PMD Metrics Details

Plant Manager’s Dashboard Metric Details
An Oracle JD Edwards EnterpriseOne

Functional Red Paper
October 2010
©Copyright Oracle 2010. All rights reserved. PMD Metric Details Page 1
PURPOSE STATEMENT
This document is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to
deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release,
and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. Updates and
enhancements are provided in accordance with Oracle’s Technical Support Policies at:
www.oracle.com/support/collateral/oracle-technical-support-policies.pdf
Plant Manager’s Dashboard Metrics ........................................................................................................................................................... 4
Metric Overview ..................................................................................................................................................................................... 4
Basic Architecture ................................................................................................................................................................................... 5
Revenue Management ............................................................................................................................................................................. 6
Booked Order Value: .......................................................................................................................................................................... 6
Shipped Order Value: .......................................................................................................................................................................... 7
Projected Revenue by Shipments: ....................................................................................................................................................... 8
Backlog Trend: .................................................................................................................................................................................... 9
Customer Shipment Performance.......................................................................................................................................................... 10
On-Time Shipment to Customer Request Date: ................................................................................................................................ 10
Book to Ship Days: ........................................................................................................................................................................... 12
Order Promise Date to Requested Date Variance: ............................................................................................................................ 13
On Time Shipment to Promise Date (Aggregate and Trend): ........................................................................................................... 14
Past Due Count and Amount: ............................................................................................................................................................ 15
Supplier Performance ............................................................................................................................................................................ 17
Material Lead Time Exception:......................................................................................................................................................... 17
First Pass Quality: ............................................................................................................................................................................. 19
Supplier On-time Delivery: ............................................................................................................................................................... 20
Manufacturing Performance:................................................................................................................................................................. 22
On Time Production: ......................................................................................................................................................................... 22
Actual Production Costs vs. Planned Cost: ....................................................................................................................................... 24
Inventory Management Effectiveness: .................................................................................................................................................. 25
Inventory Turns: ................................................................................................................................................................................ 25
Days Sales in Inventory (DSI): ......................................................................................................................................................... 26
Cash and Capital Management .............................................................................................................................................................. 27
Days Sales Outstanding (DSO): ........................................................................................................................................................ 27
Days Payables Outstanding (DPO): .................................................................................................................................................. 28
Cash to Cash Cycle Time: ................................................................................................................................................................. 29
Cost of Goods Sold: .......................................................................................................................................................................... 30
Plant Manager’s Dashboard Metrics
Metric Overview
The Plant Manager’s Dashboard provides information on the health of the company. Twenty-one predefined metrics are provided
within the Plant Manager Dashboard. This document describes how the metrics are derived.
Basic Architecture
Transactions are captured as part of normal operations. These transactions are extracted into the Plant Manager’s Dashboard fact
tables. From here some data manipulation is performed and updated to the aggregate tables. Interactive applications in turn render the
aggregate information in the dashboard graphs you see. This basic architecture applies to all metrics.
Revenue Management
Booked Order Value:
Communicates the amount of future revenue being brought into the business via new sales orders
This metric reveals the amount of future revenue being brought into the business via new sales orders. An increasing trend may result
from the introduction of a successful new product, or the impact of a new sales campaign. A decreasing trend may reflect a shift in
market tastes away from the company’s products, the impact of seasonal sales cycles, etc.
Technical: Calculates the booked order value for each day by adding the extended prices of each open sales order line. Each specific
sales order is calculated by adding the extended sales amount from each line including adjustments and other charges.
Details: R80D240 - Booked Orders Aggregate Data Load

Base Table Selection Population of Metric Table Glossary
Select all records from F80D010 Key for F80D240 Table is PRDJ: Processing Date
<PRDJ, EMCU, AN8, ITM> EMCU: Cost Center Header
AN8: Customer Number
F80D240.BORV = Aggregate ITM: Short Item Number
F80D010.CAEXP group by based on < CAEXP: Amount Extended Price
F80D010.TRDJ, F80D010.EMCU, TRDJ: Order Transaction Date
F80D010.AN8, F80D010.ITM> BORV: Amount Booked Order
Revenue
Shipped Order Value:
Communicates the value of recognized revenue for a given date range
Shipped revenue will roughly lag booked order values by the length of time it takes the company to ship products after they’re ordered
(see the book-to-ship days metric). The longer it takes the company to ship, the longer the period between order receipt and revenue
recognition, and the longer before it actually receives cash payment. The longer that period, the more capital the company ties up in
inventory and accounts receivable. Shipped revenue should lag booked order values by roughly the length of time it takes the
manufacturer to ship products after the order date.
Technical:
All shipped sales order lines with an actual ship date are included in the calculation.
Shipped Order Value calculates the shipped revenue for a specific sales order by adding the extended sales value from each line on
the sales order that has an actual ship date.
The system calculates the shipped revenue for a specific date by adding the total shipped revenue for all sales orders shipped on
that date and populates the Shipped Order Value Aggregate table (F80D241)
Details: R80D241 - Shipped Orders Processing

