Open Standards Benchmarking

Financial Management:
Accounts Payable & Expense
Reimbursement
Benchmarking Report

SAMPLE REPORT
Note: Mock data provided for purposes of illustration.

2009 APQC. ALL RIGHTS RESERVED.

Confidential

Table of Contents
Thank you for participating in this valuable benchmarking research. For information on benchmarking your organization's performance in
other critical process groups, visit http://www.apqc.org/open-standards-benchmarking-assessments, or call us at 800-776-9676.

Table of Contents
Executive Summary
Survey Scope and Demographics
Quantitative Data - Key Performance Indicators
Quantitative Data - Other Performance Indicators
Quantitative Data - Supplemental Data
Summary of Qualitative Information
About APQC

Instructions
To move through this report, please click on the table of contents items above or click on the tabs at the bottom of the page.

2009 APQC. ALL RIGHTS RESERVED.

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Executive Summary

Note: Mock data provided for purposes of illustration.

How to Use the Open Standards Research Report

To help your organization gain the greatest value from its custom Open Standards Research report, APQC has outlined some simple and effective ways to leverage Open Standards Research findings.
Reviewing Your Open Standards Research Report
When you receive your benchmarking report, set aside a block of time to read through it in its entirety. Note any questions you would like to pose to the APQC research team for clarification or additional
information. You can contact the Research Services help desk by phone at 800-776-9676 or +1-713-681-4020 and by e-mail at OSBC@apqc.org.
Stakeholder Review Session
Conducting a review session with key stakeholders is an excellent way to develop and gain support for improvement initiatives. Some of the most common ways that organizations leverage Open Standards
Research reports in their stakeholder review sessions are:
to set goals as part of the annual budgeting and planning process;
to identify and prioritize improvement projects;
to compare performance and business practices across multiple internal units;
to learn about and adapt best practices from top performers;
to incorporate metrics into businesses cases to support restructuring, merger, or outsourcing evaluations;
to provide performance data for common frameworks or methodologies such as Six Sigma; and
to establish a baseline prior to a technology implementation.
Heres how three past participants leveraged the information in their reports:
> A building products manufacturer held a two-day event with leaders from various functional areas to discuss the data. The company coupled the Open Standards Research report with customer feedback to
plan improvements. Over the course of two days, the company spent 20 hours reviewing findings and developing a list of 20 improvement projects.
> International Truck & Engine used several reports to facilitate its annual planning process. A team reviewed the data, flagged improvement areas, and set goals for the next year. The organization identified
between five and 10 action items for each Open Standards Research report it completed.
> Working with a consulting firm, Thomas Steel Strip used the Open Standards Research report as a foundation for its process improvement plan. The team created a matrix of its key measures, customized
some calculations, and conducted work sessions to identify improvements. As a result of the follow-on activities, the supply chain area reduced finished goods inventory by almost 50 percent and increased
inventory turns, allowing for lower inventory levels and faster delivery.
Heres what participants had to say about their Open Standards Research reports:
> The Open Standards Research report will make us more aware and smarter.
> I reviewed six or seven key points [from the report] internally with a group. The company comparisons were very relevant. We identified about 25 percent of the [company comparison] information for
further internal discussion.
> Weve added the findings to our benchmarking measurement program that we use for program review, course correction, and feedback throughout the organization.

2009 APQC. ALL RIGHTS RESERVED.

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Section 2 - Best Practices, Business Drivers, and Gap Analysis

In order to evaluate the effectiveness of an organization's accounts payable function, one should consider a balanced dashboard of metrics and, ultimately, whether or not the accounts payable function is
meeting the needs of its two primary stakeholders: its business partners and its employees. Oftentimes, one of the first diagnostics of accounts payable performance is the total cost of the process "process
accounts payable" per "process accounts payable" FTE as compared with in the benchmark pool (though it must be noted that the overall performance of accounts payable function should not be evaluated
on cost alone, and a lower cost does not always indicate "better" performance, especially if not supported by other key indicators, such as process efficiency and staff productivity).

Total cost of the process "process accounts payable" per "process accounts payable" FTE

$150

$100

Your Site

Top Performers

Total cost of the process "process accounts payable"

per "process accounts payable" FTE

2009 APQC. ALL RIGHTS RESERVED.

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For a good measure of overall effectiveness of the accounts payable organization, companies may want to see how they rank in terms of the number of invoices processed per "process accounts payable"
FTE:
Number of invoices processed per "process accounts payable" FTE
500

250

Your Site

Top Performers

Number of invoices processed per "process accounts

payable" FTE
As a supporting metric, the accounts payable organization may need to monitor the cycle time in days from receipt of invoice until payment is scheduled.
Cycle time in days from receipt of invoice until approved and scheduled for payment
30.0

25.0

Your Site

Top Performers

Cycle time in days from receipt of invoice until approved and

scheduled for payment
Total cost for the HR function per employee

2009 APQC. ALL RIGHTS RESERVED.

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

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In order to get complete assessment of the various challenges many organizations are facing related to cost drivers, performance needs and overall effectiveness of key processes, your organization should
consider completing the other Open Standards Research finance management benchmarking surveys.
Accounts Receivable
Finance Organization
General Accounting and Reporting
Internal Controls
Payroll
Planning and Management Accounting
Contact Us
For more information, please contact the Research Services team:
Phone: 800-776-9676 (outside U.S. +1-713-681-4020)
E-mail: OSBC@apqc.org

2009 APQC. ALL RIGHTS RESERVED.

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

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Survey Scope and Demographics

Note: Mock data provided for purposes of illustration.

