biapps metrics reference guide

ORACLE® BUSINESS INTELLIGENCE APPLICATIONS

7.9.6.4 METRIC REFERENCE GUIDE

VERSION 1.1

January 2013

Disclaimer

This document is provided for information purposes only, and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor is it subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose.

We specifically disclaim any liability with respect to this document, and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission.

Copyright 2009, Oracle®. All Rights Reserved.

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide iii

Contents

Chapter 1. Introduction

1.1 Document Structure ............................................................................................................. 1-1

Chapter 2. Contact Center Telephony Analytics

2.1 Service - ACD/CTI ............................................................................................................... 2-1

2.2 Service - Agent Activity ........................................................................................................ 2-5

2.3 Service - Agent Benchmarks and Targets ........................................................................... 2-8

2.4 Service - Agent Performance Overview ............................................................................ 2-15

2.5 Service - Contact Center Benchmarks and Targets .......................................................... 2-21

2.6 Service - Contact Center Marketing .................................................................................. 2-26

2.7 Service - Contact Center Performance Overview ............................................................. 2-32

2.8 Service - Contact Center Sales ......................................................................................... 2-38

2.9 Service - Contact Center Sales Overview ......................................................................... 2-40

2.10 Service - Customer Service Overview ............................................................................. 2-42

2.11 Service - Enterprise Contact Center Overview................................................................ 2-44

2.12 Service - IVR ................................................................................................................... 2-46

2.13 Service - Service Delivery and Costs .............................................................................. 2-47

2.14 Service - Service Delivery and Costs Overview .............................................................. 2-49

Chapter 3. Enterprise Asset Management Analytics

3.1 EAM - Asset Failure Analysis ............................................................................................ 3-51

3.2 EAM - Asset History .......................................................................................................... 3-54

3.3 EAM - Asset Maintenance Cost......................................................................................... 3-55

3.4 EAM - Asset Maintenance Workorders ............................................................................. 3-58

3.5 EAM - Asset Meter Reading .............................................................................................. 3-63

3.6 EAM - Asset Quality .......................................................................................................... 3-63

3.7 EAM - Inventory Aging ....................................................................................................... 3-63

3.8 EAM - Maintenance Material Usage .................................................................................. 3-65

3.9 EAM - Maintenance Resource Availability ........................................................................ 3-66

3.10 EAM - Maintenance Resource Usage ............................................................................. 3-67

3.11 EAM - MRO Inventory ..................................................................................................... 3-70

Chapter 4. Financial Analytics

Contents

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide iv

4.1 Financials - AP Balance .................................................................................................... 4-74

4.2 Financials - AP Invoice Aging ............................................................................................ 4-74

4.3 Financials - AP Overview .................................................................................................. 4-77

4.4 Financials - AP Transactions ............................................................................................. 4-81

4.5 Financials - AR Balance .................................................................................................... 4-82

4.6 Financials - AR Invoice Aging............................................................................................ 4-82

4.7 Financials - AR Overview .................................................................................................. 4-85

4.8 Financials - AR Transactions ............................................................................................. 4-89

4.9 Financials - GL Balance Sheet .......................................................................................... 4-91

4.10 Financials - GL Budget and Expenses ............................................................................ 4-94

4.11 Financials - GL Cash Flow .............................................................................................. 4-99

4.12 Financials - GL Detail Transactions .............................................................................. 4-102

4.13 Financials - Profitability - Company ............................................................................... 4-103

4.14 Financials - Profitability - Customer ............................................................................... 4-107

4.15 Financials - Profitability - Product .................................................................................. 4-109

4.16 Financials - Revenue Analysis ...................................................................................... 4-111

4.17 Financials - US Federal - GL Balance Sheet ................................................................ 4-111

4.18 Financials - US Federal - GL Detail Transactions ......................................................... 4-118

Chapter 5. Human Resources Analytics

5.1 Human Resources - Absence.......................................................................................... 5-119

5.2 Human Resources - Compensation ................................................................................ 5-120

5.3 Human Resources - Learning Enrollment and Completion ............................................. 5-126

5.4 Human Resources - Performance ................................................................................... 5-127

5.5 Human Resources - Recruitment .................................................................................... 5-129

5.6 Human Resources - US Statutory Compliance ............................................................... 5-138

5.7 Human Resources - Workforce Profile ............................................................................ 5-144

Chapter 6. Loyalty Analytics

6.1 Loyalty - Financials .......................................................................................................... 6-151

6.2 Loyalty - Members ........................................................................................................... 6-153

6.3 Loyalty - Partners ............................................................................................................ 6-157

6.4 Loyalty - Programs .......................................................................................................... 6-157

6.5 Loyalty - Promotions ........................................................................................................ 6-162

6.6 Loyalty - Transactions ..................................................................................................... 6-162

Chapter 7. Manufacturing Analytics

7.1 Manufacturing - Actual Production .................................................................................. 7-168

Contents

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide v

7.2 Manufacturing - Discrete Quality ..................................................................................... 7-169

7.3 Manufacturing - Kanban .................................................................................................. 7-170

7.4 Manufacturing - Plan to Produce ..................................................................................... 7-170

7.5 Manufacturing - Material Usage ...................................................................................... 7-171

7.6 Manufacturing - Pegging Details ..................................................................................... 7-172

7.7 Manufacturing - Production Cost ..................................................................................... 7-173

7.8 Manufacturing - Lot Genealogy ....................................................................................... 7-174

7.9 Manufacturing - Resource Usage .................................................................................... 7-176

7.10 Manufacturing - Work Order Aging ................................................................................ 7-176

7.11 Manufacturing - Work Order Performance .................................................................... 7-177

7.12 Manufacturing - Work Order Cycle Time ....................................................................... 7-179

7.13 Manufacturing - Production Plan ................................................................................... 7-179

7.14 Manufacturing - Resource Utilization ............................................................................ 7-180

7.15 Manufacturing - Process Quality ................................................................................... 7-181

7.16 Manufacturing - Resource Utilization ............................................................................ 7-181

7.17 Inventory - Balances ...................................................................................................... 7-181

7.18 Inventory - Aging ........................................................................................................... 7-185

7.19 Inventory - Customer and Supplier Returns .................................................................. 7-186

7.20 Inventory - Transactions ................................................................................................ 7-188

7.21 Cross Functional - Supply and Demand ........................................................................ 7-189

Chapter 8. Marketing Analytics

8.1 Marketing - CRM Campaigns .......................................................................................... 8-195

8.2 Marketing - CRM Consumers .......................................................................................... 8-202

8.3 Marketing - CRM Customers ........................................................................................... 8-207

8.4 Marketing - CRM Events ................................................................................................. 8-212

8.5 Marketing - CRM Lead to Order ...................................................................................... 8-216

8.6 Marketing - CRM Leads ................................................................................................... 8-217

8.7 Marketing - CRM Planning .............................................................................................. 8-218

Chapter 9. Price Analytics

9.1 Sales - CRM Price Waterfall ............................................................................................ 9-224

9.2 Sales - CRM Price Waterfall – Orders ............................................................................. 9-247

9.3 Sales - CRM Price Waterfall – Quotes ............................................................................ 9-247

9.4 Sales - CRM Price ........................................................................................................... 9-247

Chapter 10. Procurement and Spend Analytics

10.1 Employee Expenses .................................................................................................... 10-250

Contents

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide vi

10.2 Procurement and Spend - Invoice Lines ..................................................................... 10-252

10.3 Procurement and Spend - Procure to Pay .................................................................. 10-256

10.4 Procurement and Spend - Purchase Cycle Lines ....................................................... 10-257

10.5 Procurement and Spend - Purchase Orders ............................................................... 10-259

10.6 Procurement and Spend - Purchase Receipts ............................................................ 10-263

10.7 Procurement and Spend - Purchase Requisition Status ............................................. 10-264

10.8 Procurement and Spend - Purchase Requisitions ...................................................... 10-264

10.9 Supplier Performance - Supplier AP Transactions ...................................................... 10-268

10.10 Supplier Performance - Supplier Performance.......................................................... 10-270

Chapter 11. Project Analytics

11.1 Project - Billing ............................................................................................................. 11-272

11.2 Project - Budget ........................................................................................................... 11-274

11.3 Project - Cost ............................................................................................................... 11-278

11.4 Project - Forecast ........................................................................................................ 11-281

11.5 Project - Funding ......................................................................................................... 11-284

11.6 Project - Performance .................................................................................................. 11-285

11.7 Project - Revenue ........................................................................................................ 11-297

Chapter 12. Sales Analytics

12.1 Sales - CRM Customer Overview ............................................................................... 12-300

12.2 Sales - CRM Forecasting ............................................................................................ 12-303

12.3 Sales - CRM Orders .................................................................................................... 12-315

12.4 Sales - CRM Pipeline .................................................................................................. 12-319

12.5 Sales - CRM Products ................................................................................................. 12-322

12.6 Sales - CRM Quotes .................................................................................................... 12-324

12.7 Sales - CRM Sales Activity .......................................................................................... 12-329

12.8 Sales - CRM Usage Accelerator Current .................................................................... 12-330

12.9 Sales - CRM Usage Accelerator Summary ................................................................. 12-332

Chapter 13. Service Analytics

13.1 Service - CRM Activities .............................................................................................. 13-338

13.2 Service - CRM Agreements ......................................................................................... 13-340

13.3 Service - CRM Assets ................................................................................................. 13-346

13.4 Service - CRM Customer Satisfaction ......................................................................... 13-347

13.5 Service - CRM Email Response .................................................................................. 13-348

13.6 Service - CRM Orders ................................................................................................. 13-349

13.7 Service - CRM Products .............................................................................................. 13-353

Contents

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide vii

13.8 Service - CRM Real-Time Activities ............................................................................ 13-355

13.9 Service - CRM Real-Time Assets ................................................................................ 13-355

13.10 Service - CRM Real-Time Service Requests ............................................................ 13-355

13.11 Service - CRM Real-Time Solutions .......................................................................... 13-356

13.12 Service - CRM Service Requests .............................................................................. 13-356

Chapter 14. Supply Chain and Order Management Analytics

14.1 Inventory - Balances .................................................................................................... 14-360

14.2 Inventory - Bill of Materials .......................................................................................... 14-362

14.3 Inventory - Customer and Supplier Returns ................................................................ 14-363

14.4 Inventory - Transactions .............................................................................................. 14-364

14.5 Sales - Backlog History ............................................................................................... 14-365

14.6 Sales - Backlog Lines .................................................................................................. 14-366

14.7 Sales - Booking Lines .................................................................................................. 14-368

14.8 Sales - Customer Activity ............................................................................................ 14-368

14.9 Sales - Inventory and Backlog ..................................................................................... 14-369

14.10 Sales - Invoice Lines ................................................................................................. 14-370

14.11 Sales - Order Lines .................................................................................................... 14-372

14.12 Sales - Order Process ............................................................................................... 14-374

14.13 Sales - Orders and Invoices ...................................................................................... 14-375

14.14 Sales - Orders, Backlog and Invoices ....................................................................... 14-378

14.15 Sales - Pick Lines ...................................................................................................... 14-381

14.16 Sales - Sales Overview ............................................................................................. 14-382

14.17 Sales - Sales Receivables ......................................................................................... 14-383

14.18 Sales - Sales Revenue .............................................................................................. 14-384

14.19 Sales - Schedule Lines .............................................................................................. 14-386

Chapter 15. Additional Metrics Available

15.1 Fact Compound - Account Transactions Time Series ................................................ 15-387

15.2 Fact Compound - Active Asset History & Asset Churn .............................................. 15-388

15.3 Fact Compound - Asset & Asset FINS Contact.......................................................... 15-388

15.4 Fact Compound - Campaign Compund Facts ............................................................ 15-388

15.5 Fact Compound - Campaign History .......................................................................... 15-388

15.6 Fact Compound - Campaign History Response ......................................................... 15-389

15.7 Fact Compound - CampaignHistory & Marketing Cost .............................................. 15-389

15.8 Fact Compound - Marketing Goals Achieved............................................................. 15-389

15.9 Fact Compound - Order Item & Campaign History .................................................... 15-389

15.10 Fact Compound - Pipeline Rollup and Prior ............................................................. 15-390

Contents

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide viii

15.11 Fact Compound - Order Item Delta ........................................................................... 15-390

15.12 Fact - CRM - Activity .................................................................................................. 15-390

15.13 Fact - CRM - Asset .................................................................................................... 15-390

15.14 Fact - CRM - Campaign History ................................................................................ 15-392

15.15 Fact - CRM - Invoice .................................................................................................. 15-393

15.16 Fact - CRM - Order Item ............................................................................................ 15-393

15.17 Fact - CRM - Order Item Comparison ....................................................................... 15-394

15.18 Fact - CRM - Order Item Price Waterfall (Root Product) ........................................... 15-394

15.19 Fact - CRM - Order Item Price Waterfall Comparison (Root Product) ...................... 15-394

15.20 Fact - CRM - Order Item Quarter Ago ....................................................................... 15-395

15.21 Fact - CRM - Pipeline ................................................................................................ 15-395

15.22 Fact - CRM - Response ............................................................................................. 15-395

15.23 Fact - CRM - Revenue ............................................................................................... 15-395

15.24 Fact - CRM - Service Request................................................................................... 15-396

15.25 Fact - CRM - Service Request Amount ..................................................................... 15-396

15.26 Fact - CRM - Service Request Last 6 Months ........................................................... 15-396

15.27 Fact - Fins - AP Posted Transaction ......................................................................... 15-397

15.28 Fact - Fins - AP Transaction ...................................................................................... 15-397

15.29 Fact - Fins - AR Posted Transaction ......................................................................... 15-398

15.30 Fact - Fins - AR Transaction...................................................................................... 15-398

15.31 Fact - Fins - Budget ................................................................................................... 15-399

15.32 Fact - Fins - Customer Account ................................................................................. 15-399

15.33 Fact - Fins - GL Balance ............................................................................................ 15-399

15.34 Fact - Fins - GL Cost of Goods Sold ......................................................................... 15-405

15.35 Fact - Fins - GL Cost of Goods Sold Posted ............................................................. 15-406

15.36 Fact - Fins - GL Other ................................................................................................ 15-406

15.37 Fact - Fins - GL Other Posted Transaction ............................................................... 15-406

15.38 Fact - Fins - GL Revenue .......................................................................................... 15-408

15.39 Fact - Fins - GL Revenue Posted .............................................................................. 15-408

15.40 Fact - Fins - GL Tax Posted ...................................................................................... 15-409

15.41 Fact - Fins Compound GL Detail Transactions ......................................................... 15-409

15.42 Fact - HR - Event Information .................................................................................... 15-409

15.43 Fact - HR - Event Information (Workforce) ................................................................ 15-409

15.44 Fact - HR - Learning Enrollment and Completion ..................................................... 15-410

15.45 Fact - HR - Learning Enrollment Events .................................................................... 15-411

15.46 Fact - HR - Operation ................................................................................................ 15-411

15.47 Fact - HR - Operation (Workforce) ............................................................................ 15-412

15.48 Fact - HR - Pay Grade ............................................................................................... 15-413

Contents

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide ix

15.49 Fact - HR - Payroll ..................................................................................................... 15-413

15.50 Fact - HR - Recruitment Event Information ............................................................... 15-413

15.51 Fact - Loyalty - Cost .................................................................................................. 15-414

15.52 Fact - Loyalty - Members By Tier Segment ............................................................... 15-415

15.53 Fact - Loyalty - Points ................................................................................................ 15-415

15.54 Fact - Loyalty - Revenue ........................................................................................... 15-415

15.55 Fact - Loyalty - Revenue By Tier Segment ............................................................... 15-415

15.56 Fact - Marketing - Cost .............................................................................................. 15-416

15.57 Fact - Marketing - Count ............................................................................................ 15-416

15.58 Fact - Marketing - Goal .............................................................................................. 15-416

15.59 Fact - Marketing - Lead ............................................................................................. 15-416

15.60 Fact - Project Budget ................................................................................................. 15-417

15.61 Fact - Project Cost ..................................................................................................... 15-418

15.62 Fact - Project Expenditure ......................................................................................... 15-419

15.63 Fact - Project Forecast .............................................................................................. 15-422

15.64 Fact - Project Funding ............................................................................................... 15-429

15.65 Fact - Project Performance........................................................................................ 15-431

15.66 Fact - Project Revenue .............................................................................................. 15-431

15.67 Fact - Purchasing - Receipt ....................................................................................... 15-432

15.68 Fact - Service - Contact Center Benchmark and Target ........................................... 15-433

15.69 Fact - Service - Contact Center Compound Metrics ................................................. 15-433

15.70 Fact - Service - Contact Center Performance ........................................................... 15-433

15.71 Fact - Service - IVR History ....................................................................................... 15-433

15.72 Fact - Service - Rep Activity ...................................................................................... 15-434

15.73 Fact - Supply Chain - Inventory Balance ................................................................... 15-434

15.74 Fact - Supply Chain - Inventory Transaction ............................................................. 15-434

Oracle® Business Intelligence Applications 7.9.6.4 Metric Reference Guide 1-1

Introduction 1

This document describes metrics available in Release 7.9.6 of Oracle® Business Intelligence Applications. These metrics are housed within the Oracle® Business Intelligence Applications repository. They are used in the pre-built analyses, and / or are available for customers to use via Oracle® Answers in building new analyses or extending existing analyses. Oracle® Answers is the ad-hoc query and reporting tool used for building and modifying analyses. This document also includes additional metrics which can be made accessible by means of minimal configuration. These additional metrics are included in the Business Modeling and Mapping Layer of the Oracle® Business Intelligence Applications repository. Configuration required before using them merely involves exposing these metrics to the Presentation Layer within the underlying repository. NOTE: This document covers metric definitions in most commonly used Oracle® Business Intelligence Applications only. It does not cover content areas such as Public Sector Case Management Analytics, Pharma Analytics, Insurance Analytics, etc. Please refer Oracle® Business Intelligence Applications repository (RPD) for metric definitions in those Products.

1.1 Document Structure

Chapter 2 to 12 of this document lists readily available metrics categorized by BI applications. They are further sub-categorized by Subject Area to which each metric belongs in an out-of-the-box installation. Snapshot of a Financial Analytics Subject Area as seen from Oracle® Answers is shown beside. The highlighted section in this snapshot lists the metrics available in Accounts Payable Overview Subject Area. Chapter 13 lists additional metrics that can be made available for analyses by means of minimal configuration. These metrics are categorized by folders to which they belong within the Business Modeling and Mapping Layer of the Oracle® Business Intelligence Applications repository. They can be made available for use in Answers by configuring the Oracle® Business Intelligence Applications repository using the Oracle® Business Intelligence Administration Tool. For more information on Oracle® Business Intelligence Applications, refer http://www.oracle.com/technology/products/bi/bi-applications.html

http://www.oracle.com/technology/products/bi/bi-applications.html


Contact Center Telephony Analytics 2

This chapter describes metrics available in Contact Center Telephony Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Contact Center Telephony Analytics.

2.1 Service - ACD/CTI

No Metric Name Description

2.1.1 Call Metrics - Call Volumes.Total Rep Call Volume

Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.1.2 Call Metrics - Call Volumes.Answered Call Volume

Measures the number of ACD calls that are answered by representatives or by automatic voice response system. An inbound call can be abandoned or answered by a rep or by IVR system. Answer volume can be used in conjunction with total volume and offer volume to determine the effectiveness of the representatives or organization at answering contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.1.3 Call Metrics - Call Volumes.Answer Call Rate

Measures the percentage of calls answered by a representative or by an automatic voice response system vs. the total number of calls that are received by the ACD/switch system. In order to improve customer satisfaction, organizations should strive to increase their answer rates.

2.1.4 Call Metrics - Call Volumes.Call Abandonment Rate

Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates.

2.1.5 Call Metrics - Call Volumes.Customer Hangup Volume

Measures the number of customer-initiated hang ups or disconnects after the customer had been connected to speak with a representative / while talking to the representative. This measures those calls that are dropped by the customers before the agent releases the calls. Analyzing hang-ups is very crucial to improving customer satisfaction. Organizations should strive to reduce the number of hang-ups. Examining where in the conversation a customer drops a call and which representatives have the most dropped calls will help identify problem areas. If a call was handled by multiple agents it would be counted once against each agent.

2.1.6 Call Metrics - Call Volumes.Average Call Volume Per Day

Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor.

2.1.7 Call Metrics - Call Volumes.Average Call Volume Per Hour

Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor.

2.1.8 Call Metrics - Call Volumes.Inbound Call Volume

Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

Contact Center Telephony Analytics



2.1.9 Call Metrics - Call Volumes.Total Held Calls

Measures the number of calls an agent puts on hold. This metric does not count the number of times a call was put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. If a call was put on hold by multiple agents it would be counted once against each of those agents.

2.1.10 Call Metrics - Call Volumes.Hold Volume

Measures the number of times calls were put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.1.11 Call Metrics - Call Volumes.Abandoned Call Volume

Measures the number of calls abandoned by customers while in queue before they were connected to representatives. Analysis of abandonment rates and time-to abandonment provides insight into the callers’ tolerances for waiting and the organization’s ability to efficiently handle contacts.

2.1.12 Call Metrics - Call Volumes.Outbound Call Volume

Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent.

2.1.13 Call Metrics - Call Volumes.Held Calls Percent

Measures the percentage of all answered calls that an agent puts on hold. Higher Held call rates can be an indication that representatives are not effective resolving customer issues and require additional time to research the issue.

2.1.14 Call Metrics - Call Volumes.Dialer Call Volume

Measures the total number of outbound contacts automatically dialed by the contact system. Generally, these calls are part of a marketing campaign. Automatically dialed calls are generally used in outbound campaigns. Therefore, this metric can be used to analyze outbound campaign targets and effectiveness. If a call was handled by multiple agents it would be counted once against each agent.

2.1.15 Call Metrics - Call Volumes.Manual Outbound Call Volume

Measures the total number of outbound calls manually initiated by the representative. Manual outbound calls are those calls that are made by a representative, as opposed to those calls made by an automated dialer system. Analyzing the outbound contact volume provides an indication of how efficient the representatives and organization are at initiating outbound contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.1.16 Call Metrics - Call Volumes.Total Call Volume

Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts.

2.1.17 Call Metrics - General.Max Answer Delay

Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is seconds. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed.

2.1.18 Call Metrics - General.Max Abandoned Delay

Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is seconds. The abandon duration can be used to gauge the caller’s tolerance and the organization’s ability to sufficiently handle the call volume.

2.1.19 Call Metrics - General.Service Level

Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction.




2.1.20 Chat and Email Metrics.Email Volume

Measures the number of emails handled by the email system / representative. This metric includes both inbound and outbound emails. Analyzing the email contact volume provides an indication of how many contacts occur through the email channel and how efficient the representatives and organization are at handling email contacts. If an email was handled by multiple agents it would be counted once against each agent.

2.1.21 Chat and Email Metrics.Total Chat Duration

Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is seconds.

2.1.22 Chat and Email Metrics.Total Chat Hold Time

Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests.

2.1.23 Chat and Email Metrics.Chat Customer Disconnects

Measures the number of chats that were disconnected by the customer before the resolution was completed by the agent. Disconnections can be the result of technical issues or it can be a result of unsatisfactory experience. In order to improve customer satisfaction, organizations should take action to reduce the number of disconnects. If a chat was handled by multiple agents it would be counted once against each agent.

2.1.24 Chat and Email Metrics.Chat Abandonment Rate

Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat out of the total number of chats initiated. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower abandonment rates.

2.1.25 Chat and Email Metrics.Average Chat Time to Abandonment

Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is seconds. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests.

2.1.26 Chat and Email Metrics.Average Chat Hold Time

Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests.

2.1.27 Chat and Email Metrics.Abandoned Chat Volume

Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower the number of abandonments.

2.1.28 Chat and Email Metrics.Chat Volume

Measures the number of chats handled by the system. Chats are initiated by customer, and therefore, by definition, are inbound. Analyzing the chat contact volume provides an indication of how many contacts occur through the chat channel and how efficient the representatives and organization are at handling chat contacts. If a chat was handled by multiple agents it would be counted once against each agent.

2.1.29 Chat and Email Metrics.Email Volume Delta Rate

Provides the percentage difference between the forecasted email volume and the actual volume. This metric is calculated as the difference between the forecasted volume and the actual volume, divided by the forecasted volume, and then multiplied by 100. This metric is used to evaluate the effectiveness of the forecasted email volumes versus the actual email volumes.

2.1.30 Chat and Email Metrics.Email Volume Forecast

Provides the forecasted email volume to be handled by the organization for any given period of time. This metric includes both inbound and outbound emails. Forecast email volume can be used in conjunction with actual total volumes to evaluate how well the organization has forecasted email contact volume.

2.1.31 Call Metrics - Average Times.Average Time to Abandonment

Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is seconds. The abandon duration can be used to gauge caller’s tolerance and the organization’s ability to sufficiently handle the call volumes.




2.1.32 Call Metrics - Average Times.Average Speed of Answer

Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed.

2.1.33 Call Metrics - Average Times.Average Handle Time

Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.1.34 Call Metrics - Average Times.Average Hold Time

Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.1.35 Call Metrics - Average Times.Average Queue Hold Time

Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing.

2.1.36 Call Metrics - Average Times.Average Talk Time

Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.1.37 Call Metrics - Average Times.Average After Call Work Time

Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds.

2.1.38 Call Metrics - Average Times.Average Answer Delay

Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds.

2.1.39 Call Metrics - Total Times.Total Queue Hold Time

Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing.

2.1.40 Call Metrics - Total Times.Total Answer Delay

Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls.

2.1.41 Call Metrics - Total Times.Total Talk Time

Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness.

2.1.42 Call Metrics - Total Times.Total After Call Work Time

Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.




2.1.43 Call Metrics - Total Times.Total Handle Time

Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency.

2.1.44 Call Metrics - Total Times.Total Hold Time

Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customer’s request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.2 Service - Agent Activity


2.2.1 Agent Break Metrics.Scheduled # of Breaks

Identifies the number of breaks that were scheduled to be taken by the agent.

2.2.2 Agent Break Metrics.Break Duration Compliance Category

Break Duration Compliance Category by Break Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: 100%, E: > 100%, i.e. Out of Compliance. If the total break duration is larger than the scheduled break duration, the compliance percentage would be greater than 100%. If the total break duration is equal to or less than the scheduled break duration, the compliance percentage would be less than or equal to 100%.

2.2.3 Agent Break Metrics.Break Duration Compliance %

The total break duration as a percentage of the scheduled break duration. If the total break duration is larger than the scheduled break duration, this percentage would be greater than 100%. If the total break duration is equal to or less than the scheduled break duration, this percentage would be less than or equal to 100%.

2.2.4 Agent Break Metrics.Unscheduled Break Duration Category

Unscheduled Breaks Duration Category by Unscheduled Break Duration %. Categories are A: < 10%, B: < 20%, C: < 30%, D: > 30%. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100%

2.2.5 Agent Break Metrics.Unscheduled Break Duration %

The duration of unscheduled breaks taken as a percentage of the total break duration. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100%

2.2.6 Agent Break Metrics.Total Break Time

Measures the time in minutes that a representative was on breaks. Can be used to analyze schedule adherence and representative availability.

2.2.7 Agent Break Metrics.Unscheduled Break Time

Measures the time in Seconds that a representative was on unscheduled breaks. Can be used to analyze schedule adherence and representative availability.

2.2.8 Agent Break Metrics.Scheduled Break Time

Measures the time in minutes that a representative was scheduled to be on break. Can be used to analyze schedule adherence and representative availability.




2.2.9 Agent Break Metrics.# of Breaks Compliance Category

# of Breaks Compliance Category by # of Breaks Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: 100%, E: > 100%, i.e. Out of Compliance. If the actual number of breaks is larger than the scheduled number of breaks, the compliance percentage would be greater than 100%. If the actual number of breaks is equal to or less than the scheduled number of breaks, then the compliance percentage would be less than or equal to 100%

2.2.10 Agent Break Metrics.# of Breaks Compliance %

The actual number of breaks as a percentage of the scheduled number of breaks. If the actual number of breaks is larger than the scheduled number of breaks, this percentage would be greater than 100%. If the actual number of breaks is equal to or less than the scheduled number of breaks, then this percentage would be less than or equal to 100%

2.2.11 Agent Break Metrics.Unscheduled Breaks Category

Unscheduled Breaks Category by Unscheduled Breaks %. Categories are A: < 10%, B: < 20%, C: < 30%, D: > 30%. If the unscheduled breaks taken is smaller than the actual number of breaks taken then this percentage would be between 0% and 100%. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100%

2.2.12 Agent Break Metrics.Unscheduled Breaks %

The number of unscheduled breaks taken as a percentage of the actual number of breaks. If the unscheduled breaks taken is smaller than the actual number of breaks taken then this percentage would be between 0% and 100%. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100%

2.2.13 Agent Break Metrics.Unscheduled # of Breaks

Identifies the number of unscheduled breaks that were taken by the agent.

2.2.14 Agent Break Metrics.Actual # of Breaks

Identifies the number of breaks that were taken by the agent.

2.2.15 Staffing Metrics.Actual # of Reps

Measures the number of representatives employed by the contact center (service center). This can be analyzed in conjunction with the scheduled number of representatives for insight into schedule compliance.

2.2.16 Staffing Metrics.Total Staffed Duration

Identifies the total duration in Seconds for which all the contact representatives were staffed to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence.

2.2.17 Staffing Metrics.Actual Login Duration

Measures the actual time in Seconds that a representative is logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability.

2.2.18 Staffing Metrics.Login Duration Compliance Category

Login Duration Compliance Category by Login Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If employees are logged in longer than scheduled, the compliance percentage would be greater than 100%. If employees are logged in for less than the scheduled duration, the compliance percentage would be less than 100%.

2.2.19 Staffing Metrics.Login Duration Compliance %

The actual login duration is expressed as a percentage of the scheduled login duration. If employees are logged in longer than scheduled, this percentage would be greater than 100%. If employees are logged in for less than the scheduled duration, this percentage would be less than 100%.

2.2.20 Staffing Metrics.Scheduled Login Duration

Measures the time in Seconds that a representative was scheduled to be logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability.




2.2.21 Staffing Metrics.# of Reps Compliance Category

# of Reps Compliance Category by # of Reps Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If actual number of employees present to work are larger than scheduled number of employees, compliance percentage would be greater than 100%. If actual number of employees present to work are less than scheduled number of employees, compliance percentage would be less than 100%.

2.2.22 Staffing Metrics.# of Reps Compliance %

The actual number of representatives as a percentage of the scheduled number of representatives. If actual number of employees present to work are larger than scheduled number of employees, this percentage would be greater than 100%. If actual number of employees present to work are less than scheduled number of employees, this percentage would be less than 100%.

2.2.23 Staffing Metrics.Scheduled # of Reps

Measures the number of representatives scheduled for that contact center (service center). This can be analyzed in conjunction with the actual number of representatives for insight into schedule compliance.

2.2.24 Staffing Metrics.Staffed Duration Compliance Category

Staffed Duration Compliance Category by Staffed Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If total staffed duration is larger than scheduled staffed duration, the compliance percentage would be greater than 100%. If total staffed duration is larger than scheduled staffed duration, the compliance percentage would be less than 100%.

2.2.25 Staffing Metrics.Staffed Duration Compliance %

The total staffed duration as a percentage of the scheduled staffed duration. If total staffed duration is larger than scheduled staffed duration, this percentage would be greater than 100%. If total staffed duration is larger than scheduled staffed duration, this percentage would be less than 100%.

2.2.26 Staffing Metrics.Scheduled Staffed Duration

Identifies the total duration in Seconds for which all the contact representatives were scheduled to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence.

2.2.27 Staffing Metrics.Available Time

Measures the total duration in Seconds for which representatives are available to handle contacts.

2.2.28 Staffing Metrics.Total Staffed Duration in hh:mm:ss

Identifies the total duration in hh:mi:ss for which all the contact representatives were staffed to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence.

2.2.29 Staffing Metrics.Scheduled Login Duration in hh:mm:ss

Measures the time in hh:mi:ss that a representative was scheduled to be logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability.

2.2.30 Staffing Metrics.Actual Login Duration in hh:mm:ss

Measures the actual time in hh:mi:ss that a representative is logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability.

2.2.31 Staffing Metrics.Scheduled Staffed Duration in hh:mm:ss

Identifies the total duration in hh:mi:ss for which all the contact representatives were scheduled to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence.

2.2.32 Staffing Metrics.Available Time in hh:mi:ss

Measures the total duration in hh:mi:ss for which representatives are available to handle contacts.

2.2.33 Agent Break Metrics.Unscheduled Break Time in hh:mm:ss

Measures the time in hh:mi:ss that a representative was on unscheduled breaks. Can be used to analyze schedule adherence and representative availability.

2.2.34 Agent Break Metrics.Scheduled Break Time in hh:mm:ss

Measures the time in hh:mi:ss that a representative was scheduled to be on break. Can be used to analyze schedule adherence and representative availability.



2.3 Service - Agent Benchmarks and Targets


2.3.1 Call Metrics - Benchmarks.Benchmark Average After Call Work Time in Seconds

Identifies the industry-established standard duration that a contact center site can spend performing after-contact activity for each contact. Unit of measure is seconds.

2.3.2 Call Metrics - Benchmarks.Benchmark Average Answer Delay in Seconds

Identifies the industry-established standard duration that a contact center site can take to answer each contact that is in queue. Unit of measure is seconds.

2.3.3 Call Metrics - Benchmarks.Benchmark Average Handle Time in Seconds

Identifies the industry-established standard duration that a contact center site can spend handling each contact. Unit of measure is seconds.

2.3.4 Call Metrics - Benchmarks.Benchmark Average Hold Time in Seconds

Identifies the industry-established standard duration that a contact center site can place a customer contact on hold. Unit of measure is seconds.

2.3.5 Call Metrics - Benchmarks.Benchmark Average Queue Hold Time in Seconds

Identifies the industry-established standard duration that a contact center site can place a customer contact in a queue. Unit of measure is seconds.

2.3.6 Call Metrics - Benchmarks.Benchmark Average Talk Time in Seconds

Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is seconds.

2.3.7 Call Metrics - Benchmarks.% of Benchmark Average After Call Work Time

The Average After Call Work Time as expressed as a percentage of the Benchmark Average After Call Work Time. If Average After Call Work Time exceeds the Benchmark Average After Call Work Time, this percentage would be greater than 100%. If Average After Call Work Time is below the Benchmark Average After Call Work Time, this percentage would be less than 100%.

2.3.8 Call Metrics - Benchmarks.% of Benchmark Average Answer Delay

The Average Answer Delay as expressed as a percentage of the Benchmark Average Answer Delay. If Average Answer Delay exceeds the Benchmark Average Answer Delay, this percentage would be greater than 100%. If Average Answer Delay is below the Benchmark Average Answer Delay, this percentage would be less than 100%.

2.3.9 Call Metrics - Benchmarks.% of Benchmark Average Handle Time

The Average Handle Time as expressed as a percentage of the Benchmark Average Handle Time. If Average Handle Time exceeds the Benchmark Average Handle Time, this percentage would be greater than 100%. If Average Handle Time is below the Benchmark Average Handle Time, this percentage would be less than 100%.

2.3.10 Call Metrics - Benchmarks.% of Benchmark Average Hold Time

The Average Hold Time as expressed as a percentage of the Benchmark Average Hold Time. If Average Hold Time exceeds the Benchmark Average Hold Time, this percentage would be greater than 100%. If Average Hold Time is below the Benchmark Average Hold Time, this percentage would be less than 100%.

2.3.11 Call Metrics - Benchmarks.% of Benchmark Average Queue Hold Time

The Average Queue Hold Time as expressed as a percentage of the Benchmark Average Queue Hold Time. If Average Queue Hold Time exceeds the Benchmark Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Benchmark Average Queue Hold Time, this percentage would be less than 100%.

2.3.12 Call Metrics - Benchmarks.% of Benchmark Average Talk Time

The Average Talk Time as expressed as a percentage of the Benchmark Average Talk Time. If Average Talk Time exceeds the Benchmark Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Benchmark Average Talk Time, this percentage would be less than 100%.




2.3.13 Call Metrics - Targets.% of Target Average After Call Work Time

The Average After Call Work Time as expressed as a percentage of the Target Average After Call Work Time. If Average After Call Work Time exceeds the Target Average After Call Work Time, this percentage would be greater than 100%. If Average After Call Work Time is below the Target Average After Call Work Time, this percentage would be less than 100%.

2.3.14 Call Metrics - Targets.% of Target Average Answer Delay

The Average Answer Delay as expressed as a percentage of the Target Average Answer Delay. If Average Answer Delay exceeds the Target Average Answer Delay, this percentage would be greater than 100%. If Average Answer Delay is below the Target Average Answer Delay, this percentage would be less than 100%.

2.3.15 Call Metrics - Targets.% of Target Average Handle Time

The Average Handle Time as expressed as a percentage of the Target Average Handle Time. If Average Handle Time exceeds the Target Average Handle Time, this percentage would be greater than 100%. If Average Handle Time is below the Target Average Handle Time, this percentage would be less than 100%.

2.3.16 Call Metrics - Targets.% of Target Average Hold Time

The Average Hold Time as expressed as a percentage of the Target Average Hold Time. If Average Hold Time exceeds the Target Average Hold Time, this percentage would be greater than 100%. If Average Hold Time is below the Target Average Hold Time, this percentage would be less than 100%.

2.3.17 Call Metrics - Targets.% of Target Average Queue Hold Time

The Average Queue Hold Time as expressed as a percentage of the Target Average Queue Hold Time. If Average Queue Hold Time exceeds the Target Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Target Average Queue Hold Time, this percentage would be less than 100%.

2.3.18 Call Metrics - Targets.% of Target Average Talk Time

The Average Talk Time as expressed as a percentage of the Target Average Talk Time. If Average Talk Time exceeds the Target Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Target Average Talk Time, this percentage would be less than 100%.

2.3.19 Call Metrics - Targets.Target Average After Call Work Time in Seconds

Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is seconds.

2.3.20 Call Metrics - Targets.Target Average Answer Delay in Seconds

Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is seconds.

2.3.21 Call Metrics - Targets.Target Average Handle Time in Seconds

Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is seconds.

2.3.22 Call Metrics - Targets.Target Average Hold Time in Seconds

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is seconds.

2.3.23 Call Metrics - Targets.Target Average Queue Hold Time in Seconds

Identifies the organization-established threshold duration that a customer contact spends waiting in a queue. Unit of measure is seconds.

2.3.24 Call Metrics - Targets.Target Average Talk Time in Seconds

Identifies the organization-established threshold duration that a contact representative can spend talknig to a customer contact. Unit of measure is seconds.


























2.3.57 Call Metrics - Benchmarks.Benchmark Average After Call Work Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.

2.3.58 Call Metrics - Targets.Target Average Talk Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can spend talknig to a customer contact. Unit of measure is hh:mi:ss.




2.3.59 Call Metrics - Targets.Target Average Queue Hold Time in hh:mi:ss

Identifies the organization-established threshold duration that a customer contact spends waiting in a queue. Unit of measure is hh:mi:ss.

2.3.60 Call Metrics - Targets.Target Average Hold Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is hh:mi:ss.

2.3.61 Call Metrics - Targets.Target Average Handle Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is hh:mi:ss.

2.3.62 Call Metrics - Targets.Target Average Answer Delay in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.

2.3.63 Call Metrics - Targets.Target Average After Call Work Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.

2.3.64 Call Metrics - Average Times.Average Time to Abandonment in hh:mi:ss

Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge caller’s tolerance and the organization’s ability to sufficiently handle the call volumes.

2.3.65 Call Metrics - Average Times.Average Talk Time in hh:mi:ss

Measures the average duration of the conversation between a customer and an agent. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.3.66 Call Metrics - Average Times.Average Queue Hold Time in hh:mi:ss

Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing.

2.3.67 Call Metrics - Average Times.Average Hold Time in hh:mi:ss

Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.3.68 Call Metrics - Average Times.Average Answer Delay in hh:mi:ss

Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is hh:mi:ss.

2.3.69 Call Metrics - Average Times.Average Handle Time in hh:mi:ss

Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.3.70 Call Metrics - Average Times.Average After Call Work Time in hh:mi:ss

Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is hh:mi:ss.




2.3.71 Call Metrics - Total Times.Total After Call Work Time in hh:mi:ss

Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.3.72 Call Metrics - Total Times.Total Answer Delay in hh:mi:ss

Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls.

2.3.73 Call Metrics - Total Times.Total Handle Time in hh:mi:ss

Calculates the total duration of time an agent spends handling the entire call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency.

2.3.74 Call Metrics - Total Times.Total Talk Time in hh:mi:ss

Measures the duration of the conversation between customer and agent. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness.

2.3.75 Call Metrics - Total Times.Total Queue Hold Time in hh:mi:ss

Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing.

2.3.76 Call Metrics - Total Times.Total Hold Time in hh:mi:ss

Measures the duration of time the agent put the call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customer’s request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.3.77 Call Metrics - General.Max Answer Delay in hh:mi:ss

Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is hh:mi:ss. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed.

2.3.78 Call Metrics - General.Max Abandoned Delay in hh:mi:ss

Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge the caller’s tolerance and the organization’s ability to sufficiently handle the call volume.

2.3.79 Call Metrics - Benchmarks.Benchmark Average Talk Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is hh:mi:ss.

2.3.80 Call Metrics - Benchmarks.Benchmark Average Queue Hold Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can place a customer contact in a queue. Unit of measure is hh:mi:ss.




2.3.81 Call Metrics - Benchmarks.Benchmark Average Hold Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can place a customer contact on hold. Unit of measure is hh:mi:ss.

2.3.82 Call Metrics - Benchmarks.Benchmark Average Handle Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can spend handling each contact. Unit of measure is hh:mi:ss.

2.3.83 Call Metrics - Benchmarks.Benchmark Average Answer Delay in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.

2.4 Service - Agent Performance Overview

























2.4.44 Call Metrics - General.Max Abandoned Delay in hh:mi:ss

Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge the caller’s tolerance and the organization’s ability to sufficiently handle the call volume.

2.4.45 Call Metrics - General.Max Answer Delay in hh:mi:ss

Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is hh:mi:ss. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed.

2.4.46 Chat and Email Metrics.Total Chat Hold Time in hh:mi:ss

Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests.

2.4.47 Chat and Email Metrics.Total Chat Duration in hh:mi:ss

Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is hh:mi:ss.

2.4.48 Chat and Email Metrics.Average Chat Time to Abandonment in hh:mi:ss

Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is hh:mi:ss. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests.

2.4.49 Chat and Email Metrics.Average Chat Hold Time in hh:mi:ss

Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests.









2.5 Service - Contact Center Benchmarks and Targets


















2.5.9 Call Metrics - Benchmarks.% of Benchmark Average Talk Time

The Average Talk Time as expressed as a percentage of the Benchmark Average Talk Time. If Average Talk Time exceeds the Benchmark Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Benchmark Average Talk Time, this percentage would be less than 100%.

2.5.10 Call Metrics - Benchmarks.% of Benchmark Average Queue Hold Time

The Average Queue Hold Time as expressed as a percentage of the Benchmark Average Queue Hold Time. If Average Queue Hold Time exceeds the Benchmark Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Benchmark Average Queue Hold Time, this percentage would be less than 100%.

2.5.11 Call Metrics - Benchmarks.% of Benchmark Average Hold Time

The Average Hold Time as expressed as a percentage of the Benchmark Average Hold Time. If Average Hold Time exceeds the Benchmark Average Hold Time, this percentage would be greater than 100%. If Average Hold Time is below the Benchmark Average Hold Time, this percentage would be less than 100%.




2.5.12 Call Metrics - Benchmarks.% of Benchmark Average Handle Time

The Average Handle Time as expressed as a percentage of the Benchmark Average Handle Time. If Average Handle Time exceeds the Benchmark Average Handle Time, this percentage would be greater than 100%. If Average Handle Time is below the Benchmark Average Handle Time, this percentage would be less than 100%.

2.5.13 Call Metrics - Benchmarks.% of Benchmark Average Answer Delay

The Average Answer Delay as expressed as a percentage of the Benchmark Average Answer Delay. If Average Answer Delay exceeds the Benchmark Average Answer Delay, this percentage would be greater than 100%. If Average Answer Delay is below the Benchmark Average Answer Delay, this percentage would be less than 100%.

2.5.14 Call Metrics - Benchmarks.% of Benchmark Average After Call Work Time

The Average After Call Work Time as expressed as a percentage of the Benchmark Average After Call Work Time. If Average After Call Work Time exceeds the Benchmark Average After Call Work Time, this percentage would be greater than 100%. If Average After Call Work Time is below the Benchmark Average After Call Work Time, this percentage would be less than 100%.

2.5.15 Call Metrics - Benchmarks.Benchmark Average Talk Time in Seconds

Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is seconds.

2.5.16 Call Metrics - Benchmarks.Benchmark Average Queue Hold Time in Seconds

Identifies the industry-established standard duration that a contact center site can place a customer contact in a queue. Unit of measure is seconds.

2.5.17 Call Metrics - Benchmarks.Benchmark Average Hold Time in Seconds

Identifies the industry-established standard duration that a contact center site can place a customer contact on hold. Unit of measure is seconds.