Select all records from F80D010 where F80D241.SHRV = Aggregate SHRV: Amount Shipped Order Revenue
F80D010.ADDJ <= Todays DATE F80D010.CAEXP group by based on ADDJ: Actual Ship Date
< F80D010.ADDJ, F80D010.EMCU, PRDJ: Processing Date
F80D010.AN8, F80D010.ITM> EMCU: Cost Center Header
Key for F80D241 Table is ITM: Short Item Number
<PRDJ,EMCU,AN8,ITM> CAEXP: Amount Extended Price
TRDJ: Order Transaction Date
Projected Revenue by Shipments:
Communicates the estimated revenue expected to be recognized for a given date range
The estimated revenue expected to be recognized over the period defined by the user (a rolling periodic view of revenue projections).
It also shows the amount of revenue associated with past due sales orders that have yet to shipped. Projected revenue estimates the
revenue expected to be recognized over the date range specified. Projected revenue includes the amount of revenue associated with
past due sales orders that have yet to be shipped.
Technical:
The Projected Revenue Processing program calculated the projected revenue for each day by adding the extended prices of each
sales order line that is promised to be shipped that day.
The system calculates the projected revenue for a single sales order by adding the extended sales amount from each line, including
all adjustments and other charges.
The system calculates the projected revenue for a specific date by adding the total sales value for all sales orders promised to ship
on that date.
The projected revenue recognition date for each sales order line is the promised ship date for that sales order detail line.
Details: R80D214 – Variance Processing

Base Table Selection Population of Metric Table Glossary Glossary
Select all records from F80D010 F80D214.VARN = Aggregate (Compare if PRDJ: Processing Date
F80D010.PDDJ is greater than F80D010.DRQJ. If MCU: Cost Center
yes then 1 else 0) group by is based on < AN8: Customer Number
F80D010.TRDJ, F80D010.MCU, F80D010.ITM> ITM: Short Item Number
Key for F80D214 is DRQJ: Requested Date
< PRDJ, MCU, ITM> F80D214.ORDCT = Aggregate ( Each Record from ADDJ: Actual Ship Date
F80D010) group by is based on VARN : Variance Sales
< F80D010.TRDJ, F80D010.MCU, BORDCT: Booked Order Count Sales
F80D010.ITM> TRDJ: Order Transaction Date
Backlog Trend:
Communicates the total value of all open sales orders yet to be shipped
Requirements:
While a revenue forecasts shows the revenue the company thinks it will generate, the backlog tells a manager the revenue the
company can really count on, since the orders have already been placed.
The value of a company’s backlog is one factor that analysts track to measure the company’s overall health.
Backlog is defined as the total sales value of all open sales orders yet to be shipped.
The backlog represents total revenue that will be generated from existing unfilled sales orders.
The backlog changes every day.
Technical:
Calculation – by specific sales order by adding the extended sales amount from each unshipped line including all adjustments and
other.
The Total Backlog is calculated by adding the backlog value of all open, unshipped sales orders for the specific date range.
Details: R80D243 – BackLog Processing

Select all records from F80D010 F80D243.BCKV = + (Aggregate BCBCKV: Amount Backlog Value
F80D010.CAEXP group by based on PRDJ: Processing Date
< F80D010.TRDJ, F80D010.EMCU, EMCU: Cost Center Header
F80D010.ITM>) when F80D243.PRDJ = AN8: Customer Number
Key for F80D243 Table is F80D010.TRDJ ITM: Short Item Number
<PRDJ, EMCU, ITM> CAEXP: Amount Extended Price
F80D243.BCKV = - (Aggregate TRDJ: Order Transaction Date
F80D010.CAEXP group by based on ADDJ: Actual Ship Date
< F80D010.ADDJ, F80D010.EMCU,
F80D010.ITM>) when F80D243.PRDJ =
F80D010.ADDJ
Customer Shipment Performance
On-Time Shipment to Customer Request Date:
Communicates how often the organization is unable to meet the customers' request date
Requirements:
Shows the organization’s performance in shipping orders on the date the customer requested/needs the product.
The data is represented as percentages for on-time, early and late.
Order promise date to requested date variance: Shown as a percentage over time, this metric highlights how often the manufacturer
is unable to meet the customers’ request date.
Technical:
Calculates the on-time, early and late shipments for the date the program is run based on the Actual Ship Date to Req. Ship Date.
The system calculates the on-time shipment percentage as follows:
o On time shipment percentage for a specified date range = (Number of order lines requested by customers to ship during the
specified date range that actually shipped on the requested date) / (Total number of on time, early, and late orders for that
date range)
The system calculates the early shipment percentage as follows:
o Early shipment percentage for a specified date range = (Number of order lines requested by customers to ship during the
specified date range that actually shipped prior to the requested date) / (Total number of on time, early, and late orders for
that date range )
The system calculates the late shipment percentage as follows:
o Late shipment percentage for a specified date range = (Number of order lines requested by customers to ship during the
specified date range that actually shipped later than the requested date) / (Total number of on time, early, and late orders
for that date range)
The user can configure date ranges/thresholds to delineate on-time.
Details: R80D210 – OTS Customer Request Date Data Load
Select all records from F80D010 BeforeDate = F80D010.DRQJ - PO Threshold PRDJ: Processing Date
Days Prior MCU: Cost Center
AfterDate = F80D010.DRQJ + PO Threshold AN8: Customer Number
Days After ITM: Short Item Number
Key for F80D210 Table is DRQJ: Requested Date
<PRDJ,MCU,AN8,ITM> ADDJ: Actual Ship Date
OTCT: Sales Order Count On Time
EYCT: Sales Order Count Early
LATECT: Sales Order Count Late
Detailed sub-calculations:
Calculation Name Population of Metric Table
On-Time Shipment Percentage F80D210.OTCT = Aggregate ( Compare F80D010.ADDJ, BeforeDate and AfterDate to
determine if shipment is on Time. 1 if Yes else 0.) group by based on
< F80D010.ADDJ, F80D010.EMCU, F80D010.AN8, F80D010.ITM>
Early Shipment Percentage F80D210.EYCT = Aggregate ( Compare F80D010.ADDJ, BeforeDate and AfterDate to
determine if shipment is Early. 1 if Yes else 0.) group by based on
Late Shipment Percentage F80D210.LATECT = Aggregate ( Compare F80D010.ADDJ, BeforeDate and AfterDate to
determine if shipment is Late. 1 if Yes else 0.) group by based on
Book to Ship Days:
Communicates the number of days between the date orders are taken and the actual ship date by Product Family
Technical:
Book to Ship Days calculate the book to ship days value and the number of orders shipped for each sales order line in the SO fact
table F80D010. B to SD = actual ship date value – order date value.
The system calculates the average book to ship days for all sales order lines for a date range by taking the sum of the book to ship
day value for all SO lines shipped divided by the total number of sales order lines shipped.
Book-to-ship days are calculated for each shipped sales order line. Book-to-ship days for a sales order line is calculated as:
(Actual ship date) - (Date order was booked)
The average book-to-ship days for a date range are calculated as:
(Sum of book-to-ship days for all sales order lines shipped) / (Number of sales order lines shipped)
Average book-to-ship days are calculated by the dashboard.
Details: R80D215 – Book To Ship Days Processing

