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Common Business Ratio Formulas
Looking for a Common Business Formula
We've compiled this handy list for our clients. Because we combine deep analytical skills with digital marketing, our clients frequently find they need to define their KPIs much more methodically in order to support their business strategy. This list of KPIs and performance metrics is used by our team to help in that process.
Metric Name | Common Formula |
---|---|
Income | Revenue - Expenses |
ROI (Return On Investment) | (Net Profit / Investment) * 100 |
COGS (Cost of Goods Sold) | Beginning Inventory + New Purchases - Ending Inventory |
Gross Margin | Sales - The "Direct" Cost of the Goods or Services Sold |
Contribution Margin | P-V (Price Per Product - Variable Cost Per Product) |
Contribution Margin Ratio | (Total Revenue - Variable Cost) / Total Revenue |
Profit Margin | Net Income/Sales |
Operating Profit | Profit before subtracting EBIT |
Net Profit | Profits - (Operating Expenses-COGS-Interest-Tax) |
ROA (Return on Assets) | Profit Margin x Asset Turnover |
ROE (Return on Equity) | Return on Assets X Financial Leverage |
Asset Turnover | Sales/Total Assets |
EVA (Economic Value Added) |
ANOPAT* - Cost of Capital % X (Adjusted Total Assets - Current Liabilities) *ANOPAT means the Adjusted Net Operating Profit After Taxes |
Required Return on an Equity Investment |
Risk-Free Rate of Return + (Avg. Market Return Rate - Risk-Free Rate) X Beta |
Value of a Perpetuity |
Payment Required to be Received Forever / Required Rate of Return |
Dividend Growth Model (Simplified) using Value Per Share approach. |
D/(K-g)
D = Annual Dividends per Share K = Discount Rate or Required Rate of Return g = Annual Dividend Growth Rate |
Profitability Index |
NPV of Future Cash Flows/Initial Investment |
After Tax Cost of Borrowing |
Borrowing Rate x (1 - Tax Rate) |
Weighted Average Cost of Capital (WACC) |
[Kd(1-t)(Market Value of Debt)/Total Debt and Equity ]+ [Ke(Market Value of Equity)/Total Debt and Equity]
t = tax rate Kd = cost of debt Ke = cost of equity |
Dividend Yield |
Annual Dividend / Market Price Per Share |
Dividend Payout Ratio |
Annual Dividend / Net Income |
Terminal Value |
Terminal Cash Flow / (Discount Factor* - Growth)
*Discount Factor = WACC |
Capital Asset Pricing Model (CAPM) |
Ke = Rf + (Km - Rf)Beta Rt = Risk Free Treasury Rate Km - Rt = Risk Premium |
Quick Ratio or Acid Test |
Liquid Assets/Quick Liabilities or Cash and Cash Equivalent + Marketable Securities + Accounts Receivable/Current Liabilities |
The Dupont Model Chart
Profit Margin | Asset Turnover | Return on Assets (ROA) | ||
---|---|---|---|---|
Net Income | X | Sales | = | Net Income |
Sales | Total Assets | Total Assets | ||
Return on Assets | Financial Leverage | Return on Equity (ROE) | ||
Net Income | X | Total Assets | = | Net Income |
Total Assets | Owners Equity | Owners Equity | ||
Additional Key Performance Indicators (KPIs)
Profitability Ratios
How profitable is a company in relation to the assets and the sales that made its profits possible?
Metric Name | Common Formula |
---|---|
ROS (Return on Sales) | Net Income / Sales |
ROE (Return on Equity) | Net Income / Owners' Equity |
Activity Ratios
How actively are the firms assets being deployed?
Metric Name | Common Formula |
---|---|
Assets Turnover Per Period | Sales / Total Assets |
Inventory Turns Per Period | Cost of Goods Sold / Average Inventory Held During the Period |
Days Sales in Inventory | Ending Inventory / (COGS / 365 ) |
Liquidity Ratios
How much is on hand that can be converted to cash to pay the bills?
Metric Name | Common Formula |
---|---|
Current Ratio | Current Assets / Current Liabilities |
Capitalization Ratios
Is a company heavily burdened with debt? Are its investors financing the company? How is the company funding itself?
Metric Name | Common Formula |
---|---|
Financial Leverage | (Total Liabilities + Owners' Equity) / OE |
Long-term Debt to Capital | Long-term Debt / (Liabilities + OE) |
Sales and Volume Variances
There are two basic types of variances, price and volume variances.
