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INDICADORES DE GESTION

KPI (20) Definition Calculation


% of EDI Transactions Percentage of orders received via electronic data interchange, EDI. Orders received via EDI / Total number of received orders * 100
% Faultless Install. How many installations are without any faults at the customer side. Number of faultless installations / Total number of installations *
100
Backlog Order, which has not been delivered yet Order, which has not been delivered yet (net value)
Channel Inventory Finished Goods inventory which is allocated to a particular distribution Finished Goods inventory allocated to a particular distribution
channel, i.e. OEM goods, retail. channel / Finished Goods inventory * 100
Chan. Obsol. Costs % Aging allowances paid to channel partners, provisions for buy-back All costs related to channel obsolescence / Inventory Carrying
agreements. Expressed as a % of Inventory Carrying Costs. Costs * 100
Chan. Obsol. Costs Aging allowances paid to channel partners, provisions for buy-back All costs related to channel obsolescence
agreements
Manufacture to Order Average time difference from 'complete manufacture' to 'order ready for (Sum of time difference from 'End Production' - 'Ready to ship') /
shipment'. Includes pick/pack and prepare for shipment time, in calendar Total number orders
days.
Contract Costs % Includes all costs for activities related to contract negotiation, monitoring ( Activities related to contract negotiation costs + monitoring
progress and reporting against the customer's contract, including progress costs + reporting against the customer's contract costs )
administration of performance or warranty related issues. Expressed as a / Order Management Costs * 100
% of Order Management Costs.
Contract Costs Includes all costs for activities related to contract negotiation, monitoring Activities related to contract negotiation costs + monitoring
progress and reporting against the customer's contract, including progress costs + reporting against the customer's contract costs
administration of performance or warranty related issues.
Contribution Marg. Contribution Margin as a percentage of Sales (Sales – Cost of Goods Sold) / Sales
Rate
Create Order Costs Includes costs for creating and pricing configurations to order and Creating and pricing configurations to order costs + preparing
preparing order documents. order documents costs
Create Order Costs % Includes costs for creating and pricing configurations to order and ( Creating and pricing configurations to order costs + preparing
preparing order documents. Expressed as a % of Order Management order documents costs ) / Order Management Costs * 100
Costs.
Credit memo value The credit memo which was giving to the customer expressed as a Credit memo net value / Sales * 100
rate percentage of net value of sold products
Invoicing Costs Includes costs for invoicing, processing customer payments, and verifying Invoicing costs + processing customer payments costs + verifying
customer satisfaction. customer satisfaction costs
Invoicing Costs % Includes costs for invoicing, processing customer payments, and verifying ( Invoicing costs + processing customer payments costs +
customer satisfaction. Expressed as a % of Order Management Costs. verifying customer satisfaction costs ) / Order Management Costs
1
* 100
Receipt to Installation Includes product installation, acceptance and product up and running (Sum of time difference from 'Customer Receipt of Order' -
time, in calendar days. 'Installation Complete') / Total number of installations
KPI (20) Definition Calculation
Signature to Receipt Time, in calendar days, from when the customer authorizes an order to (Sum of time difference between 'Customer authorizes an order' -
the time that the order is received. 'Order is received') / Total number of orders

