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Example KPIs for Human Resources (HR) Departments Example KPIs for Customer Service Departments
Actual versus budgeted cost of hire Agent's full-time employees (FTEs) as percentage of
Annualized voluntary employee turnover rate total call center FTEs
Annualized voluntary turnover rate Answering percentage (number of sales calls
Average headcount of employees each human resources answered/total number of sales calls offered)
(HR) employee working is caring for Average after-call work time
Average interviewing costs Average number of calls/ service request per handler
Average length of placement in months for the manager Average queue time of incoming phone calls
Average length of service of all current employees Cost per minute of handle time
Average length of service of all employees who have Costs of operating call center/ service desk
separated Email backlog
Average months placement Field service technician utilization
Average number of training hours per employee Hit rate (products sold compared to total received sales
Average number of vacation days per employee calls)
Average performance scores of departing employees Inbound abandon rate
Average retirement age Inbound agent dialed calls
Average salary Inbound availability rate
Average salary for all employees reporting to the Inbound average talk time
selected manager Inbound average wrap time
Average sourcing cost per hire Inbound call center leads created
Average time employees are in same job/ function Inbound call center opportunities created
Average time to competence Inbound calls handled
Average time to update employee records Inbound calls handled per agent hour
Average training costs per employee Inbound service level
Compensation cost as a percentage of revenue Number of complaints
Contingent workers Percentage of customer service requests answered in
Employee satisfaction with training given timeframe
End placements Percentage of calls transferred
Female to male ratio Total calling time per day/week/month
Full-time employees (FTEs) per human resources (HR)
department FTE
Headcount of contingent workers for the manager
HR average years of service (incumbents)
HR average years of service (terminations) FINANCE & TREASURY
HR department cost per FTE
HR headcount - Actual Example KPIs for Finance Departments
HR headcount - Available Accounting costs
HR to employee staff ratio Accounts payable turnover
Job vacancies as a percentage of all positions Accounts receivable collection period
New hire quality Accounts receivable turnover
Time to fill Actual expenses
Hiring manager satisfaction Amount due (per customer)
Cost per hire Average customer receivable
Staffing efficiency Average monetary value of invoices outstanding
Internal, external, and total headcount recruiting costs Average monetary value of overdue invoices
and ratios Average number of trackbacks per post
Number of end placements made in the reporting period Budget variance for each key metric
for the manager Budgeted expenses
Part-time employees as a percentage of total employees Capital expenditures
Percentage of employees receiving regular performance Cash conversion cycle (CCC)
reviews Cash flow return on investments (CFROI)
Percentage of employees that are near or at max for Cost of goods sold (COGS)
their vacation balances Cash dividends paid
Percentage of HR budget spent on training Cost per pay slip issued
Percentage of new hire retention Creditor days
Ratio of internal versus external training Current receivables
Ratio of standard level wage to local minimum wage Cumulative annual growth rate (CAGR)
Return on investment (ROI) of training Cycle time for expense reimbursements
Total overtime hours as a percentage of all work hours Cycle time to process payroll
Training penetration rate (percentage of employees Cycle time to resolve an invoice error
completing a course compared to all FTEs) Cycle time to resolve payroll errors
Workforce stability Days payable
Debtor days
Direct cost
Discounted cash flow

Earnings before interest and taxes (EBIT)

Earnings before interest, taxes, depreciation (EBITDA) INFORMATION TECHNOLOGY
Economic value added (EVA)
Employee available time Example KPIs for Information Technology (IT)
Employee scheduled time Departments
Employee work center loading Account create success
Enterprise value/ takeover value Account termination success
Expense account credit transactions Active directory performance index
Expense account debit transactions Alert-to-ticket ratio
Expense account transactions Average data center availability
Fixed costs Call center PBX availability
Gross profit Campus PBX availability
Gross profit margin Customer connection effectiveness
Indirect costs Data center capacity consumed
Inventory turnover Email client availability
Inventory value Exchange server availability
Invoice processing costs Incidents from change
Internal rate of return (IRR) Internet proxy performance
Market share gain comparison percentage Network availability - High availability sites
Net change in cash Network availability - Standard sites
Net income Network manageability index
Net present value (NPV) No problem found/duplicate tickets
Number of invoices outstanding Percentage of branch office backup success
Number of unapplied receipts Percentage of circuits exceeding target utilization
Number of past-due loans Percentage of IT managed servers patched at deadline
Open receivables Percentage of production servers meeting software
Open receivables amount (per customer) configuration standards
Operating leverage Percentage of security update restarts within
Past-due receivables maintenance window
Payables turnover Percentage successful remote access server (RAS)
Payment errors as a percentage of total payroll connections
disbursement Phone answer service level
Percentage accuracy of financial reports Priority 1 and priority 2 network incidents meeting SLA
Percentage of bad debts against invoiced revenue Product adoption status and compliance
Percentage of electronic invoices Restore success rate
Percentage in dispute (per customer) Server growth rate
Percentage of invoices being queried Server manageability index
Percentage of invoices requiring special payment Service desk client satisfaction - Percentage dissatisfied
Percentage of low-value invoices Service desk tier 1 resolution rate
Percentage of open receivables (per customer) Service desk time to escalate
Percentage of payable invoices without purchase order Service desk time to resolve
Percentage of service requests posted via web (self- Storage utility service availability
help) Storage utility utilization
Perfect order measure Virtual machine provisioning interval
Quick ratio Virtual server utility availability
Receivables Web server availability
Receivables turnover
Return on capital employed (ROCE)
Sales growth MARKETING
Share price
Systems cost of payroll process as a percentage of total Example KPIs for Marketing Departments
payroll cost Ad click-through ratio (CTR)
Total payables Average response rates of campaigns
Total energy used per unit of production Brand awareness percentage
Total receivables Brand consideration
Total sales Brand credibility
Unapplied receipts Brand strength
Variable costs Column inches of media coverage
Weighted days delinquent sales outstanding Consumer awareness
Weighted days delinquent sales outstanding (per Contact rate (number of contacts effectively contacted /
customer) number of contacts in the target list)
Weighted terms outstanding Cost per converted lead
Weighted terms outstanding (per customer) Cost per lead
Cost per mile (CPM)
Delivery of materials
Effective reach
Gross rating point (GRP)