Metric Name | Common Formula |
---|---|
Sales Price Variance | (Actual Sales Price - Standard Sales Price) x (Actual Quantity Sold) |
Sales Volume Variance | (Standard Sales Price) X (Actual Quantity Sold - Standard Quantity Sold) |
Purchase Price, Efficiency and Volume Variances
Using the two basic sales price and volume formulas, you can also compute variances useful for management control.
Metric Name | Common Formula |
---|---|
Purchase Price Variance | (Standard Price - Actual Price) X (Actual Quantity Purchased or Used) |
Material or Labor Efficiency Variance | (Standard Use Quantity - Actual Usage Quantity) X (Standard Cost of Material or Labor) |
Rules for Entries Into Accounts
You may know these as T Accounts. In virtually every SAP module, your actions will cause a financial transaction that will hit your T Accounts following these rules.
Liability Accounts | |||||||
Asset Accounts | Debit Increase | Credit Increase | |||||
Debit Increase | Credit Increase | ||||||
Owner's Equity Account | |||||||
Debit Increase | Credit Increase | ||||||
Fundamental Accounting Equation
Metric | Common Formula |
---|---|
Assets | Liabilities + Owner's Equity |
CA+NCA | CL+ NCL + OE |
CL +NCL + OE | (Cash + Accounts Receivable (AR) + Inventory (INV) + NCA |
Liquidity Measures
Working Capital
Metric | Common Formula |
---|---|
Net Working Capital | Current Assets - Current Liabilities |
Common Marketing and Sales Metrics
There are numerous KPIs that you should know and use within your marketing and sales operations. We've listed what we consider the key ones here which also happen to be available via SAP reporting (but they may require tweaking for your requirements).
Metric | Common Formula |
---|---|
Percent Markup on Selling Price (SP) | ($ Markup / $ Selling Price) X 100 |
Preceding Distribution Level's Selling Price | Selling Price X (1 - Markup %) |
Total Costs | Variable Costs Per Unit (VC) X Units Sold + Fixed Cost (FC) |
Unit Contribution | Selling Price - Variable Costs |
Break Even Unit Volume | Fixed Costs / Unit Contribution |
Target Volume | (Fixed Costs + Profit) / Unit Contribution |
Payback Period on Initial Investment | Initial Investment / Annual Profit |
Common Quantitative Statistics
These are just some of the many statistics you may need to derive from the data within your ERP system.
Metric | Common Formula |
---|---|
Expected Monetary Value (EMV) |
($ *. 90) + ($ * .19) = EMV* *Useful in Decision Trees |
Future Value of a $ in x Periods |
($ today) x (1 + Reinvestment Rate)Number of Periods |
Net Present Value (NPV) |
($ in Future) x (1 + Discount Rate)-Number of Periods |
Internal Rate of Return (IRR) |
0 = P0 + P1/(1+IRR) + P2/(1+IRR)2 + P3/(1+IRR)3 + . . . +Pn/(1+IRR)n
where P0, P1, . . . Pn equals the cash flows in periods 1, 2, . . . n, respectively; and |
Z Value |
[(Point of Interest) - Mean] / SD* *Standard Deviation |
Binomial Distribution |
r = number of successes n = number of trials p = probability of success. Please refer to a binomial distribution table. |
Statistical Functions You Should Know But Use Excel to Solve Within SAP QM (Quality Management), it is also possible to compute these functions. |
|
Normal Distribution | The bell-shaped probability distribution of all possible outcomes. |
Probability Mass Function | A graph or table that shows the distribution of outcomes. |
Probability Density Function | If there are many possible outcomes, the curve is smooth |
Standard Distribution (SD) |
1 = .3413 2 = .4772 3 = .49865 4 = .4999683 |
Cumulative Distribution Function (CDF) |
A form of the normal distribution that shows the probability of being less than or equal to all possible outcomes |
Regression | A mathematical method of forecasting using line equations to explain the relationships between multiple causes and effects. |
R Squared | What percent of the variation in the data is explained by the regression equation given. |
T Statistic | Can be used to determine if the regression equation calculated by a spreadsheet or SAP is a good one to use for forecasting. |
Common Operations Statistics and Formulas
These are some key concepts and are here because you can determine most if not all from SAP reports. There are many, many more to know.