Select all records from F80D010 F80D215.BSHDY = BSHDY: Book to Ship Days
where F80D010.ADDJ is Not Blank Aggregate (F80D010.ADDJ - F80D010.TRDJ ) ORDSH: Number of Orders Shipped
and F80D010.TRDJ >= ( Todays group by based on F80D010.ITM PRP4: Product Family
Date - Number of Days to Build) and DRQJ: Requested Date
F80D010.TRDJ <= Todays Date F80D215.ORDSH = ADDJ: Actual Ship Date
Aggregate (All shipped Orders. Take each
Key for the table F80D215 is shipped order as value 1) group by based on
<PRDJ, ITM> F80D010.ITM
Order Promise Date to Requested Date Variance:
Communicates how often the organization is unable to meet the customers' request date
Requirements:
This metric is shown as a percentage over time.
This metric highlights how often the manufacturer is unable to meet the customers’ request date.
Promised to Request Date Variance calculates the variance between the promised ship date and the requested ship date for a
specific date range.
Technical:
The promise to request date variance percentage is calculated as the number of order lines for a product booked with a promised
ship date later than the customer request date divided by the total number of order lines for a product booked.
Example: (Number of order lines for an item booked during the specified date range with a promised ship date later than the
customer request date) / (Total number of order lines for an item booked during the specified date range)
Details: R80D214 – Variance Processing

Select all records from F80D010 F80D214 .VARN = Aggregate (Compare if PRDJ: Processing Date
SFPDDJ is greater than SFDRQJ. If yes then 1 MCU: Cost Center
else 0) group by is based on AN8: Customer Number
< F80D010.TRDJ, F80D010.MCU, ITM: Short Item Number
Key for F80D214 is F80D010.ITM> DRQJ: Requested Date
<PRDJ, MCU, ITM> ADDJ: Actual Ship Date
F80D214 .ORDCT = Aggregate ( Each Record VARN : Variance Sales
from F80D010) group by is based on BORDCT: Booked Order Count Sales
< F80D010.TRDJ, F80D010.MCU, TRDJ: Order Transaction Date
F80D010.ITM>
On Time Shipment to Promise Date (Aggregate and Trend):
Communicates the organization's performance in shipping orders on the date it committed to the customer
Requirements:
The data is represented as a percentage for on-time, early and late, aggregated over a time horizon.
On time shipment to promise date (trend): Similar to the aggregate, the data is represented as percentages for on-time, early and
late as a trend over the time horizon.
Book to ship days: The number of days between the date orders are taken and the actual ship date by product family.
Technical:
Calculates the on-time, early and late shipments based on Customer Promised date.
The metrics are presented as percentages on the total order lines promised to ship during the date range.
Details: R80D211 – OTS Customer Promised Date Data Load

Select all records from BeforeDate = F80D010.PPDJ - PO Threshold Days Prior PRDJ: Processing Date
F80D010 AfterDate = F80D010.PPDJ + PO Threshold Days After MCU: Cost Center
F80D211.OTCT = Aggregate (Compare F80D010.ADDJ, ITM: Short Item Number
BeforeDate and AfterDate to determine if shipment is on ADDJ: Actual Ship Date
Key for F80D211 Table is Time. 1 if Yes else 0.) PPDJ: Promised Ship Date
<PRDJ,MCU,AN8,ITM> OTCT: Sales Order Count On Time
F80D211.EYCT = Aggregate (Compare F80D010.ADDJ, EYCT: Sales Order Count Early
BeforeDate and AfterDate to determine if shipment is Early. LATECT: Sales Order Count Late
1 if Yes else 0.)
F80D211.LATECT = Aggregate (Compare