Delivery to Scheduled The percentage of orders that are fulfilled on or before the original The number of orders that are fulfilled on or before the original
scheduled or committed date. scheduled or committed date / Total number of orders * 100
Distribution Costs Includes costs for warehouse space and management, finished goods Warehouse space and management costs + finished goods
receiving and stocking, processing shipments, picking and consolidating, receiving and stocking costs + processing shipments costs +
selecting carrier, and staging products/systems. picking and consolidating costs + selecting carrier costs +
staging products, systems costs
Distribution Costs % Includes costs for warehouse space and management, finished goods ( Warehouse space and management costs + finished goods
receiving and stocking, processing shipments, picking and consolidating, receiving and stocking costs + processing shipments costs +
selecting carrier, and staging products/systems. Expressed as a % of picking and consolidating costs + selecting carrier costs +
Order Management Costs. staging products, systems costs ) / Order Management Costs *
100
End of Life Inventory Inventory on hand which will satisfy future demand for products that are no End of Life Inventory / Total Inventory * 100
longer in production at your entity.
Faultless Invoices The number of invoices issued without error. Examples of potential invoice The number of invoices issued without error / Total number of
defects are: Change from customer purchase order without proper invoices * 100
customer involvement, Wrong Customer Information (e.g., name, address,
telephone number), Wrong Product Information (e.g., part number, product
description), Wrong Price (e.g., discounts not applied), Wrong Quantity or
Wrong Terms or Wrong Date. Expressed as a percentage of total number
of invoices.
Field Goods Inventory The inventory which is kept at locations outside the four walls of the Field Finished Goods Inventory
manufacturing plant, i.e. distribution center, warehouse.
Fill Rates The percentage of ship from stock orders shipped within 24 hours of order Ship from stock orders shipped within 24 hours of order receipt /
receipt. Total shipments of ship from stock orders * 100
Fin. Goods Inv. Costs Sum of all costs associated with finished goods inventory: opportunity Finished goods opportunity cost + finished goods shrinkage +
cost, shrinkage, insurance and taxes, total obsolescence, channel finished goods insurance and taxes + finished goods total
obsolescence and field sample obsolescence. obsolescence + finished goods channel obsolescence + finished
goods field sample obsolescence
Fin. Goods Inv. Costs Sum of all costs associated with finished goods inventory: opportunity ( Finished goods opportunity cost + finished goods shrinkage +
% cost, shrinkage, insurance and taxes, total obsolescence, channel finished goods insurance and taxes + finished goods total
obsolescence and field sample obsolescence. Expressed as a % of obsolescence + finished goods channel obsolescence + finished
Inventory Carrying Costs. goods field sample obsolescence ) / Inventory Carrying Costs 2 *
100
KPI (20) Definition Calculation
Finished Goods DOS Finished goods inventory days of supply indicates how many days the Average annual value of gross finished goods inventory * 365 /
inventory can satisfy the demand of finished goods based on value. Total annual value of transfers, issues of finished goods
Turnover Finished G. Finished goods inventory turnover indicates how many times the inventory Annual total value of transfers, issues of finished goods / Annual
was consumed and filled up based on value. Also known as Inventory average value of gross finished goods inventory
Turns.
Fin. Goods Shrinkage The costs associated with breakage, pilferage, and deterioration of ( Finished goods breakage + finished goods pilferage +
% finished goods inventories. Expressed as a % of Finished Goods Inventory deterioration of finished goods inventories ) / Finished Goods
Carrying Costs. Inventory Carrying Costs * 100
Installation Costs % Includes costs for verifying site preparation, installing, certifying, and ( Verifying site preparation costs + installing costs + certifying
authorizing billing. Expressed as a % of Order Management Costs. costs + authorizing billing costs ) / Order Management Costs *
100
Install. Plan. Costs % Includes costs for installation engineering, scheduling and modification, ( Installation engineering costs + scheduling and modification
handling cancellations and planning the installation. Expressed as a % of costs + handling cancellations costs + planning the installation
Order Management Costs. costs ) / Order Management Costs * 100
Number of Callbacks The number of callbacks expressed as a % of total inquiries. It indicates Number of call backs / total inquiries * 100
how many times an employee has to call back to the customer (or other
persons) to clarify things.
Number of Channels The number of different channels (i.e. OEM) through which product is Number of Channels
shipped to customers.
Finished Stock Number of stock shortfalls per year. It makes sense to measure this for Number of stock shortfalls per year
Shortfalls storage locations and/or products.
Orders complete Number of orders in which not all of the items on order are delivered in the Number of not complete orders
quantities requested.
Accurate Docu. Number of orders without correct documentation supporting the order, Number of orders without correct documentation
including packing slips, bills of lading, invoices, etc.
Orders in Channel The aggregated No. of orders, line items and shipments for the retail Number of Orders, Line Items, and Shipments in the Channel
channel.
Order Entry Net value of incoming orders Net value of incoming orders
Order Entry Costs Includes costs for maintaining the customer data base, credit check, Costs for maintaining the customer data base + credit check
accepting new orders and adding them to the order system as well as costs + accepting new orders and adding them to the order
later order modifications. system costs + later order modifications costs
Order Entry Costs % Includes costs for maintaining the customer data base, credit check, ( Costs for maintaining the customer data base + credit check
accepting new orders and adding them to the order system as well as costs + accepting new orders and adding them to the order
later order modifications. Expressed as a % of Order Management Costs. system costs + later order modifications costs ) / Order
Management Costs * 100 3
KPI (20) Definition Calculation
Order to Shipment Including release to manufacturing, order configuration verification, (Sum of time difference between 'Order Entry Complete' - 'Order
production scheduling, build, pick/pack, and prepare for shipment time, in Ready for Shipment') / Total number of orders
calendar days.
Order to Shipment Time difference form the Order Entry to the Date of Shipment (Sum of time difference between 'Order Entry' - 'Date of Shipment')
Time / Total number of orders
Order Line Items Fill Average of daily calculations of number of line items that were Total number of order lines items filled complete / Total number of
successfully 100% filled, divided by the total number of line items ordered order lines items ordered * 100
for a specific time period
Shipment to Customer Including total transit time (all components to consolidation point), (Sum of time difference between 'Order Ready for Shipment' -
consolidation, queue time, and additional transit time to customer receipt 'Customer Receipt of Order') / Total number of orders
of order, in calendar days.
Order Receipt to Entry Time required, in calendar days, for order revalidation, configuration check, (Sum of time difference between 'Order Receipt' - 'Order Entry
credit check, and scheduling of received orders. Complete') / Total number of orders
Perfect Order A “perfect order” is defined as an order that meets all of the following Perfect fulfilled orders / Total orders * 100
Fulfillment standards: Delivered complete; all items on order are delivered in the
quantities requested; Delivered on time to customer’s request date, using
your customer’s definition of on-time delivery; Documentation supporting
the order including packing slips, bills of lading, invoices, etc., is complete
and accurate; Perfect condition: Faultlessly installed (as applicable),
correct configuration, customer-ready, no damage
Plant Finished DOS Plant finished goods inventory days of supply indicates how many days Average annual value of gross plant finished goods inventory * 365
the plant finished goods inventory can satisfy the demand based on value. / Total annual value of transfers, issues of plant finished goods

Return Rate The Return Rate indicates how many items coming back because the Number of return items / Total number of order items * 100
customer was not satisfied with the order
Sales volume quantity Total quantity of delivered items Total quantity of delivered items
Transportation Costs Includes all company paid freight and duties from point of manufacture to All company paid freight and duties / Order Management Costs *
% end-customer or channel. Expressed as a % of Order Management 100
Costs.
Trans. Cycle Time Time spend for transportation [includes packaging] Transportation Cycle Time
Value per order item The net value of incoming orders expressed as a percentage of numbers Net value of incoming orders / Number of order items
of order items

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