Metric | Common Formula |
---|---|
Linear Equation (Simplified) | (X Model x $500) + (Y Standard Model x $300) = Total Profit |
Queuing Questions A = Average number of random arrivals per unit of time S = Average number of services provided per channel per unit of time M = Number of available channels |
|
Economic Order Quantity (EOQ) EOQ = Optimal inventory order Quantity R = Annual unit requirements (Demand) O = Cost of placing an order C = Cost of carrying a unit of inventory per period |
Square Root √(2 X R X O / C) |
Quality Terms You Should Know |
|
Common Cause | Systemic problems shared by many workers, machines or product types. |
Special Causes | Problems related to specific workers, machines or material shipments |
Upper Control Limits (UCL) A measurement of how the process is actually performing as opposed to a specification limit. Typically within 3 standard deviations above or below the Median. |
The upper limit of the process. |
Lower Control Limits (LCL) A measurement of how the process is actually performing as opposed to a specification limit. Typically within 3 standard deviations above or below the median. |
The lower limit of the process. |
X Bar Control Chart |
Shows any tendency of a process or machine to drift or jump over time. |
R (Range Chart) Control Chart |
Shows any tendency of a process to behave more or less randomly over time. |
Learning Curve Many learning curves exist. |
Cost Per Unit X Curve Unit 1 = $10 $10 x .8 Unit 2,097,152 = $.09 $10 x (.8)21 |
Economic Formulas
These are much more difficult to determine (but not impossible) using SAP.
Metric | Common Formulas |
---|---|
Elasticity of Quantity Demanded | % Percent Change in Quantity Demanded / % Percent Change in Price |
Elasticity of Total Revenue | % Change in Total Revenue / % Percent Change in Price |
Gross National Product (GNP) C = Personal Consumption I = Private Investment G = Government Purchases X = Net of Exports over Imports |
C + I + G + X |
Spending Multiplier MPC = Marginal Propensity to Consume |
1 / (1 - MPC) |
Nominal GNP |
M X V = P X Q Money x Velocity =Price Level x Real GNP Money Supply = Nominal GNP |
Lifetime Value to Customer Acquisition Cost (LTV:CAC) Ratio
In general, a ratio of less than 3 is considered unsustainable.
Metric | Common Formula |
---|---|
LTV:CAC |
CAC (Cost to Acquire a Customer) MRR1 Per Customer Churn Rate % Margin % LTV = MRR/(Churn Rate X Margin) LTV:CAC = LTV/CAC 1 Monthly Recurring Revenue |
Common Operational KPIs
Metric | Common Formula or Meaning |
---|---|
% Annual Average Savings (Direct) | Total Discounts Available as a % of Total Direct Material Purchased when Purchases are Under Blanket. |
% Annual Average Savings (Services) | Percent Discount Received on Compliant Services (i.e., Labor hours/services such as temporary labor and consulting) Purchased. |
% Services Spend Under Contract | Percent of Total Services Controllable Spend Currently under Contract. |
% of Direct Materials Spend Under Contract | Percent of Direct Materials Controllable Spend currently Under Contract. |
% of Maverick Spend (Direct) | Maverick Spend: Procurement Spend (Direct) under Contract but circumvented by employees (%). |
% of Maverick Spend (Services) | Maverick Spend: Procurement Spend (Indirect) under Contract but circumvented by employees (%). |
% of Spend Managed Strategically (Direct) | Percent of Total Direct Materials Controllable Spend that is Managed Strategically. Spend is considered to be managed strategically when there is a regular process in place to analyze the spend category, aggregate the spend across regions/divisions, identify suppliers, and execute a supplier evaluation process. |
% of Spend Managed Strategically (Services) | Percent of Total Services Spend currently Managed Strategically. Spend is considered to be managed strategically when there is a regular process in place to analyze the spend category, aggregate the spend across regions/divisions, identify suppliers, and execute a supplier evaluation process. |
Accounts Receivable Balance | Total Accounts Receivable Balance as shown on the balance sheet |
Aftermarket Service Operating Profit (%) | Aftermarket Service Operating Profit as a Percent of total Aftermarket Service Revenue |
Aftermarket Service Revenue as % of Total Revenue | Aftermarket Service Revenue as % of Total Revenue |
Annual Revenue Loss due to Stock-outs | Total Annual Estimated Revenue Loss Attributable to Stock-outs |
Cost of Goods Sold (% of Revenue) | Cost of Goods Sold (COGS) expressed as a Percent of Total Revenue. If COGS was provided in $, please divide that amount by Total (Annual) Revenue to get COGS as a % of Revenue |
