chain resources

100687

Employee retention rate

10216

4.2

Procure materials and services

Supplemental
Information
Cost
Effectiveness

103387

Systems cost of the procurement process group

as a percentage of total cost of the process group

10216

4.2

Procure materials and services

Cost
Effectiveness

103993

10216

4.2

Procure materials and services

Cost
Effectiveness

103994

Total cost to perform the procurement process

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

Copyright 2014 APQC

100654
100788

231 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10216

4.2

Procure materials and services

Cost
Effectiveness

103997

Total cost to perform the procurement process

group per $1,000 revenue

10216

4.2

Procure materials and services

Cost
Effectiveness

103998

Total cost to perform the procurement process

group per $1,000 purchases

10216

4.2

Procure materials and services

Cost
Effectiveness

104002

Total cost to perform the procurement process

group per process group FTE

10216

4.2

Procure materials and services

Cost
Effectiveness

104004

Total cost to perform the procurement process

group per purchase order

10216

4.2

Procure materials and services

Cost
Effectiveness

104005

Total cost to perform the procurement process

group per purchase order line item

10216
10216

4.2
4.2

Procure materials and services

Procure materials and services

Cycle Time
Cycle Time

100642
100322

Days payable
Supplier lead time on purchased materials

10216

4.2

Procure materials and services

Cycle Time

103094

Procure to pay cycle time in days

10216

4.2

Procure materials and services

Process Efficiency 102822

10216

4.2

Procure materials and services

Process Efficiency 102648

10216

4.2

Procure materials and services

Process Efficiency 102703

10216

4.2

Procure materials and services

Process Efficiency 102705

10216

4.2

Procure materials and services

Process Efficiency 102450

10216

4.2

Procure materials and services

Process Efficiency 102452

Copyright 2014 APQC

Percentage of total purchases procured via

maverick buying
Percentage of supplier orders received by original
request date (on time)
Percentage of total number of goods receipts
received without item and quantity verification
Percentage of total number of items purchased
and received failing inspection (incoming material
quality)
Percentage of purchase value transacted via an
electronic marketplace

Percentage of purchase value transacted via a

private electronic marketplace

232 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10216

4.2

Procure materials and services

Process Efficiency 102454

Percentage of purchase value transacted via a

public electronic marketplace

10216

4.2

Procure materials and services

Process Efficiency 102415

10216

4.2

Procure materials and services

Process Efficiency 102419

Percentage of purchase order line items received

complete
Percentage of purchase order line items received
damage free

10216

4.2

Procure materials and services

Process Efficiency 102422

10216

4.2

Procure materials and services

Process Efficiency 102426

10216

4.2

Procure materials and services

Process Efficiency 102428

10216

4.2

Procure materials and services

Process Efficiency 102430

Percentage of purchase orders received damage

free

10216

4.2

Procure materials and services

Process Efficiency 101768

10216

4.2

Procure materials and services

Process Efficiency 101861

10216

4.2

Procure materials and services

Process Efficiency 100385

Percentage of total value of goods and services

purchased from top ten suppliers
Percentage of purchase value from certified
vendors
Transaction amount per purchase order

10216

4.2

Procure materials and services

Process Efficiency 101214

Number of FTEs for the procurement process

group per $1 billion purchases

10216

4.2

Procure materials and services

Process Efficiency 103199

Strategic suppliers as a percentage of all active

suppliers

10216

4.2

Procure materials and services

Process Efficiency 104251

Number of FTEs that perform the procurement

process group per $1 billion revenue

Copyright 2014 APQC

Percentage of purchase order line items

transacted using e-procurement enabled
catalogue suppliers
Percentage of purchase orders approved
electronically
Percentage of purchase orders received complete

233 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10216

4.2

Procure materials and services

Process Efficiency 104118

10216

4.2

Procure materials and services

Staff Productivity

104117

Number of active suppliers in vendor master file

per procurement process group FTE

10216

4.2

Procure materials and services

Staff Productivity

104129

Number of purchase orders processed per

procurement process group FTE

10216

4.2

Procure materials and services

Staff Productivity

104139

Total purchase value (spend, in thousands of

dollars) per procurement process group FTE

10216

4.2

Procure materials and services

104199

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

Value of materials and services per $1,000

revenue
Direct materials and services value as a
percentage of total value of purchases

10216

4.2

Procure materials and services

Supplemental
Information

100774

Indirect materials and services value as a

percentage of total value of purchases

10216

4.2

Procure materials and services

Supplemental
Information

101867

10216

4.2

Procure materials and services

Supplemental
Information

102432

Percentage of value of purchased material that is

received from vendors that participate in vendormanaged inventory programs
Percentage of purchase requisition line items
allocated among the following request method:
electronic request direct to internal purchasing
department

Copyright 2014 APQC

100673

Number of active vendors in the master file per $1

million purchases

234 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10216

4.2

Procure materials and services

Supplemental
Information

102435

10216

4.2

Procure materials and services

Supplemental
Information

102438

10216

4.2

Procure materials and services

Supplemental
Information

102441

10216

4.2

Procure materials and services

Supplemental
Information

102444

10216

4.2

Procure materials and services

Supplemental
Information

102447

Percentage of purchase requisition line items

allocated among the following request method:
electronic request direct to vendor

10216

4.2

Procure materials and services

102424

10216

4.2

Procure materials and services

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

Supplemental
Information

102406

10216

4.2

Procure materials and services

Supplemental
Information

102716

10216

4.2

Procure materials and services

Supplemental
Information

102659

10216

4.2

Procure materials and services

Supplemental
Information

102663

10216

4.2

Procure materials and services

Supplemental
Information

102665

10216

4.2

Procure materials and services

Supplemental
Information

102669

Percentage of purchase order line items

transacted via a portal
Percentage of procurement process group staff
with formal training in negotiations
Percentage of procurement process group staff
with over three years of purchasing operations
experience
Percentage of procurement process group staff
with over three years of strategic
sourcing/commodity management experience
Percentage of total value of materials and
services purchases included in total cost of
ownership model
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: procurement cards
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: individual purchase orders
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: blanket/contract orders
Percentage of the total value of purchases
allocated among the following submission
method: other

Copyright 2014 APQC

102404
102405

Percentage of purchase requisition line items

allocated among the following request method:
other
Percentage of purchase requisition line items
allocated among the following request method:
paper
Percentage of purchase requisition line items
allocated among the following request method:
telephone request direct to internal purchasing
department
Percentage of purchase requisition line items
allocated among the following request method:
telephone request direct to vendor

235 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10216

4.2

Procure materials and services

Supplemental
Information

102671

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)

10216

4.2

Procure materials and services

102804

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

Supplemental
Information

102750

Percentage of value of supplier certified

purchased material
Percentage of total value of purchases allocated
among the following purchase arrangement type:
other
Percentage of total value of purchases allocated
among the following purchase arrangement type:
replenishment/vendor management inventor

10216

4.2

Procure materials and services

Supplemental
Information

102754

10216

4.2

Procure materials and services

Supplemental
Information

102758

10216

4.2

Procure materials and services

Supplemental
Information

102762

Percentage of total value of purchases allocated

among the following submission method: internet

10216

4.2

Procure materials and services

Supplemental
Information

102766

Percentage of total value of purchases allocated

among the following submission method: mail

10216

4.2

Procure materials and services

Supplemental
Information

102770

10216

4.2

Procure materials and services

Supplemental
Information

102774

10216

4.2

Procure materials and services

Supplemental
Information

102778

Percentage of total value of purchases allocated

among the following submission method:
telephone
Percentage of total value of purchases allocated
among the following submission method: wireless
application protocol
Percentage of total value of direct materials and
services purchased outside of country

10217

4.3

Produce/Manufacture/Deliver product

103169

Scrap and rework costs as a percentage of sales

10217

4.3

Produce/Manufacture/Deliver product

101735

10217

4.3

Produce/Manufacture/Deliver product

Overhead costs as a percentage of cost of goods

sold
Labor costs as a percentage of cost of goods sold

10217

4.3

Produce/Manufacture/Deliver product

10217

4.3

Produce/Manufacture/Deliver product

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness

Copyright 2014 APQC

102746

100820
100860
100851

Percentage of total value of purchases allocated

among the following submission method:
electronic data interchange
Percentage of total value of purchases allocated
among the following submission method: fax

Material costs as a percentage of cost of goods

sold
Manufacturing controllable cost as a percentage
of revenue

236 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

104010

Total cost to manufacture per $1,000 revenue

100690

Maximum elapsed time it takes to engineer,

select, and negotiate with suppliers and order
materials for customized configuration of nonstandard items (capability model engineer-toorder only)
Engineering change order (ECO) cycle time
Direct labor availability

10217

4.3

Produce/Manufacture/Deliver product

10217

4.3

Produce/Manufacture/Deliver product

Cost
Effectiveness
Cycle Time

10217
10217

4.3
4.3

Produce/Manufacture/Deliver product
Produce/Manufacture/Deliver product

100697
Cycle Time
Process Efficiency 100668

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 100790

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 100104

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 100821

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 101936

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 103113

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 102737

10217

4.3

Produce/Manufacture/Deliver product

Process Efficiency 104217

10217

4.3

Produce/Manufacture/Deliver product

Staff Productivity

104202

Costs of production material handling damage as

a percentage of total material costs
Percentage of total labor used in manufacturing
classified as direct labor
Warranty costs (repair and replacement) as a
percentage of sales
Value of plant shipments per employee

10219

4.5

Manage logistics and warehousing

104111

Total logistics cost as a percentage of sales

10219

4.5

Manage logistics and warehousing

Cost
Effectiveness
Cost
Effectiveness

103505

10219

4.5

Manage logistics and warehousing

Cost
Effectiveness

103506

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
logistics and warehousing" per $1,000 revenue

10219

4.5

Manage logistics and warehousing

Cost
Effectiveness

103509

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

10219

4.5

Manage logistics and warehousing

Cost
Effectiveness

103511

Total cost to perform the process group "manage

logistics and warehousing" per sales order
fulfilled

Copyright 2014 APQC

Inventory obsolescence as a percentage of total

inventory
Asset turns
Personnel turnover rate as percentage of total
work force for the most recent fiscal year
Percentage of defective parts per million

237 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
100509

Metric name

10219

4.5

Manage logistics and warehousing

Cycle Time

10219

4.5

Manage logistics and warehousing

Process Efficiency 100422

10219

4.5

Manage logistics and warehousing

Process Efficiency 100756

10219

4.5

Manage logistics and warehousing

Process Efficiency 100759

10219

4.5

Manage logistics and warehousing

Process Efficiency 100762

10219

4.5

Manage logistics and warehousing

Process Efficiency 100765

10219

4.5

Manage logistics and warehousing

Process Efficiency 100706

10219

4.5

Manage logistics and warehousing

Process Efficiency 100097

10219

4.5

Manage logistics and warehousing

Process Efficiency 101221

Number of FTEs that perform the logistics

process group "manage logistics and
warehousing" excluding "manage returns;
manage reverse logistics" per $1 billion revenue

10219

4.5

Manage logistics and warehousing

Process Efficiency 103097

10219

4.5

Manage logistics and warehousing

Process Efficiency 103099

10219

4.5

Manage logistics and warehousing

Process Efficiency 103101

10219

4.5

Manage logistics and warehousing

Process Efficiency 103103

Number of SKUs for service/repair parts that have

zero sales as a percentage of the total number of
SKUs for service/repair parts
Number of SKUs for typical products that have
zero sales as a percentage of the total number of
SKUs for typical products
Number of SKUs for typical products that have
sales between 101 and 1,000 as a percentage of
the total number of SKUs for typical products
Number of SKUs for typical products that have
sales between 1 and 100 as a percentage of the
total number of SKUs for typical products

Copyright 2014 APQC

Cycle time in hours from receiving a customer's

order to completing the order's preparation
Cost of damaged product as a percentage of
sales
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
Gross value of on-hand balance for typical parts
that have sales or usage between 101 and 1,000
units as a percentage of total gross typical parts
inventory value
Gross value of on-hand balance for typical parts
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 parts
that have sales or usage of more than 1,000 units
as a percentage of total gross typical parts
inventory value
Expedited costs as a percentage of total logistics
process group "manage logistics and
warehousing"
Turnover rate of logistics personnel

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10219

4.5

Manage logistics and warehousing

Process Efficiency 103107

Number of SKUs for service/repair parts that have

sales between 101 and 1,000 as a percentage of
the total number of SKUs for service/repair parts

10219

4.5

Manage logistics and warehousing

Process Efficiency 103109

Number of SKUs for service/repair parts that have

sales between 1 and 100 as a percentage of the
total number of SKUs for service/repair parts

10219

4.5

Manage logistics and warehousing

Process Efficiency 103111

Number of SKUs for service/repair parts that have

sales greater than 1,000 as a percentage of the
total number of SKUs for service/repair parts

10219

4.5

Manage logistics and warehousing

Process Efficiency 103105

10219

4.5

Manage logistics and warehousing

Process Efficiency 102645

Number of SKUs for typical products that have

sales greater than 1,000 as a percentage of the
total number of SKUs for typical products
Percentage of supplier on-time delivery

10219

4.5

Manage logistics and warehousing

Process Efficiency 102625

10219

4.5

Manage logistics and warehousing

Process Efficiency 102586

10219

4.5

Manage logistics and warehousing

Process Efficiency 102362

10219

4.5

Manage logistics and warehousing

Process Efficiency 101940

10219

4.5

Manage logistics and warehousing

Process Efficiency 101878

10219

4.5

Manage logistics and warehousing

Process Efficiency 101880

10219

4.5

Manage logistics and warehousing

Process Efficiency 101882

10219

4.5

Manage logistics and warehousing

Process Efficiency 101884

10219

4.5

Manage logistics and warehousing

Process Efficiency 101886

10219

4.5

Manage logistics and warehousing

Process Efficiency 101888

10219

4.5

Manage logistics and warehousing

Process Efficiency 101890

10219

4.5

Manage logistics and warehousing

Process Efficiency 101892

10219

4.5

Manage logistics and warehousing

Process Efficiency 101894

Copyright 2014 APQC

Percentage of ship from stock orders delivered in

full within 24 hours of order receipt
Percentage of sales orders filled completely from
the primary sourcing location
Percentage of orders expedited
Direct labor as a percentage of total labor used in
the process group "manage logistics and
warehousing"
Percentage of business entity's total number of
expedited orders caused by: documentation
errors
Percentage of expedited orders resulting from
inaccurate demand forecasts
Percentage of expedited orders resulting from
information technology/system failure
Percentage of expedited orders resulting from
late delivery/loss in transit
Percentage of expedited orders resulting from
manufacturing equipment failure
Percentage of expedited orders resulting from
network stock re-balances
Percentage of expedited orders resulting from
other issues
Percentage of expedited orders resulting from
poor transportation planning
Percentage of expedited orders resulting from
production schedule changes

239 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10219

4.5

Manage logistics and warehousing

Process Efficiency 101896

10219

4.5

Manage logistics and warehousing

Process Efficiency 101898

10219

4.5

Manage logistics and warehousing

Process Efficiency 101900

10219

4.5

Manage logistics and warehousing

Supplemental
Information

100744

10219

4.5

Manage logistics and warehousing

Supplemental
Information

100747

10219

4.5

Manage logistics and warehousing

Supplemental
Information

100750

10219

4.5

Manage logistics and warehousing

Supplemental
Information

100753

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

102904

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

102908

Personnel cost to perform the process "develop

sourcing strategies" per $1,000 purchases

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

103266

Systems cost to perform the process "develop

sourcing strategies" per $100,000 revenue

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

103271

Systems cost to perform the process "develop

sourcing strategies" per $100,000 purchases

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

103644

Total cost to perform the process "develop

sourcing strategies" per $1,000 purchases

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

103650

Total cost to perform the process "develop

sourcing strategies" per $1,000 revenue

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

104471

Overhead cost of the process "develop sourcing

strategies" per $1,000 revenue

Copyright 2014 APQC

Percentage of expedited orders resulting from raw

material shortages
Percentage of expedited orders resulting from
unavailable transport equipment
Percentage of expedited orders resulting from
transportation equipment failure
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
parts that have sales or usage between 101 and
1,000 units as a percentage of total gross
service/repair parts inventory value
Gross value of on-hand balance for service/repair
parts that have sales or usage between 1 and 100
units as a percentage of total gross service/repair
parts inventory value
Gross value of on-hand balance for service/repair
parts that have sales or usage of more than 1,000
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

240 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

104472

Other cost of the process "develop sourcing

strategies" per $1,000 revenue

10277

4.2.1

Develop sourcing strategies

Cost
Effectiveness

104473

Outsourced cost of the process "develop sourcing

strategies" per $1,000 revenue

10277

4.2.1

Develop sourcing strategies

Process Efficiency 100666

"Develop sourcing strategies" FTEs as a

percentage of procurement FTEs

10277

4.2.1

Develop sourcing strategies

Process Efficiency 101008

Number of FTEs that perform the process

"develop sourcing strategies" per $1 billion
purchases

10277

4.2.1

Develop sourcing strategies

Process Efficiency 101011

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

103025

Number of FTEs that perform the process

"develop sourcing strategies" per $1 billion
revenue
Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

103029

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

104477

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

104478

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

104479

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

103895

Copyright 2014 APQC

Personnel cost to perform the process "select

suppliers and develop/maintain contracts" per
$1,000 revenue
Overhead cost of the process "select suppliers
and develop/maintain contracts" per $1,000
revenue
Other cost of the process "select suppliers and
develop/maintain contracts" per $1,000 revenue

Outsourced cost of the process "select suppliers

and develop/maintain contracts" per $1,000
revenue
Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
revenue

241 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

103901

Total cost to perform the process "select suppliers

and develop/maintain contracts" per $1,000
purchases

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

103353

Systems cost to perform the process "select

suppliers and develop/maintain contracts" per
$100,000 purchases

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost
Effectiveness

103358

10278

4.2.2

Select suppliers and develop/maintain contracts

Process Efficiency 104250

Systems cost to perform the process "select

suppliers and develop/maintain contracts" per
$100,000 revenue
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue

10278

4.2.2

Select suppliers and develop/maintain contracts

Process Efficiency 103171

"Select suppliers and develop/maintain contracts"

FTEs as a percentage of procurement FTEs

10278

4.2.2

Select suppliers and develop/maintain contracts

Process Efficiency 101138

Number of FTEs that perform the process "select

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

10279

4.2.3

Order materials and services

Cost
Effectiveness

102978

Personnel cost to perform the process "order

materials and services" per $1,000 revenue

10279

4.2.3

Order materials and services

Cost
Effectiveness

102979

Personnel cost to perform the process "order

materials and services" per $1,000 purchases

10279

4.2.3

Order materials and services

Cost
Effectiveness

104474

Overhead cost of the process "order materials

and services" per $1,000 revenue

10279

4.2.3

Order materials and services

Cost
Effectiveness

104475

Other cost of the process "order materials and

services" per $1,000 revenue

10279

4.2.3

Order materials and services

Cost
Effectiveness

104476

Outsourced cost of the process "order materials

and services" per $1,000 revenue

Copyright 2014 APQC

242 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10279

4.2.3

Order materials and services

Cost
Effectiveness

103321

Systems cost to perform the process "order

materials and services" per $100,000 revenue

10279

4.2.3

Order materials and services

Cost
Effectiveness

103323

Systems cost to perform the process "order

materials and services" per $100,000 purchases

10279

4.2.3

Order materials and services

Cost
Effectiveness

103790

Total cost to perform the process "order materials

and services" per $1,000 revenue

10279

4.2.3

Order materials and services

Cost
Effectiveness

103791

Total cost to perform the process "order materials

and services" per $1,000 purchases

10279

4.2.3

Order materials and services

Cost
Effectiveness

103797

Total cost to perform the process "order materials

and services" per purchase order

10279

4.2.3

Order materials and services

Cost
Effectiveness

103799

Total cost to perform the process "order materials

and services" per purchase order line item

10279

4.2.3

Order materials and services

Cycle Time

100639

Cycle time in hours to place a purchase order

10279

4.2.3

Order materials and services

Process Efficiency 101071

Number of FTEs that perform the process "order

materials and services" per $1 billion purchases

10279

4.2.3

Order materials and services

Process Efficiency 101074

Number of FTEs that perform the process "order

materials and services" per $1 billion revenue

10279

4.2.3

Order materials and services

Process Efficiency 101455

"Order materials/services" FTEs as a percentage

of procurement FTEs

10279

4.2.3

Order materials and services

Staff Productivity

101391

Number of purchase order line items processed

per "order materials and services" FTE

10279

4.2.3

Order materials and services

Staff Productivity

101393

Number of purchase orders processed per "order

materials and services" FTE

Copyright 2014 APQC

243 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10280

4.2.4

Manage suppliers

Cost
Effectiveness

102863

Personnel cost to perform the process "appraise

and develop suppliers" per $1,000 purchases

10280

4.2.4

Manage suppliers

Cost
Effectiveness

102867

Personnel cost to perform the process "appraise

and develop suppliers" per $1,000 revenue

10280

4.2.4

Manage suppliers

Cost
Effectiveness

103224

Systems cost to perform the process "appraise

and develop suppliers" per $100,000 purchases

10280

4.2.4

Manage suppliers

Cost
Effectiveness

103229

Systems cost to perform the process "appraise

and develop suppliers" per $100,000 revenue

10280

4.2.4

Manage suppliers

Cost
Effectiveness

103568

Total cost to perform the process "appraise and

develop suppliers" per $1,000 purchases

10280

4.2.4

Manage suppliers

Cost
Effectiveness

103572

Total cost to perform the process "appraise and

develop suppliers" per $1,000 revenue

10280

4.2.4

Manage suppliers

Cost
Effectiveness

104480

Overhead cost of the process "appraise and

develop suppliers" per $1,000 revenue

10280

4.2.4

Manage suppliers

Cost
Effectiveness

104481

Other cost of the process "appraise and develop

suppliers" per $1,000 revenue

10280

4.2.4

Manage suppliers

Cost
Effectiveness

104482

Outsourced cost of the process "appraise and

develop suppliers" per $1,000 revenue

10280

4.2.4

Manage suppliers

Process Efficiency 100985

Number of FTEs that perform the process

"appraise and develop suppliers" per $1 billion
purchases

10280

4.2.4

Manage suppliers

Process Efficiency 100988

10280

4.2.4

Manage suppliers

Process Efficiency 100102

Number of FTEs that perform the process

"appraise and develop suppliers" per $1 billion
revenue
"Appraise and develop suppliers" FTEs as a
percentage of procurement FTEs

Copyright 2014 APQC

244 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
100854

Metric name

10304

4.3.2

Produce product

Cycle Time

10304

4.3.2

Produce product

Process Efficiency 100014

10304

4.3.2

Produce product

Process Efficiency 100251

10304

4.3.2

Produce product

Process Efficiency 100726

10304

4.3.2

Produce product

Process Efficiency 103126

Primary product manufacturing cycle time in

hours
Actual production rate as a percentage of the
maximum capable production rate
Production schedule attainment during a primary
products planning period
Finished-product first-pass quality yield for
primary products
Raw material inventory days of supply

10304

4.3.2

Produce product

Process Efficiency 104221

Work-in-process (WIP) inventory days of supply

10304

4.3.2

Produce product

Process Efficiency 104225

Work-in-process (WIP) inventory turn rate

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

103600

Total cost to perform the process "define logistics

strategy" per process FTE

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

103606

Total cost to perform the process "define logistics

strategy" per $1,000 revenue

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

103241

Systems cost to perform the process "define

logistics strategy" per $100,000 revenue

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

102880

Personnel cost to perform the process "define

logistics strategy" per $1,000 revenue

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

101673

Overhead cost to perform the process "define

logistics strategy" per $1,000 revenue

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

101470

Other cost to perform the process "define logistics

strategy" per $1,000 revenue

10338

4.5.1

Define logistics strategy

Cost
Effectiveness

101542

Outsourced cost to perform the process "define

logistics strategy" per $1,000 revenue

10338

4.5.1

Define logistics strategy

Process Efficiency 101224

Copyright 2014 APQC

Number of FTEs that perform the process "define

logistics strategy" per $1 billion revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10338

4.5.1

Define logistics strategy

Process Efficiency 100648

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

101510

Other cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

101578

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

101713

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

102994

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

103333

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

103819

Outsourced cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue
Overhead cost to perform the process "plan and
manage inbound material flow" per $1,000
revenue
Personnel cost to perform the process "plan and
manage inbound material flow" per $1,000
revenue
Systems cost to perform the process "plan and
manage inbound material flow" per $100,000
revenue
Total cost to perform the process "plan and
manage inbound material flow" per process FTE

10339

4.5.2

Plan and manage inbound material flow

Cost
Effectiveness

103822

10339

4.5.2

Plan and manage inbound material flow

Process Efficiency 103075

10339

4.5.2

Plan and manage inbound material flow

Process Efficiency 101235

Copyright 2014 APQC

"Define logistics strategy" FTEs as a percentage

of logistics FTEs

Total cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue
"Plan and manage inbound material flow" FTEs
as a percentage of logistics FTEs

Number of FTEs that perform the process "plan

and manage inbound material flow" per $1 billion
revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10340

4.5.3

Operate warehousing

Cost
Effectiveness

101571

Outsourced cost to perform the process "operate

warehousing" per $1,000 revenue

10340

4.5.3

Operate warehousing

Cost
Effectiveness

101507

Other cost to perform the process "operate

warehousing" per $1,000 revenue

10340

4.5.3

Operate warehousing

Cost
Effectiveness

102975

Personnel cost to perform the process "operate

warehousing" per $1,000 revenue

10340

4.5.3

Operate warehousing

Cost
Effectiveness

101710

Overhead cost to perform the process "operate

warehousing" per $1,000 revenue

10340

4.5.3

Operate warehousing

Cost
Effectiveness

103780

10340

4.5.3

Operate warehousing

Cost
Effectiveness

103781

Total cost to perform the process "operate

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

10340

4.5.3

Operate warehousing

Cost
Effectiveness

103784

Total cost to perform the process "operate

warehousing" per $1,000 revenue

10340

4.5.3

Operate warehousing

103788

10340

4.5.3

Operate warehousing

Cost
Effectiveness
Cost
Effectiveness

Total cost to perform the process "operate

warehousing" per sales order
Systems cost to perform the process "operate
warehousing" per $100,000 revenue

10340

4.5.3

Operate warehousing

Cycle Time

103072

10340

4.5.3

Operate warehousing

Cycle Time

100677

10340

4.5.3

Operate warehousing

Process Efficiency 100712

Pick-to-ship cycle time in hours for customer

orders
Dock-to-stock cycle time in hours for supplier
deliveries
Field finished goods inventory days of supply

10340

4.5.3

Operate warehousing

Process Efficiency 100792

Inventory value per $1,000 total revenue

10340

4.5.3

Operate warehousing

Process Efficiency 100781

Inventory accuracy

10340

4.5.3

Operate warehousing

Process Efficiency 100011

Warehouse slot utilization

10340

4.5.3

Operate warehousing

Process Efficiency 101445

Order fill rate

10340

4.5.3

Operate warehousing

Process Efficiency 101450

Order line fill rate

Copyright 2014 APQC

103319

247 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10340

4.5.3

Operate warehousing

Process Efficiency 101439

"Operate warehousing" FTEs as a percentage of

logistics FTEs

10340

4.5.3

Operate warehousing

Process Efficiency 101231

Number of FTEs that perform the process

"operate warehousing" per $1 billion revenue

10340

4.5.3

Operate warehousing

Process Efficiency 102628

Percentage of SKUs tracked by radio frequency

10340

4.5.3

Operate warehousing

Process Efficiency 103181

On-site finished goods inventory days of supply

10340

4.5.3

Operate warehousing

Process Efficiency 104172

Unit fill rate

10340

4.5.3

Operate warehousing

Staff Productivity

100882

Number of sales order line items filled per

"operate warehousing" FTE

10340

4.5.3

Operate warehousing

Staff Productivity

100888

Number of sales orders filled per "operate

warehousing" FTE

10340

4.5.3

Operate warehousing

102067

10341

4.5.4

Operate outbound transportation

Supplemental
Information
Cost
Effectiveness

Percentage of finished goods inventory requiring

special handling or storage
Overhead cost to perform the process "operate
outbound transportation" per $1,000 revenue

10341

4.5.4

Operate outbound transportation

103083

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness
Cost
Effectiveness

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

101505

Other cost to perform the process "operate

outbound transportation" per $1,000 revenue

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

101569

Outsourced cost to perform the process "operate

outbound transportation" per $1,000 revenue

Copyright 2014 APQC

101708

102972

Premium freight charges as a percentage of total

freight charges
Personnel cost to perform the process "operate
outbound transportation" per $1,000 revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

100739

Freight cost to perform the process "operate

outbound transportation" as a percentage of the
total logistics process group "manage logistics
and warehousing" excluding "manage returns;
manage reverse logistics" cost

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

100742

Freight cost to perform the process "operate

outbound transportation" per $1,000 revenue

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

103317

Systems cost to perform the process "operate

outbound transportation" per $100,000 revenue

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

103770

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

103771

Total cost to perform the process "operate

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

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

103774

Total cost to perform the process "operate

outbound transportation" per $1,000 revenue

10341

4.5.4

Operate outbound transportation

Cost
Effectiveness

103778

Total cost to perform the process "operate

outbound transportation" per sales order

10341

4.5.4

Operate outbound transportation

Cycle Time

100520

Customer shipment to delivery cycle time in days

10341

4.5.4

Operate outbound transportation

Process Efficiency 100004

Accurate documentation rate

10341

4.5.4

Operate outbound transportation

Process Efficiency 101437

"Operate outbound transportation" FTEs as a

percentage of logistics FTEs

10341

4.5.4

Operate outbound transportation

Process Efficiency 101227

10341

4.5.4

Operate outbound transportation

Process Efficiency 102832

Number of FTEs that perform the process

"operate outbound transportation" per $1 billion
revenue
Perfect condition rate

Copyright 2014 APQC

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10341

4.5.4

Operate outbound transportation

Process Efficiency 102573

Percentage of sales orders delivered on time

10341

4.5.4

Operate outbound transportation

Process Efficiency 102597

10341

4.5.4

Operate outbound transportation

Process Efficiency 102600

10341

4.5.4

Operate outbound transportation

Process Efficiency 102366

10341

4.5.4

Operate outbound transportation

Process Efficiency 102375

10341

4.5.4

Operate outbound transportation

Process Efficiency 102357

10341

4.5.4

Operate outbound transportation

Process Efficiency 102082

10341

4.5.4

Operate outbound transportation

102592

10341

4.5.4

Operate outbound transportation

Supplemental
Information
Supplemental
Information

Percentage of sales orders shipped as part of fullload shipments

Percentage of sales orders shipped on core
carriers
Percentage of orders shipped complete and on
time
Percentage of outbound transport containers with
multiple-customer orders
Percentage of orders delivered complete and on
time
Full trailer-load or full container-load capacity
utilization
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

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

102959

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

101702

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

101564

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

101500

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

103743

Total cost to perform the process "manage

returns; manage reverse logistics" per process
FTE

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

103747

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

103751

Total cost to perform the process "manage

returns; manage reverse logistics" per $1,000
revenue
Total cost to perform the process "manage
returns; manage reverse logistics" per sales order

Copyright 2014 APQC

103081

Personnel cost to perform the process "manage

returns; manage reverse logistics" per $1,000
revenue
Overhead cost to perform the process "manage
returns; manage reverse logistics" per $1,000
revenue
Outsourced cost to perform the process "manage
returns; manage reverse logistics" per $1,000
revenue
Other cost to perform the process "manage
returns; manage reverse logistics" per $1,000
revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

103755

10342

4.5.5

Manage returns; manage reverse logistics

Cost
Effectiveness

103306

10342
10342

4.5.5
4.5.5

Manage returns; manage reverse logistics

Manage returns; manage reverse logistics

103155
Cycle Time
Process Efficiency 102828

10342

4.5.5

Manage returns; manage reverse logistics

Process Efficiency 102266

10342

4.5.5

Manage returns; manage reverse logistics

Process Efficiency 101913

10342

4.5.5

Manage returns; manage reverse logistics

Process Efficiency 101063

10342

4.5.5

Manage returns; manage reverse logistics

Process Efficiency 104208

10342

4.5.5

Manage returns; manage reverse logistics

102467

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

10342

4.5.5

Manage returns; manage reverse logistics

Supplemental
Information

102482

10342

4.5.5

Manage returns; manage reverse logistics

102485

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

10342

4.5.5

Manage returns; manage reverse logistics

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2014 APQC

102470
102473
102476
102479

102488
102492
102496
102500
102503

Metric name
Total cost to perform the process "manage
returns; manage reverse logistics" per sales order
line item
Systems cost to perform the process "manage
returns; manage reverse logistics" per $100,000
revenue
Return processing cycle time in days
Percentage of returned product flowing through
the same logistics network as primary products
Percentage of logistics costs associated with the
physical transportation, storage, or handling of
returned product
Percentage of corrective actions for customer
complaints that are completed within 15 days
Number of FTEs that perform the process
"manage returns; manage reverse logistics" per
$1 billion revenue
Value of returned products as a percentage of
sales
Percentage of returned goods that are donated
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 returned goods that are
repackaged and resold through a secondary
channel
Percentage of returned goods that are resold asis through a secondary channel
Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due to
disposal requirements
Percentage of total returns flow generated due to
field service/corrective action
Percentage of total returns flow generated due to
marketing returns
Percentage of total returns flow generated due to
other events

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

Supplemental
Information
Manage returns; manage reverse logistics
Supplemental
Information
Manage returns; manage reverse logistics
Supplemental
Information
Manage returns; manage reverse logistics
Supplemental
Information
Manage returns; manage reverse logistics
Supplemental
Information
Develop customer care/customer service strategy Cost
Effectiveness

102506

5.1

Develop customer care/customer service strategy Cost

Effectiveness

101668

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

101465

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

101538

Outsourced cost to perform the process "develop

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

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

103234

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

103581

Systems cost to perform the process "develop

customer care/customer service strategy" per
$100,000 revenue
Total cost to perform the process group "develop
customer care/customer service strategy" per
process FTE

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

103585

Total cost to perform the process group "develop

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

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

103589

10378

5.1

Develop customer care/customer service strategy Cost

Effectiveness

103593

Total cost to perform the process group "develop

customer care/customer service strategy" per
sales order
Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order line item

10342

4.5.5

10342

4.5.5

10342

4.5.5

10342

4.5.5

10342

4.5.5

10378

5.1

10378

Manage returns; manage reverse logistics

Copyright 2014 APQC

102509
102513
102517
102521
102873

Percentage of total returns flow generated due to

reclamation of leased products
Percentage of total returns flow generated due to
reusable packaging
Percentage of total returns flow generated due to
stock-balancing/marketing returns
Percentage of total returns flow generated due to
transit damage
Percentage of total returns flow generated due to
warranty/end-of-life returns
Personnel cost to perform the process "develop
customer care/customer service strategy" per
$1,000 revenue
Overhead cost to perform the process "develop
customer care/customer service strategy" per
$1,000 revenue
Other cost of the process group "develop
customer care/customer service strategy" per
$1,000 revenue

252 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10378

5.1

Develop customer care/customer service strategy Process Efficiency 100992

10378

5.1

104538

10379

5.2

Develop customer care/customer service strategy Supplemental

Information
Plan and manage customer service operations
Cost
Effectiveness

10379

5.2

Plan and manage customer service operations

104152

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness
Cost
Effectiveness

103727

Total cost to perform the processes "manage

customer requests/inquiries" and "manage
customer complaints" per customer service FTE

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

103931

Total cost to perform the processes "manage

customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101523

Other cost to perform the processes "manage

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

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101526

Other cost to perform the processes "manage

customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101527

Other cost to perform the processes "manage

customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101609

Outsourced cost to perform the processes

"manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue

Copyright 2014 APQC

104502

Number of FTEs that perform the process group

"develop customer care/customer service
strategy" per $1 billion revenue
Number of languages supported at the business
entity
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" per web selfservice contact
Total revenue per inbound contact

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

100012

Centrally managed systems cost to perform the

processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

100401

Centrally managed systems cost to perform the

processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

100403

Centrally managed systems cost to perform the

processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

100409

Contact center systems cost to perform the

processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

100410

Contact center systems cost to perform the

processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

100411

Contact center systems cost to perform the

processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101633

Outsourced cost to perform the processes

"manage sales orders", "manage customer
service requests/inquiries", and "manage
customer complaints" per $1,000 revenue

Copyright 2014 APQC

254 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101634

Outsourced cost to perform the processes

"manage sales orders", "manage customer
service requests/inquiries", and "manage
customer complaints" per active customer

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101635

Outsourced cost to perform the processes

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

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101636

Outsourced cost to perform the processes

"manage customer requests/inquiries" and
"manage customer complaints" as a percentage
of the total cost of the processes

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101640

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101641

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101642

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101729

Outsourced cost to perform the processes

"manage customer service requests/inquiries"
and "manage customer complaints" per inbound
call received through IVR DTMF
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" per call
received through IVR speech
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" per web
transactions contact
Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

101730

Overhead cost to perform the processes "manage

customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379

5.2

Plan and manage customer service operations

101756

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness
Cost
Effectiveness

Business to business inbound calls as a

percentage of total inbound calls
Business to consumer inbound calls as a
percentage of total inbound calls

Copyright 2014 APQC

101757

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

102946

Personnel cost to perform the processes

"manage customer requests/inquiries" and
"manage customer complaints" per process FTE

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

102932

Personnel cost to perform the processes

"manage sales orders", "manage customer
service requests/inquiries", and "manage
customer complaints" per business entity FTE

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

103048

Personnel cost to perform the processes

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

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

103049

Personnel cost to perform the processes

"manage customer requests/inquiries" and
"manage customer complaints" as a percentage
of the total cost to perform the processes

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

103050

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

103046

Personnel cost to perform the processes

"manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue
Personnel cost to perform the processes
"manage sales orders", "manage customer
service requests/inquiries", and "manage
customer complaints" per $1,000 revenue

10379

5.2

Plan and manage customer service operations

Cost
Effectiveness

103047

Copyright 2014 APQC

Personnel cost to perform the processes

"manage sales orders", "manage customer
service requests/inquiries", and "manage
customer complaints" per active customer

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Cycle Time

103145

Response time for inbound requests coming from

e-mail

10379

5.2

Plan and manage customer service operations

Cycle Time

103146

10379

5.2

Plan and manage customer service operations

Cycle Time

103147

Response time for inbound requests coming from

fax
Response time for inbound requests coming from
postal mail

10379

5.2

Plan and manage customer service operations

Cycle Time

100124

Call handling time in seconds

10379

5.2

Plan and manage customer service operations

Cycle Time

100321

Speed of answer in seconds for agent queue calls

10379

5.2

Plan and manage customer service operations

Cycle Time

103463

Time in seconds to inbound calls abandoned

10379

5.2

Plan and manage customer service operations

Cycle Time

104514

Contact handling time in seconds

10379

5.2

Plan and manage customer service operations

Process Efficiency 104192

10379

5.2

Plan and manage customer service operations

Process Efficiency 104561

10379

5.2

Plan and manage customer service operations

Process Efficiency 104512

Percentage of inbound contacts through "other"

channels outsourced to a third-party provider

10379

5.2

Plan and manage customer service operations

Process Efficiency 104513

Percentage of inbound phone contacts

outsourced to a third-party provider

10379

5.2

Plan and manage customer service operations

Process Efficiency 100320

Seat utilization

10379

5.2

Plan and manage customer service operations

Process Efficiency 100389

Bridge rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 100392

Call agent availability rate

Copyright 2014 APQC

Agent FTEs evaluated using

sliding/interdependent agent targets as a
percentage of all agent FTEs
Number of agent FTEs per direct supervisor FTE