Process Classification Framework

The foundation of the APQC's Open Standards Research is the Process Classification Framework, or PCF (www.apqc.org/pcf). APQC and its
members developed the PCF, which is updated by a global advisory council of industry leaders. As a common language, the PCF allows
organizations to see and discuss their activities from an industry-neutral viewpoint. Regardless of size, industry, or geography, organizations can
use the PCF to benchmark and improve processes.
The PCF organizes operating and management processes into 12 enterprise-level categories, including process groups and more than 1,500
processes and associated activities. Organizations can then discuss an activity and know its exact parameters. This benchmarking report focuses
on the PCF processes 8.6.1: Process accounts payable, 8.6.2 Process expense reimbursements
The following processes and activities are included in the scope of this survey.
8.6.1 Process accounts payable
8.6.1.1 Verify AP pay file with PO vendor master file
8.6.1.2 Maintain/manage electronic commerce
8.6.1.3 Audit invoices and key data in AP system
8.6.1.4 Approve payments
8.6.1.5 Process financial accruals and reversals
8.6.1.6 Process taxes
8.6.1.7 Research/resolve exceptions
8.6.1.8 Process payments
8.6.1.9 Respond to AP inquiries
8.6.1.10 Retain records
8.6.1.11 Adjust accounting records
8.6.2 Process expense reimbursements
8.6.2.1 Establish and communicate expense reimbursement policies and approval limits
8.6.2.2 Capture and report relevant tax data
8.6.2.3 Approve reimbursements and advances
8.6.2.4 Process reimbursements and advances
8.6.2.5 Manage personal accounts

2009 APQC. ALL RIGHTS RESERVED.

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The Accounts Payable and Expense Reimbursement Organization Benchmarking

Survey Demographics
*Note: Sample size only applies to organizations that responded to this question in this particular data set.

Primary Industry (Business Entity)

Aerospace

4.9%

Automotive

2.9%

Consumer Products/Packaged Goods

8.0%

Distribution/Transportation

2.6%

Electronics

9.0%

Financial Services/Banking

5.5%

Government/Military

7.3%

Industrial Products

12.6%

Insurance

4.3%

Media and Entertainment

1.0%

Non-Profit

0.3%

Other

0.9%

Petroleum/Chemical

4.6%

Pharmaceutical

9.7%

Rental

0.3%

Retail and Wholesale

9.2%

Services

9.6%

Telecom

3.8%

Utility

3.4%
0%

2%

4%

6%

8%

10%

12%

14%

N= 586

Region
(Business Entity)
2009 APQC. ALL RIGHTS RESERVED.

Asia Pacific 9.7%

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

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Telecom

3.8%

Utility

3.4%
0%

2%

4%

6%

8%

10%

12%

14%

N= 586

Region
(Business Entity)
Asia Pacific 9.7%

Europe, Middle East,

and Africa 22.4%

North / South America

67.9%

N= 586

Total Annual Revenue

(Business Entity)

Less than $500 million

33.6%

2009 APQC. ALL RIGHTS RESERVED.

$1 Billion to $5 Billion
28.9%
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67.9%

N= 586

Total Annual Revenue

(Business Entity)

Less than $500 million

33.6%

$1 Billion to $5 Billion
28.9%

$10 Billion to $20 Billion

7.2%

Greater than $20 Billion

7.5%
$500 Million to $1
Billion 12.9%

$5 Billion to $10 Billion

9.9%

N= 544

Total Annual Revenue

(Organization)
Less than $500 million
13.0%

2009 APQC. ALL RIGHTS RESERVED.

$1 Billion to $5 Billion
19.6%

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(Organization)
Less than $500 million
13.0%

$10 Billion to $20 Billion

12.8%

Greater than $20 Billion

27.0%

$500 Million to $1
Billion 8.7%

2009 APQC. ALL RIGHTS RESERVED.

$1 Billion to $5 Billion
19.6%

$5 Billion to $10 Billion

18.9%

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

N= 470

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Quantitative Data - Key Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID

Metric Name

Metric Category

6914 Total cost to perform the process "process accounts payable" per invoice processed

Cost Effectiveness

6917 Personnel cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" per invoice line item
6918 processed

Cost Effectiveness

6920 Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" per
6921 disbursement/payment

