This is a Procurement Metric Dashboard (Diamond) Report, it is one of reports that Balanced Scorecard Designer can generate for Procurement KPI. With this software you can also design your own scorecards, KPIs and metrics.

Procurement Scorecard

Report includes: 2 day(s), from 29.03.2009 to 30.03.2009

Name

Start value

End value

Dynamic

Contains

Procurement Scorecard

49,74 %

54,72 %

+ 4,98 %

Financial Perspective	(48,2%, 26,46%)
Internal Operations Perspective	(62,6%, 9,04%)
Process Perspective	(61,7%, -21,61%)
Performance Perspective	(45,6%, -6,74%)

Graph for Procurement Scorecard

Data for Procurement Scorecard

Dates	Value
29.03.2009	49,74
30.03.2009	54,72

Financial Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial Perspective

21,77 %

48,23 %

+ 26,46%

Procurement Scorecard

Indicators

Procurement Expenses: Sales

Average Discount Size Availed

Increase in 'Cost Savings' Level

Percentage Increase in Revenues on 'per customer basis' *

* - Information for this metric is limited in sample report Description This group of metrics is for gauging the financial success of the procurement task.

Graph for Financial Perspective

Data for Financial Perspective

Dates	Value	Weight
29.03.2009	21,77	3
30.03.2009	48,23	3

Procurement Expenses: Sales

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Procurement Expenses: Sales	0,19715	0,14255	-0,0546	#	Minimize	Financial Perspective

Description Several technology stuffed solutions for suitable networking are required like EDI, which demands considerable expenses. By obtaining the value of this metric, one can compare the fraction of sales that is going to the expenses for operating the procuring division of the organization.

Graph for Procurement Expenses: Sales

Data for Procurement Expenses: Sales

Dates	Weight	Min	Max	Value
29.03.2009	3	0,05	0,2	0,19715
30.03.2009	3	0,05	0,2	0,14255

Average Discount Size Availed

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Average Discount Size Availed	28,96	43,52	+ 14,56	$	Maximize	Financial Perspective

Description This is helpful in letting the company know about the discount size, on average basis that is picked by the organization.

Graph for Average Discount Size Availed

Data for Average Discount Size Availed

Dates	Weight	Min	Max	Value
29.03.2009	3	20	100	28,96
30.03.2009	3	20	100	43,52

Increase in 'Cost Savings' Level

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Increase in 'Cost Savings' Level	0,8496	0,9416	+ 0,092	#	Maximize	Financial Perspective

Description This KPI is equal to the amount of monetary savings that the company manages due to implementation of a proper 'procurement system'.

Graph for Increase in 'Cost Savings' Level

Data for Increase in 'Cost Savings' Level

Dates	Weight	Min	Max	Value
29.03.2009	2	0,2	1	0,8496
30.03.2009	2	0,2	1	0,9416

Internal Operations Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal Operations Perspective

53,6 %

62,64 %

+ 9,04%

Procurement Scorecard

Indicators

Average Procurement Time Overruns

Technological Stand

'Procurement Policy' Compliance

Degree of Merging with other Systems *

* - Information for this metric is limited in sample report Description This category helps in gaining insight about the manner in which the steps of the procurement process are occurring.

Graph for Internal Operations Perspective

Data for Internal Operations Perspective

Dates	Value	Weight
29.03.2009	53,6	3
30.03.2009	62,64	3

Average Procurement Time Overruns

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Average Procurement Time Overruns	3,187	1,045	-2,142	Score	Minimize	Internal Operations Perspective

Description Value of this metric gives the extent to which the pre-set plans of getting resources were not fulfilled. A scale graduated from 1-10 can be used in this regard.

Graph for Average Procurement Time Overruns

Data for Average Procurement Time Overruns

Dates	Weight	Min	Max	Value
29.03.2009	2	1	4	3,187
30.03.2009	2	1	4	1,045

Technological Stand

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Technological Stand	6,454	9,037	+ 2,583	Score	Maximize	Internal Operations Perspective

Description Procurement has come up as a highly 'tech-intensive' task, with terms like 'EDI' i.e. Electronic Data Interchange making way into the domain. To be able to beat the competition, it is mandatory that the players keep an eye on the technological front also. For having the value for this metric, the scaling method can be an apt choice.