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Process Efficiency 100393

Call agent occupancy rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 100394

Call agent utilization rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 100020

Agent schedule adherence

10379

5.2

Plan and manage customer service operations

Process Efficiency 100780

IVR speech recognition rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 100729

First call resolution rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 101194

Number of FTEs who perform the customer

service function per $1 billion revenue

10379

5.2

Plan and manage customer service operations

Process Efficiency 100898

Number of contact center seats per contact center

10379

5.2

Plan and manage customer service operations

Process Efficiency 103118

Direct supervisors per agent FTE

10379

5.2

Plan and manage customer service operations

Process Efficiency 102792

10379

5.2

Plan and manage customer service operations

Process Efficiency 102603

Percentage of transferred calls that are

misdirected
DTMF IVR self-service resolution rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 102604

IVR speech self-service resolution rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 102605

Web transactions self-service resolution rate

10379

5.2

Plan and manage customer service operations

Process Efficiency 102721

10379

5.2

Plan and manage customer service operations

Process Efficiency 102722

10379

5.2

Plan and manage customer service operations

Process Efficiency 101857

Percentage of active customers with active web

accounts
Transferred calls as a percentage of total inbound
calls
Percentage of web chat or instant messaging
contacts outsourced to a third-party provider

10379

5.2

Plan and manage customer service operations

Process Efficiency 101859

Copyright 2014 APQC

Percentage of inbound postal mail contacts

outsourced to a third-party provider

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Process Efficiency 101860

Percentage of inbound web transaction contacts

outsourced to a third-party provider

10379

5.2

Plan and manage customer service operations

Process Efficiency 101852

Percentage of inbound email contacts outsourced

to a third-party provider

10379

5.2

Plan and manage customer service operations

Process Efficiency 101910

10379

5.2

Plan and manage customer service operations

Process Efficiency 101911

10379

5.2

Plan and manage customer service operations

Process Efficiency 102103

10379

5.2

Plan and manage customer service operations

Process Efficiency 102104

10379

5.2

Plan and manage customer service operations

Process Efficiency 102100

10379

5.2

Plan and manage customer service operations

Process Efficiency 102129

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

10379

5.2

Plan and manage customer service operations

Staff Productivity

104121

Inbound live agent calls per agent FTE

10379

5.2

Plan and manage customer service operations

Staff Productivity

104123

Inbound contacts per agent FTE

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104520

Africa contact center employees as a percentage

of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104521

Australia and New Zealand contact center

employees as a percentage of total contact center
employees

Copyright 2014 APQC

259 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104522

Central Europe contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104523

Central/South America contact center employees

as a percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104524

China, Russia, and Central Asia contact center

employees as a percentage of total contact center
employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104525

East Asia contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104526

Eastern Europe contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

104532

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

Supplemental
Information
Supplemental
Information
Supplemental
Information

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
percentage of total inbound contacts

Copyright 2014 APQC

104533
104534

260 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104535

Inbound contacts related to order modification or

inquiry as a percentage of total inbound contacts

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104536

Middle East contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104537

Nordic countries contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104542

South Asia contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104543

Southeast Asia contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104544

Southern Europe contact center employees as a

percentage of total contact center employees

Copyright 2014 APQC

261 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104545

US contact center employees as a percentage of

total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

104546

Western Europe contact center employees as a

percentage of total contact center employees

10379

5.2

Plan and manage customer service operations

Supplemental
Information

102102

Number of inbound calls for the customer service

function as a percentage of total inbound calls

10379

5.2

Plan and manage customer service operations

102105

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

10379

5.2

Plan and manage customer service operations

Supplemental
Information

102109

Inbound contacts received via phone as a

percentage of total inbound contacts
Inbound contacts received via email as a
percentage of total inbound contacts
Inbound contacts received via fax as a
percentage of total inbound contacts
Inbound contacts received via web chat or instant
messaging as a percentage of total inbound
contacts
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 of total inbound contacts

10379

5.2

Plan and manage customer service operations

102110

10379

5.2

Plan and manage customer service operations

Supplemental
Information
Supplemental
Information

10379

5.2

Plan and manage customer service operations

102091

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2014 APQC

102106
102107
102108

102111

102092
102093

Inbound contacts received via postal mail as a

percentage of total inbound contacts
Inbound contacts received via web self-service as
a percentage of total inbound contacts
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

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Process
Element Hierarchy
ID
ID

Process element

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10379

5.2

Plan and manage customer service operations

10380

5.3

10383

5.1.3

Measure and evaluate customer service

operations
Establish service levels for customers

10387

5.2.1

10387

Metric Category

Metric ID

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102094

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Process Efficiency

102099

102095
102096
102097
102098

101853
101854
101855
101856
101858
100495

Metric name
Inbound calls related to billing as a percentage of
total inbound calls
Inbound calls related to complaints as a
percentage of total inbound calls
Inbound calls related to new orders as a
percentage of total inbound calls
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
percentage of total inbound calls
Inbound contacts related to technical support as a
percentage of total inbound contacts
Percentage of inbound fax contacts outsourced to
a third-party provider
Percentage of inbound IVR DTMF contacts
outsourced to a third-party provider
Percentage of inbound IVR speech contacts
outsourced to a third-party provider
Percentage of inbound live agent call contacts
outsourced to third-party provider
Percentage of inbound contacts through "other"
channels outsourced to a third-party provider
Customer attrition (or churn) rate

Process Efficiency 103177

Call service level

Plan and manage customer service work force

Process Efficiency 100735

Forecast accuracy for long-term planning

5.2.1

Plan and manage customer service work force

Process Efficiency 100736

Forecast accuracy for short-term planning

10388

5.2.2

Manage customer service requests/inquiries

Cycle Time

104515

Response time in minutes for call backs

10388

5.2.2

Manage customer service requests/inquiries

Cycle Time

104516

Response time in minutes for SMS

10388

5.2.2

Manage customer service requests/inquiries

Cycle Time

104517

Response time in minutes for social media

10388

5.2.2

Manage customer service requests/inquiries

Cycle Time

104518

Response time in minutes for web chat or instant

messaging including virtual agents

10388

5.2.2

Manage customer service requests/inquiries

Cycle Time

104519

Talk time in seconds, including agent hold time

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263 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104503

First contact resolution rate for contacts received

through "other" channels

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104504

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104505

First contact resolution rate for dedicated mobile

applications ("apps")
First contact resolution rate for email contacts

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104506

First contact resolution rate for phone contacts

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104507

First contact resolution rate for postal mail

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104508

First contact resolution rate for SMS

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104509

First contact resolution rate for social media

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104510

10388

5.2.2

Manage customer service requests/inquiries

Process Efficiency 104511

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104528

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104529

First contact resolution rate for web chat or instant

messaging including virtual agents
First contact resolution rate for web self-service
contacts
Inbound contacts for the process "manage
customer service" as a percentage of total
inbound contacts
Inbound contacts received via dedicated mobile
app as a percentage of total inbound contacts

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104530

Inbound contacts received via SMS as a

percentage of total inbound contacts

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104531

Inbound contacts received via social media as a

percentage of total inbound contacts

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104539

Percentage of inbound dedicated mobile app

contacts outsourced to a third-party provider

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264 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104540

Percentage of inbound SMS contacts outsourced

to a third-party provider

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information

104541

Percentage of inbound social media contacts

outsourced to a third-party provider

10388

5.2.2

Manage customer service requests/inquiries

104618

10388

5.2.2

Manage customer service requests/inquiries

10388

5.2.2

Manage customer service requests/inquiries

10388

5.2.2

Manage customer service requests/inquiries

10388

5.2.2

Manage customer service requests/inquiries

10388

5.2.2

Manage customer service requests/inquiries

10388

5.2.2

Manage customer service requests/inquiries

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Inbound requests received via phone as a

percentage of total inbound requests
Inbound requests received via email as a
percentage of total inbound requests
Inbound requests received via employee portal as
a percentage of total inbound requests
Inbound requests received via vendor portal as a
percentage of total inbound requests
Inbound requests received via chat as a
percentage of total inbound requests
Inbound requests received via walk-up as a
percentage of total inbound requests
Inbound requests received via other channels as
a percentage of total inbound requests

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness

104067

Personnel cost to perform the process group

"recruit, source, and select employees" per new
hire

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness

104071

Personnel cost to perform the process group

"recruit, source, and select employees" per
business entity employee

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness

104093

Systems cost to perform process group "recruit,

source, and select employees" per $1,000
revenue

Copyright 2014 APQC

104619
104620
104621
104622
104623
104624

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness

104060

Personnel cost to perform the process group

"recruit, source, and select employees" per
$1,000 revenue

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness

103877

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness

103956

10410

6.2

Recruit, source, and select employees

103958

10410

6.2

Recruit, source, and select employees

Cost
Effectiveness
Cycle Time

10410

6.2

Recruit, source, and select employees

Cycle Time

100569

10410

6.2

Recruit, source, and select employees

Cycle Time

100304

Total cost to perform the process group "recruit,

source, and select employees" per $1,000
revenue
Total cost to perform the process group "recruit,
source, and select employees" per business entity
employee
Total cost to perform the process group "recruit,
source, and select employees" per new hire
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
Response time in hours for non-routine "recruit,
source, and select employees" inquiries

10410

6.2

Recruit, source, and select employees

Cycle Time

100306

10410

6.2

Recruit, source, and select employees

Process Efficiency 100869

10410

6.2

Recruit, source, and select employees

Process Efficiency 101123

10410

6.2

Recruit, source, and select employees

Process Efficiency 102613

10410

6.2

Recruit, source, and select employees

Process Efficiency 104495

10410

6.2

Recruit, source, and select employees

Process Efficiency 104496

10410

6.2

Recruit, source, and select employees

Process Efficiency 104497

10410

6.2

Recruit, source, and select employees

Staff Productivity

Copyright 2014 APQC

100565

101401

Response time in hours for routine "recruit,

source, and select employees" inquiries
New hire satisfaction rate for the recruiting
process
Number of FTEs that perform process group
"recruit, source, and select employees" per $1
billion revenue
Percentage of senior management/executive
positions filled by internal promotion for the past 3
years
Percentage of job offers made to senior
management/executive candidates that are
ultimately accepted
Percentage of job offers made to middle
management/specialist candidates that are
ultimately accepted
Percentage of job offers made to operational
worker/office staff candidates that are ultimately
accepted
Number of routine "recruit, source, and select
employees" inquiries per business entity
employee

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Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10410

6.2

Recruit, source, and select employees

Staff Productivity

101348

Number of new hires per "recruit, source, and

select employees" FTE

10410

6.2

Recruit, source, and select employees

Staff Productivity

101365

Number of non-routine "recruit, source, and select

employees" inquiries per business entity
employee

10410

6.2

Recruit, source, and select employees

Staff Productivity

100493

10410

6.2

Recruit, source, and select employees

Supplemental
Information

100029

Number of business entity employees per "recruit,

source, and select business entity employees"
FTE
Other cost to perform the process group "recruit,
source, and select employees" as a percentage of
total cost to perform the process

10410

6.2

Recruit, source, and select employees

Supplemental
Information

100083

Systems cost to perform the process group

"recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

10410

6.2

Recruit, source, and select employees

Supplemental
Information

100062

Personnel cost to perform the process group

"recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

10410

6.2

Recruit, source, and select employees

Supplemental
Information

100046

Overhead cost to perform the process group

"recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101342

Middle management/specialists new hires as a

percentage of total new hires

10410

6.2

Recruit, source, and select employees

101344

10410

6.2

Recruit, source, and select employees

10410

6.2

Recruit, source, and select employees

Supplemental
Information
Supplemental
Information
Supplemental
Information

Operational workers/office staff new hires as a

percentage of total new hires
Senior management/executives new hires as a
percentage of total new hires
Percentage of new hires that originated from
employee referrals

Copyright 2014 APQC

101346
101837

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101801

Percentage of "recruit, source, and select

employees" inquiries received that are nonroutine

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101802

Percentage of "recruit, source, and select

employees" inquiries received that are routine

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101803

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101804

Percentage of "recruit, source, and select

employees" inquiries received via digital
communication channels
Percentage of "recruit, source, and select
employees" inquiries received via e-mail

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101805

Percentage of "recruit, source, and select

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

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101806

Percentage of "recruit, source, and select

employees" inquiries received via face-to-face

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101808

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101809

Percentage of "recruit, source, and select

employees" inquiries received via non-digital
communication channels
Percentage of "recruit, source, and select
employees" inquiries received via phone

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101824

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101821

10410

6.2

Recruit, source, and select employees

Supplemental
Information

101637

Copyright 2014 APQC

Percentage of "reward and retain employees"

inquiries received via non-digital communication
channels
Percentage of "reward and retain employees"
inquiries received via digital communication
channels
Outsourced cost of the process group "recruit,
source, and select employees" as a percentage of
the total cost to perform the process group

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Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10410

6.2

Recruit, source, and select employees

Supplemental
Information

102297

Percentage of middle management/specialist

positions filled by internal promotion for the past 3
years

10410

6.2

Recruit, source, and select employees

104498

10410

6.2

Recruit, source, and select employees

10410

6.2

Recruit, source, and select employees

10411

6.3

Develop and counsel employees

Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost
Effectiveness

Permanent full-time new hires as a percentage of

total new hires
Permanent part-time new hires as a percentage
of total new hires
Contingent new hires as a percentage of total
new hires
Personnel cost to perform the processes
"manage employee development" and "develop
and train employees" per $1,000 revenue

10411

6.3

Develop and counsel employees

Cost
Effectiveness

104052

Personnel cost to perform the processes

"manage employee development" and "develop
and train employees" per business entity
employee

10411

6.3

Develop and counsel employees

Cost
Effectiveness

104054

Personnel cost to perform the processes

"manage employee orientation and deployment,"
"manage employee performance," and "manage
employee relations" per $1,000 revenue

10411

6.3

Develop and counsel employees

Cost
Effectiveness

104057

Personnel cost to perform the processes

"manage employee orientation and deployment,"
"manage employee performance," and "manage
employee relations" per business entity employee

10411

6.3

Develop and counsel employees

Cost
Effectiveness

104581

Personnel cost to perform the process group

"develop and counsel employees" per $1,000
revenue

Copyright 2014 APQC

104499
104500
104049

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10411

6.3

Develop and counsel employees

Cost
Effectiveness

104582

Personnel cost to perform the process group

"develop and counsel employees" per business
entity employee

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103935

Total cost to perform the process group "develop

and counsel employees" per business entity
employee

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103623

Systems cost to perform the process group

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

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103624

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103628

Overhead and other costs to perform the process

group "develop and counsel employees" as a
percentage of the total cost to perform the
process group
Outsourced cost of the process group "develop
and counsel employees" as a percentage of the
total cost to perform the process group

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103630

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103634

10411

6.3

Develop and counsel employees

Cost
Effectiveness

103484

Copyright 2014 APQC

Total cost to perform the processes "manage

employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue
Total cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per business entity employee
Total cost for the learning management system
per employee attending classroom or e-learning
training

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10411

6.3

Develop and counsel employees

Cost
Effectiveness

101434

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"

10411

6.3

Develop and counsel employees

Cost
Effectiveness

100125

Cost to maintain and support the learning

management system per employee dedicated to
the activity

10411

6.3

Develop and counsel employees

Cost
Effectiveness

100110

Learning management system consultancy/thirdparty cost per employee attending classroom or elearning training

10411

6.3

Develop and counsel employees

Cost
Effectiveness

100111

Learning management system hardware cost per

employee attending classroom or e-learning
training

10411

6.3

Develop and counsel employees

Cost
Effectiveness

100112

Learning management system software cost per

employee attending classroom or e-learning
training

10411

6.3

Develop and counsel employees

Cost
Effectiveness

100113

Learning management system upgrade and

maintenance cost per employee attending
classroom or e-learning training

10411

6.3

Develop and counsel employees

Cost
Effectiveness

100133

Cost to maintain and support the learning

management system per temporary
staff/contractor dedicated to the activity

10411

6.3

Develop and counsel employees

Cycle Time

100293

Response time in hours for non-routine "develop

and counsel employees" inquiries

10411

6.3

Develop and counsel employees

Cycle Time

100295

Response time in hours for routine "develop and

counsel employees" inquiries

10411

6.3

Develop and counsel employees

Process Efficiency 100999

Copyright 2014 APQC

Number of FTEs that perform process group

"develop and counsel employees" per $1 billion
revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10411

6.3

Develop and counsel employees

Process Efficiency 101000

10411

6.3

Develop and counsel employees

Process Efficiency 101004

10411

6.3

Develop and counsel employees

Staff Productivity

101399

10411

6.3

Develop and counsel employees

Staff Productivity

101363

10411

6.3

Develop and counsel employees

Staff Productivity

100484

Personnel cost to perform the process group

"develop and counsel employees" per $1,000
revenue

10411

6.3

Develop and counsel employees

Staff Productivity

100485

10411

6.3

Develop and counsel employees

Staff Productivity

100486

10411

6.3

Develop and counsel employees

Supplemental
Information

100048

Personnel cost to perform the process group

"develop and counsel employees" per business
entity employee
Personnel cost to perform the process group
"develop and counsel employees" as a
percentage of the total cost to perform the
process group
Overhead cost to perform the processes "manage
employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

10411

6.3

Develop and counsel employees

Supplemental
Information

100050

Copyright 2014 APQC

Number of FTEs that perform processes "manage

employee development" and "develop and train
employees" per $1 billion revenue
Number of FTEs that perform processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1 billion revenue
Number of routine "develop and counsel
employees" inquiries per business entity
employee
Number of non-routine "develop and counsel
employees" inquiries per business entity
employee

Overhead cost to perform the processes "manage

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

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10411

6.3

Develop and counsel employees

Supplemental
Information

100064

Personnel cost to perform the processes

"manage employee development" and "develop
and train employees" as a percentage of the total
cost to perform the processes

10411

6.3

Develop and counsel employees

Supplemental
Information

100068

Personnel cost to perform the processes

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

10411

6.3

Develop and counsel employees

Supplemental
Information

100085

Systems cost to perform the processes "manage

employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

10411

6.3

Develop and counsel employees

Supplemental
Information

100087

Systems cost to perform the processes "manage

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

10411

6.3

Develop and counsel employees

Supplemental
Information

100037

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

Copyright 2014 APQC

273 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10411

6.3

Develop and counsel employees

Supplemental
Information

100031

Other cost to perform the processes "manage

employee development" and "develop and train
employees" as a percentage of total cost to
perform the processes

10411

6.3

Develop and counsel employees

Supplemental
Information

101644

10411

6.3

Develop and counsel employees

Supplemental
Information

101646

10411

6.3

Develop and counsel employees

Supplemental
Information

101777

Outsourced cost of the processes "manage

employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes
Outsourced cost of the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes
Percentage of "develop and counsel employees"
inquiries received that are routine

10411

6.3

Develop and counsel employees

Supplemental
Information

101778

Percentage of "develop and counsel employees"

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

10411

6.3

Develop and counsel employees

Supplemental
Information

101779

Percentage of "develop and counsel employees"

inquiries received via digital communication
channels

10411

6.3

Develop and counsel employees

101780

10411

6.3

Develop and counsel employees

Supplemental
Information
Supplemental
Information

Percentage of "develop and counsel employees"

inquiries received via e-mail
Percentage of "develop and counsel employees"
inquiries received via face-to-face

10411

6.3

Develop and counsel employees

Supplemental
Information

101782

Percentage of "develop and counsel employees"

inquiries received via non-digital communication
channels

10411

6.3

Develop and counsel employees

Supplemental
Information

101783

Percentage of "develop and counsel employees"

inquiries received via phone

Copyright 2014 APQC

101781

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10411

6.3

Develop and counsel employees

Supplemental
Information

101784

Percentage of "develop and counsel employees"

inquiries received that are non-routine

10411

6.3

Develop and counsel employees

Supplemental
Information

104587

Personnel cost to perform the process group

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

10411

6.3

Develop and counsel employees

Supplemental
Information

104588

Systems cost to perform the process group

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

10411

6.3

Develop and counsel employees

Supplemental
Information

104589

Overhead and other costs to perform the process

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

10411

6.3

Develop and counsel employees

Supplemental
Information

104590

10412

6.5

Reward and retain employees

Cost
Effectiveness

103894

Outsourced cost of the process group "develop

and counsel employees" as a percentage of the
total cost to perform the process group
Total cost to perform the process group "reward
and retain employees" per $1,000 revenue

10412

6.5

Reward and retain employees

Cost
Effectiveness

104062

Personnel cost to perform the process group

"reward and retain employees" per business entity
employee

10412

6.5

Reward and retain employees

Cost
Effectiveness

104077

Personnel cost to perform the process group

"reward and retain employees" per $1,000
revenue

10412

6.5

Reward and retain employees

Cost
Effectiveness

103966

Total cost to perform the process group "reward

and retain employees" per business entity
employee

Copyright 2014 APQC

275 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10412

6.5

Reward and retain employees

Cost
Effectiveness

100311

Salary including base, overtime, and variable pay

for middle management or specialists

10412

6.5

Reward and retain employees

Cost
Effectiveness

100314

Salary including base, overtime, and variable pay

for operational workers or office staff

10412

6.5

Reward and retain employees

Cost
Effectiveness

100317

Salary including base, overtime, and variable pay

for senior management or executives

10412

6.5

Reward and retain employees

Cycle Time

100299

Response time in hours for non-routine "reward

and retain employees" inquiries

10412

6.5

Reward and retain employees

Cycle Time

100302

Response time in hours for routine "reward and

retain employees" inquiries

10412

6.5

Reward and retain employees

Process Efficiency 100324

Tenure in months for business entity agents

10412

6.5

Reward and retain employees

Process Efficiency 101137

10412

6.5

Reward and retain employees

Staff Productivity

101367

Number of FTEs who perform the process group

"Reward and retain employees" per $1 billion
revenue
Number of non-routine "reward and retain
employees" inquiries per business entity
employee

10412

6.5

Reward and retain employees

Staff Productivity

101403

Number of routine "reward and retain employees"

inquiries per business entity employee

10412

6.5

Reward and retain employees

Staff Productivity

100492

Number of business entity employees per "reward

and retain business entity employees" FTE

10412

6.5

Reward and retain employees

Supplemental
Information

100233

Number of vacation days per year per employee

Copyright 2014 APQC

276 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10412

6.5

Reward and retain employees

Supplemental
Information

100033

Other cost to perform the process group "reward

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

10412

6.5

Reward and retain employees

Supplemental
Information

100089

Systems cost to perform the process group

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

10412

6.5

Reward and retain employees

Supplemental
Information

100052

Overhead cost to perform the process group

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

10412

6.5

Reward and retain employees

Supplemental
Information

100115

Base pay per middle management or specialist

employee

10412

6.5

Reward and retain employees

Supplemental
Information

100118

Base pay per operational worker or office staff

employee

10412

6.5

Reward and retain employees

Supplemental
Information

100121

Base pay per senior management or executive

employee

10412

6.5

Reward and retain employees

Supplemental
Information

100074

Personnel cost to perform the process group

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

10412

6.5

Reward and retain employees

Supplemental
Information

100907

Number of days absent per employee excluding

maternity and paternity leave

10412

6.5

Reward and retain employees

100909

10412

6.5

Reward and retain employees

Supplemental
Information
Supplemental
Information

Number of days absent per employee including

maternity and paternity leave
Outsourced cost of the process group "reward
and retain employees" as a percentage of the
total cost to perform the process group

10412

6.5

Reward and retain employees

Supplemental
Information

101822

Copyright 2014 APQC

101648

Percentage of "reward and retain employees"

inquiries received via e-mail

277 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10412

6.5

Reward and retain employees

Supplemental
Information

101825

Percentage of "reward and retain employees"

inquiries received via phone

10412

6.5

Reward and retain employees

Supplemental
Information

101815

Percentage of "reward and retain employees"

inquiries received via face-to-face

10412

6.5

Reward and retain employees

Supplemental
Information

101817

Percentage of "reward and retain employees"

inquiries received that are non-routine

10412

6.5

Reward and retain employees

Supplemental
Information

101818

Percentage of "reward and retain employees"

inquiries received that are routine

10412

6.5

Reward and retain employees

Supplemental
Information

101819

Percentage of "reward and retain employees"

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

10412

6.5

Reward and retain employees

Supplemental
Information

104603

Overhead and other costs of the process group

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

10413

6.6

Redeploy and retire employees

Cost
Effectiveness

104075

Personnel cost to perform the process group

"redeploy and retire employees" per business
entity employee

10413

6.6

Redeploy and retire employees

Cost
Effectiveness

104061

Personnel cost to perform the process group

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

10413

6.6

Redeploy and retire employees

Cost
Effectiveness

103962

Total cost to perform the process group "redeploy

and retire employees" per business entity
employee

Copyright 2014 APQC

278 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10413

6.6

Redeploy and retire employees

Cost
Effectiveness

103878

Total cost to perform the process group "redeploy

and retire employees" per $1,000 revenue

10413

6.6

Redeploy and retire employees

Cycle Time

100301

Response time in hours for routine "redeploy and

retire employees" inquiries

10413

6.6

Redeploy and retire employees

Cycle Time

100298

Response time in hours for non-routine "redeploy

and retire employees" inquiries

10413

6.6

Redeploy and retire employees

Process Efficiency 101124

10413

6.6

Redeploy and retire employees

Staff Productivity

101276

10413

6.6

Redeploy and retire employees

Staff Productivity

101402

Number of routine "redeploy and retire

employees" inquiries per business entity
employee

10413

6.6

Redeploy and retire employees

Staff Productivity

101366

Number of non-routine "redeploy and retire

employees" inquiries per business entity
employee

10413

6.6

Redeploy and retire employees

Staff Productivity

100491

10413

6.6

Redeploy and retire employees

Supplemental
Information

100058

Number of business entity employees per

"redeploy and retire business entity employees"
FTE
Overhead cost to perform the process group
"redeploy and retire employees" as a percentage
of the total cost to perform the process group

10413

6.6

Redeploy and retire employees

Supplemental
Information

100072

Personnel cost to perform the process group

"redeploy and retire employees" as a percentage
of the total cost to perform the process group

10413

6.6

Redeploy and retire employees

Supplemental
Information

100095

Systems cost to perform the process group

"redeploy and retire employees" as a percentage
of the total cost to perform the process group

Copyright 2014 APQC

Number of FTEs that perform process group

"redeploy and retire employees" per $1 billion
revenue
Number of internal hires per "redeploy and retire
employees" FTE

279 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10413

6.6

Redeploy and retire employees

Supplemental
Information

100041

Other cost to perform the process group "redeploy

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

10413

6.6

Redeploy and retire employees

Supplemental
Information

101811

Percentage of "redeploy and retire employees"

inquiries received via digital communication
channels

10413

6.6

Redeploy and retire employees

Supplemental
Information

101812

Percentage of "redeploy and retire employees"

inquiries received via non-digital communication
channels

10413

6.6

Redeploy and retire employees

Supplemental
Information

101813

Percentage of "redeploy and retire employees"

inquiries received that are non-routine

10413

6.6

Redeploy and retire employees

Supplemental
Information

101814

Percentage of "redeploy and retire employees"

inquiries received that are routine

10413

6.6

Redeploy and retire employees

Supplemental
Information

101654

Outsourced cost of the process group "redeploy

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

10413

6.6

Redeploy and retire employees

Supplemental
Information

102072

Percentage of "redeploy and retire employees"

inquiries received via face-to-face

10413

6.6

Redeploy and retire employees

Supplemental
Information

102074

Percentage of "redeploy and retire employees"

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

10413

6.6

Redeploy and retire employees

102076

10413

6.6

Redeploy and retire employees

Supplemental
Information
Supplemental
Information

Percentage of "redeploy and retire employees"

process inquiries received via e-mail
Percentage of "redeploy and retire employees"
process inquiries received via phone

Copyright 2014 APQC

102078

280 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
100571

Metric name

10443

6.2.4

Manage new hire/re-hire

Cycle Time

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 100801

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 100804

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 100807

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 102290

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 102606

Percentage of senior management/executive new

hire retention after 12 months

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 102319

Percentage of operational worker/office staff new

hire retention after 12 months

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 104563

Number of approved job requisitions per "Recruit,

source, and select employees" FTE

10443

6.2.4

Manage new hire/re-hire

Process Efficiency 104564

10443

6.2.4

Manage new hire/re-hire

Supplemental
Information

102326

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

10443

6.2.4

Manage new hire/re-hire

101340

10469

6.3.1

Manage employee orientation and deployment

Supplemental
Information
Cost
Effectiveness

10469

6.3.1

Manage employee orientation and deployment

Cost
Effectiveness

104571

Copyright 2014 APQC

104566

Cycle time in days from job acceptance until new

hire begins in the agreed position
Job offer acceptance rate for middle
management/specialists
Job offer acceptance rate for operational
workers/office staff
Job offer acceptance rate for senior
management/executives
Percentage of middle management/specialist new
hire retention after 12 months

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 cost to perform the process "manage

employee orientation and deployment" per
business entity employee

281 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10469

6.3.1

Manage employee orientation and deployment

Supplemental
Information

104576

Cost to perform the process "manage employee

orientation and deployment" as a percentage of
the total cost to perform the process group
"develop and counsel employees"

10470

6.3.2

Manage employee performance

Cost
Effectiveness

104572

Total cost to perform the process "manage

employee performance" per business entity
employee

10470

6.3.2

Manage employee performance

Cost
Effectiveness

104567

Total cost to perform the process "manage

employee performance" per $1,000 revenue

10470

6.3.2

Manage employee performance

Cycle Time

104029

10470

6.3.2

Manage employee performance

Cycle Time

104031

10470

6.3.2

Manage employee performance

Cycle Time

104033

10470

6.3.2

Manage employee performance

Process Efficiency 102331

Cycle time in days for the formal performance

review process from start to finish for middle
management/specialists
Cycle time in days for the formal performance
review process from start to finish for Operational
workers/office staff
Cycle time in days for the formal performance
review process from start to finish for senior
management/executives
Percentage of operational workers/office staff that
receive a formal performance review

10470

6.3.2

Manage employee performance

Process Efficiency 102302

Percentage of middle management/specialists

that receive a formal performance review

10470

6.3.2

Manage employee performance

Process Efficiency 102619

Percentage of senior management/executives

that receive a formal performance review

10470

6.3.2

Manage employee performance

Supplemental
Information

Copyright 2014 APQC

104577

Cost to perform the process "manage employee

performance" as a percentage of the total cost to
perform the process group "develop and counsel
employees"

282 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10472

6.3.3

Manage employee development

Cost
Effectiveness

104574

Total cost to perform the process "manage

employee development" per business entity
employee

10472

6.3.3

Manage employee development

Cost
Effectiveness

104569

Total cost to perform the process "manage

employee development" per $1,000 revenue

10472

6.3.3

Manage employee development

Supplemental
Information

104579

10473

6.3.4

Develop and train employees

Cost
Effectiveness

104575

Cost to perform the process "manage employee

development" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
Total cost to perform the process "develop and
train employees" per business entity employee

10473

6.3.4

Develop and train employees

Cost
Effectiveness

104570

Total cost to perform the process "develop and

train employees" per $1,000 revenue

10473

6.3.4

Develop and train employees

Cost
Effectiveness

104583

Personnel cost to perform the process "develop

and train employees" per $1,000 revenue

10473

6.3.4

Develop and train employees

Cost
Effectiveness

104584

Personnel cost to perform the process "develop

and train employees" per business entity
employee

10473

6.3.4

Develop and train employees

104044

10473

6.3.4

Develop and train employees

Cost
Effectiveness
Cost
Effectiveness

Internal cost to perform learning administration

activities per $1,000 revenue
Internal cost to perform learning administration
activities per business entity employee

Copyright 2014 APQC

104045

283 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10473

6.3.4

Develop and train employees

Cost
Effectiveness

100823

Learning budget per business entity employee

10473

6.3.4

Develop and train employees

Cycle Time

100326

10473

6.3.4

Develop and train employees

Cycle Time

100328

10473

6.3.4

Develop and train employees

Cycle Time

100330

10473

6.3.4

Develop and train employees

Cycle Time

104595

Time in days to close an identified skill or

capability gap through training for an operational
workers/office staff employee
Time in days to close an identified skill or
capability gap through training for a middle
management/specialists employee
Time in days to close an identified skill or
capability gap through training for a senior
management/executives employee
Time in days to close an identified skill or
capability gap through training for employee

10473

6.3.4

Develop and train employees

Process Efficiency 104586

10473

6.3.4

Develop and train employees

Process Efficiency 103478

10473

6.3.4

Develop and train employees

Process Efficiency 103480

Hours spent developing new e-learning training

content per trainee

10473

6.3.4

Develop and train employees

Process Efficiency 101040

Number of FTEs that perform learning

administration activities per $1 billion revenue

10473

6.3.4

Develop and train employees

Process Efficiency 102621

Percentage of senior management/executives

who attend management development programs

10473

6.3.4

Develop and train employees

Process Efficiency 102304

10473

6.3.4

Develop and train employees

Process Efficiency 102315

Percentage of middle management/specialists

who attended management development
programs
Percentage of operational staff/office staff who
attended management development programs

10473

6.3.4

Develop and train employees

Process Efficiency 101904

10473

6.3.4

Develop and train employees

Staff Productivity

100488

10473

6.3.4

Develop and train employees

Staff Productivity

104585

Copyright 2014 APQC

Number of FTEs that perform the process

"develop and train employees" per $1 billion
revenue
Hours spent developing new classroom training
content per trainee

Percentage of CEO and senior leadership time

spent on leadership development
Number of business entity employees per
learning administration activities FTE

Number of business entity employees per

"develop and train employees" FTE

284 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10473

6.3.4

Develop and train employees

Supplemental
Information

104591

Personnel cost to perform the process "develop

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

10473

6.3.4

Develop and train employees

Supplemental
Information

104592

Systems cost to perform the process "develop

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

10473

6.3.4

Develop and train employees

Supplemental
Information

104593

Overhead and other costs to perform the process

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

10473

6.3.4

Develop and train employees

Supplemental
Information

104594

10473

6.3.4

Develop and train employees

Supplemental
Information

104580

10473

6.3.4

Develop and train employees

100218

10473

6.3.4

Develop and train employees

10473

6.3.4

Develop and train employees

10473

6.3.4

Develop and train employees

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Outsourced cost of the process "develop and train

employees" as a percentage of the total cost to
perform the process
Cost to perform the process "develop and train
employees" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
Number of learning days per employee

10493

6.3.4.4

Develop, conduct, and manage employee and/or Supplemental

management training programs
Information

102245

10493

6.3.4.4

Develop, conduct, and manage employee and/or Supplemental

management training programs
Information

102246

10493

6.3.4.4

Develop, conduct, and manage employee and/or Supplemental

management training programs
Information

102247

10493

6.3.4.4

102248

10493

6.3.4.4

Develop, conduct, and manage employee and/or

management training programs
Develop, conduct, and manage employee and/or
management training programs

Copyright 2014 APQC

Supplemental
Information
Supplemental
Information

100224
100226
100228

102249

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
Percentage of learning days delivered using
classroom instruction provided by your
organization
Percentage of learning days delivered using
computer-based training (self-instruction) installed
from CD-ROM
Percentage of learning days delivered using
computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
Percentage of learning days delivered using
correspondence courses
Percentage of learning days delivered using elearning (interactive)
285 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

Develop, conduct, and manage employee and/or

management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102250

Develop, conduct, and manage employee and/or

management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102780

6.3.4.4

Develop, conduct, and manage employee and/or Supplemental

management training programs
Information

104599

Percentage of learning days delivered using

internal classroom instruction

10493

6.3.4.4
6.3.4.4

10493

6.3.4.4

Supplemental
Information
Supplemental
Information
Supplemental
Information

104600

10493

Develop, conduct, and manage employee and/or

management training programs
Develop, conduct, and manage employee and/or
management training programs
Develop, conduct, and manage employee and/or
management training programs

Percentage of learning days delivered using

external classroom instruction
Percentage of learning days delivered using onthe-job training
Percentage of learning days delivered using other
methods

10497

6.5.4

Administer payroll

10497

6.5.4

Administer payroll

10497

6.5.4

Administer payroll

104046
Cost
Effectiveness
104047
Cost
Effectiveness
Process Efficiency 101082

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

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

Copyright 2014 APQC

102251
102252
102253
102254

102783
102786
102789
104597
104598

104601
104602

Percentage of learning days delivered using

external classroom instruction
Percentage of learning days delivered using onthe-job training
Percentage of learning days delivered using other
Percentage of learning days delivered using
streaming video
Percentage of learning days delivered using
virtual, classroom-based training delivered online
Percentage of training programs developed
externally
Percentage of training programs developed
internally
Percentage of training programs developed
through other channels
Percentage of training programs developed
through partnerships with external specialists
Percentage of learning days delivered using
computer based training
Percentage of learning days delivered using
correspondence courses and virtual, instructorled classroom-based training delivered online

Internal cost to perform payroll administration

activities per $1,000 revenue
Internal cost to perform payroll administration
activities per business entity employee
Number of FTEs that perform payroll
administration activities per $1 billion revenue

286 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10497

6.5.4

Administer payroll

Staff Productivity

100490

Number of business entity employees per payroll

administration activities FTE

10513

6.6.2

Manage separation

104036

10513

6.6.2

Manage separation

Cost
Effectiveness
Cost
Effectiveness

Total expatriation cost as a percentage of total

cost of continuing operations
Total relocation expenses as a percentage of total
cost of continuing operations

10513

6.6.2

Manage separation

104149

10513

6.6.2

Manage separation

Cost
Effectiveness
Cycle Time

10513

6.6.2

Manage separation

Cycle Time

100579

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

Process Efficiency 100021

Agent voluntary attrition rate

10513

6.6.2

Manage separation

Process Efficiency 100019

Agent involuntary attrition rate

10513

6.6.2

Manage separation

Process Efficiency 101293

Involuntary terminations as a percentage of total

business entity employees

10513

6.6.2

Manage separation

Process Efficiency 101431

Voluntary terminations as a percentage of total

business entity employees

10513

6.6.2

Manage separation

Process Efficiency 103116

Employee turnover rate

10513

6.6.2

Manage separation

Process Efficiency 102166

Middle management/specialists involuntary

terminations as a percentage of total involuntary
terminations

10513

6.6.2

Manage separation

Process Efficiency 102168

Operational workers/office staff involuntary

terminations as a percentage of total involuntary
terminations

Copyright 2014 APQC

104147

100577

Total expenditure for repatriation as a percentage

of total cost of continuing operations
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 internal
transfer to completion of transfer
Cycle time in days for processing an employee's
retirement
Cycle time in days from identification of need for
expatriation to date of transfer
Cycle time in days from identification of need for
repatriation to date of transfer

