Process

          

Process Perspective

This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be developed by outside consultants.

In addition to the strategic management process, two kinds of business processes may be identified: a) mission-oriented processes, and b) support processes. Mission-oriented processes are the special functions of government offices, and many unique problems are encountered in these processes. The support processes are more repetitive in nature, and hence easier to measure and benchmark using generic metrics.

Other KPI perspectives

According to the balanced scorecard the KPIs are divided into the following four perspectives:

Financial
Customer
Process
HR and Innovation



KPIs of the Process Perspecitive

Script ideas for GRC - Invoicing scenario — Scripts and Characters involved
Backlist Percentage
First Request Fix Rate
Number of Products Ordered
Supplier Evaluation Score
Service Order Rate of Compliance on Schedule by SLA Initial Response Date
Purchase Order Creation Time
Value of Obsolete Stock
Service Request Rate of Compliance on Schedule by SLA Initial Response Rate
Ratio of Purchase Order Items with Product IDS
Opportunity Success Rate
Maverick Spend Ratio
Activity Recording Compliance Rate
Service Request Rate of Compliance on Schedule by SLA Restored by Date
Service Order Rate of Compliance on Schedule by SLA Restored by Date
Purchasing Demand Fulfillment Ratio
Average Utilization
Contract Spend Ratio
Purchase Order Items per Buyer
Number of Slow Opportunities
Sales Quantity - Invoiced
Discounts as % of Gross Revenue - Earned
Average Lead Time of Service Requests
Average Call Closure Time
Number of Activities
Number of Contracts
Perfect (Purchase) Order
First Call Resolution Rate
Number of Suppliers per Product Category
Price Trend
Purchasing Volume
Vendors Fill Rate or Supplier performance
Quote Success Rate
Sales Quantity - Ordered
Supplier-On Time Delivery Performance
Perfect (Sales) Order
Number of Stalled Opportunities
Sales Quantity - Earned
Ratio of Automatically Created Purchase Orders
Price Reliability
Inventory Days of Supply - Finished Goods
Inventory Days of Supply - Direct Materials (IDS-DIR)
Inventory Days of Supply - Raw Material
Inventory Days of Supply - Work in Process


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Activity Recording Compliance Rate
Average Call Closure Time
Average Lead Time of Service Requests
Average Utilization
Backlist Percentage
Contract Spend Ratio
Discounts as % of Gross Revenue - Earned
First Call Resolution Rate
First Request Fix Rate
Inventory Days of Supply - Direct Materials (IDS-DIR)
Inventory Days of Supply - Finished Goods
Inventory Days of Supply - Raw Material
Inventory Days of Supply - Work in Process
Maverick Spend Ratio
Number of Activities
Number of Contracts
Number of Products Ordered
Number of Slow Opportunities
Number of Stalled Opportunities
Number of Suppliers per Product Category
Opportunity Success Rate
Perfect (Purchase) Order
Perfect (Sales) Order
Price Reliability
Price Trend
Purchase Order Creation Time
Purchase Order Items per Buyer
Purchasing Demand Fulfillment Ratio
Purchasing Volume
Quote Success Rate
Ratio of Automatically Created Purchase Orders
Ratio of Purchase Order Items with Product IDS
Sales Quantity - Earned
Sales Quantity - Invoiced
Sales Quantity - Ordered
Service Order Rate of Compliance on Schedule by SLA Initial Response Date
Service Order Rate of Compliance on Schedule by SLA Restored by Date
Service Request Rate of Compliance on Schedule by SLA Initial Response Rate
Service Request Rate of Compliance on Schedule by SLA Restored by Date
Supplier Evaluation Score
Supplier-On Time Delivery Performance
Value of Obsolete Stock
Vendors Fill Rate or Supplier performance