Growth sustainability rate of brand Qualified opportunities

Leads generated Revenue per sales person
Marketing budget awareness-demand ratio Sales capacity
Marketing budget ratio (MER) Sales cycle time
Number of article placements in trade magazines Sales per department
Number of client visits Sales person turnover
Number of product focus groups conducted Sales quota
Number of customer satisfaction surveys administered Time utilization
Number of placements in trade magazines Unweighted sum of deal size in sales pipeline
Number of trade shows attended / participated in Value of sales lost
Percentage of customers willing to promote your Win/loss ratio percentage
Q score (a way to measure the familiarity and appeal of
a brand, etc.)
Return on investment (ROI) of brand
Return on marketing investment (ROMI)
Revenue generation capabilities of brand
Staying in budget
Average revenue per guest
Target rating point
Total cost of customer acquisition Average revenue per table
Complaints per head
Transaction value of brand
Website click-throughs Complaints per order Labor cost per guest
Labor cost per table Minutes per table turn
Website hits
Website leads generated Profit per table


Average profit percentage on sales Carrying cost of
stock Gross profit on sales
SALES DEPARTMENTS Sales and stocktaking discrepancies
Sales per head
Actual calls Stock turnover
Actual sales value versus initial bid Stock value
Age of sales forecast
Average administrative time per sales person FRONT OF HOUSE AND RESTAURANT
Average deal size MANAGEMENT
Average number of activities (calls, meetings, etc.) to Customer satisfaction
close a deal Front of house labor hours
Average price discount per product Food, dessert, and beverage sales per head
Average price discount per sales person Front of house labor percentage
Average revenue per product Linen costs
Call quota Number of customers
Closed sales Revenue per available seat hour (RevPASH)
Closing ratio Seating efficiency
Customer acquisitions costs as a percentage of sales Strike rate - Number of diners over number of occupying
value guests
Customer churn ratio Total sales per head - Total sales divided by the number
Customer loyalty of customers.
Customer purchase frequency
Customer satisfaction KITCHEN MANAGEMENT
Frequency of sales transactions Food cost percentage - Food cost over food sales
Gross margin per product Food costs per head
Gross margin per sales person Kitchen labor percentage - Kitchen labor cost over food
New sales person ramp-up time sales
Number of certified partners Kitchen labor hours - Over sales
Number of deals per partner Kitchen linen costs
Number of sales orders by FTE Percentage of sales per selling items
Number of sales people meeting their quota Stock value
Number of units sold per day/week/month/quarter/year Total food costs
Partner churn ratio
Partner profit margin MANAGEMENT OF FINANCE AND
Percentage of converted opportunities ADMINISTRATION
Percentage of online sales revenue Cash position at bank
Percentage of sales due to launched product/services Administration labor costs
Percentage of sales representatives to achieve quota Computer and technology efficiency (percentage of
Percentage of sales revenue via partner channel downtime, POS accuracy, staff equipment literacy rate)
Pipeline by sales stage Taxes owed
Qualified leads Return on investment

Sales and costs - Actual versus budget as a percentage Surface runoff efficiency
Stocktaking discrepancies per department Total recycled content by material value
Total (short term) accounts due Transport time efficiency
Total accounts payable Waste cost per carriageway or pipeline length
Waste cost per project as percentage
SALES AND MARKETING PLUS FUNCTION Waste cost per project footprint
MANAGEMENT Waste cost per square meter floor area
Booking forecast - Future x weeks / months, special Waste generation (tonnage) per project
holidays Waste generation (tonnage) per square meter/ foot
Number of function inquiries, percentage of campaign Waste generation (volume) per project
cost against functions Waste generation (volume) per square meter/ foot
Marketing and advertising costs and cost per response Wastewater discharge
as ratio
Number of customers EMISSIONS TO AIR
Press mentions Acid rain, eutrophication, and smog precursors
Campaign response rate Dust and particles
Sales inquiry conversion rate - The number of inquiries Greenhouse gases
that turn into actual sales Metal emissions to air
Sales per head (across all areas) Ozone depleting substances
Repeat visits, especially by top 100 or 200 customers Volatile organic compounds


Average hourly pay Nutrients and organic pollutants
Average length of employment Metal emissions to water
Profit/markup on function labor charge-out (caterers)
Labor turnover (number of new staff in any one week or EMISSIONS TO AIR
month) Acids and organic pollutants
Sick days taken (as a percentage of total available Metal emissions to land
working days) Pesticides and fertilizers
Total labor cost percentage Radioactive waste
Total labor hours per each section Waste (landfill, incinerated, and recycled)
Wage cost percentage - Wage costs as a percentage of


21-day weight per litter
INDUSTRY Amount of trees planted versus actual planted by
Electronics Sub-sector indicators - For printed Average number of harvest per year
circuit board (PCB), semiconductor, and cathode Carbon dioxide per square mile
ray tube (CRT) manufacture Cost per wildfire
Chemical emission rate per facility Customer satisfaction level (CSAT)
Compliance with water license conditions Domestic demands versus supply
Cost per load Dust and particles per square mile
Demolition recovery index and new build recovery index Establishment's occupancy
Discharge efficiency Establishment's rate
Energy indicators Export rate
Facility saturation rate Import rate
Percentage of hazardous material over total waste Increase or decrease in number of complaints over time
Percentage of reusable/recycled material Increase or decrease in number of hunting applications
Percentage of sample failure over time
Percentage of total waste diverted from landfill and Industry employment source and turnover rate
other disposal options Industry gross product
Percentage of waste recycled off site Industry revenue
Percentage of wastewater treatment works meeting Landslides caused by wildfires
license conditions Number of wildfires
Percentage of waste reused off site Percentage of increase in rod license
Percentage of waste reused on site Percentage of increase or decrease in fish count (in
Pollution indicators (emissions to air, effluent, solid relation to ecological effects)
waste) Percentage of hazards minimized within x hours of
Potable water consumption notification
Renewable energy consumption Percentage of live birth (per each animal group)
Segregation rate Percentage of natural resources accessed
Site level indicators of resource efficiency Percentage of natural resources sustained