Graph for Technological Stand

Data for Technological Stand

Dates	Weight	Min	Max	Value
29.03.2009	2	1	10	6,454
30.03.2009	2	1	10	9,037

'Procurement Policy' Compliance

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	'Procurement Policy' Compliance	0,8821	0,1486	-0,734	#	Maximize	Internal Operations Perspective

Description This is the ratio at which acts of procurement steps are in line with the pre-set guidelines.

Graph for 'Procurement Policy' Compliance

Data for 'Procurement Policy' Compliance

Dates	Weight	Min	Max	Value
29.03.2009	3	0,1	1	0,8821
30.03.2009	3	0,1	1	0,1486

Process Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Process Perspective

83,32 %

61,71 %

-21,61%

Procurement Scorecard

Indicators

Number of Alliances with Suppliers

Logistics' System Grading

Manufacturing Cycle Improvement

Inventory Control Increase *

* - Information for this metric is limited in sample report Description This gives a 'measurable' way to know the direction in which the activities that are internal to the organization are taking place.

Graph for Process Perspective

Data for Process Perspective

Dates	Value	Weight
29.03.2009	83,32	2
30.03.2009	61,71	2

Number of Alliances with Suppliers

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Alliances with Suppliers	9,09	8,04	-1,05	#	Maximize	Process Perspective

Description This is the 'number of suppliers' who are engaged in aiding the concerned organization in achieving the aim of getting the best quality materials.

Graph for Number of Alliances with Suppliers

Data for Number of Alliances with Suppliers

Dates	Weight	Min	Max	Value
29.03.2009	2	3	10	9,09
30.03.2009	2	3	10	8,04

Logistics' System Grading

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Logistics' System Grading	8,902	2,782	-6,12	Score	Maximize	Process Perspective

Description Logistics occupies a prominent place in the 'procurement' section. To know the success of this system, one can opt for a scale numbered from 1-10.

Graph for Logistics' System Grading

Data for Logistics' System Grading

Dates	Weight	Min	Max	Value
29.03.2009	3	1	10	8,902
30.03.2009	3	1	10	2,782

Manufacturing Cycle Improvement

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Manufacturing Cycle Improvement	8,29	8,965	+ 0,675	Score	Maximize	Process Perspective

Description One of the benefits brought by an appropriate 'procurement system' is the improvement in manufacturing cycle of the organization. Scale numbered from 1-10 can serve the purpose in this regard.

Graph for Manufacturing Cycle Improvement

Data for Manufacturing Cycle Improvement

Dates	Weight	Min	Max	Value
29.03.2009	3	1	10	8,29
30.03.2009	3	1	10	8,965

Performance Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Performance Perspective

52,32 %

45,58 %

-6,74%

Procurement Scorecard

Indicators

Wastage Drop

Timeliness Deviation

Stock-Out Instances Dilution

'Below Benchmark Quality' Decline Ratio *

* - Information for this metric is limited in sample report Description This group of KPIs is to test the performance of the whole procurement process from different angles.

Graph for Performance Perspective

Data for Performance Perspective

Dates	Value	Weight
29.03.2009	52,32	2
30.03.2009	45,58	2

Wastage Drop

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Wastage Drop	0,4846	0,5782	+ 0,0936	#	Maximize	Performance Perspective

Description This reflects the extent to which the staff gets better at handling materials leading to less wastage of resources. In a way, the value can be used for having the 'learning effects' that are drawn by the staff members.

Graph for Wastage Drop

Data for Wastage Drop

Dates	Weight	Min	Max	Value
29.03.2009	3	0,4	1	0,4846
30.03.2009	3	0,4	1	0,5782

Timeliness Deviation

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Timeliness Deviation	0,1077	0,0699	-0,0378	#	Minimize	Performance Perspective

Description This is to know the instances to which the mismanagement occurs between the 'placing of orders' and 'use of material in the process'.

Graph for Timeliness Deviation

Data for Timeliness Deviation

Dates	Weight	Min	Max	Value
29.03.2009	3	0	0,3	0,1077
30.03.2009	3	0	0,3	0,0699

Stock-Out Instances Dilution

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Stock-Out Instances Dilution	0,7786	0,565	-0,214	#	Maximize	Performance Perspective

Description Parameter like this can be used to have an idea about the overall performance of the 'procurement department'.

Graph for Stock-Out Instances Dilution

Data for Stock-Out Instances Dilution

Dates	Weight	Min	Max	Value
29.03.2009	2	0,4	1	0,7786
30.03.2009	2	0,4	1	0,565

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 25.03.2009 22:23:18