Customer Satisfaction (in %) | Current Customer Satisfaction (in %). Customer satisfaction is a sum total of "Very Satisfied" customer and "Satisfied" customer. |
Days Sales Outstanding (DSO) | A measure of the average number of days that a company takes to collect revenue after a sale has been made. It can be calculated as (365*Account receivable/Revenue) |
Direct Materials Controllable Spend ($) | Total Annual Controllable Direct Materials Spend. This number represents total direct materials spend less uncontrollable (i.e., Spend which cannot be sourced strategically such as taxes and electricity) direct material spend |
Inventory Carrying Cost (% Inventory at Cost) | Inventory Carrying Cost expressed as a Percent of Total/Average Inventory at Cost |
Inventory Carrying Cost (% of Revenue) | Inventory Carrying Cost as a percent of Total Revenue. |
Operating Profit Margin (%) | Operating Pre-Tax Operating Margin, or Contribution Margin (%). If Operating Income was provided in $, divide that amount by Total Revenue to get Operating Profit Margin |
Project Based Annual Revenue | Project Based Annual Revenue |
Services Controllable Spend ($) | Total Annual Controllable Services Spend ($), is the difference between Total Annual Services Purchased and Uncontrollable (Spend which cannot be sourced strategically such as taxes and electricity) Services Purchased |
Total Inventory | Total Inventory including Raw Materials, Work-in-Progress and Finished Goods from the Annual Filings. |
Total Revenue | Total Annual Products and Services Revenues (Commercial Sector) or Total Budget (Public Sector) |
Total Transportation Spend | Total Annual Transportation Spend |
Weighted Average Cost of Capital (WACC) | WACC: Weighted Average Cost of Capital (%). This represents the cost (i.e. debt and equity), in %, to raise an incremental unit of capital to fund investment projects while maintaining an optimal capital structure (i.e. mix of debt and equity) |
Enterprise Performance Management (EPM) | |
% Annual Average Savings (Indirect) | Annual Savings Potential, as a Percent of Total Indirect Materials Purchased, achieved for Compliant (i.e. Non-Maverick) Indirect Materials Spend. |
% of Indirect Materials Spend Under Contract | Percent of Total Indirect Materials Controllable Spend Currently under Contract. If this data is not available, please use 38.94% (average across all industries) as default for this metric based on the SAP Procurement/SRM Benchmarking Survey, September 2008 |
% of Low Margin Revenue that can be Upgraded | Percent of Low Margin Revenue that can be Upgraded |
% of Maverick Spend (Indirect) | Maverick Spend: Procurement Spend (Indirect) under Contract but circumvented by employees (%). |
% of Spend Managed Strategically (Indirect) | Percent of Total Indirect Materials Controllable Spend currently Managed Strategically. Spend is considered to be managed strategically when there is a regular process in place to analyze the spend category, aggregate the spend across regions/divisions, identify suppliers, and execute a supplier evaluation process. |
% of Total Revenue that is Low Margin | Percent of Total Revenue that is Low Margin (i.e., below target margin) |
ANN Supply Chain Mgt Compliance Fines & Penalties | Total Annual Supply Chain Management Compliance Fines and Penalties. |
AVG Short & Med Term Interest Rate on Bank Loans | Average Annual Interest Rate Incurred for Short and Medium Term Bank/External Loans used to Finance the Cash-To-Cash Cycle (i.e. Working Capital Cycle) If this data is not readily available, please use 5% o 10% as default for this metric based on market research (2009) |
Annual Cost of Order Expediting | Total Annual Cost incurred due to Order Expediting |
Annual Cost of SCM Customer Service | Total Annual Customer Service Cost |
Annual Warehousing Costs | Total Annual Warehousing Costs |
Gross Profit Margin Target/Normal | Average Gross Profit Target/Normal Margin as a % of Sales. |
Gross Profit Margin from Unprofitable Revenue | Average Gross Profit Margin (%) from Unprofitable Revenue/Customers |
Indirect Materials Controllable Spend ($) | Total Annual Indirect Materials Controllable Spend ($), is the difference between Total Annual Indirect Materials (i.e., Materials for non-production goods or services such as office supplies, MRO - maintenance, repair and operations-, travel, and PCs) Spend and Uncontrollable (i.e., Spend which cannot be sourced strategically such as taxes and electricity) Indirect Materials Spend |
Lost Sales % due to Poor Planning/Execution | Avg Loss of sale due to Poor Planning /Execution as % of Revenue. If this data is not readily available, please use 8% as default value for this metric, based on SAP Customer experience. Retail Metrics (The Gourmet Retailer, Nov 30, 2008 "How to DIY...Inventory Management") Lost Sales Due to OSS Average Retailer: 3.7% Specialty Soft Goods: 7.1% Dept Stores: 4.2% Grocery: 1.5% |