2.5.18 Call Metrics - Benchmarks.Benchmark Average Handle Time in Seconds

Identifies the industry-established standard duration that a contact center site can spend handling each contact. Unit of measure is seconds.

2.5.19 Call Metrics - Benchmarks.Benchmark Average Answer Delay in Seconds

Identifies the industry-established standard duration that a contact center site can take to answer each contact that is in queue. Unit of measure is seconds.

2.5.20 Call Metrics - Benchmarks.Benchmark Average After Call Work Time in Seconds

Identifies the industry-established standard duration that a contact center site can spend performing after-contact activity for each contact. Unit of measure is seconds.

2.5.21 Call Metrics - Targets.% of Target Average After Call Work Time

The Average After Call Work Time as expressed as a percentage of the Target Average After Call Work Time. If Average After Call Work Time exceeds the Target Average After Call Work Time, this percentage would be greater than 100%. If Average After Call Work Time is below the Target Average After Call Work Time, this percentage would be less than 100%.

2.5.22 Call Metrics - Targets.% of Target Average Answer Delay

The Average Answer Delay as expressed as a percentage of the Target Average Answer Delay. If Average Answer Delay exceeds the Target Average Answer Delay, this percentage would be greater than 100%. If Average Answer Delay is below the Target Average Answer Delay, this percentage would be less than 100%.

2.5.23 Call Metrics - Targets.% of Target Average Handle Time

The Average Handle Time as expressed as a percentage of the Target Average Handle Time. If Average Handle Time exceeds the Target Average Handle Time, this percentage would be greater than 100%. If Average Handle Time is below the Target Average Handle Time, this percentage would be less than 100%.

2.5.24 Call Metrics - Targets.% of Target Average Hold Time

The Average Hold Time as expressed as a percentage of the Target Average Hold Time. If Average Hold Time exceeds the Target Average Hold Time, this percentage would be greater than 100%. If Average Hold Time is below the Target Average Hold Time, this percentage would be less than 100%.




2.5.25 Call Metrics - Targets.% of Target Average Queue Hold Time

The Average Queue Hold Time as expressed as a percentage of the Target Average Queue Hold Time. If Average Queue Hold Time exceeds the Target Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Target Average Queue Hold Time, this percentage would be less than 100%.

2.5.26 Call Metrics - Targets.% of Target Average Talk Time

The Average Talk Time as expressed as a percentage of the Target Average Talk Time. If Average Talk Time exceeds the Target Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Target Average Talk Time, this percentage would be less than 100%.

2.5.27 Call Metrics - Targets.Target Average After Call Work Time in Seconds

Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is seconds.

2.5.28 Call Metrics - Targets.Target Average Answer Delay in Seconds

Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is seconds.

2.5.29 Call Metrics - Targets.Target Average Talk Time in Seconds

Identifies the organization-established threshold duration that a contact representative can spend talknig to a customer contact. Unit of measure is seconds.

2.5.30 Call Metrics - Targets.Target Average Queue Hold Time in Seconds

Identifies the organization-established threshold duration that a customer contact spends waiting in a queue. Unit of measure is seconds.

2.5.31 Call Metrics - Targets.Target Average Hold Time in Seconds

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is seconds.

2.5.32 Call Metrics - Targets.Target Average Handle Time in Seconds

Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is seconds.
















2.5.39 Call Metrics - Benchmarks.Benchmark Average Answer Delay in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.

2.5.40 Call Metrics - Benchmarks.Benchmark Average After Call Work Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.

2.5.41 Call Metrics - Targets.Target Average Talk Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can spend talknig to a customer contact. Unit of measure is hh:mi:ss.

2.5.42 Call Metrics - Targets.Target Average Queue Hold Time in hh:mi:ss

Identifies the organization-established threshold duration that a customer contact spends waiting in a queue. Unit of measure is hh:mi:ss.

2.5.43 Call Metrics - Targets.Target Average Hold Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is hh:mi:ss.

2.5.44 Call Metrics - Targets.Target Average Handle Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is hh:mi:ss.

2.5.45 Call Metrics - Targets.Target Average Answer Delay in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.

2.5.46 Call Metrics - Targets.Target Average After Call Work Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.




























2.5.59 Call Metrics - Benchmarks.Benchmark Average Talk Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is hh:mi:ss.




2.5.60 Call Metrics - Benchmarks.Benchmark Average Queue Hold Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can place a customer contact in a queue. Unit of measure is hh:mi:ss.

2.5.61 Call Metrics - Benchmarks.Benchmark Average Hold Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can place a customer contact on hold. Unit of measure is hh:mi:ss.

2.5.62 Call Metrics - Benchmarks.Benchmark Average Handle Time in hh:mi:ss

Identifies the industry-established standard duration that a contact center site can spend handling each contact. Unit of measure is hh:mi:ss.

2.6 Service - Contact Center Marketing


2.6.1 Campaign Call Metrics - Total Times.Total Campaign Queue Hold Time

Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer a call that is campaign related. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing.

2.6.2 Campaign Call Metrics - Total Times.% Chg Total Answer Delay

Measures the percentage change between the Total Campaign Answer Delay and Total Answer Delay. If the time taken to answer a campaign call is more than the time taken to answer all calls, then this returns a value that is between 0% and 100%.

2.6.3 Campaign Call Metrics - Total Times.% Chg Total Queue Hold Time

Measures the percentage change between the Total Campaign Queue Hold Time and Total Queue Hold Time. If the duration of time that a customer was on hold in a queue waiting for an agent to answer a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%.

2.6.4 Campaign Call Metrics - Total Times.Total Campaign After Call Work Time

Measures the duration of time that an agent spends processing a campaign related call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.6.5 Campaign Call Metrics - Total Times.% Chg Total Hold Time

Measures the percentage change between the Total Campaign Hold Time and Total Hold Time. If the duration of time that a customer was put on hold by an agent in a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%.

2.6.6 Campaign Call Metrics - Total Times.% Chg Total Handle Time

Measures the percentage change between the Total Campaign Handle Time and Total Handle Time. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. If the average handling time of a campaign related call is is more than the average handling time for all calls, then this returns a value that is between 0% and 100%.




2.6.7 Campaign Call Metrics - Total Times.Total Campaign Handle Time

Calculates the total duration of time an agent spends handling the entire call that is campaign related. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency.

2.6.8 Campaign Call Metrics - Total Times.% Chg Total Talk Time

Measures the percentage change between the Total Campaign Talk Time and Total Talk Time. If the average duration of the conversation between a customer and an agent for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%.

2.6.9 Campaign Call Metrics - Total Times.Total Campaign Talk Time

Measures the duration of the conversation between customer and agent while on a contact that is campaign related. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness.

2.6.10 Campaign Call Metrics - Total Times.Total Campaign Answer Delay

Measures the total duration that the contact center site took to answer all the contacts that were campaign related. Unit of measure is seconds. This measure includes both answered calls and abandonded calls.

2.6.11 Campaign Call Metrics - Total Times.Total Campaign Hold Time

Measures the duration of time the agent put the campaign related call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customer’s request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.6.12 Campaign Call Metrics - Total Times.% Chg Total After Call Work Time

Measures the percentage change between the Total Campaign After Call Work Time and Total After Call Work Time. If the after call work duration for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%.

2.6.13 Campaign Call Metrics - Average Times.% Chg Average Answer Delay

Measures the percentage change between the Average Campaign Answer Delay and Average Answer Delay. If the time taken to answer a campaign call is more than the time taken to answer all calls, then this returns a value that is between 0% and 100%.

2.6.14 Campaign Call Metrics - Average Times.% Chg Average Queue Hold Time

Measures the percentage change between the Average Campaign Queue Hold Time and Average Queue Hold Time. If the duration of time that a customer was on hold in a queue waiting for an agent to answer a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%.

2.6.15 Campaign Call Metrics - Average Times.Average Campaign After Call Work Time

Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for campaign related contacts. Unit of measure is seconds.

2.6.16 Campaign Call Metrics - Average Times.Average Campaign Answer Delay

Measures the average duration that the contact representative at the contact center site took to answer all campaign related contacts that were in queue. Unit of measure is seconds.

2.6.17 Campaign Call Metrics - Average Times.% Chg Average Hold Time

Measures the percentage change between the Average Campaign Hold Time and Average Hold Time. If the duration of time that a customer was put on hold by an agent in a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%.




2.6.18 Campaign Call Metrics - Average Times.% Chg Average Handle Time

Measures the percentage change between the Average Campaign Handle Time and Average Handle Time. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. If the average handling time of a campaign related call is is more than the average handling time for all calls, then this returns a value that is between 0% and 100%.

2.6.19 Campaign Call Metrics - Average Times.Average Campaign Talk Time

Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.6.20 Campaign Call Metrics - Average Times.% Chg Average Talk Time

Measures the percentage change between the Average Campaign Talk Time and Average Talk Time. If the average duration of the conversation between a customer and an agent for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%.

2.6.21 Campaign Call Metrics - Average Times.Average Campaign Hold Time

Measures the average time the campaign related call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.6.22 Campaign Call Metrics - Average Times.Average Campaign Handle Time

Measures the average handling time for each campaign related call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.6.23 Campaign Call Metrics - Average Times.% Chg Average After Call Work Time

Measures the percentage change between the Average Campaign After Call Work Time and Average After Call Work Time. If the after call work duration for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%.

2.6.24 Campaign Call Metrics - Average Times.Average Campaign Queue Hold Time

Measures the average duration the customer was on hold in the queue waiting for an agent to answer a campaign related call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing.






















2.6.43 Campaign Call Metrics - Call Volumes.Campaign Call Abandonment Rate

Measures the rate at which all inbound campaign related ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates.

2.6.44 Campaign Call Metrics - Call Volumes.Campaign Total Call Volume

Measures the total number of campaign related calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.6.45 Campaign Call Metrics - Call Volumes.Campaign Inbound Call Volume

Measures the number of campaign related inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.6.46 Campaign Call Metrics - Call Volumes.Campaign Outbound Call Volume

Measures the total number of outbound campaign related contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent.

2.6.47 Campaign Call Metrics - Call Volumes.Campaign Abandoned Call Volume

Measures the number of campaign related calls abandoned by customers while in queue before they were connected to representatives. Unit of measure is seconds. Analysis of abandonment rates and time to abandonment provides insight into the callers’ tolerances for waiting and the organization’s ability to efficiently handle contacts.
















2.6.54 Campaign Call Metrics - Average Times.Average Campaign After Call Work Time in hh:mi:ss

Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for campaign related contacts. Unit of measure is hh:mi:ss.

2.6.55 Campaign Call Metrics - Average Times.Average Campaign Queue Hold Time in hh:mi:ss

Measures the average duration the customer was on hold in the queue waiting for an agent to answer a campaign related call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing.

2.6.56 Campaign Call Metrics - Average Times.Average Campaign Answer Delay in hh:mi:ss

Measures the average duration that the contact representative at the contact center site took to answer all campaign related contacts that were in queue. Unit of measure is hh:mi:ss.

2.6.57 Campaign Call Metrics - Average Times.Average Campaign Talk Time in hh:mi:ss

Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.6.58 Campaign Call Metrics - Average Times.Average Campaign Hold Time in hh:mi:ss

Measures the average time the campaign related call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.




2.6.59 Campaign Call Metrics - Average Times.Average Campaign Handle Time in hh:mi:ss

Measures the average handling time for each campaign related call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.6.60 Campaign Call Metrics - Total Times.Total Campaign Hold Time in hh:mi:ss

Measures the duration of time the agent put the campaign related call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customer’s request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.6.61 Campaign Call Metrics - Total Times.Total Campaign Handle Time in hh:mi:ss

Calculates the total duration of time an agent spends handling the entire call that is campaign related. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency.

2.6.62 Campaign Call Metrics - Total Times.Total Campaign Talk Time in hh:mi:ss

Measures the duration of the conversation between customer and agent while on a contact that is campaign related. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness.

2.6.63 Campaign Call Metrics - Total Times.Total Campaign After Call Work Time in hh:mi:ss

Measures the duration of time that an agent spends processing a campaign related call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.6.64 Campaign Call Metrics - Total Times.Total Campaign Queue Hold Time in hh:mi:ss

Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer a call that is campaign related. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing.

2.6.65 Campaign Call Metrics - Total Times.Total Campaign Answer Delay in hh:mi:ss

Measures the total duration that the contact center site took to answer all the contacts that were campaign related. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls.

2.7 Service - Contact Center Performance Overview


2.7.1 IVR Metrics.# of Calls Entering IVR

Measures the number of callers who entered the IVR. If on the same call, the caller entered the IVR multiple times, then the caller will be counted multiple times.




2.7.2 IVR Metrics.# of Calls Transferred Out of IVR

Measures the number of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call.

2.7.3 IVR Metrics.# of Calls Completed in IVR

Measures the number of callers who successfully completed transactions within the IVR and hung up.

2.7.4 IVR Metrics.% of Calls Transferred Out of IVR

Measures the percentage of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. This is calculated by taking the number of calls transferred out of IVR divided by total number of calls entering the IVR.

2.7.5 IVR Metrics.Time in IVR in Minutes

The total length of time in minutes that a caller spends in the IVR.

2.7.6 IVR Metrics.IVR Event Volume

Measures the number of IVR events. An IVR event is defined as a user entry recorded by the IVR system while the customer is navigating through the IVR system. Provides insight into caller entered options for identifying the most popular menu options selected.

2.7.7 IVR Metrics.IVR Options Volume

Measures the number of distinct IVR menu options that were selected by the callers. Analyzing distinct IVR Menu Options selected provides insight into caller selected options.




























2.7.20 Call Metrics - Call Volumes.Dialer Call Volume

Measures the total number of outbound contacts automatically dialed by the contact system. Generally, these calls are part of a marketing campaign. Automatically dialed calls are generally used in outbound campaigns. Therefore, this metric can be used to analyze outbound campaign targets and effectiveness. If a call was handled by multiple agents it would be counted once against each agent.














2.7.37 Call Metrics - Total Times.Total Hold Time in Second

































2.7.52 Chat and Email Metrics.Total Chat Hold Time in hh:mi:ss

Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests.

2.7.53 Chat and Email Metrics.Total Chat Duration in hh:mi:ss

Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is hh:mi:ss.

2.7.54 Chat and Email Metrics.Average Chat Time to Abandonment in hh:mi:ss

Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is hh:mi:ss. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests.
































2.8 Service - Contact Center Sales




2.8.1 Facts - Contact Center Sales Metrics.Sales Closure Call Volume

Provides the volume of calls that resulted in sales closure. If a call was handled by multiple agents it would be counted once against each agent.

2.8.2 Facts - Contact Center Sales Metrics.Call Close Rate

Measures the percent of calls that resulted in sales closure compared to the total number of calls handled. The call close rate provides an indication of the effectiveness of the organization at selling through the call center channel.

2.8.3 Facts - Contact Center Sales Metrics.Revenue per Contact Center

Measures the revenue per contact center. This is calculated by taking the total sales revenue divided by total number of contact centers.

2.8.4 Facts - Contact Center Sales Metrics.Revenue per Employee

Provides the average revenue generated per contact representative working in the contact center (service center) for all revenue generating calls, emails and chat going through the contact center.

2.8.5 Facts - Contact Center Sales Metrics.Total Sales Revenue

Provides the total revenue generated by calls, emails and chat going through the contact center. This metric accounts for all sales value of the sales transaction that occurred over the multiple channels. It does not net off returns. Analyzing sales value provides insight into the organization’s effectiveness in generating sales value from contacts.

2.8.6 Facts - Contact Center Sales Metrics.Chat Revenue Per Minute

Calculates the average revenue received per minute from the chat channel. Measures the average revenue generated by contacts going through the chat channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of chats handled by the contact centers. The average sales revenue is an indication of how successful organizations are at selling through the chat channel.

2.8.7 Facts - Contact Center Sales Metrics.Total Chat Revenue

Calculates the revenue received from the sales of product or services made using the chat channel. Analyzing sales value provides insight into the organization’s effectiveness in generating sales value from chats.

2.8.8 Facts - Contact Center Sales Metrics.Average Call Sales Value

Calculates the average revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel.

2.8.9 Facts - Contact Center Sales Metrics.Total Call Sales Revenue

Provides the total revenue generated by calls going through the call center channel. This metric only accounts for the sales value of the sales transaction that occurred over the phone. It does not net off returns. Analyzing sales value provides insight into the organization’s effectiveness in generating sales value from contacts.

2.8.10 Facts - Contact Center Sales Metrics.Average Hourly Call Sales Value

Measures the average hourly revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of hours of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel at the hourly basis.

2.8.11 Facts - Contact Center Sales Metrics.Revenue per Minute

Provides the average revenue generated per minute of talk time of calls going through the contact center.

2.8.12 Facts - Contact Center Sales Metrics.Revenue per Call

Provides the average revenue generated per call going through the contact center.

2.8.13 Facts - Contact Center Sales Metrics.Sales Closure Call Time

Provides the amount of call time that resulted in sales closure. Unit of measure is seconds.



2.9 Service - Contact Center Sales Overview


2.9.1 Contact Center Marketing Metrics.Campaign Outbound Call Volume

Measures the total number of outbound campaign related contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent.

2.9.2 Contact Center Marketing Metrics.Campaign Inbound Call Volume

Measures the number of campaign related inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.9.3 Contact Center Marketing Metrics.Average Campaign Talk Time

Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.9.4 Contact Center Marketing Metrics.Average Campaign Hold Time

Measures the average time the campaign related call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.9.5 Contact Center Marketing Metrics.Average Campaign Handle Time

Measures the average handling time for each campaign related call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.9.6 Contact Center Marketing Metrics.Campaign Call Abandonment Rate

Measures the rate at which all inbound campaign related ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates.

2.9.7 Contact Center Marketing Metrics.Outbound Call Volume


2.9.8 Contact Center Marketing Metrics.Inbound Call Volume


2.9.9 Contact Center Marketing Metrics.Average Talk Time


2.9.10 Contact Center Marketing Metrics.Average Hold Time





2.9.11 Contact Center Marketing Metrics.Average Handle Time


2.9.12 Contact Center Marketing Metrics.Call Abandonment Rate


2.9.13 Contact Center Marketing Metrics.Total Rep Call Volume


2.9.14 Contact Center Marketing Metrics.Total Call Volume


2.9.15 Contact Center Sales Metrics.Revenue per Contact Center


2.9.16 Contact Center Sales Metrics.Revenue per Employee


2.9.17 Contact Center Sales Metrics.Total Sales Revenue


2.9.18 Contact Center Sales Metrics.Chat Revenue Per Minute


2.9.19 Contact Center Sales Metrics.Total Chat Revenue


2.9.20 Contact Center Sales Metrics.Total Call Sales Revenue


2.9.21 Contact Center Sales Metrics.Revenue per Minute


2.9.22 Contact Center Sales Metrics.Revenue per Call


2.9.23 Contact Center Marketing Metrics.Average Campaign Talk Time in hh:mi:ss

Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.




2.9.24 Contact Center Marketing Metrics.Average Campaign Hold Time in hh:mi:ss

Measures the average time the campaign related call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.9.25 Contact Center Marketing Metrics.Average Campaign Handle Time in hh:mi:ss

Measures the average handling time for each campaign related call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.9.26 Contact Center Marketing Metrics.Average Talk Time in hh:mi:ss


2.9.27 Contact Center Marketing Metrics.Average Hold Time in hh:mi:ss


2.9.28 Contact Center Marketing Metrics.Average Handle Time in hh:mi:ss


2.10 Service - Customer Service Overview










2.10.5 Contact Metrics.Average Chat Hold Time





2.10.6 Contact Metrics.Chat Volume


2.10.7 Contact Metrics.Email Volume


2.10.8 Contact Metrics.Chat Abandonment Rate


2.10.9 Contact Metrics.Service Level


2.10.10 Contact Metrics.Average Speed of Answer


2.10.11 Contact Metrics.Average Handle Time


2.10.12 Contact Metrics.Average Hold Time


2.10.13 Contact Metrics.Average Queue Hold Time


2.10.14 Contact Metrics.Total Rep Call Volume


2.10.15 Contact Metrics.Call Abandonment Rate


2.10.16 Contact Metrics.Average Call Volume Per Day


2.10.17 Contact Metrics.Average Call Volume Per Hour





2.10.18 Contact Metrics.Inbound Call Volume


2.10.19 Contact Metrics.Total Call Volume


2.10.20 Contact Metrics.Average Chat Hold Time in hh:mi:ss


2.10.21 Contact Metrics.Average Queue Hold Time in hh:mi:ss


2.10.22 Contact Metrics.Average Hold Time in hh:mi:ss


2.10.23 Contact Metrics.Average Handle Time in hh:mi:ss


2.11 Service - Enterprise Contact Center Overview






2.11.3 Call Metrics - Call Volumes.Service Level









2.11.19 Contact Center Sales Metrics.Revenue per Contact Center


2.11.20 Contact Center Sales Metrics.Revenue per Employee


2.11.21 Contact Center Sales Metrics.Total Sales Revenue


2.11.22 Contact Center Sales Metrics.Chat Revenue Per Minute


2.11.23 Contact Center Sales Metrics.Total Chat Revenue


2.11.24 Contact Center Sales Metrics.Total Call Sales Revenue


2.11.25 Contact Center Sales Metrics.Revenue per Minute


2.11.26 Contact Center Sales Metrics.Revenue per Call










2.12 Service - IVR




2.12.1 Facts - IVR Metrics.# of Calls Entering IVR


2.12.2 Facts - IVR Metrics.# of Calls Transferred Out of IVR


2.12.3 Facts - IVR Metrics.# of Calls Completed in IVR


2.12.4 Facts - IVR Metrics.% of Calls Transferred Out of IVR


2.12.5 Facts - IVR Metrics.Time in IVR in Minutes

The total length of time in minutes that a caller spends in the IVR.

2.13 Service - Service Delivery and Costs


2.13.1 Revenue Metrics.Revenue per Employee


2.13.2 Revenue Metrics.Revenue per Call


2.13.3 Revenue Metrics.Revenue per Minute


2.13.4 Revenue Metrics.Average Call Sales Value

Calculates the average revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel.

2.13.5 Revenue Metrics.Average Hourly Call Sales Value

Measures the average hourly revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of hours of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel at the hourly basis.

2.13.6 Revenue Metrics.Sales Closure Call Volume

Provides the volume of calls that resulted in sales closure. If a call was handled by multiple agents it would be counted once against each agent.

2.13.7 Revenue Metrics.Sales Closure Call Time

Provides the amount of call time that resulted in sales closure. Unit of measure is seconds.

2.13.8 Revenue Metrics.Call Close Rate

Measures the percent of calls that resulted in sales closure compared to the total number of calls handled. The call close rate provides an indication of the effectiveness of the organization at selling through the call center channel.

2.13.9 Revenue Metrics.Total Chat Revenue


2.13.10 Revenue Metrics.Chat Revenue Per Minute





2.13.11 Revenue Metrics.Total Sales Revenue


2.13.12 Revenue Metrics.Total Call Sales Revenue


2.13.13 Revenue Metrics.Revenue per Contact Center


2.13.14 Cost Metrics.Average Trunk Cost per Minute

Average trunk cost per minute of talk time. This is calculated by taking the trunk cost divided by the total talk time.

2.13.15 Cost Metrics.Average Trunk Cost per Employee

Average trunk cost per employee. This is calculated by taking the trunk cost divided by the number of contact center representatives.

2.13.16 Cost Metrics.Average Trunk Cost per Contact Center

Average trunk cost per contact center. This is calculated by taking the trunk cost divided by the number of contact centers.

2.13.17 Cost Metrics.Average Cost per Minute

Average cost per minute of talk time. This is calculated by taking the total cost divided by the total talk time.

2.13.18 Cost Metrics.Average Cost per Employee

Average cost per employee. This is calculated by taking the total cost divided by the number of contact center representatives.

2.13.19 Cost Metrics.Average Cost per Contact Center

Average cost per contact center. This is calculated by taking the total cost divided by the number of contact centers.

2.13.20 Cost Metrics.Average Trunk Cost per Call

Average trunk cost per call. This is calculated by taking the trunk cost divided by the total call volume.

2.13.21 Cost Metrics.Other Cost Amount

Measures the total miscellaneous cost incurred by the contact representative at the contact center site.

2.13.22 Cost Metrics.Average Cost per Call

Average cost per call. This is calculated by taking the total cost divided by the total call volume.

2.13.23 Cost Metrics.Trunk Cost Measures the total trunk cost incurred by the contact representative at the contact center site.

2.13.24 Cost Metrics.Total Cost Calculates the total cost incurred by the contact center. This includes trunk cost, contact cost and other costs. Cost analysis is extremely crucial to determining the success of organizations to reduce costs.

2.13.25 Employee and Profitability Metrics.Employee Contribution

Measures the total employee contribution to revenue. This is calculated by taking total sales revenue minus trunk cost.

2.13.26 Employee and Profitability Metrics.Contact Profitability

Calculates the profitability of an interaction between the organization and its customers by subtracting the costs of contact from the contact center generated revenues. Contact Profitability is extremely crucial to determining the success of the contact centers, especially at a time when contact centers are striving to be profit centers, rather than cost centers.

2.13.27 Employee and Profitability Metrics.Employee Compensation

Measures the total employee cost incurred for each contact representative at the contact center site.

2.13.28 Employee and Profitability Metrics.Payroll Cost of Sales

Measures the percentage of employee compensation to total sales revenue. This is calculated by taking the total employee compensation divided by total sales revenue.

2.13.29 Employee and Profitability Metrics.Headcount

Measures the number of representatives working in the contact center (service center) that take calls.



2.14 Service - Service Delivery and Costs Overview


2.14.1 Revenue Metrics.Revenue per Employee


2.14.2 Revenue Metrics.Revenue per Call


2.14.3 Revenue Metrics.Revenue per Minute


2.14.4 Revenue Metrics.Total Chat Revenue


2.14.5 Revenue Metrics.Total Sales Revenue


2.14.6 Revenue Metrics.Chat Revenue Per Minute


2.14.7 Revenue Metrics.Total Call Sales Revenue


2.14.8 Revenue Metrics.Revenue per Contact Center


2.14.9 Cost Metrics.Trunk Cost Measures the total trunk cost incurred by the contact representative at the contact center site.

2.14.10 Cost Metrics.Average Cost per Minute

Average cost per minute of talk time. This is calculated by taking the total cost divided by the total talk time.

2.14.11 Cost Metrics.Average Cost per Employee

Average cost per employee. This is calculated by taking the total cost divided by the number of contact center representatives.

2.14.12 Cost Metrics.Average Cost per Contact Center

Average cost per contact center. This is calculated by taking the total cost divided by the number of contact centers.

2.14.13 Cost Metrics.Average Cost per Call

Average cost per call. This is calculated by taking the total cost divided by the total call volume.

2.14.14 Cost Metrics.Total Cost Calculates the total cost incurred by the contact center. This includes trunk cost, contact cost and other costs. Cost analysis is extremely crucial to determining the success of organizations to reduce costs.

2.14.15 Cost Metrics.Other Cost Amount

Measures the total miscellaneous cost incurred by the contact representative at the contact center site.

2.14.16 Employee and Profitability Metrics.Contact Profitability

Calculates the profitability of an interaction between the organization and its customers by subtracting the costs of contact from the contact center generated revenues. Contact Profitability is extremely crucial to determining the success of the contact centers, especially at a time when contact centers are striving to be profit centers, rather than cost centers.




2.14.17 Employee and Profitability Metrics.Employee Compensation

Measures the total employee cost incurred for each contact representative at the contact center site.

2.14.18 Employee and Profitability Metrics.Payroll Cost of Sales

Measures the percentage of employee compensation to total sales revenue. This is calculated by taking the total employee compensation divided by total sales revenue.

2.14.19 Employee and Profitability Metrics.Headcount

Measures the number of representatives working in the contact center (service center) that take calls.

Enterprise Asset Management Analytics


Enterprise Asset Management Analytics 3

This chapter describes metrics available in Enterprise Asset Management Analytics of Oracle® Business

Intelligence Applications 7.9.6.4 Subsections of this chapter correspond to different Subject Areas in Enterprise

Asset Management Analytics.

3.1 EAM - Asset Failure Analysis


3.1.1 Fact - Asset Failure Analysis.Failure Cost

This is the actual maintenance cost incurred on failure work orders. This is reported by failure date.

3.1.2 Fact - Asset Failure Analysis.Count of Failures

The total number of failures reported for the given dimensionality. By time, this is the total number of failures reported in the period.

3.1.3 Fact - Asset Failure Analysis.Down Time Incurred

It is the amount of down time that has been required when a work order is performed. Maintenance work orders have a shut down required attribute that will be used for this calculation. Sum(case when shutdown required=’Y’ then actual completion date – actual start date)

3.1.4 Fact - Asset Failure Analysis.Planned Downtime

It is the shutdown hours of the Asset for planned Maintenance i.e. work order subtype in('PREVENTIVE ','PROACTIVE') and work order status not in 'UNRELEASED'

3.1.5 Fact - Asset Failure Analysis.Unplanned Downtime

It is the shutdown hours of the Asset for unplanned Maintenance i.e. work order subtype = 'REACTIVE' and work order status not in 'UNRELEASED'.

3.1.6 Fact - Asset Failure Analysis.Mean Time Between Failures (Days)

The average of days between two failure instances. This is analyzable by failure dates

3.1.7 Fact - Asset Failure Analysis.Mean Time To Repair

This is the time taken in days between the work order completion date and the associated failure date This should be analyzed by completion date.

3.1.8 Fact - Asset Failure Analysis.Mean Time Between Repairs

The number of days where a asset was in working condition. Calculated as the difference between mtbf and mttr.

3.1.9 Fact - Asset Failure Analysis.Downtime %

100* Down Time Incurred / sum of Down Time Incurred.




3.1.10 Fact - Asset Failure Analysis.Failure Count %

It is the percentage of Failure count i.e. (100 * count of Failure WO's / count of Work Orders )

3.1.11 Fact - Asset Failure Analysis.Planned Downtime %

100 * Unplanned Downtime / sum of Downtime incurred.

3.1.12 Fact - Asset Failure Analysis.Unplanned Downtime %

100 * Unplanned Downtime / sum of Downtime incurred.

3.1.13 Fact - Asset Failure Analysis.Failure Cost - QTD

Quarter to Date actual maintenance cost incurred on failure work orders.

3.1.14 Fact - Asset Failure Analysis.Count of Failures - QTD

Quarter to Date Number of Failures reported for the given dimensionality. By time, this is the total number of failures reported in the period.

3.1.15 Fact - Asset Failure Analysis.Failure Cost - YTD

Year to Date actual maintenance cost incurred on failure work orders.

3.1.16 Fact - Asset Failure Analysis.Count of Failures - YTD

Year to Date Number of Failures reported for the given dimensionality. By time, this is the total number of failures reported in the period.

3.1.17 Fact - Asset Failure Analysis.WAGO Failure Cost

Week ago This is the actual maintenance cost incurred on failure work orders.

3.1.18 Fact - Asset Failure Analysis.WAGO Count of Failures

Week Ago the total number of failures reported for the given dimensionality.

3.1.19 Fact - Asset Failure Analysis.MAGO Failure Cost

Month Ago actual maintenance cost incurred on failure work orders.

3.1.20 Fact - Asset Failure Analysis.MAGO Count of Failures

Month Ago the total number of failures reported for the given dimensionality.

3.1.21 Fact - Asset Failure Analysis.QAGO Failure Cost

Quarter ago actual maintenance cost incurred on failure work orders.

3.1.22 Fact - Asset Failure Analysis.QAGO Count of Failures

Change in the Count of Failures from last quarter.

3.1.23 Fact - Asset Failure Analysis.YAGO Failure Cost

Year ago actual maintenance cost incurred on failure work orders.




3.1.24 Fact - Asset Failure Analysis.YAGO Count of Failures

Year Ago the total number of failures reported for the given dimensionality.

3.1.25 Fact - Asset Failure Analysis.YAGO Downtime Incurred

Year ago down time that has been required when a work order is performed. Maintenance work orders have a shut down required attribute that will be used for this calculation. Sum(case when shutdown required=’Y’ then actual completion date – actual start date)

3.1.26 Fact - Asset Failure Analysis.YAGO Downtime %

Year ago Downtime percentage (100* Down Time Incurred / sum of Down Time Incurred).

3.1.27 Fact - Asset Failure Analysis.Chg QAGO Failure Cost

Change in the Failure Cost from from last Quarter.

3.1.28 Fact - Asset Failure Analysis.Chg QAGO Count of Failures


3.1.29 Fact - Asset Failure Analysis.Chg YAGO Failure Cost

Change in the Failure Cost from from last Year.

3.1.30 Fact - Asset Failure Analysis.Chg YAGO Count of Failures

Change in the Count of Failures from last year.

3.1.31 Fact - Asset Failure Analysis.% Chg QAGO Failure Cost

Percentage of change in the Failure Cost from from last Quarter.

3.1.32 Fact - Asset Failure Analysis.% Chg QAGO Failure Cost

Quarter ago actual maintenance cost incurred on failure work orders.

3.1.33 Fact - Asset Failure Analysis.% Chg QAGO Count of Failures


3.1.34 Fact - Asset Failure Analysis.% Chg YAGO Failure Cost

Percentage of change in the Failure Cost from last Year.

3.1.35 Fact - Asset Failure Analysis.% Chg YAGO Count of Failures

Percentage of change in the Count of Failures from last year.



3.2 EAM - Asset History


3.2.1 Fact - Asset History.Asset Cost

Cost of procurement of an asset. Reported by acquired date.

3.2.2 Fact - Asset History.Preventive Cost

The actual cost (material, equipment and labor) of maintenance work orders that originate from PMS. The total of Breakdown and Preventive costs account for the total maintenance costs in the organization.

3.2.3 Fact - Asset History.Actual Maintenance Cost

It is the sum of actual equipment, labor and material cost used for servicing the maintenance work order it includes PMS and Break down work orders.

3.2.4 Fact - Asset History.Unplanned Maintenance Cost

The actual cost (material, equipment and labor) for the Unplanned Work Orders where work order type is ‘REACTIVE’ (i.e.) where the work order is not planned.

3.2.5 Fact - Asset History.Number of Years Since Installation

This is the number of years since the asset was installed. Reported by acquired date.

3.2.6 Fact - Asset History.Actual Maintenance Cost - YTD

Year to Date actual usage cost of Maintenance used for servicing the maintenance work order.

3.2.7 Fact - Asset History.YAGO Asset Cost

Year ago Cost of procurement of an asset.

3.2.8 Fact - Asset History.YAGO Preventive Cost

Year ago actual cost (material, equipment and labor) of maintenance work orders that originate from PMS.

3.2.9 Fact - Asset History.YAGO Actual Maintenance Cost

Year ago Actual Maintenance cost used for servicing the maintenance work order.

3.2.10 Fact - Asset History.YAGO Unplanned Maintenance Cost

Year ago actual cost (material, equipment and labor) for the Unplanned Work Orders where work order type is ‘REACTIVE’ (i.e.) where the work order is not planned.

3.2.11 Fact - Asset History.Chg YAGO Asset Cost

Change in the Asset Cost from last year.

3.2.12 Fact - Asset History.Chg YAGO Preventive Cost

Change in the Preventive Cost from last year.

3.2.13 Fact - Asset History.Chg YAGO Actual Maintenance Cost

Change in the Actual Maintenance Cost from last year.

3.2.14 Fact - Asset History.Chg YAGO Unplanned Maintenance Cost

Change in the Unplanned Maintenance Cost from last year.

3.2.15 Fact - Asset History.% Chg YAGO Asset Cost

Percentage of change in the Asset Cost from last year.

3.2.16 Fact - Asset History.% Chg YAGO Preventive Cost

Percentage of change in the Preventive Cost from from last year.




3.2.17 Fact - Asset History.% Chg YAGO Actual Maintenance Cost

Percentage of change in the Actual Maintenance Cost from last year.

3.2.18 Fact - Asset History.% Chg YAGO Unplanned Maintenance Cost

Percentage of change in the Unplanned Maintenance Cost from last year.

3.2.19 Fact - Asset History.Count of Failures

The total number of failures reported for the given dimensionality. By time, this is the total number of failures reported in the period.

3.3 EAM - Asset Maintenance Cost


3.3.1 Fact - Asset Maintenance Cost.Breakdown Cost

The actual cost (material, equipment and labor) of maintenance work orders that do not originate from PMS. The total of Breakdown and Preventive costs account for the total maintenance costs in the organization. These also include the cost of the follow up work orders that get entered as part of the PMS activity but are not directly generated by the PMS Scheduling.

3.3.2 Fact - Asset Maintenance Cost.Preventive Cost

The actual cost (material, equipment and labor) of maintenance work orders that originate from PMS. The total of Breakdown and Preventive costs account for the total maintenance costs in the organization.

3.3.3 Fact - Asset Maintenance Cost.Breakdown Cost Ratio

It is the ratio of Breakdown cost upon the Actual Maintenance cost i.e.100 * Breakdown cost /Actual Maintenance cost

3.3.4 Fact - Asset Maintenance Cost.Preventive Cost Ratio

It is the ratio of Preventive Cost upon the Actual Maintenance cost i.e.100 * Preventive Cost /Actual Maintenance cost

3.3.5 Fact - Asset Maintenance Cost.Actual Maintenance Cost

It is the sum of actual equipment, labor and material cost.

3.3.6 Fact - Asset Maintenance Cost.Actual Labor Cost

It is the actual usage cost of labor used for servicing the maintenance work order. Calculated by OLTP based on actual resource hours used (type labor)

3.3.7 Fact - Asset Maintenance Cost.Actual Material Cost

It is the actual usage cost of material issued for servicing the maintenance work order. Includes both material issues and non stock item issues that come in through purchase requisitions and are issue directly to the work order.

3.3.8 Fact - Asset Maintenance Cost.Actual Equipment Cost

It is the actual usage cost of equipment used for servicing the maintenance work order. Calculated by OLTP based on actual resource hours used (type equipment)

3.3.9 Fact - Asset Maintenance Cost.Estimated Cost

The Sum of the System estimated equipment, labor and material cost used for servicing the maintenance work order.

3.3.10 Fact - Asset Maintenance Cost.Estimated Labor Cost

This is the estimated usage cost of equipment that is calculated by the OLTP based on the operations involved in the Maintenance BOM and the cost of the labor resources required for the operations.




3.3.11 Fact - Asset Maintenance Cost.Estimated Material Cost

It is the estimated usage cost of Material issued that is calculated by the source system based on the value of both stock items and non-stock items. Both items are valued at the cost at which they were issued to the WO.

3.3.12 Fact - Asset Maintenance Cost.Estimated Equipment Cost

It is the estimated usage cost of equipment that is calculated by the source system based on the operations involved in the Maintenance BOM and the cost of the equipment resources required for the operations.

3.3.13 Fact - Asset Maintenance Cost.Estimated Cost Variance

Difference between the system estimated and the actual maintenance cost used for servicing the maintenance work order.

3.3.14 Fact - Asset Maintenance Cost.Cost Variance %

100 * Estimated Cost Variance / Estimated Cost i.e. Difference between the system estimated and the actual maintenance cost divided by actual maintenance cost

3.3.15 QTD Metrics.Actual Maintenance Cost - QTD

Quarter to Date actual usage cost of Maintenance used for servicing the maintenance work order.

3.3.16 QTD Metrics.Actual Labor Cost - QTD

Quarter to Date actual usage cost of labor used for servicing the maintenance work order.

3.3.17 QTD Metrics.Actual Material Cost - QTD

Quarter to Date actual usage cost of material issued for Maintenance used for servicing the maintenance work order.

3.3.18 QTD Metrics.Actual Equipment Cost - QTD

Quarter to Date actual usage cost of equipment used for servicing the maintenance work order.

3.3.19 QTD Metrics.Estimated Cost - QTD

Quarter to Date Estimated Cost is Sum of the System estimated equipment, labor and material cost used for servicing the maintenance work order.

3.3.20 YTD Metrics.Actual Maintenance Cost - YTD

Year to Date actual usage cost of Maintenance used for servicing the maintenance work order.

3.3.21 YTD Metrics.Actual Labor Cost - YTD

Year to Date actual usage cost of labor used for servicing the maintenance work order.

3.3.22 YTD Metrics.Actual Material Cost - YTD

Year to Date actual usage cost of material issued for Maintenance used for servicing the maintenance work order.

3.3.23 YTD Metrics.Actual Equipment Cost - YTD

Year to Date actual usage cost of equipment used for servicing the maintenance work order.

3.3.24 YTD Metrics.Estimated Cost - YTD

Year to Date Estimated Cost is Sum of the System estimated equipment, labor and material cost used for servicing the maintenance work order.

3.3.25 AGO Metrics.QAGO Actual Maintenance Cost

Quarter ago Actual Maintenance cost used for servicing the maintenance work order.

3.3.26 AGO Metrics.QAGO Actual Labor Cost

Quarter ago Actual usage cost of labor used for servicing the maintenance work order.

3.3.27 AGO Metrics.QAGO Actual Material Cost

Quarter ago Actual usage cost of material issued for servicing the maintenance work order.

3.3.28 AGO Metrics.QAGO Actual Equipment Cost

Quarter ago Actual usage cost of equipment used for servicing the maintenance work order.

3.3.29 AGO Metrics.YAGO Actual Maintenance Cost

Year ago Actual Maintenance cost used for servicing the maintenance work order.




3.3.30 AGO Metrics.YAGO Actual Labor Cost

Year ago Actual usage cost of labor used for servicing the maintenance work order.

3.3.31 AGO Metrics.YAGO Actual Material Cost

Year ago Actual usage cost of material issued for servicing the maintenance work order.

3.3.32 AGO Metrics.YAGO Actual Equipment Cost

Year ago Actual usage cost of equipment used for servicing the maintenance work order.

3.3.33 AGO Metrics.YAGO Estimated Cost

Year ago System Estimated usage cost used for servicing the maintenance work order.

3.3.34 AGO Metrics.YAGO Estimated Labor Cost

Year ago System Estimated usage cost of labor used for servicing the maintenance work order.

3.3.35 AGO Metrics.YAGO Estimated Material Cost

Year ago Estimated usage cost of material issued for servicing the maintenance work order.

3.3.36 AGO Metrics.YAGO Estimated Equipment Cost

Year ago System Estimated usage cost of equipment used for servicing the maintenance work order.

3.3.37 AGO Metrics.YAGO Breakdown Cost

Year ago Breakdown Cost for maintenance work orders that do not originate from PMS.

3.3.38 AGO Metrics.YAGO Preventive Cost

Year ago actual cost (material, equipment and labor) of maintenance work orders that originate from PMS.

3.3.39 AGO Metrics.YAGO Unplanned Maintenance Cost

Year ago actual cost (material, equipment and labor) for the Unplanned Work Orders where work order type is ‘REACTIVE’ (i.e.) where the work order is not planned.

3.3.40 AGO Metrics.YAGO Cost Variance %

Year ago Cost Variance percentage i.e. 100 * Estimated Cost Variance / Estimated Cost.

3.3.41 AGO Metrics.Chg QAGO Actual Maintenance Cost

Change in the Actual Maintenance Cost from last quarter.

3.3.42 AGO Metrics.Chg YAGO Actual Maintenance Cost

Change in the Actual Maintenance Cost from last year.

3.3.43 AGO Metrics.Chg YAGO Actual Labor Cost

Change in the Actual Labor Cost from last year.

3.3.44 AGO Metrics.Chg YAGO Actual Material Cost

Change in the Actual Material Cost from last year.

3.3.45 AGO Metrics.Chg YAGO Actual Equipment Cost

Change in the Actual Equipment Cost from last year.

3.3.46 AGO Metrics.Chg YAGO Estimated Cost

Change in the Estimated Cost from last year.

3.3.47 AGO Metrics.Chg YAGO Estimated Labor Cost

Change in the Estimated Labor Cost from last year.

3.3.48 AGO Metrics.Chg YAGO Estimated Material Cost

Change in the Estimated Material Cost from last year.

3.3.49 AGO Metrics.Chg YAGO Estimated Equipment Cost

Change in the Estimated Equipment Cost from last year.

3.3.50 AGO Metrics.Chg YAGO Preventive Cost

Change in the Preventive Cost from last year.




3.3.51 AGO Metrics.Chg YAGO Breakdown Cost

Change in the Breakdown Cost from last year.

3.3.52 AGO Metrics.Chg YAGO Unplanned Maintenance Cost

Change in the Unplanned Maintenance Cost from last year.

3.3.53 AGO Metrics.Chg YAGO Cost Variance %

Change in the Cost Variance percentage from last year.

3.3.54 AGO Metrics.% Chg QAGO Actual Maintenance Cost

Percentage of change in the Actual Maintenance Cost from last quarter.

3.3.55 AGO Metrics.% Chg YAGO Actual Maintenance Cost

Percentage of change in the Actual Maintenance Cost from last year.

3.3.56 AGO Metrics.% Chg YAGO Actual Labor Cost

Percentage of change in the Actual Labor Cost from last year.

3.3.57 AGO Metrics.% Chg YAGO Actual Material Cost

Percentage of change in the Actual Material Cost from last year.