Total wages Change orders - Clients

Wean per litter Change orders - Project manager
Weight per litter at birth Client satisfaction - Client-specified criteria
Client satisfaction product - Standard criteria
Client satisfaction service - Standard criteria
Cost for construction
KPIS FOR THE ARTS, ENTERTAINMENT, Cost predictability - Construction
Cost predictability - Construction (client change orders)
AND RECREATION INDUSTRY Cost predictability; Construction (project leader change
Cost predictability - Design
Album publication over total submission
Cost predictability - Design and construction cost to
Average ticket price per season
rectify defects
Cost per broadcast hour
Customer satisfaction level
Cost per performing night
Day to day project completion ratio - Actual versus
Cost per production hour
Cost per viewer/ listener
Donation percentage of total revenue
Interest cover (company)
Donation increase / decrease over time
Labor cost - Actual versus baseline
Employer satisfaction rate
Labor cost over project timeline
Employment rate Liability ratio (over asset) on current versus completion
Gallery showing over total submission
Graduation rate Number of defects
Increase/decrease number of performance nights per
Outstanding money (project)
year Percentage of equipment downtime
Market share
Percentage of labor downtime
Net surplus percentage Percentage of backlogs over project timeline
Number of kindergarten through 12th grade school
Percentage of unapproved change orders
tours per year
Productivity (company)
Occupancy rate
Profit margin - Actual versus baseline profit margin over
Percentage of broadcast hours by genre
project timeline
Percentage of national content (broadcasting
Profit predictability (project)
Profitability (company)
Percentage of overhead against total expenditure
Quality issues at available for use
Profit percentage
Quality issues at end of defect rectification period
Ratio of amateur versus professional performers
Ratio of value added (company)
Repeat business (company)
Seating efficiency
Reportable accidents (including fatalities)
Special/guest appearance cost per revenue
Reportable accidents (non-fatal)
Television show rating Return on capital employed (company)
Utilization rate (recording studio, concert hall, art
Return on investment (client)
studio) Return on value added (company)
Viewers/listeners for each medium as a percentage of
Time for construction
total population Time predictability - Construction
Time predictability - Construction (client change orders)
Time predictability - Construction (project leader change
Number of awards
Number of gallery showings per year
Time predictability - Design
Number of public appearances per year
Time predictability - Design and construction
Number of published recordings
Time taken to reach final account (project)
Number of renowned awards (e.g., Billboard, Oscar,
Time to rectify defects
Ratio of won competitions over participated


Administrative expenses as a percentage of educational
Number of accidents
and general expenditures
Number of accidents per supplier
Admission test scores for entering students
Actual working days versus available working days
Annual student survey - Two-year comparison in five
Cash balance - Actual versus baseline
key areas

Attrition rate of online courses National ranking of baccalaureate, masters, and doctoral
Average course experience degrees awarded to minority students
Average daily attendance Nationally ranked programs
Average daily participation percentages NCAA team sports athletics total wins
Average endowment distribution by student Non-instructional FTE per student FTSE, or non-
Average net academic cost and average percent instructional FTE to instructional FTE ratio
discount NSSE results in quality of student advising, entire
Average percentage consistently absent educational experience, would attend again, overall
Average student credit hours taught by tenure/ tenure satisfaction
track faculty by college Number of degrees awarded
Average tenure or tenure track faculty salaries by Number of students per teacher
college compared to peer benchmarks Number of total budgeted tenure/ tenure track faculty
Average undergraduate student credit load positions
Average student free application for federal student aid Number of vocational degrees awarded
(FASFA) unmet financial need Percentage of academic staff with a doctorate
Average graduating student debt Percentage of full-time faculty who are women, are
Choice into district - Number of students ethnic minorities, or have terminal degrees
Choice out of district - Number of students Percentage of course requests satisfied by semester
Class attendance Percentage of degree-seeking new transfers (of total
Classroom and laboratory utilization enrollment)
Comparison of most recent graduating high school Percentage of first year class in top 10% and top 25%
classes to diversity of new 18-and 19-year-old students of HS graduating class
who enroll in the following fall term Percentage of first year students requiring
Continuation rates of college students developmental education and successful completion
Cost per graduate percentage of developmental education
Cost per meal (CPM) Percentage of graduating seniors from area high schools
Degrees awarded - Baccalaureate, masters, doctoral from most recent academic year who enroll in following
Development expenditures as a percentage of total fall term
external income Percentage of new students ages 18 to 19 who need
Distance learning enrollment developmental education based on their test scores
Distance learning number of degree programs Percentage of tenure/tenure track faculty holding grants
Dollar value of restricted research expenditures by college
Dollar value of total external research grant applications Percentage of total positions endowed
and expenditures Percentage of undergraduates receiving baccalaureate
Endowment value per student degrees with eight SCH or fewer above minimum
Expenditures per student requirement, number qualifying for state mandated
Fewer students classified as needing special education rebate, and number requesting and receiving their
services rebate
Four-year graduation rate for community college Postdoctoral fellows
transfer students with 30+ hours Program expenditures as a percentage of budgets
Freshman retention rate by ethnic group and by Research rankings national and state Retention rates of
financial aid category students in vocational courses SCH taught by
Fund balance at x % of yearly expenditures tenure/tenure track faculty vs. non-tenure/tenure track
Graduate/ professional degrees in high demand fields faculty by college
Home school students registered - Number of students Six-year graduation rate and combined
Increase of percentage of school-age students with graduation/persistence rate
disabilities participating in occupational education Student services expenditures per student FTSE
program Students per faculty
Increase of percentage of school-age students with Successful course completion
disabilities receiving special education services in System-wide reduction in energy use over ten years
general class placements Technology transfer - new invention disclosures, patents
Increase of percentage of preschool students with issues, licenses and options executed, gross revenue
disabilities receiving special education services in from intellectual property
settings that include nondisabled children Time to a baccalaureate degree by area of study
Increase of percentage of school-age students with Total budgeted endowed professorships and chairs
disabilities receiving services in general education Total degree seeking new transfers
buildings Total external gifts by alumni - Number and amount
Institutional debt per student Total external gifts by corporations - Number and
Instructional expenses per student amount
International student load Total external gifts by foundations - Number and
International student headcount and percentage of FTE amount
Licensure exam pass rates Total external gifts by individuals - Number and amount
Licensure exam pass rates in program x Total new transfer students
Master's-level five-year and doctoral ten-year graduation Total operating expenditures per student FTE
rate Total professorships and chairs positions filled
Masters and doctoral graduates employed in state x Total state appropriations per FTE student and tuition
compared to other state x graduates and fees per FTE student in constant dollars