287 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10513

6.6.2

Manage separation

Process Efficiency 102170

Senior management/executives involuntary

terminations as a percentage of total involuntary
terminations

10513

6.6.2

Manage separation

Process Efficiency 101961

10513

6.6.2

Manage separation

Supplemental
Information

102300

Percentage of business entity employees that

were redeployed for reasons other than filling a
vacancy
Middle management/specialists voluntary
terminations as a percentage of total involuntary
terminations

10513

6.6.2

Manage separation

Supplemental
Information

102798

Percentage of vacancies filled by internal

candidates for middle management/specialists

10513

6.6.2

Manage separation

Supplemental
Information

102800

Percentage of vacancies filled by internal

candidates for operational workers/office staff

10513

6.6.2

Manage separation

Supplemental
Information

102802

Percentage of vacancies filled by internal

candidates for senior management/executives

10513

6.6.2

Manage separation

Supplemental
Information

102814

Operational workers/office staff voluntary

terminations as a percentage of total involuntary
terminations

10513

6.6.2

Manage separation

102818

Percentage of the work force that are expatriates

10513

6.6.2

Manage separation

Supplemental
Information
Supplemental
Information

102616

Senior management/executives voluntary

terminations as a percentage of total involuntary
terminations

10513

6.6.2

Manage separation

Supplemental
Information

104125

Employees relocated within a country as a

percentage of total business entity employees

10523

6.7.2

Manage employee inquiry process

Cycle Time

100303

Response time in hours for non-routine "manage

employee information" inquiries

10523

6.7.2

Manage employee inquiry process

Cycle Time

100325

Time in days to fulfill an ad hoc information

request

10523

6.7.2

Manage employee inquiry process

Cycle Time

100305

Response time in hours for routine "manage

employee information" inquiries

Copyright 2014 APQC

288 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10523

6.7.2

Manage employee inquiry process

Staff Productivity

101400

Number of routine "manage employee

information" inquiries per business entity
employee

10523

6.7.2

Manage employee inquiry process

Staff Productivity

101364

Number of non-routine "manage employee

information" inquiries per business entity
employee

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101787

Percentage of "manage employee information"

inquiries received that are non-routine

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101788

Percentage of "manage employee information"

inquiries received that are routine

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101789

Percentage of "manage employee information"

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

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101791

Percentage of "manage employee information"

inquiries received via digital communication
channels

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101792

Percentage of "manage employee information"

inquiries received via e-mail

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101794

Percentage of "manage employee information"

inquiries received via face-to-face

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101796

Percentage of "manage employee information"

inquiries received via non-digital communication
channels

10523

6.7.2

Manage employee inquiry process

Supplemental
Information

101797

Percentage of "manage employee information"

inquiries received via phone

Copyright 2014 APQC

289 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10563

7.1

Manage the business of information technology

Cost
Effectiveness

101706

10563

7.1

Manage the business of information technology

Cost
Effectiveness

101627

10563

7.1

Manage the business of information technology

Cost
Effectiveness

102963

10563

7.1

Manage the business of information technology

Cost
Effectiveness

101503

10563

7.1

Manage the business of information technology

Cost
Effectiveness

103759

Total cost of the process "manage the business of

IT" per $1,000 revenue

10563

7.1

Manage the business of information technology

Cost
Effectiveness

103310

10563

7.1

Manage the business of information technology

Cycle Time

103433

10563

7.1

Manage the business of information technology

Cycle Time

103437

10563

7.1

Manage the business of information technology

Process Efficiency 101324

Systems cost of the process group "manage the

business of information technology" per $100,000
revenue
Time in months to respond to major business
shifts
Time in weeks to close an identified IT skill or
capability gap
Number of IT FTEs for the process group
"manage the business of information technology"
per $1 billion revenue

10563

7.1

Manage the business of information technology

Process Efficiency 100834

10563

7.1

Manage the business of information technology

Supplemental
Information

102736

10563

7.1

Manage the business of information technology

102221

10563

7.1

Manage the business of information technology

10563

7.1

Manage the business of information technology

10563

7.1

Manage the business of information technology

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2014 APQC

102222
102223
102207

Overhead cost of the process group "manage the

business of information technology" per $100,000
revenue
Outsourced cost of the process group "manage
the business of information technology" per
$100,000 revenue
Personnel cost of the process group "manage the
business of information technology" per $1,000
revenue
Other cost of the process group "manage the
business of information technology" per $100,000
revenue

Level of FTE experience in years for the process

group "manage the business of information
technology"
Percentage of total IT costs for process group
"manage the business of information technology"
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 budget for process group
"manage the business of information technology"

290 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10563

7.1

Manage the business of information technology

Supplemental
Information

104551

Percentage of business entity IT FTEs who

perform the process group "manage the business
of information technology"

10564

7.2

Develop and manage IT customer relationships

Cost
Effectiveness

103260

Systems cost of the process group "develop and

manage IT customer relationships" per $100,000
revenue

10564

7.2

Develop and manage IT customer relationships

Cost
Effectiveness

103639

Total cost of the process group "develop and

manage IT customer relationships" per $1,000
revenue

10564

7.2

Develop and manage IT customer relationships

Cost
Effectiveness

101686

Overhead cost of the process group "develop and

manage IT customer relationships" per $100,000
revenue

10564

7.2

Develop and manage IT customer relationships

Cost
Effectiveness

102898

Personnel cost of the process group "develop and

manage IT customer relationships" per $1,000
revenue

10564

7.2

Develop and manage IT customer relationships

Cost
Effectiveness

101483

Other cost of the process group "develop and

manage information technology customer
relationships" per $100,000 revenue

10564

7.2

Develop and manage IT customer relationships

Cost
Effectiveness

101618

Outsourced cost of the process group "develop

and manage information technology customer
relationships" per $100,000 revenue

10564

7.2

Develop and manage IT customer relationships

Process Efficiency 101310

Number of IT FTEs for the process group

"develop and manage information technology
customer relationships" per $1 billion revenue

10564

7.2

Develop and manage IT customer relationships

Process Efficiency 100830

10564

7.2

Develop and manage IT customer relationships

Supplemental
Information

102732

Level of FTE experience in years for the process

group "develop and manage information
technology customer relationships"
Percentage of total IT costs for process group
"develop and manage IT customer relationships"

10564

7.2

Develop and manage IT customer relationships

Supplemental
Information

102187

Copyright 2014 APQC

Percentage of IT budget for process group

"develop and manage IT customer relationships"

291 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10564

7.2

Develop and manage IT customer relationships

Supplemental
Information

104552

Percentage of business entity IT FTEs who

perform the process group "develop and manage
it customer relationships"

10565

7.4

Manage enterprise information

Cost
Effectiveness

103942

Total cost of the process group "manage

enterprise information" per 1,000 revenue

10565

7.4

Manage enterprise information

Cycle Time

103459

10565

7.4

Manage enterprise information

Cycle Time

100338

10565

7.4

Manage enterprise information

Cycle Time

100367

10565

7.4

Manage enterprise information

Cycle Time

100371

10565

7.4

Manage enterprise information

Cycle Time

100375

10565

7.4

Manage enterprise information

Process Efficiency 100245

10565

7.4

Manage enterprise information

Process Efficiency 100832

Time in weeks to report on compliance status of

the information architecture
Time in weeks to create the enterprise
information management strategic plan
Time in weeks to set up a complex technical
interface for a user of a defined data content
source
Time in weeks to set up a medium technical
interface for a user of a defined data content
source
Time in weeks to set up a simple technical
interface for a user of a defined data content
source
Percentage change in detected exceptions to the
information architecture per year
Level of FTE experience in years for the process
group "manage enterprise information"

10565

7.4

Manage enterprise information

Process Efficiency 100825

10565

7.4

Manage enterprise information

Process Efficiency 101320

10565

7.4

Manage enterprise information

Process Efficiency 102118

10565

7.4

Manage enterprise information

Process Efficiency 101930

10565

7.4

Manage enterprise information

Process Efficiency 101932

10565

7.4

Manage enterprise information

Process Efficiency 101934

10565

7.4

Manage enterprise information

Process Efficiency 101906

Copyright 2014 APQC

Length in years of information architecture

planning horizon
Number of IT FTEs for the process group
"manage enterprise information" per $1 billion
revenue

Percentage of information elements with assigned

and active data custodians
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 common data across all business
units

292 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10565

7.4

Manage enterprise information

Process Efficiency 103485

10565

7.4

Manage enterprise information

Supplemental
Information

104553

10565

7.4

Manage enterprise information

Supplemental
Information

102197

10565

7.4

Manage enterprise information

102734

10565

7.4

Manage enterprise information

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information
Supplemental
Information
Cost
Effectiveness

10566

7.5

Develop and maintain information technology

solutions

Cost
Effectiveness

101482

Other cost of the process group "develop and

maintain information technology solutions" per
$100,000 revenue

10566

7.5

Develop and maintain information technology

solutions

Cost
Effectiveness

101685

10566

7.5

Develop and maintain information technology

solutions

Cost
Effectiveness

104353

10566

7.5

Develop and maintain information technology

solutions

Cost
Effectiveness

103257

10566

7.5

Develop and maintain information technology

solutions

Cost
Effectiveness

103636

Overhead cost of the process group "develop and

maintain information technology solutions" per
$100,000 revenue
Personnel cost of the process group "develop and
maintain information technology solutions" per
$1,000 revenue
Systems cost of the process group "develop and
maintain information technology solutions" per
$100,000 revenue
Total cost of the process group "develop and
maintain information technology solutions" per
$1,000 revenue

10566

7.5

Develop and maintain information technology

solutions

Cycle Time

103409

10566

7.5

Develop and maintain information technology

solutions

Cycle Time

103410

10566

7.5

Develop and maintain information technology

solutions

Cycle Time

103412

Copyright 2014 APQC

100967
101617

Total number of revisions to the published

enterprise information architecture
Percentage of business entity IT FTEs who
perform the process group "manage enterprise
information"
Percentage of IT budget for process group
"manage enterprise information"
Percentage of total IT costs for process group
"manage enterprise information"
Number of FTEs classified as IT architects per $1
billion revenue
Outsourced cost of the process group "develop
and maintain information technology solutions"
per $100,000 revenue

Time in months to fulfill a business need with

relevant IT solutions for investments between $1
million and $100 million
Time in months to fulfill a business need with
relevant IT solutions for investments between
$100,000 and $250,000
Time in months to fulfill a business need with
relevant IT solutions for investments between
$250,000 and $500,000

293 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

10566

7.5

Develop and maintain information technology

solutions

Cycle Time

103414

10566

7.5

Develop and maintain information technology

solutions

Cycle Time

103416

10566

7.5

Develop and maintain information technology

solutions

Cycle Time

103417

10566

7.5

Cycle Time

100348

10566

7.5

Cycle Time

100353

10566

7.5

Cycle Time

100357

10566

7.5

Cycle Time

100335

10566

7.5

Cycle Time

100336

10566

7.5

Develop and maintain information technology

solutions
Develop and maintain information technology
solutions
Develop and maintain information technology
solutions
Develop and maintain information technology
solutions
Develop and maintain information technology
solutions
Develop and maintain information technology
solutions

10566

7.5

Develop and maintain information technology

solutions

Process Efficiency 101307

10566

7.5

Process Efficiency 101418

10566

7.5

Develop and maintain information technology

solutions
Develop and maintain information technology
solutions

10566

7.5

Process Efficiency 100891

10566

7.5

10566

7.5

Develop and maintain information technology

solutions
Develop and maintain information technology
solutions
Develop and maintain information technology
solutions

10566

7.5

Develop and maintain information technology

solutions

Process Efficiency 102409

Copyright 2014 APQC

Process Efficiency 100249

Process Efficiency 100829

Process Efficiency 102212

Process Efficiency 102122

Metric name
Time in months to fulfill a business need with
relevant IT solutions for investments between
$500,000 and $1 million
Time in months to fulfill a business need with
relevant IT solutions for investments greater than
$100 million
Time in months to fulfill a business need with
relevant IT solutions for investments less than
$100,000
Time in weeks to fulfill a complex information
need
Time in weeks to fulfill a medium information
need
Time in weeks to fulfill a simple information need
Time in hours to resolve highest priority problems
for the current year
Time in hours to respond to highest priority
problem for the current year
Percentage of planned return on investment
(ROI) for application development and
maintenance projects
Number of IT FTEs for the process group
"develop and maintain information technology
solutions" per $1 billion revenue

Number of service oriented architecture services

implemented
Level of FTE experience in years for the process
group "develop and maintain information
technology solutions"
Number of break/fix requests requiring rework as
a percentage of backlog for the current year
Percentage of IT budget allocated towards
service oriented architecture (SOA)
Percentage of initially planned functionality that is
delivered for application development and
maintenance projects in the most recent year
Percentage of application development and
maintenance projects in the most recent year
delivered on or below budget

294 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10566

7.5

Develop and maintain information technology

solutions

Process Efficiency 102412

10566

7.5
7.5

Supplemental
Information
Supplemental
Information

102631

10566

Develop and maintain information technology

solutions
Develop and maintain information technology
solutions

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

102182

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

100911

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

100912

Number of development projects for the current

year between $100,000 and $250,000

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

100913

Number of development projects for the current

year between $250,000 and $500,000

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

100914

Number of development projects for the current

year between $500,000 and $1 million

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

100915

Number of development projects for the current

year greater than $100 million

10566

7.5

Develop and maintain information technology

solutions

Supplemental
Information

100916

Number of development projects for the current

year less than $100,000

10566

7.5

Backlog for the current year

7.5

104351

10566

7.5

Supplemental
Information
Supplemental
Information
Supplemental
Information

100114

10566

Develop and maintain information technology

solutions
Develop and maintain information technology
solutions
Develop and maintain information technology
solutions

Percentage of service oriented architecture

services that are internal
Percentage of business entity IT FTEs who
perform the process group "develop and maintain
information technology solutions"

10567

7.6

Deploy information technology solutions

Cost
Effectiveness

103249

10567

7.6

Deploy information technology solutions

Cost
Effectiveness

103614

Copyright 2014 APQC

102731

104554

Percentage of application development and

maintenance projects in the most recent year
delivered on time or early
Percentage of service oriented architecture
services that are external
Percentage of total IT costs for process group
"develop and maintain information technology
solutions"
Percentage of IT budget for process group
"develop and maintain information technology
solutions"
Number of development projects for the current
year between $1 million and $100 million

Systems cost of the process group "deploy

information technology solutions" per $100,000
revenue
Total cost of the process group "deploy
information technology solutions" per $1,000
revenue

295 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10567

7.6

Deploy information technology solutions

Cost
Effectiveness

101476

Other cost of the process group "deploy

information technology solutions" per $100,000
revenue

10567

7.6

Deploy information technology solutions

Cost
Effectiveness

101679

10567

7.6

Deploy information technology solutions

Cost
Effectiveness

101614

10567

7.6

Deploy information technology solutions

Cost
Effectiveness

102888

10567

7.6

Deploy information technology solutions

Process Efficiency 101302

Overhead cost of the process group "deploy

information technology solutions" per $100,000
revenue
Outsourced cost of the process group "deploy
information technology solutions" per $100,000
revenue
Personnel cost of the process group "deploy
information technology solutions" per $1,000
revenue
Number of IT FTEs for the process group "deploy
information technology solutions" per $1 billion
revenue

10567

7.6

Deploy information technology solutions

Process Efficiency 100828

10567

7.6

Deploy information technology solutions

102730

10567

7.6

Deploy information technology solutions

Supplemental
Information
Supplemental
Information

10567

7.6

Deploy information technology solutions

Supplemental
Information

104555

Percentage of business entity IT FTEs who

perform the process group "deploy it solutions"

10568

7.7

Deliver and support information technology

services

Cost
Effectiveness

103246

10568

7.7

Deliver and support information technology

services

Cost
Effectiveness

103612

Systems cost of the process group "deliver and

support information technology services" per
$100,000 revenue
Total cost of the process group "deliver and
support information technology services" per
$1,000 revenue

10568

7.7

Deliver and support information technology

services

Cost
Effectiveness

101678

10568

7.7

Deliver and support information technology

services

Cost
Effectiveness

102885

Copyright 2014 APQC

102177

Level of FTE experience in years for the process

group "deploy information technology solutions"
Percentage of total IT costs for process group
"deploy information technology solutions"
Percentage of IT budget for process group
"deploy information technology solutions"

Overhead cost of the process group "deliver and

support information technology services" per
$100,000 revenue
Personnel cost of the process group "deliver and
support information technology services" per
$1,000 revenue

296 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10568

7.7

Deliver and support information technology

services

Cost
Effectiveness

101475

Other cost of the process group "deliver and

support information technology services" per
$100,000 revenue

10568

7.7

Deliver and support information technology

services

Cost
Effectiveness

101613

10568

7.7

Deliver and support information technology

services

Process Efficiency 101300

Outsourced cost of the process group "deliver

and support information technology services" per
$100,000 revenue
Number of IT FTEs for the process group "deliver
and support information technology services" per
$1 billion revenue

10568

7.7

Deliver and support information technology

services

Process Efficiency 100827

10568

7.7

Deliver and support information technology

services

Supplemental
Information

102729

10568

7.7

Deliver and support information technology

services

Supplemental
Information

102172

10568

7.7

Deliver and support information technology

services

Supplemental
Information

104556

10583

7.4.1

Develop information and content management

strategies

Cost
Effectiveness

103263

10583

7.4.1

Develop information and content management

strategies

Cost
Effectiveness

103641

Total cost of the process "develop information

and content management strategies" per $1,000
revenue

10583

7.4.1

Develop information and content management

strategies

Cost
Effectiveness

101687

Overhead cost of the process "develop

information and content management strategies"
per $100,000 revenue

10583

7.4.1

Develop information and content management

strategies

Cost
Effectiveness

102901

Personnel cost of the process "develop

information and content management strategies"
per $1,000 revenue

10583

7.4.1

Develop information and content management

strategies

Cost
Effectiveness

101619

Outsourced cost of the process "develop

information and content management strategies"
per $100,000 revenue

Copyright 2014 APQC

Level of FTE experience in years for the process

group "deliver and support information technology
services"
Percentage of total IT costs for process group
"deliver and support information technology
services"
Percentage of IT budget for process group
"deliver and support information technology
services"
Percentage of business entity IT FTEs who
perform the process group "deliver and support it
services"
Systems cost of the process "develop information
and content management strategies" per
$100,000 revenue

297 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
101484

Metric name

10583

7.4.1

Develop information and content management

strategies

Cost
Effectiveness

10583

7.4.1

Develop information and content management

strategies

Process Efficiency 101304

Number of IT FTEs for the process "develop

information and content management strategies"
per $1 billion revenue

10583

7.4.1

Develop information and content management

strategies

Supplemental
Information

101846

Percentage of budget for managing enterprise

information used for the process "develop
information and content management strategies"

10584

7.4.2

Define the enterprise information architecture

Cost
Effectiveness

101672

Overhead cost of the process "define enterprise

information architecture" per $100,000 revenue

10584

7.4.2

Define the enterprise information architecture

Cost
Effectiveness

102877

Personnel cost of the process "define enterprise

information architecture" per $1,000 revenue

10584

7.4.2

Define the enterprise information architecture

Cost
Effectiveness

101469

Other cost of the process "define enterprise

information architecture" per $100,000 revenue

10584

7.4.2

Define the enterprise information architecture

Cost
Effectiveness

101612

Outsourced cost of the process "define enterprise

information architecture" per $100,000 revenue

10584

7.4.2

Define the enterprise information architecture

Cost
Effectiveness

103238

Systems cost of the process "define enterprise

information architecture" per $100,000 revenue

10584

7.4.2

Define the enterprise information architecture

Cost
Effectiveness

103597

Total cost of the process "define enterprise

information architecture" per $1,000 revenue

10584

7.4.2

Define the enterprise information architecture

Process Efficiency 101297

Copyright 2014 APQC

Other cost of the process "develop information

and content management strategies" per
$100,000 revenue

Number of IT FTEs for the process "define the

enterprise information architecture" per $1 billion
revenue

298 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10584

7.4.2

Define the enterprise information architecture

Supplemental
Information

101840

Percentage of budget for managing enterprise

information used for the process "define
enterprise information architecture"

10585

7.4.3

Manage information resources

Cost
Effectiveness

101625

Outsourced cost of the process "manage

information resources" per $100,000 revenue

10585

7.4.3

Manage information resources

Cost
Effectiveness

101700

Overhead cost of the process "manage

information resources" per $100,000 revenue

10585

7.4.3

Manage information resources

Cost
Effectiveness

102950

Personnel cost of the process "manage

information resources" per $1,000 revenue

10585

7.4.3

Manage information resources

Cost
Effectiveness

101497

Other cost of the process "manage information

resources" per $100,000 revenue

10585

7.4.3

Manage information resources

Cost
Effectiveness

103298

Systems cost of the process "manage information

resources" per $100,000 revenue

10585

7.4.3

Manage information resources

Cost
Effectiveness

103731

Total cost of the process "manage information

resources" per $1,000 revenue

10585

7.4.3

Manage information resources

Process Efficiency 101315

10585

7.4.3

Manage information resources

Supplemental
Information

101848

Percentage of budget for managing enterprise

information used for the process "manage
information resources"

10586

7.4.4

Perform enterprise data and content management Cost

Effectiveness

101712

10586

7.4.4

Perform enterprise data and content management Cost

Effectiveness

101629

Overhead cost of the process "perform enterprise

data and content management" per $100,000
revenue
Outsourced cost of the process "perform
enterprise data and content management" per
$100,000 revenue

10586

7.4.4

Perform enterprise data and content management Cost

Effectiveness

102983

Copyright 2014 APQC

Number of IT FTEs for the process "manage

information resources" per $1 billion revenue

Personnel cost of the process "perform enterprise

data and content management" per $1,000
revenue

299 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10586

7.4.4

Perform enterprise data and content management Cost

Effectiveness

101509

Other cost of the process "perform enterprise

data and content management" per $100,000
revenue

10586

7.4.4

Perform enterprise data and content management Cost

Effectiveness

103806

Total cost of the process "perform enterprise data

and content management" per $1,000 revenue

10586

7.4.4

Perform enterprise data and content management Cost

Effectiveness

103326

10586

7.4.4

Perform enterprise data and content management Process Efficiency 101326

Systems cost of the process "perform enterprise

data and content management" per $100,000
revenue
Number of IT FTEs for the process "perform
enterprise data and content management" per $1
billion revenue

10586

7.4.4

Perform enterprise data and content management Supplemental

Information

10599

7.7.5

Support IT services and solutions

Process Efficiency 102674

Tickets and transactions meeting agreed quality

as a percentage of total business process
services tickets and transactions

10599

7.7.5

Support IT services and solutions

Process Efficiency 102675

10599

7.7.5

Support IT services and solutions

Process Efficiency 102676

Tickets and transactions meeting agreed quality

as a percentage of total ITIS tickets and
transactions
Tickets and transactions meeting agreed quality
as a percentage of total production support tickets
and transactions

10599

7.7.5

Support IT services and solutions

Process Efficiency 102677

Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and
transactions for business process services

10599

7.7.5

Support IT services and solutions

Process Efficiency 102678

10599

7.7.5

Support IT services and solutions

Process Efficiency 102679

Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and
transactions for ITIS
Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and
transactions for production support

Copyright 2014 APQC

101850

Percentage of budget for managing enterprise

information used for the process "perform
enterprise data and content management"

300 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10728

8.1

Perform planning and management accounting

Cost
Effectiveness

101606

Outsourced cost to perform the processes

"perform cost accounting and control" and
"perform cost management" per $1,000 revenue

10728

8.1

Perform planning and management accounting

Process Efficiency 101172

Number of FTEs for the process group "perform

planning and management accounting" per $1
billion revenue

10728

8.1

Perform planning and management accounting

Supplemental
Information

102050

Percentage of total finance function FTEs

allocated to the process group "perform planning
and management accounting"

10729

8.2

Perform revenue accounting

Cost
Effectiveness

103514

Total cost to perform the order to invoice

processes per $1,000 revenue

10729

8.2

Perform revenue accounting

Process Efficiency 101042

10729

8.2

Perform revenue accounting

Supplemental
Information

102017

Percentage of total finance function FTEs

allocated to the processes "manage sales
orders", "process customer credit", and "invoice
customer"

10730

8.3

Perform general accounting and reporting

Cost
Effectiveness

103550

Total cost to perform the process group "perform

general accounting and reporting" (excluding
fixed assets) per $1,000 revenue

Copyright 2014 APQC

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

301 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10730

8.3

Perform general accounting and reporting

Cost
Effectiveness

103551

Total cost to perform the process group "perform

general accounting and reporting" (excluding
fixed assets) as a percentage of revenue

10730

8.3

Perform general accounting and reporting

Cost
Effectiveness

103552

Total cost to perform the process group "perform

general accounting and reporting" (excluding
fixed assets) per $1 billion revenue

10730

8.3

Perform general accounting and reporting

Cost
Effectiveness

103554

Total cost to perform the process group "perform

general accounting and reporting" (excluding
fixed assets) per process group FTE

10730

8.3

Perform general accounting and reporting

Cycle Time

100613

Cycle time in days to perform close at the site

level

10730

8.3

Perform general accounting and reporting

Process Efficiency 100981

Number of FTEs who perform the process group

"perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue

10730

8.3

Perform general accounting and reporting

Supplemental
Information

102048

Percentage of total finance function FTEs

allocated to the process group "perform general
accounting and reporting" (excluding fixed asset
accounting)

10731

8.4

Manage fixed-asset project accounting

Process Efficiency 101161

Number of FTEs for the process group "manage

fixed asset project accounting" per $1 billion
revenue

Copyright 2014 APQC

302 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10731

8.4

Manage fixed-asset project accounting

Supplemental
Information

102039

Percentage of total finance function FTEs

allocated to the process group "manage fixed
asset project accounting"

10732

8.5

Process payroll

Cost
Effectiveness

102720

Total cost the process group "process payroll" as

a percentage of cost of continuing operations

10732

8.5

Process payroll

Cost
Effectiveness

102848

Personnel cost to perform the process group

"process payroll" per $1,000 revenue

10732

8.5

Process payroll

Cost
Effectiveness

100464

Total cost to perform the process group "process

payroll" as a percentage of revenue

10732

8.5

Process payroll

Cost
Effectiveness

103945

Total cost to perform the process group "process

payroll" per $1,000 revenue

10732

8.5

Process payroll

Cost
Effectiveness

103948

Total cost to perform the process group "process

payroll" per disbursement

10732

8.5

Process payroll

Cost
Effectiveness

103950

Total cost to perform the process group "process

payroll" per employee paid

10732

8.5

Process payroll

Cost
Effectiveness

103951

Total cost to perform the process group "process

payroll" per manual check/payment

Copyright 2014 APQC

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10732

8.5

Process payroll

Cost
Effectiveness

103952

Total cost to perform the process group "process

payroll" per payroll FTE

10732

8.5

Process payroll

Cost
Effectiveness

103953

Total cost to perform the process group "process

payroll" per payroll inquiry

10732

8.5

Process payroll

Cost
Effectiveness

104501

Personnel cost of the process group "process

payroll" per "process payroll" FTE

10732

8.5

Process payroll

Cycle Time

100152

Cycle time in business days to process the payroll

10732

8.5

Process payroll

Process Efficiency 101184

Number of FTEs for the process group "process

payroll" per 1,000 employees paid

10732

8.5

Process payroll

Process Efficiency 101106

Number of FTEs for the process group "process

payroll" per $1 billion revenue

10732

8.5

Process payroll

Staff Productivity

100920

Number of employees paid per "process payroll"

FTE

10732

8.5

Process payroll

Staff Productivity

101372

Number of payroll inquiries per "process payroll"

FTE

Copyright 2014 APQC

304 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10732

8.5

Process payroll

Supplemental
Information

103053

Personnel cost of the process group "process

payroll" as a percentage of the total cost to
perform the process group

10732

8.5

Process payroll

Supplemental
Information

102057

Percentage of total finance function FTEs

allocated to the process group "process payroll"

10732

8.5

Process payroll

Supplemental
Information

103379

Systems cost to perform the process group

"process payroll" as a percentage of the total cost
of the process group

10733

8.6

Process accounts payable and expense

reimbursements

Cost
Effectiveness

103971

Total cost to perform the process group "process

accounts payable and expense reimbursements"
per $1,000 revenue

10733

8.6

Process accounts payable and expense

reimbursements

Process Efficiency 101095

Number of FTEs for the process group "process

accounts payable and expense reimbursements"
per $1 billion revenue

10733

8.6

Process accounts payable and expense

reimbursements

Supplemental
Information

102018

Percentage of total finance function FTEs

allocated to the process group "perform accounts
payable and expense reimbursements"

10734

8.7

Manage treasury operations

Process Efficiency 103152

Return on invested capital

10734

8.7

Manage treasury operations

Process Efficiency 101167

10734

8.7

Manage treasury operations

Staff Productivity

Number of FTEs that perform the process group

"manage treasury operations" per $1 billion
revenue
Number of bank accounts per "manage treasury
operations" FTE

Copyright 2014 APQC

104617

305 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10734

8.7

Manage treasury operations

Supplemental
Information

102045

Percentage of total finance function FTEs

allocated to the process group "manage treasury
operations"

10735

8.8

Manage internal controls

Cost
Effectiveness

103051

Personnel cost to perform the process group

"manage internal controls" per $1,000 revenue

10735

8.8

Manage internal controls

Cost
Effectiveness

104014

Total cost to perform the process group "manage

internal controls" as a percentage of revenue

10735

8.8

Manage internal controls

Cost
Effectiveness

104015

Total cost to perform the process group "manage

internal controls" per $1 billion revenue

10735

8.8

Manage internal controls

Cost
Effectiveness

104016

Total cost to perform the process group "manage

internal controls" per $1,000 revenue

Copyright 2014 APQC

306 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10735

8.8

Manage internal controls

Cost
Effectiveness

104019

Total cost to perform the process group "manage

internal controls" per process FTE

10735

8.8

Manage internal controls

Cost
Effectiveness

103378

Systems cost to perform the process group

"manage internal controls" per $100,000 revenue

10735

8.8

Manage internal controls

Process Efficiency 101163

Number of FTEs that perform the process group

"manage internal controls" per $1 billion revenue

10735

8.8

Manage internal controls

Supplemental
Information

102041

Percentage of total finance function FTEs

allocated to the process group "manage internal
controls"

10736

8.9

Manage taxes

Process Efficiency 101165

Number of FTEs that perform the process group

"manage taxes" per $1 billion revenue

Copyright 2014 APQC

307 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10736

8.9

Manage taxes

Supplemental
Information

102043

Percentage of total finance function FTEs

allocated to the process group "manage taxes"

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

102988

Personnel cost to perform the process "perform

planning/budgeting/forecasting" per process FTE

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

102990

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

101574

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

103330

Personnel cost to perform the process "perform

planning/budgeting/forecasting" per $1,000
revenue
Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
Systems cost to perform the process "perform
planning/budgeting/forecasting" per $100,000
revenue

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

103811

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

103812

10738

8.1.1

Perform planning/budgeting/forecasting

Cost
Effectiveness

103813

10738
10738

8.1.1
8.1.1

Perform planning/budgeting/forecasting
Perform planning/budgeting/forecasting

Cycle Time
Cycle Time

100160
100604

10738

8.1.1

Perform planning/budgeting/forecasting

Cycle Time

100635

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency 101098

Copyright 2014 APQC

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" per process FTE

Total cost to perform the process "perform

planning/budgeting/forecasting" per $1,000
revenue
Cycle time in days to complete the budget
Cycle time in days to prepare the financial
forecast
Cycle time in days to update/revise the rolling
forecast
Number of FTEs that perform the process
"perform planning/budgeting/forecasting" per $1
billion revenue

308 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency 100892

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency 101760

Number of budget versions produced before final

approval
Percentage error for the inventory cost forecast

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency 101761

Percentage error for the personnel cost forecast

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency 101762

Percentage error for the total sales forecast

10738

8.1.1

Perform planning/budgeting/forecasting

Supplemental
Information

102027

Percentage of total finance function FTEs

allocated to the process "perform planning/
budgeting/ forecasting"

10739

8.1.2

Perform cost accounting and control

Cost
Effectiveness

103065

Personnel cost to perform the processes "perform

cost accounting and control" and "perform cost
management" per process FTE

10739

8.1.2

Perform cost accounting and control

Cost
Effectiveness

103067

Personnel cost to perform the processes "perform

cost accounting and control" and "perform cost
management" per $1,000 revenue

10739

8.1.2

Perform cost accounting and control

Cost
Effectiveness

103989

Total cost to perform the processes "perform cost

accounting and control" and "perform cost
management" per process FTE

10739

8.1.2

Perform cost accounting and control

Cost
Effectiveness

103802

Total cost to perform the processes "perform cost

accounting and control" and "perform cost
management" per $1,000 revenue

10739

8.1.2

Perform cost accounting and control

Process Efficiency 101089

Copyright 2014 APQC

Number of FTEs for the processes "perform cost

accounting and control" and "perform cost
management" per $1 billion revenue

309 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10739

8.1.2

Perform cost accounting and control

Supplemental
Information

102059

Percentage of total finance function FTEs

allocated to the processes "perform cost
accounting and control" and "perform cost
management"

10740

8.1.3

Perform cost management

Cost
Effectiveness

103385

Systems cost to perform the processes "perform

cost accounting and control" and "perform cost
management" per $100,000 revenue

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

103282

Systems cost to perform the process "evaluate

and manage financial performance" per $100,000
revenue

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

103677

Total cost to perform the process "evaluate and

manage financial performance" per process FTE

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

103679

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

104151

Total cost to perform the process "evaluate and

manage financial performance" per $1,000
revenue
Total revenue per active customer

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

102921

Copyright 2014 APQC

Personnel cost to perform the process "evaluate

and manage financial performance" per process
FTE

310 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

102923

10741

8.1.4

Evaluate and manage financial performance

Cost
Effectiveness

101555

10741

8.1.4

Evaluate and manage financial performance

Cycle Time

100616

10741

8.1.4

Evaluate and manage financial performance

Cycle Time

100617

10741

8.1.4

Evaluate and manage financial performance

Cycle Time

100618

10741

8.1.4

Evaluate and manage financial performance

Process Efficiency 101019

10741

8.1.4

Evaluate and manage financial performance

Staff Productivity

103159

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

102831

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

102009

Percentage of total finance function FTEs

allocated to the process "evaluate and manage
financial performance"

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

101973

Percentage of employees with compensations

affected by profit

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

101976

Percentage of employees with compensations

affected by budget versus actual variances

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

101763

Percentage growth in EBITDA over the past three

reporting periods

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

100684

EBITDA margin (current reporting period)

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

100407

Compounded growth rate of revenue over the

past three reporting periods

Copyright 2014 APQC

Personnel cost to perform the process "evaluate

and manage financial performance" per $1,000
revenue
Outsourced cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue
Cycle time in days to perform financial evaluation
of new customers
Cycle time in days to perform financial evaluation
of new markets
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
Revenue per employee for the current reporting
period
Revenue growth over the past three reporting
periods

311 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

100405

Compounded growth rate in earnings before

interest, tax, depreciation and amortization over
the past three reporting periods

10742

8.2.1

Process customer credit

Cost
Effectiveness

101582

Outsourced cost to perform the process "process

customer credit" per $1,000 revenue

10742

8.2.1

Process customer credit

Cost
Effectiveness

103010

Personnel cost to perform the process "process

customer credit" per $1,000 revenue

10742

8.2.1

Process customer credit

Cost
Effectiveness

104466

Total cost to perform the process "process

customer credit" per process FTE

10742

8.2.1

Process customer credit

Cost
Effectiveness

103853

Total cost to perform the process "process

customer credit" as a percentage of revenue

10742

8.2.1

Process customer credit

Cost
Effectiveness

103855

Total cost to perform the process "process

customer credit" per process FTE

10742

8.2.1

Process customer credit

Cost
Effectiveness

103857

Total cost to perform the process "process

customer credit" per $1 billion revenue

10742

8.2.1

Process customer credit

Cost
Effectiveness

103859

Total cost to perform the process "process

customer credit" per $1,000 revenue

10742
10742

8.2.1
8.2.1

Process customer credit

Process customer credit

100561
Cycle Time
Process Efficiency 101078

Cycle time in days for credit approval

Number of FTEs for the order to invoice cycle per
$1 billion revenue

10742

8.2.1

Process customer credit

Process Efficiency 101114

Number of FTEs for the process "process

customer credit" per $1 billion revenue

10742

8.2.1

Process customer credit

Staff Productivity

100878

Number of active customers per "process

customer credit" FTE

10742

8.2.1

Process customer credit

Staff Productivity

100902

Number of credit reviews per "process customer

credit" FTE

10742

8.2.1

Process customer credit

Supplemental
Information

102034

Percentage of total finance function FTEs

allocated to the process "process customer credit"

Copyright 2014 APQC

312 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10743

8.2.2

Invoice customer

Cost
Effectiveness

102933

Personnel cost to perform the process "invoice

customer" per $1,000 revenue

10743

8.2.2

Invoice customer

Cost
Effectiveness

101561

Outsourced cost to perform the process "invoice

customer" per $1,000 revenue

10743

8.2.2

Invoice customer

Cost
Effectiveness

103694

Total cost to perform the process "invoice

customer" as a percentage of revenue

10743

8.2.2

Invoice customer

Cost
Effectiveness

103697

Total cost to perform the process "invoice

customer" per process FTE

10743

8.2.2

Invoice customer

Cost
Effectiveness

103699

Total cost to perform the process "invoice

customer" per $1 billion revenue

10743

8.2.2

Invoice customer

Cost
Effectiveness

103702

Total cost to perform the process "invoice

customer" per $1,000 revenue

10743

8.2.2

Invoice customer

103706

10743

8.2.2

Invoice customer

Cost
Effectiveness
Cost
Effectiveness

Total cost to perform the process "invoice

customer" per invoice line item processed
Total cost to perform the process "invoice
customer" per invoice processed

10743

8.2.2

Invoice customer

Cost
Effectiveness

103343

Systems cost to perform the process "process

customer credit" per $100,000 revenue

10743

8.2.2

Invoice customer

Cost
Effectiveness

103289

Systems cost to perform the process "invoice

customer" per $100,000 revenue

10743

8.2.2

Invoice customer

Cycle Time

100558

10743

8.2.2

Invoice customer

Cycle Time

100164

10743

8.2.2

Invoice customer

Process Efficiency 101035

Cycle time in days between transmission of

invoice and shipment of goods or delivery of
services
Cycle time in days to generate complete and
correct billing data
Number of FTEs that perform the process
"invoice customer" per $1 billion revenue

10743

8.2.2

Invoice customer

Process Efficiency 102142

10743

8.2.2

Invoice customer

Process Efficiency 102134

10743

8.2.2

Invoice customer

Process Efficiency 102161

10743

8.2.2

Invoice customer

Staff Productivity

Copyright 2014 APQC

103709

101280

Percentage of invoice line items processed error

free the first time
Percentage of invoice line items invoiced using
electronic or automatic methods
Percentage of invoices automatically generated
based on event triggers
Number of invoice line items processed per
"invoice customer" FTE