F80D010.ADDJ, BeforeDate and AfterDate to determine if
shipment is Late. 1 if Yes else 0.)
All values grouped by based on F80D010

< ADDJ, EMCU, AN8, ITM>
Past Due Count and Amount:
Communicates the organization's postponed revenue recognition due to missed promised ship dates
These metrics show the sales amount and number of sales order lines that are past due. A past due sales order line is defined as those
lines with a quantity remaining to be shipped with a promised date before the current date.
Technical:
Calculates the past due sales order line amount and the number of past due sales order lines.
Based on user defined date ranges and thresholds.
Count:
The system counts the number of sales order lines that have a quantity remaining to be shipped and a promised ship date earlier
than the current date.
This count is calculated every day, and the daily count stored for use in displaying the past due order line count trend.
The user can configure date ranges / thresholds to delineate on-time.
Amount:
The system calculates and display the past due sales order line amount. For any specific date, past due sales order lines are
defined as those lines with a quantity remaining to be shipped where the promised ship date is prior to the specified date. For
example, if the current date is 10/15/05 then any sales order line with a quantity remaining to be shipped and a promised ship date
prior to 10/15/05 is considered a past due sales order line.
Details: R80D212 – Past Due Processing

Select all records from F80D010 Past Due Date = F80D010.PPDJ + Processing PRDJ: Processing Date
where F80D010.ADDJ is BLANK Option Number of Threshold Days + 1 MCU: Cost Center
ITM: Short Item Number
Key for table F80D212 is PPDJ: Promised Ship Date
<PRDJ,ITM,MCU> UECT: Past Due Line Count
UEAA: Past Due Amount
CAEXP: Amount Extended Price
Past Due Order - Count Past Due Count = Aggregate (Compare if F80D010.PPDJ is greater than today’s date.
If yes, Past Due Count = 1
Else, Past Due Count = 0)
group by based on < F80D010.PPDJ, F80D010.ITM, F80D010.MCU>
Past Due Order - Amount Past Due Amount = Aggregate (Compare if F80D010.PPDJ is greater than today’s date.
If yes, Past Due Count = F80D010.CAEXP
Else, Past Due Count = 0)
group by based on < F80D010.PPDJ, F80D010.ITM, F80D010.MCU>
Supplier Performance
Material Lead Time Exception:
Communicates the organization's ability to estimate material availability
Compares the stored lead time with the actual lead time experienced over a period of time. The actual lead time is then summed over
the user specified date range to get an average. The System determines how frequently the actual lead time varies from the system
defined lead time by more than a certain number of days.
Requirements: Material receipt transactions is selected for this metric based on the company, branch/plant, supplier, item, and receipt
date contained in the material receipt record.
The user has the ability to specify a threshold for lead time exceptions. Items will be shown only when the number of material
lead time exceptions exceeds this threshold.
The user has the ability to specify a minimum number of receipts to be considered for calculating the lead time exceptions for an
item. If an item has fewer receipts than this minimum during the specified date range, a lead time exception line will not be
displayed.
The user has the ability to specify tolerance days for lead time exceptions. A receipt will be considered to have a lead time
exception only when the actual lead time varies from the system defined lead time by more than the number of tolerance days
specified by the user. EXAMPLE: The user specifies 3 tolerance days for lead time exceptions. A material is received with an
actual lead time of 15 days. The system defined lead time is 13 days, which is within the tolerance so this is not considered a lead
time exception.
Technical:
Material lead time exceptions are determined by comparing the actual lead time days for a material receipt with the system defined
lead time for that item.
Actual lead time days for a material receipt are calculated as: (Actual receipt date) - (Date the purchase order was communicated
to the supplier)
Sum over the date range and get an average.
A material lead time exception occurs when the actual lead time varies from the system defined lead time by more than a user-
specified number of days.
Variances occur when actual lead time is either shorter than or longer than the system defined lead time.
Details: R80D251 - PMD Material Lead-Time Exception UBE
Select on F4311 where ADDJ <> Actual Lead Time Days= TRDJ - ADDJ TRDJ: Transaction Date
Blank. If Actual Lead Time Days < PO Tolerance ADDJ: Actual Ship Date
Before RECSTE: Short Exception
Retrieve the PMD System Defined Then RECSTE (Short Exception) = 1 RECLTE: Long Exception
Lead Time Avg from F43090. If Actual Lead Time > PO Tolerance After RLTID: Exception
Then RECLTE (Long Exception) = 2 RECV: Number of Long Exceptions
Break on F4311 ADDJ, MCU, AN8 If Actual Lead Time Days => PO Tolerance
ITM Before and <= PO Tolerance After
Then RLTID (Exception) = 0
Accumulate RECLTE into RECV
On Break
Write F80D251 PRDJ, MCU ITM AN8 RLTID
RECLTE RECSTE RECV
First Pass Quality:
Communicates the suppliers' ability to meet quality requirements
Requirements:
The system calculates the pass percentage for all receipts that result in material going in to inventory (i.e. ignore services and
expensed item receipts).
The system then counts the number of receipts from each supplier where the pass percentage fell below the user-defined
threshold. It is this count that will be displayed for the metric.
The user has the ability to define a pass percentage threshold. Only those receipts where the pass percentage falls below this
threshold will be counted for use in this metric.
Technical:
Pass Quality calculates the pass percentage for each purchase order receipt by taking the quantity put into inventory divided by the
quantity received from the supplier.
The system then counts the number of receipts for each supplier where the pass percentage falls below the user-defined threshold.
The system only calculates the pass % for all receipts that result in material going into inventory.
Quantity put into inventory (the stocked quantity) / Quantity received from the supplier (the received quantity).
Details: R80D252 - Supplier Pass Quality Performance