Cost Effectiveness

6922 Total cost to perform the process "process accounts payable" per $1,000 purchases
Total cost to perform the process "process expense reimbursements" per $1,000
6945 revenue
Total cost to perform the process "process expense reimbursements" per $1,000 of T&E
6946 expenditures
Total cost to perform the process "process expense reimbursements" per T&E
6947 disbursement

Cost Effectiveness

Metric Value

All Participants

Your Percentile

Bottom
Performer

Median

Top
Performer

GAP

Cost Effectiveness

Cost Effectiveness

Cost Effectiveness
Cost Effectiveness
Cost Effectiveness

6957 Personnel cost to perform the process "process expense reimbursements" per FTE
Cost Effectiveness
Total cost to perform the process "process accounts payable" as a percentage of
6958 revenue
Cost Effectiveness
Total cost to perform the process "process expense reimbursements" as a percentage of
6960 revenue
Cost Effectiveness
6942
6943
6944
6956
6934

Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in hours to enter invoice data onto the system
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in days to approve and schedule T&E reimbursements
Percentage of invoice line items paid on time

Cycle Time
Cycle Time
Cycle Time
Cycle Time
Process Efficiency

6935 Number of FTEs for the process "process accounts payable" per $1 billion revenue

Process Efficiency

6936 Number of FTEs for the process "process accounts payable" per $1 billion purchases
6938 Percentage of discounts available that are taken
6939 Percentage of disbursements that are first time error free
Number of FTEs for the process "process expense reimbursements" per $1 billion
6950 revenue
Number of FTEs for the process "process expense reimbursements" per $1 million T&E
6953 expenditures
6927 Number of invoice line items processed per "process accounts payable" FTE
6928 Number of invoices processed per "process accounts payable" FTE

Process Efficiency
Process Efficiency
Process Efficiency

2009 APQC. ALL RIGHTS RESERVED.

Process Efficiency
Process Efficiency
Staff Productivity
Staff Productivity

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

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Quantitative Data - Key Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID

Metric Name

Metric Category

Peer: Industry

Metric Value

Industry Peer

6914 Total cost to perform the process "process accounts payable" per invoice processed

Cost Effectiveness

Utility

6917 Personnel cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" per invoice line item
6918 processed

Cost Effectiveness

Utility

Cost Effectiveness

Utility

6920 Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" per
6921 disbursement/payment

Cost Effectiveness

Utility

Cost Effectiveness

Utility

6922 Total cost to perform the process "process accounts payable" per $1,000 purchases
Total cost to perform the process "process expense reimbursements" per $1,000
6945 revenue
Total cost to perform the process "process expense reimbursements" per $1,000 of T&E
6946 expenditures
Total cost to perform the process "process expense reimbursements" per T&E
6947 disbursement

Cost Effectiveness

Utility

Cost Effectiveness

Utility

Cost Effectiveness

Utility

Cost Effectiveness

Utility

6957 Personnel cost to perform the process "process expense reimbursements" per FTE
Cost Effectiveness
Total cost to perform the process "process accounts payable" as a percentage of
6958 revenue
Cost Effectiveness
Total cost to perform the process "process expense reimbursements" as a percentage of
6960 revenue
Cost Effectiveness

Utility

6942
6943
6944
6956
6934

Cycle Time
Cycle Time
Cycle Time
Cycle Time
Process Efficiency

Utility
Utility
Utility
Utility
Utility

6935 Number of FTEs for the process "process accounts payable" per $1 billion revenue

Process Efficiency

Utility

6936 Number of FTEs for the process "process accounts payable" per $1 billion purchases
6938 Percentage of discounts available that are taken
6939 Percentage of disbursements that are first time error free
Number of FTEs for the process "process expense reimbursements" per $1 billion
6950 revenue
Number of FTEs for the process "process expense reimbursements" per $1 million T&E
6953 expenditures
6927 Number of invoice line items processed per "process accounts payable" FTE
6928 Number of invoices processed per "process accounts payable" FTE

Process Efficiency
Process Efficiency
Process Efficiency

Utility
Utility
Utility

Process Efficiency

Utility

Process Efficiency
Staff Productivity
Staff Productivity

Utility
Utility
Utility

Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in hours to enter invoice data onto the system
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in days to approve and schedule T&E reimbursements
Percentage of invoice line items paid on time

2009 APQC. ALL RIGHTS RESERVED.

Bottom
Performer

Median

Top
Performer

Utility
Utility

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

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Quantitative Data - Key Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID

Metric Name

Metric Category

6914 Total cost to perform the process "process accounts payable" per invoice processed

Cost Effectiveness

6917 Personnel cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" per invoice line item
6918 processed

Cost Effectiveness

6920 Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" per
6921 disbursement/payment

Cost Effectiveness

6922 Total cost to perform the process "process accounts payable" per $1,000 purchases
Total cost to perform the process "process expense reimbursements" per $1,000
6945 revenue
Total cost to perform the process "process expense reimbursements" per $1,000 of T&E
6946 expenditures
Total cost to perform the process "process expense reimbursements" per T&E
6947 disbursement