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10743

8.2.2

Invoice customer

Staff Productivity

101287

Number of invoices processed per "invoice

customer" FTE

10743

8.2.2

Invoice customer

100230

Number of line items per invoice

10743

8.2.2

Invoice customer

100387

Value per line item billed

10743

8.2.2

Invoice customer

Supplemental
Information
Supplemental
Information
Supplemental
Information

102157

Percentage of invoice line items that are

denominated in a foreign currency

10743

8.2.2

Invoice customer

Supplemental
Information

102010

Percentage of total finance function FTEs

allocated to the process "invoice customer"

10743

8.2.2

Invoice customer

Supplemental
Information

101870

Percentage of billed/invoiced line items offering a

discount

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103005

Personnel cost to perform the process "process

accounts receivable" per process FTE

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103007

Personnel cost to perform the process "process

accounts receivable" per $1,000 revenue

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

101581

Outsourced cost to perform the process "process

accounts receivable (AR)" per $1,000 revenue

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103341

Systems cost to perform the process "process

accounts receivable" per $100,000 revenue

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103843

Total cost to perform the process "process

accounts receivable" as a percentage of revenue

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103844

Total cost to perform the process "process

accounts receivable" per process FTE

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103845

Total cost to perform the process "process

accounts receivable" per $1 billion revenue

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103846

Total cost to perform the process "process

accounts receivable" per $1,000 revenue

10744

8.2.3

Process accounts receivable (AR)

Cost
Effectiveness

103850

Total cost to perform the process "process

accounts receivable" per customer receipt

Copyright 2014 APQC

314 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10744

8.2.3

Process accounts receivable (AR)

Cycle Time

100178

Days sales outstanding

10744

8.2.3

Process accounts receivable (AR)

Cycle Time

100581

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 101109

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 103167

Cycle time in days from transmission of invoice to

receipt of payment
Number of FTEs that perform the process
"process accounts receivable (AR)" per $1 billion
revenue
Accounts receivable per $1,000 revenue

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 102463

Percentage of receipts automatically matched to

open items in the accounts receivable sub ledger

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 101950

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 102152

Percentage of receipts received electronically or

automatically
Percentage of invoice line items paid in full the
first time

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 102286

Percentage of manual receipts

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 102264

Percentage of line items billed/invoiced paid on

time

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 101758

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 101656

Percentage of total receipts that are processed

error free the first time
Outstanding payment days as a proportion of
standard payment days

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency 104483

10744

8.2.3

Process accounts receivable (AR)

Staff Productivity

100904

Number of customer accounts per "process

accounts receivable" FTE

10744

8.2.3

Process accounts receivable (AR)

Staff Productivity

100797

Number of invoices per "process accounts

receivable" FTE

10744

8.2.3

Process accounts receivable (AR)

Staff Productivity

101395

Number of receipts processed per "process

accounts receivable" FTE

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

101278

Number of invoice line items per receipt

Copyright 2014 APQC

Percentage of receipts received electronically

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

102011

Percentage of total finance function FTEs

allocated to the processes "process accounts
receivable (AR)," "manage and process
collections," and "manage and process
adjustments/deductions"

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

102033

Percentage of total finance function FTEs

allocated to the process "process accounts
receivable (AR)"

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

103004

Personnel cost to perform the process "process

accounts receivable" as a percentage of the total
cost for the process

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

103340

Systems cost to perform the process "process

accounts receivable" as a percentage of the total
cost of the process

10745

8.2.4

Manage and process collections

Cost
Effectiveness

103293

Systems cost to perform the process "manage

and process collections" per $100,000 revenue

10745

8.2.4

Manage and process collections

Cost
Effectiveness

103716

Total cost to perform the process "manage and

process collections" as a percentage of revenue

10745

8.2.4

Manage and process collections

Cost
Effectiveness

103717

Total cost to perform the process "manage and

process collections" per $1 billion revenue

10745

8.2.4

Manage and process collections

Cost
Effectiveness

103718

Total cost to perform the process "manage and

process collections" per $1,000 revenue

10745

8.2.4

Manage and process collections

Cost
Effectiveness

103723

Total cost to perform the process "manage and

process collections" per active customer

10745

8.2.4

Manage and process collections

Cost
Effectiveness

103724

Total cost to perform the process "manage and

process collections" per process FTE

10745

8.2.4

Manage and process collections

Cost
Effectiveness

104467

Total cost to perform the process "manage and

process collections" per customer receipt

Copyright 2014 APQC

316 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10745

8.2.4

Manage and process collections

Cost
Effectiveness

102940

Personnel cost to perform the process "manage

and process collections" per $1,000 revenue

10745

8.2.4

Manage and process collections

Cost
Effectiveness

101563

Outsourced cost to perform the process "manage

and process collections" per $1,000 revenue

10745

8.2.4

Manage and process collections

Process Efficiency 101048

Number of FTEs for the process "manage and

process collections" per $1 billion revenue

10745

8.2.4

Manage and process collections

Process Efficiency 102155

Percentage of invoice line items that are adjusted

by the customer prior to payment

10745

8.2.4

Manage and process collections

Process Efficiency 104166

10745

8.2.4

Manage and process collections

Staff Productivity

104115

Total uncollectable balances as a percentage of

revenue
Number of active customers managed ly per
"manage and process collections" FTE

10745

8.2.4

Manage and process collections

Staff Productivity

100796

Number of invoices per "manage and process

collections" FTE

10745

8.2.4

Manage and process collections

Supplemental
Information

102013

Percentage of total finance function FTEs

allocated to the process "manage and process
collections"

10746

8.2.5

Manage and process adjustments/deductions

Cost
Effectiveness

102937

10746

8.2.5

Manage and process adjustments/deductions

Cost
Effectiveness

101562

10746

8.2.5

Manage and process adjustments/deductions

Cost
Effectiveness

103712

10746

8.2.5

Manage and process adjustments/deductions

Cost
Effectiveness

103291

10746

8.2.5

Manage and process adjustments/deductions

Cycle Time

100628

Personnel cost to perform the process "manage

and process adjustments/deductions" per $1,000
revenue
Outsourced cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
Total cost to perform the process "manage and
process adjustments/deductions" per $1,000
revenue
Systems cost to perform the process "manage
and process adjustments/deductions" per
$100,000 revenue
Cycle time in days to resolve adjustments

10746

8.2.5

Manage and process adjustments/deductions

Process Efficiency 101043

10746

8.2.5

Manage and process adjustments/deductions

Staff Productivity

Copyright 2014 APQC

100880

Number of FTEs for the process "manage and

process adjustments/deductions" per $1 billion
revenue
Number of adjustments and deductions per
"manage and process adjustments/deductions"
FTE
317 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10746

8.2.5

Manage and process adjustments/deductions

Supplemental
Information

102012

Percentage of total finance function FTEs

allocated to the process "manage and process
adjustments/deductions"

10747

8.3.1

Manage policies and procedures

Cost
Effectiveness

103055

10747

8.3.1

Manage policies and procedures

Cost
Effectiveness

101593

Personnel cost to perform the process "manage

financial policies and procedures" per $1,000
revenue
Outsourced cost to perform the process "manage
policies and procedures" per $1,000 revenue

10747

8.3.1

Manage policies and procedures

Cost
Effectiveness

103380

10747

8.3.1

Manage policies and procedures

Cost
Effectiveness

103973

10747

8.3.1

Manage policies and procedures

Process Efficiency 101054

10747

8.3.1

Manage policies and procedures

Supplemental
Information

102015

10748

8.3.2

Perform general accounting

Cost
Effectiveness

103056

Personnel cost to perform the process "perform

general accounting" per $1,000 revenue

10748

8.3.2

Perform general accounting

Cost
Effectiveness

103059

Personnel cost to perform the process "perform

general accounting" per process FTE

10748

8.3.2

Perform general accounting

Cost
Effectiveness

101596

Outsourced cost to perform the process "perform

general accounting" per $1,000 revenue

10748

8.3.2

Perform general accounting

Cost
Effectiveness

103976

Total cost to perform the process "perform

general accounting" per $1,000 revenue

10748

8.3.2

Perform general accounting

Cost
Effectiveness

103980

Total cost to perform the process "perform

general accounting" per journal entry line item

10748

8.3.2

Perform general accounting

Cost
Effectiveness

103983

Total cost to perform the process "perform

general accounting" per process FTE

10748

8.3.2

Perform general accounting

Cost
Effectiveness

103381

Systems cost to perform the process "perform

general accounting" per $100,000 revenue

Copyright 2014 APQC

Systems cost to perform the process "manage

financial policies and procedures" per $100,000
revenue
Total cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
Number of FTEs who perform the process
"manage financial policies and procedures" per
$1 billion revenue
Percentage of total finance function FTEs
allocated to the process "manage policies and
procedures"

318 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10748

8.3.2

Perform general accounting

Cycle Time

104615

10748

8.3.2

Perform general accounting

Cycle Time

100625

10748

8.3.2

Perform general accounting

Process Efficiency 101096

10748

8.3.2

Perform general accounting

Process Efficiency 100848

10748

8.3.2

Perform general accounting

Process Efficiency 101753

10748

8.3.2

Perform general accounting

Process Efficiency 101765

10748

8.3.2

Perform general accounting

Staff Productivity

100875

10748

8.3.2

Perform general accounting

Staff Productivity

101330

10748

8.3.2

Perform general accounting

100874

10748

8.3.2

Perform general accounting

Supplemental
Information
Supplemental
Information

101827

Percentage of accounts that are standard with the

business units reporting to your site

10748

8.3.2

Perform general accounting

Supplemental
Information

102025

Percentage of total finance function FTEs

allocated to the process "perform general
accounting"

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

102986

Personnel cost to perform the process "perform

fixed-asset accounting" per $1,000 revenue

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

102987

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

101573

Personnel cost to perform the process "perform

fixed asset accounting" per fixed asset
transaction
Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

100456

Copyright 2014 APQC

Cycle time in days to complete the monthly

financial close
Cycle time in days to produce period-end
management reports
Number of FTEs that perform the process
"perform general accounting" per $1 billion
revenue
Manual journal entry percentage

Percentage change in business entity's gross

margin over the past three years
Percentage of journal entry line items processed
error free the first time
Number of accounts per FTE who performs the
process "perform general accounting"
Number of journal entry line items per FTE who
performs the process "perform general
accounting"
Number of accounts in the chart of accounts

Total cost to perform the fixed assets cycle per

$1,000 revenue

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

104468

Total cost to perform the fixed assets cycle per

cycle FTE

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

103329

Systems cost of the process "perform fixed asset

accounting" per $100,000 revenue

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

103223

Systems cost of the fixed assets cycle per

$100,000 revenue

10749

8.3.3

Perform fixed-asset accounting

103518

10749

8.3.3

Perform fixed-asset accounting

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness

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

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

103547

Total cost to perform the fixed assets cycle per $1

billion revenue

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

103809

Total cost to perform the process "perform fixed

asset accounting" per $1,000 revenue

10749

8.3.3

Perform fixed-asset accounting

Cost
Effectiveness

103810

Total cost to perform the process "perform fixed

asset accounting" per fixed asset transaction

10749

8.3.3

Perform fixed-asset accounting

Cycle Time

100591

10749

8.3.3

Perform fixed-asset accounting

Cycle Time

100592

Cycle time in days to capitalize a fixed asset

purchase
Cycle time in days to close a capital project

Copyright 2014 APQC

103535
103546

320 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
100593

Metric name

10749

8.3.3

Perform fixed-asset accounting

Cycle Time

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 100734

Cycle time in days to complete an approved

capital expenditure plan
Fixed asset turnover

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 100307

Return on fixed assets

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 101091

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 101162

Number of FTEs who perform the process

"perform fixed-asset accounting" per $1 billion
revenue
Number of FTEs to perform the fixed assets cycle
per $1 billion revenue

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 101869

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 101902

10749

8.3.3

Perform fixed-asset accounting

Process Efficiency 101903

10749

8.3.3

Perform fixed-asset accounting

Staff Productivity

100964

Number of fixed assets managed per "perform

fixed asset accounting" FTE

10749

8.3.3

Perform fixed-asset accounting

Staff Productivity

100965

10749

8.3.3

Perform fixed-asset accounting

Staff Productivity

101329

Number of fixed assets transactions per FTE who

performs the process "perform fixed-asset
accounting"
Number of journal entry line items for fixed asset
transactions per fixed asset accounting FTE

10749

8.3.3

Perform fixed-asset accounting

100868

10749

8.3.3

Perform fixed-asset accounting

Supplemental
Information
Supplemental
Information

Copyright 2014 APQC

100733

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

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

321 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10749

8.3.3

Perform fixed-asset accounting

Supplemental
Information

102040

Percentage of total finance function FTEs

allocated to the fixed assets cycle

10749

8.3.3

Perform fixed-asset accounting

Supplemental
Information

102022

Percentage of total finance function FTEs

allocated to the process "perform fixed asset
accounting"

10750

8.3.4

Perform financial reporting

Cost
Effectiveness

103061

Personnel cost to perform the process "perform

financial reporting" per $1,000 revenue

10750

8.3.4

Perform financial reporting

Cost
Effectiveness

101599

Outsourced cost to perform the process "perform

financial reporting" per $1,000 revenue

10750

8.3.4

Perform financial reporting

Cost
Effectiveness

103984

Total cost to perform the process "perform

financial reporting" per $1,000 revenue

10750

8.3.4

Perform financial reporting

Cost
Effectiveness

103383

Systems cost to perform the process "perform

financial reporting" per $100,000 revenue

10750

8.3.4

Perform financial reporting

Cost
Effectiveness

104469

Total cost to perform the process "perform

financial reporting" per process FTE

10750

8.3.4

Perform financial reporting

Cycle Time

100594

Cycle time in days from producing flash reports to

completing consolidated financial statements

10750

8.3.4

Perform financial reporting

Cycle Time

100597

10750

8.3.4

Perform financial reporting

Cycle Time

100552

10750

8.3.4

Perform financial reporting

Cycle Time

100555

10750

8.3.4

Perform financial reporting

Cycle Time

100162

10750

8.3.4

Perform financial reporting

Process Efficiency 101090

Cycle time in calendar days from producing

monthly flash reports to completing the monthly
consolidated financial statements
Cycle time in days between completion of
consolidated financial statements and the release
of earnings
Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
Cycle time in days to complete the monthly
consolidated financial statements
Number of FTEs who perform the process
"perform financial reporting" per $1 billion
revenue

Copyright 2014 APQC

322 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10750

8.3.4

Perform financial reporting

Supplemental
Information

102021

Percentage of total finance function FTEs

allocated to the process "perform financial
reporting"

10751

8.4.1

Perform capital planning and project approval

Cost
Effectiveness

103064

10751

8.4.1

Perform capital planning and project approval

Cost
Effectiveness

101603

10751

8.4.1

Perform capital planning and project approval

100008

10751

8.4.1

Perform capital planning and project approval

Cost
Effectiveness
Cost
Effectiveness

Personnel cost to perform the process" perform

capital planning and project approval" per $1,000
revenue
Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
Actual capital expenditure as a percentage of
budgeted capital expenditures for two years prior

10751

8.4.1

Perform capital planning and project approval

Cost
Effectiveness

103325

10751

8.4.1

Perform capital planning and project approval

Cost
Effectiveness

103801

10751
10751

8.4.1
8.4.1

Perform capital planning and project approval

Perform capital planning and project approval

100586
Cycle Time
Process Efficiency 100009

10751

8.4.1

Perform capital planning and project approval

Process Efficiency 101086

10751

8.4.1

Perform capital planning and project approval

Supplemental
Information

102019

10752

8.4.2

Perform capital project accounting

Cost
Effectiveness

102993

Personnel cost to perform the process "perform

capital project accounting" per $1,000 revenue

10752

8.4.2

Perform capital project accounting

Cost
Effectiveness

101577

Outsourced cost to perform the process "perform

capital project accounting" per $1,000 revenue

10752

8.4.2

Perform capital project accounting

Cost
Effectiveness

103817

Total cost to perform the process "perform capital

project accounting" per $1,000 revenue

10752

8.4.2

Perform capital project accounting

Cost
Effectiveness

103818

Total cost of the process "perform capital project

accounting" per approved capital project

Copyright 2014 APQC

100010

Systems cost to perform the process "perform

capital planning and project approval" per
$100,000 revenue
Total cost of the process "perform capital
planning and project approval" per $1,000
revenue
Cycle time in days to approve a capital project
Actual capital expenditure as a percentage of
budgeted capital expenditures for the most recent
year
Number of FTEs for the process "perform capital
planning and project approval" per $1 billion
revenue
Percentage of total finance function FTEs
allocated to the process "perform capital planning
and project approval"

323 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10752

8.4.2

Perform capital project accounting

Cost
Effectiveness

103332

Systems cost to perform the process "perform

capital project accounting" per $100,000 revenue

10752

8.4.2

Perform capital project accounting

Cost
Effectiveness

104470

Total cost to perform the process "perform capital

project accounting" per process FTE

10752

8.4.2

Perform capital project accounting

Process Efficiency 101088

10752

8.4.2

Perform capital project accounting

Process Efficiency 100896

Number of FTEs who perform the process

"perform capital project accounting" per $1 billion
revenue
Number of capital projects not budgeted as a
percentage of approved projects

10752

8.4.2

Perform capital project accounting

Supplemental
Information

102020

Percentage of total finance function FTEs

allocated to the process "perform capital project
accounting"

10753

8.5.1

Report time

103022

10753

8.5.1

Report time

Cost
Effectiveness
Cost
Effectiveness

Personnel cost to perform the process "report

time" per $1,000 revenue
Personnel cost to perform the process "report
time" per employee paid

10753

8.5.1

Report time

101604

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

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness
Cycle Time

10753

8.5.1

Report time

Process Efficiency 101130

Number of FTEs for the process "report time" per

$1 billion revenue

10753

8.5.1

Report time

Process Efficiency 101134

Number of FTEs for the process "report time" per

1,000 employees paid

Copyright 2014 APQC

103023

103351
103887
103890
103892
100540

Outsourced cost to perform the process "report

time" per $1,000 revenue
Systems cost to perform the process "report time"
per employee paid
Total cost to perform the process "report time" per
$1,000 revenue
Total cost to perform the process "report time" per
employee paid
Total cost to perform the process "report time" per
time record processed
Cycle time in business days to process time
record data and enter into payroll system

324 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10753

8.5.1

Report time

Process Efficiency 102696

Percentage of time records that are processed

first time error free

10753

8.5.1

Report time

Process Efficiency 102698

Percentage of time records that are returned to

the employee/field for validation and/or correction

10753

8.5.1

Report time

Process Efficiency 104487

10753

8.5.1

Report time

Process Efficiency 104488

10753

8.5.1

Report time

Staff Productivity

101422

10753

8.5.1

Report time

Supplemental
Information

102389

Percentage of time records that are submitted

electronically
Percentage of time records that are entered
manually into the payroll system
Number of time records processed per "report
time" FTE
Percentage of total payroll FTEs performing the
"report time" process

10753

8.5.1

Report time

Supplemental
Information

102037

Percentage of total finance function FTEs

allocated to the process "report time"

10754

8.5.2

Manage pay

Cost
Effectiveness

102956

Personnel cost to perform the process "manage

pay" per $1,000 revenue

10754

8.5.2

Manage pay

Cost
Effectiveness

102957

Personnel cost to perform the process "manage

pay" per employee paid

10754

8.5.2

Manage pay

Cost
Effectiveness

101602

Outsourced cost to perform the process "manage

pay" per $1,000 revenue

10754

8.5.2

Manage pay

103736

10754

8.5.2

Manage pay

10754

8.5.2

Manage pay

Cost
Effectiveness
Cost
Effectiveness
Cost
Effectiveness

Total cost to perform the process "manage pay"

per $1,000 revenue
Total cost to perform the process "manage pay"
per employee paid
Total cost to perform the process "manage pay"
per payroll disbursement

Copyright 2014 APQC

103739
103741

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Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10754

8.5.2

Manage pay

Cost
Effectiveness

103304

Systems cost to perform the process "manage

pay" per employee paid

10754

8.5.2

Manage pay

Cycle Time

100543

Cycle time in business days to reflect a new

employee in the payroll system

10754

8.5.2

Manage pay

Cycle Time

100546

Cycle time in business days to remove a

terminated employee from the payroll system

10754

8.5.2

Manage pay

Cycle Time

100549

Cycle time in business days to resolve a payroll

error

10754

8.5.2

Manage pay

Cycle Time

100536

10754

8.5.2

Manage pay

Cycle Time

100529

10754

8.5.2

Manage pay

Cycle Time

100532

10754

8.5.2

Manage pay

Process Efficiency 101429

10754

8.5.2

Manage pay

Process Efficiency 101373

10754

8.5.2

Manage pay

Process Efficiency 101057

Cycle time in business days from the payroll

system cut-off date until payroll transmit date
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
Cycle time in business days from HR/benefits
system cut-off until payroll system cut-off date
Number of voided checks/payments as a
percentage of payroll disbursements
Number of payroll-related inquiries as a
percentage of payroll disbursements
Number of FTEs for the process "manage pay"
per $1 billion revenue

10754

8.5.2

Manage pay

Process Efficiency 101061

Number of FTEs for the process "manage pay"

per 1,000 employees paid

10754

8.5.2

Manage pay

Process Efficiency 102380

Percentage of payroll disbursements that are

manual checks/payments

10754

8.5.2

Manage pay

Process Efficiency 102383

Percentage of payroll disbursements that include

retroactive pay adjustments

10754

8.5.2

Manage pay

Process Efficiency 101958

10754

8.5.2

Manage pay

Process Efficiency 101739

Percentage of employees receiving payroll

disbursements via direct deposit
Payment errors as a percentage of total payroll
disbursements

Copyright 2014 APQC

326 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10754

8.5.2

Manage pay

Staff Productivity

101370

10754

8.5.2

Manage pay

Staff Productivity

101334

10754

8.5.2

Manage pay

Supplemental
Information

100390

10754

8.5.2

Manage pay

Supplemental
Information

102014

10754

8.5.2

Manage pay

Supplemental
Information

102385

Percentage of total payroll FTEs performing the

"manage pay" process

10755

8.5.3

Process payroll taxes

Cost
Effectiveness

103019

Personnel cost to perform the process "process

payroll taxes" per $1,000 revenue

10755

8.5.3

Process payroll taxes

Cost
Effectiveness

103020

Personnel cost to perform the process "process

payroll taxes" per employee paid

10755

8.5.3

Process payroll taxes

Cost
Effectiveness

101605

Outsourced cost to perform the process "process

payroll taxes" per $1,000 revenue

10755

8.5.3

Process payroll taxes

Cost
Effectiveness

103349

Systems cost to perform the process "process

payroll taxes" per employee paid

10755

8.5.3

Process payroll taxes

Cost
Effectiveness

103883

Total cost to perform the process "process payroll

taxes" per $1,000 revenue

10755

8.5.3

Process payroll taxes

Cost
Effectiveness

103885

Total cost to perform the process "process payroll

taxes" per employee paid

Copyright 2014 APQC

Number of payroll disbursements processed per

"manage pay" FTE
Number of manual checks/payments per "process
payroll" FTE

Business days the HR/Benefits system is open for

employee data changes, new hires and
termination during payroll period
Percentage of total finance function FTEs
allocated to the process "manage pay"

327 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID
100534

Metric name

10755

8.5.3

Process payroll taxes

Cycle Time

10755

8.5.3

Process payroll taxes

Process Efficiency 101128

10755

8.5.3

Process payroll taxes

Process Efficiency 101120

10755

8.5.3

Process payroll taxes

Supplemental
Information

102387

Percentage of total payroll FTEs performing the

"process payroll taxes" process

10755

8.5.3

Process payroll taxes

Supplemental
Information

102007

Percentage of total finance function FTEs

allocated to the process "process payroll taxes"

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

102997

Personnel cost to perform the process "process

accounts payable" per process FTE

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

102999

Personnel cost to perform the process "process

accounts payable" per $1,000 purchases

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103001

Personnel cost to perform the process "process

accounts payable" per $1,000 revenue

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

101580

Outsourced cost to perform the process "process

accounts payable" per $1,000 revenue

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

100451

Total cost to perform the process "process

accounts payable" per invoice processed

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103825

Total cost to perform the process "process

accounts payable" as a percentage of revenue

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103826

Total cost to perform the process "process

accounts payable" per process FTE

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103827

Total cost to perform the process "process

accounts payable" per $1 billion revenue

Copyright 2014 APQC

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
Number of FTEs for the process "process payroll
taxes" per 1,000 employees paid
Number of FTEs for the process "process payroll
taxes" per $1 billion revenue

328 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103828

Total cost to perform the process "process

accounts payable" per $1,000 purchases

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103831

Total cost to perform the process "process

accounts payable" per $1,000 revenue

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103835

Total cost to perform the process "process

accounts payable" per disbursement/payment

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103838

Total cost to perform the process "process

accounts payable" per invoice line item processed

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103336

Systems cost to perform the process "process

accounts payable" per $100,000 purchases

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

103338

Systems cost to perform the process "process

accounts payable" per $100,000 revenue

10756

8.6.1

Process accounts payable (AP)

Cost
Effectiveness

104204

Value of purchases (in millions) per "process

accounts payable" FTE

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100575

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100632

Cycle time in days from receipt of invoice until

payment is transmitted
Cycle time in days to resolve an invoice error

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100636

Cycle time in hours to enter invoice data into the

system

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100154

Cycle time in days from receipt of invoice until

approved and scheduled for payment

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 101108

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 101944

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 101947

Percentage of discounts available that are taken

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 102163

Percentage of invoices paid within the discount

period

Copyright 2014 APQC

Number of FTEs that perform the process

"process accounts payable (AP)" per $1 billion
revenue
Percentage of disbursements that are first time
error free

329 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 102164

Percentage of invoices which are manually keyed

into the financial system

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 102136

Percentage of invoice line items matched with a

purchase order

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 102139

Percentage of invoice line items paid on time

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 102146

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 102149

Percentage of invoice line items received

electronically
Percentage of invoice line items that are matched
the first time

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 101738

Payables outstanding per $1,000 revenue

10756

8.6.1

Process accounts payable (AP)

Process Efficiency 104301

Number of FTEs who perform the process

"process accounts payable" per $1 billion
purchases

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

101283

Number of invoice line items processed per

"process accounts payable" FTE

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

100917

Number of disbursements per "process accounts

payable" FTE

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

101290

Number of invoices processed per "process

accounts payable" FTE

10756

8.6.1

Process accounts payable (AP)

101285

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information
Supplemental
Information

Number of invoiced line items per $1,000

purchases
Percentage of total finance function FTEs
allocated to the process "process accounts
payable"

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

102996

Personnel cost to perform the process "process

accounts payable" as a percentage of total
process cost

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

104612

Outsourced cost to perform the process "process

accounts payable" as a percentage of the total
cost of the process

Copyright 2014 APQC

102032

330 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

104605

Overhead and other cost to perform the process

"process accounts payable" as a percentage of
the total cost of the process

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

103335

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103345

Systems cost to perform the process "process

accounts payable" as a percentage of the total
cost of the process
Systems cost to perform the process "process
expense reimbursements" per $100,000 revenue

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103863

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103864

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103865

Total cost to perform the process "process

expense reimbursements" per $1 billion revenue

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103866

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103869

Total cost to perform the process "process

expense reimbursements" per $1,000 of T&E
expenditures
Total cost to perform the process "process
expense reimbursements" per $1,000 revenue

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103873

Total cost to perform the process "process

expense reimbursements" per T&E disbursement

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

104606

Personnel cost of the process "process expense

reimbursements" per $100,000 of T&E
expenditures

Copyright 2014 APQC

Total cost to perform the process "process

expense reimbursements" as a percentage of
revenue
Total cost to perform the process "process
expense reimbursements" per process FTE

331 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

104607

Systems cost of the process "process expense

reimbursements" per $100,000 of T&E
expenditures

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

103013

Personnel cost to perform process "process

expense reimbursements" per $1,000 revenue

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

102850

Personnel cost to perform the process "process

expense reimbursements" per process FTE

10757

8.6.2

Process expense reimbursements

Cost
Effectiveness

101583

Outsourced cost to perform the process "process

expense reimbursements" per $1,000 revenue

10757

8.6.2

Process expense reimbursements

Cycle Time

100587

Cycle time in days to approve and schedule T&E

reimbursements

10757

8.6.2

Process expense reimbursements

Process Efficiency 101262

10757

8.6.2

Process expense reimbursements

Process Efficiency 101119

10757

8.6.2

Process expense reimbursements

Process Efficiency 102650

10757

8.6.2

Process expense reimbursements

Process Efficiency 101995

10757

8.6.2

Process expense reimbursements

Staff Productivity

100952

10757

8.6.2

Process expense reimbursements

Staff Productivity

101419

10757

8.6.2

Process expense reimbursements

100955

10757

8.6.2

Process expense reimbursements

Supplemental
Information
Supplemental
Information

Copyright 2014 APQC

102035

Number of FTEs who perform the process

"process expense reimbursements" per $1 million
T&E expenditures
Number of FTEs who perform the process
"process expense reimbursements" per $1 billion
revenue
Percentage of total T&E expenditures made using
cash advances
Percentage of expense report exception line
items
Number of expense report line items per FTE who
performs the process "process expense
reimbursements"
Number of T&E disbursements per "process
expense reimbursements" FTE
Number of expense report line items per $1,000
T&E expenditure
Percentage of total finance function FTEs
allocated to the process "process expense
reimbursements"

332 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104608

Personnel cost of the process "process expense

reimbursements" as a percentage of total cost for
the process

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104609

Systems cost to perform the process "process

expense reimbursements" as a percentage of the
total cost of the process

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104610

Overhead and other cost to perform the process

"process expense reimbursements" as a
percentage of the total cost of the process

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104611

10759

8.7.2

Manage cash

Cycle Time

100171

10759

8.7.2

Manage cash

Cycle Time

100175

Outsourced cost to perform the process "process

expense reimbursements" as a percentage of the
total cost of the process
Cycle time in hours to initiate, approve, and
dispatch a wire transfer
Cycle time in hours to reconcile a single bank
account

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost
Effectiveness

101554

Outsourced cost to perform the process "establish

internal controls, policies, and procedures" per
$1,000 revenue

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost
Effectiveness

102918

Personnel cost to perform the process "establish

internal controls, policies, and procedures" per
$1,000 revenue

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost
Effectiveness

103161

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost
Effectiveness

103673

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost
Effectiveness

103280

Risk assessment cost as a percentage of total

cost to perform the process "establish internal
controls, policies, and procedures"
Total cost to perform the process "establish
internal controls, policies, and procedures" per
$1,000 revenue
Systems cost to perform the process "establish
internal controls, policies, and procedures" per
$100,000 revenue

Copyright 2014 APQC

333 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10762

8.8.1

Establish internal controls, policies, and

procedures

Process Efficiency 101018

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102372

Percentage of other non-independent members

on the audit committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102373

Percentage of other non-independent members

on the compensation committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102374

Percentage of other non-independent members

on the governance committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102312

Percentage of officers/employees on the audit

committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102313

Percentage of officers/employees on the

compensation committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102314

Percentage of officers/employees on the

governance committee

Copyright 2014 APQC

Number of FTEs for the process "establish

internal controls, policies, and procedures" per $1
billion revenue

334 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102006

Percentage of total finance function FTEs

allocated to the process "establish internal
controls, policies, and procedures"

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102112

Percentage of independent members on the audit

committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102113

Percentage of independent members on the

compensation committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102114

Percentage of independent members on the

governance committee

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102115

Percentage of independent, outside directors on

the board

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost
Effectiveness

102969

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost
Effectiveness

101568

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost
Effectiveness

103315

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost
Effectiveness

103766

Personnel cost to perform the process "operate

controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
Outsourced cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
Systems cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $100,000
revenue
Total cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue

Copyright 2014 APQC

335 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cycle Time

100140

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cycle Time

100144

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cycle Time

100148

Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed

10763

8.8.2

Cycle Time

100608

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures

Process Efficiency 101424

Cycle time in days to deploy change in enabling

technology
Number of times last year employees used
existing communication channels to report
suspected improprieties per 1,000 employees

10763

8.8.2

Process Efficiency 101375

Number of primary controls per 1,000 employees

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures

Process Efficiency 101070

Number of FTEs for the process "operate controls

and monitor compliance with internal controls
policies and procedures" per $1 billion revenue

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Process Efficiency 100899

Number of control violations per 1,000 business

entity employees

10763

8.8.2

Process Efficiency 102392

10763

8.8.2

10763

8.8.2

10763

8.8.2

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures

Percentage of primary controls that are

automated
Percentage of primary controls that are detective
in nature
Percentage of primary controls that are preventive
in nature
Self assessments as a percentage of risk
assessment cost
Percentage of total control violations that are new

Copyright 2014 APQC

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102398
102401
103173
101912

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
Cycle time in calendar days (including weekends)
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner

336 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Supplemental
Information

102016

Percentage of total finance function FTEs

allocated to the process "operate controls and
monitor compliance with internal controls policies
and procedures"

10764

8.8.3

Report on internal controls compliance

Cost
Effectiveness

103016

Personnel cost to perform the process "report on

internal controls compliance" per $1,000 revenue

10764

8.8.3

Report on internal controls compliance

Cost
Effectiveness

101584

Outsourced cost to perform the process "report on

internal controls compliance" per $1,000 revenue

10764

8.8.3

Report on internal controls compliance

Cost
Effectiveness

103879

Total cost to perform the process "report on

internal controls compliance" per $1,000 revenue

10764

8.8.3

Report on internal controls compliance

Cost
Effectiveness

103347

10764

8.8.3

Report on internal controls compliance

Process Efficiency 101125

10764

8.8.3

Report on internal controls compliance

Process Efficiency 102391

Systems cost to perform the process "report on

internal controls compliance" per $100,000
revenue
Number of FTEs for the process "report on
internal controls compliance" per $1 billion
revenue
Previously identified control violations as a
percentage of total control violations

10764

8.8.3

Report on internal controls compliance

Supplemental
Information

102036

Percentage of total finance function FTEs

allocated to the process "report on internal
controls compliance"

10764

8.8.3

Report on internal controls compliance

101533

10764

8.8.3

Report on internal controls compliance

Supplemental
Information
Supplemental
Information

Outside consultants as a percentage of risk

assessment cost
Other as a percentage of risk assessment cost

10764

8.8.3

Report on internal controls compliance

10876

8.6.1.8

Process payments

100770
Supplemental
Information
Process Efficiency 104604

10938

9.2

Plan maintenance work

Process Efficiency 104176

11216

10.4

Manage business resiliency

Cost
Effectiveness

103295

11216

10.4

Manage business resiliency

Cost
Effectiveness

103725

Copyright 2014 APQC

101459

Independent internal resources as a percentage

of risk assessment cost
Percentage of disbursements submitted
electronically
Unplanned machine downtime as a percentage of
scheduled run time
Systems cost of the process group "manage
business resiliency and risk" per $100,000
revenue
Total cost of the process "manage business
resiliency and risk" per $1,000 revenue

337 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

11216

10.4

Manage business resiliency

Cost
Effectiveness

101494

Other cost of the process group "manage

business resiliency and risk" per $100,000
revenue

11216

10.4

Manage business resiliency

Cost
Effectiveness

101697

11216

10.4

Manage business resiliency

Cost
Effectiveness

101622

11216

10.4

Manage business resiliency

Cost
Effectiveness

102943

Overhead cost of the process group "manage

business resiliency and risk" per $100,000
revenue
Outsourced cost of the process group "manage
business resiliency and risk" per $100,000
revenue
Personnel cost of the process group "manage
business resiliency and risk" per $1,000 revenue

11216

10.4

Manage business resiliency

Cycle Time

103439

Time in weeks to complete projects that address

an identified business exposure or opportunity
(less than 20 percent of total revenue)

11216

10.4

Manage business resiliency

Cycle Time

103443

Time in weeks to complete projects that address

an identified business exposure or opportunity
(between 20 and 40 percent of total revenue)

11216

10.4

Manage business resiliency

Cycle Time

103447

Time in weeks to complete projects that address

an identified business exposure or opportunity
(between 40 and 60 percent of total revenue)

11216

10.4

Manage business resiliency

Cycle Time

103451

Time in weeks to complete projects that address

an identified business exposure or opportunity
(between 60 and 80 percent of total revenue)

11216

10.4

Manage business resiliency

Cycle Time

103455

Time in weeks to complete projects that address

an identified business exposure or opportunity
(greater than 80 percent of total revenue)

11216

10.4

Manage business resiliency

Process Efficiency 101318

Number of IT FTEs for the process group

"manage business resiliency and risk" per $1
billion revenue

11216

10.4

Manage business resiliency

Process Efficiency 100831

Level of FTE experience in years for the process

group "manage business resiliency and risk"

11216

10.4

Manage business resiliency

Supplemental
Information

Copyright 2014 APQC

102733

Percentage of total IT costs for process group

"manage business resiliency and risk"

338 of 482

Process
Element Hierarchy
ID
ID

Process element

Metric Category

Metric ID

Metric name

11216

10.4

Manage business resiliency

Supplemental
Information

102192

Percentage of IT budget for process group

"manage business resiliency and risk"

11216

10.4

Manage business resiliency

Supplemental
Information

104558

Percentage of business entity IT FTEs who

perform the process group "manage business
resiliency and risk"