Based on Join View over If Inventory Interface Flag = C or Y RTGC: Routing Process (Y/N)
F43121/F4311 (V43121ZF) Then Fetch F43092 by (F43121) KCOO, DOCO, DCTO, RCDJ: Date Received
SFX, LNID, NLIN UORG: Quantity Ordered
Select LNTY, RTGC, RCDJ If fetch Successful ITM: Short Item Number
from V43121ZF where RTGC = Calculate Received Percentage = TNRC: Total Number of Receipts
'Y' and RCDJ <> BLANK F43121.UREC/F43121.UORG UREC: Quantity Received
Calculate Threshold Result = NFRC: Number of Failed Receipts
(F43121.QTYS/F43121.UREC) * Received Percentage QTYS: Quantity Stocked
If Threshold Result is < PO Pass Threshold
Then NFRC = 1
Insert F80D252 PRDJ, MCU, AN8, ITM, TNRC, NFRC.
Supplier On-time Delivery:
Communicates the suppliers' ability to meet delivery schedules and order quantities
Requirements:
The user has the ability to define a supplier on-time delivery performance threshold. Only those suppliers whose on-time delivery
performance falls below that threshold will be displayed.
The user has the ability to specify a minimum number of receipts to be considered for calculating on time performance for a
supplier. If a supplier has fewer receipts than this minimum number during the specified date range, no shipment performance line
will be displayed for that supplier.
The user has the ability to specify tolerances for determining if a supplier delivered on-time. The tolerances shall be expressed as
a number of calendar days prior to planned delivery, and a number of calendar days after planned delivery. EXAMPLE: The user
specifies a 3-day "prior to planned delivery" tolerance, and a 1-day "after planned delivery" tolerance. This creates a 5-day
"window" during which an order can be considered on time.
Technical: This metric calculates on time, early, late and ten stores the results in aggregate table.
The system calculates the late supplier delivery percentage as follows: Late supplier delivery percentage for a specified date range
= (Number of receipts planned during the specified date range that were actually received later than the planned date) / (Total
number of on-time, early, and late receipts during the specified date range)
The system calculates the on-time supplier delivery percentage as follows: On time supplier delivery percentage for a specified
date range = (Number of receipts planned during the specified date range that were actually received on the planned date) / (Total
number of on-time, early, and late receipts during the specified date range)
The system calculates the early supplier delivery percentage as follows: Early supplier delivery percentage for a specified date
range = (Number of receipts planned during the specified date range that were actually received prior to the planned date) / (Total
number of on-time, early, and late receipts during the specified date range )
The user can configure date ranges/thresholds to delineate on-time.
Details: R80D250 - Supplier On-Time Delivery Cache
Based on F4311 (No Audit Table) ThresholdDateBefore = PDDJ: Promised Delivery Date
Select on PDDJ (Promised Del Date) PDDJ - PO Number of Threshold Days Prior ADDJ: Actual Delivery Date
<> Blank RECVE: Status Received Early
ThresholdDateAfter = RECVOT: Status Received On Time
PDDJ + PO Number of Threshold Days After RECVL: Status Received Late
Insert F80D250 PRDJ, MCU, AN8, RECVE,