Cost Effectiveness

Metric Value

GAP

Cost Effectiveness

Cost Effectiveness

Cost Effectiveness
Cost Effectiveness
Cost Effectiveness

6957 Personnel cost to perform the process "process expense reimbursements" per FTE
Cost Effectiveness
Total cost to perform the process "process accounts payable" as a percentage of
6958 revenue
Cost Effectiveness
Total cost to perform the process "process expense reimbursements" as a percentage of
6960 revenue
Cost Effectiveness
6942
6943
6944
6956
6934

2009 APQC. ALL RIGHTS RESERVED.

Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in hours to enter invoice data onto the system
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in days to approve and schedule T&E reimbursements
Percentage of invoice line items paid on time

Cycle Time
Cycle Time
Cycle Time
Cycle Time
Process Efficiency

6935 Number of FTEs for the process "process accounts payable" per $1 billion revenue

Process Efficiency

6936 Number of FTEs for the process "process accounts payable" per $1 billion purchases
6938 Percentage of discounts available that are taken
6939 Percentage of disbursements that are first time error free
Number of FTEs for the process "process expense reimbursements" per $1 billion
6950 revenue
Number of FTEs for the process "process expense reimbursements" per $1 million T&E
6953 expenditures
6927 Number of invoice line items processed per "process accounts payable" FTE
6928 Number of invoices processed per "process accounts payable" FTE

Process Efficiency
Process Efficiency
Process Efficiency
Process Efficiency
Process Efficiency
Staff Productivity
Staff Productivity

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

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Quantitative Data - Key Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID

Metric Name

Metric Category

Metric Value

Peer: Revenue Range

Revenue Range Peer

6914 Total cost to perform the process "process accounts payable" per invoice processed

Cost Effectiveness

Greater than $1 Billion

6917 Personnel cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" per invoice line item
6918 processed

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

6920 Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" per
6921 disbursement/payment

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

6922 Total cost to perform the process "process accounts payable" per $1,000 purchases
Total cost to perform the process "process expense reimbursements" per $1,000
6945 revenue
Total cost to perform the process "process expense reimbursements" per $1,000 of T&E
6946 expenditures
Total cost to perform the process "process expense reimbursements" per T&E
6947 disbursement

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

6957 Personnel cost to perform the process "process expense reimbursements" per FTE
Cost Effectiveness
Total cost to perform the process "process accounts payable" as a percentage of
6958 revenue
Cost Effectiveness
Total cost to perform the process "process expense reimbursements" as a percentage of
6960 revenue
Cost Effectiveness

Greater than $1 Billion

6942
6943
6944
6956
6934

Cycle Time
Cycle Time
Cycle Time
Cycle Time
Process Efficiency

Greater than $1 Billion

Greater than $1 Billion
Greater than $1 Billion
Greater than $1 Billion
Greater than $1 Billion

6935 Number of FTEs for the process "process accounts payable" per $1 billion revenue

Process Efficiency

Greater than $1 Billion

6936 Number of FTEs for the process "process accounts payable" per $1 billion purchases
6938 Percentage of discounts available that are taken
6939 Percentage of disbursements that are first time error free
Number of FTEs for the process "process expense reimbursements" per $1 billion
6950 revenue
Number of FTEs for the process "process expense reimbursements" per $1 million T&E
6953 expenditures
6927 Number of invoice line items processed per "process accounts payable" FTE
6928 Number of invoices processed per "process accounts payable" FTE

Process Efficiency
Process Efficiency
Process Efficiency

Greater than $1 Billion

Greater than $1 Billion
Greater than $1 Billion

Process Efficiency

Greater than $1 Billion

Process Efficiency
Staff Productivity
Staff Productivity

Greater than $1 Billion

Greater than $1 Billion
Greater than $1 Billion

Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in hours to enter invoice data onto the system
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in days to approve and schedule T&E reimbursements
Percentage of invoice line items paid on time

2009 APQC. ALL RIGHTS RESERVED.

Bottom
Performer

Median

Top
Performer

Greater than $1 Billion

Greater than $1 Billion

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Key Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID

Metric Name

Metric Category

6914 Total cost to perform the process "process accounts payable" per invoice processed

Cost Effectiveness

6917 Personnel cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" per invoice line item
6918 processed

Cost Effectiveness

6920 Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" per
6921 disbursement/payment

Cost Effectiveness

6922 Total cost to perform the process "process accounts payable" per $1,000 purchases
Total cost to perform the process "process expense reimbursements" per $1,000
6945 revenue
Total cost to perform the process "process expense reimbursements" per $1,000 of T&E
6946 expenditures
Total cost to perform the process "process expense reimbursements" per T&E
6947 disbursement