Total state appropriations per FTE student compared to Operating leverage

peers Operating margin
Total stipend support for graduate students Operating profit margin
Transportation costs per pupil Other current liabilities
Tuition and mandatory fees compared to peers Other noncurrent liabilities
Undergraduate classes with fewer than 30 students Percentage of accuracy of periodic financial reports
Undergraduate degrees in high demand fields Percentage of effectiveness in payables management
Undergraduate financial aid awards Percentage of budget deviation relative to total budget
Undergraduates per professional academic advisor by Percentage of electronic invoices
college Percentage of financial reports issued on time
Unrestricted reserves as percentage of operating budget Percentage of invoices requiring special payment
University students studying abroad headcount Percentage of invoices under query
Yellow bus on-time performance Percentage of legal budget spent outside
Percentage of low-value invoices
Percentage of payable invoices without purchase order
INDUSTRY Product turnover ratio
FINANCE Profit loss due to theft
Accounting costs Profit margin
Accounts payable Profit per product
Accounts payable turnover Quick ratio
Asset turnover rate Rate of return on assets
Average sum deposited in new deposit accounts Rate of return on equity
Average value of past due loans Return on assets
Cash conversion cycle (CCC) Return on capital employed (ROCE)
Cash dividends paid Return on investment (ROI)
Cash flow return on investments (CFROI) Return to equity
Common stock equity Revenue
Cost of goods sold (COGS) Revenue per employee
Cost per hour per lawyer (in-house) Sales per share
Creditor days Same store sales
Cumulative annual growth rate (CAGR) Selling general and administrative (SG&A) expenses
Cycle time to perform periodic close Share price
Cycle time to resolve an invoice error Shares outstanding
Days payable Sharpe ratio
Debt-to-asset ratio Short-term debt
Debtor days Sortino ratio
Direct costs Systems cost of payroll process as a percentage of total
Earnings per share (EPS) payroll cost
EBIT Tier 1 capital
EBITDA Total assets
Economic value added Total current liabilities
Enterprise value/takeover value Total equity
Fixed costs Total legal spending as a percentage of revenue
Gross margin on managed assets Total liabilities
Gross profit Total of uninvested funds
Gross profit margin Total quantity of new deposit accounts
Indirect costs Total sum deposited in new deposit accounts
Interest expense Total value of past due loans
Interest on net worth Variable costs
Invoicing processing costs INSURANCE
Labor and management cost Average insurance policy size
Labor and management earnings Claims
Legal staff per size of revenue Combined cost and claims ratio
Long-term debt Combined ratio
Marginal costs Current premium versus loss
Market share Earned premium
Net change in cash Expense ratio
Net interest margin Expenses
Net new money Exposure
Net profit Loss adjustment expenses (LAE)
Net profit margin Loss ratio
Number of budget deviations Number of days open of insurance claims
Number of invoices outstanding Number of new insurance policies
Number of past due loans Previous premium versus loss
Operating income Underwriting speed of insurances

Written premium MTD cash collected

MTD revenue
Net income to patient revenue
Accounts receivable
Net revenue
Accounts payable and accrued expenses
Non-operating gains
Admissions in-patient
Number of new hires per day
Average length of stay (ALOS)
Nurse turnover rate
Average length of stay (ALOS) for top ten diagnoses
Nurse vacancy rate
Assets in current period
Nurses attention to needs
Assets in prior period
Operating income
Average age of plant
Operating profit margin
Average age of workforce
Operating revenues
Average daily and monthly census
Other liabilities
Average hourly rate
Outside labor as a percentage of total
Average length of stay
Over or under consumption of service lines by payer
Average payment period (days)
Average time to fill positions
Overtime costs
Backorder percentage
Paid time off costs at business unit level
Bad debt as percentage of net revenue
Paid time off costs at department level
Bottleneck areas
Patient accounts receivable
Break even
Patient care hours
Capital expenditure growth rate
Patient complaint rate
Case mix index
Patient satisfaction
Cash and equivalents
Patient wait times, by process step
Cash collected versus target
Patient/staff ratios
Cash on hand (days)
Patients who leave without being seen (by day, by time)
Communication effectiveness
Percentage of capital expenses
Contract negotiation schedule
Percentage of cash flow to total debt
Cost per discharge
Percentage of cash flow to total liabilities
Current asset turnover
Percentage of charitable revenue
Current ratio
Percentage of debt to capitalization
Days in accounts receivable
Percentage of fixed asset financing
Debt service coverage ratio
Percentage of in-patient capitated revenue
Depredation funds
Percentage of in-patient commercial revenue
Depreciation rate
Percentage of in-patient HMO revenue
Discharge process time
Percentage of in-patient revenue
Discharges in-patient
Percentage of in-patient self-pay revenue
Discounts trends, revenue, and margin by payer class
Percentage of Medicaid revenue
Due to third parties
Percentage of operating margin
Education funds
Percentage of outpatient Medicare revenue
Emergency visits outpatient
Percentage of outpatient revenue
Encounters outpatient
Percentage of part-time FTEs of total FTEs
Equity financing
Percentage of voluntary staff turnover
Errors related to procedure/treatment or test
Physician FTE
Events, number of events by type and department
Physician productivity (relative value units)
Expenses per physician FTE
Purchase order (PO) quantity ordered by department
Fixed asset turnover
Property, plant, and equipment
Free operating cash flow to assets
Readmission rates
Free operating cash flow to revenue
Replacement viability
FTE per occupied bed
Reported income index
FTEs per adjusted occupied bed
Reserve levels
Growth rate on equity
Return on equity
Hazardous materials usage
Return to vendor
Informed about delays
Revenue by contract type
Inventory ratio
Revenue per physician FTE
Inventory turnover
Risk-adjusted mortality
Investments at market value
Salaries and benefits
Long-term debt
Satisfaction with physical examination
Long-term investments
Satisfaction with physician
Maintained bed occupancy
Service line utilization and trends by payer type
Mean wait time in emergency department (ED) for
Service provision
hospital bed
Short-term investments
Medication errors, number of errors per 1,000
Skill levels
Source of hires versus cost
Medication errors, number of errors per month/year
Staff turnover
Month to date (MTD) bad debt