RECVOT, RECVL
Late Supplier Delivery If ADDJ = Blank and If Threshold After Date < Current Date
Percentage Then Status = Late (3)
If ADDJ <> Blank and ADDJ < Threshold Date
Then Status = Late (3)
On-Time Supplier Delivery If ADDJ is one day from Threshold Before Date and ADDJ is one Date from Threshold After Date
Percentage Then Status = On Time (2)
Early Suppler Delivery If ADDJ <> Blank and If Threshold Before Date > ADDJ
Percentage Then Status = Early (1)
Manufacturing Performance:
MFG Performance is depended on the Date Dimension table only
On Time Production:
Communicates the organization's ability to produce according to the production plan
Requirements: The planned completion date from the work order line is used when selecting work orders for on-time completion
analysis during a specified date range. The user has the option to identify the work order types to be included in the on-time
production completions metric. The user also has the ability to identify the work order status code that signifies that the work order is
complete. Any work order at the selected status or beyond will be considered complete for the purposes of this metric.
The user has the ability to specify tolerances for determining if an order completed on-time. The tolerances are expressed as a number
of calendar days prior to planned production completion, and a number of calendar days after planned production completion.
EXAMPLE: The user specifies a 3-day "prior to planned completion" tolerance, and a 1-day "after planned completion" tolerance.
This creates a 5-day "window" during which an order can be considered on time.
Technical: On Time Production calculate the on-time early and late completion counts. Users date range and thresholds
The system shall calculate the on-time production completion percentage as follows: On time production completion percentage
for a specified date range = (Number of work orders planned to complete during the specified date range that actually completed
on the planned completion date) / (Total number of on time, early, and late work orders for that date range)
The system shall calculate the early production completion percentage as follows: Early production completion percentage for a
specified date range = (Number of work orders planned to complete during the specified date range that actually completed prior
to the planned completion date) / (Total number of on time, early, and late work orders for that date range)
The system shall calculate the late production completion percentage as follows: Late production completion percentage for a
specified date range = (Number of work orders planned to complete during the specified date range that actually completed later
than the planned completion date) / (Total number of on time, early, and late work orders for that date range)
The user will be able to define a range / threshold to delineate between on-time, early and late.
Details: R80D230 – Manufacturing On Time Completions
Select all records F4801 where AfterDate = F4801.DRQJ + PO After Threshold EWOC: Work Order Count Early
F4801.SRST is not equal to Days WOC: Work Order Count On Time
Processing Option LWOC: Work Order Count Late
BeforeDate = F4801.DRQJ - PO Prior Threshold PRDJ: Processing Date
Cancelled Work Order Status and Days MCU: Cost Center
F4801.DRQJ is not equal to NULL ITM: Short Item Number
DATE STRX: Date Completion
DRQJ: Date Requested
Key for Table F80D230 is DCTO: Work Order Type
<ITM,MCU,PRDJ> SRST: Work Order Status
On-Time Production Completion F80D230.WOC = Aggregate ( Compare F4801.STRX, BeforeDate and AfterDate to determine
Percentage if completion is on Time. 1 if Yes else 0.) group by based on
< F4801.DRQJ, F4801.ITM, F4801.MCU>
Earl Production Completion F80D230.EWOC = Aggregate ( Compare F4801.STRX, BeforeDate and AfterDate to determine
Percentage if completion is early. 1 if Yes else 0.) group by based on
< F4801.DRQJ, F4801.ITM, F4801.MCU>
Late Production Completion F80D230.LWOC = Aggregate ( Compare F4801.STRX, BeforeDate and AfterDate to determine
Percentage if completion is late. 1 if Yes else 0.) group by based on
< F4801.DRQJ, F4801.ITM, F4801.MCU>
Actual Production Costs vs. Planned Cost:
Communicates the organization's ability to produce according to the planned costs
Similar to on time production, this metric focuses on the organization’s ability to produce to plan in terms of cost.
Technical: Planned vs Actual Cost Variance – calculates the actual production costs by adding the costs of all work orders for the
specified date range. The system calculates the planned production costs by adding the planned costs from all finished work orders
scheduled for completion for the specified date range.
The system shall calculate actual production costs by summing the costs of all finished goods receipts into inventory.
The system shall calculate planned production costs by summing the planned costs from all finished goods work orders scheduled
for completion.
Details: R80D231 – Manufacturing Planned vs Actual Cost Variance

Select CLAT and PLAT from F3102 Select F4801 by DOCO where STATUS EQ or GT PO CLAT: Actual Amount
where F3102.DOCO Equals F4801 STATUS and F4801.PPFG => '2' and F4801.DRQT <> PLAT: Planned Amount
DOCO. Aggregate on CLAT and NULL. On Break of MCU/ITEM/DRQT. Insert PART: Parent Child Relationship
PLAT. Variance = PLAT - CLAT F80D231. (P = Parent)
Actual Cost Select F4801.DOCO and F4801.PART = "P". Aggregate on CLAT
Planned Cost Select F4801.DOCO and F4801.PART = "P". Aggregate on PLAT
Inventory Management Effectiveness:
Inventory Turns:
Communicates the organization's ability to manage its inventory
Provides insight in to how well the organization is managing its inventory, or the investment thereof.
Requirements: All item/branch inventory count records for a given company shall be used when selecting inventory for use in
calculating turns for a specific company.
All item/branch inventory count records for a given branch/plant shall be used when selecting inventory for use in calculating turns for
a specific branch/plant. The user shall have the ability to define which GL class codes to include in COGS and total inventory.
Technical: Inventory Turns calculates the Days Sales in Inventory and the Inventory Turns. The system calculates inventory turns as
the cost of goods sold in the last 52 weeks divided by the total current inventory value.
The Inventory Turns metric is accurate as of the last run date. Inventory turns are calculated at a point in time and move forward.
Previous Inventory Turn values cannot be determined. (Last 52 weeks COGS) / (Total current inventory value)
Details: R80D220 - Inventory Data Load