3.3.58 AGO Metrics.% Chg YAGO Actual Equipment Cost

Percentage of change in the Actual Equipment Cost from last year.

3.3.59 AGO Metrics.% Chg YAGO Estimated Labor Cost

Percentage of change in the System Estimated Labor Cost from last year.

3.3.60 AGO Metrics.% Chg YAGO Estimated Cost

Percentage of change in the System Estimated Cost from last year.

3.3.61 AGO Metrics.% Chg YAGO Estimated Equipment Cost

Percentage of change in the System Estimated Equipment Cost from last year.

3.3.62 AGO Metrics.% Chg YAGO Estimated Material Cost

Percentage of change in the System Estimated Material Cost from last year.

3.3.63 AGO Metrics.% Chg YAGO Preventive Cost

Percentage of change in the Preventive Cost from from last year.

3.3.64 AGO Metrics.% Chg YAGO Breakdown Cost

Percentage of change in the Breakdown Cost from from last year.

3.3.65 AGO Metrics.% Chg YAGO Unplanned Maintenance Cost

Percentage of change in the Unplanned Maintenance Cost from last year.

3.4 EAM - Asset Maintenance Workorders


3.4.1 Fact - Asset Maintenance Work Orders.Cycle Time

The time taken to complete a work order i.e. actual start date - actual complete date of work order (reported on completion dates)




3.4.2 Fact - Asset Maintenance Work Orders.Days Delayed

This is the number of days between the planned completion date and the actual completion date if the actual completion date is beyond the planned completion date

3.4.3 Fact - Asset Maintenance Work Orders.Cycle Time Bucket Range

3.4.4 Fact - Asset Maintenance Work Orders.Planned Work Orders

The number of work orders where work order subtype in 'PREVENTIVE','PROACTIVE'. This includes all planned work orders (both work orders generated from PMS as well as work orders that are Planned but not generated through PMS ex: follow up orders) When analyzed by time, this joins on scheduled Start Date

3.4.5 Fact - Asset Maintenance Work Orders.Planned Work Orders %

100 * Planned work orders / count of Work orders.

3.4.6 Fact - Asset Maintenance Work Orders.Unplanned Work Orders

The number of work orders where work order type is 'REACTIVE' (i.e.) where the work order is not planned When analyzed by time, this joins on scheduled Start Date

3.4.7 Fact - Asset Maintenance Work Orders.Unplanned Work Orders %


3.4.8 Fact - Asset Maintenance Work Orders.Count of Cancelled Work Orders

It is the count of Cancelled Work Orders that have work order status ='CANCELLED' these work orders fall under this category.

3.4.9 Fact - Asset Maintenance Work Orders.Count of Completed Work Orders

It is the count of Completed Work Orders that have work order status ='COMPLETE' these work orders fall under this category.

3.4.10 Fact - Asset Maintenance Work Orders.Count of Preventive Work Orders

It is the number of preventive maintenance work orders which is originate from PMS.

3.4.11 Fact - Asset Maintenance Work Orders.Count of Routine Work Orders

It is the count of Routine Work Orders that have work order priority <> 'Emergency' these work orders fall under this category.

3.4.12 Fact - Asset Maintenance Work Orders.Count of Emergency Work Orders

It is the count of Emergency Work Orders that have work order priority ='Emergency' these work orders fall under this category.

3.4.13 Fact - Asset Maintenance Work Orders.Count of Reactive Work Orders

It is the number of Reactive maintenance work orders that have work order subtype='Reactive' these work orders fall under this category.

3.4.14 Fact - Asset Maintenance Work Orders.Count of Work Orders

It is the Count of Work Orders created in source system irrespective of status.




3.4.15 Fact - Asset Maintenance Work Orders.Planned Work Order Ratio


3.4.16 Fact - Asset Maintenance Work Orders.Unplanned Work Order Ratio

100 * Unplanned work orders / count of Work orders.

3.4.17 Fact - Asset Maintenance Work Orders.YAGO Planned Work Orders

Year ago Planned work orders that the number of work orders where work order subtype in 'PREVENTIVE', ‘PROACTIVE’. This includes all planned work orders (both work orders generated from PMS as well as work orders that are Planned but not generated through PMS ex: follow up orders)

3.4.18 Fact - Asset Maintenance Work Orders.YAGO Unplanned Work Orders

Year ago Unplanned Work Orders that the number of work orders where work order type is ‘REACTIVE’ (i.e.) where the work order is not planned.

3.4.19 Fact - Asset Maintenance Work Orders.YAGO Count of Completed Work Orders

Change in the Count of Completed Work Orders from last year.

3.4.20 Fact - Asset Maintenance Work Orders.Chg YAGO Planned Work Orders

Change in the Planned Work Orders from last year.

3.4.21 Fact - Asset Maintenance Work Orders.Chg YAGO Unplanned Work Orders

Change in the Unplanned Work Orders from last year.

3.4.22 Fact - Asset Maintenance Work Orders.Chg YAGO Count of Completed Work Orders

Percentage of change in the Count of Completed Work Orders from last year.

3.4.23 Fact - Asset Maintenance Work Orders.% Chg YAGO Planned Work Orders

Percentage of change in the Planned Work Orders from last year.

3.4.24 Fact - Asset Maintenance Work Orders.% Chg YAGO Unplanned Work Orders

Percentage of change in the Unplanned Work Orders from last year.

3.4.25 Fact - Asset Maintenance Work Orders.% Chg YAGO Count of Completed Work Orders

Percentage of change in the Count of Completed Work Orders from last year.

3.4.26 Fact - Asset Maintenance Work Orders.YAGO Unplanned Work Order Ratio

Year ago Unplanned Work Order Ratio i.e. 100 * Unplanned work orders / count of Work orders.

3.4.27 Fact - Asset Maintenance Work Orders.Chg YAGO Unplanned Work Order Ratio

Change in the Unplanned Work Order Ratio from last year.




3.4.28 Fact - Asset Maintenance Work Orders.% Chg YAGO Unplanned Work Order Ratio

Percentage of change in the Unplanned Work Order Ratio from last year.

3.4.29 Fact - Asset Maintenance Work Orders.Work Order Completing Late

It is the count of work orders which are completed late then the scheduled date.

3.4.30 Fact - Asset Maintenance Work Orders.Work Order Completing Late %

100 * Work Order Completing Late / count of Work orders.

3.4.31 Fact - Asset Maintenance Work Orders.On Time Completion

On – Time Completion is the count of all maintenance work orders that have a actual completion date less than the planned completion date.

3.4.32 Fact - Asset Maintenance Work Orders.YAGO On Time Completion

Year ago On – Time Completion is the count of all maintenance work orders that have a actual completion date less than the planned completion date.

3.4.33 Fact - Asset Maintenance Work Orders.On Time Completion %

On – Time Completion % is the percentage of On-Time Completed maintenance work orders to all completed maintenance work orders in that period.

3.4.34 Fact - Asset Maintenance Work Orders.QAGO On Time Completion %

It is the percentage of On Time Completion quarter ago.

3.4.35 Fact - Asset Maintenance Work Orders.YAGO On Time Completion %

Year ago On – Time Completion % is the percentage of On-Time Completed maintenance work orders to all completed maintenance work orders in that period.

3.4.36 Fact - Asset Maintenance Work Orders.Down Time Incurred

DownTime incurred during maintenance work orders.

3.4.37 Fact - Asset Maintenance Work Orders.YAGO Downtime Incurred

Year ago down time that has been required when a work order is performed. Maintenance work orders have a shut down required attribute that will be used for this calculation. Sum(case when shutdown required=’Y’ then actual completion date – actual start date)

3.4.38 Fact - Asset Maintenance Work Orders.Chg YAGO Downtime Incurred

Change in the Downtime Incurred from last year.

3.4.39 Fact - Asset Maintenance Work Orders.% Chg YAGO Downtime Incurred

Percentage of change in the Downtime Incurred from last year.

3.4.40 Fact - Asset Maintenance Work Orders.Count of Released Work Orders

It is the count of Released Work Orders that have work order status ='RELEASED' these work orders fall under this category.




3.4.41 Fact - Asset Maintenance Work Orders.Count of Backlog Work Orders

Backlog indicates the count of all maintenance work orders that have yet to be addressed. All released work orders that are not in Completed, Closed or Cancelled statuses fall under this category.

3.4.42 Fact - Asset Maintenance Work Orders.Count of Past Due Backlog

Count of all backlogged maintenance work orders that have a planned completion date in the past.

3.4.43 Fact - Asset Maintenance Work Orders.Past Due Backlog %

It is the percentage of Past Due Backlog Work Orders to the Released maintenance Work Orders (100* Count of Past Due Backlog WO's / Count of Released WO's).

3.4.44 Fact - Asset Maintenance Work Orders.QAGO Past Due Backlog %

Quarter ago Past Due Backlog percentage (100* Count of Past Due Backlog WO's / Count of Released WO's).

3.4.45 Fact - Asset Maintenance Work Orders.YAGO Past Due Backlog %

Year ago Past Due Backlog percentage (100* Count of Past Due Backlog WO's / Count of Released WO's).

3.4.46 Fact - Asset Maintenance Work Orders.Backlog %

It is the percentage of Backlog work orders to the count of total work orders (100 * Count of Backlog WO / Count of total Work Orders).

3.4.47 Fact - Asset Maintenance Work Orders.QAGO Backlog %

Quarter ago Backlog percentage (100 * Count of Backlog WO divided by Count of total Work Orders).

3.4.48 Fact - Asset Maintenance Work Orders.YAGO Backlog %

Year ago Backlog percentage (100 * Count of Backlog WO divided by Count of total Work Orders).

3.4.49 Fact - Asset Maintenance Work Orders.QAGO Past Due Backlog

Quarter ago Maintenance work order Past Due Backlog quantity.

3.4.50 Fact - Asset Maintenance Work Orders.QAGO Backlog

Quarter ago Maintenance work order Backlog quantity.

3.4.51 Fact - Asset Maintenance Work Orders.YAGO Past Due Backlog

Year ago Maintenance work order Past Due Backlog quantity.

3.4.52 Fact - Asset Maintenance Work Orders.YAGO Backlog

Year ago Maintenance work order Backlog quantity.

3.4.53 Fact - Asset Maintenance Work Orders.Chg QAGO Past Due Backlog

Change in the Maintenance work order Past Due Backlog quantity from last quarter.

3.4.54 Fact - Asset Maintenance Work Orders.Chg QAGO Backlog

Change in the Maintenance work order Backlog quantity from last quarter.

3.4.55 Fact - Asset Maintenance Work Orders.Chg YAGO Past Due Backlog

Change in the Maintenance work order Past Due Backlog quantity from last year.




3.4.56 Fact - Asset Maintenance Work Orders.Chg YAGO Backlog

Change in the Maintenance work order Backlog quantity from last year.

3.4.57 Fact - Asset Maintenance Work Orders.% Chg QAGO Past Due Backlog

Percentage of change in the Maintenance work order Past Due Backlog Quantity from last quarter.

3.4.58 Fact - Asset Maintenance Work Orders.% Chg QAGO Backlog

Percentage of change in the Maintenance work order Backlog quantity from last quarter.

3.4.59 Fact - Asset Maintenance Work Orders.% Chg YAGO Past Due Backlog

Percentage of change in the Maintenance work order Past Due Backlog Quantity from last year.

3.4.60 Fact - Asset Maintenance Work Orders.% Chg YAGO Backlog

Percentage of change in the Maintenance work order Backlog quantity from last year.

3.5 EAM - Asset Meter Reading


3.5.1 Fact - Asset Meter Reading.Actual Reading

The reading as on the Meter Reading date. For Change meters, this will be the incremental value and for Absolute meters, this will be the same as the current meter reading till date.

3.5.2 Fact - Asset Meter Reading.Meter Reading Till Date

The meter reading till date. For Absolute meters, this will be the same as the actual reading. For Change meters, this will be the summary of meter readings entered till date

3.5.3 Fact - Asset Meter Reading.Prior Reading

The last reading on the meter.

3.5.4 Fact - Asset Meter Reading.Change in Reading Value

Difference between Actual Reading and Prior Reading.

3.6 EAM - Asset Quality


3.6.1 Fact - Asset Quality.Count of Tests Is the number of tests performed

3.6.2 Fact - Asset Quality.Test Quantity Test quantity is the quantity used in the test

3.6.3 Fact - Asset Quality.Result Value Result value of attribute being tested

3.7 EAM - Inventory Aging





3.7.1 Facts - Inventory Aging.Available Quantity

This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified.

3.7.2 Facts - Inventory Aging.Available Amount

Available Amount represents the Available Quantity valued at the cost of an item

3.7.3

Facts - Inventory Aging.Obsolete Inventory Quantity

The quantity of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items is a summarized value from the lot level obsoletes.




3.7.4 Facts - Inventory Aging.Obsolete Inventory Value

The value at standard cost of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items is a summarized value from the lot level obsoletes.

3.7.5 Facts - Inventory Aging.Year Ago Obsolete Inventory Value

Year Ago obsolete inventory value based on the Gregorian and Enterprise Calendars

3.7.6

Facts - Inventory Aging.Days In Inventory

This is the total No.of Days since the inventory is lying

3.7.7 Facts - Inventory Aging.Days Left Expiry

This is the number of days by when all the inventory of this item/lot will expire (maximum of days left expiry across receipt date)

3.7.8 Facts - Inventory Aging.Days Since Expired

This is the number of days since when the earliest lot/item available in inventory has expired (maximum of days since expired across receipt date)

3.8 EAM - Maintenance Material Usage


3.8.1 Fact - Material Usage.Actual Material Quantity

It is the actual quantity of materials that were issued to a maintenance work order. This includes issue of both stock items and non-stock items.




3.8.2 Fact - Material Usage.Standard Material Quantity

It is the standard quantity of materials that should be used to service a maintenance work order as per the maintenance work order BOM. This could include both stock items and direct (non-stock) items.

3.8.3 Fact - Material Usage.Actual Material Cost

It is the actual value of the materials that were issued to a maintenance work order. This includes value of both stock items and non-stock items. Both items are valued at the cost at which they were issued to the WO

3.8.4 Fact - Material Usage.Standard Material Cost

It is the standard value of materials that should be used to service a maintenance work order as per the maintenance work order BOM. This could include both stock items and direct (non-stock) items and is valued at item cost.

3.8.5 Fact - Material Usage.YAGO Actual Material Cost

Year ago Actual usage cost of material issued for servicing the maintenance work order.

3.8.6 Fact - Material Usage.YAGO Standard Material Cost

Year ago Planned usage cost of material issued for servicing the maintenance work order.

3.8.7 Fact - Material Usage.Chg YAGO Actual Material Cost

Change in the Actual Material Cost from last year.

3.8.8 Fact - Material Usage.Chg YAGO Standard Material Cost

Change in the Planned Material Cost from past year.

3.8.9 Fact - Material Usage.% Chg YAGO Actual Material Cost

Percentage of change in the Actual Material Cost from last year.

3.8.10 Fact - Material Usage.% Chg YAGO Standard Material Cost

Percentage of change in the Planned Material Cost from last year.

3.9 EAM - Maintenance Resource Availability


3.9.1 Fact - Resource Availability.Resource Availability

It is the available hours of resources that were can be use for service a maintenance work order. This includes both equipment and Labor resources.




3.9.2 Fact - Resource Availability.Resource Availability Value

It is the Cost of resources that were available to do the service a maintenance work order. This includes both equipment and people resources and is costed at the usage rate.

3.9.3 Fact - Resource Availability.YAGO Resource Availability

Change in the Resource Availability from last year.

3.9.4 Fact - Resource Availability.Chg YAGO Resource Availability

Percentage of change in the Resource Availability from last year.

3.9.5 Fact - Resource Availability.% Chg YAGO Resource Availability

Percentage of change in the Resource Availability from last year.

3.9.6 Fact - Resource Availability.Actual Resource Hours

This is the actual hours of resources that were used in order to service a maintenance work order. This includes both equipment and Labor resources.

3.9.7 Fact - Resource Availability.YAGO Actual Resource Hours

Year ago actual hours of resources that were used in order to service a maintenance work order.

3.9.8 Fact - Resource Availability.Chg YAGO Actual Resource Hours

Change in the Actual Resource Hours from last year.

3.9.9 Fact - Resource Availability.% Chg YAGO Actual Resource Hours

Percentage of change in the Actual Resource Hours from last year.

3.9.10 Fact - Resource Availability.Resource Utilization %

100 * Resource actual hours / Resource available hours. Reported by transaction date.

3.9.11 Fact - Resource Availability.% QAGO Resource Utilization

Percentage of Resource Utilization from last quarter.

3.9.12 Fact - Resource Availability.% MAGO Resource Utilization

Percentage of Resource Utilization from last month.

3.9.13 Fact - Resource Availability.% YAGO Resource Utilization

Percentage of Resource Utilization from last year.

3.9.14 Fact - Resource Availability.% Chg YAGO Resource Utilization

Percentage of change in the Resource Utilization from last year.

3.10 EAM - Maintenance Resource Usage


3.10.1 Fact - Resource Usage.Actual Resource Cost

It is the actual Cost of resources that were used in order to service a maintenance work order. This includes both equipment and people resources and is costed at the usage rate.

3.10.2 Fact - Resource Usage.Actual Resource Hours

This is the actual hours of resources that were used in order to service a maintenance work order. This includes both equipment and Labor resources.




3.10.3 Fact - Resource Usage.Actual Equipment Hours

It is the actual hours of resources (type as Equipment) that were used in order to service a maintenance work order.

3.10.4 Fact - Resource Usage.Actual Labor Hours

It is the actual hours of resources (type as Labor) that were used in order to service a maintenance work order.

3.10.5 Fact - Resource Usage.Standard Resource Cost

It is the Planned Resource Cost of the resources (type as Equipment and Labor) used for service maintenance Work order.

3.10.6 Fact - Resource Usage.Standard Resource Hours

It is the Planned Resource hours of the resources (type as Equipment and Labor) used for service maintenance Work order.

3.10.7 Fact - Resource Usage.Standard Equipment Hours

It is the Planned hours of the Equipment used for the service Maintenance for Work Order.

3.10.8 Fact - Resource Usage.Standard Labor Hours

It is the Planned hours of the Labor used for the service Maintenance for Work Order.

3.10.9 Fact - Resource Usage.Resource Efficiency

It shows how efficiently the resources (type as Equipment and Labor) involved in a maintenance organization are able to fulfill the task. This is the actual hours of resources used in maintenance work orders upon the available hours.

3.10.10 Fact - Resource Usage.Equipment Efficiency

It shows how efficiently the resources (type as Equipment) involved in a maintenance organization are able to fulfill the task. It is the actual hours of resources used in maintenance work orders divided by available hours.

3.10.11 Fact - Resource Usage.Labor Efficiency

It shows how efficiently the resources (type as Labor) involved in a maintenance organization are able to fulfill the task. It is the actual hours of resources used in maintenance work orders upon the available hours.

3.10.12 Fact - Resource Usage.Resource Cost variance

Difference between Standard Cost and the Actual Cost of the Resource (type as Equipment and Labor) work.

3.10.13 Fact - Resource Usage.Resource Usage Variance

Difference between Standard Time and the Actual Time of the Resource (type as Equipment and Labor) work.

3.10.14 Fact - Resource Usage.Equipment Usage Variance

Difference between Standard Time and the Actual Time of the Resource (type as Equipment) work.

3.10.15 Fact - Resource Usage.Labor Usage Variance

Difference between Standard Time and the Actual Time of the Resource (type as Labor) work.

3.10.16 Fact - Resource Usage.YAGO Actual Resource Cost

Year ago actual Cost of resources that were used in order to service a maintenance work order.




3.10.17 Fact - Resource Usage.Chg YAGO Actual Resource Cost

Change in the Actual Resource Cost from last year.

3.10.18 Fact - Resource Usage.YAGO Actual Resource Hours

Year ago actual hours of resources that were used in order to service a maintenance work order.

3.10.19 Fact - Resource Usage.Chg YAGO Actual Resource Hours

Change in the Actual Resource Hours from last year.

3.10.20 Fact - Resource Usage.% Chg YAGO Actual Resource Hours

Percentage of change in the Actual Resource Hours from last year.

3.10.21 Fact - Resource Usage.% Chg YAGO Resource Cost

Percentage of change in the Actual Resource Cost from last year.

3.10.22 Fact - Resource Usage.YAGO Labor Efficiency

Year ago Labor Efficiency shows how efficiently the resources (type as Labor) involved in a maintenance organization is able to fulfill the task.

3.10.23 Fact - Resource Usage.YAGO Equipment Efficiency

Year ago Equipment Efficiency shows how efficiently the resources (type as Equipment) used in a maintenance organization is able to fulfill the task.

3.10.24 Fact - Resource Usage.YAGO Resource Efficiency

Year ago Resource Efficiency shows how efficiently the resources (type as Equipment and Labor) involved in a maintenance organization is able to fulfill the task.

3.10.25 Fact - Resource Usage.Chg YAGO Labor Efficiency

Change in the Labor Efficiency year from last year.

3.10.26 Fact - Resource Usage.Chg YAGO Equipment Efficiency

Change in the Equipment Efficiency from last year.

3.10.27 Fact - Resource Usage.Chg YAGO Resource Efficiency

Change in the Resource Efficiency from last year.

3.10.28 Fact - Resource Usage.% Chg YAGO Labor Efficiency

Percentage of change in the Labor Efficiency from last year.

3.10.29 Fact - Resource Usage.% Chg YAGO Equipment Efficiency

Percentage of change in the Equipment Efficiency from last year.

3.10.30 Fact - Resource Usage.% Chg YAGO Resource Efficiency

Percentage of change in the Resource Efficiency from last year.

3.10.31 Fact - Resource Usage.YAGO Resource Usage Variance

Change in the Resource Usage Variance from last year.

3.10.32 Fact - Resource Usage.YAGO Equipment Usage Variance

Year ago Equipment Usage Variance is difference between Standard Time and the Actual Time of the Resource (type as Equipment) work.




3.10.33 Fact - Resource Usage.YAGO Labor Usage Variance

Year ago Labor Usage Variance is difference between Standard Time and the Actual Time of the Resource (type as Labor) work.

3.10.34 Fact - Resource Usage.YAGO Resource Cost variance

Year ago Resource Cost variance is difference between Standard Cost and the Actual Cost of the Resource (type as Equipment and Labor) work.

3.10.35 Fact - Resource Usage.Chg YAGO Resource Usage Variance

Change in the Resource Usage Variance from last year.

3.10.36 Fact - Resource Usage.Chg YAGO Equipment Usage Variance

Change in the Equipment Usage Variance from last year.

3.10.37 Fact - Resource Usage.Chg YAGO Labor Usage Variance

Change in the Labor Usage Variance from last year.

3.10.38 Fact - Resource Usage.Chg YAGO Resource Cost variance

Change in the Resource Cost variance from last year.

3.10.39 Fact - Resource Usage.% Chg YAGO Resource Usage Variance

Percentage of change in the Resource Usage Variance last year.

3.10.40 Fact - Resource Usage.% Chg YAGO Equipment Usage Variance

Percentage of change in the Equipment Usage Variance from last year.

3.10.41 Fact - Resource Usage.% Chg YAGO Labor Usage Variance

Percentage of change in the Labor Usage Variance from last year.

3.10.42 Fact - Resource Usage.% Chg YAGO Resource Cost variance

Percentage of change in the Resource Cost variance from last year.

3.11 EAM - MRO Inventory


3.11.1 Facts - MRO Inventory.Opening Quantity

Available Quantity (Ending Balance) of the previos period.

3.11.2 Facts - MRO Inventory.Available Quantity





3.11.3 Facts - MRO Inventory.Value Only Amount

Value Only Group Amount represents a group of material managed only on value basis and not on quantity basis. For these, materials quantity is never updated. Example: Hierarchy articles and group articles.

3.11.4 Facts - MRO Inventory.Standard Cost Amount

The total inventory value in chart of accounts or group currency for the product at the standard cost.

3.11.5 Facts - MRO Inventory.In Transit Quantity

This is the total physical quantity in transit for the product (in inventory unit of measure).

3.11.6 Facts - MRO Inventory.Value Transfer Amount

This is the in-transit amount of value-only group amount stated in group currency.

3.11.7 Facts - MRO Inventory.Inspection Quantity

This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection.

3.11.8 Facts - MRO Inventory.Restricted Quantity

This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders.

3.11.9 Facts - MRO Inventory.Blocked Quantity

This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

3.11.10 Facts - MRO Inventory.Replenishment Quantity

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure).

3.11.11 Facts - MRO Inventory.Available Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

3.11.12 Facts - MRO Inventory.Inspection Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

3.11.13 Facts - MRO Inventory.Restricted Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

3.11.14 Facts - MRO Inventory.Block Consignment Quantity

Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc.

3.11.15 Facts - MRO Inventory.Reorder Point

Reorder Point is the inventory level at the storage location that triggers a re-order for replenishment of this product.




3.11.16 Facts - MRO Inventory.# of Products Requiring Reorder

This metric tells us the number of inventory items that have a current available quantity less than the suggested inventory reorder point. By knowing the number of products that need re-ordeing we can better understand the related inventory processes required (e.g., purchase requisitions that need to be created and processed, etc.)

3.11.17 Facts - MRO Inventory.Inventory Turn

Inventory Turn measures the number of times that inventory turns over in a recent one year period. It is an indicator of how well a company's products are doing in the market. It is calculated as dividing annual inventory sold to customers by the average inventory level.

3.11.18 Facts - MRO Inventory.Inspection Amount


3.11.19 Facts - MRO Inventory.Restricted Amount


3.11.20 Facts - MRO Inventory.Blocked Amount


3.11.21 Facts - MRO Inventory.Replenishment Amount


3.11.22 Facts - MRO Inventory.Available Consignment Amount


3.11.23 Facts - MRO Inventory.Inspection Consignment Amount


3.11.24 Facts - MRO Inventory.Restricted Consignment Amount


3.11.25 Facts - MRO Inventory.Block Consignment Amount


3.11.26 Facts - MRO Inventory.WIP_Amount

The value of inventory which is work in progress.

3.11.27 Facts - MRO Inventory.Days Inventory Outstanding

DIO (Days Inventory Outstanding). Also called Inventory DSI (Days Sales of Inventory) DSI/DIO = (Average Inventory/Cost of Goods Sold) * 365 Or DSI/DIO = 365/Inventory Turns




3.11.28 Facts - MRO Inventory.YAGO Standard Cost Amount

The inventory value, a year ago, for the product at the standard cost in the chart of accounts in group currency.

3.11.29 Facts - MRO Inventory.Chg YAGO Standard Cost Amount

(Standard Cost Amount - Year Ago Standard Cost Amount)

3.11.30 Facts - MRO Inventory.% Chg YAGO Standard Cost Amount


3.11.31 Facts - MRO Inventory.YAGO Available Quantity

(Standard Cost Amount - Year Ago Standard Cost Amount) * 100/ (Year Ago Standard Cost Amount)

3.11.32 Facts - MRO Inventory.Chg YAGO Available Quantity

(Available Quantity - Year Ago Available Quantity)

3.11.33 Facts - MRO Inventory.% Chg YAGO Available Quantity

(Available Quantity - Year Ago Available Quantity) * 100/ (Year Ago Available Quantity)

3.11.34 Facts - MRO Inventory.YAGO Available Consignment Quantity

Quantity, a year ago, in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

3.11.35 Facts - MRO Inventory.Chg YAGO Available Consignment Quantity

(Available Consignment Quantity - Year Ago Available Consignment Quantity)

3.11.36 Facts - MRO Inventory.% Chg YAGO Available Consignment Quantity

(Available Consignment Quantity - Year Ago Available Consignment Quantity)*100/(Year Ago Available Consignment Quantity)


Financial Analytics 4 This chapter describes metrics available in Financial Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Financial Analytics.

4.1 Financials - AP Balance


4.1.1 Facts - AP Balance.AP Amount

Amount of credit in Group level currency

4.1.2 Facts - AP Balance.Closing Amount

Closing balance for specified account(s) in Group level currency

4.1.3 Facts - AP Balance.Closing Local Amount

Closing balance for specified account(s) in Local level currency

4.1.4 Facts - AP Balance.Opening Amount


4.1.5 Facts - AP Balance.Opening Local Amount

Opening balance for specified account(s) in Local level currency

4.2 Financials - AP Invoice Aging


4.2.1 Facts - AP Balance Aging.AP Aging 1-30 Amount

This metric is the net payable outstanding to the supplier aged between 0 to 30 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 0 and 30 days.

4.2.2 Facts - AP Balance Aging.AP Aging 1-30 Amount to Total %

This metric computes the percentage of AP Aging 1-30 Amount to total outstanding AP Balance.









4.2.7 Facts - AP Balance Aging.AP Aging 90+ Amount

This metric is the net payable outstanding to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is over 90 days

Financial Analytics



4.2.8 Facts - AP Balance Aging.AP Aging 90+ Amount to Total %

This metric computes the percentage of AP Aging 90+ Amount to total outstanding AP Balance.

4.2.9 Facts - AP Balance Aging.AP Avg Invoice Days Outstanding

This metric computes the average outstanding transaction days, basically how long it is open since the Invoice Date.

4.2.10 Facts - AP Balance Aging.AP Count Open Transactions

This metric counts all open transactions related to Payables

4.2.11 Facts - AP Balance Aging.Total AP Outstanding Amount

This metric is the amount due to the supplier. It includes all line items that have the document status of Open.

4.2.12 Facts - AP Invoice Amount.Remaining AP Invoice Amount

This metric shows the remaining balance at each invoice level after accounting for partial payments against each invoice line item. This is computed for only open invoice which are still not fully paid. The remaining amount will be equal to invoice amount if no payment is applied.

4.2.13 Facts - AP Invoice Amount.Total AP Invoice Amount

Total AP Invoice amount for each each invoice line item.

4.2.14 Facts - AP Payments Due Aging.AP Avg Invoice Days Until Due

This metric averages the days until due (Current Reporting Date < Payment Due Date) over the number of such transactions.

4.2.15 Facts - AP Payments Due Aging.AP Count Days Until Due Transaction

This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric

4.2.16 Facts - AP Payments Due Aging.AP Due 1-30 Amount

This metric is the amount due to the supplier aged 0 to 30 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 0 and 30 days.

4.2.17 Facts - AP Payments Due Aging.AP Due 1-30 Amount to Total Due %

This metric computes the percetage of AP Due 1-30 Amount to Total Due balances. The total due balance does not include the overdue balances.









4.2.22 Facts - AP Payments Due Aging.AP Due 90+ Amount

This metric is the amount due to the supplier aged 90+ days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is over 90 days.

4.2.23 Facts - AP Payments Due Aging.AP Due 90+ Amount to Total Due %

This metric computes the percetage of AP Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances.

4.2.24 Facts - AP Payments Due Aging.AP Due Amount to Total %

This metric compares due balances with total outstanding amount. It is computed as follows: AP Due Balance / AP Balance * 100

Financial Analytics



4.2.25 Facts - AP Payments Due Aging.Total AP Due Amount

This metric is the total amount due to the supplier. It is calculated as follows: sum of transaction amount where document status = Open and payment due date > current reporting date.

4.2.26 Facts - AP Payments Overdue Aging.AP Avg Invoice Days Overdue

This metric averages the days overdue (Current Reporting Date > Payment Due Date) over the number of such transactions.

4.2.27 Facts - AP Payments Overdue Aging.AP Count Overdue Transaction

This metric counts transactions that are overdue. It is used in computing the Avg Days Overdue metric

4.2.28 Facts - AP Payments Overdue Aging.AP Overdue 1-30 Amount

This metric is the amount past due to the supplier aged 0 to 30 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 0 and 30 days.

4.2.29 Facts - AP Payments Overdue Aging.AP Overdue 1-30 Amount to Total Overdue %

This metric computes the percetage of AP Overue 1-30 Amount to Total Overdue balances.









4.2.34 Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount

This metric is the amount past due to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is over 90 days

4.2.35 Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount to Total Overdue %

This metric computes the percetage of AP Overue 90+ Amount to Total Overdue balances.

4.2.36 Facts - AP Payments Overdue Aging.AP Overdue Amount to Total %

This metric compares the AP Overdue balance with the total AP Balance. The formula is: AP Overdue balance / AP Balance * 100

4.2.37 Facts - AP Payments Overdue Aging.AP Overdue Items to Total %

This metric computes the ratio of overdue AP transactions to all open AP transactions

4.2.38 Facts - AP Payments Overdue Aging.Total AP Due and Overdue Amount

This metric computes the total due balances (before payment due date) and total overdue balances (past due)

4.2.39 Facts - AP Payments Overdue Aging.Total AP Overdue Amount

This metric is the total past due to suppliers. It is calculated as follows: sum of transaction amount where document status = Open and current reporting date is > payment due date.

Financial Analytics


4.3 Financials - AP Overview














4.3.7 Facts - AP Balance Aging.AP Aging 90+ Amount


4.3.8 Facts - AP Balance Aging.AP Aging 90+ Amount to Total %


4.3.9 Facts - AP Balance Aging.AP Avg Invoice Days Outstanding


4.3.10 Facts - AP Balance Aging.AP Count Open Transactions

This metric counts all open transactions related to Payables

4.3.11 Facts - AP Balance Aging.Total AP Outstanding Amount


4.3.12 Facts - AP Balance.Closing Amount


4.3.13 Facts - AP Balance.Credit Amount


4.3.14 Facts - AP Balance.Debit Amount

Amount of debit in Group level currency

4.3.15 Facts - AP Balance.Opening Amount


4.3.16 Facts - AP Payment Performance.AP Avg Supplier Payment Days

This metric computes the average days to pay to the suppliers

4.3.17 Facts - AP Payment Performance.AP Times Paid After Due

This metric shows the number of times paid after due date to the suppliers

Financial Analytics



4.3.18 Facts - AP Payment Performance.AP Times Paid Before Due

This metric shows the number of times paid before due date to the suppliers

4.3.19 Facts - AP Payment Performance.AP Weighted Days in Payments

This metric computes the weighted average number of days to pay to the supplier. The payment interval at the line item level is weighted by payment amount to provide a weighted average.

4.3.20 Facts - AP Payments Due Aging.AP Avg Invoice Days Until Due

This metric averages the days until due (Current Reporting Date < Payment Due Date) over the number of such transactions.

4.3.21 Facts - AP Payments Due Aging.AP Count Days Until Due Transaction














4.3.28 Facts - AP Payments Due Aging.AP Due 90+ Amount

This metric is the amount due to the supplier aged 90+ days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is over 90 days.

4.3.29 Facts - AP Payments Due Aging.AP Due 90+ Amount to Total Due %

This metric computes the percetage of AP Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances.

4.3.30 Facts - AP Payments Due Aging.AP Due Amount to Total %

This metric compares due balances with total outstanding amount. It is computed as follows: AP Due Balance / AP Balance * 100

4.3.31 Facts - AP Payments Due Aging.Total AP Due Amount

This metric is the total amount due to the supplier. It is calculated as follows: sum of transaction amount where document status = Open and payment due date > current reporting date.

4.3.32 Facts - AP Payments Overdue Aging.AP Avg Invoice Days Overdue


4.3.33 Facts - AP Payments Overdue Aging.AP Count Overdue Transaction




Financial Analytics













4.3.40 Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount

This metric is the amount past due to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is over 90 days

4.3.41 Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount to Total Overdue %

This metric computes the percetage of AP Overue 90+ Amount to Total Overdue balances.

4.3.42 Facts - AP Payments Overdue Aging.AP Overdue Amount to Total %


4.3.43 Facts - AP Payments Overdue Aging.AP Overdue Items to Total %


4.3.44 Facts - AP Payments Overdue Aging.Total AP Due and Overdue Amount

This metric computes the total due balances (before payment due date) and total overdue balances (past due)

4.3.45 Facts - AP Payments Overdue Aging.Total AP Overdue Amount


4.3.46 Facts - AP Transactions.# Non Credit Card Invoices Paid Before due

Total number of non credit card invoices that are paid on time

4.3.47 Facts - AP Transactions.% AP Payments without Invoice

This metric is a measure of the percentage of payments that do not have an associated invoice number.

4.3.48 Facts - AP Transactions.% Electronic Payment Amount

The percentage of payments made to suppliers that are paid electronically

4.3.49 Facts - AP Transactions.% Interest Penalties Paid

The amount of interest penalties paid on late invoices relative to total dollars paid

4.3.50 Facts - AP Transactions.% Non-Credit Card Invoices Paid on Time

% Non-Credit Card Invoices Paid on Time calculated as # Non Credit Card Invoices Paid Before due/AP Times Paid Before Due

Financial Analytics



4.3.51 Facts - AP Transactions.AP Avg CR Memo Amount

This metric shows average credit memo amount processed for a period.

4.3.52 Facts - AP Transactions.AP Avg DR Memo Amount

This metric shows average debit memo amount processed for a period.

4.3.53 Facts - AP Transactions.AP Avg Invoice Amount

This metric shows the average invoice amount by : (AR Invoice Amount / AR Invoice Count)

4.3.54 Facts - AP Transactions.AP Avg Payment Amount

This metric shows average payment amount memo amount processed for a period (AP Total Payment Amount / AP Payment Count)

4.3.55 Facts - AP Transactions.AP Count Payment Transactions

This metric computes the count of all payment transactions

4.3.56 Facts - AP Transactions.AP Count Payments without Invoice

This metric is the count of payments without an associated invoice number.

4.3.57 Facts - AP Transactions.AP CR Memo Amount to Invoice %

This metric computes the percentage of CR Memo Amount to the total Invoice Amount for a period

4.3.58 Facts - AP Transactions.AP Credit Memo Amount

This metric shows the amount of credit memo(s) related to the supplier.

4.3.59 Facts - AP Transactions.AP Credit Memo Count

This metric is a count of credit memos related to the supplier.

4.3.60 Facts - AP Transactions.AP Debit Memo Amount

This metric shows the amount of debit memo(s) related to the supplier.

4.3.61 Facts - AP Transactions.AP Debit Memo Count

This metric is a count of debit memos related to the supplier.

4.3.62 Facts - AP Transactions.AP Invoice Amount

This metric is the amount on the invoice from the supplier(s).

4.3.63 Facts - AP Transactions.AP Invoice Count

This metric is a count of invoices from the supplier.

4.3.64 Facts - AP Transactions.AP Payment Amount to Invoice %

This metric computes the percentage of AP Payment Amount to the total Invoice Amount for a period

4.3.65 Facts - AP Transactions.AP Total Payment Amount

This shows the total payments posted in the system against all suppliers. This can be analyze by individual suppliers as well as plotted against time for trending.

4.3.66 Facts - AP Transactions.Electronic Payment Amount

The amount of electronic payments measures the extent to which suppliers are paid electronically

4.3.67 Facts - AP Transactions.Interest Penalties Paid

The amount of interest penalties paid on late invoices relative to total amount paid

4.3.68 Facts - AP Transactions.Non-Credit Card Invoice Paid Amount

Total amount of non credit card invoices

4.3.69 Facts - AP Turnover.AP Turnover

Accounts Payables Turnover measures the number of times trade payables turnover during the year.

4.3.70 Facts - AP Turnover.Days Payables Outstanding

This metric shows the average length of time the trade payables are outstanding before they are paid.

4.3.71 Facts - AP Turnover.Overall Days Payables Outstanding

This metric shows Days Payables Outstanding (DPO) at the overall level. This metric can be used to compare DPO at the Supplier or Organization level in order to identify those that perform below the overall value.

Financial Analytics


4.4 Financials - AP Transactions


4.4.1 Facts - AP Transactions.# Non Credit Card Invoices Paid Before due

Total number of non credit card invoices that are paid on time

4.4.2 Facts - AP Transactions.% Electronic Payment Amount

The percentage of payments made to suppliers that are paid electronically

4.4.3 Facts - AP Transactions.% Interest Penalties Paid

The amount of interest penalties paid on late invoices relative to total dollars paid

4.4.4 Facts - AP Transactions.% Non-Credit Card Invoices Paid on Time

% Non-Credit Card Invoices Paid on Time calculated as # Non Credit Card Invoices Paid Before due/AP Times Paid Before Due

4.4.5 Facts - AP Transactions.AP Amount

Amount in Group level currency

4.4.6 Facts - AP Transactions.AP Avg CR Memo Amount


4.4.7 Facts - AP Transactions.AP Avg DR Memo Amount


4.4.8 Facts - AP Transactions.AP Avg Invoice Amount


4.4.9 Facts - AP Transactions.AP Avg Payment Amount


4.4.10 Facts - AP Transactions.AP Count Payment Transactions


4.4.11 Facts - AP Transactions.AP CR Memo Amount to Invoice %


4.4.12 Facts - AP Transactions.AP Credit Memo Amount


4.4.13 Facts - AP Transactions.AP Credit Memo Count


4.4.14 Facts - AP Transactions.AP Debit Memo Amount


4.4.15 Facts - AP Transactions.AP Debit Memo Count


4.4.16 Facts - AP Transactions.AP Document Amount

Amount in Document level currency

4.4.17 Facts - AP Transactions.AP Invoice Amount

This metric is the amount on the invoice from the supplier(s).

4.4.18 Facts - AP Transactions.AP Invoice Count


4.4.19 Facts - AP Transactions.AP Local Amount

Amount in Local level currency

Financial Analytics



4.4.20 Facts - AP Transactions.AP Payment Amount to Invoice %


4.4.21 Facts - AP Transactions.AP Payment Count

This metric is a count of payments to the supplier.

4.4.22 Facts - AP Transactions.AP Times Paid After Due


4.4.23 Facts - AP Transactions.AP Times Paid Before Due


4.4.24 Facts - AP Transactions.AP Total Payment Amount


4.4.25 Facts - AP Transactions.AP Total Payment Days

This metric computes the total days to pay.

4.4.26 Facts - AP Transactions.Electronic Payment Amount

The amount of electronic payments measures the extent to which suppliers are paid electronically

4.4.27 Facts - AP Transactions.Interest Penalties Paid

The amount of interest penalties paid on late invoices relative to total amount paid

4.4.28 Facts - AP Transactions.Non-Credit Card Invoice Paid Amount

Total amount of non credit card invoices

4.5 Financials - AR Balance


4.5.1 Facts - AR Balance.Closing Amount


4.5.2 Facts - AR Balance.Credit Amount


4.5.3 Facts - AR Balance.Credit Limit Used %

This metric is calculated as: AR Balance / Credit Limit Allocated * 100.

4.5.4 Facts - AR Balance.Debit Amount

Amount of debit in Group level currency

4.5.5 Facts - AR Balance.Opening Amount

Opening balance for specified account(s) in Group currency

4.6 Financials - AR Invoice Aging


4.6.1 Facts - AR Balance Aging.AR Aging 1-30 Amount

This metric contains customer balance that is outstanding for less than or equal to 30 days. Computed as: Sum of transaction amount where document status = Open, and (current reporting date - baseline date or invoice date) is between 0 and 30 days.

Financial Analytics



4.6.2 Facts - AR Balance Aging.AR Aging 1-30 Amount to Total %

This metric computes the percentage of AR Aging 1-30 Amount to total outstanding AR Balance.


This metric contains net receivable outstanding from the customer that is aged between 31 to 60 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) between 31 and 60 days.







4.6.7 Facts - AR Balance Aging.AR Aging 90+ Amount

This metric contains net receivable outstanding from the customer that is aged over 90 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) over 90 days

4.6.8 Facts - AR Balance Aging.AR Aging 90+ Amount to Total %

This metric computes the percentage of AR Aging 90+ Amount to total outstanding AR Balance.

4.6.9 Facts - AR Balance Aging.AR Avg Invoice Days Outstanding

This mterics provides the average days an invoice is outstanding. Represents the efficiency of AR collection process

4.6.10 Facts - AR Balance Aging.AR Count Outstanding Transaction

This metric counts the number of outstanding transactions. It is used to compute the avg days outstanding metric.

4.6.11 Facts - AR Balance Aging.Total AR Outstanding Amount

This metric is the amount due from the customer. It includes all line items that have the document status of Open.

4.6.12 Facts - AR Invoice Amount.Remaining AR Invoice Amount

This metric shows the remaining balance at each invoice level after accounting for partial payments against each invoice line item. This is computed for only open invoice which are still not fully paid. The remaining amount will be equal to invoice amount if no payment is applied.

4.6.13 Facts - AR Invoice Amount.Total AR Invoice Amount

Total AR Invoice amount for each each invoice line item.

4.6.14 Facts - AR Payments Due Aging.AR Avg Invoice Days Until Due

This metric averages the days until due (sysdate < payment_due_date) over the number of such transactions.

4.6.15 Facts - AR Payments Due Aging.AR Count Days Until Due Transaction


4.6.16 Facts - AR Payments Due Aging.AR Due 1-30 Amount

This metric is the amount due from the customer between 0 and 30 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 0 and 30 days.

4.6.17 Facts - AR Payments Due Aging.AR Due 1-30 Amount to Total Due %

This metric computes the percetage of AR Due 1-30 Amount to Total Due balances. The total due balance does not include the overdue balances.

