Pmd Metrics Details

©Copyright Oracle 2010. All rights reserved. PMD Metric Details �

Plant Manager’s Dashboard Metric Details

An Oracle JD Edwards EnterpriseOne

Functional Red Paper

October 2010


PURPOSE STATEMENT

This document is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to

deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. Updates and

enhancements are provided in accordance with Oracle’s Technical Support Policies at:

www.oracle.com/support/collateral/oracle-technical-support-policies.pdf


Plant Manager’s Dashboard Metrics ........................................................................................................................................................... 4

Metric Overview ..................................................................................................................................................................................... 4

Basic Architecture ................................................................................................................................................................................... 5

Revenue Management ............................................................................................................................................................................. 6

Booked Order Value: .......................................................................................................................................................................... 6

Shipped Order Value: .......................................................................................................................................................................... 7

Projected Revenue by Shipments: ....................................................................................................................................................... 8

Backlog Trend: .................................................................................................................................................................................... 9

Customer Shipment Performance.......................................................................................................................................................... 10

On-Time Shipment to Customer Request Date: ................................................................................................................................ 10

Book to Ship Days: ........................................................................................................................................................................... 12

Order Promise Date to Requested Date Variance: ............................................................................................................................ 13

On Time Shipment to Promise Date (Aggregate and Trend): ........................................................................................................... 14

Past Due Count and Amount: ............................................................................................................................................................ 15

Supplier Performance ............................................................................................................................................................................ 17

Material Lead Time Exception:......................................................................................................................................................... 17

First Pass Quality: ............................................................................................................................................................................. 19

Supplier On-time Delivery: ............................................................................................................................................................... 20

Manufacturing Performance:................................................................................................................................................................. 22

On Time Production: ......................................................................................................................................................................... 22

Actual Production Costs vs. Planned Cost: ....................................................................................................................................... 24

Inventory Management Effectiveness: .................................................................................................................................................. 25

Inventory Turns: ................................................................................................................................................................................ 25

Days Sales in Inventory (DSI): ......................................................................................................................................................... 26

Cash and Capital Management .............................................................................................................................................................. 27

Days Sales Outstanding (DSO): ........................................................................................................................................................ 27

Days Payables Outstanding (DPO): .................................................................................................................................................. 28

Cash to Cash Cycle Time: ................................................................................................................................................................. 29

Cost of Goods Sold: .......................................................................................................................................................................... 30


Plant Manager’s Dashboard Metrics

Metric Overview The Plant Manager’s Dashboard provides information on the health of the company. Twenty-one predefined metrics are provided within the Plant Manager Dashboard. This document describes how the metrics are derived.


Basic Architecture

Transactions are captured as part of normal operations. These transactions are extracted into the Plant Manager’s Dashboard fact tables. From here some data manipulation is performed and updated to the aggregate tables. Interactive applications in turn render the aggregate information in the dashboard graphs you see. This basic architecture applies to all metrics.


Revenue Management

Booked Order Value: Communicates the amount of future revenue being brought into the business via new sales orders

This metric reveals the amount of future revenue being brought into the business via new sales orders. An increasing trend may result from the introduction of a successful new product, or the impact of a new sales campaign. A decreasing trend may reflect a shift in market tastes away from the company’s products, the impact of seasonal sales cycles, etc.

Technical: Calculates the booked order value for each day by adding the extended prices of each open sales order line. Each specific sales order is calculated by adding the extended sales amount from each line including adjustments and other charges. Details: R80D240 - Booked Orders Aggregate Data Load

Base Table Selection Population of Metric Table Glossary

Select all records from F80D010 Key for F80D240 Table is <PRDJ, EMCU, AN8, ITM> F80D240.BORV = Aggregate F80D010.CAEXP group by based on < F80D010.TRDJ, F80D010.EMCU, F80D010.AN8, F80D010.ITM>

PRDJ: EMCU: AN8: ITM:

CAEXP: TRDJ: BORV:

Processing Date Cost Center Header Customer Number Short Item Number Amount Extended Price Order Transaction Date Amount Booked Order Revenue


Shipped Order Value: Communicates the value of recognized revenue for a given date range

Shipped revenue will roughly lag booked order values by the length of time it takes the company to ship products after they’re ordered (see the book-to-ship days metric). The longer it takes the company to ship, the longer the period between order receipt and revenue recognition, and the longer before it actually receives cash payment. The longer that period, the more capital the company ties up in inventory and accounts receivable. Shipped revenue should lag booked order values by roughly the length of time it takes the manufacturer to ship products after the order date.