Other Supply Chain Planning Costs | Other Supply Chain Planning Costs include primarily corporate allocations for HR, Finance, Marketing, & other company overhead |
Revenue Lost due Poor Planning/Exec % of Revenue | Loss of Revenue Due to Poor Planning/Execution as a Percent of Total Revenue. If this data is not readily, available, please use 3% to 5% based on SAP customer experience |
Short & Medium Term Loan Balance | Total Amount of Short-Term and Medium Term Bank Loans/External Financing used to support Cash-to-Cash/Working Capital Needs |
Supply Chain Planning External Spend | Total Annual Supply Chain Planning External Spend (e.g., Contractors, Consulting, Expenses paid to third parties...) |
Supply Chain Planning Headcount Costs | Total Annual Supply Chain Planning Headcount Costs. Please include headcount costs for the following categories: Sales and Operations Planning,Demand Planning, Forecasting and Inventory (Safety-stock) Optimization, Supply and Distribution Planning, Production Planning/ Scheduling and Transportation Planning/ Vehicle Scheduling, and Order Promising |
Supply Chain Planning Technology Costs | Supply Chain Planning Technology Costs should exclude dedicated IT staff that are part of SCP headcount costs |
Finance | |
% Discount Lost from Suppliers | Estimated total discount as a % of purchases from suppliers that is not taken advantage of. |
% of Receivables Overdue | Percent of Total Accounts Receivable Balance that is Overdue/past due. |
Accounts Payable Balance | Accounts Payable Balance |
Annual Purchase Amount Eligible for Discount | Total annual value of purchases qualifying for discounts from suppliers |
Estimated List Price Improvement | Estimated List Price Improvement |
Increase in Pocket Margin From Reduced Over-Disc. | Potential correct increase in pocket margin from reduced over-discounting |
Pct Pricing Staff Time Spent on Automatable Tasks | Percent of Price Management employees’ time spent pulling reports, manipulating data in spreadsheets, formatting charts, debating figures with sales personnel, keying negotiated or list prices into execution systems, reconciling two or more versions of data, dealing with invoice disputes, etc. Pct pricing staff time spent on automatable tasks |
Percentage of Revenue Currently Fulfilled at Target | Percentage of revenue currently fulfilled at target margins |
Price Management FTEs | Price Management FTEs |
Price Management Fully Loaded Cost per FTE | Price Management Fully Loaded Cost per FTE |
Revenue Likely Impacted by Higher Margins | Revenue Likely Impacted by Higher Margins. If this data is not readily available, please use 10% as value for this metric based on SAP Customer Experience |
Trading Revenue ($) | Total Annual Trading Revenue ($) |
Governance, Risk & Compliance (GRC) | |
% Employees to Consultants (Internal Compliance) | Estimated Percent of Employees vs. Consultants Working on Compliance-Related Activities |
% of Direct Material Cost from Imports | % of Direct Material Cost from Imports. If this data is not readily available, please use 50% as an assumption based on SAP Customer Experience |
% of Manual Controls that can be Automated | % of Manual Controls that can be Automated |
% of Shipments Delayed Annually due to Customs | % of Shipments Delayed Annually due to Customs. If this data is not readily available, please use 10% as an assumption based on SAP Customer Experience |
AVG Hourly Cost Per External Consultant (Compl) | Average Hourly Cost per External Contractor/Consultant for Compliance-Related Activities |
AVG Hourly Cost per FTE | AVG Hourly Cost per FTE. If this data is not readily available, please use $25 as an assumption based on SAP Customer Experience |
Annual Export Revenue | Revenue which is contributed through Customers outside US. This data is normally available in Annual Fillings of a company. This is usually 35% of the Total Revenue, based on SAP Customer Experience |
Average Days Delayed in Customs | Average Days Delayed in Customs. If this data is not readily available, please use 10 days as an assumption based on SAP Experience |
Daily Demurrage Fees per $1M Worth of Goods | Daily Demurrage Fees. If this data is not readily available please use $125 as an assumption based on SAP Customer Experience |
Direct Material Costs as % of COGS | Total Direct Material Costs as a Percent of Cost of Goods Sold. If this data is not readily available, please use 70% as an assumption based on SAP Customer Experience |