Financial Analytics











4.6.22 Facts - AR Payments Due Aging.AR Due 90+ Amount

This metric is the amount due from the customer over 90 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is over 90 days

4.6.23 Facts - AR Payments Due Aging.AR Due 90+ Amount to Total Due %

This metric computes the percetage of AR Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances.

4.6.24 Facts - AR Payments Due Aging.AR Due Amount to Total %

This metric compares due balances with total outstanding amount. It is computed as follows: AR Due Balance / AR Balance * 100

4.6.25 Facts - AR Payments Due Aging.Total AR Due Amount

This metric is the amount due from the customer. It includes all line items that have the document status of Open, and are within the payment due date.

4.6.26 Facts - AR Payments Overdue Aging.AR Avg Invoice Days Overdue

This metric averages the days overdue (sysdate> payment_due_date) over the number of such transactions.

4.6.27 Facts - AR Payments Overdue Aging.AR Count Overdue Transaction


4.6.28 Facts - AR Payments Overdue Aging.AR Overdue 1-30 Amount

This metric is the amount overdue from the customers between 0 to 30 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 0 and 30 days.

4.6.29 Facts - AR Payments Overdue Aging.AR Overdue 1-30 Amount to Total Overdue %

This metric computes the percetage of AR Overue 1-30 Amount to Total Overdue balances.









Financial Analytics



4.6.34 Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount

This metric is the amount overdue from the customers over 90 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is over 90 days

4.6.35 Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount to Total Overdue %

This metric computes the percetage of AR Overue 90+ Amount to Total Overdue balances.

4.6.36 Facts - AR Payments Overdue Aging.AR Overdue Amount to Total %

This metric compares the customer overdue balance with the total AR Balance. The formula is: AR Overdue balance / AR Balance * 100

4.6.37 Facts - AR Payments Overdue Aging.AR Overdue Items to Total %

AR Overdue Items to Total %

4.6.38 Facts - AR Payments Overdue Aging.Overall AR Overdue Amount to Total %

This metric shows the AR Overdue Amount to Total % at the overall level and can be used to identify customers that are below or above this overall value.

4.6.39 Facts - AR Payments Overdue Aging.Total AR Due and Overdue Amount

This metric shows the total of due balances (that are within Payment Due date) and overdue balances (that are past due)

4.6.40 Facts - AR Payments Overdue Aging.Total AR Overdue Amount

This metric is the amount overdue from the customer. It includes only those line items that have the document status of Open and where the current reporting date is past payment due date.

4.7 Financials - AR Overview



This metric contains customer balance that is outstanding for less than or equal to 30 days. Computed as: Sum of transaction amount where document status = Open, and (current reporting date - baseline date or invoice date) is between 0 and 30 days.











Financial Analytics



4.7.7 Facts - AR Balance Aging.AR Aging 90+ Amount

This metric contains net receivable outstanding from the customer that is aged over 90 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) over 90 days

4.7.8 Facts - AR Balance Aging.AR Aging 90+ Amount to Total %

This metric computes the percentage of AR Aging 90+ Amount to total outstanding AR Balance.

4.7.9 Facts - AR Balance Aging.AR Avg Invoice Days Outstanding

This mterics provides the average days an invoice is outstanding. Represents the efficiency of AR collection process

4.7.10 Facts - AR Balance Aging.AR Count Outstanding Transaction


4.7.11 Facts - AR Balance Aging.Total AR Outstanding Amount

This metric is the amount due from the customer. It includes all line items that have the document status of Open.

4.7.12 Facts - AR Balance.Closing Group Amount


4.7.13 Facts - AR Balance.Closing Local Amount

Closing balance for specified account(s) in local currency



4.7.15 Facts - AR Balance.Opening Group Amount


4.7.16 Facts - AR Balance.Opening Local Amount

Opening balance for specified account(s) in local currency

4.7.17 Facts - AR Payment Performance.AR Avg Customer Payment Days

This metric computes the average days to pay by customers

4.7.18 Facts - AR Payment Performance.AR Times Paid After Due

This metric computes the number of times the customer paid after due date.

4.7.19 Facts - AR Payment Performance.AR Times Paid Before Due

This metric computes the number of times the customer paid on or before due date.

4.7.20 Facts - AR Payment Performance.AR Weighted Days in Payments

This metric computes the weighted average balance for payments. It is weighted by payment amount for each transaction and then the average is computed.

4.7.21 Facts - AR Payments Due Aging.AR Avg Invoice Days Until Due

This metric averages the days until due (sysdate < payment_due_date) over the number of such transactions.

4.7.22 Facts - AR Payments Due Aging.AR Count Days Until Due Transaction






Financial Analytics











4.7.29 Facts - AR Payments Due Aging.AR Due 90+ Amount

This metric is the amount due from the customer over 90 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is over 90 days

4.7.30 Facts - AR Payments Due Aging.AR Due 90+ Amount to Total Due %

This metric computes the percetage of AR Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances.

4.7.31 Facts - AR Payments Due Aging.AR Due Amount to Total %

This metric compares due balances with total outstanding amount. It is computed as follows: AR Due Balance / AR Balance * 100

4.7.32 Facts - AR Payments Due Aging.Total AR Due Amount

This metric is the amount due from the customer. It includes all line items that have the document status of Open, and are within the payment due date.

4.7.33 Facts - AR Payments Overdue Aging.AR Avg Invoice Days Overdue

This metric averages the days overdue (sysdate> payment_due_date) over the number of such transactions.

4.7.34 Facts - AR Payments Overdue Aging.AR Count Overdue Transaction














Financial Analytics



4.7.41 Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount

This metric is the amount overdue from the customers over 90 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is over 90 days

4.7.42 Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount to Total Overdue %

This metric computes the percetage of AR Overue 90+ Amount to Total Overdue balances.

4.7.43 Facts - AR Payments Overdue Aging.AR Overdue Amount to Total %


4.7.44 Facts - AR Payments Overdue Aging.AR Overdue Items to Total %

This metric computes the ratio of overdue AR transactions to all open AR transactions

4.7.45 Facts - AR Payments Overdue Aging.Overall AR Overdue Amount to Total %

This metric shows the AR Overdue Amount to Total % at the overall level and can be used to identify customers that are below or above this overall value.

4.7.46 Facts - AR Payments Overdue Aging.Total AR Due and Overdue Amount


4.7.47 Facts - AR Payments Overdue Aging.Total AR Overdue Amount


4.7.48 Facts - AR Transactions.AR Avg CR Memo Amount

The metric provides Average CR Memo Amount processed by (AR Credit Memo Amount / CR Memo Count) for the period chosen.

4.7.49 Facts - AR Transactions.AR Avg DR Memo Amount

The metric provides Average DR Memo Amount processed by (AR Debit Memo Amount / DR Memo Count) for the period chosen.

4.7.50 Facts - AR Transactions.AR Avg Invoice Amount

The metric provides Average Invoice Amount processed by (AR Invoice Amount / Invoice Count) for the period chosen.

4.7.51 Facts - AR Transactions.AR Avg Payment Amount

The metric provides Average Payment Amount processed by (AR Payment Amount / Payment Count) for the period chosen.

4.7.52 Facts - AR Transactions.AR Count Payment Transactions


4.7.53 Facts - AR Transactions.AR CR Memo Amount to Invoice %

This metric calculates the proportion of Credit Memo Amount posted in a particular period to total Invoice Amount posted for the same period.

4.7.54 Facts - AR Transactions.AR Credit Memo Amount

This metric provides the value of Credit Memo Amount by summarizing all credit memo transactions.

4.7.55 Facts - AR Transactions.AR Credit Memo Count

The count of credit memos issued for the customer

4.7.56 Facts - AR Transactions.AR Debit Memo Amount

This metric shows debit memo amounts issued to the customers.

Financial Analytics



4.7.57 Facts - AR Transactions.AR Debit Memo Count

The count of debit memos issued for the customer

4.7.58 Facts - AR Transactions.AR Invoice Amount

The total amount of the invoice sent to the cusotmer

4.7.59 Facts - AR Transactions.AR Invoice Count

The count of invoices for the customer

4.7.60 Facts - AR Transactions.AR Payment Amount to Invoice %

This metric calculates the total of all line items with CREDIT indicators to determine total credit postings by customer.

4.7.61 Facts - AR Transactions.AR Total Payment Amount

This shows total payments received from the Customers that includes both applied and unapplied against outstanding invoices.

4.7.62 Facts - AR Transactions.AR Unapplied Payment Amount

This shows payments received from the Customers that are unapplied against outstanding invoices.

4.7.63 Facts - AR Turnover.AR Turnover

Accounts Receivables Turnover measures the number of times the trade receivables turnover annually. The higher the AR Turnover, lower the working capital needs of the company.

4.7.64 Facts - AR Turnover.Days Sales Outstanding

This metric computes Days Sales Outstanding - (AR Balance / Average Daily Posted Revenue). Average Daily Posted Revenue is computed by Posted Revenue for the period / Number of days in the period.

4.7.65 Facts - AR Turnover.Days Sales Outstanding (Revenue-YTD)


4.7.66 Facts - AR Turnover.Overall Days Sales Outstanding

This metric shows DSO or Days Sales Outstanding at the overall level. This overall DSO value can be used to identify customers who are above or below this internal benchmark value and target those customers to improve the overall DSO.

4.8 Financials - AR Transactions


4.8.1 Facts - AR Transactions.AR Amount

Amount in Group level currency. Group currency is generally the reporting currency for any corporation.

4.8.2 Facts - AR Transactions.AR Avg CR Memo Amount

The metric provides Average CR Memo Amount processed by (AR Credit Memo Amount / CR Memo Count) for the period chosen.

4.8.3 Facts - AR Transactions.AR Avg DR Memo Amount

The metric provides Average DR Memo Amount processed by (AR Debit Memo Amount / DR Memo Count) for the period chosen.

4.8.4 Facts - AR Transactions.AR Avg Invoice Amount

The metric provides Average Invoice Amount processed by (AR Invoice Amount / Invoice Count) for the period chosen.

4.8.5 Facts - AR Transactions.AR Avg Payment Amount

The metric provides Average Payment Amount processed by (AR Payment Amount / Payment Count) for the period chosen.

Financial Analytics



4.8.6 Facts - AR Transactions.AR Count Payment Transactions


4.8.7 Facts - AR Transactions.AR CR Memo Amount to Invoice %

This metric calculates the proportion of Credit Memo Amount posted in a particular period to total Invoice Amount posted for the same period.

4.8.8 Facts - AR Transactions.AR Credit Amount

This is the amount of credit posting.

4.8.9 Facts - AR Transactions.AR Credit Memo Amount

This metric provides the value of Credit Memo Amount by summarizing all credit memo transactions.

4.8.10 Facts - AR Transactions.AR Credit Memo Count

The count of credit memos issued for the customer

4.8.11 Facts - AR Transactions.AR Debit Amount

This is the amount of debit posting.

4.8.12 Facts - AR Transactions.AR Debit Memo Amount

This metric shows debit memo amounts issued to the customers.

4.8.13 Facts - AR Transactions.AR Debit Memo Count

The count of debit memos issued for the customer

4.8.14 Facts - AR Transactions.AR Document Amount


4.8.15 Facts - AR Transactions.AR Invoice Amount

The total amount of the invoice sent to the cusotmer

4.8.16 Facts - AR Transactions.AR Invoice Count

The count of invoices for the customer

4.8.17 Facts - AR Transactions.AR Local Amount


4.8.18 Facts - AR Transactions.AR Payment Amount to Invoice %

This metric calculates the total of all line items with CREDIT indicators to determine total credit postings by customer.

4.8.19 Facts - AR Transactions.AR Times Paid After Due

This metric computes the number of times the customer paid after due date.

4.8.20 Facts - AR Transactions.AR Times Paid Before Due

This metric computes the number of times the customer paid on or before due date.

4.8.21 Facts - AR Transactions.AR Total Payment Amount


4.8.22 Facts - AR Transactions.AR Total Payment Days

This metric computes the total days to pay

Financial Analytics



4.8.23 Facts - AR Transactions.AR Unapplied Payment Amount

This shows payments received from the Customers that are unapplied against outstanding invoices.

4.9 Financials - GL Balance Sheet


4.9.1 Facts - Asset Turnover Ratios.AP Turnover

This metric calculates Purchases / Accounts Payables; where Purchases = total purchases from various suppliers

4.9.2 Facts - Asset Turnover Ratios.AR Turnover

This metric calculates the Revenue to Accounts Receivable ratio and indicates the number of the receivables turnover for a particular level of sales and indicates the efficiency of working capital management

4.9.3 Facts - Asset Turnover Ratios.Avg Inventory Days

This metric determines the ratio of inventory to cogs to measure the efficiency of the firm’s inventory management (number of days of Inventory held). A higher ratio or days indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale.

4.9.4 Facts - Asset Turnover Ratios.Cash Cycle

This metric calculates an organization’s cash cycle by subtracting the Operating Cycle in days from the Average Payables in days.

4.9.5 Facts - Asset Turnover Ratios.Days Payables Outstanding

This metric determines the average number of days in accounts receivable to measure the effectiveness of the firm’s credit policies and indicate the level of investment in receivables needed to maintain the firm’s sales level.

4.9.6 Facts - Asset Turnover Ratios.Days Sales Outstanding


4.9.7 Facts - Asset Turnover Ratios.Inventory Turnover

This metric capture the Cost of Goods Sold to Inventories ratio to measure the efficiency of the firm’s inventory management. A higher ratio indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale.

4.9.8 Facts - Asset Turnover Ratios.LT Assets Turnover

The long term assets turnover ratio measures the efficiency of long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient.

4.9.9 Facts - Asset Turnover Ratios.Operating Cycle

The operating cycle of a merchandising firm is the sum of the number of days it takes to sell inventory and the number of days until the resultant receivables are converted to cash. A lower metric result means less working capital is needed and the is able to operate more efficiently.

4.9.10 Facts - Asset Turnover Ratios.Total Assets Turnover

The assets turnover ratio measures the efficiency of total current assets and long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient.

4.9.11 Facts - Asset Turnover Ratios.Working Capital Turnover

This metric determine the ratio of revenue to Working Capital where working capital = current assets - current liabilities.

4.9.12 Facts - Balance Sheet Ratios.Capex Ratio

This metric is the ratio of operating cash flow to capital expenditure for the period. Since capital expenditure (CapEx) is not captured directly, the change between closing and opening balances of property, plant and equipment is taken as CapEx.

4.9.13 Facts - Balance Sheet Ratios.Current Ratio

This metric calculates the current assets to current liabilities ratio.

4.9.14 Facts - Balance Sheet Ratios.Days Cash in Hand

This metric calculates (Cash + Accounts Receivable) / Minimum Operating Expenses ; where Minimum Operating Expenses = (Total Operating Expenses + Interest Expenses - Depreciation)

Financial Analytics



4.9.15 Facts - Balance Sheet Ratios.Debt To Equity

This metric calculates the long-term debt to total equity ratio.

4.9.16 Facts - Balance Sheet Ratios.EBIT

This metric contributes to profitability analysis by calculating Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income

4.9.17 Facts - Balance Sheet Ratios.NWC to Assets

This metric subtracts current assets from current liabilities, then divides the results into total assets to determine the ratio of networking capital to total assets.

4.9.18 Facts - Balance Sheet Ratios.Quick Ratio

This metric provides liquidity information by calculating (Current Assets - Inventories) / Current Liabilities.

4.9.19 Facts - Balance Sheet Ratios.Times Interest Earned

This metric calculates (Earnings before interest and taxes) / Interest Expense Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income

4.9.20 Facts - Balance Sheet Statement.Accounts Payable

This metric shows Payables oustanding as of a particular date.

4.9.21 Facts - Balance Sheet Statement.Accounts Receivable

This metric shows receivables outstanding as of a particular date.

4.9.22 Facts - Balance Sheet Statement.Accrued Liabilities

This metric sums up all GL Account balances comprising of accrued liabilities.

4.9.23 Facts - Balance Sheet Statement.Accumulated Depreciation

This metric provides the value of accumulated depreciation.

4.9.24 Facts - Balance Sheet Statement.Cash

This metric shows the cash balance as of a particular time period.

4.9.25 Facts - Balance Sheet Statement.Common Stock

This metric provides the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately.

4.9.26 Facts - Balance Sheet Statement.Current Assets

This metric gives the total current assets, which is computed by adding cash, accounts receivable, inventory, prepaid expenses, and other current assets.

4.9.27 Facts - Balance Sheet Statement.Current Liabilities

This metric is the total current liabilities, calculated as the sum of short-term borrowings + accounts payable balances + accrued liabilities and all other current Liabilities

4.9.28 Facts - Balance Sheet Statement.Finished Goods Inventory

This metric gives the total finished goods inventory for a selected period.

4.9.29 Facts - Balance Sheet Statement.Goodwill

This metric provides the value of goodwill assets (or intangible assets) in the balance sheet.

4.9.30 Facts - Balance Sheet Statement.Inventories

This metric gives the total inventory, which is comprised of raw materials, finished goods, and work-in-progress inventory.

4.9.31 Facts - Balance Sheet Statement.Long Term Assets

This metric gives the total of assets which are long term in nature, including PP&E.

4.9.32 Facts - Balance Sheet Statement.Long Term Debt

This metric provides the amount of outstanding long tern debt. Long-term debt is defined as debt that is not expected to be repaid for at least one year.

4.9.33 Facts - Balance Sheet Statement.Long Term Liabilities

This metric gives the total of liabilities which are long term in nature, including long-term debt.

4.9.34 Facts - Balance Sheet Statement.Net PPE

This metric provides value of Property, Plant and Equipment after Depreciation of the assets.

Financial Analytics



4.9.35 Facts - Balance Sheet Statement.Net Working Capital

This metric shows the change in net working capital, which is computed as the total current assets less the total current liabilities.

4.9.36 Facts - Balance Sheet Statement.Other Assets

This metric provides the value of other long-term assets excluding Property, Plant and Equipment.

4.9.37 Facts - Balance Sheet Statement.Other Current Assets

This metric includes all current assets that are not cash, accounts receivable, inventory, or prepaid expenses.

4.9.38 Facts - Balance Sheet Statement.Other Current Liabilities


4.9.39 Facts - Balance Sheet Statement.Other Equity

This metric captures all other equity related capital.

4.9.40 Facts - Balance Sheet Statement.Other Liabilities

This metric provides the value of other long-term liabilities excluding Long Term Debt.

4.9.41 Facts - Balance Sheet Statement.PPE

This metric provides the value Property Plant and Equipment.

4.9.42 Facts - Balance Sheet Statement.Preferred Stock

This metric shows preferred stock as part of Equity capital of the company.

4.9.43 Facts - Balance Sheet Statement.Prepaid Expenses

This metric includes all expenses that are paid in advance, such as rent and electricity. The prepaid expense is treated as a current asset until it is charged to the Profit and Loss account.

4.9.44 Facts - Balance Sheet Statement.Raw Material Inventory

This metric gives the total raw material inventory for a selected period.

4.9.45 Facts - Balance Sheet Statement.Retained Earnings

This metric provides the value retained earnings, one of the components of shareholders funds.

4.9.46 Facts - Balance Sheet Statement.Short Term Borrowing

The amount of short term borrowing on the balance sheet as of a particular date.

4.9.47 Facts - Balance Sheet Statement.Total Assets

This metric is the sum of all different components of assets, such as current assets, property, plant and equipment, good will, and other long-term assets.

4.9.48 Facts - Balance Sheet Statement.Total Liabilities

This metric is a sum of different components of liabilities. It is computed as follows: Total Current Liabilities + Long-term Debt + Other Non-Current Liabilities + Total Sharedholder Funds

4.9.49 Facts - Balance Sheet Statement.Total Shareholders Funds

This metric includes all components of total shareholders funds such as Common Stock, Preferred Stock, Retained Earnings and Other Equity Related Capital.

4.9.50 Facts - Balance Sheet Statement.Work in Process Inventory

This metric gives the total work in process inventory for a selected period.

4.9.51 Facts - GL Balance.Closing Amount

Closing balance for specified account(s) in Group currency

4.9.52 Facts - GL Balance.Closing Local Amount

Closing balance for specified account(s) in Local currency

4.9.53 Facts - GL Balance.Credit Amount

Credit Amount in Group Currency

4.9.54 Facts - GL Balance.Credit Local Amount

Credit Amount in Local Currency

Financial Analytics



4.9.55 Facts - GL Balance.Debit Amount

Debit Amount in Group Currency

4.9.56 Facts - GL Balance.Debit Local Amount

Debit Amount in Local Currency

4.9.57 Facts - GL Balance.Opening Amount


4.9.58 Facts - GL Balance.Opening Local Amount


4.10 Financials - GL Budget and Expenses


4.10.1 Facts - Actuals.Contracting Expenses

This metric tracks all Contracting Expenses by rolling up appropriate GL Accounts.

4.10.2 Facts - Actuals.Contracting Expenses QTD

This metric tracks all Contracting Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.3 Facts - Actuals.Contracting Expenses YTD

This metric tracks all Contracting Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.4 Facts - Actuals.Depreciation Expenses

This metric tracks depreciation expenses (relating to wear and tear of assets) for a given period.

4.10.5 Facts - Actuals.Depreciation Expenses QTD

This metric tracks depreciation expenses (on a QTD basis) relating to wear and tear of assets for a given period.

4.10.6 Facts - Actuals.Depreciation Expenses YTD

This metric tracks depreciation expenses (on a YTD basis) relating to wear and tear of assets for a given period.

4.10.7 Facts - Actuals.Employee Benefits Expenses

This metric tracks all Employee Benefit Expenses by rolling up appropriate GL Accounts.

4.10.8 Facts - Actuals.Employee Benefits Expenses QTD

This metric tracks all Employee Benefit Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.9 Facts - Actuals.Employee Benefits Expenses YTD

This metric tracks all Employee Benefit Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.10 Facts - Actuals.Employee Overtime Expenses

This metric tracks all Employee Overtime Expenses by rolling up appropriate GL Accounts.

4.10.11 Facts - Actuals.Employee Overtime Expenses QTD

This metric tracks all Employee Overtime Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.12 Facts - Actuals.Employee Overtime Expenses YTD

This metric tracks all Employee Overtime Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.13 Facts - Actuals.Employee Support Expenses

This metric tracks all Employee Support Expenses by rolling up appropriate GL Accounts.

4.10.14 Facts - Actuals.Employee Support Expenses QTD

This metric tracks all Employee Support Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.15 Facts - Actuals.Employee Support Expenses YTD

This metric tracks all Employee Support Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

Financial Analytics



4.10.16 Facts - Actuals.Freight Expenses

This metric tracks all Freight Expenses by rolling up appropriate GL Accounts.

4.10.17 Facts - Actuals.Freight Expenses QTD

This metric tracks all Freight Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.18 Facts - Actuals.Freight Expenses YTD

This metric tracks all Freight Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.19 Facts - Actuals.General Admin and Other Payroll

This metric tracks all General Admin and Other Payroll Expenses by rolling up appropriate GL Accounts.

4.10.20 Facts - Actuals.General Admin and Other Payroll QTD

This metric tracks all General Admin and Other Payroll Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.21 Facts - Actuals.General Admin and Other Payroll YTD

This metric tracks all General Admin and Other Payroll Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.22 Facts - Actuals.Marketing Payroll Expense QTD

This metric tracks all Marketing Payroll expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.23 Facts - Actuals.Marketing Payroll Expense YTD

This metric tracks all Marketing Payroll expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.24 Facts - Actuals.Marketing Payroll Expenses

This metric tracks all Marketing Payroll expenses by rolling up appropriate GL Accounts.

4.10.25 Facts - Actuals.Other Marketing Expenses

This metric tracks all Other Marketing Expenses by rolling up appropriate GL Accounts.

4.10.26 Facts - Actuals.Other Marketing Expenses QTD

This metric tracks all Other Marketing Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.27 Facts - Actuals.Other Marketing Expenses YTD

This metric tracks all Other Marketing Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.28 Facts - Actuals.Other Operating Expense QTD

This metric calculates operating expenses (on a QTD basis) for all activities except sales, marketing, research and development for the chosen period.

4.10.29 Facts - Actuals.Other Operating Expense YTD

This metric calculates operating expenses (on a YTD basis) for all activities except sales, marketing, research and development for the chosen period.

4.10.30 Facts - Actuals.Other Operating Expenses

This metric calculates operating expenses for all activities except sales, marketing, research and development for the chosen period.

4.10.31 Facts - Actuals.Other R&D Expenses

This metric tracks all Other R&D Expenses by rolling up appropriate GL Accounts.

4.10.32 Facts - Actuals.Other R&D Expenses QTD

This metric tracks all Other R&D Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.33 Facts - Actuals.Other R&D Expenses YTD

This metric tracks all Other R&D Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.34 Facts - Actuals.Other Sales Expenses

This metric tracks all Other Sales Expenses by rolling up appropriate GL Accounts.

4.10.35 Facts - Actuals.Other Sales Expenses QTD

This metric tracks all Other Sales Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.36 Facts - Actuals.Other Sales Expenses YTD

This metric tracks all Other Sales Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.37 Facts - Actuals.Product Variance Expenses

This metric tracks all Product Variance Expenses by rolling up appropriate GL Accounts.

4.10.38 Facts - Actuals.Product Variance Expenses QTD

This metric tracks all Product Variance Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.39 Facts - Actuals.Product Variance Expenses YTD

This metric tracks all Product Variance Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

Financial Analytics



4.10.40 Facts - Actuals.R&D Expense QTD

This metric tracks all research and development expenses (on a QTD basis) of the firm for the chosen period.

4.10.41 Facts - Actuals.R&D Expense YTD

This metric tracks all research and development expenses (on a YTD basis) of the firm for the chosen period.

4.10.42 Facts - Actuals.R&D Expenses

This metric tracks all research and development expenses of the firm for the chosen period.

4.10.43 Facts - Actuals.R&D Payroll Expenses

This metric tracks all R&D Payroll Expenses by rolling up appropriate GL Accounts.

4.10.44 Facts - Actuals.R&D Payroll Expenses QTD

This metric tracks all R&D Payroll Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.45 Facts - Actuals.R&D Payroll Expenses YTD

This metric tracks all R&D Payroll Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.46 Facts - Actuals.Revenue This metric tracks revenue amount by rolling up appropriate GL Accounts.

4.10.47 Facts - Actuals.Revenue QTD

This metric tracks revenue amount (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.48 Facts - Actuals.Revenue YTD

This metric tracks revenue amount (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.49 Facts - Actuals.Sales & Marketing Expense QTD

This metric tracks all sales and marketing costs (on a QTD basis) of the firm for the chosen period.

4.10.50 Facts - Actuals.Sales & Marketing Expense YTD

This metric tracks all sales and marketing costs (on a YTD basis) of the firm for the chosen period.

4.10.51 Facts - Actuals.Sales & Marketing Expenses

This metric tracks all sales and marketing expenses of the firm for the chosen period.

4.10.52 Facts - Actuals.Sales Payroll Expenses

This metric tracks all Sales Payroll Expenses by rolling up appropriate GL Accounts.

4.10.53 Facts - Actuals.Sales Payroll Expenses QTD

This metric tracks all Sales Payroll Expenses (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.54 Facts - Actuals.Sales Payroll Expenses YTD

This metric tracks all Sales Payroll Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.55 Facts - Actuals.Total Operating Expenses

This metric calculates total operating expenses by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.10.56 Facts - Actuals.Total Operating Expenses QTD

This metric calculates total operating expenses (on a QTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.10.57 Facts - Actuals.Total Operating Expenses YTD

This metric calculates total operating expenses (on a YTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.10.58 Facts - Actuals.Transaction Amount

Transaction Group Amount

4.10.59 Facts - Actuals.Transaction Local Amount

Transaction Document Amount

4.10.60 Facts - Budget.Budget Amount

Budget Group Amount

4.10.61 Facts - Budget.Budget Local Amount

Budget amount in local currency

4.10.62 Facts - Budget.Contracting Expenses

This metric tracks all Contracting expense budgets by rolling up appropriate GL Accounts.

4.10.63 Facts - Budget.Contracting Expenses QTD

This metric tracks all Contracting expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

Financial Analytics



4.10.64 Facts - Budget.Contracting Expenses YTD

This metric tracks all Contracting expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.65 Facts - Budget.Depreciation Expenses

This metric tracks depreciation expense budgets (relating to wear and tear of assets) for a given period.

4.10.66 Facts - Budget.Depreciation Expenses QTD

This metric tracks depreciation expense budgets (on a QTD basis) relating to wear and tear of assets for a given period.

4.10.67 Facts - Budget.Depreciation Expenses YTD

This metric tracks depreciation expense budgets (on a YTD basis) relating to wear and tear of assets for a given period.

4.10.68 Facts - Budget.Employee Benefits Expenses

This metric tracks all Employee Benefit expense budgets by rolling up appropriate GL Accounts.

4.10.69 Facts - Budget.Employee Benefits Expenses QTD

This metric tracks all Employee Benefit expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.70 Facts - Budget.Employee Benefits Expenses YTD

This metric tracks all Employee Benefit expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.71 Facts - Budget.Employee Overtime Expenses

This metric tracks all Employee Overtime expense budgets by rolling up appropriate GL Accounts.

4.10.72 Facts - Budget.Employee Overtime Expenses QTD

This metric tracks all Employee Overtime expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.73 Facts - Budget.Employee Overtime Expenses YTD

This metric tracks all Employee Overtime expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.74 Facts - Budget.Employee Support Expenses

This metric tracks all Employee Support expense budgets by rolling up appropriate GL Accounts.

4.10.75 Facts - Budget.Employee Support Expenses QTD

This metric tracks all Employee Support expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.76 Facts - Budget.Employee Support Expenses YTD

This metric tracks all Employee Support expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.77 Facts - Budget.Freight Expenses

This metric tracks all Freight expense budgets by rolling up appropriate GL Accounts.

4.10.78 Facts - Budget.Freight Expenses QTD

This metric tracks all Freight expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.79 Facts - Budget.Freight Expenses YTD

This metric tracks all Freight expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.80 Facts - Budget.General Admin and Other Payroll

This metric tracks all General Admin and Other Payroll expense budgets by rolling up appropriate GL Accounts.

4.10.81 Facts - Budget.General Admin and Other Payroll QTD

This metric tracks all General Admin and Other Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.82 Facts - Budget.General Admin and Other Payroll YTD

This metric tracks all General Admin and Other Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.83 Facts - Budget.Marketing Payroll Expense QTD

This metric tracks all Marketing Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.84 Facts - Budget.Marketing Payroll Expense YTD

This metric tracks all Marketing Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.85 Facts - Budget.Marketing Payroll Expenses

This metric tracks all Marketing Payroll expense budgets by rolling up appropriate GL Accounts.

Financial Analytics



4.10.86 Facts - Budget.Other Marketing Expenses

This metric tracks all Other Marketing expense budgets by rolling up appropriate GL Accounts.

4.10.87 Facts - Budget.Other Marketing Expenses QTD

This metric tracks all Other Marketing expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.88 Facts - Budget.Other Marketing Expenses YTD

This metric tracks all Other Marketing expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.89 Facts - Budget.Other Operating Expense QTD

This metric calculates operating expense budgets (on a QTD basis) for all activities except sales, marketing, research and development for the chosen period.

4.10.90 Facts - Budget.Other Operating Expense YTD

This metric calculates operating expense budgets (on a YTD basis) for all activities except sales, marketing, research and development for the chosen period.

4.10.91 Facts - Budget.Other Operating Expenses

This metric calculates operating expense budgets for all activities except sales, marketing, research and development for the chosen period.

4.10.92 Facts - Budget.Other R&D Expenses

This metric tracks all Other R&D expense budgets by rolling up appropriate GL Accounts.

4.10.93 Facts - Budget.Other R&D Expenses QTD

This metric tracks all Other R&D expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.94 Facts - Budget.Other R&D Expenses YTD

This metric tracks all Other R&D expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.95 Facts - Budget.Other Sales Expenses

This metric tracks all Other Sales expense budgets by rolling up appropriate GL Accounts.

4.10.96 Facts - Budget.Other Sales Expenses QTD

This metric tracks all Other Sales expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.97 Facts - Budget.Other Sales Expenses YTD

This metric tracks all Other Sales expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.98 Facts - Budget.Product Variance Expenses

This metric tracks all Product Variance expense budgets by rolling up appropriate GL Accounts.

4.10.99 Facts - Budget.Product Variance Expenses QTD

This metric tracks all Product Variance expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.100 Facts - Budget.Product Variance Expenses YTD

This metric tracks all Product Variance expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.101 Facts - Budget.R&D Expenses

This metric tracks all research and development expense budgets of the firm for the chosen period.

4.10.102 Facts - Budget.R&D Expenses QTD

This metric tracks all research and development expense budgets (on a QTD basis) of the firm for the chosen period.

4.10.103 Facts - Budget.R&D Expenses YTD

This metric tracks all research and development expense budgets (on a YTD basis) of the firm for the chosen period.

4.10.104 Facts - Budget.R&D Payroll Expenses

This metric tracks all R&D Payroll expense budgets by rolling up appropriate GL Accounts.

4.10.105 Facts - Budget.R&D Payroll Expenses QTD

This metric tracks all R&D Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.106 Facts - Budget.R&D Payroll Expenses YTD

This metric tracks all R&D Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.107 Facts - Budget.Revenue This metric tracks all revenue amount budgets by rolling up appropriate GL Accounts.

4.10.108 Facts - Budget.Revenue QTD

This metric tracks all revenue amount budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.109 Facts - Budget.Revenue YTD

This metric tracks revenue amount budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.110 Facts - Budget.Sales & Marketing Expense QTD

This metric tracks all sales and marketing expense budgets (on a QTD basis) of the firm for the chosen period.

Financial Analytics



4.10.111 Facts - Budget.Sales & Marketing Expense YTD

This metric tracks all sales and marketing expense budgets (on a YTD basis) of the firm for the chosen period.

4.10.112 Facts - Budget.Sales & Marketing Expenses

This metric tracks all sales and marketing expense budgets of the firm for the chosen period.

4.10.113 Facts - Budget.Sales Payroll Expenses

This metric tracks all Sales Payroll expense budgets by rolling up appropriate GL Accounts.

4.10.114 Facts - Budget.Sales Payroll Expenses QTD

This metric tracks all Sales Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.115 Facts - Budget.Sales Payroll Expenses YTD

This metric tracks all Sales Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.116 Facts - Budget.Total Operating Expenses

This metric calculates total operating expense budgets by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.10.117 Facts - Budget.Total Operating Expenses QTD

This metric calculates total operating expense budgets (on a QTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.10.118 Facts - Budget.Total Operating Expenses YTD

This metric calculates total operating expense budgets (on a YTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.11 Financials - GL Cash Flow


4.11.1 Facts - Cash Flow Ratios.AP Turnover


4.11.2 Facts - Cash Flow Ratios.AR Turnover


4.11.3 Facts - Cash Flow Ratios.Avg Inventory Days


4.11.4 Facts - Cash Flow Ratios.Capex Ratio


4.11.5 Facts - Cash Flow Ratios.Cash Collections

This metric is calculated as: Revenue - Change in Accounts Receivable

4.11.6 Facts - Cash Flow Ratios.Cash Collections to Revenue %

This metric is calculated as Cash Collections / Revenue * 100, where Cash Collections = Revenue - Change in Accounts Receivable.

4.11.7 Facts - Cash Flow Ratios.Cash Gross Margin

This metric is calculated as: Cash Collections - Cash Inputs; Where Cash Collections = Revenue - Change in Accounts Receivable and Cash Inputs = Cost of Goods Sold + Change in Inventory - Change in Accounts Payable.

4.11.8 Facts - Cash Flow Ratios.Cash Gross Margin %

Cash Gross Margin / Cash Collections * 100; Cash Gross Margin = (Cash Collections - Cash Inputs); Where Cash Collections = Revenue - Change in Accounts Receivable Cash Inputs = Cost of Goods Sold + Change in Inventory - Change in Accounts Payable

4.11.9 Facts - Cash Flow Ratios.Cash Inputs

This metric is calculated as: Cost Of Goods Sold + Change in Inventory - Change in Accounts Payable

Financial Analytics



4.11.10 Facts - Cash Flow Ratios.Cash Inputs to COGS %

This metric measures cash inputs against cost of goods sold (COGS).

4.11.11 Facts - Cash Flow Ratios.Cash to Current Liabilities (CL)

This metric provides the ratio of Cash to Current Liabilities.

4.11.12 Facts - Cash Flow Ratios.Current Ratio


4.11.13 Facts - Cash Flow Ratios.Financing Cash Flow

This metric is computed as follows: Change in Short-term borrowings + Change in Long-term debt + Change in Other liabilities + Change in Preferred Stock + Change in Common Stock + Change in Other Equity capital.

4.11.14 Facts - Cash Flow Ratios.Gross Margin %

This metric is computed as follows: (Gross Profit / Revenue * 100), where GROSS PROFIT = (Revenue - Cost of Goods Sold).

4.11.15 Facts - Cash Flow Ratios.Gross Profit

This metric determines gross profit by computing the following: (Revenue - Cost of Goods Sold).

4.11.16 Facts - Cash Flow Ratios.Investing Cash Flow

This metric is computed as follows: Change in Purchases of Property, Plant and Equipment + Change in other assets. An increase will indicate that capital investments are made.

4.11.17 Facts - Cash Flow Ratios.Long Term Debt


4.11.18 Facts - Cash Flow Ratios.Net Income

This metric is computed as follows : (Revenue - Cost of Goods Sold - Selling & Marketing Costs - Other Operating Expenses - R&D Expenditure + Other Income - Interest Expense - Taxes - Depreciation).

4.11.19 Facts - Cash Flow Ratios.Operating Cash Flow

This metric measures the current operating cash flow (YTD). Operating cash flow is the actual cash flow arising out of operations of the firm and excludes any cash changes in lieu of financing and investing activities.

4.11.20 Facts - Cash Flow Ratios.Operating Cash Flow to CL

This metric is calculated as follows: Operating Cash Flow / Current Liabilities.

4.11.21 Facts - Cash Flow Ratios.Operating Cash Flow to LT Debt

This metric is computed as follows: Operating Cash flow / Long Term Debt.

4.11.22 Facts - Cash Flow Ratios.Quick Ratio


4.11.23 Facts - Cash Flow Ratios.Times Interest Earned


4.11.24 Facts - Cash Flow Ratios.Working Capital Turnover


4.11.25 Facts - Cash Flow Statement.Cash


4.11.26 Facts - Cash Flow Statement.Financing Cash Flow

This metric is computed as follows: Change in Short-term borrowings + Change in Long-term debt + Change in Other liabilities + Change in Preferred Stock + Change in Common Stock + Change in Other Equity capital.

4.11.27 Facts - Cash Flow Statement.Incr (Decr) in Accounts Payable

This metric shows the change in Payables oustanding as of a particular date.

4.11.28 Facts - Cash Flow Statement.Incr (Decr) in Accounts Receivable

This metric shows the change in receivables outstanding as of a particular date.

Financial Analytics



4.11.29 Facts - Cash Flow Statement.Incr (Decr) in Accrued Liabilities

This metric shows the change in the sum of all GL Account balances comprising of accrued liabilities.

4.11.30 Facts - Cash Flow Statement.Incr (Decr) in Cash

This metric shows the change in cash balance as of a particular time period.

4.11.31 Facts - Cash Flow Statement.Incr (Decr) in Common Stock

This metric shows the change in the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately.

4.11.32 Facts - Cash Flow Statement.Incr (Decr) in Current Assets

This metric shows the change for the total current assets, which is computed by adding cash, accounts receivable, inventory, prepaid expenses, and other current assets.

4.11.33 Facts - Cash Flow Statement.Incr (Decr) in Current Liabilities

This metric shows the change in the total current liabilities, calculated as the sum of short-term borrowings + accounts payable balances + accrued liabilities and all other current Liabilities

4.11.34 Facts - Cash Flow Statement.Incr (Decr) in Depreciation Expenses

This metric shows the change in depreciation expenses (relating to wear and tear of assets) of the firm for a given period

4.11.35 Facts - Cash Flow Statement.Incr (Decr) in Finished Goods Inventory

This metric shows the change for the total finished goods inventory for a selected period.

4.11.36 Facts - Cash Flow Statement.Incr (Decr) in Goodwill

This metric shows the change in the value of goodwill assets (or intangible assets) in the balance sheet.

4.11.37 Facts - Cash Flow Statement.Incr (Decr) in Interest Expense

This metric shows the change in all financial charges or interest expenses for the firm over a given period

4.11.38 Facts - Cash Flow Statement.Incr (Decr) in Inventory

This metric shows the change of the total inventory, which is comprised of raw materials, finished goods, and work-in-progress inventory.

4.11.39 Facts - Cash Flow Statement.Incr (Decr) in Long Term Assets

This metric shows the change of the total of assets which are long term in nature, including PP&E.

4.11.40 Facts - Cash Flow Statement.Incr (Decr) in Long Term Debt

This metric shows the change in the amount of outstanding long tern debt. Long-term debt is defined as debt that is not expected to be repaid for at least one year.

4.11.41 Facts - Cash Flow Statement.Incr (Decr) in Long Term Liabilities

This metric shows the change of the total liabilities which are long term in nature, including long-term debt.

4.11.42 Facts - Cash Flow Statement.Incr (Decr) in Other Assets

This metric shows the change in the value of other long-term assets excluding Property, Plant and Equipment.

4.11.43 Facts - Cash Flow Statement.Incr (Decr) in Other Current Assets

This metric shows the change in all current assets that are not cash, accounts receivable, inventory, or prepaid expenses.

4.11.44 Facts - Cash Flow Statement.Incr (Decr) in Other Current Liabilities

This metric shows the change in the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately.

Financial Analytics



4.11.45 Facts - Cash Flow Statement.Incr (Decr) in Other Equity Capital

This metric shows the change in the Other Equity Capital balance (excluding Common Stock) for a given period. This metric primarily contains Retained Earnings.

4.11.46 Facts - Cash Flow Statement.Incr (Decr) in Other Liabilities

This metric shows the change in the value of other long-term liabilities excluding Long Term Debt.

4.11.47 Facts - Cash Flow Statement.Incr (Decr) in PPE

This metric shows the change in the value of Property Plant and Equipment.

4.11.48 Facts - Cash Flow Statement.Incr (Decr) in Preferred Stock

This metric shows the change in preferred stock as part of Equity capital of the company.

4.11.49 Facts - Cash Flow Statement.Incr (Decr) in Prepaid Expenses

This metric shows the change in all expenses that are paid in advance, such as rent and electricity

4.11.50 Facts - Cash Flow Statement.Incr (Decr) in Raw Material Inventory

This metric shows the change in the total raw material inventory for a selected period.

4.11.51 Facts - Cash Flow Statement.Incr (Decr) in Retained Earnings

This metric shows the change in the value of retained earnings, one of the components of shareholders funds.

4.11.52 Facts - Cash Flow Statement.Incr (Decr) in Short Term Borrowing

This metric shows the change in the amount of short term borrowing on the balance sheet as of a particular date.

4.11.53 Facts - Cash Flow Statement.Incr (Decr) in Total Shareholders Funds

This metric shows the change in all components of total shareholders funds such as Common Stock, Preferred Stock, Retained Earnings and Other Equity Related Capital.

4.11.54 Facts - Cash Flow Statement.Incr (Decr) in Work in Process Inventory

This metric shows the change for the total work in process inventory for a selected period.

4.11.55 Facts - Cash Flow Statement.Investing Cash Flow

This metric is computed as follows: Change in Purchases of Property, Plant and Equipment + Change in other assets. An increase will indicate that capital investments are made.

4.11.56 Facts - Cash Flow Statement.Net Income


4.11.57 Facts - Cash Flow Statement.Operating Cash Flow

This metric measures the current operating cash flow (YTD). Operating cash flow is the actual cash flow arising out of operations of the firm and excludes any cash changes in lieu of financing and investing activities.

4.12 Financials - GL Detail Transactions


4.12.1 Facts - Financial GL Detail Transactions.Transaction Amount


Financial Analytics


4.13 Financials - Profitability - Company


4.13.1 Facts - Cost Ratios.COGS to Revenue %

Amount of COGS in Group level currency

4.13.2 Facts - Cost Ratios.Interest Expenses to Revenue %

This metric tracks Interest Expenses to Revenue for the chosen period.

4.13.3 Facts - Cost Ratios.Other Operating Expenses to Revenue %

This metric tracks other operating expenses to revenue for the chosen period.

4.13.4 Facts - Cost Ratios.R&D Expenses to Revenue %

This metric tracks all R&D Expenses of the firm for the chosen period.

4.13.5 Facts - Cost Ratios.Sales & Marketing Expenses to Revenue %

This metric tracks all sales and marketing costs of the firm for the chosen period.

4.13.6 Facts - Other Operating Expenses.Contracting Expenses


4.13.7 Facts - Other Operating Expenses.Depreciation Expenses


4.13.8 Facts - Other Operating Expenses.Employee Benefits Expenses


4.13.9 Facts - Other Operating Expenses.Employee Overtime Expenses


4.13.10 Facts - Other Operating Expenses.Employee Support Expenses


4.13.11 Facts - Other Operating Expenses.General Admin and Other Payroll

This metric tracks all General Admin and Other Payroll Expenses by rolling up appropriate GL Accounts.