Based on a View over On Break Fetch AA from F80D221 by UPMJ, MCU, ITM PDSI: Days Sales Inventory
F4101/F4102/F41021. (V80D220A) CALCULATE AVG Daily = AA /360 ITM: Short Item ID
No Data Filter other than Data CALCULATE PDSI = Total Unit Cost / AVG Daily MCU: Branch/Plant
Selection CALCULATE ITU = AA / Total Unit Cost LOT: Lot Number
Select ITM, MCU, LOT, LOCN, INSERT into F80D220 (UPMJ, ITM, MCU, AA (COGS) LOCN: Location
PQOH from V80D220A. PDSI, ITU PQOH: Quantity On Hand
Fetch F4105 by ITM, MCU LOCN, UNCS: Unit Cost
LOT AA Cost of Goods Sold
Retrieve UNCS PRDJ: Process Date
(Note that UNCS is determined by UPMJ: Current Date
reading the F4105 by ITM, MCU, CLEV: Cost Level
CLEV, LOT, LOCN, and Currency)
Total Unit Cost = PQOH * UNCS
Break on Change to ITM or MCU.
Days Sales in Inventory (DSI):
Communicates the organization’s liability to its creditors
A measurement of how much capital is tied up in a company’s inventories. The DSI value calculation shall be executed on a periodic
basis and the periodic value retained so that the DSI trend can be displayed. Requirements: Inventory counts and costs shall be
selected based on the company and branch/plant in the individual inventory count record. The user shall have the ability to select
which document types to include for the calculation of COGS value for use in calculating DSI.
Technical: Days Sales in Inventory – calculated by determining the last 52 weeks of COGS divided by 360 and then dividing the
number into the total current inventory cost.
As of SAR 8940177
Total Cost of Inventory (TCI) = Qty * Cost
(TCIa + TCIb + … TCIx) / ((COGSa + COGSb + … COGSx) / 360) = DSI
NOTE: The calculation frequency for DSO, DSI, DPO and cash-to-cash cycle time must be the same, and all four must be calculated
at the same time.
Details: R80D220 - Inventory Data Load

Based on View V80D220A On Break COGS: Cost Of Goods Sold
(F4101/F4102/F41021) COGS = Aggregate By MCU from F80D221, total on AA. PDSI: Days Sales in Inventory
No Data Selection in UBE Avg Daily = COGS/360. PRDJ: Process Date
UNCS = F4015 UNCS fetch on PDSI = Total Inventory/Avg Daily
ITM MCU LOT LOCN CLEV) ITU = COGS/Total Inventory
Inventory Value = UNCS * Write F80D220 PRDJ MCU ITM COGS PDSI ITU
V80D220A.PQOH
Total Inventory = SUM
Inventory Value
Break on MCU ITM
Cash and Capital Management
Days Sales Outstanding (DSO):
Communicates the organization’s capital that is tied up in its outstanding accounts receivable
A measurement of how much capital is tied up in a company’s outstanding accounts receivables. The DSO value calculation shall be
executed on a periodic basis and the periodic value retained so that the DSO trend can be displayed. Requirements: Accounts
receivable detailed transactions shall be selected based on the company and branch/plant in the individual AR transaction record. The
company related to the revenue branch plant shall be used when selecting sales orders booked for a specific company. The revenue
branch/plant in the sales order line shall be used when selecting sales orders for calculating projected revenue for a specific
branch/plant. The user shall have the ability to select which document types to include for the calculation of total accounts receivable
value for use in calculating DSO. The user shall have the ability to determine if credit orders are to be included in booked order
calculations during the load process. The user shall have the ability to determine if held orders (held or not held; not based on type)
are to be included in booked order calculations during the load process. The user shall have the ability to determine if detached
adjustments are to be included in booked order calculations during the load process. The user shall have the ability to determine
which sales order document types are to be included in booked order calculations during the load process.
Technical: DSO is calculated by determining the running of 52 week sales calculation divided by 360 and then dividing the number
into the total open accounts receivable.
The system captures the customer ledger information for a point in time while calculating the days sales outstanding using sales data
for a rolling 12 month time frame.
DSO is calculated at a point of time and moves forward. Previous DSO values cannot be determined. (Total open accounts
receivable) / (Running 52 week sales calculation / 360)
Details: R80D200 - Days Sales Outstanding Aggregate

Based On View V80D220A (F03B11) On Break PRDJ: Process Date
Select on AAP (Amount Open) <> 0 Sales Fact Total = F80D010 by MCU and AN8. ADS: Average Daily Sales
Order by DOC DCT KCO SFX AN8 DGJ ADS (Average Daily Sales) = Sales Fact Total/360 DSO: Date Sales Outstanding
Total Open Amount by AN8 DSO = Total Open Amount/Avg Daily Sales AAP: Amount Open
Break on MCU AN8 DGJ (Date for G/L Write F80D200 PRDJ MCU AN8 AAP ADS DSO. DGJ: Date for G/L and Voucher
and Voucher) AN8: Address Book Number
Days Payables Outstanding (DPO):
Communicates the organization’s capital that is tied up in its inventories
A measurement of much a company owes its creditors, in terms of days of sales. Requirements: The DPO value calculation shall be
executed on a periodic basis and the periodic value retained so that the DPO trend can be displayed. Accounts payable detailed
transactions shall be selected based on the company and branch/plant in the individual AP transaction record. The user shall have the
ability to select which document types to include for the calculation of total accounts payable value for use in calculating DPO.
NOTE: The calculation frequency for DSO, DSI, DPO and cash-to-cash cycle time must be the same, and all four must be calculated
at the same time.
Technical: Days Payables Outstanding – determining the last 52 weeks of COGS divided by 360 and then divided by the number into
the total open payables.
As of SAR 8940177
(Total open payables $) / ((Last 52 weeks COGS $) / 360)
Details: R80D221B - GL Data Load - Direct Ship Orders COGS and R80D221C - GL Data Load - Sales/Audit Orders COGS
Based On View V0411ZB (F0411) On Break COGS: Cost of Goods Sold
Select on AAP <> 0 COGS = (Aggregate F80D221 on MCU for AA AA: Amount
Break on MCU ITM (Amount))/360 PDPO: Day Payable Outstanding
Total Amount Open = SUM AAP PDPO = Total Open Payables/(COGS) PRDJ: Process Date
Daily COGS = Aggregate By MCU Write F80D201 PRDJ MCU ITM PDPO COGS (Daily)
from F80D221, total on AA.
Cash to Cash Cycle Time:
Communicates the organization's overall financial health
A simple but powerful measurement, the cash to cash metric measures a company’s overall financial health. This is Days Sales
Outstanding, plus Days Sales in Inventory less Days Payables outstanding. Typically the lower the value the better, especially relative
to a company’s historical value. Recent studies have confirmed a high correlation between low cash-to-cash cycle days and high
earnings per share.
Technical: Cash to Cash Cycle Time = DSO + DSI - DPO
Details: R80D202 - Cash To Cash