Number of Manual BP Controls | Total Number of Business Process Controls that are currently Manual |
Penalty Fine | Penalty Fine |
Time Spent per Automated Control (in Hours) | Time Spent per Automated Control (in Hours) |
Total Annual Trade Penalties | Total Amount of Trade Penalties and Fines incurred in the last 12 months |
Workdays per Year | Total Number of Workdays Per Year. Most companies use 220 - 260 days per year based on SAP experience |
Order-to-Cash | |
% Errors in Sales Quotes | % Errors in Sales Quotes. If this data is not readily available, please use 2.4 (Average across all industries) or 2.0 (Q1 across all industries) based on SAP SE benchmarking survey. |
% of AR Balance Involved in Dispute | Percent of Total Account Receivable Balance tied to Disputes |
% of Errors in Invoices Sent Out | Estimated percent of total bills/invoices sent out that have errors and need adjustments |
% of Invoices with Unauthorized Deductions | Percent of Total Invoices with Unauthorized Deductions |
AVG Cost to Fix a Sales Quotation Errors | Average Cost Incurred to Fix a Sales Quote Error/Mistake |
Accounts Payable Avg. Fully Loaded Cost per FTE | Accounts Payable Avg. Fully Loaded Cost per FTE |
Average Number of Workhours per Employee per Year | Average number of workhours per employee and per year. If this data is not readily available, you can use 1,920 hours per year (240 working days and 8 hours per day) to estimate this metric |
Backordered Orders Cancelled by Customer (in %) | Percentage of backordered orders that got cancelled. |
Effort (hours) to Correct an Invoice with Errors | Time required to correct errors on an erroneous invoice |
Expedited Outbound Transportation Expense | Additional freight costs associated with expediting orders to meet committed delivery dates. |
Invoices with Short Pays (in %) | Invoices with Short Pays (in %). |
Lost Orders (in %) | Percentage of orders that were cancelled due to delays. This is only MTO/ ETO/ CTO type orders. |
Number of Customer Complaints (Annual) | Total Number of Customer Complaints Annually |
Number of Invoices Generated Annually | Number of Invoices Generated Annually |
Number of Order Line Item Returns (Annual) | Total Annual Number of Order Line Item Returns |
On-Time Delivery Performance (MTS) (%) | On-Time Delivery Performance (MTS) (%). The percentage of orders that are fulfilled on or before the customer's requested date. Delivery measurements are based on the date a complete order is shipped or the ship-to date of a complete order. A complete order has all items on the order delivered in the quantities requested. An order must be complete to be considered fulfilled. |
Order Fill Accuracy (MTS) (%) | Order accuracy metric measures the percentage of orders that were complete as per order specification, damage-free and accurate documentation. |
Order Receipt to Release Cycle Time (MTO) (days) | Order Receipt to Release Cycle Time (MTO) (days). |
Order Receipt to Release Cycle Time (MTS) (days) | Order Receipt to Release Cycle Time (MTS) (days). |
Order to Invoice Days | Time in days between when an order is created and an invoice is generated and sent to the customer. If this data is not readily available, please use 45 days (average value) as default for this metric based on the SAP Automotive Experience |
Orders Backordered (in %) | Percentage of orders that were not ready in stock, and had to be backordered (full/ partial). |
Quote Conversion Rate (in %) | Percentage of quotes that are converted to a sales order. |
Quote Request to Delivery Cycle Time (MTO) (days) | Quote Request to Delivery Cycle Time (MTO) (days). |
Quote Request to Delivery Cycle Time(MTS) (days) | Quote Request to Delivery Cycle Time (MTS) (in days). Time taken in days for sending out a quotation against a request. All activities related to quotation creation (pricing, special terms & conditions etc.) will be carried out in this time. |
Time to Resolve an Order Related Dispute (days) | Average Time required to Resolve an Order Related Dispute (in days) |
Time to Resolve an Order Related Dispute(in days) | Time to Resolve an Order Related Dispute(in days). |
Total # of Sales Quotes Processed | Total Number of Sales Quotes Processed Annually. |
Total Number of Orders | Total Number of Orders |
Total Warehouse Management Costs | Total Annual Warehouse Management Costs |
Uncollectible Accounts Receivable Write-offs($) | Total Uncollectible A/R that written-off as losses/bad debt |
Unfulfilled Orders (% of Revenue) | Unfulfilled Orders (% of Revenue). If this data is not readily available, please use 1% - 2% as an assumption based on SAP Customer experience |