Technical: � All shipped sales order lines with an actual ship date are included in the calculation. � Shipped Order Value calculates the shipped revenue for a specific sales order by adding the extended sales value from each line on

the sales order that has an actual ship date. � The system calculates the shipped revenue for a specific date by adding the total shipped revenue for all sales orders shipped on

that date and populates the Shipped Order Value Aggregate table (F80D241)

Details: R80D241 - Shipped Orders Processing


Select all records from F80D010 where F80D010.ADDJ <= Todays DATE Key for F80D241 Table is <PRDJ,EMCU,AN8,ITM>

F80D241.SHRV = Aggregate F80D010.CAEXP group by based on < F80D010.ADDJ, F80D010.EMCU, F80D010.AN8, F80D010.ITM>

SHRV: ADDJ: PRDJ: EMCU: AN8: ITM:

CAEXP: TRDJ:

Amount Shipped Order Revenue Actual Ship Date Processing Date Cost Center Header Customer Number Short Item Number Amount Extended Price Order Transaction Date


Projected Revenue by Shipments: Communicates the estimated revenue expected to be recognized for a given date range

The estimated revenue expected to be recognized over the period defined by the user (a rolling periodic view of revenue projections). It also shows the amount of revenue associated with past due sales orders that have yet to shipped. Projected revenue estimates the revenue expected to be recognized over the date range specified. Projected revenue includes the amount of revenue associated with past due sales orders that have yet to be shipped.

Technical: � The Projected Revenue Processing program calculated the projected revenue for each day by adding the extended prices of each

sales order line that is promised to be shipped that day. � The system calculates the projected revenue for a single sales order by adding the extended sales amount from each line, including

all adjustments and other charges. � The system calculates the projected revenue for a specific date by adding the total sales value for all sales orders promised to ship

on that date. � The projected revenue recognition date for each sales order line is the promised ship date for that sales order detail line. Details: R80D214 – Variance Processing

Base Table Selection Population of Metric Table Glossary Glossary

Select all records from F80D010 Key for F80D214 is < PRDJ, MCU, ITM>

F80D214.VARN = Aggregate (Compare if F80D010.PDDJ is greater than F80D010.DRQJ. If yes then 1 else 0) group by is based on < F80D010.TRDJ, F80D010.MCU, F80D010.ITM> F80D214.ORDCT = Aggregate ( Each Record from F80D010) group by is based on < F80D010.TRDJ, F80D010.MCU, F80D010.ITM>

PRDJ: MCU: AN8: ITM:

DRQJ: ADDJ: VARN :

BORDCT: TRDJ:

Processing Date Cost Center Customer Number Short Item Number Requested Date Actual Ship Date Variance Sales Booked Order Count Sales Order Transaction Date


Backlog Trend: Communicates the total value of all open sales orders yet to be shipped

Requirements:

� While a revenue forecasts shows the revenue the company thinks it will generate, the backlog tells a manager the revenue the company can really count on, since the orders have already been placed.

� The value of a company’s backlog is one factor that analysts track to measure the company’s overall health. � Backlog is defined as the total sales value of all open sales orders yet to be shipped. � The backlog represents total revenue that will be generated from existing unfilled sales orders. � The backlog changes every day.

Technical: � Calculation – by specific sales order by adding the extended sales amount from each unshipped line including all adjustments and

other. � The Total Backlog is calculated by adding the backlog value of all open, unshipped sales orders for the specific date range. Details: R80D243 – BackLog Processing


Select all records from F80D010 Key for F80D243 Table is <PRDJ, EMCU, ITM>

F80D243.BCKV = + (Aggregate F80D010.CAEXP group by based on < F80D010.TRDJ, F80D010.EMCU, F80D010.ITM>) when F80D243.PRDJ = F80D010.TRDJ F80D243.BCKV = - (Aggregate F80D010.CAEXP group by based on < F80D010.ADDJ, F80D010.EMCU, F80D010.ITM>) when F80D243.PRDJ = F80D010.ADDJ

BCBCKV: PRDJ: EMCU: AN8: ITM:

CAEXP: TRDJ: ADDJ:

Amount Backlog Value Processing Date Cost Center Header Customer Number Short Item Number Amount Extended Price Order Transaction Date Actual Ship Date


Customer Shipment Performance

On-Time Shipment to Customer Request Date: Communicates how often the organization is unable to meet the customers' request date

Requirements:

� Shows the organization’s performance in shipping orders on the date the customer requested/needs the product. � The data is represented as percentages for on-time, early and late. � Order promise date to requested date variance: Shown as a percentage over time, this metric highlights how often the manufacturer

is unable to meet the customers’ request date.

Technical:

� Calculates the on-time, early and late shipments for the date the program is run based on the Actual Ship Date to Req. Ship Date. � The system calculates the on-time shipment percentage as follows:

o On time shipment percentage for a specified date range = (Number of order lines requested by customers to ship during the specified date range that actually shipped on the requested date) / (Total number of on time, early, and late orders for that date range)

� The system calculates the early shipment percentage as follows: o Early shipment percentage for a specified date range = (Number of order lines requested by customers to ship during the

specified date range that actually shipped prior to the requested date) / (Total number of on time, early, and late orders for that date range )

� The system calculates the late shipment percentage as follows: o Late shipment percentage for a specified date range = (Number of order lines requested by customers to ship during the

specified date range that actually shipped later than the requested date) / (Total number of on time, early, and late orders for that date range)

� The user can configure date ranges/thresholds to delineate on-time.