Cost Effectiveness

Metric Value

GAP

Cost Effectiveness

Cost Effectiveness

Cost Effectiveness
Cost Effectiveness
Cost Effectiveness

6957 Personnel cost to perform the process "process expense reimbursements" per FTE
Cost Effectiveness
Total cost to perform the process "process accounts payable" as a percentage of
6958 revenue
Cost Effectiveness
Total cost to perform the process "process expense reimbursements" as a percentage of
6960 revenue
Cost Effectiveness
6942
6943
6944
6956
6934

2009 APQC. ALL RIGHTS RESERVED.

Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in hours to enter invoice data onto the system
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in days to approve and schedule T&E reimbursements
Percentage of invoice line items paid on time

Cycle Time
Cycle Time
Cycle Time
Cycle Time
Process Efficiency

6935 Number of FTEs for the process "process accounts payable" per $1 billion revenue

Process Efficiency

6936 Number of FTEs for the process "process accounts payable" per $1 billion purchases
6938 Percentage of discounts available that are taken
6939 Percentage of disbursements that are first time error free
Number of FTEs for the process "process expense reimbursements" per $1 billion
6950 revenue
Number of FTEs for the process "process expense reimbursements" per $1 million T&E
6953 expenditures
6927 Number of invoice line items processed per "process accounts payable" FTE
6928 Number of invoices processed per "process accounts payable" FTE

Process Efficiency
Process Efficiency
Process Efficiency
Process Efficiency
Process Efficiency
Staff Productivity
Staff Productivity

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Key Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID

Metric Name

Metric Category

Metric Value

Peer: Region

Region Peer

6914 Total cost to perform the process "process accounts payable" per invoice processed

Cost Effectiveness

N/S America

6917 Personnel cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" per invoice line item
6918 processed

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

6920 Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" per
6921 disbursement/payment

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

6922 Total cost to perform the process "process accounts payable" per $1,000 purchases
Total cost to perform the process "process expense reimbursements" per $1,000
6945 revenue
Total cost to perform the process "process expense reimbursements" per $1,000 of T&E
6946 expenditures
Total cost to perform the process "process expense reimbursements" per T&E
6947 disbursement

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

6957 Personnel cost to perform the process "process expense reimbursements" per FTE
Cost Effectiveness
Total cost to perform the process "process accounts payable" as a percentage of
6958 revenue
Cost Effectiveness
Total cost to perform the process "process expense reimbursements" as a percentage of
6960 revenue
Cost Effectiveness

N/S America

6942
6943
6944
6956
6934

Cycle Time
Cycle Time
Cycle Time
Cycle Time
Process Efficiency

N/S America
N/S America
N/S America
N/S America
N/S America

6935 Number of FTEs for the process "process accounts payable" per $1 billion revenue

Process Efficiency

N/S America

6936 Number of FTEs for the process "process accounts payable" per $1 billion purchases
6938 Percentage of discounts available that are taken
6939 Percentage of disbursements that are first time error free
Number of FTEs for the process "process expense reimbursements" per $1 billion
6950 revenue
Number of FTEs for the process "process expense reimbursements" per $1 million T&E
6953 expenditures
6927 Number of invoice line items processed per "process accounts payable" FTE
6928 Number of invoices processed per "process accounts payable" FTE

Process Efficiency
Process Efficiency
Process Efficiency

N/S America
N/S America
N/S America

Process Efficiency

N/S America

Process Efficiency
Staff Productivity
Staff Productivity

N/S America
N/S America
N/S America

Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in hours to enter invoice data onto the system
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in days to approve and schedule T&E reimbursements
Percentage of invoice line items paid on time

2009 APQC. ALL RIGHTS RESERVED.

Bottom
Performer

Median

Top
Performer

GAP

N/S America
N/S America

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Other Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID
Metric Name
6915 Total cost to perform the process "process accounts payable" per process FTE

Metric Category
Cost Effectiveness

6923 Personnel cost to perform the process "process accounts payable" per $1,000 revenue

Cost Effectiveness

6924 Personnel cost to perform the process "process accounts payable" per $1,000 purchases

Cost Effectiveness

6925 Systems cost to perform the process "process accounts payable" per $100,000 revenue

Cost Effectiveness

6926 Systems cost to perform the process "process accounts payable" per $100,000 purchases
6929 Value of purchases (in millions) per "process accounts payable" FTE
Personnel cost to perform process "process expense reimbursements" per $1,000
6948 revenue
Systems cost to perform the process "process expense reimbursements" per $100,000
6949 revenue

Cost Effectiveness
Cost Effectiveness

6959 Total cost to perform the process "process accounts payable" per $1 billion revenue
Total cost to perform the process "process expense reimbursements" per $1 billion
6961 revenue

Cost Effectiveness

6962 Total cost to perform the process "process expense reimbursements" per process FTE

Cost Effectiveness

8343 Outsourced cost to perform the process "process accounts payable" per $1,000 revenue
Outsourced cost to perform the process "process expense reimbursements" per $1,000
8344 revenue
6941 Cycle time in days to resolve an invoice error
6931 Percentage of invoice line items that are matched the first time
6932 Percentage of invoice line items received electronically
6933 Percentage of invoices which are manually keyed into the financial system