Unfulfilled orders lost (%) | If no data is available please use 50% as unfulfilled orders lost as per SAP customer experience |
PMNGT - Integrate planning, scheduling and costing | |
% Budget Overrun for Projects | Average % Budget overrun for projects that go over-budget. If no data is readily available, please use 10% as an assumption. |
% Projects Over Budget | Percent of Total Projects that are Over Budget. If no data is readily available, please use 10% as an assumption. |
% of Projects under Contracts | % of Projects that are under contracts. If no data is available, use 70% as an assumption. |
Average Project Delay (Months) | Average Delay, in Months, for a Project that is delayed |
New Projects Revenue as % of Project Based Rev. | New Projects Revenue as % of Project Based Rev. If this data is not readily available, please use 5% - 10% as an assumption. |
PMNGT - Optimize project delivery | |
# Missed Sales Projects as a % of Total Projects | Number of Missed Sales Projects as a Percent of Completed Projects. If this data is not readily available, use 2.5% as default based on SAP customer experience |
Expected Revenue Growth (in %) | Expected Revenue Growth (in %) |
Overall Percentage (%) Employee Satisfaction Rate | Overall Percentage (%) Employee Satisfaction Rate |
PMNGT - Standardize project management process across enterprise | |
% of Rev Lost due to Incorrect change Order Proc. | Revenue lost due to incorrect change order processing. If no data is available, use 1% as an assumption. |
Procurement | |
Annual Spend as a % of Revenue | Total Annual Spend as a Percent of Revenue. If this data is not readily available, please use 45.3% (average across all industries) as an assumption for this metric based on the SAP Customer experience. |
Cycle Time for New Contract Creation (in weeks) | Cycle time for developing and implementing a new supplier contract (in weeks). |
Orders Requiring Expediting (in %) | Orders Requiring Expediting (in %). |
PO Error Rate | Purchase Error Rate: Number of Erroneous PO's/Total PO's Processed Annually. |
Procurement Average Fully Loaded Cost per FTE | Total Annual Fully Loaded Cost (e.g., Salary + Benefits + Bonus...) per Procurement FTE. If this data is not readily available, please use $70K as default for this metric based on the SAP Procurement/SRM Benchmarking Survey, September 2008 |
Procurement FTE % Time - Transactional | % of Time Allocated by Procurement/SRM FTEs to Transactional (Requisitioning, Order Processing, Material Receipt, Financial Settlement, Supplier Data Management, Supplier Enablement) Activities. |
Procurement FTEs per $B of Spend | Total Number of Procurement FTEs per $Billion in Spend. |
Sales, Marketing & Customer Service | |
# of CS Interaction Center Calls Handled per Year | Total Number of Customer Service Calls Handled by the Customer Interaction Center(s) |
% of Leads Qualified | % of Leads Qualified. If this data is not readily available, please use 61.1 (Average across all industries) or 85.0 (Q1 across all industries) based on SAP SE benchmarking survey. |
% of Qualified Leads Closed Annually | % of Qualified Leads Closed Annually. |
% of Revenue from New Opportunities | Revenue from New Opportunities expressed as a % of Total Revenue |
% of Total Revenue at Risk (Customer Defection) | Percent of Total Annual Revenue at Risk due to Customer Defection/Attrition. To estimate this number use the following: Total Annual Revenue Lost due to Customer Defection/Attrition divided by Total Annual Revenue |
Annual Revenue from New Customers | Total Annual Revenue (Products and Services) from New Customers |
CS Interaction Center AVG Fully Loaded Cost/FTE | Total Annual Fully Loaded Cost (e.g., Salary + Benefits + Bonus...) per Customer Service Interaction Center Call Handling FTE |
CS Interaction Center Call Handling FTEs | Total Number of FTEs Handling Calls in the Customer Interaction Center |
Cross-Sell/Up-Sell Revenue % of Total Revenue | Total Annual Cross-Sell/Up-Sell Revenue as a Percent of Total Revenue. If this data is not readily available, please use 10% as an assumption based on SAP Customer Experience |
Current Pipeline as a % of Revenue | Current Pipeline/Sales Funnel/Opportunities as a Percent of Total Revenue. If this data is not available, please use 130% as default based on SAP/Business Objects customer experience. |
Current Sales Close Rate (%) | Current Sales Opportunity Close Rate (%). If this data is not available, please use 20% as default based on SAP/Business Objects customer experience. |
Customer Churn Rate (in %) | Customer Churn Rate (in %) is % of customers lost to competition this financial year. |
Lead Conversion Rate (Sales) in % | Percent of all Leads that actually result in a Sale |
