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2011 APQC. ALL RIGHTS RESERVED. Confidential
SAMPLE REPORT
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2011 APQC. ALL RIGHTS RESERVED. Confidential
Note: Mock data provided for purposes of illustration.
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2011 APQC. ALL RIGHTS RESERVED. Confidential
Table of Contents
Table of Contents
Instructions
Thank you for participating in this valuable benchmarking research. For information on benchmarking your organization's performance in other critical process groups across the supply chain, visit www.apqc.org/sc, or call us at 800-776-9676.
Executive SummarySurvey Scope and DemographicsQuantitative Data - Key Performance IndicatorsQuantitative Data - Other Performance IndicatorsQuantitative Data - Supplemental DataSummary of Qualitative InformationAbout APQC
To move through this report, please click on the table of contents items above or click on the tabs at the bottom of the page.
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Executive Summary Note: Mock data provided for purposes of illustration.Best Practices, Business Drivers, and Gap Analysis
Category of MeasuremenKey Performance IndicatorTotal cost of the process "plan inbound material flow" per $1,000 revenueTotal cost of the process "operate warehousing" per $1,000 revenueTotal cost of the process "operate outbound transportation" per $1,000 revenuePick-to-ship cycle time in hoursNumber of FTEs in the logistics function per $1 billion revenue
1. Plan inbound material flow2. Operate warehousing3. Operate outbound transportation
In the past, many organizations have viewed logistics activities mainly in terms of warehousing and transportation. Today's executives are taking a much broader view, examining the logistics function as a strategic opportunity for process improvement, cost savings, and increased customer satisfaction. Traditionally, organizations have focused on back-office infrastructure for efficiencies in process, productivity, and cost. Now, organizations are beginning to view supply chain processes such as logistics as the keys to competitive advantage, realizing that logistics functions and supporting processes can profoundly impact an organization's bottom line. Many organizations are implementing systems for measuring their logistics operations that allow them identify, quantify, and focus their improvements.
It is important to consider multiple categories of measures when evaluating your organization's logistics strategy and execution. The following charts highlight key performance indicators related to logistics in the categories of cost effectiveness, cycle time, and process efficiency for your organization compared to all participants.
Cost Effectiveness: Cost Effectiveness: Cost Effectiveness: Cycle Time: Process Efficiency:
Special Note: Any charts below lacking a bar for "Your Site" indicates inadequate data was provided to calculate, report, or chart this metric for your organization. To update your data submission, please contact APQC.
Reducing total costs can improve the efficiency and effectiveness of the logistics process. The challenge is to provide superior logistics and transportation services while holding the line on costs. That is increasingly more challenging in the face of continually rising freight rates triggered by fuel price increases, strong national and global demand, driver shortages and a variety of other factors. The overall logistics process can be further evaluated by looking at three key component processes:
Total cost for the HR function per employee
Bottom Performers
Median
Top Performers
Your Site
$0.00 $0.50 $1.00 $1.50 $2.00 $2.50
$2.00
$1.00
$0.50
$1.00
Total cost of the process "plan inbound material flow" per $1,000 revenue
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Executive Summary Note: Mock data provided for purposes of illustration.
Bottom Performers
Median
Top Performers
Your Site
$0.00 $0.50 $1.00 $1.50 $2.00 $2.50
$2.00
$1.00
$0.50
$1.00
Total cost of the process "plan inbound material flow" per $1,000 revenue
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Executive Summary Note: Mock data provided for purposes of illustration.
Bottom Performers
Median
Top Performers
Your Site
$0.00 $5.00 $10.00 $15.00 $20.00 $25.00
$20.00
$10.00
$5.00
$4.00
Total cost of the process "operate warehousing" per $1,000 revenue
Bottom Performers
Median
Top Performers
Your Site
$0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00
$50.00
$25.00
$10.00
$15.00
Total cost of the process "operate outbound transportation" per $1,000 revenue
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Executive Summary Note: Mock data provided for purposes of illustration.
Top performing logistics organizations, which balance in-house and outsourced activities, have implemented practices, processes and systems that enable the organization to fulfill orders faster and more completely with lower investments in inventory. An important indicator of cycle time performance is how long it takes the organization from pick-to-ship.
Bottom Performers
Median
Top Performers
Your Site
0 5 10 15 20 25 30
25
10
5
25
Pick-to-ship cycle time in hours
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Executive Summary Note: Mock data provided for purposes of illustration.
Cost Effectiveness$1.00
Cost Effectiveness$4.00
Cost Effectiveness$15.00
When striving to improve process efficiency, logistics organizations should seek to maximize the output per full-time equivalent (FTE) to minimize the personnel needed. Personnel costs continue to be the largest component of total logistics costs. The majority of these logistics personnel costs are supporting the distribution operations: transportation and warehousing.