Cost Effectiveness

2009 APQC. ALL RIGHTS RESERVED.

Metric Value

All Participants

Your Percentile

Bottom
Performer

Median

Top
Performer

GAP

Cost Effectiveness
Cost Effectiveness

Cost Effectiveness

Cost Effectiveness
Cycle Time
Process Efficiency
Process Efficiency
Process Efficiency

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Other Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID
Metric Name
6915 Total cost to perform the process "process accounts payable" per process FTE

Metric Category
Cost Effectiveness

Peer: Industry

Metric Value

Industry Peer

6923 Personnel cost to perform the process "process accounts payable" per $1,000 revenue

Cost Effectiveness

Utility

6924 Personnel cost to perform the process "process accounts payable" per $1,000 purchases

Cost Effectiveness

Utility

6925 Systems cost to perform the process "process accounts payable" per $100,000 revenue

Cost Effectiveness

Utility

6926 Systems cost to perform the process "process accounts payable" per $100,000 purchases
6929 Value of purchases (in millions) per "process accounts payable" FTE
Personnel cost to perform process "process expense reimbursements" per $1,000
6948 revenue
Systems cost to perform the process "process expense reimbursements" per $100,000
6949 revenue

Cost Effectiveness
Cost Effectiveness

Utility
Utility

Cost Effectiveness

Utility

Cost Effectiveness

Utility

6959 Total cost to perform the process "process accounts payable" per $1 billion revenue
Total cost to perform the process "process expense reimbursements" per $1 billion
6961 revenue

Cost Effectiveness

Utility

Cost Effectiveness

Utility

6962 Total cost to perform the process "process expense reimbursements" per process FTE

Cost Effectiveness

Utility

8343 Outsourced cost to perform the process "process accounts payable" per $1,000 revenue
Outsourced cost to perform the process "process expense reimbursements" per $1,000
8344 revenue
6941 Cycle time in days to resolve an invoice error
6931 Percentage of invoice line items that are matched the first time
6932 Percentage of invoice line items received electronically
6933 Percentage of invoices which are manually keyed into the financial system

Cost Effectiveness

Utility

Cost Effectiveness
Cycle Time
Process Efficiency
Process Efficiency
Process Efficiency

Utility
Utility
Utility
Utility
Utility

2009 APQC. ALL RIGHTS RESERVED.

Bottom
Performer

Median

Top
Performer

GAP

Utility

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Other Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID
Metric Name
6915 Total cost to perform the process "process accounts payable" per process FTE

Metric Category
Cost Effectiveness

Metric Value

Peer: Revenue Range

Revenue Range Peer

Greater than $1 Billion

6923 Personnel cost to perform the process "process accounts payable" per $1,000 revenue

Cost Effectiveness

Greater than $1 Billion

6924 Personnel cost to perform the process "process accounts payable" per $1,000 purchases

Cost Effectiveness

Greater than $1 Billion

6925 Systems cost to perform the process "process accounts payable" per $100,000 revenue

Cost Effectiveness

Greater than $1 Billion

6926 Systems cost to perform the process "process accounts payable" per $100,000 purchases
6929 Value of purchases (in millions) per "process accounts payable" FTE
Personnel cost to perform process "process expense reimbursements" per $1,000
6948 revenue
Systems cost to perform the process "process expense reimbursements" per $100,000
6949 revenue

Cost Effectiveness
Cost Effectiveness

Greater than $1 Billion

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

6959 Total cost to perform the process "process accounts payable" per $1 billion revenue
Total cost to perform the process "process expense reimbursements" per $1 billion
6961 revenue

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness

Greater than $1 Billion

6962 Total cost to perform the process "process expense reimbursements" per process FTE

Cost Effectiveness

Greater than $1 Billion

8343 Outsourced cost to perform the process "process accounts payable" per $1,000 revenue
Outsourced cost to perform the process "process expense reimbursements" per $1,000
8344 revenue
6941 Cycle time in days to resolve an invoice error
6931 Percentage of invoice line items that are matched the first time
6932 Percentage of invoice line items received electronically
6933 Percentage of invoices which are manually keyed into the financial system

Cost Effectiveness

Greater than $1 Billion

Cost Effectiveness
Cycle Time
Process Efficiency
Process Efficiency
Process Efficiency

Greater than $1 Billion

Greater than $1 Billion
Greater than $1 Billion
Greater than $1 Billion
Greater than $1 Billion

2009 APQC. ALL RIGHTS RESERVED.

Bottom
Performer

Median

Top
Performer

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

GAP

Confidential

Quantitative Data - Other Performance Indicators

Note: Mock data provided for purposes of illustration.