Number of New Leads per Representative per Year | Number of New Leads per Representative per Year. If this data is not readily available, please use 86.7 (Average across all industries) or 121.3 (Q1 across all industries) based on SAP SE benchmarking survey. |
Quote Cycle Time (Days) | Number of days required to generate/create a quote for a customer |
Sales Productivity | Sales Productivity |
Supply Chain Management | |
% Error in Lines Shipped | % Error in Lines Shipped. |
% Freight Invoices that are Duplicated | % Freight Invoices that are Duplicated. |
% Freight Invoices with Erroneous Charges | % of Freight Invoices with Erroneous Accessorial Charges. |
% Inbound Shipments with ASN (Adv. Shipment Notification) | % of inbound shipments with an Advanced Shipment Notification (ASN). |
Annual Demurrage Costs | Total Annual Demurrage Costs |
Annual Demurrage Expenses | Annual Demurrage, Penalty & Fine Related Expenses. |
Average Shipment Status Cycle Time (Min) | Average cycle time to provide shipment status (in minutes). |
Average Trailer Turn (in minutes) | Average Trailer Turn (in minutes). |
Demand Forecast Accuracy (%) | Demand Forecast Accuracy expressed in %. |
Demand Planning, Forecasting & Inventory Opt FTEs | total Number of Demand Planning, Forecasting and Inventory (Safety-stock) Optimization FTEs |
Dock to Stock Cycle Time (in hours) | Dock to Stock Cycle Time (in hours). If this data is not readily available, please use 13.2 (Average across all industries) or 1.4 (Q1 across all industries) based on SAP benchmarking survey. |
Finished Goods Inventory | Total Value of Finished Goods Inventory ($) |
Inventory Accuracy Rate (in %) | Inventory Accuracy Rate (in %). If this data is not readily available, please use 95.5 (Average across all industries) or 99.5 (Q1 across all industries) based on SAP benchmarking survey. |
Inventory Obsolescence Cost (% of revenue) | Inventory Obsolescence Cost (% of revenue). |
Inventory Turns per Year | Inventory Turns per Year. |
Inventory Write-offs (due to damages/shrinkage) | Total Annual Amount of Inventory Write-offs (primarily due to damages/shrinkage). |
Number of Shipping Complaints per Month | Number of Shipping Complaints per Month. |
Number of Warehouse | Number of Warehouse |
On-Time Delivery Performance (in %) | Percent of Orders Delivered On-Time to the Customer Request Date. |
Operate Warehouse External Cost | Operate Warehouse External Cost. |
Order Fill Rate (in %) | Order Fill Rate (in %). |
Order Line Fill Rate (in %) | Order Line Fill Rate (in %). |
Order Pick Accuracy Rate (in %) | Order Pick Accuracy Rate (in %). |
Order Promising Average Fully Loaded Cost per FTE | Total Annual Fully Loaded Cost (Salary + Benefits + Bonus...) per Order Promising FTE |
Order Promising FTEs | Total Number of FTEs in Order Promising |
Order to Ship Cycle Time (for MTS) (in days) | Order to Ship Cycle time (for MTS) (in days). |
Orders Expedited (% of orders shipped) | Orders Expedited (% of orders shipped). |
Orders Shipped on Time (% of orders shipped) | Orders Shipped on Time (% of orders shipped). |
Other Warehousing Cost | Other Warehousing Cost. |
Pick-to-Ship Cycle Time (in Hours) | Pick-to-Ship Cycle Time (in Hours). |
Prod Planning/Sched & Transp AVG Loaded Cost/FTE | Total Annual Fully Loaded Cost (e.g., Salary + Benefits + Bonus...) per Production Planning/ Scheduling and Transportation Planning/Vehicle Scheduling FTE |
Production Planning/Scheduling & Transport FTEs | Total Number of Production Planning/ Scheduling and Transportation Planning/ Vehicle Scheduling FTEs |
Raw Materials Inventory ($) | Total Average Value of Raw Material Inventory ($) |
Safety Stock as a % of RM and FG Inventory | Safety Stock (Buffer Inventory) as a Percent of Raw Materials and Finished Goods Inventory |
Sales and Operations Planning FTEs | Total Number of FTEs supporting Sales and Operations Planning |
Stock Outs (% of sales order line items) | Stock Outs (% of sales order line items). |
Supply and Distribution Planning FTEs | Total Number of FTEs in Supply and Distribution Planning |
Total Warehouse Inventory | Total Warehouse Inventory. This included raw material, WIP and Finished goods inventory in a particular warehouse. |
Trailer Utilization (%) | Trailer Utilization (%). |
Warehouse Analytics External Cost | Warehouse Analytics External Cost. |
Warehouse Strategy External Cost | Warehouse Strategy External Cost |
Warehousing Inbound Process External Cost | Warehousing Inbound Process External Cost. |
Warehousing Outbound Process External Cost | Warehousing Outbound Process External Cost. |
GMROI | Gross Margin/Average Inventory at Cost |
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