Based on F80D200 Table F80D200 is read by AAP and ADS to determine the PRDJ: Process Date
Order by PRDJ MCU AN8 PDSO that is written to the F80D202. PDSO/DSO: Date Sales Outstanding
No Date Selection in UBE (PDSO = Aggregate of F80D200.AAP / Aggregate of PDPO/DPO: Days Payable Outstanding
F80D200.ADS) PDSI/DSI: Days Sales Inventory
Break on PRDJ MCU Aggregates are by MCU AAP: Amount Open
ADS: Average Daily Sales
All Processing is handled in Read F80D220 by PDSI, PRDJ and MCU CCCT: Cash to Cash Cycle Time.
a Business Function. No Inventory Cost = F80D220.COGS/F80D220.ITU ITU: Inventory Turns
calculations are performed Inventory Total Cost = SUM of Inventory Cost
in the UBE. Avg Daily COGS = COGS/360
PDSI = Inventory Total Cost/Avg Daily COGS
Read F80D201 by PDPO, PRDJ, MCU

Avg Daily COGS = F80D201.COGS/360
Total Amt F0411 = SUM (F80D201.PDPO * Avg Daily
COGS)
PDPO = Total Amt F0411/ Avg Daily COGS
Cash to Cash Cycle Time (CCCT) = PDSO + PDSI - PDPO

and written to table F80D202
Cost of Goods Sold:
Communicates the sum of the material, labor and other costs of items sold by the company.
The total cost of all sales orders invoiced in the last 365 days aggregated by item and branch plant. This metric is not displayed on the
Plant Manager’s Dashboard but is an important value used in many of the metrics.
Details: R80D221C - GL Data Load - Sales/Audit Orders COGS

Based on a View over F4211/F42119 SUM Extended Cost for F4211/F42119 By Item DGL: G/L Date (Invoice Date)
SELECT * from F4211 and F42119 and Branch/Plant ITM: Short Item Number
where SDDGL >= (Today-365) Write to F80D221 MCU: Branch/Plant
Break on ITM, MCU
Oracle Corporation
World Headquarters
500 Oracle Parkway
Redwood Shores, CA 94065
U.S.A.
Worldwide Inquiries:
Phone: +1.650.506.7000
Fax: +1.650.506.7200
oracle.com
Copyright © 2010, Oracle. All rights reserved.

This document is provided for information purposes only and the
contents hereof are subject to change without notice.
This document is not warranted to be error-free, nor subject to any
other warranties or conditions, whether expressed orally or implied
in law, including implied warranties and conditions of merchantability
or fitness for a particular purpose. We specifically disclaim any
liability with respect to this document and no contractual obligations
are formed either directly or indirectly by this document. This document
may not be reproduced or transmitted in any form or by any means,
electronic or mechanical, for any purpose, without our prior written permission.
Oracle, JD Edwards, PeopleSoft, and Retek are registered trademarks of
Oracle Corporation and/or its affiliates. Other names may be trademarks
of their respective owners.
This document is for informational purposes only and may not be incorporated
into a contract or agreement.

PMD Metrics Details

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMD Metrics Details

Uploaded by

Copyright:

Available Formats

Plant Manager’s Dashboard Metric Details

An Oracle JD Edwards EnterpriseOne

Details: R80D240 - Booked Orders Aggregate Data Load

Details: R80D241 - Shipped Orders Processing

Details: R80D214 – Variance Processing

Details: R80D243 – BackLog Processing

Details: R80D215 – Book To Ship Days Processing

Details: R80D214 – Variance Processing

Details: R80D211 – OTS Customer Promised Date Data Load

F80D211.LATECT = Aggregate (Compare

All values grouped by based on F80D010

Details: R80D212 – Past Due Processing

Details: R80D252 - Supplier Pass Quality Performance

Insert F80D250 PRDJ, MCU, AN8, RECVE,

Details: R80D231 – Manufacturing Planned vs Actual Cost Variance

Details: R80D220 - Inventory Data Load

Details: R80D220 - Inventory Data Load

Details: R80D200 - Days Sales Outstanding Aggregate

Details: R80D202 - Cash To Cash

Read F80D201 by PDPO, PRDJ, MCU

Cash to Cash Cycle Time (CCCT) = PDSO + PDSI - PDPO

Details: R80D221C - GL Data Load - Sales/Audit Orders COGS

Break on ITM, MCU

Copyright © 2010, Oracle. All rights reserved.

You might also like