Your
Organization

MetricID
Metric Name
6915 Total cost to perform the process "process accounts payable" per process FTE

Metric Category
Cost Effectiveness

Metric Value

Peer: Region

Region Peer
N/S America

6923 Personnel cost to perform the process "process accounts payable" per $1,000 revenue

Cost Effectiveness

N/S America

6924 Personnel cost to perform the process "process accounts payable" per $1,000 purchases

Cost Effectiveness

N/S America

6925 Systems cost to perform the process "process accounts payable" per $100,000 revenue

Cost Effectiveness

N/S America

6926 Systems cost to perform the process "process accounts payable" per $100,000 purchases
6929 Value of purchases (in millions) per "process accounts payable" FTE
Personnel cost to perform process "process expense reimbursements" per $1,000
6948 revenue
Systems cost to perform the process "process expense reimbursements" per $100,000
6949 revenue

Cost Effectiveness
Cost Effectiveness

N/S America
N/S America

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

6959 Total cost to perform the process "process accounts payable" per $1 billion revenue
Total cost to perform the process "process expense reimbursements" per $1 billion
6961 revenue

Cost Effectiveness

N/S America

Cost Effectiveness

N/S America

6962 Total cost to perform the process "process expense reimbursements" per process FTE

Cost Effectiveness

N/S America

8343 Outsourced cost to perform the process "process accounts payable" per $1,000 revenue
Outsourced cost to perform the process "process expense reimbursements" per $1,000
8344 revenue
6941 Cycle time in days to resolve an invoice error
6931 Percentage of invoice line items that are matched the first time
6932 Percentage of invoice line items received electronically
6933 Percentage of invoices which are manually keyed into the financial system

Cost Effectiveness

N/S America

Cost Effectiveness
Cycle Time
Process Efficiency
Process Efficiency
Process Efficiency

N/S America
N/S America
N/S America
N/S America
N/S America

2009 APQC. ALL RIGHTS RESERVED.

Bottom
Performer

Median

Top
Performer

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

GAP

Confidential

Quantitative Data - Supplemental Data

Note: Mock data provided for purposes of illustration.

Your
Organization
MetricID

Metric Name
Personnel cost to perform the process "process accounts payable" as a percentage of the
6916 total cost for the process
Systems cost to perform the process "process accounts payable" as a percentage of the
6919 total cost of the process
6937 Number of invoiced line items per $1,000 purchases
6952 Number of expense report line items per $1,000 T&E expenditure

2009 APQC. ALL RIGHTS RESERVED.

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Metric Value

All Participants
Your Percentile

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

25th
Percentile

Median

75th
Percentile

Confidential

Quantitative Data - Supplemental Data

Note: Mock data provided for purposes of illustration.

Your
Organization
MetricID

Metric Name
Personnel cost to perform the process "process accounts payable" as a percentage of the
6916 total cost for the process
Systems cost to perform the process "process accounts payable" as a percentage of the
6919 total cost of the process
6937 Number of invoiced line items per $1,000 purchases
6952 Number of expense report line items per $1,000 T&E expenditure

2009 APQC. ALL RIGHTS RESERVED.

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Peer: Industry

Metric Value

Industry Peer

25th
Percentile

Median

75th
Percentile

Utility
Utility
Utility
Utility

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Supplemental Data

Note: Mock data provided for purposes of illustration.

Your
Organization
MetricID

Metric Name
Personnel cost to perform the process "process accounts payable" as a percentage of the
6916 total cost for the process
Systems cost to perform the process "process accounts payable" as a percentage of the
6919 total cost of the process
6937 Number of invoiced line items per $1,000 purchases
6952 Number of expense report line items per $1,000 T&E expenditure

2009 APQC. ALL RIGHTS RESERVED.

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Metric Value

Peer: Revenue Range

Revenue Range Peer

25th
Percentile

Median

75th
Percentile

Greater than $1 Billion

Greater than $1 Billion
Greater than $1 Billion
Greater than $1 Billion

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Quantitative Data - Supplemental Data

Note: Mock data provided for purposes of illustration.

Your
Organization
MetricID

Metric Name
Personnel cost to perform the process "process accounts payable" as a percentage of the
6916 total cost for the process
Systems cost to perform the process "process accounts payable" as a percentage of the
6919 total cost of the process
6937 Number of invoiced line items per $1,000 purchases
6952 Number of expense report line items per $1,000 T&E expenditure

2009 APQC. ALL RIGHTS RESERVED.

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Metric Value

Peer: Region
Region Peer

25th
Percentile

Median

75th
Percentile

N/S America
N/S America
N/S America
N/S America

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential

Summary of Qualitative Information

Note: Mock data provided for purposes of illustration.