Details: R80D210 – OTS Customer Request Date Data Load


Select all records from F80D010 Key for F80D210 Table is <PRDJ,MCU,AN8,ITM>

BeforeDate = F80D010.DRQJ - PO Threshold Days Prior AfterDate = F80D010.DRQJ + PO Threshold Days After


DRQJ: ADDJ: OTCT: EYCT:

LATECT:

Processing Date Cost Center Customer Number Short Item Number Requested Date Actual Ship Date Sales Order Count On Time Sales Order Count Early Sales Order Count Late

Detailed sub-calculations:

Calculation Name Population of Metric Table

On-Time Shipment Percentage F80D210.OTCT = Aggregate ( Compare F80D010.ADDJ, BeforeDate and AfterDate to determine if shipment is on Time. 1 if Yes else 0.) group by based on < F80D010.ADDJ, F80D010.EMCU, F80D010.AN8, F80D010.ITM>

Early Shipment Percentage F80D210.EYCT = Aggregate ( Compare F80D010.ADDJ, BeforeDate and AfterDate to determine if shipment is Early. 1 if Yes else 0.) group by based on < F80D010.ADDJ, F80D010.EMCU, F80D010.AN8, F80D010.ITM>

Late Shipment Percentage F80D210.LATECT = Aggregate ( Compare F80D010.ADDJ, BeforeDate and AfterDate to determine if shipment is Late. 1 if Yes else 0.) group by based on < F80D010.ADDJ, F80D010.EMCU, F80D010.AN8, F80D010.ITM>


Book to Ship Days: Communicates the number of days between the date orders are taken and the actual ship date by Product Family

Technical: � Book to Ship Days calculate the book to ship days value and the number of orders shipped for each sales order line in the SO fact

table F80D010. B to SD = actual ship date value – order date value. � The system calculates the average book to ship days for all sales order lines for a date range by taking the sum of the book to ship

day value for all SO lines shipped divided by the total number of sales order lines shipped. � Book-to-ship days are calculated for each shipped sales order line. Book-to-ship days for a sales order line is calculated as:

(Actual ship date) - (Date order was booked) � The average book-to-ship days for a date range are calculated as:

(Sum of book-to-ship days for all sales order lines shipped) / (Number of sales order lines shipped) � Average book-to-ship days are calculated by the dashboard. Details: R80D215 – Book To Ship Days Processing


Select all records from F80D010 where F80D010.ADDJ is Not Blank and F80D010.TRDJ >= ( Todays Date - Number of Days to Build) and F80D010.TRDJ <= Todays Date Key for the table F80D215 is <PRDJ, ITM>

F80D215.BSHDY = Aggregate (F80D010.ADDJ - F80D010.TRDJ ) group by based on F80D010.ITM F80D215.ORDSH = Aggregate (All shipped Orders. Take each shipped order as value 1) group by based on F80D010.ITM

BSHDY: ORDSH: PRP4: DRQJ: ADDJ:

Book to Ship Days Number of Orders Shipped Product Family Requested Date Actual Ship Date


Order Promise Date to Requested Date Variance: Communicates how often the organization is unable to meet the customers' request date

Requirements: � This metric is shown as a percentage over time. � This metric highlights how often the manufacturer is unable to meet the customers’ request date. � Promised to Request Date Variance calculates the variance between the promised ship date and the requested ship date for a

specific date range.

Technical: � The promise to request date variance percentage is calculated as the number of order lines for a product booked with a promised

ship date later than the customer request date divided by the total number of order lines for a product booked. Example: (Number of order lines for an item booked during the specified date range with a promised ship date later than the customer request date) / (Total number of order lines for an item booked during the specified date range)

Details: R80D214 – Variance Processing


Select all records from F80D010 Key for F80D214 is <PRDJ, MCU, ITM>

F80D214 .VARN = Aggregate (Compare if SFPDDJ is greater than SFDRQJ. If yes then 1 else 0) group by is based on < F80D010.TRDJ, F80D010.MCU, F80D010.ITM> F80D214 .ORDCT = Aggregate ( Each Record from F80D010) group by is based on < F80D010.TRDJ, F80D010.MCU, F80D010.ITM>


DRQJ: ADDJ: VARN :

BORDCT: TRDJ:

Processing Date Cost Center Customer Number Short Item Number Requested Date Actual Ship Date Variance Sales Booked Order Count Sales Order Transaction Date


On Time Shipment to Promise Date (Aggregate and Trend): Communicates the organization's performance in shipping orders on the date it committed to the customer

Requirements:

� The data is represented as a percentage for on-time, early and late, aggregated over a time horizon. � On time shipment to promise date (trend): Similar to the aggregate, the data is represented as percentages for on-time, early and

late as a trend over the time horizon. � Book to ship days: The number of days between the date orders are taken and the actual ship date by product family.