4.13.12 Facts - Other Operating Expenses.Product Variance Expenses

This metric tracks all Product Variance Expenses by rolling up appropriate GL Accounts.

4.13.13 Facts - Profit and Loss YTD.Depreciation Expenses YTD

This metric tracks depreciation expenses on a year-to-date basis (relating to wear and tear of assets) of the firm.

4.13.14 Facts - Profit and Loss YTD.EBIT YTD

This metric calculates Revenue (YTD) - Cost of Goods Sold (YTD) - Selling and Marketing Costs (YTD) - Operating Expenses (YTD) - Research and Development Expenditure (YTD) + Other Income (YTD).

4.13.15 Facts - Profit and Loss YTD.EBIT YTD Margin %

This metric calculates EBIT / Revenue * 100, Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income.

4.13.16 Facts - Profit and Loss YTD.EBT YTD

Revenue (YTD) - Cost of Goods Sold (YTD) - Selling and Marketing Costs (YTD) - Operating Expenses (YTD) - R&D Expenditure (YTD) + Other Income (YTD) - Interest Expense (YTD)

4.13.17 Facts - Profit and Loss YTD.EBT YTD Margin %

This metric calculates EBT /Revenue * 100, where EBT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income - Interest.

Financial Analytics



4.13.18 Facts - Profit and Loss YTD.Gross Margin YTD %

This metric is computed as follows: (Gross Profit YTD / Revenue YTD * 100), where Gross Profit = (Revenue - Cost of Goods Sold).

4.13.19 Facts - Profit and Loss YTD.Gross Profit YTD

This metric shows Gross Profit YTD = (Revenue YTD - COGS YTD).

4.13.20 Facts - Profit and Loss YTD.Income Tax Expense YTD

This metric tracks all sales and marketing costs of the firm for year-to-date.

4.13.21 Facts - Profit and Loss YTD.Interest Expense YTD

This metric includes all financial charges or interest expense for the firm for year-to-date.

4.13.22 Facts - Profit and Loss YTD.Net Income Margin YTD %

This metric calculates Net Income YTD / Revenue YTD * 100 Where Net Income = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income - Interest - Income Taxes.

4.13.23 Facts - Profit and Loss YTD.Net Income YTD

Revenue (YTD) - Cost of Goods Sold (YTD) - Selling & Marketing Costs (YTD) - Other Operating Expenses (YTD) - R&D Expenditure (YTD) + Other Income (YTD) - Interest Expense (YTD) - Income Taxes (YTD) - Depreciation (YTD)

4.13.24 Facts - Profit and Loss YTD.Operating Margin YTD %

This metric calculates Operating Profit YTD / Revenue YTD *100 Where Operating Profit = Revenue - Cost of Goods Sold - Sales and Marketing Expenses - Other Operating Expenses - Research and Development Expenditure

4.13.25 Facts - Profit and Loss YTD.Operating Profit YTD

This metric provides profitability figures by calculating Revenue (YTD) - Cost of Goods Sold (YTD) - Selling, and Marketing Costs (YTD) - Other Operating Expenses (YTD) - R and D Expenditure (YTD)

4.13.26 Facts - Profit and Loss YTD.Other Income YTD

This metric includes all non-operating income year-to-date (i.e., all miscellaneous income excluding revenue from core operations).

4.13.27 Facts - Profit and Loss YTD.Other Operating Expense YTD

This metric includes all operating expenses year-to-date, other than sales and marketing, and research and development.

4.13.28 Facts - Profit and Loss YTD.R&D Expense YTD

This metric tracks all research and development expenses of the firm for year-to-date.

4.13.29 Facts - Profit and Loss YTD.Sales & Marketing Expense YTD

This metric tracks all sales and marketing costs of the firm for year-to-date.

4.13.30 Facts - Profit and Loss YTD.Total Operating Expenses YTD

This metric is a sum of operating expenses (YTD) and is computed as follows: Sales and Marketing Cost (YTD) + Research and Development Expenses (YTD) + Other Operating Expenses (YTD).

4.13.31 Facts - Profit and Loss.Cost of Goods Sold

This metric shows the change in the value of Cost of Goods Sold

4.13.32 Facts - Profit and Loss.Depreciation Expenses


4.13.33 Facts - Profit and Loss.EBIT


4.13.34 Facts - Profit and Loss.EBIT Margin %

This metric calculates EBIT / Revenue * 100, Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income.

4.13.35 Facts - Profit and Loss.EBT This metric calculates Earning Before Tax by computing Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income - Interest Expense.

4.13.36 Facts - Profit and Loss.EBT Margin %

This metric calculates EBT /Revenue * 100, where EBT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income - Interest.

Financial Analytics



4.13.37 Facts - Profit and Loss.Gross Margin %

This metric is computed as follows: (Gross Profit / Revenue * 100), where GROSS PROFIT = (Revenue - Cost of Goods Sold).

4.13.38 Facts - Profit and Loss.Gross Profit

This metric determines gross profit by computing the following: (Revenue - Cost of Goods Sold).

4.13.39 Facts - Profit and Loss.Income Tax Expense

This metric tracks Income Tax Expenses for a period.

4.13.40 Facts - Profit and Loss.Interest Expense

This metric includes all financial charges or interest expense of the firm for the chosen period.

4.13.41 Facts - Profit and Loss.Net Income


4.13.42 Facts - Profit and Loss.Net Income Margin %

This metric calculates Net Income / Revenue * 100 Where Net Income = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income - Interest - Income Taxes.

4.13.43 Facts - Profit and Loss.Operating Margin %

This metric calculates Operating Profit / Revenue *100 Where Operating Profit = Revenue - Cost of Goods Sold - Sales and Marketing Expenses - Other Operating Expenses - Research and Development Expenditure

4.13.44 Facts - Profit and Loss.Operating Profit

This metric calculates (Revenue - Cost of Goods Sold - Selling, and Marketing Costs - Other Operating Expenses - R and D Expenditure) to provide profitability data about a firm's core business.

4.13.45 Facts - Profit and Loss.Other Income

This metric calculates all non-operating income, which excludes revenue generated from an organization's core operations from a given period.

4.13.46 Facts - Profit and Loss.Other Operating Expenses


4.13.47 Facts - Profit and Loss.R&D Expenses


4.13.48 Facts - Profit and Loss.Revenue

This metric shows the change in the value of revenue

4.13.49 Facts - Profit and Loss.Sales & Marketing Expenses


4.13.50 Facts - Profit and Loss.Total Operating Expenses

This metric calculates total operating expenses by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.13.51 Facts - R&D Expenses.Other R&D Expenses

This metric tracks all Other R&D Expenses by rolling up appropriate GL Accounts.

4.13.52 Facts - R&D Expenses.R&D Expenses


4.13.53 Facts - R&D Expenses.R&D Payroll Expenses

This metric tracks all R&D Payroll Expenses by rolling up appropriate GL Accounts.

4.13.54 Facts - Return on Investment.Current Assets


4.13.55 Facts - Return on Investment.Current Liabilities


4.13.56 Facts - Return on Investment.Retained Earnings


Financial Analytics



4.13.57 Facts - Return on Investment.ROA (EBIT Basis)

Earnings Before Income and Taxes / Total Assets * 100

4.13.58 Facts - Return on Investment.ROA (Pre-Interest)

Pre-Tax Income / Total Assets * 100

4.13.59 Facts - Return on Investment.ROCE (EBIT Basis)

Pre-Tax Income / Total Capital Employed * 100 ; Capital Employed = (Total Shareholders Funds + Long-term Debt)

4.13.60 Facts - Return on Investment.ROCE (Pre Interest)

Pre-Tax Income / Total Capital Employed * 100; Total Capital Employed = Total Shareholders Funds + Long-Term Debt.

4.13.61 Facts - Return on Investment.ROE

Net Income / Total Shareholders Funds * 100

4.13.62 Facts - Return on Investment.ROE (Pre-Interest)

Pretax Income / Stockholder's equity * 100; Where Pre-Tax Income = Net Income + Income Tax

4.13.63 Facts - Return on Investment.Total Assets


4.13.64 Facts - Return on Investment.Total Liabilities


4.13.65 Facts - Return on Investment.Total Shareholders Funds


4.13.66 Facts - Revenue.Closing Amount


4.13.67 Facts - Revenue.Credit Amount


4.13.68 Facts - Revenue.Debit Amount


4.13.69 Facts - Revenue.Opening Amount


4.13.70 Facts - Revenue.Revenue Document Amount

Amount of revenue in Document level currency

4.13.71 Facts - Revenue.Revenue Group Amount

Amount of revenue in Group level currency

4.13.72 Facts - Revenue.Revenue Local Amount

Amount of revenue in Local level currency

4.13.73 Facts - Sales and Marketing Expenses.Freight Expenses

This metric tracks all Freight Expenses by rolling up appropriate GL Accounts.

4.13.74 Facts - Sales and Marketing Expenses.Marketing Payroll Expenses

This metric tracks all Marketing Payroll expenses by rolling up appropriate GL Accounts.

4.13.75 Facts - Sales and Marketing Expenses.Other Marketing Expenses

This metric tracks all Other Marketing Expenses by rolling up appropriate GL Accounts.

Financial Analytics



4.13.76 Facts - Sales and Marketing Expenses.Other Sales Expenses

This metric tracks all Other Sales Expenses by rolling up appropriate GL Accounts.

4.13.77 Facts - Sales and Marketing Expenses.Sales & Marketing Expenses


4.13.78 Facts - Sales and Marketing Expenses.Sales Payroll Expenses

This metric tracks all Sales Payroll Expenses by rolling up appropriate GL Accounts.

4.14 Financials - Profitability - Customer


4.14.1 Fact - Customer Cost Lines.Customer Cost Line Amount

This metric captures expenses at each line item which are categorized by cost types and allocation types. Instead of the pre-built metrics for marketing, sales, service etc., this metric along with the cost type and allocation type can be used to analyze the expense information at the customer level.

4.14.2 Fact - Customer Cost Lines.Total Allocated Customer Expenses

This metric shows total allocated expenses at the customer level. The overhead expenses from cost centers are allocated to various customers depending on the allocation rules.

4.14.3 Fact - Customer Cost Lines.Total Direct Customer Expenses

This metric shows the direct expenses that are captured at the customer level while recording the original financial transactions. These are captured from the transaction systems instead of allocating it later.

4.14.4 Fact - Customer Marketing Expenses.Customer Advertisement Expenses

This metric captures Advertising expenses at the customer level including direct and allocated expenses.

4.14.5 Fact - Customer Marketing Expenses.Customer Branding Expenses

This metric captures Branding expenses at the customer level including direct and allocated expenses.

4.14.6 Fact - Customer Marketing Expenses.Customer Events Expenses

This metric captures Marketing Events expenses at the customer level including direct and allocated expenses.

4.14.7 Fact - Customer Marketing Expenses.Customer Marketing Salary Expenses

This metric captures Marketing Salary expenses at the customer level including direct and allocated expenses.

4.14.8 Fact - Customer Marketing Expenses.Customer Other Marketing Expenses

This metric captures Marketing Other expenses at the customer level including direct and allocated expenses.

4.14.9 Fact - Customer Marketing Expenses.Customer Promotional Expenses

This metric captures Marketing Promotional expenses at the customer level including direct and allocated expenses.

4.14.10 Fact - Customer Other Expenses.Customer General Overhead Expenses

This metric captures general overhead expenses at the customer level including direct and allocated expenses.This rolls up into all other customer expenses at the customer level.

4.14.11 Fact - Customer Other Expenses.Customer Other Operating Expenses

This metric captures other operating expenses at the customer level including direct and allocated expenses.This rolls up into all other customer expenses.

Financial Analytics



4.14.12 Fact - Customer Profitability.COGS


4.14.13 Fact - Customer Profitability.Customer Gross Margin %

This metric is computed as (Customer Gross Profit / Revenue) * 100

4.14.14 Fact - Customer Profitability.Customer Gross Profit

This metric shows Customer Gross Profit which is computed as (Revenue - Cost of Goods Sold)

4.14.15 Fact - Customer Profitability.Customer Marketing Expenses

This metric captures all marketing expenses at the customer level including direct and allocated expenses.

4.14.16 Fact - Customer Profitability.Customer Marketing Expenses to Revenue %

This metric shows the ratio of Customer Marketing Expenses with Revenue in percentage terms.

4.14.17 Fact - Customer Profitability.Customer Operating Profit

This metric is shows Customer Operating Profit which is computed as (Revenue - Cost of Goods Sold - All Operating Expenses). All operating expenses include direct and allocated expenses

4.14.18 Fact - Customer Profitability.Customer Operating Profit %

This metric is computed as (Operating Profit / Revenue * 100)

4.14.19 Fact - Customer Profitability.Customer Other Expenses

This metric captures all other expenses (excluding Sales, Service and Marketing) at the customer level including direct and allocated expenses.

4.14.20 Fact - Customer Profitability.Customer Other Expenses to Revenue %

This metric shows the ratio of Customer Other Expenses with Revenue in percentage terms.

4.14.21 Fact - Customer Profitability.Customer Sales Expenses

This metric captures all sales expenses at the customer level including direct and allocated expenses.

4.14.22 Fact - Customer Profitability.Customer Sales Expenses to Revenue %

This metric shows the ratio of Customer Sales Expenses with Revenue in percentage terms.

4.14.23 Fact - Customer Profitability.Customer Service Expenses

This metric captures all service expenses at the customer level including direct and allocated expenses.

4.14.24 Fact - Customer Profitability.Customer Service Expenses to Revenue %

This metric shows the ratio of Customer Service Expenses with Revenue in percentage terms.

4.14.25 Fact - Customer Profitability.Revenue Amount


4.14.26 Fact - Customer Profitability.Total Customer Expenses

This metric rolls up all expenses at the customer level excluding cost of goods sold. This includes Marketing, Sales, Service and other Expenses.

4.14.27 Fact - Customer Profitability.Total Customer Expenses to Revenue %

This metric computes the ratio of total customer expenses with revenue and expressed in percentage terms.

4.14.28 Fact - Customer Sales Expenses.Customer Freight Expenses

This metric captures freight and transportation expenses at the customer level. This rolls up into total Sales expenses at the customer level.

Financial Analytics



4.14.29 Fact - Customer Sales Expenses.Customer Other Sales Expenses

This metric captures Other Sales expenses at the customer level. This rolls up into total Sales expenses at the customer level.

4.14.30 Fact - Customer Sales Expenses.Customer Sales Compensation

This metric captures Sales Salary expenses at the customer level. This rolls up into total Sales expenses at the customer level.

4.15 Financials - Profitability - Product


4.15.1 Fact - Product Cost Lines.Product Cost Line Amount

This metric captures expenses at each line item which are categorized by cost types and allocation types. Instead of the pre-built metrics for marketing, sales, service etc., this metric along with the cost type and allocation type can be used to analyze the expense information at the product level.

4.15.2 Fact - Product Cost Lines.Total Allocated Product Expenses

This metric shows total allocated expenses at the product level. The overhead expenses from cost centers are allocated to various products depending on allocation rules.

4.15.3 Fact - Product Cost Lines.Total Direct Product Expenses

This metric shows the direct expenses that are captured at the product level while recording the original financial transactions. These are captured from the transaction systems instead of allocating it later.

4.15.4 Fact - Product Marketing Expenses.Product Advertising Expenses

This metric captures Advertising expenses at the product level including direct and allocated expenses.

4.15.5 Fact - Product Marketing Expenses.Product Branding Expenses

This metric captures Branding expenses at the product level including direct and allocated expenses.

4.15.6 Fact - Product Marketing Expenses.Product Events Expenses

This metric captures Marketing Events expenses at the product level including direct and allocated expenses.

4.15.7 Fact - Product Marketing Expenses.Product Marketing Salary Expenses

This metric captures Marketing Salary expenses at the product level including direct and allocated expenses.

4.15.8 Fact - Product Marketing Expenses.Product Other Marketing Expenses

This metric captures other Marketing expenses at the product level including direct and allocated expenses. This rolls up into Marketing Expenses at the product level.

4.15.9 Fact - Product Marketing Expenses.Product Promotional Expenses

This metric captures Marketing Promotions expenses at the product level including direct and allocated expenses.

4.15.10 Fact - Product Other Expenses.Product Depreciation Expenses

This metric captures Depreciation expenses at the product level including direct and allocated expenses.This rolls up into other product operating expenses at the product level.

4.15.11 Fact - Product Other Expenses.Product General Overhead Expenses

This metric captures general overhead expenses at the product level including direct and allocated expenses.This rolls up into other product operating expenses at the product level.

4.15.12 Fact - Product Other Expenses.Product Other Operating Expenses

This metric captures all other operating expenses excluding Marketing, Sales and Service expenses at the product level.

Financial Analytics



4.15.13 Fact - Product Other Expenses.Product Variance Expenses

This metric captures Product Variance expenses at the product level including direct and allocated expenses.This rolls up into total other operating expenses at the product level.

4.15.14 Fact - Product Profitability.COGS


4.15.15 Fact - Product Profitability.Overall Product Gross Margin %

This metric computes the overall product gross margin and is used to compare gross margin at the product level with the gross margin at the overall level and helps to identify underperforming products from a profitability standpoint.

4.15.16 Fact - Product Profitability.Product Gross Margin %

This metric is computed as (Product Gross Profit / Revenue) * 100

4.15.17 Fact - Product Profitability.Product Gross Profit

This metric is shows Product Gross Profit which is computed as (Revenue - Cost of Goods Sold)

4.15.18 Fact - Product Profitability.Product Marketing Expenses

This metric captures all marketing expenses at the product level including direct and allocated expenses.

4.15.19 Fact - Product Profitability.Product Marketing Expenses to Revenue %

This metric shows the ratio of Product Marketing Expenses with Revenue in percentage terms.

4.15.20 Fact - Product Profitability.Product Operating Profit

This metric is shows Product Operating Profit which is computed as (Revenue - Cost of Goods Sold - All Operating Expenses). All operating expenses include direct and allocated expenses

4.15.21 Fact - Product Profitability.Product Operating Profit %

This metric is computed as (Operating Profit / Revenue * 100)

4.15.22 Fact - Product Profitability.Product Other Expenses

This metric captures all other product expenses (apart from Marketing, Sales and Services) at the product level including direct and allocated expenses.

4.15.23 Fact - Product Profitability.Product Other Expenses to Revenue %

This metric shows the ratio of Product Other Expenses with Revenue in percentage terms.

4.15.24 Fact - Product Profitability.Product Sales Expenses

This metric captures all sales expenses at the product level including direct and allocated expenses.

4.15.25 Fact - Product Profitability.Product Sales Expenses to Revenue %

This metric shows the ratio of Product Sales Expenses with Revenue in percentage terms.

4.15.26 Fact - Product Profitability.Product Service Expenses

This metric captures all service expenses at the product level including direct and allocated expenses.

4.15.27 Fact - Product Profitability.Product Service Expenses to Revenue %

This metric shows the ratio of Product Service Expenses with Revenue in percentage terms.

4.15.28 Fact - Product Profitability.Revenue Amount


4.15.29 Fact - Product Profitability.Total Product Expenses

This metric rolls up all expenses at the product level excluding cost of goods sold. This includes Marketing, Sales, Service and other Operating Expenses.

Financial Analytics



4.15.30 Fact - Product Profitability.Total Product Expenses to Revenue %

This metric computes the ratio of total product expenses with revenue and expressed in percentage terms.

4.15.31 Fact - Product Sales Expenses.Product Freight Expenses

This metric captures freight and transportation expenses at the product level. This rolls up into total Sales expenses at the product level.

4.15.32 Fact - Product Sales Expenses.Product Other Sales Expenses

This metric captures other Sales related expenses at the product level. This rolls up into total Sales expenses at the product level.

4.15.33 Fact - Product Sales Expenses.Product Sales Compensation

This metric captures Sales related salary expenses at the product level. This rolls up into total Sales expenses at the product level.

4.16 Financials - Revenue Analysis


4.16.1 Fact - Revenue Analysis.Revenue Group Amount


4.16.2 Fact - Revenue Analysis.Revenue YTD

The metric shows financial revenue (on a YTD basis) booked in accounting or to the legal set of books for the chosen period.

4.17 Financials - US Federal - GL Balance Sheet


4.17.1 Facts - Asset Turnover Ratios.AP Turnover


4.17.2 Facts - Asset Turnover Ratios.AR Turnover


4.17.3 Facts - Asset Turnover Ratios.Avg Inventory Days


4.17.4 Facts - Asset Turnover Ratios.Cash Cycle

This metric calculates an organization’s cash cycle by subtracting the Operating Cycle in days from the Average Payables in days.

4.17.5 Facts - Asset Turnover Ratios.Days Payables Outstanding


4.17.6 Facts - Asset Turnover Ratios.Days Sales Outstanding


4.17.7 Facts - Asset Turnover Ratios.Inventory Turnover

This metric capture the Cost of Goods Sold to Inventories ratio to measure the efficiency of the firm’s inventory management. A higher ratio indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale.

Financial Analytics



4.17.8 Facts - Asset Turnover Ratios.LT Assets Turnover

The long term assets turnover ratio measures the efficiency of long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient.

4.17.9 Facts - Asset Turnover Ratios.Operating Cycle

The operating cycle of a merchandising firm is the sum of the number of days it takes to sell inventory and the number of days until the resultant receivables are converted to cash. A lower metric result means less working capital is needed and the is able to operate more efficiently.

4.17.10 Facts - Asset Turnover Ratios.Total Assets Turnover

The assets turnover ratio measures the efficiency of total current assets and long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient.

4.17.11 Facts - Asset Turnover Ratios.Working Capital Turnover


4.17.12 Facts - Balance Sheet Ratios.Capex Ratio


4.17.13 Facts - Balance Sheet Ratios.Current Ratio


4.17.14 Facts - Balance Sheet Ratios.Days Cash in Hand

This metric calculates (Cash + Accounts Receivable) / Minimum Operating Expenses ; where Minimum Operating Expenses = (Total Operating Expenses + Interest Expenses - Depreciation)

4.17.15 Facts - Balance Sheet Ratios.Debt To Equity

This metric calculates the long-term debt to total equity ratio.

4.17.16 Facts - Balance Sheet Ratios.EBIT


4.17.17 Facts - Balance Sheet Ratios.Incr (Decr) in Interest Expense

This metric provides increase or decrease in Interest Expense in any given period

4.17.18 Facts - Balance Sheet Ratios.NWC to Assets

This metric subtracts current assets from current liabilities, then divides the results into total assets to determine the ratio of networking capital to total assets.

4.17.19 Facts - Balance Sheet Ratios.Quick Ratio


4.17.20 Facts - Balance Sheet Ratios.Times Interest Earned


4.17.21 Facts - Balance Sheet Statement.% Available Allotment

This metrics provides % of allotment available by calculating Available Allotment/Total Allotment

4.17.22 Facts - Balance Sheet Statement.% Available Apportionment

This metrics provides % of apportionment available by calculating Available Apportionment/Total Apportionment

4.17.23 Facts - Balance Sheet Statement.% Available Authority

Represents the percentage of the available authority balance available

4.17.24 Facts - Balance Sheet Statement.% Spending to Total Allotment

This metrics computes % spending against the total allotment available by calculating Total Spending/Total Allotment

4.17.25 Facts - Balance Sheet Statement.% Spending to Total Apportionment

This metrics computes % spending against the total allotment available by calculating Total Spending/Total Allotment

Financial Analytics



4.17.26 Facts - Balance Sheet Statement.% Spending to Total Authority

This metrics computes % spending against the total authority by calculating Total Spending/Total Authority

4.17.27 Facts - Balance Sheet Statement.Accounts Payable

This metric shows Payables oustanding as of a particular date.

4.17.28 Facts - Balance Sheet Statement.Accounts Receivable

This metric shows receivables outstanding as of a particular date.

4.17.29 Facts - Balance Sheet Statement.Accrued Liabilities

This metric sums up all GL Account balances comprising of accrued liabilities.

4.17.30 Facts - Balance Sheet Statement.Accumulated Depreciation


4.17.31 Facts - Balance Sheet Statement.Allotment

Represents authority delegated by the head or other authorized employee of an agency to agency employees to incur obligations within a specified amount, pursuant to OMB apportionment or reapportionment action or other statutory authority making funds available for obligation

4.17.32 Facts - Balance Sheet Statement.Allotment - Opening

This metric provides opening balance for Allotment accounts

4.17.33 Facts - Balance Sheet Statement.Anticipated Resources

Estimates of budget authority that will be realized, contingent on some event

4.17.34 Facts - Balance Sheet Statement.Anticipated Resources - Opening

This metric provides opening balance for Anticipated Resources accounts

4.17.35 Facts - Balance Sheet Statement.Apportionment

Represents the amount of Authority that has actually been apportioned to the OMB approved apportionment level

4.17.36 Facts - Balance Sheet Statement.Apportionment - Opening

This metric provides opening balance for Apportionment accounts

4.17.37 Facts - Balance Sheet Statement.Appropriations Realized

The amount Congress has appropriated to an agency for the upcoming year

4.17.38 Facts - Balance Sheet Statement.Appropriations Realized - Opening

This metric provides opening balance for Appropriations Realized accounts

4.17.39 Facts - Balance Sheet Statement.Available

Represents authority delegated by the head or other authorized employee of an agency to agency employees to incur obligations within a specified amount, pursuant to OMB apportionment or reapportionment action or other statutory authority making funds available for obligation

4.17.40 Facts - Balance Sheet Statement.Available Allotment - Opening

This metric provides opening balance for Available Allotment accounts

4.17.41 Facts - Balance Sheet Statement.Available Apportionment

Represents the amount of Authority that has actually been apportioned to the OMB approved apportionment level

4.17.42 Facts - Balance Sheet Statement.Available Apportionment - Opening

This metric provides opening balance for Available Apportionment accounts

Financial Analytics



4.17.43 Facts - Balance Sheet Statement.Available Authority

Total Authority less Total Spending

4.17.44 Facts - Balance Sheet Statement.Available Authority - Opening

This metric provides opening balance for Available Authority accounts

4.17.45 Facts - Balance Sheet Statement.Borrowing Authority

One of the basic forms of budget authority. Statutory authority that permits a Federal agency to incur obligations and make payments for specific purposes out of borrowed monies

4.17.46 Facts - Balance Sheet Statement.Borrowing Authority - Opening

This metric provides opening balance for Borrowing Authority accounts

4.17.47 Facts - Balance Sheet Statement.Cash


4.17.48 Facts - Balance Sheet Statement.Commitment

Commitments represent the amount of budget authority or allotment committed in anticipation of an obligation. Commitments typically result from requisition approvals.

4.17.49 Facts - Balance Sheet Statement.Commitment - Opening

This metric provides opening balance for Commitment accounts

4.17.50 Facts - Balance Sheet Statement.Common Stock


4.17.51 Facts - Balance Sheet Statement.Contract Authority

A type of budget authority that permits obligations to be incurred in advance of either an appropriation of the cash to make outlays to liquidate the obligations or offsetting collections

4.17.52 Facts - Balance Sheet Statement.Contract Authority - Opening

This metric provides opening balance for Contract Authority accounts

4.17.53 Facts - Balance Sheet Statement.Current Assets


4.17.54 Facts - Balance Sheet Statement.Current Liabilities


4.17.55 Facts - Balance Sheet Statement.Expenditure

The amount accrued or due, paid/outlayed for services performed by employees, contractors, vendors, carriers, grantees, lessors, and other government funds or for goods and tangible property received, and amounts becoming owned under programs for which no current services or performance is required, such as annuities insurance claims, benefit payments, loans etc

4.17.56 Facts - Balance Sheet Statement.Expenditure - Opening

This metric provides opening balance for Expenditure accounts

4.17.57 Facts - Balance Sheet Statement.Finished Goods Inventory

This metric gives the total finished goods inventory for a selected period.

4.17.58 Facts - Balance Sheet Statement.Goodwill

This metric provides the value of goodwill assets (or intangible assets) in the balance sheet.

4.17.59 Facts - Balance Sheet Statement.Incr (Decr) in Allotment

This metric provides increase or decrease of balance for Allotment accounts

4.17.60 Facts - Balance Sheet Statement.Incr (Decr) in Anticipated Resources

This metric provides increase or decrease of balance for Anticipated Resources accounts

Financial Analytics



4.17.61 Facts - Balance Sheet Statement.Incr (Decr) in Apportionment

This metric provides increase or decrease of balance for Apportionment accounts

4.17.62 Facts - Balance Sheet Statement.Incr (Decr) in Appropriations Realized

This metric provides increase or decrease of balance for Appropriations Realized accounts

4.17.63 Facts - Balance Sheet Statement.Incr (Decr) in Available Allotment

This metric provides increase or decrease of balance for Available Allotment accounts

4.17.64 Facts - Balance Sheet Statement.Incr (Decr) in Available Apportionment

This metric provides increase or decrease of balance for Available Apportionment accounts

4.17.65 Facts - Balance Sheet Statement.Incr (Decr) in Available Authority

This metric provides increase or decrease of balance for Available Authority accounts

4.17.66 Facts - Balance Sheet Statement.Incr (Decr) in Borrowing Authority

This metric provides increase or decrease of balance for Borrowing Authority accounts

4.17.67 Facts - Balance Sheet Statement.Incr (Decr) in Commitment

This metric provides increase or decrease of balance for Commitment accounts

4.17.68 Facts - Balance Sheet Statement.Incr (Decr) in Contract Authority

This metric provides increase or decrease of balance for Contract Authority accounts

4.17.69 Facts - Balance Sheet Statement.Incr (Decr) in Expenditure

This metric provides increase or decrease of balance for Expenditure accounts

4.17.70 Facts - Balance Sheet Statement.Incr (Decr) in Obligation

This metric provides increase or decrease of balance for Obligation accounts

4.17.71 Facts - Balance Sheet Statement.Incr (Decr) in Other Resources

This metric provides increase or decrease of balance for Other Resources accounts

4.17.72 Facts - Balance Sheet Statement.Incr (Decr) in Total Allotment

This metric provides increase or decrease of balance for Total Allotment accounts

4.17.73 Facts - Balance Sheet Statement.Incr (Decr) in Total Apportionment

This metric provides increase or decrease of balance for Total Apportionment accounts

4.17.74 Facts - Balance Sheet Statement.Incr (Decr) in Total Authority

This metric provides increase or decrease of balance for Total Authority accounts

4.17.75 Facts - Balance Sheet Statement.Incr (Decr) in Total Spending

This metric provides increase or decrease of balance for Total Spending accounts

4.17.76 Facts - Balance Sheet Statement.Inventories

This metric gives the total inventory, which is comprised of raw materials, finished goods, and work-in-progress inventory.

4.17.77 Facts - Balance Sheet Statement.Long Term Assets

This metric gives the total of assets which are long term in nature, including PP&E.

4.17.78 Facts - Balance Sheet Statement.Long Term Debt


Financial Analytics



4.17.79 Facts - Balance Sheet Statement.Long Term Liabilities

This metric gives the total of liabilities which are long term in nature, including long-term debt.

4.17.80 Facts - Balance Sheet Statement.Net PPE

This metric provides value of Property, Plant and Equipment after Depreciation of the assets.

4.17.81 Facts - Balance Sheet Statement.Net Working Capital

This metric gives the net working capital, which is computed as the total current assets less the total current liabilities.

4.17.82 Facts - Balance Sheet Statement.Obligation

Obligation are binding agreements that will result in outlays, immediately or in the future. Budgetary Authority must be available before obligations can be incurred legally

4.17.83 Facts - Balance Sheet Statement.Obligation - Opening

This metric provides opening balance for Obligation accounts

4.17.84 Facts - Balance Sheet Statement.Other Assets

This metric provides the value of other long-term assets excluding Property, Plant and Equipment.

4.17.85 Facts - Balance Sheet Statement.Other Current Assets

This metric includes all current assets that are not cash, accounts receivable, inventory, or prepaid expenses.

4.17.86 Facts - Balance Sheet Statement.Other Current Liabilities


4.17.87 Facts - Balance Sheet Statement.Other Equity

This metric captures all other equity related capital.

4.17.88 Facts - Balance Sheet Statement.Other Liabilities

This metric provides the value of other long-term liabilities excluding Long Term Debt.

4.17.89 Facts - Balance Sheet Statement.Other Resources - Opening

This metric provides opening balance for Other Resources accounts

4.17.90 Facts - Balance Sheet Statement.PPE

This metric provides the value Property Plant and Equipment.

4.17.91 Facts - Balance Sheet Statement.Preferred Stock

This metric shows preferred stock as part of Equity capital of the company.

4.17.92 Facts - Balance Sheet Statement.Prepaid Expenses

This metric includes all expenses that are paid in advance, such as rent and electricity. The prepaid expense is treated as a current asset until it is charged to the Profit and Loss account.

4.17.93 Facts - Balance Sheet Statement.Raw Material Inventory

This metric gives the total raw material inventory for a selected period.

4.17.94 Facts - Balance Sheet Statement.Retained Earnings


4.17.95 Facts - Balance Sheet Statement.Short Term Borrowing

The amount of short term borrowing on the balance sheet as of a particular date.

4.17.96 Facts - Balance Sheet Statement.Total Allotment

This mteric gives the Total Allotment, which is calculated by subtracting Total Spending from Allotment

4.17.97 Facts - Balance Sheet Statement.Total Allotment - Opening

This metric provides opening balance for Total Allotment accounts

Financial Analytics



4.17.98 Facts - Balance Sheet Statement.Total Apportionment

This mteric gives the Total Apportionment, which is calculated by subtracting Total Spending from Apportionment

4.17.99 Facts - Balance Sheet Statement.Total Apportionment - Opening

This metric provides opening balance for Total Apportionment accounts

4.17.100 Facts - Balance Sheet Statement.Total Assets


4.17.101 Facts - Balance Sheet Statement.Total Authority

Unexpended, uncommitted funding that has been authorized by Congress

4.17.102 Facts - Balance Sheet Statement.Total Authority - Opening

This metric provides opening balance for Total Authority accounts

4.17.103 Facts - Balance Sheet Statement.Total Liabilities


4.17.104 Facts - Balance Sheet Statement.Total Shareholders Funds


4.17.105 Facts - Balance Sheet Statement.Total Spending

Total spending will represent the sum of the Commitments, Obligations and Expenditures balances as of the designated period or for the activity for a given period

4.17.106 Facts - Balance Sheet Statement.Total Spending - Opening

This metric provides opening balance for Total Spending accounts

4.17.107 Facts - Balance Sheet Statement.Unapportioned Authority


4.17.108 Facts - Balance Sheet Statement.Unapportioned Authority - Opening

This metric provides opening balance for Unapportioned Authority accounts

4.17.109 Facts - Balance Sheet Statement.Work in Process Inventory

This metric gives the total work in process inventory for a selected period.

4.17.110 Facts - GL Balance.Closing Amount


4.17.111 Facts - GL Balance.Closing Local Amount

Closing balance for specified account(s) in Local currency

4.17.112 Facts - GL Balance.Credit Amount


4.17.113 Facts - GL Balance.Credit Local Amount

Credit Amount in Local Currency

4.17.114 Facts - GL Balance.Debit Amount


4.17.115 Facts - GL Balance.Debit Local Amount

Debit Amount in Local Currency

4.17.116 Facts - GL Balance.Opening Amount


4.17.117 Facts - GL Balance.Opening Local Amount


Financial Analytics


4.18 Financials - US Federal - GL Detail Transactions


4.18.1 Facts - Financial GL Detail Transactions.Transaction Amount



Human Resources Analytics 5 This chapter describes metrics available in Human Resources Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Human Resources Analytics.

5.1 Human Resources - Absence


5.1.1 Absence Facts.# Absence Occurrences

Count of the number of distinct absences in the selected time period (regardless of whether the absence start/end is in the period or not).

5.1.2 Absence Facts.Absence Days

Days lost due to absence

5.1.3 Absence Facts.Absence Hours

Hours lost due to absence

5.1.4 Absence Facts.Days Notification

(Notified Absence Days * # Absence Occurrences) - number of days between notification date and absence start date.

5.1.5 Absence Facts.Notified Absence Days

Days lost due to absence for notified absences. Absence is considered as being notified when the notified date is before (not on) the absence start date.

5.1.6 Absence Facts.Notified Absence Hours

Hours lost due to absence for notified absences. Absence is considered as being notified when the notified date is before (not on) the absence start date.

5.1.7 Absence Facts.Unnotified Absence Days

Days lost due to absence for unnotified absences. Absence is considered as being unnotified when the notified date is on or after the absence start date

5.1.8 Absence Facts.Unnotified Absence Hours

Hours lost due to absence for unnotified absences. Absence is considered as being unnotified when the notified date is on or after the absence start date.

5.1.9 Compound Facts - Operations and Absence.% Frequency Rate

Frequency rate is the number of absence occurences among all employees, divided by the number of employees in total, expressed as a percentage.

5.1.10 Compound Facts - Operations and Absence.Average Days per Employee

Absence Days / Employee Headcount

5.1.11 Headcount Facts.Active Headcount

Headcount of full time and part time active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.12 Headcount Facts.Average Employee Headcount

(Employee Headcount + Prior Period Employee Headcount) / 2

5.1.13 Headcount Facts.Compa Ratio

Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension.

5.1.14 Headcount Facts.Contingent Agency/Temp Headcount

Total headcount of Contingent Agency/Temporary staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.15 Headcount Facts.Contingent College Intern Headcount

Total headcount of Contingent College Intern staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

Human Resources Analytics



5.1.16 Headcount Facts.Contingent Worker Headcount

Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.17 Headcount Facts.Contractors Headcount

Number of active contractors, contactors are a sub-category of contingent workers and are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.18 Headcount Facts.Employee Headcount

Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.19 Headcount Facts.Full-Time Employee Headcount

Number of active full time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension.

5.1.20 Headcount Facts.Manager Headcount

Number of active employees that are flaged as managers in employement organization code (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.21 Headcount Facts.Mean Performance Rating

The average performance rating of all employees. Performance rating is typically given at the end of period as part of a performance review process.

5.1.22 Headcount Facts.Part-Time Employee Headcount

Number of active partl time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension.

5.1.23 Headcount Facts.Supervisor Headcount

Number of active full-time employees that are flaged as supervisors (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.24 Headcount Facts.Supervisor Span of Control

Active Headcount / Supervisor Headcount

5.1.25 Headcount Facts.Supervisor Span of Control (Contingent)

Contingent Worker Headcount / Supervisor Headcount

5.1.26 Headcount Facts.Supervisor Span of Control (Employee)

Employee Headcount / Supervisor Headcount

5.1.27 Headcount Facts.Time in Grade (Days)

Time spent in grade, in days, relative to the selected time period end date.

5.1.28 Headcount Facts.Time in Job (Days)

Time spent in job, in days, relative to the selected time period end date.

5.1.29 Headcount Facts.Time in Organization (Days)

Time spent in organization, in days, relative to the selected time period end date.

5.1.30 Headcount Facts.Time in Position (Days)

Time spent in position, in days, relative to the selected time period end date.

5.1.31 Headcount Facts.Total Length of Work (Days)

# days the worker has been active at the enterprise (also known as the worker's tenure measured in days)

5.1.32 Headcount Facts.Total Length of Work (Months)

# months the worker has been active at the enterprise (also known as the worker's tenure measured in months)

5.2 Human Resources - Compensation





5.2.1 Compensation Facts.# of Bonuses

Number of bonuses that an employee (or groups or employees) receives in a specified time period. Useful to comparing variable compensation rewards to different department or regions

5.2.2 Compensation Facts.Average Base Compensation

Total of payroll compensation of pay type = regular for a selected period divided by the number of employee-months in that period. Average Base compensation is analyzed by employee attributes like length of service, gender, educational qualification, ethnicity .

5.2.3 Compensation Facts.Average Bonus

Total of all bonuses divided by average headcount in the organization for that time period

5.2.4 Compensation Facts.Average Gross Compensation

This metric totals the gross pay for all employees in a group and divides the result by the number of employee-months in the same period. The user may select the appropriate time period for study, such as calculating this metric by quarter or by year to date. This metric allows Human Resources to ensure equitable compensation amounts between business locations and business units commensurate with pay levels and pay grades.

5.2.5 Compensation Facts.Average Variable Compensation

Average gross compensation minus average base compensation

5.2.6 Compensation Facts.Cash Compensation

This metric tracks the payroll component amount in Group currency for a given pay type by a given pay period. When performing compensation analysis, you can use this metric to get a deeper insight into pay types, such as bonus, overtime, and commissions.

5.2.7 Compensation Facts.Net Pay

This metric tracks the total compensation amount. This metric can be used to provide managers with a quick overview of compensation information for a group of employees. You can identify potential inconsistencies that merit further analysis when analyzing high-level payroll information, such as performance, base compensation, variable compensation, and overtime pay.

5.2.8 Compensation Facts.Overtime Compensation

This metric tracks the total overtime expenses paid by the company. This metric enables you to see positive or negative overtime (OT) trends for a specific job group or job family

5.2.9 Compensation Facts.Overtime Expenses Percentage

Percent of an employees Total Gross Compensation that comes from Overtime Pay.

5.2.10 Compensation Facts.Total Base Compensation

Total compensation of payment type = regular. This totals all employees salaries. It is a good measure of minimum spend on employment salary expense.

5.2.11 Compensation Facts.Total Bonus

This metric is thee sum of payroll amounts belonging to the pay type category Bonus. All types of bonuses fall within this metric definition. The Total Bonus metric locates the Bonus type in all reports related to reward planning.

5.2.12 Compensation Facts.Total Deductions

This metric calculates total deductions, including taxes, benefit costs, insurance premiums, and pre-tax investments. This metric calculates the types and amount of deductions an employee takes each pay period.




5.2.13 Compensation Facts.Total Gross Compensation

This metric calculates the gross total of all compensations types received by an employee, including regular pay, bonuses, commissions, other incentives and special-circumstances payouts.

5.2.14 Gender and Race Specific Salary Facts.Active Female Employee Minority Annual Salary

The annual base salary (snapshot, not payroll) of all minority female employees.

5.2.15 Gender and Race Specific Salary Facts.Active Female Employee Non-Minority Annual Salary

The annual base salary (snapshot, not payroll) of all non-minority female employees.

5.2.16 Gender and Race Specific Salary Facts.Active Male Employee Minority Annual Salary

The annual base salary (snapshot, not payroll) of all minority male employees

5.2.17 Gender and Race Specific Salary Facts.Active Male Employee Non-Minority Annual Salary

The annual base salary (snapshot, not payroll) of all non-minority male employees.





5.2.20 Headcount Facts.Contingent Worker Headcount Ratio

Ratio of active contingent workers to active workforce.



5.2.22 Headcount Facts.Employee Headcount Ratio

This metric tracks the ratio of employee headcount to all active workforce headcount. The employee ratio indicates the number of salaried employees to the total workforce in the company



5.2.24 Headcount Facts.Full-Time Employee Headcount Ratio

This ratio is the ratio of full-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects.



5.2.26 Headcount Facts.Manager Headcount Ratio

The ratio of active headcount who are managers

5.2.27 Headcount Facts.Mean Performance Rating


5.2.28 Headcount Facts.Part-Time Employee Headcount





5.2.29 Headcount Facts.Part-Time Employee Headcount Ratio

This ratio is the ratio of part-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects.

5.2.30 Headcount Facts.Standard Weekly Hours

Number of hours contracted to work in a week

5.2.31 Headcount Facts.Supervisor Employee Headcount Ratio

Ratio of supervisors to all employees. This counts # employees with direct reports divided by all reports. It is also known as manager span of control and approximates the average number of direct reports that each supervisor manages.



5.2.33 HR Event Facts.# of Promotions

# of the promotion events in the selected time period.

5.2.34 HR Event Facts.Contingent Worker Event - Placement End Headcount

The number of contingent workers whose placement have ended in a time period; The number of contingent worker placement ends in the period multiplied by the Headcount of the worker ended.

5.2.35 HR Event Facts.Contingent Worker Event Count

Event count for Contingent Worker events; in parallel to "Employee Event Count", this is there for consistency as a sub-grouping of Event Count.

5.2.36 HR Event Facts.Contingent Worker Placement End Count

Count of contingent worker placement ends.

5.2.37 HR Event Facts.Employee Event - Performance Rating

This is the persons Performance rating as of the Event/Date being reported; This metric is used when employees' performance ratings need to be reported along with event

5.2.38 HR Event Facts.Employee Event - Termination Headcount

The number of headcount associated with a termination event, which can be either an employee termination or the end of a contingent worker placement. This is the Termination Indicator multiple by the Terminated Persons headcount.

5.2.39 HR Event Facts.Employee Event Count

This is the event count for Employee events. It is there for consistency as a sub-grouping of Event Count.

5.2.40 HR Event Facts.Employee Involuntary Termination Count

Number of involuntary terminations for all employees including contractors and temporary employees. Aggregation rule is sum with all dimensions

5.2.41 HR Event Facts.Employee Involuntary Termination Ratio

This metric determines the ratio of employees who were terminated involuntarily to total Employee terminations.