Staff turnover by job code Number of broadcast hours per day/week/month/year

Staff turnover by location Number of or percentage of spam complaints
Staffing cost trend Number of orders, transactions, downloads, or actions
Staffing-related quality indicators Open rate
Supplies and services Output per employee (unique first run broadcast hours
Surgical cases in-patient by employee for each medium)
Surgical cases out-patient Pay per click (PPC)
Times interest earned Pay per lead (PPL)
Total admissions Pay per sale (PPS)
Total cash and investments Percentage of broadcast hours by genre
Total compensation per FTE (news/sports/entertainment, etc.)
Total discharge Percentage of overhead (non-direct operating costs)
Total income against total expenditure
Total liabilities Percentage of orders, transactions, downloads, or
Total margin actions of emails sent or delivered
Total operating expenses Percentage unique clicks on a specific recurring Iink(s)
Total paid time off of FTEs Referral rate ("send-to-a-friend")
Total PO dollar amount Site stickiness (number of pages visited per visit)
Total revenue per FTE Subscriber retention (number of subscribers, bounces,
Total salary per FTE unsubscribes/number of subscribers)
Total travel distance Total cost per subscription
Total turnover per manager Total listener hours (day/week/month/year)
Total turnover per tenure Total revenue
Total unrestricted funds Total revenue per subscription
Turnover of clinical and non-clinical staff Unique visitors (total number of unique visitors per
Uncompensated care day/week/month)
Unit efficiency Unsubscribe rate
Unrealized gains Utilization of production resources
Vacancy rate Value per visitor
Weekly payroll Viewers/listeners for each medium as a percentage of
Working capital absorption total population
Working capital for current accounting period Website actions (number of visits to a specific web page
or pages)
KPIS FOR THE INFORMATION INDUSTRY Website traffic (total page impressions per
Annual cost per reading day/week/month)
Average cost per article
Average cost per subscription
Average dollars per email sent or delivered KPIS FOR THE MANAGEMENT OF
Average quarter-hour audience
Average revenue per subscription INDUSTRY
Average time spent listening per user Capital ratio
(day/week/month/year) Cash position by currency
Bounce rate Cash-to-assets ratio
Click to open rate (number of unique clicks/ number of Cash-to-liabilities ratio
unique opens) Cash-to-working capital ratio
Click-through rate Cash utilization
Click-through rate (CTR) Change in residual risk levels
Conversion rate Comparative revenues across
Conversion rate (number of actions/unique click- offices/subsidiaries/departments
throughs) Consolidated payments
Conversion rates Consolidated profits
Cost per broadcast hour Consolidated receivables
Cost per consumed (by viewers/listeners) hour Consolidated revenues
Cost per customer Consolidated settlements
Cost per lead, prospect, or referral Cost of equity
Cost per production hour Cost to hire management talent
Cost per viewer/listener Cost-to-income ratio - By business
Cost per visitor Cost-to-income ratio - Consolidated
Cost per action (CPA) Days in accounts payable
Cumulative audience sessions Days in accounts receivable
Delivery rate (emails sent, bounces) Earnings per share
Gross ratings points Economic profit
Life cycle cost per reading Effectiveness of the risk management practices that are
Local content as a percentage of all content controlling material risks
Net subscribers (number of subscribers plus new Employee engagement (as measured through survey
subscribers) -(bounces + unsubscribes) participation)



Employee movement (such as time in position, Percentage reduction in manufacturing lead times
transfers, and promotions) Percentage savings in costs
External funds under management Percentage savings in inventory costs
Holding company cash flow Percentage savings in labor costs
Internal rare of return on new business information Percentage savings in transportation costs
technology (IT) spending per employee Planned work to total work ratio
Level of inherent risk Predictive maintenance monitoring (maintenance events
Long-term debt per cycle)
Net profit growth Process capability
New business profit Productivity
Operating profit on long-term investments Quality improvement (first-pass yield)
Profit diversification Quality tracking-six sigma
Return on equity Reduced time to productivity
Revenue mix Reduction in penalties
Short-term debt Savings in inventory carrying costs
Time to hire management talent Scheduled production
Total cash deposits Spend analytics
Storehouse stock effectiveness
Supplier trending
KPIS FOR THE MANUFACTURING Time from order to shipment
Time on floor to be packed
INDUSTRY Unplanned capacity expenditure
Asset utilization Unused capacity expenditures
Avoided cost Waste ration reduction
Capacity utilization
Work-in-process (WIP)
Comparative analytics for products, plants, divisions,
Compliance rates (for government regulations, etc.)
Customer complaints
Customer satisfaction
Cycle time
Demand forecasting
Faults detected prior to failure
First time through
Forecasts of production quantities, etc. Average bucket weight
Increase/decrease in plant downtime Average fuel use per machine
Industry benchmark performance Average loading time
Integration capabilities Average number of dumps per hour/day/week/month
Interaction level Inventory Average number of loads per hour/day/week/month
Job, product costing Average payload
Labor as a percentage of cost Average swing time
Labor usage, costs-direct and indirect Cash operating costs per barrel of oil equivalent (BOE)
Machine modules reuse Change time (time between cycles)
Maintenance cost per unit Cycle distance
Manufacturing cost per unit Cycle time
Material costing, usage Degree of purity and physical characteristics
Mean time between failure (MTBF) Dilution of ore
Mean time to repair Dump time
Number of production assignments completed in time Efficiency of metallurgical recovery
On-time orders Empty stop time
On-time shipping Empty travel distance
Open orders Empty travel time
Overall equipment effectiveness Exploration costs
Overall production efficiency of a department, plant, or Finding and development costs
division Flitch
Overtime as a percentage of total hours Fuel (e.g. , gallons/hour)
Percentage decrease in inventory carrying costs Gross refining margin
Percentage decrease in production-to-market lead-time Incident rate (accidents, etc.) per x hours
Percentage decrease in scrap and rework costs Lifting costs
Percentage decrease in standard production hours Loaded stop time
Percentage increase in productivity Loaded travel distance
Percentage increase in revenues Loaded travel time
Percentage material cost reduction Loading time
Percentage reduction in defect rates Lost time incident frequency rate
Percentage reduction in downtime Number of equipment failures per
Percentage reduction in inventory levels day/week/month/year)

Number of holes drilled per day/week/month/year Repair order past due percentage
Oil reserves Sales per employee
Payload Sales per estimator
Payload correction (difference between raw and Sales per production square foot
corrected payload) Sales per production technician
Percent (metal, etc.) in ore Service booked to renewal ratio
Percentage uptime (of equipment, plant, etc.) Service contracts activated new business value
Product into shed Service Contracts activated renewals value
Production cost per barrel Service contracts expired value
Production rate-bank cubic meter (BCM)/ hour (cubic Service contracts terminated billed value
meters of material moved per hour) Service contracts terminated remaining value
Raw material substitution rate (percentage) Service department throughput (per day/week/month)
Raw payload Service level
Reserve and resource replacement (percentage) Service renewal past due percentage
Tons of ore feed Service renewals booked value
Tons per hour Service renewals forecast
Tons per load Service renewals uplift
Total minutes lost per shift due to breaks Service request backlog
Unit variable costs Service request closed activity
Utilization Service request escalated backlog percentage
Waste per ton Service request reopened activity
Waste recycling (e.g., tons per time unit) Service request unassigned backlog percentage
Waste volume Target membership growth
Total pans/material cost as a percentage of total sales
Unresolved escalated backlog percentage
KPIS FOR THE OTHER SERVICES Unresolved service request backlog
Unresolved unassigned backlog percentage
Average employee utilization
Average equipment utilization KPIS FOR PROFESSIONAL, SCIENTIFIC, AND
Average number of days required to repair the item TECHNICAL SERVICES
Average number of no· shows per week/month
Average number of training hours per employee Annual billable utilization percentage
Average repair cost Availability
Average repair time Availability (excluding planned downtime)
Average revenue per service delivered Average percentage of CPU utilization
Cash collected Average percentage of memory utilization
Collections Average hourly fee
Average training cost per employee Average number of virtual images per administrator
Client retention rate Cost of managing processes
Customer turnover rate Cost of service delivery
Daily goals Deviation of planned budget for SLA
Employee turnover rate Downtime
Gross profit on pans/material sold Mean time to repair (MTTR)
Idle time Mean time between failure (MTBF)
Material cost per service hour sold Number of defects found over period of time
Mean service request completion time Number of outstanding actions of last SLA review
Time to dose distribution (by time buckets) Percentage of application development work outsourced
Net profit as a percentage of labor sold Percentage of bugs found in-house
Number of apprentices and organized members certified Percentage of consultants generating revenue
Number of apprentices and organized members needed Percentage of consulting hours that generate revenue
to meet requirements Percentage of email spam messages stopped/detected
Number of open service requests Percentage of outage due to changes (planned
Number of prospective clients converted to clients unavailability)
Number of service requests resolved during the period Percentage of outage due to incidents (unplanned
Number of training courses conducted per unavailability)
month/quarter/year Percentage of service requests resolved within an
Service level details agreed-on period of time
Percentage of members participating in approved Percentage of systems covered by antivirus/antispyware
programs software
Percentage of total members participating in meetings Percentage of systems with latest antivirus/antispyware
Period service renewal rate signatures
Period service renewals booked value/period service Percentage of time lost redeveloping applications as a
renewals value result of source code loss
Period service renewals value Percentage of time sheets in need of
Repair order mean time to repair correction/validation