Copyright 2014 APQC

339 of 482

Formula

Units

Number of new businesses/services launched

over the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses/services launched
over the past three years / (Research and
development (R&D) costs over the past three
reporting periods * 0.000000010)
Costs other than personnel, systems, overhead,
and outsourced to generate new product/service
ideas / (Total business entity revenue * 0.0010)
Costs other than personnel, systems, overhead,
and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
Costs other than personnel, systems, overhead,
and outsourced to support product manufacturing
or service delivery / (Total business entity
revenue * 0.0010)
Outsourced cost to generate new product/service
ideas / Total number of product/service
opportunities
(Budget for research and development (R&D) /
Total business entity revenue) * 100.0
Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects

new businesses

Average project cost from the start of the design

and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects / (Total business entity
revenue * 0.0010)

dollars

Average project cost from the start of the design

and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects

dollars

Copyright 2014 APQC

new businesses

dollars

dollars

dollars

dollars

percent
dollars

340 of 482

Formula

Units

Average project cost from the start of the design

and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects / (Total business entity
revenue * 0.0010)
Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects / (Total business entity
revenue * 0.0010)
Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects
Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects
(((Costs of research and development (R&D) /
Research and development (R&D) costs over the
past three reporting periods) ^ 0.3333) - 1) * 100.0

dollars

Cost of new product/service opportunities from

existing product/service extensions / (Total
business entity revenue * 0.0010)
Cost of new product/service opportunities from
existing product/service extensions / Number of
product/service opportunities that are existing
product/service extensions
Cost of new product/service opportunities from
existing product/service improvements / (Total
business entity revenue * 0.0010)
Cost of new product/service opportunities from
existing product/service improvements / Number
of product/service opportunities that are existing
product/service improvements
Cost of new product/service opportunities from
new product/service developments / (Total
business entity revenue * 0.0010)

dollars

Copyright 2014 APQC

dollars

dollars

dollars

percent

dollars

dollars

dollars

dollars

341 of 482

Formula

Units

Cost of new product/service opportunities from

dollars
new product/service developments / Number of
product/service opportunities that are new
product/service developments
Engineering change-order costs as a percentage percent
of total new product development costs
Outsourced cost to generate new product/service dollars
ideas / (Total business entity revenue * 0.0010)
Outsourced cost to support product
manufacturing or service delivery / (Total
business entity revenue * 0.0010)
Overhead cost to generate new product/service
ideas / (Total business entity revenue * 0.0010)
Overhead cost to generate new product/service
ideas / Total number of product/service
opportunities
Overhead cost to support product manufacturing
or service delivery / (Total business entity
revenue * 0.0010)
((Costs of research and development (R&D) Research and development (R&D) costs over the
past three reporting periods) / Research and
development (R&D) costs over the past three
reporting periods) * 100.0
Percentage of research and development (R&D)
cost related to new product development projects

dollars

(100 - Percentage of research and development

(R&D) cost related to new product development
projects)
Personnel cost to generate new product/service
ideas / (Total business entity revenue * 0.0010)
Personnel cost to generate new product/service
ideas / Total number of product/service
opportunities
Personnel cost to support product manufacturing
or service delivery / (Total business entity
revenue * 0.0010)
Budget for research and development (R&D) /
Number of FTEs who perform research and
development (R&D)
Costs of research and development (R&D) /
(Total business entity revenue * 0.0010)

percent

Copyright 2014 APQC

dollars
dollars

dollars

percent

percent

dollars
dollars

dollars

dollars

dollars

342 of 482

Formula

Units

((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)
((Percentage of research and development (R&D) dollars
cost related to new product development projects
* -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.0010)
Systems cost to generate new product/service
dollars
ideas / (Total business entity revenue * 0.000010)
Systems cost to generate new product/service
dollars
ideas / Total number of product/service
opportunities
Systems cost to support product manufacturing or dollars
service delivery / (Total business entity revenue *
0.000010)
Systems cost to support product manufacturing or dollars
service delivery / Number of projects that exit or
complete the test market products/services phase
Total cost to generate new product/service ideas / dollars
(Total business entity revenue * 0.0010)
Total cost to generate new product/service ideas / dollars
Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions
Total cost to generate new product/service ideas / dollars
Number of concepts in the pre-design phase that
are new product/service developments
Total cost to generate new product/service ideas / dollars
Total number of concepts in the pre-design phase
Total cost to support product manufacturing or
dollars
service delivery / (Total business entity revenue *
0.0010)
(Total cost to generate new product/service ideas dollars
+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / (Total
business entity revenue * 0.0010)

Copyright 2014 APQC

343 of 482

Formula
(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
Research and development (R&D) costs over the
past three reporting periods / (Total revenue over
the past three reporting periods * 0.0010)
Costs of research and development (R&D) /
Number of business entity employees
Average time-to-market in days from the start of
the design and develop products/services
process until the existing product/service
extension project is ready for sale
Average time-to-market in days from the start of
the design and develop products/services
process until the existing product/service
improvement project is ready for sale
Average time-to-profitability in months for existing
product/service extension projects
Average time-to-market in days from the start of
the design and develop products/services
process until the new product/service
development project ready for sale
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 develop products/services process through
the completion of the test market
products/services process for existing
product/service improvement projects
Cycle time in days from the start of the design
and develop products/services process through
the completion of the test market
products/services process for new product/service
development projects
Average time-to-market in days for all products

Units
percent
percent

dollars

dollars
days

days

months
days

days

days

days

days

Average time-to-profitability in months for existing months

product/service improvement projects
Average time-to-profitability in months for new
months
product/service development projects
Copyright 2014 APQC

344 of 482

Formula

Units

Average design cycle time in days for all products days

Average number of hours to generate new
product/service ideas for existing product/service
extension projects
Average number of hours to generate new
product/service ideas for existing product/service
improvement projects
Average number of hours to generate new
product/service ideas for new product/service
development projects
Average team size in FTEs for existing
product/service extension projects / (Total
business entity revenue * 0.000000001)
Average team size in FTEs for existing
product/service extension projects
Average team size in FTEs for existing
product/service improvement projects / (Total
business entity revenue * 0.000000001)
Average team size in FTEs for existing
product/service improvement projects
Average team size in FTEs for new
product/service development projects / (Total
business entity revenue * 0.000000001)
Average team size in FTEs for new
product/service development projects
Average number of hours to design and develop
products/services for existing product/service
extension projects
Average number of hours to design and develop
products/services for existing product/service
improvement projects
Average number of hours to design and develop
products/services for new product/service
development projects
Average percentage variance from budget for
existing product/service extension projects
Average percentage variance from budget for
existing product/service improvement projects
Average percentage variance from budget for
new product/service development projects
Number of concepts in the pre-design phase that
are new product/service developments / (Total
business entity revenue * 0.000010)

Copyright 2014 APQC

hours

hours

hours

FTEs

FTEs
FTEs

FTEs
FTEs

FTEs
hours

hours

hours

percent
percent
percent
concepts

345 of 482

Formula
Number of projects that are new product/service
developments / (Total business entity revenue *
0.000000001)
Number of product/service opportunities that are
new product/service developments / (Total
business entity revenue * 0.0010)
Number of product/service opportunities that are
existing product/service improvements / (Total
business entity revenue * 0.0010)
Number of product/service opportunities that are
existing product/service extensions / (Total
business entity revenue * 0.0010)
Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions / (Total business entity revenue *
0.0010)
Number of projects that are existing
product/service improvements and extensions /
(Total business entity revenue * 0.000000001)
Number of FTEs who generate new
product/service ideas / (Total business entity
revenue * 0.000000001)
Number of FTEs who support product
manufacturing or service delivery / (Total
business entity revenue * 0.000000001)
Number of FTEs who develop and manage
products and services / (Total business entity
revenue * 0.000000001)
Number of projects that are existing
product/service improvements and extensions /
Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions
Number of projects that are new product/service
developments / Number of concepts in the predesign phase that are new product/service
developments
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
Percentage of revenue from products/services
launched in the last 12-month reporting period
Percentage of new product/service development
projects launched on budget
Copyright 2014 APQC

Units
projects

opportunities

improvements

extensions

concepts

projects

FTEs

FTEs

FTEs

projects

projects

projects
percent

percent
percent

346 of 482

Formula

Units

Percentage of new product/service development

projects launched on time
Percentage of new product/service development
projects that are commercially launched

percent

Percentage of new ideas from internal sources

percent

Percentage of existing product/service extension

projects launched on budget
Percentage of existing product/service extension
projects launched on time
Percentage of existing product/service
improvement projects launched on budget
Percentage of existing product/service
improvement projects launched on time
Average time-to-market in days for all products

percent

percent

percent
percent
percent
days

Number of FTEs who perform research and

FTE
development (R&D) / (Total business entity
revenue * .000000001)
Percentage of employees tasked with at least one percent
innovation goal
Number of projects that are existing
projects
product/service improvements and extensions /
(((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 FTEs who develop
and manage products and services)/100)
Number of concepts in the pre-design phase that concepts
are existing product/service improvements and
extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
FTEs who develop and manage products and
services who generate new product/service ideas)
* 0.010)
Number of product/service opportunities that are improvements
existing product/service improvements / Number
of FTEs who generate new product/service ideas

Copyright 2014 APQC

347 of 482

Formula

Units

Number of product/service opportunities that are

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

extensions

Number of product/service opportunities that are

new product/service developments / Number of
FTEs who generate new product/service ideas

concepts

Number of projects that are new product/service

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 FTEs who develop and
manage products and services)/100)

projects

Percentage of external ideas from

clients/customers
Percentage of external ideas from competitors

percent

Percentage of external ideas from consultants

percent

Percentage of external ideas from other sources

percent

Percentage of external ideas from partners

percent

Percentage of external ideas from suppliers

percent

Percentage of total innovation spend allocated to

enhancements to existing
products/processes/business models
Percentage of total innovation spend allocated to
major extensions to products/processes/business
models
Percentage of total innovation spend allocated to
new or white space opportunities
Percentage of total innovation spend allocated to
other categories

percent

Percentage of new ideas from external sources

percent

Copyright 2014 APQC

percent

percent

percent
percent

348 of 482

Formula

Units

Number of FTEs who perform the marketing

FTE
function / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the sales function / FTE
(Total business entity revenue * 0.000000001)
Total value of sales order line items lost due to
dollars
lack of production capacity/stockouts / (Total
business entity revenue * 0.0000010)
Customer retention rate over the past three years percent
((Number of FTEs who perform the marketing
function + Number of FTEs who perform the sales
function + Number of FTEs who perform research
and development (R&D)) / Number of business
entity FTEs) * 100.0
(Customer accounts set up for EDI to submit
sales orders / Number of customers in the
customer master file) * 100.0
Percentage of active customers who transact via
an electronic marketplace
Customer retention rate for all customers

percent

percent

percent
percent

Percentage of active customers that are profitable percent

((Revenue received from internet orders +
Revenue received from WAP orders + Revenue
received from EDI orders + Revenue received
from orders through a direct connection to the
system) / Total business entity revenue) * 100.0
(Number of FTEs who perform the marketing
function / Number of business entity FTEs) * 100

percent

(Revenue received from orders through a direct

connection to the system / Total business entity
revenue) * 100.0
(Revenue received from EDI orders / Total
business entity revenue) * 100.0
(Revenue received from email orders / Total
business entity revenue) * 100.0
(Revenue received from fax and mail orders /
Total business entity revenue) * 100.0
(Revenue received from internet orders / Total
business entity revenue) * 100.0

percent

Copyright 2014 APQC

percent

percent
percent
percent
percent

349 of 482

Formula

Units

(Revenue received from orders through other

methods / Total business entity revenue) * 100.0

percent

(Revenue received from telephone orders / Total

business entity revenue) * 100.0
(Revenue received from WAP orders / Total
business entity revenue) * 100.0
(Cost of goods sold (COGS) /Total business entity
revenue) * 100
Inventory carrying cost as a percentage of
average inventory value
Supply chain management costs / Number of
sales orders fulfilled
Supply chain management costs / Number of
sales order line items
Primary product standard customer lead time in
days
Cash-to-cash cycle time in days
Cycle time in days from a customer's placing a
primary product/service order to the
product/service's delivery
(Maximum elapsed time it takes to engineer,
select, and negotiate with suppliers and order
materials for customized configuration of nonstandard items (capability model engineer-toorder only) + Primary product manufacturing cycle
time in hours)
(Finished goods inventory days of supply + Field
finished goods inventory days of supply)
Finished goods inventory turn rate

percent
percent
percent
percent
dollars
dollars
days
days
days

hours

days
turns

Costs of WIP damaged in handling or storage as percent

a percentage of total material costs
Average monthly shipping location forecast error
measured by the mean absolute percentage error
(MAPE)
Average monthly national forecast error
measured by the mean absolute percentage error
(MAPE)
Average monthly product family logistics forecast
error
Raw material inventory turn rate

percent

(Net income / Total asset value) * 100.0

percent

Copyright 2014 APQC

percent

percent
turns

350 of 482

Formula

Units

Perfect order performance

percent

(Value of your business entity's shrinkage / Total

business entity revenue) * 100
Total inventory turns rate

percent

Inventory days of supply

days

Outsourced cost to perform the process "service

customers" / (Total business entity revenue *
0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "service
customers" / (Total business entity revenue *
0.0010)
Overhead cost to perform the process "service
customers" / (Total business entity revenue *
0.0010)
Personnel cost to perform the process "service
customers" / (Total business entity revenue *
0.0010)
Systems cost to perform the process "service
customers" / (Total business entity revenue *
0.000010)
((Systems cost to perform the process "develop
customer care/customer service strategy" +
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

dollars

Total cost to perform the process "service

customers" / Number of FTEs who perform the
process "service customers"
Total cost to perform the process "service
customers" / (Total business entity revenue *
0.0010)
Total cost to perform the process "service
customers" / Number of sales orders placed

dollars

Copyright 2014 APQC

turns

dollars

dollars

dollars

dollars

percent

dollars

dollars

351 of 482

Formula

Units

Total cost to perform the process "service

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)
(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") / Number of total
customers in customer master file that are active
(Total annual cost for the process "manage sales dollars
orders" for the category "Overhead cost (direct
and/or allocated to the business entity)" +
Overhead cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints") / (Total business
entity revenue * 0.0010)
(Total annual cost for the process "manage sales dollars
orders" for the category "Overhead cost (direct
and/or allocated to the business entity)" +
Overhead cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints") / Number of total
customers in customer master file that are active
Number of FTEs who perform the process
"service customers" / (Total business entity
revenue * 0.000000001)
Personnel cost for all middle
management/specialist employees / Number of
middle management/specialist employees
Personnel cost for all operational worker/office
staff employees / Number of operational
worker/office staff employees
Personnel cost for all senior
management/executive employees / Number of
senior management/executive employees

Copyright 2014 APQC

FTEs

dollars

dollars

dollars

352 of 482

Formula
Personnel cost of temporary staff/contractors /
Number of temporary staff/contractors
Systems cost to perform the function "develop
and manage human capital" / (Total business
entity revenue *.001)
Systems cost to perform the function "develop
and manage human capital" / Number of
business entity employees
Personnel cost for all employees / Number of
business entity employees
Personnel cost to perform the function "develop
and manage human capital" / (Total business
entity revenue *.001)
Personnel cost to perform the function "develop
and manage human capital" / Number of
business entity FTEs
Personnel cost to perform the function "develop
and manage human capital" / Number of
business entity employees
Total cost to perform the function "develop and
manage human capital" / Number of business
entity FTEs
Internal cost for HR administration / (Total
business entity revenue * .001)
Internal cost for HR administration / Number of
business entity employees
Budget to perform the function "develop and
manage human capital" / (Total business entity
revenue *.001)
Budget to perform the function "develop and
manage human capital" / Number of business
entity FTEs
Budget to perform the function "develop and
manage human capital" / Number of business
entity employees
Personnel cost for all employees / (Total
business entity revenue * .001)
Total cost to perform the function "develop and
manage human capital" / (Total business entity
revenue *.001)
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"

Copyright 2014 APQC

Units
dollars
dollars

dollars

dollars
dollars

dollars

dollars

dollars

dollars
dollars
dollars

dollars

dollars

dollars
dollars

dollars

353 of 482

Formula
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the process group "manage employee
information"
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the process group "recruit, source, and
select employees"
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the process group "redeploy and retire
employees"
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the process group "reward and retain
employees"
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the function "develop and
manage human capital" / Number of FTEs who
perform the function "develop and manage
human capital"
Total cost to perform the function "develop and
manage human capital" / Number of business
entity employees
Number of FTEs who perform the function
"develop and manage human capital" / (Total
business entity revenue *.000000001)
Number of FTEs who perform HR administrative
activities (exclude the activities for processing
and distributing payments) / (Total business entity
revenue *.000000001)
Number of business entity employees / Number
of FTEs who perform the function "develop and
manage human capital"
Number of middle management/specialist
employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of operational worker/office staff
employees / Number of FTEs who perform the
function "develop and manage human capital"

Copyright 2014 APQC

Units
dollars

dollars

dollars

dollars

dollars

dollars

dollars

FTEs

FTEs

employees

employees

employees

354 of 482

Formula
Number of senior management/executive
employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of business entity employees / Number
of FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)
(Systems cost to perform the function "develop
and manage human capital" / Total cost to
perform the function "develop and manage
human capital") * 100
Outsourced cost to perform the function "develop
and manage human capital" / Total cost to
perform the function "develop and manage
human capital" * 100
Overhead cost to perform the function "develop
and manage human capital"/Total cost to perform
the function "develop and manage human
capital"*100
Personnel cost to perform the function "develop
and manage human capital" / Total cost to
perform the function "develop and manage
human capital" * 100
Costs other than personnel, systems, overhead,
and outsourced to perform the function "develop
and manage human capital" / Total cost to
perform the function "develop and manage
human capital" * 100
((Hardware costs associated with ownership for
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Number of operational worker/office staff
employees / Number of business entity
employees * 100
Number of middle management/specialist
employees / Number of business entity
employees * 100
(Number of female middle management/specialist
employees / Number of middle
management/specialist employees) * 100

Copyright 2014 APQC

Units
employees

employees

percent

percent

percent

percent

percent

percent

percent

percent

percent

355 of 482

Formula

Units

(Number of female operational worker/office staff percent

employees / Number of operational worker/office
staff employees) * 100
(Number of female senior management/executive percent
employees / Number of senior
management/executive employees) * 100
((Number of employees employed between 15
and 20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
((Number of employees employed between 20
and 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0
(Number of employees employed greater than 25
years / Number of business entity employees) *
100.0
(Number of employees employed less than 1 year
/ Number of business entity employees) * 100.0

percent

percent

percent

percent

((Number of employees employed less than 1

percent
year + Number of employees employed between
1 and 5 years) / Number of business entity
employees) * 100.0
(Number of employees greater than 60 years old / percent
Number of business entity employees) * 100.0
(Number of employees between 25 and 30 years
old / Number of business entity employees) *
100.0
(Number of employees between 30 and 35 years
old / Number of business entity employees) *
100.0
(Number of employees between 35 and 40 years
old / Number of business entity employees) *
100.0
(Number of employees between 40 and 45 years
old / Number of business entity employees) *
100.0
(Number of employees between 45 and 50 years
old / Number of business entity employees) *
100.0

Copyright 2014 APQC

percent

percent

percent

percent

percent

356 of 482

Formula
(Number of employees between 50 and 55 years
old / Number of business entity employees) *
100.0
(Number of employees between 55 and 60 years
old / Number of business entity employees) *
100.0
(Number of employees less than 25 years old /
Number of business entity employees) * 100.0
Percentage of FTEs who perform the function
"develop and manage human capital" that do not
directly report to the HR organization
Number of senior management/executive
employees / Number of business entity
employees * 100
(Personnel cost for all middle
management/specialist employees / Personnel
cost for all employees) * 100
(Personnel cost for all operational worker/office
staff employees / Personnel cost for all
employees) * 100
(Personnel cost for all senior
management/executive employees / Personnel
cost for all employees) * 100
Percentage of total employees who are remote
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
entity revenue * 0.0010)
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"
(((Percentage of IT cost allocated to the process
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)

Copyright 2014 APQC

Units
percent

percent

percent
percent

percent

percent

percent

percent

percent
percent
dollars
dollars
dollars
dollars
dollars

dollars

357 of 482

Formula

Units

(((Percentage of IT cost allocated to the process dollars

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)
(((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 costs during the past year / Number of
business entity employees
Time in weeks to deploy a new release into the
production environment
Time in weeks to make a change into the
production environment
Time in hours to resolve a service commitment
disruption
Time in months to break even for new or
enhanced IT services for investments less than
$100,000
Time to break even for new or enhanced IT
services with an investment level more than $100
million
Time in months to break even for new or
enhanced IT services for investments between $
1 million and $100 million
Time in months to break even for new or
enhanced IT services for investments between
$100,000 and $250,000
Time in months to break even for new or
enhanced IT services for investments between
$250,000 and $500,000
Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million
Time-to-market in months for new or enhanced IT
services for investments less than $100,000

Copyright 2014 APQC

dollars
weeks
weeks
hours
months

months

months

months

months

months

months

358 of 482

Formula
Time-to-market in months for new or enhanced IT
services with an investment level more than $100
million
Time-to-market in months for new or enhanced IT
services for investments between $1 million and
$100 million
Time-to-market in months for new or enhanced IT
services for investments between $100,000 and
$250,000
Time-to-market in months for new or enhanced IT
services for investments between $250,000 and
$500,000
Time-to-market in months for new or enhanced IT
services for investments between $500,000 and
$1 million
Number of employees who perform the function
"manage information technology" / (Total
business entity revenue * 0.000000001)
(((Percentage of FTEs who perform the function
"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) *
Number of FTEs who perform the function
"manage information technology") / (Total
business entity revenue * 0.000000001)
(((Percentage of FTEs who perform the function
"manage information technology" perform the
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) *
Number of FTEs who perform the function
"manage information technology") / (Total
business entity revenue * 0.000000001)

Copyright 2014 APQC

Units
months

months

months

months

months

employees

FTEs

FTEs

359 of 482

Formula

Units

(((Percentage of FTEs who perform the function FTEs

"manage information technology" perform the
process group "manage the business of
information technology"+Percentage of FTEs who
perform the function "manage information
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
perform the function "manage information
technology" perform the process group "manage
IT knowledge") * 0.01) * Number of FTEs who
perform the function "manage information
technology") / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the function
"manage information technology" / (Total
business entity revenue * 0.000000001)
Percentage of unscheduled outages related to or
resulting from a change request
Percentage of unscheduled outages related to or
resulting from a release introduction
Number of customers serviced by the function
"manage information technology" / Number of
FTEs who perform the function "manage
information technology"
((Percentage of FTEs who perform the function
"manage information technology" who are
external service providers/100) * Number of FTEs
who perform the function "manage information
technology") / (Total business entity revenue *
0.000000001)
(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")

Copyright 2014 APQC

FTEs

percent
percent
customers
serviced

FTEs

percent

360 of 482

Formula

Units

(Percentage of IT cost allocated to the process

percent
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")
(Percentage of IT cost allocated to the process
group "manage enterprise
information"+Percentage of IT cost allocated to
the process group "develop and maintain
information technology solutions")
Percentage of FTEs who perform the function
"manage information technology" who are
external service providers
Percentage of IT cost allocated to operating the
business
Percentage of IT cost allocated to growing and
transforming the business
Percentage of your organization's revenue growth
over the past three years due to acquisitions

percent

percent

percentage
percentage
percent

(Total cost to generate new product/service ideas dollars

+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / Number of
projects that exit or complete the test market
products/services phase
Total cost to support product manufacturing or
dollars
service delivery / Number of projects that exit or
complete the test market products/services phase
Number of projects that enter the design and
projects
develop products/services phase / Number of
projects that enter the test market
products/services phase
Number of projects that enter the test market
projects
products/services phase / Number of projects that
exit or complete the test market products/services
phase
Personnel cost to design and develop
dollars
products/services / Number of projects that enter
the test market products/services phase
Copyright 2014 APQC

361 of 482

Formula

Units

Personnel cost to design and develop

products/services / (Total business entity revenue
* 0.0010)
Overhead cost to design and develop
products/services / (Total business entity revenue
* 0.0010)
Overhead cost to design and develop
products/services / Number of projects that enter
the test market products/services phase
Costs other than personnel, systems, overhead,
and outsourced to design and develop
products/services / Number of projects that enter
the test market products/services phase

dollars

Costs other than personnel, systems, overhead,

and outsourced to design and develop
products/services / (Total business entity revenue
* 0.0010)
Outsourced cost to design and develop
products/services / (Total business entity revenue
* 0.0010)
Outsourced cost to design and develop
products/services / Number of projects that enter
the test market products/services phase
Total cost to design and develop
products/services / (Total business entity revenue
* 0.0010)
Total cost to design and develop
products/services / Number of projects that enter
the test market products/services phase
Systems cost to design and develop
products/services / (Total business entity revenue
* 0.000010)
Systems cost to design and develop
products/services / Number of projects that enter
the test market products/services phase
Number of FTEs who design and develop
products/services / (Total business entity revenue
* 0.000000001)
Outsourced cost to support product
manufacturing or service delivery / Number of
projects that exit or complete the test market
products/services phase

dollars

Copyright 2014 APQC

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

FTEs

dollars

362 of 482

Formula

Units

Outsourced cost to test market products/services dollars

/ Number of projects that exit or complete the test
market products/services phase
Costs other than personnel, systems, overhead, dollars
and outsourced to support product manufacturing
or service delivery / Number of projects that exit
or complete the test market products/services
phase
Costs other than personnel, systems, overhead, dollars
and outsourced to test market products/services /
(Total business entity revenue * 0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to test market products/services /
Number of projects that exit or complete the test
market products/services phase
Outsourced cost to test market products/services dollars
/ (Total business entity revenue * 0.0010)
Overhead cost to support product manufacturing
or service delivery / Number of projects that exit
or complete the test market products/services
phase
Overhead cost to test market products/services /
(Total business entity revenue * 0.0010)
Overhead cost to test market products/services /
Number of projects that exit or complete the test
market products/services phase
Personnel cost to support product manufacturing
or service delivery / Number of projects that exit
or complete the test market products/services
phase
Personnel cost to test market products/services /
(Total business entity revenue * 0.0010)
Personnel cost to test market products/services /
Number of projects that exit or complete the test
market products/services phase
Systems cost to test market products/services /
(Total business entity revenue * 0.000010)
Systems cost to test market products/services /
Number of projects that exit or complete the test
market products/services phase
Total cost to test market products/services / (Total
business entity revenue * 0.0010)
Copyright 2014 APQC

dollars

dollars
dollars

dollars

dollars
dollars

dollars
dollars

dollars

363 of 482

Formula

Units

Total cost to test market products/services /

Number of projects that exit or complete the test
market products/services phase
Number of FTEs who test market
products/services / (Total business entity revenue
* 0.000000001)
Percentage of revenue growth for the top 20
percent of customers
Percentage of profitability change for the top 20
percent of customers
Key customer retention rate

dollars

Customer wallet share

percent

Market share

percent

FTEs

percent
percent
percent

Percentage of revenue from customers making

percent
their first purchase of the brand in the last 12month reporting period
Percentage of customers claiming to be satisfied percent
Relative change in brand performance over the
past three years
Percentage of customers who can name your
business entity's brand in an unaided recall test
Percentage of customers who would recommend
your business entity's product/service to
family/friends
(Budget for sales / Total business entity revenue)
* 100
Average monthly product family sales forecast
error
(Number of FTEs who perform the sales function /
Number of business entity FTEs) * 100

percent

Budget for sales / Number of FTEs who perform

the sales function
(Budget for marketing / Total business entity
revenue) * 100
Budget for marketing / Number of FTEs who
perform the marketing function
Percentage of order inquiry contacts received
through new (such as digital/electric) channels
Percentage of qualified leads where the sale is
closed

dollars

Copyright 2014 APQC

percent
percent

percent
percent
percent

percent
dollars
percent
percent

364 of 482

Formula
Personnel cost to perform the process "manage
sales orders" / (Total business entity revenue *
.001)
(Total annual cost for the process "manage sales
orders" for the category "Personnel cost
(compensation and benefits)" / Total annual cost
for the process "manage sales orders" for the
category "Total cost") * 100.0
Total annual cost for the process "manage sales
orders" for the category "Personnel cost
(compensation and benefits)" / Number of FTEs
for the process "Manage sales orders"
((Personnel cost to perform the process "develop
customer care/customer service strategy" +
Personnel cost to perform the process "manage
sales orders" + Personnel cost to perform the
process "service customers" + Personnel cost to
perform the process "manage 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

Units
dollars

percent

dollars

percent

((Overhead cost to perform the process "develop percent

customer care/customer service strategy" +
Overhead cost to perform the process "manage
sales orders" + Overhead cost to perform the
process "service customers" + Overhead cost to
perform the process "manage 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
Total annual cost for the process "manage sales
orders" for the category "Overhead cost (direct
and/or allocated to the business entity)" / (Total
business entity revenue * 0.0010)

Copyright 2014 APQC

dollars

365 of 482

Formula

Units

(Total annual cost for the process "manage sales percent

orders" for the category "Outsourced cost" / Total
annual cost for the process "manage sales
orders" for the category "Total cost") * 100.0
(Total annual cost for the process "manage sales 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
(Total annual cost for the process "manage sales dollars
orders" for the category "Overhead cost (direct
and/or allocated to the business entity)" +
Overhead cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints") / Total number of
inbound contacts
(Total annual cost for the process "manage sales percent
orders" for the category "Overhead cost (direct
and/or allocated to the business entity)" / Total
annual cost for the process "manage sales
orders" for the category "Total cost") * 100.0
((Outsourced cost to perform the process
percent
"develop customer care/customer service
strategy" + Outsourced cost to perform the
process "manage sales orders" + Outsourced
cost to perform the process "service customers" +
Outsourced cost to perform the process "manage
returns; manage reverse logistics") / (Total cost to
perform the process group "develop customer
care/customer service strategy" + Total cost to
perform the process "manage sales orders" +
Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0

Copyright 2014 APQC

366 of 482

Formula

Units

((Costs other than personnel, systems, overhead, percent

and outsourced to perform the process "develop
customer care/customer service strategy" + Costs
other than personnel, systems, overhead, and
outsourced to perform the process "manage sales
orders" + Costs other than personnel, systems,
overhead, and outsourced to perform the process
"service customers" + Costs other than
personnel, systems, overhead, and outsourced to
perform the process "manage 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
Total annual cost for the process "manage sales dollars
orders" for the category "Other cost" / (Total
business entity revenue * 0.0010)
(Total annual cost for the process "manage sales percent
orders" for the category "Other cost" / Total
annual cost for the process "manage sales
orders" for the category "Total cost") * 100.0
Total annual cost for the process "manage sales
orders" for the category "Outsourced cost" / (Total
business entity revenue * 0.0010)
Average cost per sales order received through
new (such as digital/electric) channels
Average cost per sales order received through
traditional channels
Average cost to resolve a service-after-sales
request for contact centers or similar remote
assistance channel
Average cost to resolve a service-after-sales
request for the customer self-service channel
Average cost to resolve a service-after-sales
request for on-site visits

Copyright 2014 APQC

dollars

dollars
dollars
dollars

dollars
dollars

367 of 482

Formula

Units

((Personnel cost to perform the process "develop percent

customer care/customer service strategy" +
Personnel cost to perform the process "manage
sales orders" + Personnel cost to perform the
process "service customers" + Personnel cost to
perform the process "manage returns; manage
reverse logistics" + Systems cost to perform the
process "develop customer care/customer service
strategy" + 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

Total cost to perform the process "manage sales

orders" / Number of sales order line items
(Total cost to perform the process "manage sales
orders"/Number of FTEs who perform the process
"manage sales orders")
Total annual cost for the process "manage sales
orders" for the category "Total cost" / (Total
business entity revenue * 0.0010)
Total cost to perform the process "manage sales
orders" / Number of sales orders placed
(Total annual cost for the process "manage sales
orders" for the category "Total cost" + Total cost
to perform the processes "manage customer
service requests/inquiries" and "manage
customer complaints") / Total number of FTEs for
the process "Manage sales orders" and the
function "Manage customer service"
Systems cost to perform the process "manage
sales orders" / (Total business entity revenue *
.00001)

Copyright 2014 APQC

dollars
dollars

dollars

dollars
dollars

dollars

368 of 482

Formula

Units

(Total cost to perform the process group "develop dollars

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") / (Total business entity revenue *
0.0010)
(Total cost to perform the process group "develop dollars
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") / (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")
(Total cost to perform the process group "develop dollars
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") / Number of sales orders placed
(Total cost to perform the process group "develop dollars
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") / Number of sales order line items
(Total annual cost for the process "manage sales dollars
orders" for the category "Total cost" + Total cost
to perform the processes "manage customer
service requests/inquiries" and "manage
customer complaints") / Number of total
customers in customer master file that are active

Copyright 2014 APQC

369 of 482

Formula
(Total annual cost for the process "manage sales
orders" for the category "Total cost" + Total cost
to perform the processes "manage customer
service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts
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
Percentage of total annual number of inbound
contacts that completed an additional cross-sell
or up-sell sale
First contact resolution rate for inquiries on
existing orders and service-after-sales requests
(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") / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the process
"manage sales orders" / (Total business entity
revenue * .000000001)
(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
(Number of FTEs who perform the process
"manage sales orders" who perform order inquiry
/ Number of FTEs for the process "Manage sales
orders") * 100.0
(Number of inbound calls for the process
"manage sales orders" / Number of inbound calls)
* 100.0
Percentage of sales orders delivered on time over
the past three reporting periods
(Sales order line items received by EDI / Number
of sales order line items) * 100.0
Percentage of sales orders requiring no manual
intervention to create, modify, or fulfill

Copyright 2014 APQC

Units
dollars

dollars
hours

percent

percent
FTEs

FTEs

percent

percent

percent

percent
percent
percent

370 of 482

Formula

Units

(Sales order line items delivered on time as

percent
scheduled / Number of sales order line items) *
100.0
Percentage of sales order line items requiring no percent
manual intervention to create, modify, or fulfill
Percentage of sales orders transacted via portal percent
Percentage of sales orders received through new
(such as digital/electric) channels
Value of sales order line items not fulfilled due to
production capacity or stockouts as a percentage
of revenue
Percentage of the sales force that made their
quotas/targets in the last 12-month reporting
period
Number of sales order line items / Number of
FTEs who perform the process "manage sales
orders"
Total annual number of sales orders placed /
Number of FTEs for the process "Manage sales
orders"
Percentage of revenue attributed to indirect
sources three reporting periods ago
Percentage of revenue attributed to indirect
sources for the current period
Percentage of revenue attributed to e-commerce
for the current period
Percentage of revenue attributed to e-commerce
over the past three reporting periods
Percentage of revenue attributed to direct sources
for the current period
Percentage of revenue attributed to direct sources
over the past three reporting periods
Percentage of sales orders changed by the
customer after the initial order placement
(Number of sales order line items changed after
initial order placement through direct connection
to the system / Number of sales order line items
changed by the customer after the initial order
placement) * 100.0
(Number of sales order line items changed after
initial order placement through EDI / Number of
sales order line items changed by the customer
after the initial order placement) * 100.0

Copyright 2014 APQC

percent
percent

percent

sales order line

items
sales orders

percent
percent
percent
percent
percent
percent
percent
percent

percent

371 of 482

Formula

Units

(Number of sales order line items changed after percent

initial order placement through e-mail / Number of
sales order line items changed by the customer
after the initial order placement) * 100.0
(Number of sales order line items changed after percent
initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
(Number of sales order line items changed after percent
initial order changed through methods other than
the internet, WAP, EDI, direct connection to the
system, e-mail, fax and mail, and the telephone /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
(Number of sales order line items changed after percent
initial order placement through telephone /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
(Number of sales order line items changed after percent
initial order placement through the internet /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
(Number of sales order line items changed after percent
initial order placement through WAP / Number of
sales order line items changed by the customer
after the initial order placement) * 100.0
(Number of sales orders line items not fulfilled
due to lack of production capacity/stockouts /
Number of sales order line items) * 100.0
Percentage of sales orders not fulfilled due to lack
of production capacity/stockouts
(Number of FTEs who perform the process
"manage sales orders" / Number of FTEs who
perform the function "manage financial
resources") * 100
(Number of sales order line items changed by the
customer after the initial order placement /
Number of sales order line items) * 100.0

Copyright 2014 APQC

percent

percent
percent

percent

372 of 482

Formula
Percentage of inbound contacts from all channels
related to the process "manage inbound sales
orders"
Total cost of quality / (Total business entity
revenue * 0.000010)
Supply chain management costs / (Total business
entity revenue * .001)
Demand/Supply planning cost / (Total business
entity revenue * .001)
Value of inventory carrying costs / (Total business
entity revenue * 0.0010)
Number of FTEs who perform the process group
"plan for and acquire necessary resources (supply
chain planning)" / (Total business entity revenue *
.000000001)
Forecast accuracy one planning period prior to
production run
Forecast accuracy as a percentage of units
shipped
Value of forecast accuracy as a percentage of
value shipped
Value added productivity per employee in
revenue value
Employee retention rate

Units
percent

dollars
dollars
dollars
dollars
FTEs

percent
percent
percent
dollars
percent

((Systems cost to perform the process "develop

percent
sourcing strategies" + Systems cost to perform
the process "select suppliers and
develop/maintain contracts" + Systems cost to
perform the process "order materials and
services" + Systems cost to perform the process
"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 process group "procure percent
materials and services" /Cost of goods sold
(COGS) * 100
(Total cost to perform the process group "procure percent
materials and services" / Total business entity
revenue) * 100

Copyright 2014 APQC

373 of 482

Formula

Units

Total cost to perform the process group "procure dollars

materials and services" / (Total business entity
revenue * .001)
Total cost to perform the process group "procure dollars
materials and services" / (Value of all materials
and services purchased* .001)
Total cost to perform the process group "procure 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")
Total cost to perform the process group "procure
materials and services" / Number of purchase
orders placed
Total cost to perform the process group "procure
materials and services" / Number of purchase
order line items processed
Days payable outstanding
Average supplier lead time on purchased
materials
Time in days required to pay suppliers from
purchase order placement until payment
complete
Percentage of total purchase value procured via
maverick buying
Percentage of supplier orders delivered by
original request date
(Number of goods receipts received without item
and quantity verification / Number of parts and
materials receipts received) * 100
(Items received that fail inspection / Number of
items received) * 100.0

dollars

dollars

days
days
days

percent
percent
percent

percent

(Percentage of purchases by currency volume

percent
transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchases by currency volume
percent
transacted electronically via private online trade
exchange
Copyright 2014 APQC

374 of 482

Formula

Units

Percentage of purchases by currency volume

transacted electronically via public online trade
exchange
Percentage of purchase order line items received
with all items complete
(Purchase order line items received damage free
/ Number of purchase order line items processed)
* 100.0
Percentage of purchase order line items
transacted using e-procurement enabled
catalogue suppliers
Percentage of purchase orders approved
electronically
Percentage of purchase orders received with all
items complete
(Number of purchase orders received with all
items damage free / Number of purchase orders
placed) * 100
Percentage of the total value of goods and
services purchased from your top 10 suppliers
Percentage of purchase value from certified
vendors
Average transaction amount per purchase order

percent

(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") / (Value of all materials and services
purchased* .000000001)
(Number of active suppliers considered strategic
suppliers / Number of active unique suppliers in
vendor master file) * 100
(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") / (Total business entity revenue *
.000000001)

FTEs

Copyright 2014 APQC

percent
percent

percent

percent
percent
percent

percent
percent
dollars

percent

FTEs

375 of 482

Formula

Units

Number of active unique suppliers in vendor

active vendors
master file / (Value of all materials and services
purchased * .000001)
Number of active unique suppliers in vendor
active suppliers
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" +
Number of FTEs who perform the process group
"order materials and services"+ Number of FTEs
who perform the process "appraise and develop
suppliers")
Number of purchase orders placed / (Number of purchase orders
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")
(Value of all materials and services purchased
/(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")) * .001
Value of all materials and services purchased /
(Total business entity revenue * .001)
(Value of all direct materials and services
purchased /Value of all materials and services
purchased) * 100
(Value of all indirect materials and services
purchased /Value of all materials and services
purchased) * 100
Percentage of value of purchased materials from
vendors that participate in vendor-managed
programs
(Number of purchase requisition line items by
electronic request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0

Copyright 2014 APQC

dollars

dollars
percent

percent

percent

percent

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Formula
(Number of purchase requisition line items by
other request methods / Number of purchase
requisition line items processed) * 100.0
(Number of purchase requisition line items by
paper request / Number of purchase requisition
line items processed) * 100.0
(Number of purchase requisition line items by
telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
(Number of purchase requisition line items by
telephone request direct to vendor / Number of
purchase requisition line items processed) * 100.0