The following table highlights your site's performance using red, yellow, green. Green indicates performance equal to or greater than the top quartile, yellow indicates performance in the second or third quartile, and red indicates performance equal to or below the bottom quartile.
Total cost of the process "plan inbound material flow" per $1,000 revenueTotal cost of the process "operate warehousing" per $1,000 revenueTotal cost of the process "operate outbound transportation" per $1,000 revenue
Bottom Performers
Median
Top Performers
Your Site
0 2 4 6 8 10 12
10
5
1
10
Number of FTEs in the logistics function per $1 billion revenue
Measurement Category Key Performance Indicator Your Site
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Executive Summary Note: Mock data provided for purposes of illustration.Cycle Time Pick-to-ship cycle time in hours
25 Process Efficiency
10
Contact Us
Number of FTEs in the logistics function per $1 billion revenue
To drill down into the various elements of Supply Chain costs, performance, and effectiveness, your organization should consider completing the other APQC Supply Chain benchmarking surveys:Supply chain planning (www.apqc.org/sc/scp)Procurement (www.apqc.org/sc/proc)Manufacturing (www.apqc.org/sc/mfg)
For more information, please contact the Research Services team:Phone: 800-776-9676 (outside U.S. +1-713-681-4020)E-mail: [email protected]
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Best Practices, Business Drivers, and Gap Analysis
Total cost of the process "plan inbound material flow" per $1,000 revenueTotal cost of the process "operate warehousing" per $1,000 revenueTotal cost of the process "operate outbound transportation" per $1,000 revenuePick-to-ship cycle time in hoursNumber of FTEs in the logistics function per $1 billion revenue
In the past, many organizations have viewed logistics activities mainly in terms of warehousing and transportation. Today's executives are taking a much broader view, examining the logistics function as a strategic opportunity for process improvement, cost savings, and increased customer satisfaction. Traditionally, organizations have focused on back-office infrastructure for efficiencies in process, productivity, and cost. Now, organizations are beginning to view supply chain processes such as logistics as the keys to competitive advantage, realizing that logistics functions and supporting processes can profoundly impact an organization's bottom line. Many organizations are implementing systems for measuring their logistics operations that allow them identify, quantify, and focus their improvements.
It is important to consider multiple categories of measures when evaluating your organization's logistics strategy and execution. The following charts highlight key performance indicators related to logistics in the categories of cost effectiveness, cycle time, and process efficiency for your organization compared to all participants.
Special Note: Any charts below lacking a bar for "Your Site" indicates inadequate data was provided to calculate, report, or chart this metric for your organization. To
Reducing total costs can improve the efficiency and effectiveness of the logistics process. The challenge is to provide superior logistics and transportation services while holding the line on costs. That is increasingly more challenging in the face of continually rising freight rates triggered by fuel price increases, strong national and global demand, driver shortages and a variety of other factors. The overall logistics process can be further evaluated by looking at three key component processes:
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Top performing logistics organizations, which balance in-house and outsourced activities, have implemented practices, processes and systems that enable the organization to fulfill orders faster and more completely with lower investments in inventory. An important indicator of cycle time performance is how long it takes the
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
$0.50 $1.00 $2.00
$5.00 $10.00 $20.00
$10.00 $25.00 $50.00
When striving to improve process efficiency, logistics organizations should seek to maximize the output per full-time equivalent (FTE) to minimize the personnel needed. Personnel costs continue to be the largest component of total logistics costs. The majority of these logistics personnel costs are supporting the distribution
The following table highlights your site's performance using red, yellow, green. Green indicates performance equal to or greater than the top quartile, yellow indicates performance in the second or third quartile, and red indicates performance equal to or below the bottom quartile.
Your Site Top Performers
Median Bottom Performers
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
5 10 25
1 5 10
Contact Us
To drill down into the various elements of Supply Chain costs, performance, and effectiveness, your organization should consider completing the other APQC Supply
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.
Process Classification Framework
The following processes and activities are included in the scope of this survey.
4.5.1 Define logistics strategy4.5.1.1 Translate customer service requirements into logistics requirements
4.5.1.2 Design logistics network4.5.1.3 Communicate outsourcing needs 4.5.1.4 Develop and maintain delivery service policy4.5.1.5 Optimize transportation schedules and costs4.5.1.6 Define key performance measures
4.5.2 Plan inbound material flow 4.5.2.1 Plan inbound material receipts4.5.2.2 Manage inbound material flow4.5.2.3 Monitor inbound delivery performance4.5.2.4 Manage flow of returned products
4.5.3 Operate warehousing 4.5.3.1 Track inventory deployment4.5.3.2 Receive, inspect, and store inbound deliveries
The foundation of the APQC's OSBC research is the Process Classification Framework, or PCF (www.apqc.org/pcf). APQC and its members developed the PCF, which is updated by a global advisory council of industry leaders. As a common language, the PCF allows organizations to see and discuss their activities from an industry-neutral viewpoint. Regardless of size, industry, or geography, organizations can use the PCF to benchmark and improve processes. The PCF organizes operating and management processes into 12 enterprise-level categories, including process groups and more than 1,500 processes and associated activities. Organizations can then discuss an activity and know its exact parameters. This benchmarking report focuses on PCF Category 4 Deliver Products and Services.