Percentage of unit tests covering software code Percentage annual increase in new dollars generated for
Percentage of user requested features economic development programs
Profit per project Percentage increase in graduation rare
Quality assurance personnel as percentage of the Percentage of businesses trained and subsequently
number of application developers receiving funding within two years
Software development quality Percentage of children with insurance
System usability scale Percentage of people with disabilities satisfied or very
Time ratio for design to development work satisfied with service access within three years
Time-to-market of changes to existing products/services Percentage of residents satisfied with community
Total service delivery penalties paid involvement process with economic development
Unit costs of IT services Percentage of residents with increased access to
Workforce turnover rate primary and specialty medical care
Percentage of sheltered animals adopted
Percentage of youth with improved academic
INDUSTRY Percentage increase in the number of affordable and
special needs housing
ECONOMIC DEVELOPMENT Percentage of businesses satisfied or very satisfied with
Amount of new retail square footage the city/county's business processes
Average number of business days before reported Percentage of customers of the health and human
graffiti is removed services area satisfied or very satisfied with service
Cost per animal sterilized delivery and customer care
Cost per person trained in workforce development Percentage of participants who report they learned
Cost per sheltered animal something that will help them start a business
Cost per youth placed in summer youth employment Percentage of survey respondents earning less than
jobs $25,000 per year that rate the city/county's health and
Development of county-wide infrastructure, land supply, human services as good or very good
and affordable housing plan within one year, plan Percentage of survey respondents that agree the city or
implementation and schedule adherence thereafter county government effectively develops low-
Dropout rate of high school students income/poor areas
Health and human services Percentage of users of health and human services
Housing affordability index/percentage of households satisfied or very satisfied with transit access to health
that can afford a median-priced home care
Net loss of agricultural or environmentally sensitive Reduced percentage rate of uninsured in the city/county
areas Sick leave hours used per 1,000 hours
Number of affordable mortgages financed for eligible Total infant mortality rate per 1,000 live births
low and moderate income families Total mortality rate (all causes) per 100,000
Number of childcare facilities in areas of need Unemployment rate
Number of childcare facilities with national accreditation
Number of economic development inquiries received NEIGHBORHOOD AND UNINCORPORATED AREA
Number of emerging technology projects MUNICIPAL SERVICES
Number of existing and startup businesses and agencies Cost per document released
trained by the city or county per year that remain in Net loss of agricultural designated lands outside the
business after two years urban development boundary (UDB) or environmentally
Number of jobs created in the community from sensitive lands
economic and community development projects Number of infill development and infill housing units and
Number of loans to low and moderate income persons infill redevelopment projects per year (completed)
closed per year Number of renters assisted
Number of low-income infants, toddlers, and Percentage of lease payments that will be on time
preschoolers participating in early childhood Percentage of tree canopy increase
development services (versus waiting list) Percentage of general/nuisance complaints responded
Number of new assisted living units in public housing to within 48 hours
within two years Percentage of nuisance incidents remediated within
Number of new businesses related to predefined timeframes
incentives/coordinated efforts to promote growth in Percentage of residents and businesses aware of critical
targeted industries knowledge factors of code compliance
Number of new incubated businesses that survive at Percentage of residents satisfied with information
least two years delivery systems
Number of special projects completed Percentage of roadways and rights-of-way cleaned and
Number of successful placements of training program well maintained
participants in employment within three years Percentage of survey respondents that agree the city or
Number of volunteer hours county employees that helped them went the extra mile
Number of youth participating in after-school / gap-time to get their issue heard and resolved
programming Percentage of survey respondents that rate flooding as
Number of youths participating in employment and a minor or major problem in their neighborhood
entrepreneurship programs within two years
Per capita income