5.2.42 HR Event Facts.Employee Involuntary Turnover Rate %

Total Involuntary Employee Terminations / Average Employee Headcount

5.2.43 HR Event Facts.Employee Termination Count

Count of employee terminations, use with the Time dimension to restrict the reporting period.

5.2.44 HR Event Facts.Employee Turnover Rate %

Total Employee Terminations / Average Employee Headcount

5.2.45 HR Event Facts.Employee Voluntary Termination Count

This metric determines the number of employees who terminated voluntarily. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason.

5.2.46 HR Event Facts.Employee Voluntary Termination Ratio

This metric determines the ratio of employees who were terminated voluntarily to total employee terminations. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason.




5.2.47 HR Event Facts.Employee Voluntary Turnover Rate %

Total Voluntary Employee Terminations / Average Employee Headcount

5.2.48 HR Event Facts.Event Count

The number of job assignment or personnel action events

5.2.49 HR Event Facts.Event Headcount

Workforce Headcount for the selected HR Event Type. Use with the HR Event Type and Time dimension to obtain clear results.

5.2.50 HR Event Facts.Event Total Annual Base Salary

A worker's annual salary at the time of the event; Use this metric to along with "Event"-related metrics, e.g. what was the employee's annual salary when he/she was terminated?

5.2.51 HR Event Facts.Grade Change Count

The number of pay grade change events

5.2.52 HR Event Facts.Hire Count A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts).

5.2.53 HR Event Facts.HR Position Change Count

The number of position change events

5.2.54 HR Event Facts.Job Change Count

The number of job change events

5.2.55 HR Event Facts.Location Change Count

The number of location change events

5.2.56 HR Event Facts.Organization Change Count

The number of organization or dept change events

5.2.57 HR Event Facts.Performance Rating Change Count

The number of performance rating change events

5.2.58 HR Event Facts.Prior Period # of Promotions

# of the promotion events in the period prior to the selected time period.

5.2.59 HR Event Facts.Prior Period Employee Event - Employee Performance Rating

The Employee Performance Rating at the end of the period prior to the selected time period.

5.2.60 HR Event Facts.Prior Period Event Total Annual Base Salary

The Total Annual Base Salary at the end of the period prior to the selected time period.

5.2.61 HR Event Facts.Prior Period Hire Count

# of the hire events in the period prior to the selected time period.

5.2.62 HR Event Facts.Promotion Ratio

This metric provides the ratio of employees who received a promotion against total headcount during the chosen period. The Promotions Ratio metric can be used to identify where in the organization the most promotional opportunities exist, and where they need to be developed to retain skilled workers.

5.2.63 HR Event Facts.Retiree Count

This metric counts the number of employees who retired from the company.

5.2.64 HR Event Facts.Salary Change Count

The number of salary change events

5.2.65 HR Event Facts.Supervisor Change Count

The number of supervisor change events

5.2.66 HR Event Facts.Termination Count

Count of employee terminations and contingent worker placement ends.

5.2.67 Salary Facts.% Chg Prior Period Average Annual Base Salary

Percentage change in Average Annual Base Salary compared to prior selected period. Calculation: 100.0 * (Average Annual Base Salary - Prior Period Average Annual Base Salary) / Prior Period Average Annual Base Salary




5.2.68 Salary Facts.% Chg Prior Period Total Annual Base Salary

Percentage change in Total Annual Base Salary compared to prior selected period. Calculation: 100.0 * (Total Annual Base Salary - Prior Period Total Annual Base Salary) / Prior Period Total Annual Base Salary

5.2.69 Salary Facts.Average Annual Base Salary

Average base salary of employees at time of inquiry. The Average Annual Base Salary metric provides information used in Employee Reward Planning initiatives by the Human Resource department. Use this metrics when looking at average compensation across employees.

5.2.70 Salary Facts.Compa Ratio Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension.

5.2.71 Salary Facts.Employee Hourly Rate

This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employee’s pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure.

5.2.72 Salary Facts.Max Annual Base Salary Range

This metric tracks the maximum annual base salary for employees. This is a snapshot value of the maximum annual base salary, as of a particular date. This metric can be compared against the midpoint and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.

5.2.73 Salary Facts.Mid Annual Base Salary Range

This metric tracks the midpoint annual base salary for employees. This is a snapshot value of the midpoint annual base salary, as of a particular date. This metric can be compared against the maximum and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.

5.2.74 Salary Facts.Min Annual Base Salary Range

This metric tracks the minimum annual base salary for employees. This is a snapshot value of the minimum annual base salary, as of a particular date. This metric can be compared against the midpoint and maximum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.

5.2.75 Salary Facts.Prior Period Average Annual Base Salary

End of prior period Average base salary of employees at time of inquiry. This metric provides information used in Employee Reward Planning initiatives by the Human Resource department. Use this metrics when looking at average compensation across employees.

5.2.76 Salary Facts.Prior Period Employee Hourly Rate

End of prior period employee hourly rate. This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employee’s pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure.

5.2.77 Salary Facts.Prior Period Total Annual Base Salary

Total of all base salaries for all employees. Use this metric when looking at total compensation - as of the end of the prior period.

5.2.78 Salary Facts.Time Since Last Salary Increase (Days)

Time since last salary incease (does not reflect decreases), in days, relative to the selected time period end date.

5.2.79 Salary Facts.Total Annual Base Salary

Total of all base salaries for all employees in specific time period. Use this metric when looking at total compensation

5.2.80 Time in Service Facts.% Chg Prior Period Average Length of Service (Years)

Percentage change in Average Length of Service compared to prior selected period. Calculation: 100.0 * (Average Length of Service (Years) - Prior Period Average Length of Service (Years) ) / Prior Period Average Length of Service (Years)

5.2.81 Time in Service Facts.Average Length of Service (Years)

Length of Service (Years) / Employee Headcount.




5.2.82 Time in Service Facts.Average Period of Placement (Months)

Period of Placement (months) / Contingent Worker Headcount

5.2.83 Time in Service Facts.Length of Service (Years)

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years)

5.2.84 Time in Service Facts.Period of Placement (Months)

# months the contingent worker has been active at the enterprise (also known as the contingent worker's tenure measured in months)

5.2.85 Time in Service Facts.Prior Period Average Length of Service (Years)

Prior Period Length of Service (in Years) / Prior Period Employee Headcount.

5.2.86 Time in Service Facts.Prior Period Length of Service (Years)

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) - as of the end of the prior period.

5.2.87 Time in Service Facts.Time in Grade (Days)


5.2.88 Time in Service Facts.Time in Job (Days)


5.2.89 Time in Service Facts.Time in Organization (Days)


5.2.90 Time in Service Facts.Time in Position (Days)


5.3 Human Resources - Learning Enrollment and Completion


5.3.1 Enrollment Event Facts.Event Count

Number of events occured.

5.3.2 Enrollment Event Facts.Internal Learner Count

Number of internal learners (employees).

5.3.3 Enrollment Facts.Average Enrollment Wait Time (Day)

The average enrollment wait time in days.

5.3.4 Enrollment Facts.Average Score

Average score

5.3.5 Enrollment Facts.Course Passed Count

Number of courses that are passed by learner.

5.3.6 Enrollment Facts.Course Required Count

Number of enrollments with courses that are required courses

5.3.7 Enrollment Facts.Delivered Training Hours

Number of training hours delivered. It includes the hours for the following completion statuses: Completed, and Not Completed.

5.3.8 Enrollment Facts.Enrollment Count

Total number of enrollment and completions.

5.3.9 Enrollment Facts.Enrollment Wait Time (Days)

Length of time from initial enrollment initiated to start of learning activity. If learner has to make multiple attemps to enroll in the course, the calculation from the first enrollment initiated date. This is valid only on the enrollments with "Enrolled" Status or the current enrollment for the same learner/course.




5.3.10 Enrollment Facts.Internal Learner Count

Number of internal learners (employees).

5.3.11 Enrollment Facts.Score Score received by learner.

5.3.12 Enrollment Facts.Successful Completion Count

Number of course activities that are completed successfully by learner. It includes the following status: Completed and Waived.

5.3.13 Enrollment Facts.Successful Completion Rate

Number of completion with Completed or Waived status divided by number of completion with Completed, Waived, or Not Completed.

5.3.14 Enrollment Facts.Successful Enrollment Count

Number of course activities that are successfully enrolled by learner. It excludes the folloiwng statuses: Dropped, Denied and Waitlisted.

5.3.15 Enrollment Facts.Successful Enrollment Rate

Number of successful enrollments divided by total enrollments.

5.3.16 Enrollment Facts.Unique Employee Count

Distinct employee count for the enrollments.

5.4 Human Resources - Performance


5.4.1 Headcount Facts.# of Promotions




5.4.3 Headcount Facts.Average Employee Served Time Days

Average Employee tenure in days

5.4.4 Headcount Facts.Average Service (Days)

All workforce service (in days)/ Active Headcount.



5.4.6 Headcount Facts.Dissatisfied Termination Count

This metric tracks the number of employees who were dissatisfied with the organization when they voluntarily terminated.



5.4.8 Headcount Facts.Employee Involuntary Termination Count


5.4.9 Headcount Facts.Employee Voluntary Termination Count





5.4.10 Headcount Facts.Employees Eligible for Bonus

Headcount of employees hired within last 365 days.

5.4.11 Headcount Facts.Female Employee Headcount

Number of active female employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.





5.4.14 Headcount Facts.High Potential Employee Headcount

Employees with a normalized performance rating of 90 or above

5.4.15 Headcount Facts.Hire Count

A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts).

5.4.16 Headcount Facts.Male Employee Headcount

Number of active male employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.



5.4.18 Headcount Facts.Minority Employee Headcount

Number of active employees with ethnic code description NOT matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.





5.4.21 Headcount Facts.Temporary Employee Headcount

Temporary Employee Headcount; defined as part of the domainValue configuration.

5.4.22 Performance Facts.Average Cost per Active Workforce Headcount

This metric measures the total employee cost over a period divided by average headcount for the period. Total employee cost identifies the cost to the company for all active workforce. The Average Cost per Employee metric identifies what each employee costs the company, regardless of whether they are a permanent employee, or have been hired as a contractor or temporary worker. This metric is a useful tool when making cost cutting decisions. It also provides a means of comparing company employee costs against industry benchmarks or previous fiscal periods.

5.4.23 Performance Facts.Average Cost per Contingent Worker Active Headcount

The total indirect employee cost divided by the indirect employee period end count thus giving an average cost per indirect employee

5.4.24 Performance Facts.Average Cost per Employee Active Headcount

The total employee cost divided by the employee period end count thus giving an average cost per direct employee. This metric identifies the cost of retaining a employee. The broad cost components forming this metric are: payroll expenses, payment expense associated with a benefit plan, and employee support costs.




5.4.25 Performance Facts.Contingent Worker Cost

Sum total of costs for all indirect employees, namely contracting expenses and employee support cost. This metric measures the cost to the company for indirect employees, such as contractors and other temporary workers NOT compensated by the company’s own payroll.

5.4.26 Performance Facts.Contracting Expenses


5.4.27 Performance Facts.Contribution per Workforce Headcount

Revenue amount less the cost of goods sold divided by personnel count at the end period date gives the contribution amount per employee.

5.4.28 Performance Facts.Cost of Goods Sold

This metric displays the Cost of Goods Sold, which is derived from the General Ledger balances. For manufacturing companies, this metric contains direct production expenses. For merchandising companies, this metric contains the cost of procurement.

5.4.29 Performance Facts.Employee Benefit Expenses


5.4.30 Performance Facts.Employee Cost

Sum total of costs for all direct employees, namely employee benefit cost, payroll amount, and employee support cost. Also provides a comparative picture of direct employee costs when calculated against company geographical locations, business units, or any other organizational entity. This metric is often used in conjunction with headcount to provide a more accurate employee cost analysis.

5.4.31 Performance Facts.Employee Overtime Expenses


5.4.32 Performance Facts.Employee Support Expenses


5.4.33 Performance Facts.Other Operating Expenses


5.4.34 Performance Facts.Payroll Expenses

sum total of all employee-related payroll expenses from GL including general payroll expenses as well as payroll expenses in sales, marketing and research & development.

5.4.35 Performance Facts.Revenue


5.4.36 Performance Facts.Revenue Per Employee Headcount

Revenue amount divided by personnel count at the end period date gives the revenue amount per employee. A key measure of employee productivity especially in industries like software and professional services where employee headcount makes up the majority of costs.

5.4.37 Performance Facts.Total Employee Cost

Sum total of employee benefit costs, payroll amount, employee support cost and contracting expenses

5.5 Human Resources - Recruitment


5.5.1 Applicant Facts.Applicant Age

The age of an applicant (in years). The aggregation rule is the average age of all applicants.

5.5.2 Applicant Facts.Applicant Contingent Worker Count

The number of applicants who are currently employed as a contingent worker in the organization.




5.5.3 Applicant Facts.Applicant Contingent Worker Count (Period Begin)

The number of contingent workers who have applied for an opening at the beginning of a time period.

5.5.4 Applicant Facts.Applicant Contingent Worker Count (Period End)

The number of contingent workers who have applied for an opening at the end of a time period.

5.5.5 Applicant Facts.Applicant Count

The number of applicants who have submitted an application for a job opening. This doesn't include direct hires who are hired without an applicant record or casual job seekers who have submitted a resume but have not applied for a job opening.

5.5.6 Applicant Facts.Applicant Count (Period Begin)

The number of applicants at the beginning of a time period.

5.5.7 Applicant Facts.Applicant Count (Period End)

The number of applicants at the end of a time period.

5.5.8 Applicant Facts.Applicant Employee Count

The number of applicants who are employees. This is commonly known as "Internal Applicant".

5.5.9 Applicant Facts.Applicant Employee Count (Period Begin)

The number of internal employee applicants at the beginning of a time period.

5.5.10 Applicant Facts.Applicant Employee Count (Period End)

The number of internal employee applicants at the end of a time period.

5.5.11 Applicant Facts.Applicant Ex Employee Count

The number of applicants who are former employees.

5.5.12 Applicant Facts.Applicant Ex Employee Count (Period Begin)

The number of applicants who are former employees at the end of a time period.

5.5.13 Applicant Facts.Applicant Ex Employee Count (Period End)

The number of applicants who are former employees at the end of a time period.

5.5.14 Applicant Facts.Applicant New Count

The number of first-time applicants. The metric is useful in assessing how effective an organization is at attracting new candidates in specific demographic or job areas.

5.5.15 Applicant Facts.Applicant New Count (Period Begin)

The number of first-time applicants at the beginning of a time period.

5.5.16 Applicant Facts.Applicant New Count (Period End)

The number of first-time applicants at the end of a time period.

5.5.17 Applicant Facts.Interview Score

Interview scores for each applicant interview. The aggregation rule is SUM().

5.5.18 Applicant Facts.Screening Score

The applicant score from the initital screening.

5.5.19 Quality of Hire Facts.Employee Separations

The number of new hires that were terminated in a time period; this metric gauges new hire retention

5.5.20 Quality of Hire Facts.Employee Transfers

The number of new hires that were transferred in a time period;

5.5.21 Quality of Hire Facts.New Hire First Service Band Completed

The number of new hires who have reached the 1st service milestone. This is a quality of hire metric. The "1st Service" milestone is configured during the implementation. It can be 6, 12 months or any length of period appropriate to assess a new hire quality.




5.5.22 Quality of Hire Facts.New Hire Performance Rating

The 1st performance rating of a new hire. This is a quality of hire metric. The performance rating is the normalized performance band as assigned in the Workforce Profile subject area.

5.5.23 Quality of Hire Facts.Performance Rating (Normalized)

The normalized performance rating assigned to a new hire. The normalized performance band is configurable during implementation. It converts orginal performance rating into a range of percentage bands.

5.5.24 Quality of Hire Facts.Training Score

The training score that a new hire has received in new hire training.

5.5.25 Recruitment Cycle Time Facts.Application Start Since (Days)

The number of days since an applicant submitted an application. This metric monitors how long an application has been outstanding. Formula: Days between Application Start Date and the lastest Data Warehouse refresh date

5.5.26 Recruitment Cycle Time Facts.Application Start To Application Terminated (Days)

The number of days from when an application is initiated to when an application is terminated by either the application or the organization. The aggregation rule is the average duration time of requistions.

5.5.27 Recruitment Cycle Time Facts.Application Start To Assessment Interview Start (Days)

The number of days from when an application is initiated to when the first applicant interview starts. This helps monitoring potential bottleneck in scheduling candidate interviews. The aggregation rule is the average duration time of requistions.

5.5.28 Recruitment Cycle Time Facts.Application Start To Assessment Start (Days)

The number of days from when an application is initiated to when the assessment stage starts. "Assessment Stage" is configurable during implementation. It may include interviews and/or background checks.

5.5.29 Recruitment Cycle Time Facts.Application Start To Hire (Days)

The number of days from when an application is initiated to when the applicant is hired. The aggregation rule is the average duration time of the associated requisitions.

5.5.30 Recruitment Cycle Time Facts.Application Start To Offer Accepted (Days)

The number of days from when an application is initiated to when an offer is accepted. The aggregation rule is the average duration time of the associated requisitions.

5.5.31 Recruitment Cycle Time Facts.Application Start To Offer Extended (Days)

The number of days from when an application is initiated to when an offer is extended. The aggregation rule is the average duration time of the associated requisitions.

5.5.32 Recruitment Cycle Time Facts.Application Start To Offer Rejected (Days)

The number of days from when an application is initiated to when an offer is rejected. The aggregation rule is the average duration time of the associated requisitions.

5.5.33 Recruitment Cycle Time Facts.Time In Assessment Stage (Days)

The duration time in days that an application remains in the assessment stage. The aggregation rule is the average of duration time for all associated requisitions.

5.5.34 Recruitment Cycle Time Facts.Time In Initial Stage (Days)

The duration time in days that an application remains in the initial screening stage. The aggregation rule is the average of duration time for all associated requisitions.

5.5.35 Recruitment Cycle Time Facts.Time In Offer Stage (Days)

The duration time in days that an application remains in the offer stage. The aggregation rule is the average of duration time for all associated requisitions.

5.5.36 Recruitment Cycle Time Facts.Time In Start Pending Stage (Days)

The duration time in days that an application remains in the start pending stage. The aggregation rule is the average of duration time for all associated requisitions.

5.5.37 Recruitment Event Facts.Applicant Contingent Worker Hires

The number of hires who are currently employed as a contingent worker in the organization.




5.5.38 Recruitment Event Facts.Applicant Employee Hires

The number of internal employee hires. This doesn't include employee hires who have not gone through an application process (without an applicant record).

5.5.39 Recruitment Event Facts.Applicant Ex Employee Hires

The number of hires who are former employees.

5.5.40 Recruitment Event Facts.Applicant Hires

The number of applicants that have been hired. "Applicant Hires" doesn't include direct hires who are hired without an applicant record. This metric differs from "Hires" in that "Hires" include total hires regardless if the applicant has applied for a job opening or not.

5.5.41 Recruitment Event Facts.Applicant New Hires

The number of first-time applicants who are hired. This metric is different from "Applicant Hires" that count all applicant hires including the first-time applicant hires.

5.5.42 Recruitment Event Facts.Applicants Interviewed

The number of applicants who have been interviewed.

5.5.43 Recruitment Event Facts.Application Starts

The number of applications that were submitted. When an applicant applies for multiple jobs, each job application is counted separately.

5.5.44 Recruitment Event Facts.Applications At Assessment Stage

The number of applications that are in the assessment stage during a time period. "Assessment Stage" is configurable during implementation. It includes interviews or other forms of candidate assessments. This metric monitors the recruitment pipeline at a point in time. The aggregation rule is sum().

5.5.45 Recruitment Event Facts.Applications At Assessment Stage (Period End)

The number of applications that are currently in the assessment stage at the end of a time period. "Assessment Stage" is configurable during implementation. It includes interviews or other forms of candidate assessments. This metric monitors the recruitment pipeline at a point in time. The aggregation rule is sum().

5.5.46 Recruitment Event Facts.Applications At Hire Stage

The number of applications at the hire stage during a time period. "Hire Stage" is configurable during implementation. As delivered, an application goes into the "Hire" stage when a new hire is recorded. The aggregation rule is sum().

5.5.47 Recruitment Event Facts.Applications At Hire Stage (Period End)

The number of applications at the hire stage at the end of a time period. "Hire Stage" is configurable during implementation. As delivered, an application goes into the "Hire" stage when a new hire is recorded. The aggregation rule is sum().

5.5.48 Recruitment Event Facts.Applications At Initial Stage

The number of applications at the initial screen stage during a time period. "Initial Stage" is configurable durint implementation. This may include on-line screening. The aggregation rule is sum().

5.5.49 Recruitment Event Facts.Applications At Initial Stage (Period End)

The number of applications at the initial screen stage at the end of a time period. "Initial Stage" is configurable durint implementation. This may include on-line screening. The aggregation rule is sum().

5.5.50 Recruitment Event Facts.Applications At Offer Extended Stage

The number of applications at the offer stage during a time period. "Offer Stage" is configurable durint implementation. An application goes into "Offer Stage" when an offer is extended. The aggregation rule is sum().

5.5.51 Recruitment Event Facts.Applications At Offer Extended Stage (Period End)

The number of applications at the offer stage at the end of a time period. "Offer Stage" is configurable durint implementation. An application goes into "Offer Stage" when an offer is extended. The aggregation rule is sum().




5.5.52 Recruitment Event Facts.Applications At Start Pending Stage

The number of applications at the Start Pending stage during a time period. "Start Pending" is configurable durint implementation. As delivered, an application goes into the "Start Pending" stage when an offer is accepted. The aggregation rule is sum().

5.5.53 Recruitment Event Facts.Applications At Start Pending Stage (Period End)

The number of applications at the Start Pending stage at the end of a time period. "Start Pending" is configurable durint implementation. As delivered, an application goes into the "Start Pending" stage when an offer is accepted. The aggregation rule is sum().

5.5.54 Recruitment Event Facts.Applications Terminated

The number of applications that were terminated by either the applicant or the hiring organization.

5.5.55 Recruitment Event Facts.Applications Terminated At Assessment Stage

The number of applications terminated during the assessment stage by either the applicant or the hiring organization.

5.5.56 Recruitment Event Facts.Applications Terminated At Initial Stage

The number of applications terminated during the initial stage by either the applicant or the hiring organization.

5.5.57 Recruitment Event Facts.Applications Terminated At Offer Stage

The number of applications terminated during the offer stage by either the applicant or the hiring organization.

5.5.58 Recruitment Event Facts.Applications Terminated At Start Pending Stage

The number of applications terminated during the Start Pending stage by either the applicant or the hiring organization.

5.5.59 Recruitment Event Facts.Applications Terminated Involuntarily

The number of applications that were terminated by the hiring organization.

5.5.60 Recruitment Event Facts.Applications Terminated Involuntarily At Assessment Stage

The number of applications that were terminated during the assessment stage by the hiring organization.

5.5.61 Recruitment Event Facts.Applications Terminated Involuntarily At Initial Stage

The number of applications that were terminated during the initial (screening) stage by the hiring organization.

5.5.62 Recruitment Event Facts.Applications Terminated Involuntarily At Offer Stage

The number of applications that were terminated during the offer stage by the hiring organization.

5.5.63 Recruitment Event Facts.Applications Terminated Involuntarily At Start Pending Stage

The number of applications that were terminated during the start pending stage by the hiring organization.

5.5.64 Recruitment Event Facts.Applications Terminated Voluntarily

The number of applications that were terminated during the assessment stage by the applicant.

5.5.65 Recruitment Event Facts.Applications Terminated Voluntarily At Assessment Stage

The number of applications that were terminated during the assessment stage by the applicant.




5.5.66 Recruitment Event Facts.Applications Terminated Voluntarily At Initial Stage

The number of applications that were terminated during the initial screening stage by the applicant.

5.5.67 Recruitment Event Facts.Applications Terminated Voluntarily At Offer Stage

The number of applications that were terminated during the offer stage by the applicant.

5.5.68 Recruitment Event Facts.Applications Terminated Voluntarily At Start Pending Stage

The number of applications that were terminated during the start pending stage by the applicant.

5.5.69 Recruitment Event Facts.Assessment Ends

The number of assessments that have ended in a time period. An application assessment is deemed to have ended when an offer is extended or an application is terminated.

5.5.70 Recruitment Event Facts.Assessment Interviews

The number of interviews in a time period. An application can have multiple interviews. This is a indicator of recruitment pipeline and workload.

5.5.71 Recruitment Event Facts.Assessment Starts

The number of applications that have initiated the assesment stage. The type of events that consistute "Assessment Stage" is configurable during implementation. It may include interviews and/or background checks.

5.5.72 Recruitment Event Facts.Hires

The number of new hires

5.5.73 Recruitment Event Facts.Offers Accepted

The number of offers accepted in a time period.

5.5.74 Recruitment Event Facts.Offers Extended

The number of offers extended in a time period

5.5.75 Recruitment Event Facts.Offers Rejected

The number of offers rejected in a time period

5.5.76 Recruitment Event Facts.Recruitment Event Count

The count of recruitment events.

5.5.77 Recruitment Ratio Facts.Applicant Hire Ratio

The percentage of applicants that have been hired including internal and external applicants. This measure is an indicator of the quality of qualified candidate pool. Formula: Applicant Hires/Total Applicants

5.5.78 Recruitment Ratio Facts.Applicant Interview Hire Ratio

"The Number of applicants interviewed per applicant hire including internal and external applicant hires. Similar to “Applicant Interview Rate”, it provides an indicator of the ‘right balancing’ of interviewing ‘enough’ candidates. Formula: Applicants who have been hired / applicants who have been interviewed "

5.5.79 Recruitment Ratio Facts.Applicant Interview Rate

The average number of interviews for each job applicant. This metric is an indicator of the quality of applicant pool and also monitors the right balance of interviewing "enough" applicants. Formula: Number of Interviews / Number of Applicants

5.5.80 Recruitment Ratio Facts.Applicants Per Requisition

The number of applicants for a job requisition. This doesn't include direct hires who are hired without an applicant record or casual job seekers who have submitted a resume but have not applied for a job opening.




5.5.81 Recruitment Ratio Facts.External Hire Ratio

The percentage of new hires who are sourced externally. This excludes internal employee hires and contingent workers who are hired as regular employees. Formula: (Applicant Hires - Applicant Employee Hires - Applicant Contingent Hires) / Hires

5.5.82 Recruitment Ratio Facts.Internal Hire Ratio

The percentage of new hires who are internal employees. This metric is iused to gauge internal mobility and "promotion from within". Formula: Applicant Employee Hires / Hires

5.5.83 Recruitment Ratio Facts.Interview Offer Rate

Offers extended as a percentage of the applicants interviewed during the period. Formula: Formula: Applicant who had offers extended / Applicants who have been interviewed in a reporting period

5.5.84 Recruitment Ratio Facts.Interviews Per Hire

Average number of interviews for each applicant hired. Formula: Interviews / Applicant Hires

5.5.85 Recruitment Ratio Facts.New Hire Turnover

Percentage of new hires that have been terminated. This is a quality of hire metric to assess the retention of new hires by source. Formula: New Hire Separation / Hires

5.5.86 Recruitment Ratio Facts.Offer Acceptance Rate

Offer accepted as a percentage of offer extended during a time period. Formula: Offers accepted / Offer that were extended in a reporting period

5.5.87 Recruitment Ratio Facts.Referral Hire Ratio

The percentage of hires that are referred by an internal employee. Formula: Referral Hires / Total Hires

5.5.88 Recruitment Ratio Facts.Referral Hires

The number of hires that the applicant is referred by an internal employee. Formula: Hires where Referral Applicant ='Y'

5.5.89 Recruitment Ratio Facts.Referral Success Rate

The percentage of applicant referrals that result in a new hire. Formula: Referral Hires / Total Applicant Referrals

5.5.90 Recruitment Ratio Facts.Rehire Rate

" Number of rehires as a percentage of total hires. Formula: Hires Who are former employees / Total Hires "

5.5.91 Recruitment Ratio Facts.Vacancy Fill Rate

The percentage of open requisitions that have been filled in a time period. Formula: Requisitions Filled / (Open Requisition at the Period Begin + Requisitions Opened during the Period)

5.5.92 Requisition Facts.Budgeted FTE

The number of full-time equivalent budgeted for a job requisition

5.5.93 Requisition Facts.Budgeted Headcount

The number of headcount budgeted for a job requisition

5.5.94 Requisition Facts.FTE The headcount full-time equivalent specified for a job requisition

5.5.95 Requisition Facts.Headcount

Headcount of active employees

5.5.96 Requisition Facts.Job Requisition Age (Months)

The age of a requisition in months. This is a key metric that analyzes the aging of vacancies. Each requisition is assigned with the corresponding aging band that is configurable during implementation. The aggregation rule is the average age of all associated requisitions. Formula: Months Between Requisition Open Date and Requisition Close Date [ or the last data refresh date whichever is earlier].




5.5.97 Requisition Facts.Job Requisition Drafted to Approved (Days)

The number of days from when a job requisition is drafted to when it is approved. This metric monitors potential bottleneck in the requisition approval process. The aggregation rule is the average duration time for all associated requisitions. Formula: Requisition Request Date - Requisition Open Date

5.5.98 Requisition Facts.Job Requisition Open Since (Days)

The number of days that a job requisition has been open since it is opened. The aggregation rule is the average duration time for all associated requisitions. Formula: Days between Requistion Open Date and the lastest Data Warehouse refresh date

5.5.99 Requisition Facts.Job Requisition Open To Application Start (Days)

The number of days from when a job requisition is opened to when the first application is received. The metric measures the speed of applicant sourcing.

5.5.100 Requisition Facts.Job Requisition Open To Application Terminated (Days)

The number of days from when a job requisition is opened to when the application is terminated. The metric measures the speed of applicant sourcing. The aggregation rule is the average duration time for all associated requisitions.

5.5.101 Requisition Facts.Job Requisition Open To Assessment End (Days)

The number of days from when a job requisition is opened to when the assessment stage is terminated. "Assessment Stage" is configurable during implementation. It may include interviews and background checks. The aggregation rule is the average duration time for all associated requisitions.

5.5.102 Requisition Facts.Job Requisition Open To Assessment Interview Start (Days)

The number of days from when a job requisition is opened to when the interview stage starts. "Interview" is a substage of "Assessment Stage", which is configurable during implementation. "Interview" substage may include several rounds of interviews. The aggregation rule is the average duration time for all associated requisitions.

5.5.103 Requisition Facts.Job Requisition Open To Assessment Start (Days)

The number of days from when a job requisition is opened to when the assessment stage is terminated. "Assessment Stage" is configurable during implementation. It may include initial screening and interviews. The aggregation rule is the average duration time for all associated requisitions.

5.5.104 Requisition Facts.Job Requisition Open To Offer Accepted (Days)

The number of days from when a job requisition is opened to when an offer is accepted. The aggregation rule is the average duration time for all associated requisitions.

5.5.105 Requisition Facts.Job Requisition Open To Offer Extended (Days)

The number of days from when a job requisition is opened to when an offer is extended. The aggregation rule is the average duration time for all associated requisitions.

5.5.106 Requisition Facts.Job Requisition Open To Offer Rejected (Days)

The number of days from when a job requisition is opened to when an offer is rejected. The aggregation rule is the average duration time for all associated requisitions.

5.5.107 Requisition Facts.Job Requisition Requests Denied

The number of job requisitions that have approval rejected.

5.5.108 Requisition Facts.Job Requisitions Being Drafted

The number of job requistions that in the "Draft" status.

5.5.109 Requisition Facts.Job Requisitions Being Requested

The number of job requisitions that have been submitted and are waiting for approval

5.5.110 Requisition Facts.Job Requisitions Cancelled

The number of job requisitions that have been cancelled without being filled in a time period.




5.5.111 Requisition Facts.Job Requisitions Closed

The number of job requisitions that have been filled or closed.

5.5.112 Requisition Facts.Job Requisitions Count

The number of job requisitions

5.5.113 Requisition Facts.Job Requisitions Drafted

The number of job requisitions that have been drafted in a time period.

5.5.114 Requisition Facts.Job Requisitions Held

The number of job requisitions that have been put on hold in a time period. These requisitions may or may no longer be on hold currently.

5.5.115 Requisition Facts.Job Requisitions On Hold

The number of job requisitions that are on hold.

5.5.116 Requisition Facts.Job Requisitions Open

The number of job requisitions that are in open status at the end of a time period.

5.5.117 Requisition Facts.Job Requisitions Open (Period Begin)

The number of job requisitions that are open at the beginning of a period.

5.5.118 Requisition Facts.Job Requisitions Opened

The number of job requisitions that have been opened in a time period.

5.5.119 Requisition Facts.Job Requisitions Pending Approval

The number of job requisitions that are in pending approval status.

5.5.120 Requisition Facts.Job Requisitions Requested

The number of job requisitions that have been submitted for approval.

5.5.121 Requisition Facts.Openings The number of openings that remain to be filled. If a requisition has multiple openings, the "Remaining Openings" decreases as the requisition is filled. This is the metric used to calculate vacancy rate.

5.5.122 Requisition Facts.Openings (Period Begin)

The number of job openings at the beginning of a time period.

5.5.123 Requisition Facts.Remaining FTE

The full-time equivalent that remains to be filled for a job requistion.

5.5.124 Requisition Facts.Remaining Headcount

Remaining headcount to be filled

5.5.125 Requisition Facts.Time To Fill (Days)

Number of days from when a requisition is opened to when it is filled. This is the key metric that measures the recruitment cycle time and assess recruitment process efficiency. Formula: Days between Requisition Open Date Requisition Close Date. The aggregation rule is the average of Time to Fill for all associated requisitions

5.5.126 Requisition Facts.Time to Hire (Days)

Number of days from when a requisition is opened to when it is filled. This is the key metric that measures the recruitment cycle time and assess recruitment process efficiency. Formula: Days between Requisition Open Date Requisition Close Date. The aggregation rule is the average of Time to Fill for all associated requisitions

5.5.127 Requisition Facts.Total Openings

The number of total openings specified for a job requisition when it is opened.

5.5.128 Workforce Profile Facts.Average Employee Headcount


5.5.129 Workforce Profile Facts.Contingent Worker Headcount





5.5.130 Workforce Profile Facts.Employee Headcount


5.6 Human Resources - US Statutory Compliance


5.6.1 Compensation Facts.# of Bonuses

Number of bonuses that an employee (or groups or employees) receives in a specified time period. Useful to comparing variable compensation rewards to different department or regions

5.6.2 Compensation Facts.Average Base Compensation

Total of payroll compensation of pay type = regular for a selected period divided by the number of employee-months in that period. Average Base compensation is analyzed by employee attributes like length of service, gender, educational qualification, ethnicity .

5.6.3 Compensation Facts.Average Base Salary Amount

Average base salary for the specific time period for a specific group

5.6.4 Compensation Facts.Average Bonus

Total of all bonuses divided by average headcount in the organization for that time period

5.6.5 Compensation Facts.Average Current Year Base Salary Amount

Average base salary for the specific time period for a specific group

5.6.6 Compensation Facts.Average Gross Compensation

This metric totals the gross pay for all employees in a group and divides the result by the number of employee-months in the same period. The user may select the appropriate time period for study, such as calculating this metric by quarter or by year to date. This metric allows Human Resources to ensure equitable compensation amounts between business locations and business units commensurate with pay levels and pay grades.

5.6.7 Compensation Facts.Average Variable Compensation

Average gross compensation minus average base compensation

5.6.8 Compensation Facts.Cash Compensation

This metric tracks the payroll component amount in Group currency for a given pay type by a given pay period. When performing compensation analysis, you can use this metric to get a deeper insight into pay types, such as bonus, overtime, and commissions.

5.6.9 Compensation Facts.Net Pay

This metric tracks the total compensation amount. This metric can be used to provide managers with a quick overview of compensation information for a group of employees. You can identify potential inconsistencies that merit further analysis when analyzing high-level payroll information, such as performance, base compensation, variable compensation, and overtime pay.




5.6.10 Compensation Facts.Overtime Compensation

This metric tracks the total overtime expenses paid by the company. This metric enables you to see positive or negative overtime (OT) trends for a specific job group or job family

5.6.11 Compensation Facts.Overtime Expenses Percentage

Percent of an employees Total Gross Compensation that comes from Overtime Pay.

5.6.12 Compensation Facts.Total Base Compensation

Total compensation of payment type = regular. This totals all employees salaries. It is a good measure of minimum spend on employment salary expense.

5.6.13 Compensation Facts.Total Bonus

This metric is thee sum of payroll amounts belonging to the pay type category Bonus. All types of bonuses fall within this metric definition. The Total Bonus metric locates the Bonus type in all reports related to reward planning.

5.6.14 Compensation Facts.Total Deductions

This metric calculates total deductions, including taxes, benefit costs, insurance premiums, and pre-tax investments. This metric calculates the types and amount of deductions an employee takes each pay period.

5.6.15 Compensation Facts.Total Gross Compensation

This metric calculates the gross total of all compensations types received by an employee, including regular pay, bonuses, commissions, other incentives and special-circumstances payouts.

5.6.16 FTE Facts.FTE FTE of active employees (inludes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.6.17 FTE Facts.FTE (Contingent)

FTE of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.6.18 FTE Facts.FTE (Employee) FTE of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.6.19 Gender and Race Specific Headcount Facts.American Indian or Alaskan Native Employee Headcount

Total headcount of employees who belong to the American Indian or Alaska Native ethnic group (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric can be used in the EEO-1 Survey Reports.

5.6.20 Gender and Race Specific Headcount Facts.Asian Employee Headcount

Total headcount of employees who belong to the Asian ethnic group (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric can be used in the EEO-1 Survey Reports.

5.6.21 Gender and Race Specific Headcount Facts.Black Employee Headcount

Total headcount of employees who belong to the Black ethnic group (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric can be used in the EEO-1 Survey Reports.

5.6.22 Gender and Race Specific Headcount Facts.Female American Indian or Alaskan Employee Headcount

Number of active female employees with ethnic code description matching American Indian or Alaskan Native (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.23 Gender and Race Specific Headcount Facts.Female Asian or Pacific Islander Employee Headcount

Number of active female employees with ethnic code description matching Asian or Pacific Islander (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.




5.6.24 Gender and Race Specific Headcount Facts.Female Black Employee Headcount

Number of active female employees with ethnic code description matching black (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.25 Gender and Race Specific Headcount Facts.Female Employee Headcount

Number of active female employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.26 Gender and Race Specific Headcount Facts.Female Hispanic Employee Headcount

Number of active female employees with ethnic code description matching hispanic (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.27 Gender and Race Specific Headcount Facts.Female White Employee Headcount

Number of active female employees with ethnic code description matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports)

5.6.28 Gender and Race Specific Headcount Facts.Hawaiian Other Pacific Employee Headcount

Number of active employees with ethnic code description matching hawain or other pacific islander (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 reports.

5.6.29 Gender and Race Specific Headcount Facts.Hispanic or Latino (All Races) Employee Headcount

Number of active employees with ethnic code description matching hispanic (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.30 Gender and Race Specific Headcount Facts.Male American Indian or Alaskan Employee Headcount

Number of active male employees with ethnic code description matching American Indian or Alaskan Native (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.31 Gender and Race Specific Headcount Facts.Male Asian or Pacific Islander Employee Headcount

Number of active male employees with ethnic code description matching Asian or Pacific Islander (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.32 Gender and Race Specific Headcount Facts.Male Black Employee Headcount

Number of active male employees with ethnic code description matching Black (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.33 Gender and Race Specific Headcount Facts.Male Employee Headcount

Number of active male employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.34 Gender and Race Specific Headcount Facts.Male Hispanic Employee Headcount

Number of active male employees with ethnic code description matching Hispanic (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.35 Gender and Race Specific Headcount Facts.Male White Employee Headcount

Number of active male employees with ethnic code description matching White (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.36 Gender and Race Specific Headcount Facts.Minority Employee Headcount

Number of active employees with ethnic code description NOT matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.




5.6.37 Gender and Race Specific Headcount Facts.Other Protected Veterans Employee Headcount

Number of active employees with veteran status equal to other protected veteran (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with VETS100 Reports.

5.6.38 Gender and Race Specific Headcount Facts.Special Disabled Veteran Employee Headcount

Number of active employees with veteran status equal to special disabled veteran (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with VETS100 Reports.

5.6.39 Gender and Race Specific Headcount Facts.Vietnam Era Veteran Employee Headcount

Number of active employees with veteran status equal to Vietnam Era Veteran (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with VETS100 Reports.

5.6.40 Gender and Race Specific Salary Facts.Active Female Employee Minority Annual Salary

The annual base salary (snapshot, not payroll) of all minority female employees.

5.6.41 Gender and Race Specific Salary Facts.Active Female Employee Non-Minority Annual Salary

The annual base salary (snapshot, not payroll) of all non-minority female employees.

5.6.42 Gender and Race Specific Salary Facts.Active Male Employee Minority Annual Salary

The annual base salary (snapshot, not payroll) of all minority male employees

5.6.43 Gender and Race Specific Salary Facts.Active Male Employee Non-Minority Annual Salary

The annual base salary (snapshot, not payroll) of all non-minority male employees.





5.6.46 Headcount Facts.Contingent Worker Headcount Ratio


5.6.47 Headcount Facts.Contractor Ratio

Ratio of active contractors to active workforce.

5.6.48 Headcount Facts.Contractors Headcount











5.6.52 Headcount Facts.Headcount

Headcount of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.







5.6.56 Performance Facts.Mean Performance Rating


5.6.57 Performance Facts.Total Length of Work (Days)

# days the worker has been active at the enterprise (also known as the worker's tenure measured in days)

5.6.58 Performance Facts.Total Length of Work (Months)

# months the worker has been active at the enterprise (also known as the worker's tenure measured in months)

5.6.59 Salary Facts.Average Annual Base Salary

Average base salary of employees at time of inquiry. The Average Annual Base Salary metric provides information used in Employee Reward Planning initiatives by the Human Resource department. Use this metrics when looking at average compensation across employees.

5.6.60 Salary Facts.Compa Ratio Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension.

5.6.61 Salary Facts.Exempt Employee Hourly Rate


5.6.62 Salary Facts.Fixed Annual Base Salary

The metric provides a snapshot value of the annual base salary earned by an employee. The aggregated value is taken on the last day of a given period. This is a snapshot value of the annual base compensation as of a given date.

5.6.63 Salary Facts.Max Annual Base Salary Range

This metric tracks the maximum annual base salary for employees. This is a snapshot value of the maximum annual base salary, as of a particular date. This metric can be compared against the midpoint and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.

5.6.64 Salary Facts.Mid Annual Base Salary Range

This metric tracks the midpoint annual base salary for employees. This is a snapshot value of the midpoint annual base salary, as of a particular date. This metric can be compared against the maximum and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.

5.6.65 Salary Facts.Min Annual Base Salary Range

This metric tracks the minimum annual base salary for employees. This is a snapshot value of the minimum annual base salary, as of a particular date. This metric can be compared against the midpoint and maximum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.




5.6.66 Salary Facts.Total Annual Base Salary

Total of all base salaries for all employees in specific time period. Use this metric when looking at total compensation

5.6.67 Terminations and Hires Facts.# of Promotions


5.6.68 Terminations and Hires Facts.Contingent Worker Event Count


5.6.69 Terminations and Hires Facts.Dissatisfied Termination Count


5.6.70 Terminations and Hires Facts.Dissatisfied Termination Ratio

This metric tracks the ratio of the number of employees who were dissatisfied with the organization when they voluntarily terminated, to the number of employees who voluntarily terminated.

5.6.71 Terminations and Hires Facts.Employee Event Count


5.6.72 Terminations and Hires Facts.Employee Involuntary Termination Count


5.6.73 Terminations and Hires Facts.Employee Involuntary Termination Ratio


5.6.74 Terminations and Hires Facts.Employee Termination Count


5.6.75 Terminations and Hires Facts.Employee Turnover Rate %


5.6.76 Terminations and Hires Facts.Employee Voluntary Termination Count


5.6.77 Terminations and Hires Facts.Employee Voluntary Termination Ratio


5.6.78 Terminations and Hires Facts.Event Count


5.6.79 Terminations and Hires Facts.Female Employee Termination Count

The number of female employee who have have terminated voluntarily or involuntarily.

5.6.80 Terminations and Hires Facts.Hire Count

A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts).

5.6.81 Terminations and Hires Facts.Male Employee Termination Count

The number of male employees who have been terminated voluntarily or involuntarily




5.6.82 Terminations and Hires Facts.Promotion Ratio


5.6.83 Terminations and Hires Facts.Rehires Count

The number of rehires

5.6.84 Terminations and Hires Facts.Rehires Ratio

Rehires Ratio This metric determines the ratio of rehires to all employees hired during a specified period.

5.6.85 Terminations and Hires Facts.Retiree Count
























5.7 Human Resources - Workforce Profile


5.7.1 HR Event Fact Indicators.Event - Manager Role Indicator

This is an indicator (0/1) if the person in the event is in a Manager Role at the time of the event.




5.7.2 HR Event Fact Indicators.Event - Supervisor Indicator

Indicates if the fact record is a supervisor (0/1) as of the fact record event date.