Qualitative Questions: Select Only One Response

Question

Question Value

91.0090 Which of the following best describes the customer strategy for your business entity? (Select only one.)

Cost leadership
Product/service differentiation
Focus on the customer
NR
Headquarters
Shared services center/centralized processing center
Manufacturing, operating, or business unit
NR
Relatively new emerging market
Growth market
Mature market
Generally in decline
NR
Self-supporting; performs most aspects of this process
Relies on other business units for this process
Relies on shared services center for the process
Serves as a shared services center for the process
Outsources to third party
NR
Manual/Spreadsheet
Internally developed
SAP
Oracle (Includes PeopleSoft, and J.D. Edwards, or other Oracle
products)
Infor (Includes GEAC and Baan)
Other accounts payable system (please describe)
Not applicable / no system used for this process
Do not know
NR
Self supporting; performs most aspects of this process
Relies on other business units for this process
Relies on shared services center for the process
Serves as a shared services center for the process
Outsources to third party
NR
Manual/Spreadsheet
Internally developed
SAP
Oracle (Includes PeopleSoft, and J.D. Edwards, or other Oracle
products)
Infor (Includes GEAC and Baan)
Other expense reimbursement system (please describe)
Not applicable / no system used for this process

91.0100 Which of the following functions best describes the role your business entity performs in the corporate
organization? (Select only one.)

91.0110 Which of the following terms best describes the market conditions in which your business entity mainly
operates?

91.0170 For the process "process accounts payable," which of the following best describes your business entity's
role? (Select only one.)

91.0180 Which of the following best describes the system used in the process "process accounts payable"? (Select
only one.)

91.0460 To process expense reimbursements, which of the following best describes your business entity's role?
(Select only one.)

91.0470 Which of the following best describes the system used to process expense reimbursements? (Select only
one system.)

2009 APQC. ALL RIGHTS RESERVED.

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Your
Response

Response
Rate

Question Number
F9110034SO0001-1
F9110034SO0001-2
F9110034SO0001-3
F9110034SO0001-0
F9110045SO0001-1
F9110045SO0001-2
F9110045SO0001-3
F9110045SO0001-0
F9110035SO0001-1
F9110035SO0001-2
F9110035SO0001-3
F9110035SO0001-4
F9110035SO0001-0
F9110576SO0001-1
F9110576SO0001-2
F9110576SO0001-3
F9110576SO0001-4
F9110576SO0001-5
F9110576SO0001-0
F9113175SO0001-1
F9113175SO0001-2
F9113175SO0001-3
F9113175SO0001-4
F9113175SO0001-5
F9113175SO0001-6
F9113175SO0001-7
F9113175SO0001-8
F9113175SO0001-0
F9110647SO0001-1
F9110647SO0001-2
F9110647SO0001-3
F9110647SO0001-4
F9110647SO0001-5
F9110647SO0001-0
F9113177SO0001-1
F9113177SO0001-2
F9113177SO0001-3
F9113177SO0001-4
F9113177SO0001-5
F9113177SO0001-6
F9113177SO0001-7

Confidential

91.0470 Which of the following best describes the system used to process expense reimbursements? (Select only
one system.)

Question

Question Value

91.0090 Which of the following best describes the customer strategy for your business entity? (Select only one.)

Do not know
NR
American Express
Capture Software
Internally developed
Other system to capture/complete employee expense data
Not applicable / no system used for this process
Do not know
NR

91.0480 Which software package does your business entity use to capture/complete employee expense data?
(Select only one.)

Qualitative Questions: Select All Responses That Apply

Question

2009 APQC. ALL RIGHTS RESERVED.

Question Value

If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Your
Response

Response
Rate

Question Number
F9113177SO0001-8
F9113177SO0001-0
F9113178SO0001-1
F9113178SO0001-2
F9113178SO0001-3
F9113178SO0001-4
F9113178SO0001-5
F9113178SO0001-6
F9113178SO0001-0

Your Response Response Rate

Question Number

Confidential

About APQC
Founded in 1977, APQC is a member-based nonprofit serving approximately 500 organizations worldwide in all industries. 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. APQC focuses on benchmarking and metrics, best practices, knowledge
management, performance improvement, and professional development.
APQC claims a distinguished list of achievements including organizing the first White House Conference on Productivity, spearheading the
creation and design of the Malcolm Baldrige National Quality Award in 1987, and jointly administering the award for its first three years.
In 1992, the evolution of best practices and benchmarking as tools for breakthrough improvement led APQC to form the International
Benchmarking Clearinghouse, a comprehensive service designed to promote, facilitate, and improve the process of learning from best practices.
As an innovative thought leader, APQC, its members, and partners helped launch knowledge management (KM) as a key business practice in
1995.
Most recently, APQC introduced the Open Standards Benchmarking Collaborative research, which seeks to standardize the processes and
measures that global organizations use to benchmark and improve performance. With over 5,000 participants from around the world
representing a variety of industries, APQC's Open Standards Research has become the world's premier database for benchmarks and best
practices. A sample list of Open Standards Research participants can be found online at http://www.apqc.org/participants.
Today, APQC works with organizations across all industries to find practical, cost-effective solutions to drive quality and process improvement.
More information about APQC and its best practices and benchmarking products and services can be found online at www.apqc.org.

2009 APQC. ALL RIGHTS RESERVED. If you would like additional or customized analysis, please contact APQC at 800-776-9676.

Confidential