Technical: � Calculates the on-time, early and late shipments based on Customer Promised date. � The metrics are presented as percentages on the total order lines promised to ship during the date range. Details: R80D211 – OTS Customer Promised Date Data Load


Select all records from F80D010 Key for F80D211 Table is <PRDJ,MCU,AN8,ITM>

BeforeDate = F80D010.PPDJ - PO Threshold Days Prior AfterDate = F80D010.PPDJ + PO Threshold Days After F80D211.OTCT = Aggregate (Compare F80D010.ADDJ, BeforeDate and AfterDate to determine if shipment is on Time. 1 if Yes else 0.) F80D211.EYCT = Aggregate (Compare F80D010.ADDJ, BeforeDate and AfterDate to determine if shipment is Early. 1 if Yes else 0.) F80D211.LATECT = Aggregate (Compare F80D010.ADDJ, BeforeDate and AfterDate to determine if shipment is Late. 1 if Yes else 0.) All values grouped by based on F80D010 < ADDJ, EMCU, AN8, ITM>


ADDJ: PPDJ: OTCT: EYCT:

LATECT:

Processing Date Cost Center Customer Number Short Item Number Actual Ship Date Promised Ship Date Sales Order Count On Time Sales Order Count Early Sales Order Count Late


Past Due Count and Amount: Communicates the organization's postponed revenue recognition due to missed promised ship dates

These metrics show the sales amount and number of sales order lines that are past due. A past due sales order line is defined as those lines with a quantity remaining to be shipped with a promised date before the current date. Technical: � Calculates the past due sales order line amount and the number of past due sales order lines. � Based on user defined date ranges and thresholds. Count:

� The system counts the number of sales order lines that have a quantity remaining to be shipped and a promised ship date earlier than the current date.

� This count is calculated every day, and the daily count stored for use in displaying the past due order line count trend. � The user can configure date ranges / thresholds to delineate on-time. Amount:

� The system calculates and display the past due sales order line amount. For any specific date, past due sales order lines are defined as those lines with a quantity remaining to be shipped where the promised ship date is prior to the specified date. For example, if the current date is 10/15/05 then any sales order line with a quantity remaining to be shipped and a promised ship date prior to 10/15/05 is considered a past due sales order line.

Details: R80D212 – Past Due Processing


Select all records from F80D010 where F80D010.ADDJ is BLANK Key for table F80D212 is <PRDJ,ITM,MCU>

Past Due Date = F80D010.PPDJ + Processing Option Number of Threshold Days + 1

PRDJ: MCU: ITM: PPDJ: UECT: UEAA: CAEXP:

Processing Date Cost Center Short Item Number Promised Ship Date Past Due Line Count Past Due Amount Amount Extended Price




Past Due Order - Count Past Due Count = Aggregate (Compare if F80D010.PPDJ is greater than today’s date. If yes, Past Due Count = 1 Else, Past Due Count = 0) group by based on < F80D010.PPDJ, F80D010.ITM, F80D010.MCU>

Past Due Order - Amount Past Due Amount = Aggregate (Compare if F80D010.PPDJ is greater than today’s date. If yes, Past Due Count = F80D010.CAEXP Else, Past Due Count = 0) group by based on < F80D010.PPDJ, F80D010.ITM, F80D010.MCU>


Supplier Performance

Material Lead Time Exception: Communicates the organization's ability to estimate material availability

Compares the stored lead time with the actual lead time experienced over a period of time. The actual lead time is then summed over the user specified date range to get an average. The System determines how frequently the actual lead time varies from the system defined lead time by more than a certain number of days.

Requirements: Material receipt transactions is selected for this metric based on the company, branch/plant, supplier, item, and receipt date contained in the material receipt record. � The user has the ability to specify a threshold for lead time exceptions. Items will be shown only when the number of material

lead time exceptions exceeds this threshold. � The user has the ability to specify a minimum number of receipts to be considered for calculating the lead time exceptions for an

item. If an item has fewer receipts than this minimum during the specified date range, a lead time exception line will not be displayed.

� The user has the ability to specify tolerance days for lead time exceptions. A receipt will be considered to have a lead time exception only when the actual lead time varies from the system defined lead time by more than the number of tolerance days specified by the user. EXAMPLE: The user specifies 3 tolerance days for lead time exceptions. A material is received with an actual lead time of 15 days. The system defined lead time is 13 days, which is within the tolerance so this is not considered a lead time exception.

Technical: � Material lead time exceptions are determined by comparing the actual lead time days for a material receipt with the system defined

lead time for that item. � Actual lead time days for a material receipt are calculated as: (Actual receipt date) - (Date the purchase order was communicated

to the supplier) � Sum over the date range and get an average. � A material lead time exception occurs when the actual lead time varies from the system defined lead time by more than a user-

specified number of days. � Variances occur when actual lead time is either shorter than or longer than the system defined lead time.