5.7.3 HR Event Facts.# of Promotions


5.7.4 HR Event Facts.% Chg Prior Period # of Promotions

Percentage change in the number of promotion events compared to those in the prior period. Calculation: 100.0 * (# of Promotions - Prior Period # of Promotions / Prior Period # of Promotions

5.7.5 HR Event Facts.% Chg Prior Period Employee Involuntary Termination Count

Percentage change in the number of Employee Involuntary Termination events compared to those in the prior period. Calculation: 100.0 * (Employee Involuntary Termination Count - Prior Period Employee Involuntary Termination Count) / Prior Period Employee Involuntary Termination Count.

5.7.6 HR Event Facts.% Chg Prior Period Employee Termination Count

Percentage change in the number of Employee Termination events compared to those in the prior period. Calculation: 100.0 * (Employee Termination Count - Prior Period Employee Termination Count) / Prior Period Employee Termination Count.

5.7.7 HR Event Facts.% Chg Prior Period Employee Voluntary Termination Count

Percentage change in the number of Employee Voluntary Termination events compared to those in the prior period. Calculation: 100.0 * (Employee Voluntary Termination Count - Prior Period Employee Voluntary Termination Count) / Prior Period Employee Voluntary Termination Count.

5.7.8 HR Event Facts.% Chg Prior Period Hire Count

Percentage change in the number of Hire events compared to those in the prior period. Calculation: 100.0 * (Hire Count - Prior Period Hire Count) / Prior Period Hire Count.

5.7.9 HR Event Facts.Contingent Worker Event - Placement End Headcount

The number of contingent workers whose placement have ended in a time period; The number of contingent worker placement ends in the period multiplied by the Headcount of the worker ended.

5.7.10 HR Event Facts.Contingent Worker Event Count


5.7.11 HR Event Facts.Contingent Worker Placement End Count

Count of contingent worker placement ends.

5.7.12 HR Event Facts.Contingent Worker Placement Start Count

A count of Contingent Worker Placement Starts.

5.7.13 HR Event Facts.Dissatisfied Termination Count


5.7.14 HR Event Facts.Dissatisfied Termination Ratio

This metric tracks the ratio of the number of employees who were dissatisfied with the organization when they voluntarily terminated, to the number of employees who voluntarily terminated.

5.7.15 HR Event Facts.Employee Event - Length of Service (Years)


5.7.16 HR Event Facts.Employee Event - Performance Rating

This is the persons Performance rating as of the Event/Date being reported; This metric is used when employees' performance ratings need to be reported along with event

5.7.17 HR Event Facts.Employee Event - Termination Headcount

The number of headcount associated with a termination event, which can be either an employee termination or the end of a contingent worker placement. This is the Termination Indicator multiple by the Terminated Persons headcount.

5.7.18 HR Event Facts.Employee Event Count





5.7.19 HR Event Facts.Employee Hire Count

A count of employee hires.

5.7.20 HR Event Facts.Employee Involuntary Termination Count


5.7.21 HR Event Facts.Employee Involuntary Termination Ratio


5.7.22 HR Event Facts.Employee Involuntary Turnover Rate %

Total Involuntary Employee Terminations / Average Employee Headcount

5.7.23 HR Event Facts.Employee Termination Count


5.7.24 HR Event Facts.Employee Turnover Rate %


5.7.25 HR Event Facts.Employee Voluntary Termination Count


5.7.26 HR Event Facts.Employee Voluntary Termination Ratio


5.7.27 HR Event Facts.Employee Voluntary Turnover Rate %

Total Voluntary Employee Terminations / Average Employee Headcount

5.7.28 HR Event Facts.Event Count


5.7.29 HR Event Facts.Event Headcount

Workforce Headcount for the selected HR Event Type. Use with the HR Event Type and Time dimension to obtain clear results.

5.7.30 HR Event Facts.Grade Change Count

The number of pay grade change events

5.7.31 HR Event Facts.Hire Count A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts).

5.7.32 HR Event Facts.HR Position Change Count

The number of position change events

5.7.33 HR Event Facts.Job Change Count

The number of job change events

5.7.34 HR Event Facts.Location Change Count

The number of location change events

5.7.35 HR Event Facts.Organization Change Count

The number of organization or dept change events

5.7.36 HR Event Facts.Performance Rating Change Count

The number of performance rating change events

5.7.37 HR Event Facts.Prior Period # of Promotions

# of the promotion events in the period prior to the selected time period.




5.7.38 HR Event Facts.Prior Period Employee Event - Employee Performance Rating

The Employee Performance Rating at the end of the period prior to the selected time period.

5.7.39 HR Event Facts.Prior Period Employee Involuntary Termination Count

# of the Employee Involuntary Termination events in the period prior to the selected time period.

5.7.40 HR Event Facts.Prior Period Employee Termination Count

# of the Employee Termination events in the period prior to the selected time period.

5.7.41 HR Event Facts.Prior Period Employee Voluntary Termination Count

# of the Employee Voluntary Termination events in the period prior to the selected time period.

5.7.42 HR Event Facts.Prior Period Event Headcount

The Event Headcount at the end of the period prior to the selected time period.

5.7.43 HR Event Facts.Prior Period Hire Count

# of the hire events in the period prior to the selected time period.

5.7.44 HR Event Facts.Promotion Ratio


5.7.45 HR Event Facts.Retiree Count


5.7.46 HR Event Facts.Salary Change Count

The number of salary change events

5.7.47 HR Event Facts.Supervisor Change Count

The number of supervisor change events

5.7.48 HR Event Facts.Supervisor Hire Count

A count of people who are hired and are supervisors of others on hire date.

5.7.49 HR Event Facts.Supervisor Termination Count

Count of supervisor - employee terminations or contingent worker placement ends .

5.7.50 HR Event Facts.Termination Count

Count of employee terminations and contingent worker placement ends.

5.7.51 HR Event Facts.Transfer Count

A count of Transfer Events (configured during the implementation process against the Workforce Event dimension).

5.7.52 Span of Control Facts.Supervisor Span of Control

Active Headcount / Supervisor Headcount

5.7.53 Span of Control Facts.Supervisor Span of Control (Contingent)

Contingent Worker Headcount / Supervisor Headcount

5.7.54 Span of Control Facts.Supervisor Span of Control (Employee)

Employee Headcount / Supervisor Headcount


























5.7.66 Workforce Profile Fact Indicators.Manager Role Indicator

A flag indicates if an employee is a manager; a manager may or may not supervisor employees.

5.7.67 Workforce Profile Fact Indicators.Supervisor Indicator

Indicates if the fact record is a supervisor (0/1) as of the fact record snapshot date.

5.7.68 Workforce Profile Facts.% Chg Prior Period Employee Headcount

Percentage change in Employee Headcount compared to prior selected period. Calculation: 100.0 * (Employee Headcount - Prior Period Employee Headcount) / Prior Period Employee Headcount

5.7.69 Workforce Profile Facts.Active Headcount


5.7.70 Workforce Profile Facts.Average Employee Headcount


5.7.71 Workforce Profile Facts.Compa Ratio

Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension.

5.7.72 Workforce Profile Facts.Contingent Agency/Temp Headcount

Total headcount of Contingent Agency/Temporary staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.73 Workforce Profile Facts.Contingent College Intern Headcount

Total headcount of Contingent College Intern staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.74 Workforce Profile Facts.Contingent Worker Headcount





5.7.75 Workforce Profile Facts.Contingent Worker Headcount Ratio


5.7.76 Workforce Profile Facts.Contractor Ratio

Ratio of active contractors to active workforce.

5.7.77 Workforce Profile Facts.Contractors Headcount


5.7.78 Workforce Profile Facts.Employee Headcount


5.7.79 Workforce Profile Facts.Employee Headcount Ratio

This metric tracks the ratio of employee headcount to all active workforce headcount. The employee ratio indicates the number of salaried employees to the total workforce in the company

5.7.80 Workforce Profile Facts.FTE (Contingent)

FTE of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.81 Workforce Profile Facts.FTE (Employee)

FTE of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.82 Workforce Profile Facts.Full-Time Employee Headcount


5.7.83 Workforce Profile Facts.Full-Time Employee Headcount Ratio


5.7.84 Workforce Profile Facts.Headcount

Headcount of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.85 Workforce Profile Facts.Manager Headcount


5.7.86 Workforce Profile Facts.Mean Performance Rating


5.7.87 Workforce Profile Facts.Part-Time Employee Headcount


5.7.88 Workforce Profile Facts.Part-Time Employee Headcount Ratio

This ratio is the ratio of part-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects.

5.7.89 Workforce Profile Facts.Prior Period Active Headcount

End of prior period Headcount of active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.90 Workforce Profile Facts.Prior Period Contingent Worker Headcount

End of prior period Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.




5.7.91 Workforce Profile Facts.Prior Period Employee Headcount

End of prior period Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.92 Workforce Profile Facts.Prior Period Headcount

End of prior period Headcount of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.93 Workforce Profile Facts.Supervisor Employee Headcount Ratio


5.7.94 Workforce Profile Facts.Supervisor Headcount


5.7.95 Workforce Profile Facts.Total FTE

FTE of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.


Loyalty Analytics 6

This chapter describes metrics available in Loyalty Analytics of Oracle® Business Intelligence Applications 7.9.6.

Subsections of this chapter correspond to different Subject Areas in Loyalty Analytics.

Note: All Subject Areas in Loyalty Analytics application, except Partners, have a "-by tier segment" version with

extra analysis on Customer segment dimension. All these metric definitions hold good for "-by tier segment"

subject areas too.

6.1 Loyalty - Financials


6.1.1 Loyalty Program Cost Facts.Member Points Monetary Liability

Member Points Monetary Liability is the monetary equivalent of all outstanding points across all members. It’s equal to the number of outstanding points * cost per point

6.1.2 Loyalty Program Cost Facts.Quarter Ago Member Points Monetary Liability Net Change

Change in member points monetary liability during the last quarter. Member Points Monetary Liability Net Change is all of the available points across all members today minus a quarter ago.

6.1.3 Loyalty Program Cost Facts.Redemption Opportunity Cost

Redemption Opportunity Cost is the opportunity cost of all products redeemed against points; currency equivalent of all free products provided as reward/redemptions to date . It is calculated as the number of points * the cost per point retrieved from a flat file, and then add the price amount.

6.1.4 Loyalty Program Cost Facts.Reward Cost of Partner Products

Reward Cost of Partner Products is the partner price amount multiplied by the number of points.

6.1.5 Loyalty Program Cost Facts.Year Ago Member Points Monetary Liability Net Change

Change in member points monetary liability during the last year. Member Points Monetary Liability Net Change is all of the available points across all members today minus a year ago.

6.1.6 Loyalty Program Liability Facts.Loyalty Program Liability

Loyalty Program Liability is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact.

6.1.7 Loyalty Program Liability Facts.Loyalty Program Liability - Member Cost

This metric is calculated as, number of outstanding points times the Cost Per Point

6.1.8 Loyalty Program Liability Facts.Loyalty Program Liability - Partner Cost

Loyalty Program Liability - Partner Cost is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact.

6.1.9 Loyalty Program Liability Facts.Quarter Ago Loyalty Program Liability

Loyalty Program Liability, a quarter back. Loyalty Program Liability is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact.

6.1.10 Loyalty Program Liability Facts.Quarter Ago Loyalty Program Liability Net Change

Loyalty Program Liability Net Change is the difference between program liability today and a quarter ago

Loyalty Analytics



6.1.11 Loyalty Program Liability Facts.Year Ago Loyalty Program Liability

Loyalty Program Liability, an year back. Loyalty Program Liability is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact.

6.1.12 Loyalty Program Liability Facts.Year Ago Loyalty Program Liability Net Change

Loyalty Program Liability Net Change is the difference between program liability today and an year ago

6.1.13 Loyalty Program Revenue Facts.# of Service Requests

Number of service requests

6.1.14 Loyalty Program Revenue Facts.AR from Partners

Amount receivable from partners as sale of Loyalty points. Applicable to post-paid partners

6.1.15 Loyalty Program Revenue Facts.Average Order Size

This metric helps to see what the average member spending is. It is the Order Size divided by the # of Orders. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. .

6.1.16 Loyalty Program Revenue Facts.Member Revenue

Member Revenue is calculated at the member transaction grain. It is the toal revenue genrated by loyalty program members by participating in the loyalty program.

6.1.17 Loyalty Program Revenue Facts.Member Revenue %

Member Revenue % is the percentage of revenue from the Loyalty Program members to the total revenue. It is calculated as Member Revenue / Total Revenue * 100. Total Revenue is a user input value.

6.1.18 Loyalty Program Revenue Facts.Non Member Revenue

Non Member Revenue is the total revenue generated from outside Loyalty programs. It's the revenue from those customers who are not loyalty program members

6.1.19 Loyalty Program Revenue Facts.Non Member Revenue %

Percentage revenue from customers not enrolled in Loyalty Programs to the total revenue. The Non Member Revenue divided by Total Revenue, multiplied by 100. Total Revenue is a user input value.

6.1.20 Loyalty Program Revenue Facts.Order Size

This metric is calculated at the member transaction grain. When there is an external order number and an amount value against a loyalty transaction, the amount value will be summed; when there is no amount value, this will be calculated as Number of Points times Cost per Point.

6.1.21 Loyalty Program Revenue Facts.Partner Revenue

Partner Revenue is the currency equivalent of all point block points across all partner accounts. It is calculated as the total points times the sales price.

6.1.22 Loyalty Program Revenue Facts.Services Revenue

The fees/charges collected by the Loyalty Program for various services offered to the Program members. When there is a service revenue for a member, sum the total amount.

6.1.23 Loyalty Total Revenue Input Facts.Total Revenue

Total Revenue is input from a flat file.

6.1.24 MAGO.% Change in Month Ago Average Order Size

Percentage change in average order size during the last month. It is calculated as the Average Order Size minus the month ago average order size divided the month ago average order size, times 100.

6.1.25 MAGO.% Change Month Ago Member Revenue

Percentage change in member revenue during the last month. % Change Month Ago Member Revenue is the Member Revenue to date minus the month ago member revenue, divided by the month ago member revenue, times 100.

6.1.26 MAGO.% Change Month Ago Non Member Revenue

% Change Month Ago Non Member Revenue is the Non Member Revenue to date minus the month ago non member revenue, divided by the month ago non member revenue, times 100.

6.1.27 QAGO.% Change in Quarter Ago Average Order Size

Percentage change in average order size during the last quarter. It is calculates as the Average Order Size minus the quarter ago average order size divided the quarter ago average order size, times 100.

Loyalty Analytics



6.1.28 QAGO.% Change Quarter Ago Member Revenue

Percentage change in member revenue during the last quarter. % Change Quarter Ago Member Revenue is the Member Revenue to date minus the quarter ago member revenue, divided by the quarter ago member revenue, times 100.

6.1.29 QAGO.% Change Quarter Ago Non Member Revenue

Percentage change in non-member revenue during the last quarter. It is calculated as Non Member Revenue to date minus the quarter ago non member revenue, divided by the quarter ago non member revenue, times 100.

6.1.30 YAGO.% Change in Year Ago Average Order Size

Percentage change in average order size during the last year. It is calculate as the Average Order Size minus the year ago average order size divided the year ago average order size, times 100.

6.1.31 YAGO.% Change Year Ago Member Revenue

Percentage change in member revenue during the last year. It's calculated as the Member Revenue to date minus the year ago member revenue, divided by the year ago member revenue, times 100.

6.1.32 YAGO.% Change Year Ago Non Member Revenue

Percentage change in non-member revenue during the last year. It is calculated as Non Member Revenue to date minus year ago non member revenue, divided by the year ago non member revenue, times 100.

6.2 Loyalty - Members


6.2.1 Loyalty Member Facts.# of Cancelled Members

Number of loyalty program members with status CANCELLED

6.2.2 Loyalty Member Facts.# of Inactive Members

Number of members with a valid membership status but have not done any transaction in the past N number of days, where N is defined by the repository static variable “LOY_NUM_OF_DAYS”

6.2.3 Loyalty Member Facts.# of Members

Number of members enrolled in the loyalty program, with a valid membership status

6.2.4 Loyalty Member Facts.# of Members 180 Days Moving Avg

# of members enrolled into the loyalty program, expressed as moving average for 6 months

6.2.5 Loyalty Member Facts.# of Members in Millions

# of Members expressed in millions

6.2.6 Loyalty Member Facts.# of Members in Thousand

# of Members expressed in thousands

6.2.7 Loyalty Member Facts.# of New Members

# of members newly enrolled into the program within the selected time period

6.2.8 Loyalty Member Facts.Enrollment Growth Rate

New Members / # total members * 100

6.2.9 Loyalty Member Point Facts.# of Points Accrued

Total number of points accrued

6.2.10 Loyalty Member Point Facts.# of Points Expired

# of Points Expired are those redemption records which have an expired flag of 'Y'. The redemption type is 'Expired'.

6.2.11 Loyalty Member Point Facts.# of Points Loaned

# of Points Loaned is the sum of the Number of Points (Accrued) where the transaction sub type is 'Loan'.

6.2.12 Loyalty Member Point Facts.# of Points Redeemed

Total number of points redeemed

Loyalty Analytics



6.2.13 Loyalty Member Point Facts.Average # of Accrued Points

Average # of Accrued Points is the sum of the Number of Points Accrued divided by count of members.

6.2.14 Loyalty Member Point Facts.Average # of Expired Points

Average # of Expired Points is the sum of the Number of Points (Redeemed Value) where Expired Flag is 'Y' & Redemption Type is 'Expired', divided by count of members.

6.2.15 Loyalty Member Point Facts.Average # of Redeemed Points

Average # of Redeemed Points is the sum of the Number of rdeemed Points divided by count of members.

6.2.16 Loyalty Member Point Facts.Burning Rate %

Burning Rate % is the rate at which members are burning points. It is the # of points Redeemed / # points earned * 100.

6.2.17 Loyalty Member Point Facts.Earning Rate %

Earning Rate % is the rate at which members are earning points. It is the # of points Accrued / Member Points Balance * 100.

6.2.18 Loyalty Member Point Facts.Expiration Rate %

Expiration Rate % is the rate at which points are expiring. It is the # of points Expired divided by the Member Points Balance * 100.

6.2.19 Loyalty Member Point Facts.Member Points Balance

Member Points Balance is the point balance (available points) in all members accounts. It is the # of points accrued minus the # of points redeemed minus # of points expired.

6.2.20 Loyalty Member Point Facts.Outstanding Member Point Balance

Running sum of Member Point Balance. Total outstanding member point balance

6.2.21 Loyalty Member Tier Movement Facts.# of Members Moved to Higher Tier

Total number of members moving up in the tier hierarchy

6.2.22 Loyalty Member Tier Movement Facts.# of Members Moved to Lower Tier

Total number of members moving down in the tier hierarchy

6.2.23 Loyalty Member Tier Movement Facts.Avg Time to Move to a Higher Tier (in Days)

Average time it takes for the members to move from one tier to another higher tier, in days

6.2.24 Loyalty Member Tier Movement Facts.Avg Time to Move to a Tier (in Days)

Average time it takes for the members to move from one tier to another, in days

6.2.25 MAGO Points Facts.% Change Month Ago Burning Rate

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a month ago, divided by the # of points Redeemed a month ago.

6.2.26 MAGO Points Facts.% Change Month Ago Earning Rate

Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a month ago, divided by the # of points Accrued a month ago.

6.2.27 MAGO Points Facts.% Change Month Ago Expiration Rate

Itis the # of points Expired today minus the # of points Expired a month ago, divided by the # of points Expired a month ago.

6.2.28 MAGO Points Facts.Month # of Points Expiring

This is the number of points expiring within the next month.

6.2.29 MAGO Points Facts.Quarter Ago Member Points Balance Change

Change in member point balance during the last quarter

Loyalty Analytics



6.2.30 Member Value Facts.Member Profitability

'Difference between the revenue earned from and the cost associated with a member. As with other group ranking metrics, group the members into different buckets and assign a rank to the group'

6.2.31 Member Value Facts.Value Score

Member Value at a given point in time. This metric is sourced directly from transactional application attribute, value score.

6.2.32 Member Value Facts.Yield Yield is typically used by Airlines. It is calculated as revenue earned per mile. The calculation for yield provided out of the box is just as an example. This logic should be changed based on the business needs. Calculation provided out of the box uses points instead of miles. Metric is defined as Total # of Points Accrued / Revenue.

6.2.33 Non Members Facts.# of Customers

Total number of customers, including loyalty program members

6.2.34 Non Members Facts.# of Non Members

Total number of customers who are not loyalty program members

6.2.35 Non Members Facts.% Change Year Ago Member to Customer Ratio

Change in member to customer ratio during last year

6.2.36 Non Members Facts.Member to Customer Ratio

Ratio of loyalty program members to total customers

6.2.37 Non Members Facts.Year Ago Member to Customer Ratio

Ratio of members to total customers, an year back

6.2.38 QAGO Member Facts.% Change Quarter Ago # of Members

Percentage change in number of loyalty program members during last quarter

6.2.39 QAGO Member Facts.% Change Quarter Ago Enrollment Growth Rate

Percentage change in enrollemnt growth during last quarter

6.2.40 QAGO Member Facts.Quarter Ago # of Cancelled Members

Number of members dropped out of the program one quarter back

6.2.41 QAGO Member Facts.Quarter Ago # of Members

Number of program members, aquarter ago

6.2.42 QAGO Member Facts.Quarter Ago Enrollment Growth Rate

Enrollment Growth rate that the program had, a quarter ago

6.2.43 QAGO Points Facts.% Change Quarter Ago Burning Rate

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a quarter ago, divided by the # of points Redeemed a quarter ago.

6.2.44 QAGO Points Facts.% Change Quarter Ago Earning Rate

Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a quarter ago, divided by the # of points Accrued a quarter ago.

6.2.45 QAGO Points Facts.% Change Quarter Ago Expiration Rate

It is the # of points Expired today minus the # of points Expired a quarter ago, divided by the # of points Expired a quarter ago.

6.2.46 QAGO Points Facts.% Change Quarter Ago Member Point Balance

Percentage change in member point balance during the last quarter. It is calculated as the current balance minus the balance a quarter ago, divided by the balance a quarter ago, times 100.

6.2.47 QAGO Points Facts.Quarter # of Points Expiring

This is the number of points expiring within the next quarter.

Loyalty Analytics



6.2.48 QAGO Points Facts.Quarter Ago Member Points Balance Decrease

Quarter Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a quarter ago.

6.2.49 QAGO Points Facts.Quarter Ago Member Points Balance Increase

Quarter Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a quarter ago.

6.2.50 WAGO Points Facts.Week # of Points Expiring

This is the number of points expiring within the next week.

6.2.51 YAGO Member Facts.% Change Year Ago # of Members

Percentage change in number of loyalty program members during last year

6.2.52 YAGO Member Facts.% Change Year Ago Enrollment Growth Rate

Percentage change in enrollemnt growth during last year

6.2.53 YAGO Member Facts.Year Ago # of Cancelled Members


6.2.54 YAGO Member Facts.Year Ago # of Members

Total number of program members, an year back

6.2.55 YAGO Member Facts.Year Ago Enrollment Growth Rate

Member Enrollment Growth rate, an year ago

6.2.56 YAGO Member Facts.Year Ago Value Score

Customer value score , an year back

6.2.57 YAGO Points Facts.% Change Year Ago Burning Rate

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a year ago, divided by the # of points Redeemed a year ago.

6.2.58 YAGO Points Facts.% Change Year Ago Earning Rate

Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a year ago, divided by the # of points Accrued a year ago.

6.2.59 YAGO Points Facts.% Change Year Ago Expiration Rate

It is the # of points Expired today minus the # of points Expired a year ago, divided by the # of points Expired a year ago.

6.2.60 YAGO Points Facts.% Change Year Ago Member Point Balance

Percentage change in member point balance during the last year. It is calculated as the current balance minus the balance a year ago, divided by the balance a year ago, times 100.

6.2.61 YAGO Points Facts.Year # of Points Expiring

This is the number of points expiring within the next year.

6.2.62 YAGO Points Facts.Year Ago Member Points Balance Change

Change in member point balance during the last year.

6.2.63 YAGO Points Facts.Year Ago Member Points Balance Decrease

Year Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a year ago.

6.2.64 YAGO Points Facts.Year Ago Member Points Balance Increase

Member Point Balance increase during the last year Year Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a year ago.

Loyalty Analytics


6.3 Loyalty - Partners


6.3.1 Loyalty Partner Facts.# of Partners

Total # of partners

6.3.2 Loyalty Partner Facts.Invoice Billed Amount

Amount billed to partner for sale of loyalty points, applicable to pre-paid partners

6.3.3 Loyalty Partner Facts.Partner Account Point Balance

Total # of points balance in partner accounts

6.3.4 Loyalty Partner Facts.Partner Account Point Balance Increase

increase in the points in partner accounts since the last time (Additonal points purchased by partners and Points returned back to the partner account (point blocks actually) as a result of cancellation / accrual reversal)

6.3.5 Loyalty Partner Facts.Partner Account Points Balance Decreased

decrease in the points in partner accounts since the last time (points debited to partner account as a result of accruals)

6.3.6 Loyalty Partner Facts.Partner Points Liability

Currency equivalent of point balance in partner accounts. Calculate the currency equivalent for all the points in Partner account based on Point Types and cost per point. Applicable to post-paid partners

6.3.7 Loyalty Partner Facts.Total # of Point Block Points

Total number points available in the partner point block

6.3.8 QAGO.Quarter Ago Partner Point Balance

Net change in the points in partner accounts for quater ago (points debited to partner account as a result of accruals)

6.3.9 QAGO.Quarter Ago Partner Point Balance Net Change

Change in Partner point balance during the last quarter

6.3.10 QAGO.Quarter Ago Partner Points Liability

Partner points liability, an year back. Partner points liability is the currency equivalent of point balance in partner accounts. Calculate the currency equivalent for all the points in Partner account based on Point Types and cost per point. Applicable to post-paid partners

6.3.11 QAGO.Quarter Ago Partner Points Liability Net Change

Change in Partner point balance during the last quarter

6.3.12 YAGO.Year Ago Partner Point Balance

Partner point balance, an year back

6.3.13 YAGO.Year Ago Partner Point Balance Net Change

Change in partner point balance during the last year

6.3.14 YAGO.Year Ago Partner Points Liability

Partner points liability, an year back

6.3.15 YAGO.Year Ago Partner Points Liability Net Change

Change in Partner points liability during the last year

6.4 Loyalty - Programs


6.4.1 Loyalty Member Facts.# of Cancelled Members


Loyalty Analytics



6.4.2 Loyalty Member Facts.# of Inactive Members

Number of members with a valid membership status but have not done any transaction in the past N number of days, where N is defined by the repository static variable “LOY_NUM_OF_DAYS”

6.4.3 Loyalty Member Facts.# of Members

Count number of members enrolled in a loyalty program, where the membership is currently valid

6.4.4 Loyalty Member Facts.# of Members 180 Days Moving Avg

# of members enrolled into the loyalty program, expressed as moving average for 6 months

6.4.5 Loyalty Member Facts.# of Members in Millions

Total number of program members, expressed in Millions

6.4.6 Loyalty Member Facts.# of Members in Thousand

# of Members expressed in thousands

6.4.7 Loyalty Member Facts.# of New Members

# of members newly enrolled into the program within the selected time period

6.4.8 Loyalty Member Facts.Enrollment Growth Rate

New Members / # total members * 100


# of Points Accrued is the sum of Number of Points (Accrualed Value).


# of Points Expired are those redemption records which have an expired flag of 'Y'. The redemption type is 'Expired'.


# of Points Loaned is the sum of the Number of Points (Accrualed Value) where the transaction sub type is 'Loan'.


# of Points Redeemed is the sum of Number of Points (Redeemed Value) excludes expired points.


Average # of Accrued Points is the sum of the Number of Points (Accrualed Value) divided by count of members.


Average # of Expired Points is the sum of the Number of Points (Redeemed Value) where Expired Flag is 'Y'; Redemption Type is 'Expired', divided by count of members.


Average # of Redeemed Points is the sum of the Number of Points (Redeemed Value) divided by count of members.


Burning Rate % is the rate at which members are burning points. It is the # of points Redeemed divided by the Member Points Balance, times 100.


Earning Rate % is the rate at which members are earning points. It is the # of points Accrued divided by the Member Points Balance.


Expiration Rate % is the rate at which points are expiring. It is the # of points Expired divided by the Member Points Balance.


Member Points Balance is the point balance (available points) in all members accounts. It is the # of points accrued minus the # of points redeemed minus # of points expired.



6.4.21 Loyalty Transaction Facts.# of Transactions

Total number of transactions that the program members participated in.

6.4.22 Loyalty Transaction Facts.# of Transactions in Millions

Number of Transactions expressed in Millions.

Loyalty Analytics



6.4.23 Loyalty Transaction Facts.# of Transactions in Thousands

Number of Transactions expressed in thousands

6.4.24 Loyalty Transaction Facts.# of Vouchers

# of Vouchers is the count of the Vouchers, issued over time, collected via the Activity Fact.

6.4.25 Loyalty Transaction Facts.Average # of Transactions

Total Number of transactions across the programs divided by the total number of transactions per program.






Expiration Rate % Change is the # of points Expired today minus the # of points Expired a month ago, divided by the # of points Expired a month ago, expressed as percentage.



6.4.30 MAGO Points Facts.Quarter Ago Member Points Balance Change

Change in member point balance during the last quarter

6.4.31 MAGO Transaction Facts.% Change in Month Ago # of Transactions

% Change in Month Ago # of Transactions is the # of transactions minus the month ago # of transactions, divided by the month ago # of transactions, times 100.

6.4.32 MAGO Transaction Facts.Month Ago # of Transactions

Total number of transactions, a month back

6.4.33 Member Value Facts.Frequency Score

Frequency Score metric will classify the entire members with a valid membership status into 6 buckets based on the frequency of transactions and assign a rank from 1 -10, 10 being the best. Calculation provided out of the box is as follows: # of Transactions in the last year relative to current date(Related Score) > 20 (10) > 15 and < 20 (8) > 10 and < 15 (5) > 5 and < 10 (3) > 2 and < 5 (2) 0 or 1 (1)

Loyalty Analytics



6.4.34 Member Value Facts.Monetary Value

Based on the member revenue generated last year, the members are grouped into 10 buckets and members in each decile gets a rank, 10 being the highest and 1 the lowest rank Calculation provided out of the box is as follows: The Member Revenue in decile (Related Score) = 1st decile (10) = 2nd decile (9) = 3rd decile (8) = 4th decile (7) = 5th decile (6) = 6th decile (5) = 7th decile (4) = 8th decile (3) = 9th decile (2) = 10th decile (1)

6.4.35 Member Value Facts.Value Score

Member Value at a given point in time This field is sourced from Siebel OLTP, directly. Not calculated on the BI side

6.4.36 Member Value Facts.Yield Yield is typically used by Airlines. It is calculated as number of miles flown for each dollar the member spends with the company. This is same as miles per dollar. Calculation provided out of the box uses points instead of miles. Total # of Points Accrued / Revenue.

6.4.37 QAGO Member Facts.% Change Quarter Ago # of Members

Percentage change in membership in the one last quarter

6.4.38 QAGO Member Facts.% Change Quarter Ago Enrollment Growth Rate

Percentage change in membership growth rate in the last quarter

6.4.39 QAGO Member Facts.Quarter Ago # of Members

Number of members the program had one quarter back

6.4.40 QAGO Member Facts.Quarter Ago Enrollment Growth Rate

Enrollment Growth rate that the program had, a quarter ago






Expiration Rate % Change is the # of points Expired today minus the # of points Expired a quarter ago, divided by the # of points Expired a quarter ago.


% Change Quarter Ago Member Point Balance is the current balance minus the balance a quarter ago, divided by the balance a quarter ago, times 100.




Quarter Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a quarter ago.

Loyalty Analytics





6.4.48 QAGO Transaction Facts.% Change in Quarter Ago # of Transactions

% Change in Quarter Ago # of Transactions is the # of transactions minus the quarter ago # of transactions, divided by the quarter ago # of transactions, times 100.

6.4.49 QAGO Transaction Facts.% Change in Quarter Ago # of Vouchers

% Change in Quarter Ago # of Vouchers is the # of vouchers minus the # of vouchers a quarter ago divided by the # of vouchers a quarter ago, times 100.

6.4.50 QAGO Transaction Facts.Quarter Ago # of Transactions

Total number of transactions, a quarter back

6.4.51 QAGO Transaction Facts.Quarter Ago # of Vouchers

# of vouchers issued, an quarter ago



6.4.53 YAGO Member Facts.% Change Year Ago # of Members

Percentage change in loyalty program membership in the one last year

6.4.54 YAGO Member Facts.% Change Year Ago Enrollment Growth Rate

Percentage change in membership growth rate in the last year

6.4.55 YAGO Member Facts.Year Ago # of Members

Number of members the program had one year back

6.4.56 YAGO Member Facts.Year Ago Enrollment Growth Rate

Enrollment Growth rate that the program had, an year ago

6.4.57 YAGO Member Facts.Year Ago Value Score

Customer value score , an year back






Expiration Rate % Change is the # of points Expired today minus the # of points Expired a year ago, divided by the # of points Expired a year ago.


% Change Year Ago Member Point Balance is the current balance minus the balance a year ago, divided by the balance a year ago, times 100.




Year Ago Member Points Balance Change is the net change between Points Balance Increase a year ago and Points Balance Decrease a year ago.



Loyalty Analytics




Year Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a year ago.

6.4.66 YAGO Transaction Facts.% Change in Year Ago # of Transactions

% Change in Year Ago # of Transactions is the # of transactions minus the year ago # of transactions, divided by the year ago # of transactions, times 100.

6.4.67 YAGO Transaction Facts.% Change in Year Ago # of Vouchers

% Change in Year Ago # of Vouchers is the # of vouchers minus the # of vouchers a year ago divided by the # of vouchers a year ago, times 100.

6.4.68 YAGO Transaction Facts.Year Ago # of Transactions

Total number of transactions, an year back

6.4.69 YAGO Transaction Facts.Year Ago # of Vouchers

# of vouchers issued, an year ago

6.5 Loyalty - Promotions


6.5.1 Loyalty Promotion Facts.# of Enrollees

Total # of members who are enrolled in a promotion. A count of the members.

6.5.2 Loyalty Promotion Facts.# of Promotions

This is the count of the number of promotions.

6.5.3 Loyalty Promotion Facts.# of Responders for Accrual

Total # of members who took advantage of a promotion, by means of creating a transaction and associated Accrual Items. When a promotion exists, count the number of transactions for that promotion.

6.5.4 Loyalty Promotion Facts.# of Responders for Redemption

Total # of members who took advantage of a promotion, by means of creating a transaction and associated Redemption Items. When a promotion exists, count the number of transactions for that promotion.

6.5.5 Loyalty Promotion Facts.Promotion Response Rate

Comparison of the # of members targeted in a promotion versus the # of members who leveraged the promotion. # of Responders for Accrual divided by the # of Enrollees, times 100.

6.6 Loyalty - Transactions



# of Points Accrued is the sum of Number of Points (Accrualed Value).


Number of Points Expired .are those redemption records which have an expired flag of 'Y'. The redemption type is 'Expired'.


# of Points Loaned is the sum of the Number of Points where the transaction sub type is 'Loan'.


# of Points Redeemed is the sum of Number of Points (Redeemed Value) excludes expired points.

Loyalty Analytics




Average # of Accrued Points is the sum of the Number of Points (Accrualed Value) divided by count of members.


Average # of Expired Points is the sum of the Expired Points divided by count of members.


Average # of Redeemed Points is the sum of the Number of Points (Redeemed Value) divided by count of members.


Burning Rate % is the rate at which members are burning points. It is the # of points Redeemed divided by the Member Points Balance, times 100.


Earning Rate % is the rate at which members are earning points. It is the # of points Accrued divided by the Member Points Balance.


Expiration Rate % is the rate at which points are expiring. It is the # of points Expired divided by the Member Points Balance * 100.


Member Points Balance is the point balance (available points) in all member accounts. It is the # of points accrued minus the # of points redeemed minus number of point expired.



6.6.13 Loyalty Program Revenue Facts.# of Service Requests


6.6.14 Loyalty Program Revenue Facts.AR from Partners

Amount receivable from partners as sale of Loyalty points. Accual Item Number of Points (Accrualed Value) times cost per point.

6.6.15 Loyalty Program Revenue Facts.Average Order Size

This metric helps to see what the average spending is. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. It is the Order Size divided by the # of Orders.

6.6.16 Loyalty Program Revenue Facts.Member Revenue

Member Revenue is calculated at the member transaction grain. It is the toal revenue genrated by loyalty program members by participating in the loyalty program.

6.6.17 Loyalty Program Revenue Facts.Member Revenue %

Member Revenue % is the percentage of revenue from the Loyalty Program members to the total revenue. The Member Revenue divided by Total Revenue, multiplied by 100. Total Revenue is a user input value.

6.6.18 Loyalty Program Revenue Facts.Non Member Revenue

Non Member Revenue is the total revenue generated from outside Loyalty programs. It's the revenue from those customers who are not loyalty program members

6.6.19 Loyalty Program Revenue Facts.Non Member Revenue %

Non Member Revenue % is percentage revenue from people not enrolled in Loyalty Programs to the total revenue. The Non Member Revenue divided by Total Revenue, multiplied by 100. Total Revenue is a user input value.

6.6.20 Loyalty Program Revenue Facts.Order Size

When there is an external order number and an amount value, the amount value will be summed. When there is no amount value, this will be calculated as Number of Points times Cost per Point.

6.6.21 Loyalty Program Revenue Facts.Partner Revenue

Partner Revenue is all the available points across all partner accounts. It is calculated as the total points times the sales price.

6.6.22 Loyalty Program Revenue Facts.Services Revenue

The fees/charges collected by the Loyalty Program for various services offered to the Program members. When there is a service request for a member, sum the total amount.

6.6.23 Loyalty Program Revenue Facts.Total Revenue

Overall revenue of the firm. Total Revenue is input from a flat file.

Loyalty Analytics



6.6.24 Loyalty Transaction Facts.# of Transactions

Total number of transactions that the program members participated in

6.6.25 Loyalty Transaction Facts.# of Transactions in Millions

# of Transactions expressed in millions

6.6.26 Loyalty Transaction Facts.# of Transactions in Thousands

# of Transactions expressed in thousands

6.6.27 Loyalty Transaction Facts.# of Vouchers

# of Vouchers is the count of the Vouchers, issued over time

6.6.28 Loyalty Transaction Facts.Average # of Transactions

Total Number of transactions across the programs divided by the total number of transactions per program.






Expiration Rate % Change is the # of points Expired today minus the # of points Expired a month ago, divided by the # of points Expired a month ago.



6.6.33 MAGO Revenue Facts.% Change in Month Ago Average Order Size

% Change in Month Ago Average Order Size is the Average Order Size minus the month ago average order size divided the month ago average order size, times 100.

6.6.34 MAGO Revenue Facts.% Change Month Ago Member Revenue

% Change in member revenue during the last month.

6.6.35 MAGO Revenue Facts.% Change Month Ago Non Member Revenue

% Change Month Ago Non Member Revenue is the Non Member Revenue to date minus the month ago non member revenue, divided by the month ago non member revenue, times 100.

6.6.36 MAGO Revenue Facts.Month Ago Average Order Size

This metric helps to see what the average spending is. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers.

6.6.37 MAGO Revenue Facts.Month Ago Member Revenue

Member Revenue, a month ago

6.6.38 MAGO Revenue Facts.Month Ago Member Revenue %

Percentage of Member Revenue to Overall revenue, an year ago

6.6.39 MAGO Revenue Facts.Month Ago Non Member Revenue

Non Member Revenue is the total revenue generated from outside Loyalty programs. When a member does not exist for a given revenue transaction, and an external order number exists, then sum the number of points times cost per point. If an external order number does not exist, sum the total amount.

6.6.40 MAGO Transaction Facts.% Change in Month Ago # of Transactions

Percentage change in transactions in the last month. Calculated as (# of transactions - Month ago # of transactions) /Month ago # of transactions * 100

Loyalty Analytics



6.6.41 MAGO Transaction Facts.Month Ago # of Transactions

Total number of Transactions associated to the loyalty program, a month back






Expiration Rate % Change is the # of points Expired today minus the # of points Expired a quarter ago, divided by the # of points Expired a quarter ago.


% Change Quarter Ago Member Point Balance is the current balance minus the balance a quarter ago, divided by the balance a quarter ago, times 100.




Year Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a year ago.



6.6.49 QAGO Revenue Facts.% Change in Quarter Ago Average Order Size

% Change in Quarter Ago Average Order Size is the Average Order Size minus the quarter ago average order size divided the quarter ago average order size, times 100.

6.6.50 QAGO Revenue Facts.% Change Quarter Ago Member Revenue

% Change in member revenue during the last quarter

6.6.51 QAGO Revenue Facts.% Change Quarter Ago Non Member Revenue

% Change Quarter Ago Non Member Revenue is the Non Member Revenue to date minus the quarter ago non member revenue, divided by the quarter ago non member revenue, times 100.

6.6.52 QAGO Revenue Facts.Quarter Ago Average Order Size


6.6.53 QAGO Revenue Facts.Quarter Ago Member Revenue

Member Revenue, a quarter ago

6.6.54 QAGO Revenue Facts.Quarter Ago Member Revenue %

Percentage of Member Revenue to Overall revenue, a quarter ago

6.6.55 QAGO Revenue Facts.Quarter Ago Non Member Revenue


6.6.56 QAGO Transaction Facts.% Change in Quarter Ago # of Transactions

Percentage change in transactions in the last quarter. Calculated as (# of transactions - Quarter Ago # of transactions) /Quarter ago # of transactions * 100

Loyalty Analytics



6.6.57 QAGO Transaction Facts.% Change in Quarter Ago # of Vouchers

Percentage change in number of vouchers issued during last quarter. It’s calculated as ( # of vouchers - # of vouchers a quarter ago) / # of vouchers a quarter ago * 100.

6.6.58 QAGO Transaction Facts.Quarter Ago # of Transactions

Total number of Transactions associated to the loyalty program, a quarter back

6.6.59 QAGO Transaction Facts.Quarter Ago # of Vouchers

# of vouchers issued, an quarter ago








Expiration Rate % Change is the # of points Expired today minus the # of points Expired a year ago, divided by the # of points Expired a year ago.


Percentage change in member point balance during the last year. It is calculated as the current balance minus the balance a year ago, divided by the balance a year ago, times 100




Change in member point balance during the last year




Member Point Balance increase during the last year

6.6.69 YAGO Revenue Facts.% Change in Year Ago Average Order Size

% Change in Year Ago Average Order Size is the Average Order Size minus the year ago average order size divided the year ago average order size, times 100.

6.6.70 YAGO Revenue Facts.% Change Year Ago Member Revenue

% Change in member revenue during the last year

6.6.71 YAGO Revenue Facts.% Change Year Ago Non Member Revenue

% Change Year Ago Non Member Revenue is the Non Member Revenue to date minus the year ago non member revenue, divided by the year ago non member revenue, times 100.

6.6.72 YAGO Revenue Facts.Year Ago Average Order Size


6.6.73 YAGO Revenue Facts.Year Ago Member Revenue

Member Revenue, an year ago

6.6.74 YAGO Revenue Facts.Year Ago Member Revenue %

Percentage of Member Revenue to Overall revenue, an year ago

Loyalty Analytics



6.6.75 YAGO Revenue Facts.Year Ago Non Member Revenue


6.6.76 YAGO Transaction Facts.% Change in Year Ago # of Transactions

% Change in Year Ago # of Transactions is the # of transactions minus the year ago # of transactions, divided by the year ago # of transactions, times 100.

6.6.77 YAGO Transaction Facts.% Change in Year Ago # of Vouchers

% Change in Year Ago # of Vouchers is the # of vouchers minus the # of vouchers a year ago divided by the # of vouchers a year ago, times 100.

6.6.78 YAGO Transaction Facts.Year Ago # of Transactions

Number of Transactions, an year ago.

6.6.79 YAGO Transaction Facts.Year Ago # of Vouchers

# of Vouchers is the count of the Vouchers, issued over time, iin the Voucher Dimension.

Manufacturing Analytics


Manufacturing Analytics 7 This chapter describes metrics available in Manufacturing Analytics of Oracle® Business Intelligence Applications 7.9.6.4 Subsections of this chapter correspond to different Subject Areas in Manufacturing Analytics.