Percentage of survey respondents that rate the Increase in the number of collaborative programs and
development and land use/zoning in their neighborhood participants with educational institutions
as good or very good Number of acres of natural areas restored and number
Percentage of survey respondents that rate the drinking of acres maintained
water quality and sewer service as good or very good Number of adult sports teams
Percentage of survey respondents that rate the quality Number of attendees at recreational, cultural, and
of roadways and road signs in city or county as good or library facilities, programs and services
very good Number of cultural, recreational, and libraries
Percentage of survey respondents that were satisfied collaboration projects per year
with their last contact with city or county personnel Number of cultural, recreational, and library programs
Secret shopper rating for employee customer service available for the elderly and people with disabilities
Total square feet of facilities Number of developed park acreage
Number of estimated arts center services participant
Average fire rescue response time from time dispatch Number of estimated participant hours in after-school
receives life-threatening call from 911 and/ or programs
percentage of total fire calls with a response time under Number of meals served to seniors
eight minutes from call entry to arrival and/or Number of public art contracts completed
emergency services average response time from public Number of residents satisfied or very satisfied with
safety answering point (PSAP) to arrival availability of open or green spaces
Cost per park safety enforcement action on park land Number of residents satisfied or very satisfied with
Development and implementation of a comprehensive availability of facilities within five years
plan for homeland security Park acres per capita
Development of a comprehensive plan for homeland Percentage of free programs offered
security Percentage of library district residents within four miles
Increase in number of licensed pets over next three (or 25 minutes) of a library
years Percentage of organizations and artists satisfied or very
Increase number of public emergency shelters by 10% satisfied with the city or county gram application
in three years process
Number of abandoned vehicles investigated Percentage of participants satisfied or very satisfied with
Number of collisions related to pursuits availability of quality lifelong learning programs in three
Number of first responders trained and equipped for an years
emergency event Percentage of survey respondents that rate the city or
Number of patrol hours in neighborhoods county's library services as good or very good
Number of pedestrian/bicycle collisions per 100,000 Percentage of survey respondents that rate the city or
population county's recreational and cultural activities as good or
Number of requests for special operations support very good
Number of service call responses annually Quality rating of residents and visitors for cultural,
Percentage increase in number of volunteers over the recreational, and library facilities and places
next three years Recreation and culture dollars available through all
Percentage increase in use of non-lethal technology over sources of funding, including existing and new sources
next three years Resident ratings of the appearance of recreational,
Percentage of citizens that state they feel safe in parks cultural, and library facilities
and recreation facilities Resident ratings of the range of parks and recreation
Percentage reduction in drug-related incidents activities
Percentage reduction in juvenile crime rates Total audience served through public events
Percentage reduction in non-emergency calls into the
Percentage of survey respondents who generally find Achievement of all major milestones timelines in the city
police officers and traffic enforcement officers to be or county's transportation plan
friendly and approachable safety services Annual percentage change of parking operations
Percentage of survey respondents that rate crime in expense
their neighborhood as a minor or major problem Average commute times to work in minutes
Percentage reduction in property loss rate Average dollar value per central purchasing office
Police emergency average response time (minutes) purchase order
Rate of reinstitutionalization of offenders processed Average number of days between invoice date and date
through the Juvenile Evaluation Center of check disbursement
Rate of traffic fatalities per 100,000 population Bond ratings
Calendar days from requisition to purchase order
RECREATION AND CULTURE Cost of government - Dollars per capita and per capita
Average cost per daily servicing acre by category
Average safety rating for pools Daily bus and rail boardings
Cost per estimated arts center services participant hour Dollar amount of purchases made that meet
Cost per estimated museum participant hour sustainability guidelines
Cost per participant hour in senior services Dollar cost per accounts payable transaction
Cost per public event Enabling strategies - Budgets and finance
Implementation of 24-hour rail and bus operations

Improved national customer satisfaction ranking for the easy to find what they need or want on the city or
airport to one of the top 20-ranked airports within two county website
years Fleet costs (acquisition, operating, resale value) within
Increase average work-trip vehicle occupancy from an prescribed industry standards and percentage of
estimated 1.1 passengers per vehicle to 1.15 passengers department users satisfied with quality and timeliness of
per vehicle fleet management services
Increase in compliance with local tax collection by 5% Increase number of employees rating the city or county
over next five years as a good place to work
Increase in percentage of public transit trips taken Number of page views on the city or county website per
Increase in number of visitors to county transit websites capita
Increase the customer satisfaction ranking for the Number of planned media events (includes news
seaport by 1.5 percent by year x conferences)
National customer satisfaction ranking the airport One hundred percent of financial reports filed timely and
among the top ten airports for passenger satisfaction by accurately in compliance with the law
year x Percentage of city or county employees aware of their
Negotiated contract savings (dollars saved) component of performance targets
Net parking income/loss Percentage of city or county employees aware of their
Number (and percentage) of facilities meeting importance to city or county’s values and priorities
regulatory requirements Percentage of IT projects completed on time, within
Number of audits and special projects completed budget
Number of parking tickets issued Percentage of IT routine problems solved within 24
Number of payment transactions processed for hours
departments Percentage of (facility) projects completed within budget
Number of projects managed and on time
Number of purchases made city/countywide by central Percentage of accuracy between votes cast and votes
purchasing office reported
Number of residents satisfied or very satisfied with the Percentage of customers familiar with city or county
implementation of the city/county's transportation plan sources of information
Percentage of audit recommendations "concurred with" Percentage of internal customers and residents satisfied
by management with aesthetics of city or county facilities
Percentage of cash reserves Percentage of residents with a positive image of city or
Percentage of strategic plans outcomes supported by county government
business plans Percentage of users (residents, visitors, employees, etc.)
Percentage of traffic signals synchronized and optimized satisfied with city or county services
Percentage of vendor solicitations successfully awarded Reduced staff turnover
without delay due to rebids or protests Satisfaction ratings from service delivery departments
Percentage of community satisfied with value of city or Value of corporate-initiated media coverage
county's services for tax dollars paid Voter satisfaction with process
Percentage of employees rating the city or county or
state as a good place to work
Percentage of internal users satisfied with procurement KPIS FOR THE REAL ESTATE AND RENTAL AND
timeliness quality, and overall service LEASING INDUSTRY
Percentage of survey respondents that rate the
cleanliness of buses and train cars as good or very good REALTOR WEBSITE
Percentage of survey respondents that rate the Conversation rate (i.e., take rate) - Number of
congestion on the roadways in their neighborhood as a conversations over number of website visits
minor or major problem Top conversion page exit - The page where website
Percentage of survey respondents that rate the visitors change their minds and exit your website.
convenience of the city or county bus routes as good or Traffic source percentage - Website visits referred by
very good
Percentage of survey respondents that rate the ease of REAL ESTATE OFFICE
transportation to and from the airport and seaport as Advertising and promotion
good or very good Average commission per sale
Planned frequency of transit service during peak and Average commission per salesperson
non-peak hours Commission margin
Rate of schedule adherence for bus and rail service Net profit
Receiving Government Finance Officers Association Office cost (telephone, fax, and other office cost)
(GFOA) distinguished budget award Rent cost of premises
Total number of aviation passengers Sold homes per available inventory ratio
Total income
ENABLING STRATEGIES GOVERNMENT Wages and salaries (including commissions and vehicle
OPERATIONS allowances)
Cost per page view on the city or county website Year-to-year variance on average sold price
Dollars saved through IT investments Year-to-year variance on dollar volume of sold listings
Electronic access to services and information, and Year-to-year variance on sold average dollar per square
percentage of survey respondents that agree that it is foot