Details: R80D251 - PMD Material Lead-Time Exception UBE


Select on F4311 where ADDJ <> Blank. Retrieve the PMD System Defined Lead Time Avg from F43090. Break on F4311 ADDJ, MCU, AN8 ITM

Actual Lead Time Days= TRDJ - ADDJ If Actual Lead Time Days < PO Tolerance Before Then RECSTE (Short Exception) = 1 If Actual Lead Time > PO Tolerance After Then RECLTE (Long Exception) = 2 If Actual Lead Time Days => PO Tolerance Before and <= PO Tolerance After Then RLTID (Exception) = 0 Accumulate RECLTE into RECV On Break Write F80D251 PRDJ, MCU ITM AN8 RLTID RECLTE RECSTE RECV

TRDJ: ADDJ:

RECSTE: RECLTE: RLTID: RECV:

Transaction Date Actual Ship Date Short Exception Long Exception Exception Number of Long Exceptions


First Pass Quality: Communicates the suppliers' ability to meet quality requirements

Requirements: � The system calculates the pass percentage for all receipts that result in material going in to inventory (i.e. ignore services and

expensed item receipts). � The system then counts the number of receipts from each supplier where the pass percentage fell below the user-defined

threshold. It is this count that will be displayed for the metric. � The user has the ability to define a pass percentage threshold. Only those receipts where the pass percentage falls below this

threshold will be counted for use in this metric.

Technical: � Pass Quality calculates the pass percentage for each purchase order receipt by taking the quantity put into inventory divided by the

quantity received from the supplier. � The system then counts the number of receipts for each supplier where the pass percentage falls below the user-defined threshold. � The system only calculates the pass % for all receipts that result in material going into inventory. � Quantity put into inventory (the stocked quantity) / Quantity received from the supplier (the received quantity).

Details: R80D252 - Supplier Pass Quality Performance


Based on Join View over F43121/F4311 (V43121ZF) Select LNTY, RTGC, RCDJ from V43121ZF where RTGC = 'Y' and RCDJ <> BLANK

If Inventory Interface Flag = C or Y Then Fetch F43092 by (F43121) KCOO, DOCO, DCTO, SFX, LNID, NLIN If fetch Successful Calculate Received Percentage = F43121.UREC/F43121.UORG Calculate Threshold Result = (F43121.QTYS/F43121.UREC) * Received Percentage If Threshold Result is < PO Pass Threshold Then NFRC = 1 Insert F80D252 PRDJ, MCU, AN8, ITM, TNRC, NFRC.

RTGC: RCDJ: UORG: ITM:

TNRC: UREC: NFRC: QTYS:

Routing Process (Y/N) Date Received Quantity Ordered Short Item Number Total Number of Receipts Quantity Received Number of Failed Receipts Quantity Stocked


Supplier On-time Delivery: Communicates the suppliers' ability to meet delivery schedules and order quantities

Requirements: � The user has the ability to define a supplier on-time delivery performance threshold. Only those suppliers whose on-time delivery

performance falls below that threshold will be displayed. � The user has the ability to specify a minimum number of receipts to be considered for calculating on time performance for a

supplier. If a supplier has fewer receipts than this minimum number during the specified date range, no shipment performance line will be displayed for that supplier.

� The user has the ability to specify tolerances for determining if a supplier delivered on-time. The tolerances shall be expressed as a number of calendar days prior to planned delivery, and a number of calendar days after planned delivery. EXAMPLE: The user specifies a 3-day "prior to planned delivery" tolerance, and a 1-day "after planned delivery" tolerance. This creates a 5-day "window" during which an order can be considered on time.

Technical: This metric calculates on time, early, late and ten stores the results in aggregate table. � The system calculates the late supplier delivery percentage as follows: Late supplier delivery percentage for a specified date range

= (Number of receipts planned during the specified date range that were actually received later than the planned date) / (Total number of on-time, early, and late receipts during the specified date range)

� The system calculates the on-time supplier delivery percentage as follows: On time supplier delivery percentage for a specified date range = (Number of receipts planned during the specified date range that were actually received on the planned date) / (Total number of on-time, early, and late receipts during the specified date range)

� The system calculates the early supplier delivery percentage as follows: Early supplier delivery percentage for a specified date range = (Number of receipts planned during the specified date range that were actually received prior to the planned date) / (Total number of on-time, early, and late receipts during the specified date range )

� The user can configure date ranges/thresholds to delineate on-time.