Units
percent

percent

percent

percent

(Number of purchase requisition line items by

percent
electronic request direct to vendor / Number of
purchase requisition line items processed) * 100.0
Percentage of purchase order line items
transacted via portal
Percentage of procurement department staff with
formal training in negotiations
Percentage of procurement department staff with
over three years of purchasing operations
experience
Percentage of procurement department staff with
over three years of strategic sourcing/commodity
management experience
Percentage of materials and services purchase
value that is included in a TCO model

percent

(Value of purchases placed by procurement cards

/ Value of all materials and services purchased) *
100.0
(Value of purchases placed by individual
purchase orders / Value of all materials and
services purchased) * 100.0
(Value of purchases placed by blanket/contract
orders / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by
other methods / Value of all materials and
services purchased) * 100.0

percent

Copyright 2014 APQC

percent
percent

percent

percent

percent

percent

percent

377 of 482

Formula

Units

((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
Percentage of total value of purchased material
that is supplier certified
(Value of purchases placed by other methods /
Value of all materials and services purchased) *
100.0
(Value of purchases placed by
replenishment/vendor managed inventory / Value
of all materials and services purchased) * 100.0

percent

(Value of purchase order line items submitted by

EDI / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by
fax / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by
internet / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by
mail / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by
telephone / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by
WAP / Value of all materials and services
purchased) * 100.0
Percentage of total value of direct materials and
services purchased that is sourced outside of the
country
Scrap and rework costs as a percentage of sales

percent

percent
percent

percent

percent

percent

percent

percent

percent

percent

percent

Overhead cost as a percentage of cost of goods percent

sold
Labor cost as a percentage of cost of goods sold percent
Material cost as a percentage of cost of goods
percent
sold
(Manufacturing controllable costs / Total business percent
entity revenue) * 100.0

Copyright 2014 APQC

378 of 482

Formula

Units

Total cost to manufacture / (Total business entity

revenue * .001)
Maximum elapsed time it takes to engineer,
select, and negotiate with suppliers and order
materials for customized configuration of nonstandard items (capability model engineer-toorder only)
Engineering change-order cycle time in days
Percentage of direct labor in manufacturing that is
available for manufacturing activities
Value of inventory obsolescence as a percentage
of total inventory value
Total asset turn rate

dollars

Personnel turnover rate as percentage of total

work force for the most recent fiscal year
Percentage of defective parts per million

percent

hours

days
percent
percent
turns

percent

Costs of production material handling damage as percent

a percentage of total material costs
Percentage of total labor used in manufacturing
percent
classified as direct labor
Warranty costs as a percentage of sales
percent
Most recent fiscal year's approximate currency
value of plant shipments per employee
Total logistics cost as a percentage of sales

dollars
percent

(Total cost to perform the process group "manage percent

logistics and warehousing" / Cost of goods sold
(COGS)) * 100
Total cost to perform the process group "manage dollars
logistics and warehousing" /(Total business entity
revenue * .001)
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")
Total cost to perform the process group "manage dollars
logistics and warehousing" /Number of sales
orders fulfilled
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379 of 482

Formula
Cycle time in hours from receiving a customer's
order to completing the order's preparation
Cost of damaged product as a percentage of
sales
(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
Percentage of on-hand balance value for SKUs
with sales between 101 and 1000

Units
hours
percent
percent

percent

(Gross value of on-hand balance for typical

percent
products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all typical products) * 100.0
Percentage of on-hand balance value for SKUs
percent
with sales greater than 1000

Percentage of total logistics costs that are

expedited

percent

Turnover rate of logistics personnel

percent

(Number of FTEs who perform the process

FTEs
"operate outbound transportation" + Number of
FTEs who perform the process "operate
warehousing" + Number of FTEs who perform the
process "plan and manage inbound material flow"
+ Number of FTEs who perform the process
"define logistics strategy") / (Total business entity
revenue * .000000001)
(Number of SKUs for service/repair parts that
percent
have zero sales / Total number of SKUs for
service/repair parts) * 100.0
Percentage of SKUs for typical products with zero percent
sales
(Number of SKUs for typical products that have
sales between 101 and 1,000 / Total number of
SKUs for typical products) * 100.0
Percentage of SKUs for typical products with
sales between 1 and 100

Copyright 2014 APQC

percent

percent

380 of 482

Formula

Units

Percentage of total parts with sales between 101

and 1000

percent

(Number of SKUs for service/repair parts that

have sales between 1 and 100 / Total number of
SKUs for service/repair parts) * 100.0

percent

Percentage of total parts with sales greater than

1000

percent

(Number of SKUs for typical products that have

sales greater than 1,000 / Total number of SKUs
for typical products) * 100.0
Percentage of supplier on-time delivery

percent

Percentage of ship from stock orders delivered in

full within 24 hours of order receipt
Percentage of sales orders completely filled from
the primary sourcing location
Percentage of total sales orders considered
expedited
Percentage of labor used in process group
"manage logistics and warehousing" that is direct
labor
Percentage of expedited orders resulting from
documentation error

percent

Percentage of expedited orders resulting from

inaccurate demand forecasts
Percentage of expedited orders resulting from
information technology/system failure
Percentage of expedited orders resulting from
late delivery/loss in transit
Percentage of expedited orders resulting from
manufacturing equipment failure
Percentage of expedited orders resulting from
network stock re-balances
Percentage of expedited orders resulting from
other issues
Percentage of expedited orders resulting from
poor transportation planning
Percentage of expedited orders resulting from
production schedule changes

percent

Copyright 2014 APQC

percent

percent
percent
percent

percent

percent
percent
percent
percent
percent
percent
percent

381 of 482

Formula
Percentage of expedited orders resulting from raw
material shortages
Percentage of expedited orders resulting from
unavailable transport equipment
Percentage of expedited orders resulting from
transportation equipment failure
(Gross value of on-hand balance for
service/repair products that have zero sales or
usage / Total gross value of on-hand balance for
all service/repair products) * 100.0
Percentage of on-hand balance value for parts
with sales between 101 and 1000

Units
percent
percent
percent
percent

percent

(Gross value of on-hand balance for

percent
service/repair products that have sales or usage
between 1 and 100 units / Total gross value of onhand balance for all service/repair products) *
100.0
Percentage of on-hand balance value for parts
percent
with sales greater than 1000

Personnel cost to perform the process "develop

sourcing strategies" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "develop
sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
Systems cost to perform the process "develop
sourcing strategies" / (Total business entity
revenue * 0.000010)
Systems cost to perform the process "develop
sourcing strategies" / (Value of all materials and
services purchased * 0.000010)
Total cost to perform the process "develop
sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
Total cost to perform the process "develop
sourcing strategies" / (Total business entity
revenue * 0.0010)
Overhead cost to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)

Copyright 2014 APQC

dollars

dollars

dollars

dollars

dollars

dollars

dollars

382 of 482

Formula

Units

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Outsourced cost to perform the process "develop dollars
sourcing strategies"/(Total business entity
revenue*0.0010)
(Number of FTEs who perform the process
percent
"develop sourcing strategies" / (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")) *100
Number of FTEs who perform the process
"develop sourcing strategies" / (Value of all
materials and services purchased * .000000001)

FTEs

Number of FTEs who perform the process

"develop sourcing strategies"/ (Total business
entity revenue * .000000001)
Personnel cost to perform the process "select
suppliers and develop/maintain contracts" /
(Value of all materials and services purchased *
0.0010)
Personnel cost to perform the process "select
suppliers and develop/maintain contracts" / (Total
business entity revenue * 0.0010)
Overhead cost to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)

FTEs

dollars

dollars

dollars

dollars

Outsourced cost to perform the process "select

dollars
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" / (Total business
entity revenue * 0.0010)

Copyright 2014 APQC

383 of 482

Formula

Units

Total cost to perform the process "select suppliers dollars

and develop/maintain contracts" / (Value of all
materials and services purchased * 0.0010)
Systems cost to perform the process "select
dollars
suppliers and develop/maintain contracts" /
(Value of all materials and services purchased *
0.000010)
Systems cost to perform the process "select
dollars
suppliers and develop/maintain contracts" / (Total
business entity revenue * 0.000010)
Number of FTEs who perform the process group FTEs
"select suppliers and develop/maintain contracts"
/ (Total business entity revenue * .000000001)
(Number of FTEs who perform the process group
"select suppliers and develop/maintain contracts"
/ (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")) *100
Number of FTEs who perform the process group
"select suppliers and develop/maintain contracts"
/ (Value of all materials and services purchased *
.000000001)
Personnel cost to perform the process "order
materials and services" / (Total business entity
revenue * .001)
Personnel cost to perform the process "order
materials and services" / (Value of all materials
and services purchased * .001)
Overhead cost to perform the process "order
materials and services"/(Total business entity
revenue*0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "order
materials and services"/(Total business entity
revenue*0.0010)
Outsourced cost to perform the process "order
materials and services"/(Total business entity
revenue*0.0010)

Copyright 2014 APQC

percent

FTEs

dollars

dollars

dollars

dollars

dollars

384 of 482

Formula
Systems cost to perform the process "order
materials and services" / (Total business entity
revenue * .00001)
Systems cost to perform the process "order
materials and services" / (Value of all materials
and services purchased * .00001)
Total cost to perform the process group "order
materials and services" / (Total business entity
revenue * .001)
Total cost to perform the process group "order
materials and services" / (Value of all materials
and services purchased * .001)
Total cost to perform the process group "order
materials and services" / Number of purchase
orders placed
Total cost to perform the process group "order
materials and services" / Number of purchase
order line items processed
Cycle time in hours from the receipt of a purchase
requisition line item to the purchase order's
transmission to the vendor/contractor
Number of FTEs who perform the process group
"order materials and services"/ (Value of all
materials and services purchased * .000000001)

Units
dollars

dollars

dollars

dollars

dollars

dollars

hours

FTEs

Number of FTEs who perform the process group FTEs

"order materials and services"/ (Total business
entity revenue * .000000001)
(Number of FTEs who perform the process group percent
"order 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")) *100
Number of purchase order line items processed / purchase order
Number of FTEs who perform the process group line items
"order materials and services"
Number of purchase orders placed / Number of
purchase orders
FTEs who perform the process group "order
materials and services"

Copyright 2014 APQC

385 of 482

Formula
Personnel cost to perform the process "appraise
and develop suppliers" / (Value of all materials
and services purchased * 0.0010)
Personnel cost to perform the process "appraise
and develop suppliers" / (Total business entity
revenue * 0.0010)
Systems cost to perform the process "appraise
and develop suppliers" / (Value of all materials
and services purchased * 0.000010)
Systems cost to perform the process "appraise
and develop suppliers" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "appraise and
develop suppliers" / (Value of all materials and
services purchased * 0.0010)
Total cost to perform the process "appraise and
develop suppliers" / (Total business entity
revenue * 0.0010)
Systems cost to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)
Overhead cost to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)
Number of FTEs who perform the process
"appraise and develop suppliers" / (Value of all
materials and services purchased * .000000001)

Units
dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

FTEs

Number of FTEs who perform the process

FTEs
"appraise and develop suppliers" / (Total
business entity revenue * .000000001)
(Number of FTEs who perform the process
percent
"appraise and develop suppliers" / (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")) *100

Copyright 2014 APQC

386 of 482

Formula

Units

Primary product manufacturing cycle time in

hours
Actual production rate as a percentage of the
maximum for primary products
Production schedule attainment during a primary
products planning period
Finished-product first-pass quality yield for
primary products
Raw material days of supply

hours

Work-in-process days of supply

days

WIP inventory turn rate in turns

turns

Total cost to perform the process "define logistics

strategy" / Number of FTEs who perform the
process "define logistics strategy"
Total cost to perform the process "define logistics
strategy" / (Total business entity revenue *
0.0010)
Systems cost to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.000010)
Personnel cost to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.0010)
Overhead cost to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.0010)
Outsourced cost to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.0010)
Number of FTEs who perform the process "define
logistics strategy" /(Total business entity revenue
* .000000001)

dollars

Copyright 2014 APQC

percent
percent
percent
days

dollars

dollars

dollars

dollars

dollars

dollars

FTEs

387 of 482

Formula

Units

(Number of FTEs who perform the process

percent
"define 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
Costs other than personnel, systems, overhead,
and outsourced to perform the process "plan and
manage inbound material flow" /(Total business
entity revenue * .001)
Outsourced cost to perform the process "plan and
manage inbound material flow" /(Total business
entity revenue * .001)
Overhead cost to perform the process "plan and
manage inbound material flow" /(Total business
entity revenue * .001)
Personnel cost to perform the process "plan and
manage inbound material flow" /(Total business
entity revenue * .001)
Systems cost to perform the process "plan and
manage inbound material flow" /(Total business
entity revenue * .00001)
Total cost to perform the process "plan and
manage inbound material flow" /Number of FTEs
who perform the process "plan and manage
inbound material flow"
Total cost to perform the process "plan and
manage inbound material flow" /(Total business
entity revenue * .001)
(Number of FTEs who perform the process "plan
and manage inbound material flow" /(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 who perform the process "plan
and manage inbound material flow" /(Total
business entity revenue * .000000001)

Copyright 2014 APQC

dollars

dollars

dollars

dollars

dollars

dollars

dollars

percent

FTEs

388 of 482

Formula

Units

Outsourced cost to perform the process "operate

warehousing" /(Total business entity revenue *
.001)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "operate
warehousing" /(Total business entity revenue *
.001)
Personnel cost to perform the process "operate
warehousing" /(Total business entity revenue *
.001)
Overhead cost to perform the process "operate
warehousing" /(Total business entity revenue *
.001)
(Total cost to perform the process "operate
warehousing" /Cost of goods sold (COGS)) * 100

dollars

Total cost to perform the process "operate

warehousing" /Number of FTEs who perform the
process "operate warehousing"
Total cost to perform the process "operate
warehousing" /(Total business entity revenue *
.001)
Total cost to perform the process "operate
warehousing" /Number of sales orders fulfilled
Systems cost to perform the process "operate
warehousing" /(Total business entity revenue *
.00001)
Pick-to-ship cycle time in hours for customer
orders
Dock-to-stock cycle time for supplier deliveries in
hours
Field finished goods inventory days of supply

dollars

Gross value of inventory /(Total business entity

revenue * .001)
Inventory accuracy

dollars

Warehouse slot utilization

percent

Order fill rate

percent

Order line fill rate

percent

Copyright 2014 APQC

dollars

dollars

dollars

percent

dollars

dollars
dollars

hours
hours
days

percent

389 of 482

Formula

Units

(Number of FTEs who perform the process

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
Number of FTEs who perform the process
"operate warehousing" /(Total business entity
revenue * .000000001)
Percentage of SKUs tracked by radio frequency

FTEs

Finished goods inventory days of supply

days

Unit fill rate

percent

percent

Number of sales order line items / Number of

sales order line
FTEs who perform the process "operate
items
warehousing"
Number of sales orders fulfilled /Number of FTEs sales orders
who perform the process "operate warehousing"
Percentage of finished goods inventory requiring
special handling or storage
Overhead cost to perform the process "operate
outbound transportation" /(Total business entity
revenue * .001)
Premium freight charges as a percentage of total
freight charges
Personnel cost to perform the process "operate
outbound transportation" /(Total business entity
revenue * .001)
Costs other than personnel, systems, overhead,
outsourced and freight to perform the process
"operate outbound transportation" /(Total
business entity revenue * .001)
Outsourced cost to perform the process "operate
outbound transportation" /(Total business entity
revenue * .001)

Copyright 2014 APQC

percent
dollars

percent
dollars

dollars

dollars

390 of 482

Formula
(Freight cost to perform the process "operate
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
Freight cost to perform the process "operate
outbound transportation" /(Total business entity
revenue * .001)
Systems cost to perform the process "operate
outbound transportation" /(Total business entity
revenue * .00001)
(Total cost to perform the process "operate
outbound transportation" /Cost of goods sold
(COGS)) * 100
Total cost to perform the process "operate
outbound transportation" /Number of FTEs who
perform the process "operate outbound
transportation"
Total cost to perform the process "operate
outbound transportation" /(Total business entity
revenue * .001)
Total cost to perform the process "operate
outbound transportation" /Number of sales orders
fulfilled
Customer shipment to delivery cycle time in hours
/ 24
Accurate documentation rate

Units
percent

dollars

dollars

percent

dollars

dollars

dollars

days
percent

(Number of FTEs who perform the process

percent
"operate outbound transportation" /(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 who perform the process
FTEs
"operate outbound transportation" /(Total
business entity revenue * .000000001)
Perfect condition rate
percent

Copyright 2014 APQC

391 of 482

Formula

Units

Percentage of sales orders delivered on time

percent

Percentage of total sales orders shipped in fullload shipments

Percentage of sales orders shipped on core
carriers
Percentage of sales orders shipped complete and
on time
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered complete
and on time
Full trailer-load or full container-load capacity
utilization
Percentage of total sales orders scheduled
according to customer request
(Number of approved preferred/core carriers for
primary transportation mode / Number of carriers
used for primary transportation mode in the last
twelve months) * 100.0
Personnel cost to perform the process "manage
returns; manage reverse logistics" / (Total
business entity revenue * 0.0010)
Overhead cost to perform the process "manage
returns; manage reverse logistics" / (Total
business entity revenue * 0.0010)
Outsourced cost to perform the process "manage
returns; manage reverse logistics" / (Total
business entity revenue * 0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "manage
returns; manage reverse logistics" / (Total
business entity revenue * 0.0010)

percent
percent
percent
percent
percent
percent
percent
percent

dollars

dollars

dollars

dollars

Total cost to perform the process "manage

dollars
returns; manage reverse logistics" / Number of
FTEs who perform the process "manage returns;
manage reverse logistics"
Total cost to perform the process "manage
dollars
returns; manage reverse logistics" / (Total
business entity revenue * 0.0010)
Total cost to perform the process "manage
dollars
returns; manage reverse logistics" / Number of
sales orders placed

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Formula

Units

Total cost to perform the process "manage

returns; manage reverse logistics" / Number of
sales order line items
Systems cost to perform the process "manage
returns; manage reverse logistics" / (Total
business entity revenue * 0.000010)
Return processing cycle time in days
Percentage of returned product flowing through
the same logistics network as primary products
Percentage of logistics costs associated with the
physical transportation, storage, or handling of
returned product
Percentage of corrective actions for customer
complaints that are completed within 15 days
Number of FTEs who perform the process
"manage returns; manage reverse logistics" /
(Total business entity revenue * 0.000000001)
Value of returned products as a percentage of
sales
Percentage of returned goods that are donated

dollars

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

percent

Percentage of returned goods that are

remanufactured and resold

percent

Percentage of returned goods that are

repackaged and resold

percent

Percentage of returned goods that are resold asis

Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due to
disposal requirements
Percentage of total returns flow generated due to
field service/corrective action
Percentage of total returns flow generated due to
marketing returns
Percentage of total returns flow generated due to
other events

percent

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dollars

days
percent
percent

percent
FTEs

percent
percent

percent
percent

percent
percent
percent
percent
percent

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Formula
Percentage of total returns flow generated due to
reclamation of leased products
Percentage of total returns flow generated due to
reusable packaging
Percentage of total returns flow generated due to
stock-balancing/marketing returns
Percentage of total returns flow generated due to
transit damage
Percentage of total returns flow generated due to
warranty/end-of-life returns
Personnel cost to perform the process "develop
customer care/customer service strategy" / (Total
business entity revenue * 0.0010)
Overhead cost to perform the process "develop
customer care/customer service strategy" / (Total
business entity revenue * 0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "develop
customer care/customer service strategy" / (Total
business entity revenue * 0.0010)

Units
percent
percent
percent
percent
percent
dollars

dollars

dollars

Outsourced cost to perform the process "develop dollars

customer care/customer service strategy" / (Total
business entity revenue * 0.0010)
Systems cost to perform the process "develop
dollars
customer care/customer service strategy" / (Total
business entity revenue * 0.000010)
Total cost to perform the process group "develop dollars
customer care/customer service strategy" /
Number of FTEs who perform the process group
"develop customer care/customer service
strategy"
Total cost to perform the process group "develop dollars
customer care/customer service strategy" / (Total
business entity revenue * 0.0010)
Total cost to perform the process group "develop dollars
customer care/customer service strategy" /
Number of sales orders placed
Total cost to perform the process group "develop dollars
customer care/customer service strategy" /
Number of sales order line items

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Formula
Number of FTEs who perform the process group
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.000000001)
Number of languages supported

Units
FTEs

languages

Outsourced cost to perform the processes

dollars
"manage customer service requests/inquiries"
and "manage customer complaints" / Inbound
contacts received through web self-service
Total business entity revenue / Total number of
dollars
inbound contacts
Total cost to perform the processes "manage
dollars
customer service requests/inquiries" and
"manage customer complaints" / Number of FTEs
who perform the customer service function
Total cost to perform the processes "manage
dollars
customer service requests/inquiries" and
"manage customer complaints" / (Total business
entity revenue * 0.0010)
(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 number of
inbound contacts
(Costs other than personnel, systems, overhead, percent
and outsourced to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Total cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
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)

dollars

Outsourced cost to perform the processes

"manage customer service requests/inquiries"
and "manage customer complaints" / (Total
business entity revenue * 0.0010)

dollars

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Formula

Units

(Centrally managed systems cost to perform the dollars

process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints") / Total
number of inbound contacts
(Centrally managed systems cost to perform the dollars
process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints") / (Total
business entity revenue * 0.0010)
(Centrally managed systems cost to perform the
process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints") / Number of
total customers in customer master file that are
active
(Contact center systems cost to perform the
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints") / Total number of
inbound contacts
(Contact center systems cost to perform the
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints") / (Total business
entity revenue * 0.0010)
(Contact center systems cost to perform the
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints") / Number of total
customers in customer master file that are active

dollars

dollars

dollars

dollars

(Total annual cost for the process "manage sales dollars

orders" for the category "Outsourced cost" +
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints") / (Total
business entity revenue * 0.0010)

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Formula
(Total annual cost for the process "manage sales
orders" for the category "Outsourced cost" +
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints") / Number of
total customers in customer master file that are
active
(Total annual cost for the process "manage sales
orders" for the category "Outsourced cost" +
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints") / Total
number of inbound contacts
(Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Total cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Number of
inbound calls received through IVR DTMF
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Number of
inbound calls received through IVR speech
Outsourced cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Number of
inbound contacts through web transactions
(Overhead cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Total cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Overhead cost to perform the processes "manage
customer service requests/inquiries" and
"manage customer complaints" / (Total business
entity revenue * 0.0010)
Percentage of inbound contacts from all channels
considered "business to business"
Percentage of inbound contacts from all channels
considered "business to consumer"

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Units
dollars

dollars

percent

dollars

dollars

dollars

percent

dollars

percent
percent

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

Units
dollars

(Total annual cost for the process "manage sales dollars

orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Total number of FTEs for the
process "Manage sales orders" and the function
"Manage customer service"
(Total annual cost for the process "manage sales dollars
orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts
(Personnel cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / Total cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Personnel cost to perform the processes
"manage customer service requests/inquiries"
and "manage customer complaints" / (Total
business entity revenue * 0.0010)
(Total annual cost for the process "manage sales
orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
(Total annual cost for the process "manage sales
orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of total customers in
customer master file that are active

Copyright 2014 APQC

percent

dollars

dollars

dollars

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Formula

Units

Average actual response time in minutes for

contacts received through email, excluding
automated acknowledgements of email receipt
Average actual response time in minutes for
contacts received through facsimile
Average actual response time in minutes for
contact type "Postal Mail" including outsourced
and direct contacts
(Average after-call work time in seconds +
Average talk time in seconds)
Average speed of answer in seconds for agent
queue calls
Average time in seconds to inbound calls
abandoned
Average contact handling time in seconds,
including after-contact work
Agent FTEs evaluated using
sliding/interdependent agent targets as a
percentage of all agent FTEs
Number of agent FTEs / (Number of general
service FTEs employed to manage agents +
Number of vital service FTEs employed to
manage agents)
(Inbound contacts received through channels
other than phone, email, web self-service, web
chat or instant messaging (including virtual
agents), a dedicated mobile application, SMS,
social media, or postal mail, from all outsourced
providers / 100 percent sum of inbound contacts
outsourced to a third-party for live agent calls,
IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0
(Inbound contacts received through telephone
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
Average seat utilization

hours

Bridge rate

percent

Call agent availability rate

percent

Copyright 2014 APQC

hours
hours

seconds
seconds
seconds
seconds
percent

agent FTEs

percent

percent

percent

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Formula

Units

Call agent occupancy rate

percent

Call agent utilization rate

percent

Average agent schedule adherence

percent

IVR speech recognition rate

percent

First call resolution rate

percent

Number of FTEs who perform the customer

service function / (Total business entity revenue *
0.000000001)
Number of seats / Number of contact centers
included
(Number of general service FTEs employed to
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Percentage of transferred calls that are
misdirected
DTMF IVR self-service resolution rate

FTEs

IVR speech self-service resolution rate

percent

Web transactions self-service resolution rate

percent

Percentage of active customers with active web

accounts
Transferred calls as a percentage of total inbound
calls
(Inbound contacts received through web chat or
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 contacts outsourced to
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

percent

Copyright 2014 APQC

seats
direct supervisors

percent
percent

percent
percent

percent

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Formula
(Inbound contacts received through web selfservice from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
(Number of total annual inbound contacts
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 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
percentage of total inbound calls
Percentage of inbound calls monitored by QAM
and scored by supervisors
Caller authentication rate for IVR

Units
percent

percent

percent
percent
percent
percent
percent
percent

Number of inbound calls received through a live calls

agent / Number of agent FTEs
Total number of inbound contacts / Number of
contacts
agent FTEs
( 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
( Percentage of your organization's IT headcount percent
in Australia or New Zealand/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

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Formula

Units

( Percentage of your organization's IT headcount

in Central Europe/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
( Percentage of your organization's IT headcount
in Central or South America/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
( Percentage of your organization's IT headcount
in China, Russia, or Central Asia/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
( Percentage of your organization's IT headcount
in East Asia/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

percent

( Percentage of your organization's IT headcount

in Eastern Europe/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
Percentage of inbound contacts from all channels
related to billing
Percentage of inbound contacts from all channels
related to complaints
Percentage of inbound contacts from all channels
related to new orders

percent

Copyright 2014 APQC

percent

percent

percent

percent
percent
percent

402 of 482

Formula

Units

Percentage of inbound contacts from all channels percent

related to order modification or inquiry
( Percentage of your organization's IT headcount
in the Middle East/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
( Percentage of your organization's IT headcount
in Nordic countries/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
( Percentage of your organization's IT headcount
in South Asia/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
( Percentage of your organization's IT headcount
in Southeast Asia/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
( Percentage of your organization's IT headcount
in Southern Europe/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

Copyright 2014 APQC

percent

percent

percent

percent

percent

403 of 482

Formula

Units

( Percentage of your organization's IT headcount percent

in the United States or Canada/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
( Percentage of your organization's IT headcount percent
in Western Europe/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
(Number of inbound calls for the customer service percent
function / Number of inbound calls) * 100.0
(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

(Inbound contacts received through channels

other than phone, email, web self-service, web
chat or instant messaging (including virtual
agents), a dedicated mobile application, SMS,
social media, or postal mail / Total number of
inbound contacts) * 100.0
(Number of inbound contacts through postal mail /
Total number of inbound contacts) * 100.0
(Inbound contacts received through web selfservice / Total number of inbound contacts) *
100.0
(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

percent

Copyright 2014 APQC

percent
percent
percent

percent
percent

percent
percent
percent

404 of 482

Formula

Units

(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
Percentage of inbound contacts from all channels
related to matters other than new orders, order
modification or inquiry, billing, complaints, or
technical support
Percentage of inbound contacts from all channels
related to technical support
Percentage of inbound contacts outsourced to
third-party for fax
Percentage of inbound contacts outsourced to
third-party for IVR DTMF
Percentage of inbound contacts outsourced to
third-party for IVR speech
Percentage of inbound contacts outsourced to
third-party for live agent calls
Percentage of inbound contacts outsourced to
third-party for other receipt
Customer attrition rate

percent

Service level

seconds

Long-term forecast accuracy

percent

Short-term forecast accuracy

percent

Average actual response time in minutes for

contact type "Call backs" including outsourced
and direct contacts
Average actual response time in minutes for
contact type "SMS" including outsourced and
direct contacts
Average actual response time in minutes for
contact type "Social media" including outsourced
and direct contacts
Average actual response time in minutes for
contact type "Web chat or instant messaging,
including virtual agents" including outsourced and
direct contacts
Average talk time in seconds

minutes

Copyright 2014 APQC

percent
percent
percent
percent

percent
percent
percent
percent
percent
percent
percent

minutes

minutes

minutes

seconds
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Formula

Units

What is your business entity's first contact

resolution rate, as determined by customer
surveys, for contacts arriving through channels
other than phone, email, web self-service, web
chat or instant messaging, dedicated mobile
apps, SMS (mobile phone shor
First contact resolution rate for a dedicated
mobile application ("app")
First contact resolution rate for email contacts

percent

First contact resolution rate for phone contacts

percent

First contact resolution rate for postal mail

percent

First contact resolution rate for SMS (mobile

phone short message service) contacts
First contact resolution rate for social media
channels such as Twitter, Facebook, or
discussion forums
First contact resolution rate for web chat or instant
messaging including virtual agents
First contact resolution rate for web self-service
contacts
Percentage of inbound contacts from all channels
related to the process "manage customer service"

percent

(Inbound contacts received through a dedicated

mobile application / Total number of inbound
contacts) * 100.0
(How many inbound contacts were received
through SMS (exclude mobile messaging other
than SMS). / Total number of inbound contacts) *
100.0
(How many inbound contacts were received
through social media (including discussion
forums, Facebook, Twitter, etc.) / Total number of
inbound contacts) * 100.0
(Inbound contacts received through a dedicated
mobile application from all outsourced providers /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0

percent

Copyright 2014 APQC

percent
percent

percent

percent
percent
percent

percent

percent

percent

406 of 482

Formula

Units

(Inbound contacts received through SMS (exclude

mobile messaging other than SMS) from all
outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax,
postal mail, web transactions, online chats, and
other receipts) * 100.0
(Inbound contacts received through social media
(including discussion forums, Facebook, Twitter,
etc.) 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
Allocation of incoming customer contact in
finance SSC via phone channel
Allocation of incoming customer contact in
finance SSC via email channel
Allocation of incoming customer contact in
finance SSC via employee portal channel
Allocation of incoming customer contact in
finance SSC via vendor portal channel
Allocation of incoming customer contact in
finance SSC via chat channel
Allocation of incoming customer contact in
finance SSC via walk-up channel
Allocation of incoming customer contact in
finance SSC via channels other than phone,
email, employee or vendor portal, chat, or walk-up

percent

((Percentage of internal cost to perform the

process group "recruit, source, and select"
allocated to personnel * Internal cost to perform
the process group "recruit, source, and
select")/100) /Total number of new hires
((Percentage of internal cost to perform the
process group "recruit, source, and select"
allocated to personnel * Internal cost to perform
the process group "recruit, source, and select") /
100) / Number of business entity employees
((Percentage of internal cost to perform the
process group "recruit, source, and select"
allocated to systems /100) * Internal cost to
perform the process group "recruit, source, and
select") / (Total business entity revenue * 0.001)

dollars

Copyright 2014 APQC

percent

percent
percent
percent
percent
percent
percent
percent

dollars

dollars

407 of 482

Formula

Units

((Percentage of internal cost to perform the

process group "recruit, source, and select"
allocated to personnel /100) * Internal cost to
perform the process group "recruit, source, and
select")/ (Total business entity revenue * 0.001)
Total cost to perform the process group "recruit,
source, and select" / (Total business entity
revenue * .001)
Total cost to perform the process group "recruit,
source, and select" / Number of business entity
employees
Total cost to perform the process group "recruit,
source, and select" / Total number of new hires
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 job requisition

dollars

Response time in hours for a non-routine inquiry

for the process group "recruit, source, and select
employees"
Response time in hours for a routine inquiry for
the process group "recruit, source, and select
employees"
Latest captured satisfaction rate of new hires with
the recruiting experience
Number of FTEs who perform the process group
"recruit, source, and select employees" / (Total
business entity revenue * .000000001)
Percentage of management positions filled by
internal promotion versus external recruitment for
senior management/executive employees for the
past three years
Number of hours invested by the hiring manager
per senior management/executive new hire

hours

Number of hours invested by the hiring manager

per middle management/specialist new hire

percent

Number of hours invested by the hiring manager

per operational worker/office staff new hire

percent

Number of routine inquiries received monthly for

the process group "recruit, source, and select
employees" / Number of business entity
employees

inquiries

Copyright 2014 APQC

dollars

dollars

dollars
days
days

hours

percent
FTEs

percent

percent

408 of 482

Formula
Total number of new hires / Number of FTEs who
perform the process group "recruit, source, and
select employees"
Number of non-routine inquiries received monthly
for the process group "recruit, source, and select
employees" / Number of business entity
employees
Number of business entity employees / Number
of FTEs who perform the process group "recruit,
source, and select employees"
(Percentage of internal cost to perform the
process group "recruit, source, and select"
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
(Percentage of internal cost to perform the
process group "recruit, source, and select"
allocated to systems*Internal cost to perform the
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
(Percentage of internal cost to perform the
process group "recruit, source, and select"
allocated to personnel*Internal cost to perform the
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
(Percentage of internal cost to perform the
process group "recruit, source, and select"
allocated to overhead*Internal cost to perform the
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
(Number of middle management/specialist
employee new hires / Total number of new hires)
* 100
(Number of operational worker/office staff new
hires / Total number of new hires) * 100
(Number of senior management/executive new
hires / Total number of new hires) * 100
Percentage of new hires from internal employee
referrals

Copyright 2014 APQC

Units
new hires

inquiries

employees

percent

percent

percent

percent

percent

percent
percent
percent

409 of 482

Formula

Units

Number of non-routine inquiries received monthly percent

for the process group "recruit, source, and select
employees"/(Number of routine inquiries received
monthly for the process group "recruit, source,
and select employees"+ Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100
Number of routine inquiries received monthly for percent
the process group "recruit, source, and select
employees"/(Number of routine inquiries received
monthly for the process group "recruit, source,
and select employees"+ Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100
Percentage of inquiries received for the process percent
group "recruit, source and select employees"
through digital communication channels
Percentage of the total inquiries received monthly percent
for the process group "recruit, source, and select
employees" via e-mail
Percentage of inquiries received monthly for the percent
process group "recruit, source, and select
employees" via channels other than e-mail,
phone, and face-to-face interaction
Percentage of inquiries received monthly for the percent
process group "recruit, source, and select
employees" via face-to-face interaction
Percentage of inquiries received for the process percent
group "recruit, source and select employees"
through non-digital communication channels
Percentage of inquiries received monthly for the percent
process group "recruit, source, and select
employees" via phone
Percentage of inquiries received for the process percent
group "reward and retain employees" through nondigital communication channels
Percentage of inquiries received for the process percent
group "reward and retain employees" through
digital communication channels
Outsourced cost to perform the process group
percent
"recruit, source, and select"/Total cost to perform
the process group "recruit, source, and
select"*100

Copyright 2014 APQC

410 of 482

Formula
Percentage of management positions filled by
internal promotion versus external recruitment for
middle management/specialist employees for the
past three years
Permanent full-time positions as a percentage of
total new hires
Permanent part-time positions as a percentage of
total new hires
Contingent positions as a percentage of total new
hires
((Percentage of internal cost to perform the
process group "develop and counsel-learning
only" allocated to personnel/100) * Total internal
cost to perform the process group "develop and
counsel-learning only") / (Total business entity
revenue * .001)
((Percentage of internal cost to perform the
process group "develop and counsel-learning
only" allocated to personnel/100) * Total internal
cost to perform the process group "develop and
counsel-learning only") / Number of business
entity employees
((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
business entity revenue * .001)

Units
percent

percent
percent
percent
dollars

dollars

dollars

((Percentage of internal cost to perform the

dollars
process group "develop and counsel employees"
allocated to personnel/100) * Internal cost to
perform the process group "develop and counselperformance and employee relations") / Number
of business entity employees
(Percentage of internal cost of the process group dollars
"Develop and counsel employees" (10411)
allocated to personnel cost * Percentage of total
cost of the process group "Develop and counsel
employees" (10411) allocated to internal cost *
0.0001 * Total cost to perform the process group
"Develop and counsel employees" (10411)) /
(Total business entity revenue * 0.001)

Copyright 2014 APQC

411 of 482

Formula

Units

(Percentage of internal cost of the process group dollars

"Develop and counsel employees" (10411)
allocated to personnel cost * Percentage of total
cost of the process group "Develop and counsel
employees" (10411) allocated to internal cost *
0.0001 * Total cost to perform the process group
"Develop and counsel employees" (10411)) /
Number of business entity employees
(Total cost to perform the process group "develop dollars
and counsel-learning only" + Total cost to perform
the process group "develop and counselperformance and employee relations") / Number
of business entity employees
(Total cost to perform the process group "develop dollars
and counsel-learning only" + Total cost to perform
the process group "develop and counselperformance and employee relations") / (Total
business entity revenue * .001)
Total cost to perform the process group "develop dollars
and counsel-learning only" / (Total business entity
revenue * .001)
Total cost to perform the process group "develop dollars
and counsel-performance and employee
relations" / Number of business entity employees
Total cost to perform the process group "develop dollars
and counsel-performance and employee
relations" / (Total business entity revenue * .001)
Total cost to perform the process group "develop dollars
and counsel-performance and employee
relations" / Number of business entity employees

(Hardware costs associated with ownership for

dollars
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) /
(Number of employees who attend e-learning
training + Number of employees who attend
classroom training)

Copyright 2014 APQC

412 of 482

Formula

Units

((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) /
Systems cost to perform the process group
"develop and counsel-learning only" ) * 100
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
Consultancy/third-party costs associated with
dollars
ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)
Hardware costs associated with ownership for
dollars
your LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)
Software costs associated with ownership for your dollars
LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)
Upgrade and maintenance costs associated with dollars
ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)
Labor cost for temporary or contract employees to
maintain and support LMS / Number of temporary
or contract employees required to maintain and
support LMS
Response time in hours for a non-routine inquiry
for the process group "develop and counsel
employees"
Response time in hours for a routine inquiry for
the process group "develop and counsel
employees"
(Number of FTEs who perform the process group
"develop and counsel employees" + Number of
FTEs who perform the process group "develop
and counsel-learning only") / (Total business
entity revenue * .000000001)

Copyright 2014 APQC

dollars

hours

hours

FTEs

413 of 482

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

Units
FTEs

FTEs

Number of routine inquiries received monthly for inquiries

the process group "develop and counsel" /
Number of business entity employees
Number of non-routine inquiries received monthly inquiries
for the process group "develop and counsel" /
Number of business entity employees
Number of business entity employees / (Number employees
of FTEs who perform the process group "develop
and counsel employees" + Number of FTEs who
perform the process group "develop and counsellearning only")
Number of business entity employees / Number employees
of FTEs who perform the process group "develop
and counsel-learning only"
Number of business entity employees / Number employees
of FTEs who perform the process group "develop
and counsel employees"
(Percentage of internal cost to perform the
percent
process group "develop and counsel-learning
only" 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-learning only"
(Percentage of internal cost to perform the
percent
process group "develop and counsel employees"
allocated to overhead*Internal cost to perform the
process group "develop and counsel-performance
and employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"