4.1.1.2 Collaborate with customers
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.4.5.3.3 Track product availability4.5.3.4 Pick, pack, and ship product for delivery4.5.3.5 Track inventory accuracy4.5.3.6 Track third-party logistics storage and shipping performance
4.5.4 Operate outbound transportation 4.5.4.1 Plan, transport, and deliver outbound product4.5.4.2 Track carrier delivery performance4.5.4.3 Manage transportation fleet4.5.4.4 Process and audit carrier invoices and documents
4.5.5 Manage returns; manage reverse logistics4.5.5.1 Authorize and process returns4.5.5.2 Perform reverse logistics4.5.5.3 Perform salvage activities4.5.5.4 Manage and process warranty claims
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Survey Scope and Demographics - LogisticsNote: Mock data provided for purposes of illustration.
*Note: Sample size only applies to organizations that responded to this question in this particular data set.
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Your Percentile
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Percentile
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Percentile
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Note: Mock data provided for purposes of illustration.
N
Your Organization All Participants
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2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Note: Mock data provided for purposes of illustration.
N
Your Organization All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Note: Mock data provided for purposes of illustration.
N
Your Organization All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Note: Mock data provided for purposes of illustration.
Bottom Performer
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Note: Mock data provided for purposes of illustration.
Bottom Performer
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Note: Mock data provided for purposes of illustration.
Bottom Performer
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Median
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Median
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Median
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Top Performer
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Top Performer
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Top Performer
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
GAP
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
GAP
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
GAP
All Participants
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Industry Peer
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
All Participants Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Industry Peer
All Participants Peer: Industry
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
Electronics
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Industry Peer
All Participants Peer: Industry
Electronics
Electronics
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
N
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
N
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
N
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Bottom Performer
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Bottom Performer
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Bottom Performer
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Median
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Median
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Median
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Top Performer
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Top Performer
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Top Performer
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
GAP
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
GAP
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
GAP
Peer: Industry
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Revenue Range PeerBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 Billion
Between $500 Million and $1 Billion
Between $500 Million and $1 Billion
Between $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 Billion
Peer: Industry Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Revenue Range Peer
Peer: Industry Peer: Revenue Range
Between $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 BillionBetween $500 Million and $1 Billion
Between $500 Million and $1 Billion
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Revenue Range Peer
Peer: Industry Peer: Revenue Range
Between $500 Million and $1 BillionBetween $500 Million and $1 Billion
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
N
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
N
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
N
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Bottom Performe
r
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Bottom Performe
r
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Bottom Performe
r
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Median
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Median
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Median
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Top Performer
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Top Performer
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Top Performer
Peer: Revenue Range
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
GAP
Peer: Revenue Range Peer: Region
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
GAP
Peer: Revenue Range Peer: Region
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
GAP
Peer: Revenue Range Peer: Region
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per function FTE
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per sales order shipped
Cost EffectivenessCost EffectivenessCost Effectiveness
Your Organization
Region Peer
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
Peer: Region
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7376 Dock-to-stock cycle time for supplier deliveries in hours Cycle Time
7377 Pick-to-ship cycle time in hours Cycle Time
7421 Cash-to-cash cycle time in days Cycle Time
7422 Days sales outstanding Cycle Time
7348
7357
7370
7372 Inventory accuracy
7373 Order fill rate
7387
7392
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Process EfficiencyProcess EfficiencyProcess Efficiency
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Process Efficiency
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
Process Efficiency
Region Peer
Peer: Region
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
N/S America
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric NameMetric
CategoryMetric Value
Your Organization
7394 Perfect order performance
7369 Number of sales orders filled per "operate warehousing" FTE Staff Productivity
Process Efficiency
Region Peer
Peer: Region
N/S America
N/S America
-
2011 APQC. ALL RIGHTS RESERVED.If you would like additional or customized analysis, please contact APQC at 800-776-9676. Confidential
Quantitative Data - Key Performance Indicators Note: Mock data provided for purposes of illustration.
MetricID Metric Name
7351
7363
7380
7391
7405
7406
7429 Inventory carrying cost as a percentage of average inventory value
7431 Total logistics cost as a percentage of sales
7349 Customer order cycle time in days Cycle Time
7360 Return processing cycle time in days Cycle Time
Metric Category
Metric Value
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate warehousing" per $1,000 revenue
Cost Effectiveness
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Cost Effectiveness
Total cost to perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1,000 revenue