Annual return on investment in percentage Sales growth period
Construction/purchaser rate - New constructed or Sales growth year
purchased units over time Sales growth year by week
Cost per square foot Sales prognostics
Equity value growth in percentage Sales standard
Lease events coverage ratio - Number of lease inquiries Sales trend percentage KPI
over number of available units Sales value-added tax (VAT)
Management efficiency - Number of leased spaces over Sales view
number of staff Sales view year-to-date
Market share growth Share prognostics
Monthly return on investment as percentage Time range
Occupancy cost - Cost per occupied unit
Operation cost to rent income ratio FINANCE AND ACCOUNTING
Percentage of rent collected Accounts payable turnover
Price to income as percentage Accounts receivable turnover days
Profitability per square foot Acid test ratio
Real estate demand growth - Market rental demands Administrative cost percentage
Rented space usage quality - Average number of tenant Break-even (dollars)
visits over rented space Cash conversion cycle
Renting cost - Renting cost per square foot Contribution margin
Renting return on investment - Rent income over cost Cost of goods
Revenue per square foot Cost of goods sold
Risk metrics as percentage Current ratio
Total property management income per property Ending inventory at retail
manager Gross margin
Usage efficiency - Available renting square feet over Gross margin return on investment
number of staff Initial mark-up
Utilization (vacancy) rate - Rented square feet over total Interest cost percentage
square feet, or rented units over total units Inventory turnover
Maintained mark-up (dollars)
REAL ESTATE INVESTOR Margin percentage
Average gross multiplier for portfolio Mark-up percentage
Cost per square foot to value per square foot ratio Net receipts
Equity to value ratio Net sales
Gross multiplier per commercial property Retail price
LTV (loan to value) ratio per property Return on capital invested
Mortgage rate index Sales per square foot
Overall LTV (loan to value) ratio for portfolio Stock turnover days
Price per square foot to value per square foot ratio Total asset sales ratio
Profitability per square foot Turnover
Property value growth (market trend)
Purchase price-to-appraisal value ratio SALARY
Rental value growth rate ROI (return on investment) Real absence hours
Real absence share
PRODUCT SALES Real overtime share
Average inventory Real TWH
Cost of goods sold Real working hours
Gross profit budget percentage Salary
Sales budget percentage Salary amount
Discount Salary amount exchange currency
Gross profit Salary hours
Gross profit and prognostics Salary turnover share
Gross profit and prognostics percentage
Gross profit budget SALARY TARGETS
Gross profit campaign Real absence hours
Gross profit percentage KPI Real GP work hours
Gross profit prognostics Real total work hours
Gross profit prognostics percentage Salary absence percentage
Gross profit standard Salary GP work hour
Gross profit year to date Salary overtime percentage
Number of stores Salary target absence percentage
Product quantity Salary target GP work hour
Sales Salary target overtime percentage
Sales and prognostics Salary target turnover percentage

Salary target work hour Value of open, not yet fulfilled, booked order lines
Salary turnover percentage Book to fulfill ratio
HOURLY SALES Booked order value/fulfilled value
Customers per hour Book to ship days
Discount Average of shipped date - Firm date (booked date used
Gross profit if no firmed date)
Items Booked order value
Margin per customer Booked order line value (not including returns)
Number of customers Claims percentage for freight costs
Sales growth year Customer order promised cycle time
Sales growth year percentage Defects per million opportunities
Sales last year Inventory months of supply
Sales per customer On-time line count
Sales trend percentage On-time pickups
Sales view Pick exceptions rate
Total number of stores Percentage of picks with exceptions
Pick release to ship
BUDGET SALES Planned inventory turns
Budget gross profit Planned cost of goods sold/planned inventory value
Budget number of customers Planned margin
Budget sales Planned revenue - Planned costs
Customers Planned margin percentage
Discount Planned margin/planned revenue
Gross profit Planned on-time shipment
Items Planned service level (percentage of shipments shipped
Sales on time)
Sales exchange currency Planned resource utilization
Sales VAT Planned resource usage
Product revenue
PAYMENT WITH POINT-OF-SALE (POS) Product sales revenue (not including service) recognized
STATISTICS in selected period (based on AR invoice lines)
Amount Product revenue backlog
Amount exchange currency Value of booked order lines less returns plus deferred
Items revenue backlog (invoiced but not recognized)
Number of customers Production value
Number of items Value of work-in-process (WIP) completions into
Refund amount inventory
Refund count Production to plan rate
Sales income VAT Production standard value/planned standard value
Time range Receipt to put-away
Transaction cancel amount Time elapsed from pick release to ship confirm
Transaction cancel count Time elapsed from receipt
Transaction cancel percentage Transit time
Void amount
Void percentage
Zero sale count Annual labor cost per device
Average cost per job category
Average cost per megawatt produced
HOURLY PRODUCT SALES Average labor hours per device per year
Gross profit percentage Average maintenance cost per mile of pipe/line/cable
Item discount Average number of days each work order is past due
Item gross profit Average number of labor hours to complete a
Item quantity maintenance task
Item sales Average response time to fix breaks
Item sales exchange currency Average revenue per megawatt produced
Item sales VAT Average time to settle a rate case
Items sold Consumption analyzed by units consumed and target
reduction achieved
Crew productivity
KPIS FOR THE TRANSPORTATION AND Drinking water quality - Percentage of water tests that
WAREHOUSING INDUSTRY meet regulatory standards
Electrical grid load
Annualized inventory turns Equipment failure rate
Annualized cost of goods sold (COGS)/average daily Equipment unavailability, hours per year - Planned
inventory value maintenance
Backlog value

Equipment unavailability, hours per year - Sustained Return on assets

fault Profit margin
Equipment unavailability, hours per year - Temporary Debt to equity
fault Inventory turnover
Equipment unavailability, hours per year - Unplanned Asset utilization
maintenance Collection efficiency
Maintenance backlog
Maintenance cost as a percentage of manufacturing cost
Maintenance technician's skill level improvement, year
Mean time to repair
Number of complaints received by type
Number of customers who were cut off due to violations
of regulations
Number of disconnections
Number of pending work orders
Number of power failures per year
Number of reported gas leakages per 1,000 households
Number of sewage blockages per month/year
Number of staff per 1,000 customer connections
Number of uncontrolled sewage overflows affecting
private properties
Outage time per event
Percentage of customers that would characterize their
bills as accurate and timely
Percentage of possible power revenue billed
Percentage reduction in number of complaints to the
local regulatory body
Percentage reduction in number of employee injuries
Percentage reduction in number of equipment failures
Percentage of maintenance work orders requiring
Percentage of man-hours used for proactive work
Percentage of scheduled man-hours to total man-hours
Profit redistribution (rural electric coops)
Reduction in hazardous liquid spill notification time
Reduction or stabilization in rates (municipally owned
Response time to gas or water leaks
Sewage system reliability
Station unavailability - Planned maintenance
Station unavailability - Sustained fault
Station unavailability - Temporary fault
Total shareholder returns (investor-owned utilities)
Total time to complete new customer connections
Transformer/pump station reliability
Voltage deviations per year
Water system reliability


Dock turnaround time

Freight costs (minimize costs without affecting
Inventory accuracy, stockouts
Inventory carrying costs
Inventory turns per year
Logistics costs per year
Low-velocity inventory comparison through sectors
Order fill rate and accuracy
Technology used to execute inventory strategies
Warehouse flow-through (or some measure of yard or
warehouse productivity)
Wholesale revenue
Total factor productivity
Labor productivity