Copyright 2014 APQC

414 of 482

Formula

Units

(Percentage of internal cost to perform the

percent
process group "develop and counsel-learning
only" allocated to personnel*Total internal cost to
perform the process group "develop and counsellearning only")/Total cost to perform the process
group "develop and counsel-learning only"
(Percentage of internal cost to perform the
percent
process group "develop and counsel employees"
allocated to personnel*Internal cost to perform the
process group "develop and counsel-performance
and employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"
(Percentage of internal cost to perform the
percent
process group "develop and counsel-learning
only" allocated to systems*Total internal cost to
perform the process group "develop and counsellearning only")/Total cost to perform the process
group "develop and counsel-learning only"
(Percentage of internal cost to perform the
percent
process group "develop and counsel employees"
allocated to systems*Internal cost to perform the
process group "develop and counsel-performance
and employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"
(Percentage of internal cost to perform the
percent
process group "develop and counsel-performance
and employee relations" allocated to costs other
than personnel, systems, overhead, and
outsourced*Internal cost to perform the process
group "develop and counsel-performance and
employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"

Copyright 2014 APQC

415 of 482

Formula

Units

(Percentage of internal cost to perform the

percent
process 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 counsellearning only")/Total cost to perform the process
group "develop and counsel-learning only"
(Outsourced cost to perform the process group
"develop and counsel-learning only"/Total cost to
perform the process group "develop and counsellearning only")*100
(Outsourced cost of the process group "develop
and counsel-performance and employee
relations"/Total cost to perform the process group
"develop and counsel-performance and employee
relations")*100
Number of routine inquiries received monthly 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
Percentage of inquiries received monthly for the
process group "develop and counsel employees"
via channels other than e-mail, phone, and faceto-face interaction
Percentage of inquiries received for the process
group "develop and counsel employees"
employees" through digital communication
channels
Percentage of inquiries received monthly for the
process group "develop and counsel" via e-mail
Percentage of inquiries received monthly for the
process group "develop and counsel employees"
via face-to-face interaction
Percentage of inquiries received for the process
group "develop and counsel employees"
employees" through non-digital communication
channels
Percentage of inquiries received monthly for the
process group "develop and counsel" via phone

Copyright 2014 APQC

percent

percent

percent

percent

percent

percent
percent

percent

percent

416 of 482

Formula
Number of non-routine inquiries received monthly
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
Percentage of internal cost of the process group
"Develop and counsel employees" (10411)
allocated to personnel cost * 0.01 * Percentage of
total cost of the process group "Develop and
counsel employees" (10411) allocated to internal
cost
Percentage of internal cost of the process group
"Develop and counsel employees" (10411)
allocated to systems cost * 0.01 * Percentage of
total cost of the process group "Develop and
counsel employees" (10411) allocated to internal
cost
Percentage of internal cost of the process group
"Develop and counsel employees" (10411)
allocated to overhead and other costs * 0.01 *
Percentage of total cost of the process group
"Develop and counsel employees" (10411)
allocated to internal cost
Percentage of total cost of the process group
"Develop and counsel employees" (10411)
allocated to external cost
Total cost to perform the process group "reward
and retain employees" / (Total business entity
revenue * .001)
((Percentage of internal cost to perform the
process group "reward and retain employees"
allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / Number of business entity
employees
((Percentage of internal cost to perform the
process group "reward and retain employees"
allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / (Total business entity
revenue * .001)
Total cost to perform the process group "reward
and retain employees" / Number of business
entity employees
Copyright 2014 APQC

Units
percent

percent

percent

percent

percent

dollars

dollars

dollars

dollars

417 of 482

Formula

Units

(Total base pay for middle management/specialist

employees + Total overtime pay for middle
management/specialist employees + Total
variable pay for middle management/specialist
employees) / Number of middle
management/specialist employees
(Total base pay for operational worker/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
employees + Total overtime pay for senior
management/executive employees + Total
variable pay for senior management/executive
employees) / Number of senior
management/executive employees
Response time in hours for a non-routine inquiry
for the process group "reward and retain
employees"
Response time in hours for a routine inquiry for
the process group "reward and retain employees"

dollars

Average tenure in months for business entity

agents
Number of FTEs who perform the process group
"reward and retain employees" / (Total business
entity revenue * .000000001)
Number of non-routine inquiries received monthly
for the process group "reward and retain
employees" / Number of business entity
employees
Number of routine inquiries received monthly for
the process group "reward and retain employees"
/ Number of business entity employees

months

Number of business entity employees / Number

of FTEs who perform the process group "reward
and retain employees"
Number of vacation days per year per employee

employees

Copyright 2014 APQC

dollars

dollars

hours

hours

FTEs

inquiries

inquiries

days

418 of 482

Formula
(Percentage of internal cost to perform the
process group "reward and retain employees"
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"
(Percentage of internal cost to perform the
process group "reward and retain employees"
allocated to systems*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"
(Percentage of internal cost to perform the
process group "reward and retain employees"
allocated to overhead*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"
Total base pay for middle management/specialist
employees / Number of middle
management/specialist employees
Total base pay for operational worker/office staff
employees / Number of operational worker/office
staff employees
Total base pay for senior management/executive
employees / Number of senior
management/executive employees
(Percentage of internal cost to perform the
process group "reward and retain employees"
allocated to personnel*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"
Number of days absent due to sickness excluding
maternity and paternity leave per employee

Units
percent

percent

percent

dollars

dollars

dollars

percent

days

Number of days absent due to sickness,

days
maternity, and paternity leave per employee
Outsourced cost to perform the process group
percent
"reward and retain employees"/Total cost to
perform the process group "reward and retain
employees"*100
Percentage of inquiries received monthly for the percent
process group "reward and retain employees" via
e-mail
Copyright 2014 APQC

419 of 482

Formula
Percentage of inquiries received monthly for the
process group "reward and retain employees" via
phone
Percentage of inquiries received monthly for the
process group "reward and retain employees" via
face-to-face interaction
Number of non-routine inquiries received monthly
for 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
Number of routine inquiries received monthly for
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
Percentage of inquiries received monthly for the
process group "reward and retain employees" via
channels other than e-mail, phone, and face-toface interaction
(Percentage of internal cost of the process group
"Reward and retain employees" (10412) allocated
to overhead and other costs * Percentage of total
cost of the process group "Reward and retain
employees" (10412) allocated to internal cost *
0.01)
((Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees")/ 100) / Number of business entity
employees
((Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees") / 100) / (Total business entity
revenue * .001)
Total cost to perform the process group "redeploy
and retire employees" / Number of business entity
employees

Copyright 2014 APQC

Units
percent

percent

percent

percent

percent

percent

dollars

dollars

dollars

420 of 482

Formula
Total cost to perform the process group "redeploy
and retire employees" / (Total business entity
revenue * .001)
Response time in hours for a routine inquiry for
the process group "redeploy and retire
employees"
Response time in hours for a non-routine inquiry
for the process group "redeploy and retire
employees"
Number of FTEs who perform the process group
"redeploy and retire employees" / (Total business
entity revenue * .000000001)
Number of vacancies filled by internal candidates
/ Number of FTEs who perform the process group
"redeploy and retire employees"
Number of routine inquiries received monthly for
the process group "redeploy and retire
employees" / Number of business entity
employees
Number of non-routine inquiries received monthly
for the process group "redeploy and retire
employees" / Number of business entity
employees
Number of business entity employees / Number
of FTEs who perform the process group "redeploy
and retire employees"
(Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to overhead*Internal cost to perform the
process group "redeploy and retire
employees")/Total cost to perform the process
group "redeploy and retire employees"
(Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to personnel*Internal cost to perform the
process group "redeploy and retire
employees")/Total cost to perform the process
group "redeploy and retire employees"
(Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to systems*Internal cost to perform the
process group "redeploy and retire
employees")/Total cost to perform the process
group "redeploy and retire employees"

Copyright 2014 APQC

Units
dollars

hours

hours

FTEs

internal hires

inquiries

inquiries

employees

percent

percent

percent

421 of 482

Formula
(Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the
process group "redeploy and retire
employees")/Total cost to perform the process
group "redeploy and retire employees"
Percentage of inquiries received for the process
group "redeploy and retire employees"
employees" through digital communication
channels
Percentage of inquiries received for the process
group "redeploy and retire employees"
employees" through non-digital communication
channels
Number of non-routine inquiries received monthly
for the process group "redeploy and retire
employees"/(Number of routine inquiries received
monthly for the process group "redeploy and retire
employees"+Number of non-routine inquiries
received monthly for the process group "redeploy
and retire employees")*100

Units
percent

percent

percent

percent

Number of routine inquiries received monthly for percent

the process group "redeploy and retire
employees"/(Number of routine inquiries received
monthly for the process group "redeploy and retire
employees"+Number of non-routine inquiries
received monthly for the process group "redeploy
and retire employees")*100
Outsourced cost to perform the process group
"redeploy and retire employees"/Total cost to
perform the process group "redeploy and retire
employees"*100
Percentage of inquiries received monthly for the
process group "redeploy and retire" via face-toface interaction
Percentage of inquiries received monthly for the
process group "redeploy and retire" via channels
other than e-mail, phone, and face-to-face
interaction
Percentage of inquiries received monthly for the
process group "redeploy and retire" via e-mail
Percentage of inquiries received monthly for the
process group "redeploy and retire" via phone
Copyright 2014 APQC

percent

percent

percent

percent
percent

422 of 482

Formula
Cycle time in days from job offer acceptance until
new hire begins in the agreed position, including
time for orientation and initial set-up
Job offer acceptance rate for middle
management/specialist employees
Job offer acceptance rate for operational
worker/office staff employees
Job offer acceptance rate for senior
management/executive employees
Percentage of middle management/specialist
employees who joined in the past 12 months that
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
Percentage of operational worker/office staff
employees who joined in the past 12 months who
are still within your business entity
Annual number of job requisitions/ Number of
FTEs who perform the process group "recruit,
source, and select employees"
(Total number of new hires / Annual number of
job requisitions) * 100
Percentage of management positions filled by
internal promotion versus external recruitment for
operational worker/office staff employees for the
past three years
(Total number of new hires / Number of business
entity employees) * 100
(Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
orientation and deployment" (10469) * 0.01 *
Total cost to perform the process group "Develop
and counsel employees" (10411)) / (Total
business entity revenue * 0.001)
(Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
orientation and deployment" (10469) * 0.01 *
Total cost to perform the process group "Develop
and counsel employees" (10411)) / Number of
business entity employees

Copyright 2014 APQC

Units
days

percent
percent
percent
percent

percent

percent

job requisitions

percent
percent

percent
dollars

dollars

423 of 482

Formula

Units

Percentage of total annual cost of the process

percent
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
orientation and deployment" (10469)
(Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
performance" (10470) * 0.01 * Total cost to
perform the process group "Develop and counsel
employees" (10411)) / Number of business entity
employees
(Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
performance" (10470) * 0.01 * Total cost to
perform the process group "Develop and counsel
employees" (10411)) / (Total business entity
revenue * 0.001)
Cycle time in days from start to finish for a formal
performance review for a middle
management/specialist employee
Cycle time in days from start to finish for a formal
performance review for an operational
worker/office staff employee
Cycle time in days from start to finish for a formal
performance review for a senior
management/executive employee
Percentage of operational worker/office staff
employees who receive a formal performance
review
Percentage of middle management/specialist
employees who receive a formal performance
review
Percentage of senior management/executive
employees who receive a formal performance
review
Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
performance" (10470)

Copyright 2014 APQC

dollars

dollars

days

days

days

percent

percent

percent

percent

424 of 482

Formula
(Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
development" (10472) * 0.01 * Total cost to
perform the process group "Develop and counsel
employees" (10411)) / Number of business entity
employees
(Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
development" (10472) * 0.01 * Total cost to
perform the process group "Develop and counsel
employees" (10411)) / (Total business entity
revenue * 0.001)
Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Manage employee
development" (10472)
Total cost to perform the process "Develop and
train employees" (10473) / Number of business
entity employees
Total cost to perform the process "Develop and
train employees" (10473) / (Total business entity
revenue * 0.001)
(Percentage of internal cost of the process
"Develop and train employees" (10473) allocated
to personnel cost * Percentage of total cost of the
process "Develop and train employees" (10473)
allocated to internal cost * Total cost to perform
the process "Develop and train employees"
(10473) * 0.0001) / (Total business entity revenue
* 0.001)
(Percentage of internal cost of the process
"Develop and train employees" (10473) allocated
to personnel cost * Percentage of total cost of the
process "Develop and train employees" (10473)
allocated to internal cost * Total cost to perform
the process "Develop and train employees"
(10473) * 0.0001) / Number of business entity
employees
Internal cost for learning administration / (Total
business entity revenue *.001)
Internal cost for learning administration/ Number
of business entity employees

Copyright 2014 APQC

Units
dollars

dollars

percent

dollars

dollars

dollars

dollars

dollars
dollars

425 of 482

Formula

Units

Budget for learning for the process group

"develop and counsel-learning only"/Number of
business entity employees
Cycle time in days to close an identified skill or
capability gap through training for an operational
worker/office staff employee
Cycle time in days to close an identified skill or
capability gap through training for a middle
management/specialist employee
Cycle time in days to close an identified skill or
capability gap through training for a senior
management/executive
Number of calendar days per employee to close
an identified skill or capability gap through training

dollars

Number of FTEs who perform the process

"Develop and train employees" (10473) / (Total
business entity revenue * .000000001)
Number of hours for developing classroom
training / Number of employees who attend
classroom training
Number of hours for developing e-learning
training / Number of employees who attend elearning training
Number of FTEs who perform learning
administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue *.000000001)
Percentage of senior management/executives
who attend management development programs

FTEs

Percentage of middle management/specialists

who attend management development programs

percent

days

days

days

days

hours

hours

FTEs

percent

Percentage of operational worker/office staff who percent

attend management development programs
Percentage of CEO and senior leadership time
put toward leadership development
Number of business entity employees / Number
of FTEs who perform learning administrative
activities (exclude the activities for processing
and distributing payments)
Number of business entity employees / Number
of FTEs who perform the process "Develop and
train employees" (10473)
Copyright 2014 APQC

percent
employees

employees

426 of 482

Formula

Units

Percentage of internal cost of the process

percent
"Develop and train employees" (10473) allocated
to personnel cost * 0.01 * Percentage of total cost
of the process "Develop and train employees"
(10473) allocated to internal cost
Percentage of internal cost of the process
percent
"Develop and train employees" (10473) allocated
to systems cost * 0.01 * Percentage of total cost
of the process "Develop and train employees"
(10473) allocated to internal cost
Percentage of internal cost of the process
percent
"Develop and train employees" (10473) allocated
to overhead and other costs * 0.01 * Percentage
of total cost of the process "Develop and train
employees" (10473) allocated to internal cost
Percentage of total cost of the process "Develop
and train employees" (10473) allocated to
external cost
Percentage of total annual cost of the process
group "Develop and counsel employees" (10411)
allocated to the process "Develop and train
employees" (10473)
Number of days dedicated to formal learning per
employee
Number of days dedicated to formal learning per
middle management/specialist employee
Number of days dedicated to formal learning per
operational worker/office staff employee
Number of days per employee dedicated to
learning for senior management/executive
employees
Percentage of learning days delivered through
classroom instruction provided by your
organization
Percentage of learning days delivered through
computer-based training (self-instruction) installed
from CD-ROM
Percentage of learning days delivered through a
computer-based training (self-instruction) over the
web (either directly or downloaded)

percent

percent

days
days
days
days

percent

percent

percent

Percentage of learning days delivered through

percent
correspondence courses
Percentage of learning days delivered through e- percent
learning (interactive)
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427 of 482

Formula

Units

Percentage of learning days delivered through

external classroom instruction
Percentage of learning days delivered through onthe-job training
Percentage of learning days delivered through
other types of training methods
Percentage of learning days delivered through
streaming video
Percentage of learning days delivered through a
virtual or classroom-based training online

percent

Percentage of training programs developed

externally
Percentage of training programs developed
internally
Percentage of training programs developed
through other channels
Percentage of training programs developed
through partnerships with external specialists
Percentage of per-employee learning days
delivered using computer based training
Percentage of per-employee learning days
delivered using correspondence courses and or
virtual, instructor-led classroom-based training
delivered online
Percentage of per-employee learning days
delivered using classroom instruction provided by
your organization
Percentage of per-employee learning days
delivered using external classroom instruction
Percentage of per-employee learning days
delivered using on-the-job training
Percentage of per-employee learning days
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 for payroll administration / (Total
business entity revenue * .001)
Internal cost for payroll administration / Number of
business entity employees
Number of FTEs who perform payroll
administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue *.000000001)

percent

Copyright 2014 APQC

percent
percent
percent
percent

percent
percent
percent
percent
percent

percent

percent
percent
percent

dollars
dollars
FTEs

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Formula

Units

Number of business entity employees / Number

of FTEs who perform payroll administrative
activities (exclude the activities for processing
and distributing payments)
(Total expenditure for expatriation / Total costs of
continuing operations)*100
(Total cost of relocation expenses paid to
employees / Total costs of continuing
operations)*100
(Total expenditure for repatriation / Total costs of
continuing operations)*100
Cycle time in days from request for leave of
absence to confirmation of absence to employee

employees

Cycle time in days for the internal transfer

process
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
Cycle time in days to process a repatriation from
identification of need for repatriation to date of
transfer
Agent voluntary attrition rate

days

Agent involuntary attrition rate

percent

(Number of involuntary employee

terminations/Number of business entity
employees)*100
(Number of voluntary employee
terminations/Number of business entity
employees)*100
((Number of voluntary employee terminations +
Number of involuntary employee terminations) /
Number of business entity employees) * 100
(Number of involuntary employee terminations for
middle management/specialist employees /
Number of involuntary employee
terminations)*100
(Number of involuntary employee terminations for
operational worker/office staff employees /
Number of involuntary employee
terminations)*100

percent

Copyright 2014 APQC

percent
percent

percent
days

days
days

days

percent

percent

percent

percent

percent

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Formula

Units

(Number of involuntary senior

percent
management/executive employee terminations /
Number of involuntary employee
terminations)*100
Percentage of employees redeployed for reasons percent
other than filling a vacancy
(Number of voluntary employee terminations for percent
middle management/specialist employees /
Number of voluntary employee terminations)*100
(Number of middle management/specialist
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of operational worker/office staff
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of senior management/executive
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of voluntary employee terminations for
operational worker/office staff employees /
Number of voluntary employee terminations)*100

percent

percent

percent

percent

Percentage of business entity's work force that

percent
are expatriates
(Number of voluntary senior
percent
management/executive employee terminations /
Number of voluntary employee terminations)*100
(Number of employees relocated within your
country / Number of business entity
employees)*100
Response time in hours for a non-routine inquiry
for the process group "manage employee
information"
Cycle time in days for the function "develop and
manage human capital" to fulfill an ad hoc
information request
Response time in hours for a routine inquiry for
the process group "manage employee
information"

Copyright 2014 APQC

percent

hours

days

hours

430 of 482

Formula

Units

Number of routine inquiries received monthly for inquiries

the process group "manage employee
information" / Number of business entity
employees
Number of non-routine inquiries received monthly inquiries
for the process group "manage employee
information" / Number of business entity
employees
Number of non-routine inquiries received monthly percent
for the process group "manage employee
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
Number of routine inquiries received monthly for percent
the process group "manage employee
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
Percentage of inquiries received monthly for the
process group "manage employee information"
via channels other than e-mail, phone, and faceto-face interaction
Percentage of inquiries received for the process
group "manage employee information"
employees" through digital communication
channels
Percentage of inquiries received monthly for the
process group "manage employee information"
via e-mail
Percentage of inquiries received monthly for the
process group "manage employee information"
via face-to-face interaction
Percentage of inquiries received for the process
group "manage employee information"
employees" through non-digital communication
channels
Percentage of inquiries received monthly for the
process group "manage employee information"
via phone

Copyright 2014 APQC

percent

percent

percent

percent

percent

percent

431 of 482

Formula
Overhead cost to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.000010)
Outsourced cost to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.000010)
Personnel cost to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.000010)
((Percentage of IT cost allocated to the process
group "manage the business of information
technology"/100) * IT costs during the past year) /
(Total business entity revenue * 0.0010)
Systems cost to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.000010)
Time in months to respond to a major business
shift
Time in weeks to close an identified IT skill or
capability gap
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "manage the business of
information technology"/100) * Number of FTEs
who perform the function "manage information
technology") / (Total business entity revenue *
0.000000001)
Average level of experience in years for FTEs
who perform the process group "manage the
business of IT"
Percentage of IT cost allocated to the process
group "manage the business of information
technology"
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
(IT budget allocated to the process group
"manage the business of information technology"
/ IT budget for the past year) * 100.0
Copyright 2014 APQC

Units
dollars

dollars

dollars

dollars

dollars

dollars

months
weeks
FTEs

years

percent

percent
percent
percent
percent

432 of 482

Formula

Units

Percentage of FTEs who perform the function

percent
"manage information technology" perform the
process group "manage the business of
information technology"
Systems cost to perform the process group
dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.000010)
((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)
Overhead cost to perform the process group
dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.000010)
Personnel cost to perform the process group
dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process group
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.000010)
Outsourced cost to perform the process group
dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.000010)
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "develop and manage IT customer
relationships"/100) * Number of FTEs who
perform the function "manage information
technology") / (Total business entity revenue *
0.000000001)
Average level of experience in years for FTEs
who perform the process group "develop and
manage IT customer relationships"
Percentage of IT cost allocated to the process
group "develop and manage IT customer
relationships"
(IT budget allocated to the process group
"develop and manage IT customer relationships" /
IT budget for the past year) * 100.0

Copyright 2014 APQC

FTEs

years

percent

percent

433 of 482

Formula

Units

Percentage of FTEs who perform the function

"manage information technology" perform the
process group "develop and manage IT customer
relationships"
((Percentage of IT cost allocated to the process
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

percent

Average time in weeks to set up a medium

complex technical interface

weeks

Average time in weeks to set up a simple

technical interface

weeks

Percentage change in detected exceptions to the

information architecture per year
Average level of experience in years for FTEs
who perform the process group "manage
enterprise information"
Length in years of information architecture
planning horizon
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "manage enterprise
information"/100) * Number of FTEs who perform
the function "manage information technology") /
(Total business entity revenue * 0.000000001)

percent

Percentage of information elements with assigned

and active data custodians
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 assets that are
common across all business units

percent

Copyright 2014 APQC

dollars

weeks
weeks
weeks

years

years
FTEs

percent
percent
percent
percent

434 of 482

Formula

Units

Average number of revisions to the published

enterprise information architecture
Percentage of FTEs who perform the function
"manage information technology" perform the
process group "manage enterprise information"
(IT budget allocated to the process group
"manage enterprise information" / IT budget for
the past year) * 100.0
Percentage of IT cost allocated to the process
group "manage enterprise information"
Number of FTEs classified as IT architects /
(Total business entity revenue * 0.000000001)
Outsourced cost to perform the process "develop
and maintain information technology solutions" /
(Total business entity revenue * 0.000010)

revisions

Costs other than personnel, systems, overhead,

and outsourced to perform the process "develop
and maintain information technology solutions" /
(Total business entity revenue * 0.000010)

dollars

Overhead cost to perform the process "develop

and maintain information technology solutions" /
(Total business entity revenue * 0.000010)
Personnel cost to perform the process "develop
and maintain information technology solutions" /
(Total business entity revenue * 0.0010)
Systems cost to perform the process "develop
and maintain information technology solutions" /
(Total business entity revenue * 0.000010)
((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 *
0.0010)
Time in months to fulfill a business need with
relevant IT solutions for investments between $ 1
million and $100 million
Time in months to fulfill a business need with
relevant IT solutions for investments between
$100,000 and $250,000
Time in months to fulfill a business need with
relevant IT solutions for investments between
$250,000 and $500,000

dollars

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percent

percent

percent
FTEs
dollars

dollars

dollars

dollars

months

months

months

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Formula
Time in months to fulfill a business need with
relevant IT solutions for investments between
$500,000 and $1 million
Time in months to fulfill a business need with
relevant IT solutions for investments greater than
$100 million
Time in months to fulfill a business need with
relevant IT solutions for investments less than
$100,000
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 time in hours to resolve the highest
priority problem
Average time in hours to respond to the highest
priority problem
Percentage of planned return on investment
(ROI) for application development and
maintenance projects in the most recent year
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "develop and maintain information
technology solutions"/100) * Number of FTEs who
perform the function "manage information
technology") / (Total business entity revenue *
0.000000001)
Number of services oriented architecture (SOA)
services implemented in production
Average level of experience in years for FTEs
who perform the process group "develop and
maintain IT solutions"
(Number of break or fix requests that require
rework / Average backlog) * 100.0
Percentage of IT budget allocated towards
service oriented architecture (SOA)
Percentage of initially planned functionality that is
delivered for application development and
maintenance projects in the most recent year
Percentage of application development and
maintenance projects in the most recent year
delivered on or below budget

Copyright 2014 APQC

Units
months

months

months

weeks
weeks
weeks
hours
hours
percent

FTEs

services
years

percent
percent
percent

percent

436 of 482

Formula
Percentage of application development and
maintenance projects in the most recent year
delivered on time or early
Percentage of service oriented architecture (SOA)
services published or exposed externally
Percentage of IT cost allocated to the process
group "develop and maintain information
technology solutions"
(IT budget allocated to the process group
"develop and maintain information technology
solutions" / IT budget for the past year) * 100.0
Number of application development projects with
values between $1 million and $100 million for
the current year
Number of application development projects with
values between $100,000 and $250,000 for the
current year
Number of application development projects with
values between $250,000 and $500,000 for the
current year
Number of application development projects with
values between $500,000 and $1 million for the
current year
Number of application development projects with
values greater than $100 million for the current
year
Number of application development projects with
values less than $100,000 for the current year

Units
percent

percent
percent

percent

development
projects
development
projects
development
projects
development
projects
development
projects
development
projects

Average backlog

number of
break/fix requests
Percentage of service oriented architecture (SOA) percent
services published or exposed internally
Percentage of FTEs who perform the function
percent
"manage information technology" perform the
process group "develop and maintain information
technology solutions"
Systems cost to perform the process group
dollars
"deploy IT solutions" / (Total business entity
revenue * 0.000010)
((Percentage of IT cost allocated to the process
dollars
group "deploy IT solutions"/100) * IT costs during
the past year) / (Total business entity revenue *
0.0010)

Copyright 2014 APQC

437 of 482

Formula

Units

Costs other than personnel, systems, overhead,

and outsourced to perform the process group
"deploy IT solutions" / (Total business entity
revenue * 0.000010)
Overhead cost to perform the process group
"deploy IT solutions" / (Total business entity
revenue * 0.000010)
Outsourced cost to perform the process group
"deploy IT solutions" / (Total business entity
revenue * 0.000010)
Personnel cost to perform the process group
"deploy IT solutions" / (Total business entity
revenue * 0.0010)
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "deploy IT solutions"/100) *
Number of FTEs who perform the function
"manage information technology") / (Total
business entity revenue * 0.000000001)
Average level of experience in years for FTEs
who perform the process group "deploy IT
solutions"
Percentage of IT cost allocated to the process
group "deploy IT solutions"
(IT budget allocated to the process group "deploy
IT solutions" / IT budget for the past year) * 100.0

dollars

Percentage of FTEs who perform the function

"manage information technology" perform the
process group "deploy IT solutions"
Systems cost to perform the process group
"deliver and support IT service" / (Total business
entity revenue * 0.000010)
((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 * 0.0010)
Overhead cost to perform the process group
"deliver and support IT service" / (Total business
entity revenue * 0.000010)
Personnel cost to perform the process group
"deliver and support IT service" / (Total business
entity revenue * 0.0010)

percent

Copyright 2014 APQC

dollars

dollars

dollars

FTEs

years

percent
percent

dollars

dollars

dollars

dollars

438 of 482

Formula
Costs other than personnel, systems, overhead,
and outsourced to perform the process group
"deliver and support IT service" / (Total business
entity revenue * 0.000010)
Outsourced costs to perform the process group
"deliver and support IT service" / (Total business
entity revenue * 0.000010)
((Percentage of FTEs who perform the function
"manage information technology" perform the
process group "deliver and support IT
services"/100) * Number of FTEs who perform the
function "manage information technology") /
(Total business entity revenue * 0.000000001)
Average level of experience in years for FTEs
who perform the process group "deliver and
support IT services"
Percentage of IT cost allocated to the process
group "deliver and support IT services"

Units
dollars

dollars

FTEs

years

percent

(IT budget allocated to the process group "deliver percent

and support IT services" / IT budget for the past
year) * 100.0
Percentage of FTEs who perform the function
percent
"manage information technology" perform the
process group "deliver and support IT services"
Systems cost to perform the process "develop
dollars
information and content management strategies" /
(Total business entity revenue * 0.000010)
Total cost to perform the process "develop
dollars
information and content management strategies" /
(Total business entity revenue * 0.0010)
Overhead cost to perform the process "develop
dollars
information and content management strategies" /
(Total business entity revenue * 0.000010)
Personnel cost to perform the process "develop dollars
information and content management strategies" /
(Total business entity revenue * 0.0010)
Outsourced cost to perform the process "develop dollars
information and content management strategies" /
(Total business entity revenue * 0.000010)

Copyright 2014 APQC

439 of 482

Formula

Units

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process "develop
information and content management strategies" /
(Total business entity revenue * 0.000010)
Number of FTEs who perform the process group FTEs
"manage enterprise information" who perform the
process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)
(IT budget related to the process group "manage percent
enterprise information" allocated to the process
"develop information and content management
strategies" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Overhead cost to perform the process "define the dollars
enterprise information architecture" / (Total
business entity revenue * 0.000010)
Personnel cost to perform the process "define the dollars
enterprise information architecture" / (Total
business entity revenue * 0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "define
the enterprise information architecture" / (Total
business entity revenue * 0.000010)
Outsourced cost to perform the process "define
the enterprise information architecture" / (Total
business entity revenue * 0.000010)
Systems cost to perform the process "define the
enterprise information architecture" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "define the
enterprise information architecture" / (Total
business entity revenue * 0.0010)
Number of FTEs who perform the process group
"manage enterprise information" who perform the
process "define the enterprise information
architecture" / (Total business entity revenue *
0.000000001)

Copyright 2014 APQC

dollars

dollars

dollars

FTEs

440 of 482

Formula

Units

(IT budget related to the process group "manage percent

enterprise information" allocated to the process
"define the enterprise information architecture" /
IT budget allocated to the process group "manage
enterprise information") * 100.0
Outsourced cost to perform the process "manage
information resources" / (Total business entity
revenue * 0.000010)
Overhead cost to perform the process "manage
information resources" / (Total business entity
revenue * 0.000010)
Personnel cost to perform the process "manage
information resources" / (Total business entity
revenue * 0.0010)
Costs other than personnel, systems, overhead,
and outsourced to perform the process "manage
information resources" / (Total business entity
revenue * 0.000010)
Systems cost to perform the process "manage
information resources" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "manage
information resources" / (Total business entity
revenue * 0.0010)
Number of FTEs who perform the process group
"manage enterprise information" who perform the
process "manage information resources" / (Total
business entity revenue * 0.000000001)

dollars

dollars

dollars

dollars

dollars

dollars

FTEs

(IT budget related to the process group "manage percent

enterprise information" allocated to the process
"manage information resources" / IT budget
allocated to the process group "manage
enterprise information") * 100.0
Overhead cost to perform the process "perform
dollars
enterprise data and content management" / (Total
business entity revenue * 0.000010)
Outsourced cost to perform the process "perform dollars
enterprise data and content management" / (Total
business entity revenue * 0.000010)
Personnel cost to perform the process "perform
dollars
enterprise data and content management" / (Total
business entity revenue * 0.0010)

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441 of 482

Formula

Units

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process "perform
enterprise data and content management" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "perform
enterprise data and content management" / (Total
business entity revenue * 0.0010)
Systems cost to perform the process "perform
enterprise data and content management" / (Total
business entity revenue * 0.000010)
Number of FTEs who perform the process group
"manage enterprise information" who perform the
process "perform enterprise data and content
management" / (Total business entity revenue *
0.000000001)
(IT budget related to the process group "manage
enterprise information" allocated to the process
"perform enterprise data and content
management" / IT budget allocated to the process
group "manage enterprise information") * 100.0

dollars

(Number of business process service

tickets/transactions meeting agreed quality /
Number of business process service
tickets/transactions * 100)
(Number of ITIS tickets/transactions meeting
agreed quality / Number of ITIS
tickets/transactions * 100)
(Number of production support
tickets/transactions meeting agreed quality /
Number of production support tickets/transactions
* 100)
(Number of business process service
tickets/transactions meeting agreed turn-around
time / Number of business process service
tickets/transactions) * 100
(Number of ITIS tickets/transactions meeting
agreed turn-around time / Number of ITIS
tickets/transactions) * 100
(Number of production support
tickets/transactions meeting agreed turn-around
time / Number of production support
tickets/transactions) * 100

percent

Copyright 2014 APQC

dollars

FTEs

percent

percent

percent

percent

percent

percent

442 of 482

Formula
Outsourced cost to perform the processes
"perform cost accounting and control" and
"perform cost management" / (Total business
entity revenue *.0010)
(Number of FTEs who perform the process
"perform planning/budgeting/forecasting" +
Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / (Total business entity
revenue * .000000001)
((Number of FTEs who perform the process
"perform planning/budgeting/forecasting" +
Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / Number of FTEs who
perform the function "manage financial
resources") * 100
(Total cost to perform the process "process
customer credit" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "invoice customer") / (Total
business entity revenue * .0010)
(Number of FTEs who perform the process
"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)
((Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
Number of FTEs who perform the process
"invoice customer") / Number of FTEs who
perform the function "manage financial
resources") * 100
(Total cost to perform the process "manage
policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
0.001)
Copyright 2014 APQC

Units
dollars

FTEs

percent

dollars

FTEs

percent

dollars

443 of 482

Formula

Units

((Total cost to perform the process "manage

percent
policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total business entity revenue) * 100
(Total cost to perform the process "manage
policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
.000000001)
(Total cost to perform the process "manage
policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Number of FTEs who perform the
process "manage policies and procedures" +
Number of FTEs who perform the process
"perform general accounting" + Number of FTEs
who perform the process "perform financial
reporting")
Cycle time in calendar days between running trial
balance to completing the consolidated financial
statements
(Number of FTEs who perform the process
"manage policies and procedures" + Number of
FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform financial reporting") / (Total
business entity revenue * 0.000000001)

dollars

dollars

days

FTEs

((Number of FTEs who perform the process

percent
"manage policies and procedures" + Number of
FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform financial reporting") / Number of
FTEs who perform the function "manage financial
resources") * 100
(Number of FTEs who perform the process
FTEs
"perform capital planning and project approval"+
Number of FTEs who perform the process
"perform capital project accounting") / (Total
business entity revenue* .000000001)

Copyright 2014 APQC

444 of 482

Formula
((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 function "manage financial
resources") * 100
((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") / Total costs of continuing operations) *
100
(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
entity revenue * .001)
((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") / Total business entity revenue) * 100

Units
percent

percent

dollars

percent

(Total cost to perform the process "report time" + dollars

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Total business entity revenue * 0.001)
(Total cost to perform the process "report
dollars
time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements
(Total cost to perform the process "report time" + dollars
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total number of employees paid
(Total cost to perform the process "report time" + dollars
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Number of payroll disbursements that
are manual checks

Copyright 2014 APQC

445 of 482

Formula

Units

(Total cost to perform the process "report time" + dollars

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (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")
(Total cost to perform the process "report time" + dollars
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Number of payroll inquiries received
(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 payroll
days
from HR/benefits system cut-off to payroll transmit
date
(Number of FTEs who perform the process
FTEs
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes") /
(Total number of employees paid * 0.001)
(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") /
(Total business entity revenue * 0.000000001)

FTEs

Total number of employees paid / (Number of

employees
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 inquiries received / (Number of payroll inquiries
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")
Copyright 2014 APQC

446 of 482

Formula

Units

((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 cost to
perform the process "report time" + Total cost to
perform the process "manage pay" + Total cost to
perform the process "process payroll taxes")) *
100
((Number of 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 FTEs who perform the function
"manage financial resources") * 100
((Systems cost to perform the process "report
time" + Systems cost to perform the process
"manage pay" + Systems cost to perform the
process "process payroll taxes") / (Total cost to
perform the process "report time" + Total cost to
perform the process "manage pay" + Total cost to
perform the process "process payroll taxes")) *
100
(Total cost to perform the process "process
accounts payable" + Total cost to perform the
process "process expense reimbursements") /
(Total business entity revenue * .001)
(Number of FTEs who perform the process
"process accounts payable" + Number of FTEs
who perform the process "process expense
reimbursements") / (Total business entity revenue
* .000000001)
((Number of FTEs who perform the process
"process accounts payable" + Number of FTEs
who perform the process "process expense
reimbursements") / Number of FTEs who perform
the function "manage financial resources") * 100

percent

Return on invested capital

percent

percent

percent

dollars

FTEs

percent

Number of FTEs who perform the process group FTEs

"manage treasury operations" / (Total business
entity revenue * .000000001)
Number of corporate bank accounts managed by percent
this finance SSC / FTEs performing the process
"manage treasury operations"

Copyright 2014 APQC

447 of 482

Formula

Units

(Number of FTEs who perform the process group percent

"manage treasury operations" / Number of FTEs
who perform the function "manage financial
resources") * 100
(Personnel cost to perform the process "establish dollars
internal controls, policies, and procedures" +
Personnel cost to perform the process "operate
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)
((Total cost to perform the process "establish
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") / Total business entity revenue) *
100.0
(Total cost to perform the process "establish
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") / (Total business entity revenue *
0.000000001)
(Total cost to perform the process "establish
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") / (Total business entity revenue *
0.0010)

Copyright 2014 APQC

percent

dollars

dollars

448 of 482

Formula

Units

(Total cost to perform the process "establish

dollars
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") / (Number of FTEs who perform the
process "establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor
compliance with internal controls policies and
procedures" + Number of FTEs who perform the
process "report on internal controls compliance")
(Systems cost to perform the process "establish dollars
internal controls, policies, and procedures" +
Systems cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Systems cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.000010)
(Number of FTEs who perform the process
FTEs
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor
compliance with internal controls policies and
procedures" + Number of FTEs who perform the
process "report on internal controls compliance") /
(Total business entity revenue * 0.000000001)
((Number of FTEs who perform the process
percent
"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") /
Number of FTEs who perform the function
"manage financial resources") * 100
Number of FTEs who perform the process group FTEs
"manage taxes" / (Total business entity revenue *
.000000001)