Details: R80D250 - Supplier On-Time Delivery Cache


Based on F4311 (No Audit Table) Select on PDDJ (Promised Del Date) <> Blank

ThresholdDateBefore = PDDJ - PO Number of Threshold Days Prior ThresholdDateAfter = PDDJ + PO Number of Threshold Days After Insert F80D250 PRDJ, MCU, AN8, RECVE, RECVOT, RECVL

PDDJ: ADDJ:

RECVE: RECVOT: RECVL:

Promised Delivery Date Actual Delivery Date Status Received Early Status Received On Time Status Received Late



Late Supplier Delivery Percentage

If ADDJ = Blank and If Threshold After Date < Current Date Then Status = Late (3) If ADDJ <> Blank and ADDJ < Threshold Date Then Status = Late (3)

On-Time Supplier Delivery Percentage

If ADDJ is one day from Threshold Before Date and ADDJ is one Date from Threshold After Date Then Status = On Time (2)

Early Suppler Delivery Percentage

If ADDJ <> Blank and If Threshold Before Date > ADDJ Then Status = Early (1)


Manufacturing Performance: MFG Performance is depended on the Date Dimension table only

On Time Production: Communicates the organization's ability to produce according to the production plan

Requirements: The planned completion date from the work order line is used when selecting work orders for on-time completion analysis during a specified date range. The user has the option to identify the work order types to be included in the on-time production completions metric. The user also has the ability to identify the work order status code that signifies that the work order is complete. Any work order at the selected status or beyond will be considered complete for the purposes of this metric. The user has the ability to specify tolerances for determining if an order completed on-time. The tolerances are expressed as a number of calendar days prior to planned production completion, and a number of calendar days after planned production completion. EXAMPLE: The user specifies a 3-day "prior to planned completion" tolerance, and a 1-day "after planned completion" tolerance. This creates a 5-day "window" during which an order can be considered on time. Technical: On Time Production calculate the on-time early and late completion counts. Users date range and thresholds � The system shall calculate the on-time production completion percentage as follows: On time production completion percentage

for a specified date range = (Number of work orders planned to complete during the specified date range that actually completed on the planned completion date) / (Total number of on time, early, and late work orders for that date range)

� The system shall calculate the early production completion percentage as follows: Early production completion percentage for a specified date range = (Number of work orders planned to complete during the specified date range that actually completed prior to the planned completion date) / (Total number of on time, early, and late work orders for that date range)

� The system shall calculate the late production completion percentage as follows: Late production completion percentage for a specified date range = (Number of work orders planned to complete during the specified date range that actually completed later than the planned completion date) / (Total number of on time, early, and late work orders for that date range)

� The user will be able to define a range / threshold to delineate between on-time, early and late.


Details: R80D230 – Manufacturing On Time Completions


Select all records F4801 where F4801.SRST is not equal to Processing Option Cancelled Work Order Status and F4801.DRQJ is not equal to NULL DATE Key for Table F80D230 is <ITM,MCU,PRDJ>

AfterDate = F4801.DRQJ + PO After Threshold Days BeforeDate = F4801.DRQJ - PO Prior Threshold Days

EWOC: WOC: LWOC: PRDJ: MCU: ITM:

STRX: DRQJ: DCTO: SRST:

Work Order Count Early Work Order Count On Time Work Order Count Late Processing Date Cost Center Short Item Number Date Completion Date Requested Work Order Type Work Order Status



On-Time Production Completion Percentage

F80D230.WOC = Aggregate ( Compare F4801.STRX, BeforeDate and AfterDate to determine if completion is on Time. 1 if Yes else 0.) group by based on < F4801.DRQJ, F4801.ITM, F4801.MCU>

Earl Production Completion Percentage

F80D230.EWOC = Aggregate ( Compare F4801.STRX, BeforeDate and AfterDate to determine if completion is early. 1 if Yes else 0.) group by based on < F4801.DRQJ, F4801.ITM, F4801.MCU>

Late Production Completion Percentage

F80D230.LWOC = Aggregate ( Compare F4801.STRX, BeforeDate and AfterDate to determine if completion is late. 1 if Yes else 0.) group by based on < F4801.DRQJ, F4801.ITM, F4801.MCU>


Actual Production Costs vs. Planned Cost: Communicates the organization's ability to produce according to the planned costs

Similar to on time production, this metric focuses on the organization’s ability to produce to plan in terms of cost. Technical: Planned vs Actual Cost Variance – calculates the actual production costs by adding the costs of all work orders for the specified date range. The system calculates the planned production costs by adding the planned costs from all finished work orders scheduled for completion for the specified date range. � The system shall calculate actual production costs by summing the costs of all finished goods receipts into inventory. � The system shall calculate planned production costs by summing the planned costs from all finished goods work orders scheduled

for completion. Details: R80D231 – Manufacturing Planned vs Actual Cost Variance


Select CLAT and PLAT from F3102 where F3102.DOCO Equals F4801 DOCO. Aggregate on CLAT and PLAT. Variance = PLAT - CLAT

Select F4801 by DOCO where STATUS EQ or GT PO STATUS and F4801.PPFG => '2' and F4801.DRQT <> NULL. On Break of MCU/ITEM/DRQT. Insert F80D231.

CLAT: PLAT: PART:

Actual Amount Planned Amount Parent Child Relationship (P = Parent)



Actual Cost Select F4801.DOCO and F4801.PART = "P". Aggregate on CLAT

Planned Cost Select F4801.DOCO and F4801.PART = "P". Aggregate on PLAT


Inventory Management Effectiveness:

Inventory Turns: Communicates the organization's ability to manage its inventory

Provides insight in to how well the organization is managing its inventory, or the investment thereof. Requirements: All item/branch inventory count records for a given company shall be used when selecting inventory for use in calculating turns for a specific company. All item/branch inventory count records for a given branch/plant shall be used when selecting inventory for use in calculating turns for a specific branch/plant. The user shall have the ability to define which GL class codes to include in COGS and total inventory. Technical: Inventory Turns calculates the Days Sales in Inventory and the Inventory Turns. The system calculates inventory turns as the cost of goods sold in the last 52 weeks divided by the total current inventory value. The Inventory Turns metric is accurate as of the last run date. Inventory turns are calculated at a point in time and move forward. Previous Inventory Turn values cannot be determined. (Last 52 weeks COGS) / (Total current inventory value)

Details: R80D220 - Inventory Data Load


Based on a View over F4101/F4102/F41021. (V80D220A) No Data Filter other than Data Selection Select ITM, MCU, LOT, LOCN, PQOH from V80D220A. Fetch F4105 by ITM, MCU LOCN, LOT Retrieve UNCS (Note that UNCS is determined by reading the F4105 by ITM, MCU, CLEV, LOT, LOCN, and Currency) Total Unit Cost = PQOH * UNCS Break on Change to ITM or MCU.

On Break Fetch AA from F80D221 by UPMJ, MCU, ITM CALCULATE AVG Daily = AA /360 CALCULATE PDSI = Total Unit Cost / AVG Daily CALCULATE ITU = AA / Total Unit Cost INSERT into F80D220 (UPMJ, ITM, MCU, AA (COGS) PDSI, ITU

PDSI: ITM: MCU: LOT:

LOCN: PQOH: UNCS:

AA PRDJ: UPMJ: CLEV:

Days Sales Inventory Short Item ID Branch/Plant Lot Number Location Quantity On Hand Unit Cost Cost of Goods Sold Process Date Current Date Cost Level


Days Sales in Inventory (DSI): Communicates the organization’s liability to its creditors

A measurement of how much capital is tied up in a company’s inventories. The DSI value calculation shall be executed on a periodic basis and the periodic value retained so that the DSI trend can be displayed. Requirements: Inventory counts and costs shall be selected based on the company and branch/plant in the individual inventory count record. The user shall have the ability to select which document types to include for the calculation of COGS value for use in calculating DSI. Technical: Days Sales in Inventory – calculated by determining the last 52 weeks of COGS divided by 360 and then dividing the number into the total current inventory cost. As of SAR 8940177 Total Cost of Inventory (TCI) = Qty * Cost (TCIa + TCIb + … TCIx) / ((COGSa + COGSb + … COGSx) / 360) = DSI NOTE: The calculation frequency for DSO, DSI, DPO and cash-to-cash cycle time must be the same, and all four must be calculated

at the same time. Details: R80D220 - Inventory Data Load


Based on View V80D220A (F4101/F4102/F41021) No Data Selection in UBE UNCS = F4015 UNCS fetch on ITM MCU LOT LOCN CLEV) Inventory Value = UNCS * V80D220A.PQOH Total Inventory = SUM Inventory Value Break on MCU ITM

On Break COGS = Aggregate By MCU from F80D221, total on AA. Avg Daily = COGS/360. PDSI = Total Inventory/Avg Daily ITU = COGS/Total Inventory Write F80D220 PRDJ MCU ITM COGS PDSI ITU

COGS: PDSI: PRDJ:

Cost Of Goods Sold Days Sales in Inventory Process Date


Cash and Capital Management

Days Sales Outstanding (DSO): Communicates the organization’s capital that is tied up in its outstanding accounts receivable

A measurement of how much capital is tied up in a company’s outstanding accounts receivables. The DSO value calculation shall be executed on a periodic basis and the periodic value retained so that the DSO trend can be displayed. Requirements: Accounts receivable detailed transactions shall be selected based on the company and branch/plant in the individual AR transaction record. The company related to the revenue branch plant shall be used when selecting sales orders booked for a specific company. The revenue branch/plant in the sales order line shall be used when selecting sales orders for calculating projected revenue for a specific branch/plant. The user shall have the ability to select which document types to include for the calculation of total accounts receivable value for use in calculating DSO. The user shall have the ability to determine if credit orders are to be included in booked order calculations during the load process. The user shall have the ability to determine if held orders (held or not held; not based on type) are to be included in booked order calculations during the load process. The user shall have the ability to determine if detached adjustments are to be included in booked order calculations during the load process. The user shall have the ability to determine which sales order document types are to be included in booked order calculations during the load process. Technical: DSO is calculated by determining the running of 52 week sales calculation divided by 360 and then dividing the number into the total open accounts receivable. The system captures the customer ledger information for a point in time while calculating the days sales outstanding using sales data for a rolling 12 month time frame. DSO is calculated at a point of time and moves forward. Previous DSO values cannot be determined. (Total open accounts receivable) / (Running 52 week sales calculation / 360)