Copyright 2014 APQC

449 of 482

Formula

Units

(Number of FTEs who perform the process group percent

"manage taxes" / Number of FTEs who perform
the function "manage financial resources") * 100
(Percentage of internal costs of the process
"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"
Personnel cost to perform the process "perform
planning/budgeting/forecasting" / (Total business
entity revenue * 0.001)
Outsourced cost to perform the process "perform
planning/budgeting/forecasting" / (Total business
entity revenue *.0010)
(Percentage of internal costs of the process
"planning, budgeting, and forecasting" allocated
to systems 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") / (Total business
entity revenue * 0.001)
(Total cost to perform the process "perform
planning/budgeting/forecasting" / Total business
entity revenue) * 100
Total cost to perform the process "perform
planning/budgeting/forecasting" / Number of
FTEs who perform the process "perform
planning/budgeting/forecasting"
Total cost to perform the process "perform
planning/budgeting/forecasting" / (Total business
entity revenue * 0.001)
Cycle time in days to complete the budget
Cycle time in days to prepare the financial
forecast
Cycle time in days to update/revise the rolling
forecast
Number of FTEs who perform the process
"perform planning/budgeting/forecasting" / (Total
business entity revenue * .000000001)

Copyright 2014 APQC

dollars

dollars

dollars

dollars

percent

dollars

dollars

days
days
days
FTEs

450 of 482

Formula

Units

Number of budget versions produced before final budget versions

approval
Percentage error for the inventory cost forecast
percent
Percentage error for the personnel cost forecast

percent

Percentage error for the total sales forecast

percent

(Number of FTEs who perform the process

percent
"perform planning/budgeting/forecasting" /
Number of FTEs who perform the function
"manage financial resources") * 100
Personnel cost to perform the processes "perform dollars
cost accounting and control" and "perform cost
management" FTEs / Number of FTEs who
perform the processes "perform cost accounting
and control" and "perform cost management"
(Percentage of internal costs of the process
dollars
"perform cost accounting and control" and
"perform cost management" allocated to
personnel costs * Percentage of total cost of the
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") / (Total
business entity revenue * 0.001)
Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost
management" / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"
Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost
management" / (Total business entity revenue *
0.001)
Number of FTEs who perform the processes
FTEs
"perform cost accounting and control" and
"perform cost management" / (Total business
entity revenue * .000000001)

Copyright 2014 APQC

451 of 482

Formula

Units

(Number of FTEs who perform the processes

percent
"perform cost accounting and control" and
"perform cost management" / Number of FTEs
who perform the function "manage financial
resources") * 100
(Percentage of internal costs of the process
dollars
"perform cost accounting and control" and
"perform cost management" allocated to
systesms costs * Percentage of total cost of the
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") / (Total
business entity revenue * 0.001)
(Percentage of internal costs of the process
dollars
"evaluate and manage financial performance"
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") /
(Total business entity revenue * 0.001)
Total cost to perform the process "evaluate and
dollars
manage financial performance" / Number of FTEs
who perform the process "evaluate and manage
financial performance"
Total cost to perform the process "evaluate and
dollars
manage financial performance" / (Total business
entity revenue * 0.001)
Total business entity revenue / Number of total
dollars
customers in customer master file that are active
(Percentage of internal costs of the process
dollars
"evaluate and manage financial performance"
allocated to personnel 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") /
Number of FTEs who perform the process
"evaluate and manage financial performance"

Copyright 2014 APQC

452 of 482

Formula
Personnel cost to perform the process "evaluate
and manage financial performance" / (Total
business entity revenue * 0.001)
Outsourced cost to perform the process "evaluate
and manage financial performance" / (Total
business entity revenue *.0010)
Cycle time in days to perform financial evaluation
of new customers
Cycle time in days to perform financial evaluation
of new markets
Cycle time in days to perform financial evaluation
of new products
Number of FTEs who perform the process
"evaluate and manage financial performance" /
(Total business entity revenue * .000000001)
Total business entity revenue / Number of
business entity employees
((Total business entity revenue - Total revenue
over the past three reporting periods) / Total
revenue over the past three reporting periods) *
100.0
(Number of FTEs who perform the process
"evaluate and manage financial performance" /
Number of FTEs who perform the function
"manage financial resources") * 100
(Number of employees with compensation
affected by profit / Number of business entity
employees) * 100.0
(Number of employees with compensation
affected by budget versus actual variances /
Number of business entity employees) * 100.0
((Earnings before interest, taxes, depreciation and
amortization for the current 12-month period Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
/ Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
* 100.0
(Earnings before interest, taxes, depreciation and
amortization for the current 12-month period /
Total business entity revenue) * 100.0
(((Total business entity revenue / Total revenue
over the past three reporting periods) ^ 0.3333) 1) * 100.0

Copyright 2014 APQC

Units
dollars

dollars

days
days
days
FTEs

dollars
percent

percent

percent

percent

percent

percent

percent

453 of 482

Formula
(((Earnings before interest, taxes, depreciation
and 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
Outsourced cost to perform the process "process
customer credit" / (Total business entity revenue
*.0010)
Personnel cost to perform the process "process
customer credit" / (Total business entity revenue *
.001)
(Total cost to perform the process "process
customer credit"/Number of FTEs who perform
the process "process customer credit")
(Total cost to perform the process "process
customer credit"/ Total business entity revenue) *
100
Total cost to perform the process "process
customer credit" / Number of FTEs who perform
the process "process customer credit"
Total cost to perform the process "process
customer credit" / (Total business entity revenue *
.000000001)
Total cost to perform the process "process
customer credit" / (Total business entity revenue *
.001)
Cycle time in days for credit approval
(Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
Number of FTEs who perform the process
"invoice customer") / (Total business entity
revenue * 0.000000001)
Number of FTEs who perform the process
"process customer credit" / (Total business entity
revenue * .000000001)
Number of active customers in business entity's
customer master file / Number of FTEs who
perform the process "process customer credit"
Credit reviews performed at account level by
credit staff / Number of FTEs who perform the
process "process customer credit"
(Number of FTEs who perform the process
"process customer credit" / Number of FTEs who
perform the function "manage financial
resources") * 100
Copyright 2014 APQC

Units
percent

dollars

dollars

dollars

percent

dollars

dollars

dollars

days
FTEs

FTEs

active customers

credit reviews

percent

454 of 482

Formula

Units

Personnel cost to perform the process "invoice

dollars
customer" / (Total business entity revenue * .001)
Outsourced cost to perform the process "invoice dollars
customer" / (Total business entity revenue *.0010)
(Total cost to perform the process "invoice
percent
customer" / Total business entity revenue) * 100.0
Total cost to perform the process "invoice
dollars
customer" / Number of FTEs who perform the
process "invoice customer"
Total cost to perform the process "invoice
dollars
customer" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "invoice
dollars
customer" / (Total business entity revenue * .001)
Total cost to perform the process "invoice
dollars
customer" / Number of line items billed/invoiced
Total cost to perform the process "invoice
dollars
customer" / Number of invoices billed to customer
Systems cost to perform the process "process
customer credit" / (Total business entity revenue *
.00001)
Systems cost to perform the process "invoice
customer" / (Total business entity revenue *
.00001)
Cycle time in calendar days from the transmission
of an invoice/bill to shipping/providing the
good/service
Cycle time in days to generate complete and
correct billing data
Number of FTEs who perform the process
"invoice customer" / (Total business entity
revenue * .000000001)
Percentage of invoice line items processed error
free the first time
Percentage of invoice line items invoiced using
electronic or automatic methods
Percentage of invoices automatically generated
based on event triggers
Number of line items billed/invoiced / Number of
FTEs who perform the process "invoice
customer"
Copyright 2014 APQC

dollars

dollars

days

days
FTEs

percent
percent
percent
invoice line items

455 of 482

Formula
Number of invoices billed to customer / Number
of FTEs who perform the process "invoice
customer"
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
(Number of line items billed/invoiced in a foreign
currency / Number of line items billed/invoiced) *
100
(Number of FTEs who perform the process
"invoice customer" / Number of FTEs who
perform the function "manage financial
resources") * 100
(Number of invoice line items billed/invoiced that
offer a discount / Number of line items
billed/invoiced) * 100
Personnel cost to perform the process "process
accounts receivable (AR)" / Number of FTEs who
perform the process "process accounts receivable
(AR)"
Personnel cost to perform the process "process
accounts receivable (AR)"/ (Total business entity
revenue * .001)
Outsourced cost to perform the process "process
accounts receivable (AR)" / (Total business entity
revenue *.0010)
Systems cost to perform the process "process
accounts receivable (AR)"/ (Total business entity
revenue * .00001)
(Total cost to perform the process "process
accounts receivable" / Total business entity
revenue) * 100
Total cost to perform the process "process
accounts receivable" / Number of FTEs who
perform the process "process accounts receivable
(AR)"
Total cost to perform the process "process
accounts receivable" / (Total business entity
revenue * .000000001)
Total cost to perform the process "process
accounts receivable" / (Total business entity
revenue * .001)
Total cost to perform the process "process
accounts receivable" / Number of receipts
processed
Copyright 2014 APQC

Units
invoices

invoice line items

dollars
percent

percent

percent

dollars

dollars

dollars

dollars

percent

dollars

dollars

dollars

dollars

456 of 482

Formula
Average days sales outstanding in accounts
receivable
Cycle time in calendar days from invoicing a
customer to the receipt of payment
Number of FTEs who perform the process
"process accounts receivable (AR)" / (Total
business entity revenue * .000000001)
Value of accounts receivable outstanding / (Total
business entity revenue * 0.0010)
(Number of receipts that are automatically
matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100

Units
days
days
FTEs

dollars
percent

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
billed/invoiced) * 100
(Number of receipts processed that are received percent
manually / Number of receipts processed) * 100.0
(Number of billed/invoiced line items that are paid
on time / Number of line items billed/invoiced) *
100.0
(Number of receipts processed error-free first
time / Number of receipts processed) * 100
Average days sales outstanding in accounts
receivable / Standard payment terms in calendar
days for accounts receivable
(Number of receipts processed that are received
electronically / Number of receipts processed) *
100.0
Number of customers in the customer master file /
Number of FTEs who perform the process
"process accounts receivable (AR)"
Number of invoices billed to customer/Number of
FTEs who perform the process "process accounts
receivable (AR)"
Number of receipts processed / Number of FTEs
who perform the process "process accounts
receivable (AR)"
Number of line items billed/invoiced / Number of
receipts processed

Copyright 2014 APQC

percent

percent
days

percent

customer
accounts
Invoices

receipts

invoice line items

457 of 482

Formula

Units

((Number of FTEs who perform the process

"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / Number of FTEs who
perform the function "manage financial
resources") * 100
(Number of FTEs who perform the process
"process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100
Percentage of internal costs of the process
"process accounts receivable" allocated to
personnel costs * Percentage of total cost of the
process "process accounts receivable" allocated
to internal costs * 0.01
(Systems cost to perform the process "process
accounts receivable (AR)" / Total cost to perform
the process "process accounts receivable") * 100

percent

Systems cost to perform the process "manage

and process collections" / (Total business entity
revenue * .00001)
(Total cost to perform the process "manage and
process collections" / (Total business entity
revenue)) * 100
Total cost to perform the process "manage and
process collections" / (Total business entity
revenue * .000000001)
Total cost to perform the process "manage and
process collections" / (Total business entity
revenue * .001)
Total cost to perform the process "manage and
process collections" / Number of active customers
in business entity's customer master file

dollars

Total cost to perform the process "manage and

process collections" / Number of FTEs who
perform the process "manage and process
collections"
(Total cost to perform the process "manage and
process collections"/Number of receipts
processed)

dollars

Copyright 2014 APQC

percent

percent

percent

percent

dollars

dollars

dollars

dollars

458 of 482

Formula
Personnel cost to perform the process "manage
and process collections" / (Total business entity
revenue * .001)
Outsourced cost to perform the process "manage
and process collections" / (Total business entity
revenue *.0010)
Number of FTEs who perform the process
"manage and process collections" / (Total
business entity revenue * .000000001)
(Number of billed/invoiced line items that are
adjusted prior to paying / Number of line items
billed/invoiced) * 100
(Total value of uncollectable balances / Total
business entity revenue) * 100
Number of active customers in business entity's
customer master file / Number of FTEs who
perform the process "manage and process
collections"
Number of invoices billed to customer/Number of
FTEs who perform the process "manage and
process collections"
(Number of FTEs who perform the process
"manage and process collections" / Number of
FTEs who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "manage
and process adjustments/deductions" / (Total
business entity revenue * .001)
Outsourced cost to perform the process "manage
and process adjustments/deductions" / (Total
business entity revenue *.0010)
Total cost to perform the process "manage and
process adjustments/deductions" / (Total
business entity revenue * .001)
Systems cost to perform the process "manage
and process adjustments/deductions" / (Total
business entity revenue * .00001)
Cycle time in calendar days from identifying an
adjustment to fully resolving and reflecting it in the
accounting records
Number of FTEs who perform the process
"manage and process adjustments/deductions" /
(Total business entity revenue * .000000001)
Number of adjustments/deductions / Number of
FTEs who perform the process "manage and
process adjustments/deductions"
Copyright 2014 APQC

Units
dollars

dollars

FTEs

percent

percent
customers

Invoices

percent

dollars

dollars

dollars

dollars

days

FTEs

adjustments and
deductions

459 of 482

Formula

Units

(Number of FTEs who perform the process

"manage and process adjustments/deductions" /
Number of FTEs who perform the function
"manage financial resources") * 100
Personnel cost to perform the process "manage
policies and procedures" / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "manage
policies and procedures" / (Total business entity
revenue *.0010)
Systems cost to perform the process "manage
policies and procedures" / (Total business entity
revenue * 0.00001)
Total cost to perform the process "manage
policies and procedures" / (Total business entity
revenue * 0.001)
Number of FTEs who perform the process
"manage policies and procedures" / (Total
business entity revenue * .000000001)
(Number of FTEs who perform the process
"manage policies and procedures" / Number of
FTEs who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "perform
general accounting" / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform
general accounting" / Number of FTEs who
perform the process "perform general accounting"

percent

Outsourced cost to perform the process "perform

general accounting" / (Total business entity
revenue *.0010)
Total cost to perform the process "perform
general accounting" / (Total business entity
revenue * 0.001)
Total cost to perform the process "perform
general accounting" / Number of journal entry line
items processed
Total cost to perform the process "perform
general accounting"/ Number of FTEs who
perform the process "perform general accounting"

dollars

Systems cost to perform the process "perform

general accounting" / (Total business entity
revenue * 0.00001)

dollars

Copyright 2014 APQC

dollars

dollars

dollars

dollars

FTEs

percent

dollars

dollars

dollars

dollars

dollars

460 of 482

Formula

Units

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
Number of FTEs who perform the process
"perform general accounting" / (Total business
entity revenue * .000000001)
Percentage of journal entry line items from a
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
Percentage change in business entity's gross
margin over the past three years
Percentage of journal entry line items processed
error free the first time
Number of accounts in the chart of accounts /
Number of FTEs who perform the process
"perform general accounting"
Number of journal entry line items processed /
Number of FTEs who perform the process
"perform general accounting"
Number of accounts in the chart of accounts

days

(Number of standard accounts in chart of

accounts / Number of accounts in the chart of
accounts) * 100.0
(Number of FTEs who perform the process
"perform general accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "perform
fixed asset accounting" / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform
fixed asset accounting" / Number of fixed asset
transactions
Outsourced cost to perform the process "perform
fixed asset accounting" / (Total business entity
revenue *.0010)
(Total cost to perform the process "perform
capital 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 entity revenue * 0.0010)

percent

Copyright 2014 APQC

days

FTEs

percent

percent
percent
accounts

journal entry line

items
accounts

percent

dollars

dollars

dollars

dollars

461 of 482

Formula

Units

(Total cost to perform the process "perform

dollars
capital planning and project approval"+Total cost
to perform the process "perform capital project
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 perform the process "perform capital project
accounting"+Number of FTEs who perform the
process "perform fixed asset accounting")
Systems cost to perform the process "perform
dollars
fixed asset accounting" / (Total business entity
revenue * 0.000010)
(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
business entity revenue * 0.000010)
Cost to repair and maintain fixed assets / (Gross
value of fixed assets * 0.0010)
Depreciation expense for fixed assets / (Total
business entity revenue * 0.0010)
((Total cost to perform the process "perform
capital 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
entity revenue) * 100.0
(Total cost to perform the process "perform
capital 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 entity revenue * 0.000000001)
Total cost to perform the process "perform fixed
asset accounting" / (Total business entity revenue
* 0.0010)
Total cost to perform the process "perform fixed
asset accounting" / Number of fixed asset
transactions
Cycle time in calendar days to capitalize a fixed
asset purchase
Cycle time in days to close a capital project
Copyright 2014 APQC

dollars
dollars
percent

dollars

dollars

dollars

days
days
462 of 482

Formula

Units

Cycle time in days to complete an approved

days
capital expenditure plan
Total business entity revenue / Net book value of percent
fixed assets
Return on fixed assets
percent
Number of FTEs who perform the process "fixed
asset management and accounting" / (Total
business entity revenue * 0.000000001)
(Number of FTEs who perform the process
"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") / (Total business entity revenue *
.000000001)
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

FTEs

Number of fixed assets managed / Number of

FTEs who perform the process "fixed asset
management and accounting"
Number of fixed asset transactions / Number of
FTEs who perform the process "perform fixed
asset accounting"
Number of journal entry line items processed to
record fixed asset transactions / Number of FTEs
who perform the process "fixed asset
management and accounting"
(Net book value of fixed assets / Gross value of
fixed assets) * 100.0
Percentage of annual fixed asset transactions
resulting from physical inventories

fixed assets

Copyright 2014 APQC

FTEs

percent
percent

percent

fixed asset
transactions
journal entry line
items

percent
percent

463 of 482

Formula

Units

((Number of FTEs who perform the process

percent
"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
function "manage financial resources") * 100
(Number of FTEs who perform the process
"perform fixed asset accounting" / Number of
FTEs who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "perform
financial reporting" / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "perform
financial reporting" / (Total business entity
revenue *.0010)
Total cost to perform the process "perform
financial reporting" / (Total business entity
revenue * 0.001)
Systems cost to perform the process "perform
financial reporting" / (Total business entity
revenue * 0.00001)
(Total cost to perform the process "perform
financial reporting"/Number of FTEs who perform
the process "perform financial reporting")

percent

Cycle time in calendar days from producing flash

reports and completing the consolidated financial
statements
Cycle time in calendar days from producing
monthly flash reports and completing the monthly
consolidated financial statements
Cycle time in days between completion of
consolidated financial statements and the release
of earnings
Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
Cycle time in days to complete the monthly
consolidated financial statements
Number of FTEs who perform the process
"perform financial reporting" / (Total business
entity revenue * .000000001)

days

Copyright 2014 APQC

dollars

dollars

dollars

dollars

dollars

days

days

days

days
FTEs

464 of 482

Formula

Units

(Number of FTEs who perform the process

"perform financial reporting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "perform
capital planning and project approval" / (Total
business entity revenue * 0.001)
Outsourced cost to perform the process "perform
capital planning and project approval" / (Total
business entity revenue *.0010)
(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

Systems cost to perform the process "perform

capital planning and project approval" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "perform capital
planning and project approval" / (Total business
entity revenue * 0.0010)
Cycle time in days to approve a capital project
(Actual capital spending for most recent year /
Capital expenditure budget for most recent year) *
100.0
Number of FTEs who perform the process
"perform capital planning and project approval" /
(Total business entity revenue * .000000001)
(Number of FTEs who perform the process
"perform capital planning and project approval" /
Number of FTEs who perform the function
"manage financial resources") * 100
Personnel cost to perform the process "perform
capital project accounting" / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "perform
capital project accounting" / (Total business entity
revenue *.0010)
Total cost to perform the process "perform capital
project accounting" / (Total business entity
revenue * 0.0010)
Total cost to perform the process "perform capital
project accounting" / Number of capital projects
approved in the past 12 months

dollars

Copyright 2014 APQC

dollars

dollars

percent
percent

dollars

days
percent

FTEs

percent

dollars

dollars

dollars

dollars

465 of 482

Formula
Systems cost to perform the process "perform
capital project accounting" / (Total business entity
revenue * 0.000010)
(Total cost to perform the process "perform
capital project accounting"/Number of FTEs who
perform the process "perform capital project
accounting")
Number of FTEs who perform the process
"perform capital project accounting" / (Total
business entity revenue * 0.000000001)
(Approved and non-budgeted capital projects /
Number of capital projects approved in the past
12 months) * 100.0
(Number of FTEs who perform the process
"perform capital project accounting" / Number of
FTEs who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "report
time" / (Total business entity revenue *.0010)
(Percentage of internal costs of the process
"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") / Total
number of employees paid
Outsourced cost to perform the process "report
time" / (Total business entity revenue *.0010)
Systems cost to perform the process "report time"
/ Total number of employees paid
Total cost to perform the process "report time" /
(Total business entity revenue * 0.001)
Total cost to perform the process "report time" /
Total number of employees paid
Total cost to perform the process "report time" /
Number of time records processed
Cycle time in business days from receiving the
time record from the employee and entering the
data into the payroll system
Number of FTEs who perform the process "report
time" / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the process "report
time" / (Total number of employees paid * 0.001)

Copyright 2014 APQC

Units
dollars

dollars

FTEs

percent

percent

dollars
dollars

dollars
dollars
dollars
dollars
dollars
days

FTEs

FTEs

466 of 482

Formula

Units

(Number of total time records processed errorfree the first time / Number of time records
processed) * 100
(Number of total time records returned to
field/employee for validation and/or correction /
Number of time records processed) * 100
Percentage of time records submitted
electronically
Percentage of time records entered manually

percent

Number of time records processed / Number of

FTEs who perform the process "report time"
(Number of FTEs who perform the process
"report 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
(Number of FTEs who perform the process
"report time" / Number of FTEs who perform the
function "manage financial resources") * 100
Personnel cost to perform the process "manage
pay" / (Total business entity revenue *.0010)

time records

(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" ) /
Total number of employees paid

dollars

percent

percent
percent

percent

percent

dollars

Outsourced cost to perform the process "manage dollars

pay" / (Total business entity revenue *.0010)
Total cost to perform the process "manage pay" / dollars
(Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" / dollars
Total number of employees paid
Total cost to perform the process "manage pay" / dollars
Number of payroll disbursements

Copyright 2014 APQC

467 of 482

Formula

Units

(Percentage of internal costs of the process

"manage pay" allocated to systesms costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay" ) /
Total number of employees paid

dollars

Cycle time in business days from the effective

date of hire for a new employee until they are
included in the payroll system
Cycle time in business days from the effective
date that an employee is terminated until they are
removed from the payroll system
Cycle time in business days from when an error is
identified/reported to when it is fully resolved and
reflected in the accounting records
Cycle time in business days from the payroll
system cut-off date until payroll transmit date
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
Cycle time in business days from HR/benefits
system cut-off until payroll system cut-off date
(Number of checks/payments voided during the
year / Number of payroll disbursements) * 100
(Number of payroll inquiries received / Number of
payroll disbursements) * 100
Number of FTEs who perform the process
"manage pay" / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the process
"manage pay" / (Total number of employees paid
* 0.001)
(Number of payroll disbursements that are
manual checks / Number of payroll
disbursements) * 100
(Number of payroll disbursements for retroactive
pay adjustments or included retroactive pay
adjustments / Number of payroll disbursements) *
100
Percentage of employees receiving payroll
disbursements via direct deposit
(Number of payroll disbursements that have
errors identified after distribution / Number of
payroll disbursements) * 100

days

Copyright 2014 APQC

days

days

days
days

days
percent
percent
FTEs

FTEs

percent

percent

percent
percent

468 of 482

Formula
Number of payroll disbursements / Number of
FTEs who perform the process "manage pay"
Number of payroll disbursements that are manual
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 business days HR/Benefit system is
open for employee data changes, new hires, and
terminations during payroll period
(Number of FTEs who perform the process
"manage pay" / Number of FTEs who perform the
function "manage financial resources") * 100

Units
disbursements
manual cheques

days

percent

(Number of FTEs who perform the 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
Personnel cost to perform the process "process
dollars
payroll taxes" / (Total business entity revenue
*.0010)
(Percentage of internal costs of the process
dollars
"report payroll taxes" allocated to personnel costs
* Percentage of total cost of the process "report
payroll taxes" allocated to internal costs * 0.0001 *
Total cost to perform the process "process payroll
taxes") / Total number of employees paid
Outsourced cost to perform the process "process dollars
payroll taxes" / (Total business entity revenue
*.0010)
(Percentage of internal costs of the process
dollars
"report payroll taxes" allocated to systesms costs
* Percentage of total cost of the process "report
payroll taxes" allocated to internal costs * 0.0001 *
Total cost to perform the process "process payroll
taxes") / Total number of employees paid
Total cost to perform the process "process payroll dollars
taxes" / (Total business entity revenue * 0.001)
Total cost to perform the process "process payroll dollars
taxes" / Total number of employees paid
Copyright 2014 APQC

469 of 482

Formula

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
Number of FTEs who perform the process
"process payroll taxes" / (Total number of
employees paid * 0.001)
Number of FTEs who perform the process
"process payroll taxes" / (Total business entity
revenue * 0.000000001)
(Number of FTEs who 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
"process payroll taxes")) * 100
(Number of FTEs who perform the process
"process payroll taxes" / Number of FTEs who
perform the function "manage financial
resources") * 100
Personnel cost to perform the process "process
accounts payable" / Number of FTEs who perform
the process "process accounts payable"

days

Personnel cost to perform the process "process

accounts payable" / (Value of all materials and
services purchased * 0.001)
Personnel cost to perform the process "process
accounts payable" / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "process
accounts payable" / (Total business entity
revenue *.0010)
Total cost to perform the process "process
accounts payable" / Number of invoices
processed
(Total cost to perform the process "process
accounts payable" / Total business entity
revenue) * 100
Total cost to perform the process "process
accounts payable" / Number of FTEs who perform
the process "process accounts payable"

dollars

Total cost to perform the process "process

accounts payable" / (Total business entity
revenue * .000000001)

dollars

Copyright 2014 APQC

FTEs

FTEs

percent

percent

dollars

dollars

dollars

dollars

percent

dollars

470 of 482

Formula
Total cost to perform the process "process
accounts payable" / (Value of all materials and
services purchased * 0.001)
Total cost to perform the process "process
accounts payable" / (Total business entity
revenue * 0.001)
Total cost to perform the process "process
accounts payable" / Total number of
disbursements excluding T&E disbursements
Total cost to perform the process "process
accounts payable" / Number of invoice line items
processed
Systems cost to perform the process "process
accounts payable" / (Value of all materials and
services purchased * 0.00001)
Systems cost to perform the process "process
accounts payable" / (Total business entity
revenue * 0.00001)
Value of all materials and services purchased /
(Number of FTEs who perform the process
"process accounts payable" * 1000000)
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
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
Number of FTEs who perform the process
"process accounts payable" / (Total business
entity revenue * 0.000000001)
(Number of disbursements processed error-free
the first time / Total number of disbursements
excluding T&E disbursements) * 100

Units
dollars

dollars

dollars

dollars

dollars

dollars

dollars

days
days
hours

days

FTEs

percent

(Number of invoice line items that are paid within percent

the discount period / Number of invoice line items
received that offer a discount) * 100
(Number of invoices paid within discount period / percent
Number of invoices processed) * 100.0

Copyright 2014 APQC

471 of 482

Formula

Units

(Number of invoice line items entered by manual

keying / Number of invoice line items processed)
* 100
(Number of invoice line items that are matched
with purchase order / Number of invoice line
items processed) * 100
Percentage of invoice line items paid on time

percent

Percentage of invoice line items received

electronically
(Number of invoice line items that are matched
the first time / Number of invoice line items
processed) * 100
Value of accounts payable / (Total business entity
revenue * 0.0010)
Number of FTEs who perform the process
"process accounts payable" / (Value of all
materials and services purchased * 0.000000001)

percent

Number of invoice line items processed / Number

of FTEs who perform the process "process
accounts payable"
Total number of disbursements excluding T&E
disbursements / Number of FTEs who perform
the process "process accounts payable"
Number of invoices processed / Number of FTEs
who perform the process "process accounts
payable"
Number of invoice line items processed / (Value
of all materials and services purchased * 0.001)
(Number of FTEs who perform the process
"process accounts payable" / Number of FTEs
who perform the function "manage financial
resources") * 100
(Personnel cost to perform the process "process
accounts payable" / Total cost to perform the
process "process accounts payable") * 100

invoice line items

Percentage of total cost of the process "Process

accounts payable" (10756) allocated to external
cost

dollars

Copyright 2014 APQC

percent

percent

percent

dollars
FTEs

disbursements

invoices

invoice line items

percent

percent

472 of 482

Formula

Units

(Percentage of total cost of the process "Process percent

accounts payable" (10756) allocated to internal
cost * Percentage of internal cost of the process
"Process accounts payable" (10756) allocated to
overhead and other costs) *.01
(Systems cost to perform the process "process
accounts payable" / Total cost to perform the
process "process accounts payable") * 100
Systems cost to perform the process "process
expense reimbursements" / (Total business entity
revenue * 0.00001)
(Total cost to perform the process "process
expense reimbursements" / Total business entity
revenue) * 100
Total cost to perform the process "process
expense reimbursements" / Number of FTEs who
perform the process "process expense
reimbursements"
Total cost to perform the process "process
expense reimbursements" / (Total business entity
revenue * .000000001)
Total cost to perform the process "process
expense reimbursements" / (Total value of T&E
expenditures * 0.001)
Total cost to perform the process "process
expense reimbursements" / (Total business entity
revenue * 0.001)
Total cost to perform the process "process
expense reimbursements" / Number of T&E
disbursements
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" (10757) allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" (10757)
allocated to personnel cost * .0001) / (Total value
of T&E expenditures * 0.00001)

Copyright 2014 APQC

percent

dollars

percent

dollars

dollars

dollars

dollars

dollars

dollars

473 of 482

Formula
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" (10757) allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" (10757)
allocated to systems cost * .0001) / (Total value of
T&E expenditures * 0.00001)
Personnel cost to perform the process "process
expense reimbursements" / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "process
expense reimbursements" / Number of FTEs who
perform the process "process expense
reimbursements"
Outsourced cost to perform the process "process
expense reimbursements" / (Total business entity
revenue *.0010)
Cycle time in calendar days from the receipt of an
expense report to its approval and scheduling for
payment
Number of FTEs who perform the process
"process expense reimbursements" / (Total value
of T&E expenditures * 0.000001)
Number of FTEs who perform the process
"process expense reimbursements" / (Total
business entity revenue * 0.000000001)
(Total value of cash advances / Total value of
T&E expenditures) * 100.0
(Number of expense report line items with
exceptions / Expense report line items) * 100
Expense report line items / Number of FTEs who
perform the process "process expense
reimbursements"
Number of T&E disbursements / Number of FTEs
who perform the process "process expense
reimbursements"
Expense report line items / (Total value of T&E
expenditures * 0.001)
(Number of FTEs who perform the process
"process expense reimbursements" / Number of
FTEs who perform the function "manage financial
resources") * 100

Copyright 2014 APQC

Units
dollars

dollars

dollars

dollars

days

FTEs

FTEs

percent
percent
expense report
line items
disbursements

expense report
line items
percent

474 of 482

Formula

Units

(Percentage of total cost of the process "Process percent

expense reimbursements" (10757) allocated to
internal cost * Percentage of internal cost of the
process "Process expense reimbursements"
(10757) allocated to personnel cost) * .01
(Percentage of total cost of the process "Process percent
expense reimbursements" (10757) allocated to
internal cost * Percentage of internal cost of the
process "Process expense reimbursements"
(10757) allocated to systems cost) *.01
(Percentage of total cost of the process "Process
expense reimbursements" (10757) allocated to
internal cost * Percentage of internal cost of the
process "Process expense reimbursements"
(10757) allocated to overhead and other costs)
*.01
Percentage of total cost of the process "Process
expense reimbursements" (10757) allocated to
external cost
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
Outsourced cost to perform the process "establish
internal controls, policies, and procedures" /
(Total business entity revenue *.0010)

percent

Personnel cost to perform the process "establish

internal controls, policies, and procedures" /
(Total business entity revenue * 0.0010)

dollars

Percentage of cost to perform the process

"establish internal controls, policies, and
procedures" allocated to risk assessment
Total cost to perform the process "establish
internal controls, policies, and procedures" /
(Total business entity revenue * 0.0010)
Systems cost to perform the process "establish
internal controls, policies, and procedures" /
(Total business entity revenue * 0.000010)

percent

Copyright 2014 APQC

percent

hours
hours

dollars

dollars

dollars

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Formula
Number of FTEs who perform the process
"establish internal controls, policies, and
procedures" / (Total business entity revenue *
0.000000001)
(Number of other non-independent members on
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
(Number of other non-independent members on
the compensation committee / (Number of
compensation committee officers/employees +
Number of other non-independent members on
the compensation committee + Number of
compensation committee independent members))
* 100.0
(Number of other non-independent members on
the governance committee / (Number of
governance committee officers/employees +
Number of other non-independent members on
the governance committee + Number of
governance committee independent members)) *
100.0
(Number of audit committee officers/employees /
(Number of audit committee officers/employees +
Number of other non-independent members on
the audit committee + Number of audit committee
independent members)) * 100.0

Units
FTEs

percent

percent

percent

percent

(Number of compensation committee

percent
officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0
(Number of governance committee
percent
officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
independent members)) * 100.0

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476 of 482

Formula
(Number of FTEs who perform the process
"establish internal controls, policies, and
procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
(Number of audit committee independent
members / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0
(Number of compensation committee
independent members / (Number of
compensation committee officers/employees +
Number of other non-independent members on
the compensation committee + Number of
compensation committee independent members))
* 100.0
(Number of governance committee independent
members / (Number of governance committee
officers/employees + Number of other nonindependent members on the governance
committee + Number of governance committee
independent members)) * 100.0
(Number of independent or outside directors on
the board / Number of directors on the board) *
100.0
Personnel cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue * 0.0010)
Outsourced cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue *.0010)
Systems cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue * 0.0010)

Copyright 2014 APQC

Units
percent

percent

percent

percent

percent

dollars

dollars

dollars

dollars

477 of 482

Formula

Units

Cycle time in calendar days (including weekends) days

from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity
Cycle time in calendar days (including weekends) days
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Cycle time in days from reporting of a control
days
violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days to deploy change in enabling
technology
Number of times employees used existing
communication channels to report suspected
improprieties in past 12 months / (Number of
business entity employees * 0.0010)
Number of identified primary controls / (Number
of business entity employees * 0.0010)
Number of FTEs who perform the process
"operate controls and monitor compliance with
internal controls policies and procedures" / (Total
business entity revenue * 0.000000001)
Number of control violations in last twelve months
pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
business entity employees * 0.0010)

days

(Number of automated primary controls / Number

of identified primary controls) * 100.0
(Number of detective primary controls / Number
of identified primary controls) * 100.0
(Number of preventative primary controls /
Number of identified primary controls) * 100.0
Percentage of conducting risk assessment cost
toward self assessments
(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

percent

Copyright 2014 APQC

times

controls
FTEs

control violations

percent
percent
percent
percent

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Formula
(Number of FTEs who perform the process
"operate controls and monitor compliance with
internal controls policies and procedures" /
Number of FTEs who perform the function
"manage financial resources") * 100
Personnel cost to perform the process "report on
internal controls compliance" / (Total business
entity revenue * 0.0010)
Outsourced cost to perform the process "report on
internal controls compliance" / (Total business
entity revenue *.0010)
Total cost to perform the process "report on
internal controls compliance" / (Total business
entity revenue * 0.0010)
Systems cost to perform the process "report on
internal controls compliance" / (Total business
entity revenue * 0.000010)
Number of FTEs who perform the process "report
on internal controls compliance" / (Total business
entity revenue * 0.000000001)
(Number of previously identified control violations
in last twelve months / Number of control
violations in last twelve months) * 100.0
(Number of FTEs who perform the process
"report on internal controls compliance" / Number
of FTEs who perform the function "manage
financial resources") * 100
Percentage of conducting risk assessment cost
toward outside consultants
Percentage of the total cost of conducting risk
assessments that is for costs other than self
assessments, independent internal resources,
and outside consultants
Percentage of conducting risk assessment cost
toward independent internal resources
Percentage of disbursements processed that are
submitted electronically
Unplanned machine downtime as a percentage of
scheduled run time
Systems cost to perform the process group
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
((Percentage of IT cost allocated to the process
group "manage business resiliency and risk"/100)
* IT costs during the past year) / (Total business
entity revenue * 0.0010)
Copyright 2014 APQC

Units
percent

dollars

dollars

dollars

dollars

FTEs

percent

percent

percent
percent

percent
percent
percent
dollars

dollars

479 of 482

Formula

Units

Costs other than personnel, systems, overhead,

and outsourced to perform the process group
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)

dollars

Overhead cost to perform the process group

"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Outsourced cost to perform the process group
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Personnel cost to perform the process group
"manage business resiliency and risk" / (Total
business entity revenue * 0.0010)
Time in weeks to complete projects that address
an identified business exposure or opportunity
(less than 20 percent of total revenue)

dollars

Time in weeks to complete projects that address

an identified business exposure or opportunity
(between 20 and 40 percent of total revenue)

weeks

Time in weeks to complete projects that address

an identified business exposure or opportunity
(between 40 and 60 percent of total revenue)

weeks

Time in weeks to complete projects that address

an identified business exposure or opportunity
(between 60 and 80 percent of total revenue)

weeks

Time in weeks to complete projects that address

an identified business exposure or opportunity
(greater than 80 percent of total revenue)

weeks

((Percentage of FTEs who perform the function

"manage information technology" perform the
process group "manage business resiliency and
risk"/100) * Number of FTEs who perform the
function "manage information technology") /
(Total business entity revenue * 0.000000001)
Average level of experience in years for FTEs
who perform the process group "manage
business resiliency and risk"
Percentage of IT cost allocated to the process
group "manage business resiliency and risk"

FTEs

Copyright 2014 APQC

dollars

dollars

weeks

years

percent

480 of 482

Formula

Units

(IT budget allocated to the process group

percent
"manage business resiliency and risk" / IT budget
for the past year) * 100.0
Percentage of FTEs who perform the function
percent
"manage information technology" perform the
process group "manage business resiliency and
risk"

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ABOUT APQC
An internationally recognized resource for process and performance improvement, APQC
helps organizations adapt to rapidly changing environments, build new and better ways to
work, and succeed in a competitive marketplace. With a focus on productivity, knowledge
management, benchmarking, and quality improvement initiatives, APQC works with its
member organizations to identify best practices; discover effective methods of
improvement; broadly disseminate findings; and connect individuals with one another and
the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a
member-based nonprofit serving organizations around the world in all sectors of business,
education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012,
and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This
award is based on a study by Teleos, a European based research firm, and the KNOW
network.

COPYRIGHT AND ATTRIBUTION

2014 APQC. ALL RIGHTS RESERVED. APQC encourages the wide distribution,
discussion, and use of the PCF for classifying and defining processes. APQC grants
permission for use and adaptation of the PCF for internal use. For external use, APQC
grants permission for publication, distribution, and use, provided that proper copyright
acknowledgment is made to APQC. No modifications to the look or content should be
made in external venues. 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 AP QC, 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.

Copyright 2014 APQC