Details: R80D200 - Days Sales Outstanding Aggregate


Based On View V80D220A (F03B11) Select on AAP (Amount Open) <> 0 Order by DOC DCT KCO SFX AN8 DGJ Total Open Amount by AN8 Break on MCU AN8 DGJ (Date for G/L and Voucher)

On Break Sales Fact Total = F80D010 by MCU and AN8. ADS (Average Daily Sales) = Sales Fact Total/360 DSO = Total Open Amount/Avg Daily Sales Write F80D200 PRDJ MCU AN8 AAP ADS DSO.

PRDJ: ADS: DSO: AAP: DGJ: AN8:

Process Date Average Daily Sales Date Sales Outstanding Amount Open Date for G/L and Voucher Address Book Number


Days Payables Outstanding (DPO): Communicates the organization’s capital that is tied up in its inventories

A measurement of much a company owes its creditors, in terms of days of sales. Requirements: The DPO value calculation shall be executed on a periodic basis and the periodic value retained so that the DPO trend can be displayed. Accounts payable detailed transactions shall be selected based on the company and branch/plant in the individual AP transaction record. The user shall have the ability to select which document types to include for the calculation of total accounts payable value for use in calculating DPO. NOTE: The calculation frequency for DSO, DSI, DPO and cash-to-cash cycle time must be the same, and all four must be calculated

at the same time. Technical: Days Payables Outstanding – determining the last 52 weeks of COGS divided by 360 and then divided by the number into the total open payables. As of SAR 8940177 (Total open payables $) / ((Last 52 weeks COGS $) / 360) Details: R80D221B - GL Data Load - Direct Ship Orders COGS and R80D221C - GL Data Load - Sales/Audit Orders COGS


Based On View V0411ZB (F0411) Select on AAP <> 0 Break on MCU ITM Total Amount Open = SUM AAP Daily COGS = Aggregate By MCU from F80D221, total on AA.

On Break COGS = (Aggregate F80D221 on MCU for AA (Amount))/360 PDPO = Total Open Payables/(COGS) Write F80D201 PRDJ MCU ITM PDPO COGS (Daily)

COGS: AA:

PDPO: PRDJ:

Cost of Goods Sold Amount Day Payable Outstanding Process Date


Cash to Cash Cycle Time: Communicates the organization's overall financial health A simple but powerful measurement, the cash to cash metric measures a company’s overall financial health. This is Days Sales Outstanding, plus Days Sales in Inventory less Days Payables outstanding. Typically the lower the value the better, especially relative to a company’s historical value. Recent studies have confirmed a high correlation between low cash-to-cash cycle days and high earnings per share. Technical: Cash to Cash Cycle Time = DSO + DSI - DPO

Details: R80D202 - Cash To Cash


Based on F80D200 Order by PRDJ MCU AN8 No Date Selection in UBE Break on PRDJ MCU All Processing is handled in a Business Function. No calculations are performed in the UBE.

Table F80D200 is read by AAP and ADS to determine the PDSO that is written to the F80D202. (PDSO = Aggregate of F80D200.AAP / Aggregate of F80D200.ADS) Aggregates are by MCU Read F80D220 by PDSI, PRDJ and MCU Inventory Cost = F80D220.COGS/F80D220.ITU Inventory Total Cost = SUM of Inventory Cost Avg Daily COGS = COGS/360 PDSI = Inventory Total Cost/Avg Daily COGS Read F80D201 by PDPO, PRDJ, MCU Avg Daily COGS = F80D201.COGS/360 Total Amt F0411 = SUM (F80D201.PDPO * Avg Daily COGS) PDPO = Total Amt F0411/ Avg Daily COGS Cash to Cash Cycle Time (CCCT) = PDSO + PDSI - PDPO and written to table F80D202

PRDJ: PDSO/DSO: PDPO/DPO: PDSI/DSI:

AAP: ADS:

CCCT: ITU:

Process Date Date Sales Outstanding Days Payable Outstanding Days Sales Inventory Amount Open Average Daily Sales Cash to Cash Cycle Time. Inventory Turns


Cost of Goods Sold: Communicates the sum of the material, labor and other costs of items sold by the company.

The total cost of all sales orders invoiced in the last 365 days aggregated by item and branch plant. This metric is not displayed on the Plant Manager’s Dashboard but is an important value used in many of the metrics. Details: R80D221C - GL Data Load - Sales/Audit Orders COGS


Based on a View over F4211/F42119 SELECT * from F4211 and F42119 where SDDGL >= (Today-365) Break on ITM, MCU

SUM Extended Cost for F4211/F42119 By Item and Branch/Plant Write to F80D221

DGL: ITM: MCU:

G/L Date (Invoice Date) Short Item Number Branch/Plant


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