7.1 Manufacturing - Actual Production


7.1.1 Fact - Actual Production.Produced Quantity Actual production quantity based on WO completions

7.1.2 Fact - Actual Production.Scrap Quantity The quantity moved to scrap during the intra-operation steps

7.1.3 Fact - Actual Production.Production Amount Actual value of production,based on WO completions

7.1.4 Fact - Actual Production.Scrap Amount The value of quantity moved to scap

7.1.5 Fact - Actual Production.Produced Quantity of Planned Item

Actual production quantity for only those items that were planned

7.1.6 Fact - Actual Production.Late Completed Quantity Quantity of items produced late

7.1.7 Fact - Actual Production.Late Completed Amount Amount of items produced late

7.1.8 Fact - Actual Production.DailyThroughput Average daily quantity produced

7.1.9 Ago Metrics.Produced Quantity Year Ago Produced Quantity Year Ago

7.1.10 Ago Metrics.Produced Quantity Quarter Ago Produced Quantity Quarter Ago

7.1.11 Ago Metrics.Produced Quantity Month Ago Produced Quantity Month Ago

7.1.12 Ago Metrics.Scrap Quantity Year Ago Scrap Quantity Year Ago

7.1.13 Ago Metrics.Scrap Quantity Quarter Ago Scrap Quantity Quarter Ago

7.1.14 Ago Metrics.Scrap Quantity Month Ago Scrap Quantity Month Ago

7.1.15 Ago Metrics.Scrap Amount Quarter Ago Scrap Amount Quarter Ago

7.1.16 Ago Metrics.Production Amount Quarter Ago Production Amount Quarter Ago




7.1.17 Ago Metrics.Change in Production Amount Quarter Ago Change in Production Amount Quarter Ago

7.1.18 Ago Metrics.% Change in Production Amount Quarter Ago

% Change in Production Amount Quarter Ago

7.1.19 Ago Metrics.Change in Scrap Amount Quarter Ago Change in Scrap Amount Quarter Ago

7.1.20 Ago Metrics.% Change in Scrap Amount Quarter Ago % Change in Scrap Amount Quarter Ago

7.1.21 Ago Metrics.Production Amount Year Ago Production Amount Year Ago

7.1.22 Ago Metrics.Production Amount Month Ago Production Amount Month Ago

7.1.23 Ago Metrics.Scrap Amount Year Ago Scrap Amount Year Ago

7.1.24 Ago Metrics.Scrap Amount Month Ago Scrap Amount Month Ago

7.1.25 ToDate Metrics.Scrap Amount WTD Scrap Amount Week To Date

7.1.26 ToDate Metrics.Scrap Amount MTD Scrap Amount Month To Date

7.1.27 ToDate Metrics.Scrap Quantity MTD Scrap Quantity Month To Date

7.1.28 ToDate Metrics.Scrap Quantity WTD Scrap Quantity Week To Date

7.1.29 ToDate Metrics.Produced Quantity MTD Produced Quantity MTD

7.1.30 ToDate Metrics.Produced Quantity WTD Produced Quantity Week To Date

7.1.31 ToDate Metrics.Production Amount WTD Produced Amount Week To Date

7.2 Manufacturing - Discrete Quality


7.2.1 Fact - Discrete Quality Results.Test Quantity

Test quantity is the quantity used in the test

7.2.2 Fact - Discrete Quality Results.Count of Tests

Is the number of tests performed




7.2.3 Fact - Discrete Quality Results.Result Value

This metric shows the value of test results for a given attribute or collection element associated with the quality test

7.3 Manufacturing - Kanban


7.3.1 Facts - Kanban Replenishment Cycle.Replenishment CycleTime

Gives the difference (in Hours) between Full and Empty statuses of a Kanban Card for selected Replenishment Cycle

7.3.2 Facts - Kanban Replenishment Cycle.Count of Kanban Cards

Gives the Total number of Kanban Cards(Including Lost and Damaged)

7.3.3 Facts - Kanban Replenishment Cycle.Count of Replenishment Cycles

Gives the count of Replenishment Cycles for a selected Kanban Card

7.3.4 Facts - Kanban Replenishment Cycle.Count of Lost Kanban Cards

Gives the number of Lost Kanban Cards

7.3.5 Facts - Kanban Replenishment Cycle.Count of Damaged Kanban Cards

Gives the number of Damaged Kanban Cards

7.3.6 Facts - Kanban Replenishment Cycle.Replenishment Cycle Reference

Difference in hours between full and empty status of a Kanban card

7.4 Manufacturing - Plan to Produce


7.4.1 Fact - Plan To Produce.Plan To Produce ratio

Produced Qty /Planned Qty for baseline plan . If the ratio is greater than 1, it indicates production exceeds the plan

7.4.2 Fact - Plan To Produce.Plan To Produce %

Produced Qty*100/Planned Qty. If this metric is greater than 100, it indicates production exceeds the plan

7.4.3 Fact - Plan To Produce.Plan To Produce Linearity

Production-to-plan linearity is an indicator of how closely actually produed quantities track planned production. It is caclulated as [1- SUM over all items|(Produced Quantity of an item -Planned Quantity for the item for the day)/Total Planned Quantity (f...

7.4.4 Fact - Plan To Produce.Planned Amount

(Produced Value at Standard Cost / Planned Value at Standard Cost ) Exclude by Products

7.4.5 Fact - Plan To Produce.Produced Amount

The total value of production, based on standard cost




7.4.6 Fact - Plan To Produce.Production Attainment - Monthly

Production Attainment Monthly

7.4.7 Fact - Plan To Produce.Production Attainment - Weekly

Production Attainment Weekly

7.4.8 Ago Metrics.Change in Production Amount from Previous Year

Change in Production Amount from Previous Year

7.4.9 Ago Metrics.Change in Production Amount from Previous Quarter

Change in Production Amount from Previous Quarter

7.4.10 Ago Metrics.Plan To Produce Change From Previous Quarter

Plan To Produce Change From Previous Quarter

7.4.11 Ago Metrics.Plan To Produce Ration Year Ago

Plan To Produce Ration Year Ago

7.4.12 Ago Metrics.Plan To Produce Ratio Quarter Ago

Plan To Produce Ratio Quarter Ago

7.4.13 Ago Metrics.Production Linearity Year Ago

Production Linearity Year Ago

7.4.14 Ago Metrics.Production Linearity Quarter Ago

Production Linearity Quarter Ago

7.5 Manufacturing - Material Usage


7.5.1 Fact - Material Usage.Actual Usage Amount Actual amount of material usage for the work order/job

7.5.2 Fact - Material Usage.Actual Usage Qty Actual quantity of material usage for the work order/job

7.5.3 Fact - Material Usage.Planned Usage Amount Planned material issues for a unit of the item, based on unit cost of current bill of material version.

7.5.4 Fact - Material Usage.Planned Usage Qty Quantity of material usage for the work order/job, based on standard bill of material issues

7.5.5 Fact - Material Usage.Usage Variance Amount Variance in material usage, based on planned material usage

7.5.6 Fact - Material Usage.Usage Variance Amount %

Material usage variance amount percentage

7.5.7 Fact - Material Usage.Usage Variance Qty Variance in material usage Qty, based on planned material usage Qty




7.5.8 Fact - Material Usage.Usage Variance Qty % Material usage variance quantity percentage

7.5.9 Ago Metrics.Usage Variance Amount % QAGO

Material usage variance amount percentage Quarter Ago

7.5.10 Ago Metrics.Usage Variance Amount % MAGO

Material usage variance amount percentage Month Ago

7.5.11 Ago Metrics.Usage Variance Amount % YAGO Material usage variance amount percentage Year Ago

7.5.12 Ago Metrics.Change in Usage Variance Amt from Previous Year

Change in Usage Variance Amount from Previous Year

7.5.13 Ago Metrics.Change in Usage Variance Amt from Previous Qtr

Change in Usage Variance Amount from Previous Quarter

7.5.14 Ago Metrics.Usage Variance Amt MTD Material Usage Variance Amount of Month To Date

7.6 Manufacturing - Pegging Details


7.6.1 Fact - Pegging Details.Allocated Quantity

This is the Allocated Quantity for the Order

7.6.2 Fact - Pegging Details.Demand Quantity Quantity Ordered in the Sales Order Line

7.6.3 Fact - Pegging Details.0 - 15 Days Demand Quantity

This is the Demand Quantity falling in between 0-15 days as of Plan Run Date to the Demand Date







7.6.7 Fact - Pegging Details.60+ Days Demand Quantity

This is the Demand Quantity falling greater than 60+days as of Plan Run Date to the Demand Date

7.6.8 Fact - Pegging Details.0 - 15 Days Supply Quantity

This is the Supply Quantity falling in between 0-15 days as of Plan Run Date to the Schedule Supply Date










7.6.12 Fact - Pegging Details.60+ Days Supply Quantity

This is the Supply Quantity falling greater than 60+days as of Plan Run Date to the Schedule Supply Date

7.7 Manufacturing - Production Cost


7.7.1 Fact - Production Cost.Completion Cost Cost relieved from the completed assemblies

7.7.2 Fact - Production Cost.Actual Cost Actual total Cost of the completed assemblies

7.7.3 Fact - Production Cost.Planned Cost Planned total Cost of the completed assemblies

7.7.4 Cost Relieved Variance.Cost Relieved Variance Variance between Actual Cost and Completions Cost

7.7.5 Cost Relieved Variance.Cost Relieved Variance % Cost Relieved variance as a percentage

7.7.6 Cost Incurred Variance.Cost Incurred Variance Variance between Planned Cost and Actual Cost

7.7.7 Cost Incurred Variance.Cost Incurred Variance % Cost incurred variance as a percentage

7.7.8 Ago Metrics.Cost Incurred Variance % QAGO Cost incurred variance as a percentage Quarter Ago

7.7.9 Ago Metrics.Cost Incurred Variance % MAGO Cost incurred variance as a percentage Month Ago

7.7.10 Ago Metrics.Cost Incurred Variance % YAGO Cost incurred variance as a percentage Year Ago

7.7.11 Ago Metrics.Cost Relieved Variance % QAGO Cost Relieved variance as a percentage Quarter Ago

7.7.12 Ago Metrics.Cost Relieved Variance % MAGO Cost Relieved variance as a percentage Month Ago

7.7.13 Ago Metrics.Cost Relieved Variance % YAGO Cost Relieved variance as a percentage Year Ago

7.7.14 Ago Metrics.Change in Cost Relieved Variance from Prev Year

Change in Cost Relieved variance from previous year

7.7.15 Ago Metrics.Change in Cost Incurred Variance from Prev Year

Change in Cost Incurred variance from previous year

7.7.16 Todate Metrics.Completion Cost MTD Completion cost of Month To Date




7.7.17 Todate Metrics.Actual Cost MTD Actual cost of Month To Date

7.7.18 Todate Metrics.Cost Relieved Variance MTD Cost Relieved Variance of Month To Date

7.7.19 Todate Metrics.Cost Incurred Variance MTD Cost Incurred Variance of Month To Date

7.8 Manufacturing - Lot Genealogy


7.8.1 Fact - Lot Genealogy. Level 1 - Lot Number Lot Number of the Parent Manufacturing Item

7.8.2 Fact - Lot Genealogy. Level 1 - Work Order Number Work Order Number of the Parent Manufacturing Item

7.8.3 Fact - Lot Genealogy. Level 1 - Inventory Org Name Name of the Organization where the Item Produced

7.8.4 Fact - Lot Genealogy. Level 1 - Transaction Date Date of the Transaction

7.8.5 Fact - Lot Genealogy. Level 1 - Transaction Quantity

Quantity of the Lot Number

7.8.6 Fact - Lot Genealogy. Level 1 - Manufacturing Product Number

Item Number of the Parent level Manufacturing Item

7.8.7 Fact - Lot Genealogy. Level 1 - Manufacturing Product Description

Item Description of the Patent Level Manufacturing Item

7.8.8 Fact - Lot Genealogy. Level 1 - Inventory Category Inventory Category Associated with the Manufacturing Item

7.8.9 Fact - Lot Genealogy. Level 3 - Lot Number Lot Number of the Level1 Child of Parent Manufacturing Item

7.8.10 Fact - Lot Genealogy. Level 3 - Work Order Name Work Order Number of the Level1 Child of Parent Manufacturing Item

7.8.11 Fact - Lot Genealogy. Level 3 - Inventory Org Name Name of the Organization where the Level1 Child Item Produced

7.8.12 Fact - Lot Genealogy. Level 3 - Transaction Date Date of the Transaction for Level1 Child


Quantity of the Lot Number for Level1 Child

7.8.14 Fact - Lot Genealogy. Level 3 - Product Number Item Number of the Level 1 Child of the Parent Manufacturing Item

7.8.15 Fact - Lot Genealogy. Level 3 - Make/Buy Make/Buy Flag of the Level 1 Child of the Parent Manufacturing Item




7.8.16 Fact - Lot Genealogy. Level 3 - Product Description Item Description of the Level 1 Child of the Parent Manufacturing Item

7.8.17 Fact - Lot Genealogy. Level 5 - Lot Number Lot Number of the Level3 Child of Parent Manufacturing Item



7.8.20 Fact - Lot Genealogy. Level 5 - Transaction Date Date of the Transaction for Level3 Child


Quantity of the Lot Number for Level3 Child









7.8.31 Fact - Lot Genealogy. Level 9 - Supplier Number Account Number of the Supplier for the Buy Components of Parent Lot Number

7.8.32 Fact - Lot Genealogy. Level 9 - Supplier Name Name of the Supplier for the Buy Components of Parent Lot Number

7.8.33 Fact - Lot Genealogy. Level 9 - Vendor Lot Number Lot Number of the Supplier

7.8.34 Fact - Lot Genealogy. Level 9 - Lot Number Lot Number of the Buy Component of the Parent Lot Number

7.8.35 Fact - Lot Genealogy. Level 9 - Inventory Org Name Name of the Organization where the Item Received

7.8.36 Fact - Lot Genealogy. Level 9 - Product Number Item Number of the Buy Component of the Parent Manufacturing Item

7.8.37 Fact - Lot Genealogy. Level 9 - Product Description Item Description of the Buy Component of the Parent Manufacturing Item




7.8.38 Fact - Lot Genealogy. Level 9 - Receipt Date PO Receipt Date

7.9 Manufacturing - Resource Usage


7.9.1 Fact - Resource Usage.Work Content Ratio Ratio of time that a job is worked on to the total time the job spend on the shop floor

7.9.2 Fact - Resource Usage.Usage Qty Variance % Quantity variance in resource usage percentage

7.9.3 Fact - Resource Usage.Usage Qty Variance Variance between Planned resource qty usage and actual resource qty usage

7.9.4 Fact - Resource Usage.Usage Amount Variance %

Amount variance in resource usage percentage

7.9.5 Fact - Resource Usage.Usage Amount Variance

Amount variance in resource usage

7.9.6 Fact - Resource Usage.Planned Qty Usage Standard resource hours obtained from Oracle Engineering and Oracle Work in Process, from the routing used for the job. The standard hours are calculated using the actual quantity completed on the job, not the Job Start Quantity.

7.9.7 Fact - Resource Usage.Planned Amount Usage Standard resource hours, multiplied by the standard rate for each resource. The standard resource hours are obtained from the routing used for the job. The system calculates standard hours using the actual quantity completed on the job, not the Job Start Q...

7.9.8 Fact - Resource Usage.Actual Time Charged Actual resource hours charged to the completed assemblies (open or closed jobs).

7.9.9 Fact - Resource Usage.Actual Cost Charged Actual resource cost charged to the completed assemblies (open or closed jobs).

7.10 Manufacturing - Work Order Aging No

Metric Name Description

7.10.1 Fact - Work Order Aging.# of Open Work Orders Number of Open Work Orders

7.10.2 Fact - Work Order Aging.Work Order Age Open Work Order Age in Days

7.10.3 Fact - Work Order Aging.Work Orders Value The value of the work order, based on the start quantity on the work order



No


7.10.4 Fact - Work Order Aging.Work Orders Start Quantity

The start quantity at the start of the work order

7.10.5 Fact - Work Order Aging.Work Orders Completed Quantity

Actual completions quantity for the work order

7.11 Manufacturing - Work Order Performance


No

7.11.1 Fact - Work Order Performance.Parts Per Million Defects

Parts Per Million Defects

7.11.2 Fact - Work Order Performance.# of Perfect Work Order

Number of work orders completed on or before schedule completion date with no scrap and rework

7.11.3 Fact - Work Order Performance.Perfect Work Order %

Percentage of work orders that were completed on or before scheduled completion with no scrap and rework

7.11.4 Fact - Work Order Performance.Late Work Order %

Percentage of work orders that were completed after scheduled completion

7.11.5 Fact - Work Order Performance.# of Work Orders Completed

Number of work orders completed

7.11.6 Fact - Work Order Performance.# of On Time Work Orders

Number of work orders completed on time

7.11.7 Fact - Work Order Performance.# of Late Work Orders

Number of Late work orders

7.11.8 Fact - Work Order Performance.Average Work Order Size

Average size of WO's for a given product

7.11.9 Fact - Work Order Performance.Production Frequency

Production Frequency

7.11.10 ToDate Metrics.Scrap Quantity MTD Scrap Quantity Month to Date

7.11.11 ToDate Metrics.Scrap Quantity WTD Scrap Quantity Week to Date

7.11.12 Fact - Work Order Performance.Backlog % Backlog quantity percentage




7.11.13 ToDate Metrics.Rework Quantity MTD Rework Quantity Month to Date

7.11.14 Fact - Work Order Performance.Rework % Percentage of work order that are reworked

7.11.15 ToDate Metrics.Rework Quantity WTD Rework quantity Week to Date

7.11.16 Fact - Work Order Performance.On Time % Percentage of work orders that were completed on or before scheduled completion

7.11.17 ToDate Metrics.First Pass Yield MTD First Pass Yield Month to Date

7.11.18 Fact - Work Order Performance.Scrap % Percentage of work orders that were scraped

7.11.19 ToDate Metrics.First Pass Yield WTD First Pass Yield Week to Date

7.11.20 Fact - Work Order Performance.First Pass Yield

Ratio of units in a work order competed without any scrap or rework

7.11.21 Fact - Work Order Performance.Scrap Quantity

Scrap Quantity

7.11.22 Fact - Work Order Performance.Start Quantity

Start Qunatity

7.11.23 Fact - Work Order Performance.Completed Quantity

Completed quantity

7.11.24 Fact - Work Order Performance.Rework Quantity

Rework Quantity

7.11.25 Ago Metrics.First Pass Yield MAGO First Pass Yield Month Ago

7.11.26 Ago Metrics.First Pass Yield QAGO First Pass Yield Quarter Ago

7.11.27 Ago Metrics.First Pass Yield YAGO First Pass Yield Year Ago

7.11.28 Ago Metrics.Scrap % MAGO Scrap percentage Month Ago

7.11.29 Ago Metrics.Scrap % QAGO Scrap percentage Quarter Ago

7.11.30 Ago Metrics.Scrap % YAGO Scrap percentage Year Ago

7.11.31 Ago Metrics.Rework % MAGO Rework percentage Month Ago

7.11.32 Ago Metrics.Rework % QAGO Rework percentage Quarter Ago

7.11.33 Ago Metrics.Rework % YAGO Rework percentage Year Ago

7.11.34 Fact - Work Order Performance.Past Due Backlog

Count of open work orders that past due date




7.11.35 Fact - Work Order Performance.Past Due Backlog Quantity

Open quantity on open work orders that past due date

7.11.36 Fact - Work Order Performance.Past Due Backlog Amount

Open amount on open work orders that past due date

7.11.37 Fact - Work Order Performance.Backlog Quantity

Backlog quantity on open work order at the workorder level

7.11.38 Fact - Work Order Performance.Backlog Amount

Backlog amount on open work order

7.12 Manufacturing - Work Order Cycle Time


7.12.1 Fact - Work Order Cycle Time.# of Work Orders Completed


7.12.2 Fact - Work Order Cycle Time.Creation to Start

This metric tracks the average cycle time from WO creation to actual start in days

7.12.3 Fact - Work Order Cycle Time.Creation to Completion

This metric tracks the average cycle time from WO creation to completion in days

7.12.4 Fact - Work Order Cycle Time.Start to Completion

This metric tracks the average cycle time from WO actual start to completion in days

7.12.5 Fact - Work Order Cycle Time.Standard Lead Time

The standard engineered lead time, which is a summation of all the individual operation times, based on primary routing

7.12.6 Fact - Work Order Cycle Time.Actual Lead Time

Actual lead time from start to completion of the work orders

7.12.7 Fact - Work Order Cycle Time.Lead Time Variance

This metric helps identify wait times between operations and may indicate bottlenecks in the process. The calculation is Sum |( Actual Lead time - design Lead time)| / Design lead time

7.13 Manufacturing - Production Plan


7.13.1 Fact - Production Plan.Planned Value This is the Planned Value for the all Plans

7.13.2 Fact - Production Plan.Planned Quantity This is the Planned Quantity for all the Plans

7.13.3 Fact - Production Plan.Baseline Planned Quantity Planned Quantity for Baseline Plans




7.13.4 Fact - Production Plan.Baseline Planned Amount Planned Value for Baseline Plans

7.13.5 Ago Metrics.Planned Quantity Quarter Ago Planned Quantity Quarter Ago

7.13.6 Ago Metrics.Planned Quantity Year Ago Planned Quantity Year Ago

7.13.7 Fact - Production Plan.Baseline Planned Quantity Current Month Baseline Planned Quantity Current Month

7.13.8 Fact - Production Plan.Baseline Planned Quantity Current Week Baseline Planned Quantity Current Week

7.14 Manufacturing - Resource Utilization


7.14.1 Fact - Resource Utilization.Resource Capacity Total Capacity of the Resource in a given time period (Comes from Engineering)

7.14.2 Fact - Resource Utilization.Resource Capacity Value

Value of Resource capacity

7.14.3 Fact - Resource Utilization.Resource Utilization %

Utilization of resource

7.14.4 Ago Metrics.Resource Utilization % QAGO Resource Utilization % for previous quarter

7.14.5 Ago Metrics.Resource Utilization % MAGO Resource Utilization % for previous month

7.14.6 Ago Metrics.Resource Utilization % YAGO Resource Utilization % for previous year

7.14.7 Fact - Resource Utilization.Resource Cost Usage

Actual resource cost charged to jobs (open or closed) in a given time period

7.14.8 Fact - Resource Utilization.Resource Time Usage

Actual resource hours charged to jobs (open or closed) in a given time period

7.14.9 Ago Metrics.Resource Cost Usage QAGO Actual Resource cost charged Quarter Ago

7.14.10 Ago Metrics.Resource Cost Usage MAGO Actual Resource cost charged Month Ago

7.14.11 Ago Metrics.Resource Cost Usage YAGO Actual Resource cost charged Year Ago



7.15 Manufacturing - Process Quality


7.15.1 Manufacturing - Process Quality.Test Result Test result value for the attribute tested as part of the sample

7.15.2 Manufacturing - Process Quality.Test Quantity Test quantity for the attribute tested as part of the sample

7.15.3 Manufacturing - Process Quality.Consumed Quantity Consumed quantity for the attribute tested as part of the sample

7.15.4 Manufacturing - Process Quality.Remaining Quantity Sample quantity not consumed

7.15.5 Manufacturing - Process Quality.Sample Quantity Sample quantity for the attribute tested as part of the sample

7.15.6 Manufacturing - Process Quality.Count of Tests Conducted

Count of Tests Conducted

7.16 Manufacturing - Resource Utilization


7.16.1 Fact - Resource Utilization.Resource Capacity

Total capacity of a resource for a given time period

7.16.2 Fact - Resource Utilization.Resource Capacity Value

Total value of resource capacity for a given period

7.16.3 Fact - Resource Utilization.Resource Utilization %

Percentage of the capacity of a resource that is consumed by time charged by work order completions

7.16.4 Fact - Resource Utilization.Resource Time Usage

Actual time charged in hours by work order completions

7.16.5 Fact - Resource Utilization.Resource Cost Usage

Cost of actual time charged in hours by work order completions

7.16.6 Ago Metrics.Resource Utilization % QAGO

Resource Utilization % for previous quarter

7.16.7 Ago Metrics.Resource Utilization % MAGO

Resource Utilization % for previous month

7.16.8 Ago Metrics.Resource Utilization % YAGO

Resource Utilization % for previous year

7.17 Inventory - Balances




7.17.1 Facts - Inventory Balance.# of Products Requiring Reorder


7.17.2 Facts - Inventory Balance.% Chg Year Ago Available Consignment Quantity


7.17.3 Facts - Inventory Balance.% Chg Year Ago Available Quantity


7.17.4 Facts - Inventory Balance.% Chg Year Ago Returned Quantity

(Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity)

7.17.5 Facts - Inventory Balance.% Chg Year Ago Standard Cost Amount


7.17.6 Facts - Inventory Balance.Available Consignment Amount


7.17.7 Facts - Inventory Balance.Available Consignment Quantity


7.17.8 Facts - Inventory Balance.Available Quantity


7.17.9 Facts - Inventory Balance.Block Consignment Amount


7.17.10 Facts - Inventory Balance.Block Consignment Quantity


7.17.11 Facts - Inventory Balance.Blocked Amount





7.17.12 Facts - Inventory Balance.Blocked Quantity


7.17.13 Facts - Inventory Balance.Chg Year Ago Available Consignment Quantity


7.17.14 Facts - Inventory Balance.Chg Year Ago Available Quantity


7.17.15 Facts - Inventory Balance.Chg Year Ago Returned Quantity

(Returned Quantity - Year Ago Returned Quantity)

7.17.16 Facts - Inventory Balance.Chg Year Ago Standard Cost Amount


7.17.17 Facts - Inventory Balance.Days Inventory Outstanding


7.17.18 Facts - Inventory Balance.In Transit Quantity


7.17.19 Facts - Inventory Balance.Inspection Amount


7.17.20 Facts - Inventory Balance.Inspection Consignment Amount


7.17.21 Facts - Inventory Balance.Inspection Consignment Quantity


7.17.22 Facts - Inventory Balance.Inspection Quantity


7.17.23 Facts - Inventory Balance.Inventory Turn

Inventory Turn measures the number of times that inventory turns over in a recent one year period. It is an indicator of how well a company's products are doing in the market. It is calculated as dividing annual cost of goods sold by the average daily inventory level.

7.17.24 Facts - Inventory Balance.Opening Quantity





7.17.25 Facts - Inventory Balance.Reorder Point


7.17.26 Facts - Inventory Balance.Replenishment Amount


7.17.27 Facts - Inventory Balance.Replenishment Quantity


7.17.28 Facts - Inventory Balance.Restricted Amount


7.17.29 Facts - Inventory Balance.Restricted Consignment Amount


7.17.30 Facts - Inventory Balance.Restricted Consignment Quantity


7.17.31 Facts - Inventory Balance.Restricted Quantity


7.17.32 Facts - Inventory Balance.Returned Amount

This is the total quantity of the product returns that currently exist (in inventory units of measure). This quantity would become available for use once they pass return inspection or merge into regular product inventory.

7.17.33 Facts - Inventory Balance.Returned Quantity


7.17.34 Facts - Inventory Balance.Standard Cost Amount


7.17.35 Facts - Inventory Balance.Value Only Amount





7.17.36 Facts - Inventory Balance.Value Transfer Amount


7.17.37 Facts - Inventory Balance.WIP_Amount


7.17.38 Facts - Inventory Balance.Year Ago Available Consignment Quantity


7.17.39 Facts - Inventory Balance.Year Ago Available Quantity

The quantity of a product available a year ago.

7.17.40 Facts - Inventory Balance.Year Ago Returned Quantity

Physical quantity of a product (In standard UOM) that is returned to a location either by supplier or customer a year ago.

7.17.41 Facts - Inventory Balance.Year Ago Standard Cost Amount


7.18 Inventory - Aging


7.18.1 Facts - Inventory Aging.Available Quantity


7.18.2 Facts - Inventory Aging.Available Amount

Available Amount represents the Available Quantity valued at the cost of an item

7.18.3 Facts - Inventory Aging.Obsolete Inventory Quantity

The quantity of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items, is a summarized value from the lot level obsoletes.




7.18.4 Facts - Inventory Aging.Obsolete Inventory Value

The value at standard cost of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items, is a summarized value from the lot level obsoletes.

7.18.4 Facts - Inventory Aging.Year Ago Obsolete Inventory Value

Year Ago obsolete inventory value based on the Gregorian and Enterprise Calendars

7.18.5 Facts - Inventory Aging.Year Ago Obsolete Inventory Quantity

Year Ago obsolete inventory quantity based on the Gregorian and Enterprise Calendars.

7.18.6 Facts - Inventory Aging.Days In Inventory

This is the total No.of Days since the inventory is lying

7.18.7 Facts - Inventory Aging.Days Left Expiry

This is the number of days by when all the inventory of this item/lot will expire (maximum of days left expiry across receipt date)

7.18.8 Facts - Inventory Aging.Days Since Expired

This is the number of days since when the earliest lot/item available in inventory has expired (maximum of days since expired across receipt date)

7.19 Inventory - Customer and Supplier Returns


7.19.1 Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Amount

(Customer Returned Amount - Year Ago Customer Returned Amount) * 100/ (Year Ago Customer Returned Amount)

7.19.1 Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Quantity

(Customer Returned Quantity - Year Ago Customer Returned Quantity) * 100/ (Year Ago Customer Returned Quantity)

7.19.3 Facts - Customer and Supplier Returns.% Chg Year Ago Returned Amount

(Returned Amount - Year Ago Returned Amount) * 100/ (Year Ago Returned Amount)




7.19.4 Facts - Customer and Supplier Returns.% Chg Year Ago Returned Quantity


7.19.4 Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Amount

(Supplier Returned Amount - Year Ago Supplier Returned Amount) * 100/ (Year Ago Supplier Returned Amount)

7.19.5 Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Quantity

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity) * 100/ (Year Ago Supplier Returned Quantity)

7.19.6 Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Amount

(Customer Returned Amount - Year Ago Customer Returned Amount)

7.19.7 Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Quantity

(Customer Returned Quantity - Year Ago Customer Returned Quantity)

7.19.8 Facts - Customer and Supplier Returns.Chg Year Ago Returned Amount

(Returned Amount - Year Ago Returned Amount)

7.19.9 Facts - Customer and Supplier Returns.Chg Year Ago Returned Quantity


7.19.10 Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Amount

(Supplier Returned Amount - Year Ago Supplier Returned Amount)

7.19.11 Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Quantity

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity)

7.19.12 Facts - Customer and Supplier Returns.Customer Returned Amount

Value of product that is returned to a location by customer.

7.19.13 Facts - Customer and Supplier Returns.Customer Returned Quantity

Physical quantity of product that is returned to a location by customer.

7.19.14 Facts - Customer and Supplier Returns.Returned Amount

Value of product that is returned to a location either by supplier or customer.




7.19.15 Facts - Customer and Supplier Returns.Returned Quantity

Physical quantity of product that is returned to a location either by supplier or customer.

7.19.16 Facts - Customer and Supplier Returns.Supplier Returned Amount

Value of product that is returned to a location by supplier

7.19.18 Facts - Customer and Supplier Returns.Supplier Returned Quantity

Physical quantity of product that is returned to a location by supplier

7.19.19 Facts - Customer and Supplier Returns.Year Ago Customer Returned Amount

Value of product that is returned to a location by customer a year ago.

7.19.20 Facts - Customer and Supplier Returns.Year Ago Customer Returned Quantity

Physical quantity of product that is returned to a location by customer a year ago.

7.19.21 Facts - Customer and Supplier Returns.Year Ago Returned Amount

Value of product that is returned to a location either by supplier or customer a year ago.

7.19.22 Facts - Customer and Supplier Returns.Year Ago Returned Quantity


7.19.23 Facts - Customer and Supplier Returns.Year Ago Supplier Returned Amount

Value of product that is returned to a location by supplier a year ago.

7.19.24 Facts - Customer and Supplier Returns.Year Ago Supplier Returned Quantity

Physical quantity of product that is returned to a location by supplier a year ago.

7.20 Inventory - Transactions


7.20.1 Fact - Inventory Transactions.% Chg Year Ago Actual Issue Quantity

(Actual Issue Quantity - Year Ago Actual Issue Quantity) * 100/ (Year Ago Actual Issue Quantity)

7.20.1 Fact - Inventory Transactions.% Chg Year Ago Actual Receipt Quantity

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) * 100/ (Year Ago Actual Receipt Quantity)




7.20.3 Fact - Inventory Transactions.% Chg Year Ago Material Amount

(Material Amount - Year Ago Material Amount) * 100/ (Year Ago Material Amount)

7.20.3 Fact - Inventory Transactions.Actual Issue Quantity

The actual quantity of the product that has been issued (in inventory unit of measure) from the inventory location during the day, for the date against which this row is being maintained.

7.20.4 Fact - Inventory Transactions.Actual Receipt Quantity

The actual quantity of the product that has been received (in inventory unit of measure) into the inventory location during the day, for the date against which this row is being maintained.

7.20.5 Fact - Inventory Transactions.Chg Year Ago Actual Issue Quantity

(Actual Issue Quantity - Year Ago Actual Issue Quantity) in standard UOM.

7.20.6 Fact - Inventory Transactions.Chg Year Ago Actual Receipt Quantity

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) in standard UOM.

7.20.7 Fact - Inventory Transactions.Chg Year Ago Material Amount

(Material Amount - Year Ago Material Amount)

7.20.8 Fact - Inventory Transactions.Material Amount

This is the currency value of the inventory transaction in group currency.

7.20.9 Fact - Inventory Transactions.Year Ago Actual Issue Quantity

The total quantity of a product (In standard UOM) that was issued from an inventory location a year ago.

7.20.10 Fact - Inventory Transactions.Year Ago Actual Receipt Quantity

The total quantity of a product (In standard UOM) received a year ago.

7.20.11 Fact - Inventory Transactions.Year Ago Material Amount

This is the currency value of the inventory transaction, a year ago, in group currency.

7.21 Cross Functional - Supply and Demand


7.21.1 Facts - Inventory Balance.Opening Quantity Available Quantity (Ending Balance) of the previos period.


















7.21.9 Facts - Inventory Balance.Blocked Quantity This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.














7.21.15 Facts - Inventory Balance.Reorder Point Reorder Point is the inventory level at the storage location that triggers a re-order for replenishment of this product.



7.21.17 Facts - Inventory Balance.Inventory Turn The value of inventory which is work in progress.





7.21.20 Facts - Inventory Balance.Blocked Amount This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.














7.21.26 Facts - Inventory Balance.WIP_Amount The value of inventory which is work in progress.








(Standard Cost Amount - Year Ago Standard Cost Amount)*100/(Year Ago Standard Cost Amount)













7.21.37 Fact - Sales Backlog Lines.Financial Backlog Quantity

The total quantity of product that has been booked but not yet invoiced by the organization.

7.21.38 Fact - Sales Backlog Lines.Financial Backlog Amount

The total value of orders that have been booked but not yet invoiced by the organization.

7.21.39 Fact - Sales Backlog Lines.Operational Backlog Quantity

This metric measures the total quantity of products that has been booked but not yet shipped by the organization.

7.21.40 Fact - Sales Backlog Lines.Operational Backlog Amount

This metric measures the total value of orders that have been booked but not yet shipped by the organization.

7.21.41 Fact - Sales Backlog Lines.Operate Unscheduled Backlog Quantity

The total value of the operational backlog orders that do not have a set date and time to be fulfilled.




7.21.42 Fact - Sales Backlog Lines.Operate Unscheduled Backlog Amount

The total product quantity of the operational backlog orders that have a set date and time to be fulfilled.

7.21.43 Fact - Sales Backlog Lines.Operate Scheduled Backlog Quantity

The total value of the operational backlog orders that have a set date and time to be fulfilled.

7.21.44 Fact - Sales Backlog Lines.Operate Scheduled Backlog Amount

The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment.

7.21.45 Fact - Sales Backlog Lines.Operate Delinquent Backlog Quantity

The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment.

7.21.46 Fact - Sales Backlog Lines.Operate Delinquent Backlog Amount

The total product quantity of the operational backlog orders that have been put on hold.

7.21.47 Fact - Sales Backlog Lines.Operate Blocked Backlog Quantity

The total value of the operational backlog orders that are on hold.

7.21.48 Fact - Sales Backlog Lines.Operate Blocked Backlog Amount

The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received.

7.21.49 Fact - Sales Backlog Lines.Open RMA Value


7.21.50 Fact - Sales Backlog Lines.Hold Volume Rate

The percentage of line items on hold compared to regular line items.

7.21.51 Fact - Sales Backlog Lines.Hold Value Rate The percentage of line item revenue on hold compared to the revenue value of regular line items.

7.21.52 Fact - Work Order Performance.Completed Quantity

Completed quantity

7.21.53 Fact - Work Order Performance.Start Quantity

Start Qunatity

7.21.54 Fact - Work Order Performance.Scrap Quantity

Scrap Quantity

7.21.55 Fact - Work Order Performance.Rework Quantity

Rework Quantity

7.21.56 Fact - Work Order Performance.# of Work Orders Completed


7.21.57 Fact - Work Order Performance.# of On Time Work Orders

Number of work orders completed on time

7.21.58 Fact - Work Order Performance.Rework % Percentage of work order that are reworked

7.21.59 Fact - Work Order Performance.On Time % Percentage of work orders that were completed on or before scheduled completion

7.21.60 Fact - Work Order Performance.Scrap % Percentage of work orders that were scraped




7.21.61 Fact - Work Order Performance.Perfect Work Order %

Percentage of work orders that were completed on or before scheduled completion with no scrap and rework

7.21.62 Fact - Work Order Performance.Average Work Order Size

Average size of WO's for a given product

7.21.63 Fact - Work Order Performance.Production Frequency

The frequency of production of a given product in weeks. For example if there are work orders for a product completed every week, the frequency is considered weekly

7.21.64 Fact - Work Order Performance.Parts Per Million Defects

Count of units scrapped or reworked for every million units that were processed

7.21.65 Fact - Work Order Performance.# of Perfect Order

Number of work orders completed on or before schedule completion date with no scrap and rework

7.21.66 Fact - Work Order Performance.First Pass Yield

Ratio of units in a work order competed without any scrap or rework

7.21.67 Fact - Work Order Performance.Backlog Quantity

Total production quantity of open work orders that are open and pending completion

7.21.68 Fact - Work Order Performance.Backlog Amount

Total production amount of open work orders that are open and pending completion

7.21.69 Fact - Work Order Performance.Backlog % Percentage of total work orders that are currently open and pending completion

7.21.70 Fact - Work Order Performance.Past Due Backlog

7.21.71 Fact - Work Order Performance.Past Due Backlog Quantity

The total production quantity on open work orders that is past due

7.21.72 Fact - Work Order Performance.Past Due Backlog Amount

The total amount of production on open work orders that is past due


Marketing Analytics 8

This chapter describes metrics available in Marketing Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Marketing Analytics.

8.1 Marketing - CRM Campaigns


8.1.1 Campaign Execution Facts.# Called

# of campaign contacts contacted by Telemarketing agent for a given Campaign

8.1.2 Campaign Execution Facts.# Contacted

# of campaign contacts contacted by Telemarketing agent or by e-mail during a given Campaign

8.1.3 Campaign Execution Facts.# E- Mail Messages Bounced

# E- Mail Messages Bounced

8.1.4 Campaign Execution Facts.# E- Mail Messages Delivered

# E- Mail Messages Delivered

8.1.5 Campaign Execution Facts.# E- Mail Messages Sent

# E- Mail Messages Sent

8.1.6 Campaign Execution Facts.# E-Mail Messages Opened

# E-Mail Messages Opened

8.1.7 Campaign Execution Facts.# Individual Called

Total # of people targted in a campaign

8.1.8 Campaign Execution Facts.# Individual Contacted


8.1.9 Campaign Execution Facts.# of Accounts Called

# of Accounts targeted in a Campaign

8.1.10 Campaign Execution Facts.# of Accounts Contacted


8.1.11 Campaign Execution Facts.% Account Targets Called

% of the # targeted in a campaign that have been called by the Telemarketing agents or through e-mail campaigns. Shows progress of a call center campaign

8.1.12 Campaign Execution Facts.% Account Targets Contacted


8.1.13 Campaign Execution Facts.% Contacted


8.1.14 Campaign Execution Facts.% of Individual Targets Called


Marketing Analytics



8.1.15 Campaign Execution Facts.% of Individual Targets Contacted


8.1.16 Campaign Execution Facts.Avg. Number of Attempts (Phone)

# of Attempts made by the Telemarketing agent to contact a specified campaign contact

8.1.17 Campaign Execution Facts.Avg. Number of Days to Contact

# of Days passed in contacting a specified campaign contact

8.1.18 Campaign Execution Facts.E- Mail Message Open Rate (%)

Ratio of E- Mail Messages Opened to E- Mail Messages delivered

8.1.19 Campaign Launch Facts.# of Accounts Targeted

The above measures calculates the unique number of accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.1.20 Campaign Launch Facts.# of Contacts Targeted

The above measures calculates the unique number of contacts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.1.21 Campaign Launch Facts.# of Individuals Targeted

The above measures calculates the unique number of contacts or prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.1.22 Campaign Launch Facts.# of Prospects Targeted

The above measures calculates the unique number of prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.1.23 Campaign Launch Facts.# of Targeted Opportunities

Number of opportunities targeted while planning a campaign

8.1.24 Campaign Launch Facts.# of Times Promoted To Customer (Account)

# of Times an acccount was targeted in a campaign

8.1.25 Campaign Launch Facts.# of Times Promoted To Customer (Contact)

# of Times a contact was targeted in a campaign

8.1.26 Campaign Launch Facts.# Targeted

The above measures calculates the unique number of contacts or accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.1.27 Campaign Launch Facts.Cumulative # Targeted (Unique)

# Targeted (Individuals) over a period of time

8.1.28 Campaign Load Facts.# Loaded

Total # of people loaded in a Campaign

8.1.29 Campaign Load Facts.# Loaded but not launched

# Loaded but not launched --includes accounts and individuals

8.1.30 Campaign Load Facts.# of Accounts Loaded

# of Accounts Loaded in a campaign

8.1.31 Campaign Load Facts.# of Accounts Loaded but not launched

# of Accounts Loaded but not launched

Marketing Analytics



8.1.32 Campaign Load Facts.# of Individuals Loaded

# of Individuals Loaded in a campaign

8.1.33 Campaign Load Facts.# of Individuals Loaded but not launched

# of Individuals Loaded but not launched

8.1.34 Campaign Load Facts.# Overlapping Accounts by Campaigns

# of Accounts that Overlap between two specified campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab

8.1.35 Campaign Load Facts.# Overlapping Contacts in Campaigns

# of Accounts that Overlap between two specified unlaunced campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab

8.1.36 Goal Variance Lead Related (pre 7.9.6).Variance in # of Accounts with Leads with Revenue

Difference between actual and planned/predicted B2B Leads with associated revenue

8.1.37 Goal Variance Lead Related (pre 7.9.6).Variance in # of Contacts with Leads with Revenue

Difference between actual and planned/predicted B2C Leads with associated revenue

8.1.38 Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Account with Leads with Revenue

Metric "Average Cost per Account with Leads with Revenue" is defined as Average cost across all B2Bleads with associated revenue. And this variance metric gives the difference between planned/predicted and actual value of "Average Cost per Account with Leads with Revenue"

8.1.39 Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Contact with Leads with Revenue

Metric "Average Cost per Contact with Leads with Revenue" is defined as Average cost across all B2C leads with associated revenue. And this variance metric gives the difference between planned/predicted and actual value of "Average Cost per Contact with Leads with Revenue"

8.1.40 Goal Variance.Variance in # Accounts Targeted Accounts

Difference between actual and planned number of accounts targeted

8.1.41 Goal Variance.Variance in # Accounts with Opportunities

Difference between number of B2B opportunities actual and goal

8.1.42 Goal Variance.Variance in # Contacts Targeted

Difference between actual and planned number of contacts targeted

8.1.43 Goal Variance.Variance in # Contacts with Opportunities

Difference between number of B2C opportunities actual and goal

8.1.44 Goal Variance.Variance in # Leads

Difference between planned and actual number of leads generated

8.1.45 Goal Variance.Variance in # of Accounts with Orders

Difference between actual and planned/predicted B2B Leads with associated orders

8.1.46 Goal Variance.Variance in # of Contacts with Orders

Difference between actual and planned/predicted B2C Leads with associated orders

8.1.47 Goal Variance.Variance in Account % Conversion Rate to Orders

Metric "Account % Conversion Rate to Orders" is defined as the percentage of B2CB contacts converted to orders - # accounts with orders/ # accounts targeted * 100. And this variance metric gives the difference between planned/predicted and actual value of "Account % Conversion Rate to Orders"

Marketing Analytics



8.1.48 Goal Variance.Variance in Account Response Rate

Difference between planned and actual response rate from accounts

8.1.49 Goal Variance.Variance in Average Cost per Account with Orders

Metric "Avg .Cost per Account with Orders" is defined as Average cost across all B2CB customers who have placed an order. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Account with Orders"

8.1.50 Goal Variance.Variance in Average Cost per Accounts with Opportunities

Metric "Avg .Cost per Accounts with Opportunities" is defined as Average cost across all B2B customers/prospects with an associated opportunity created. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Contact with Accounts"

8.1.51 Goal Variance.Variance in Average Cost per Contact with Orders

Metric "Avg .Cost per Contact with Orders" is defined as Average cost across all B2C customers who have placed an order. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Contact with Orders"

8.1.52 Goal Variance.Variance in Average Cost per Contacts with Opportunities

Metric "Avg .Cost per Contacts with Opportunities" is defined as Average cost across all B2C customers/prospects with an associated opportunity created. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Contacts with Opportunities"

8.1.53 Goal Variance.Variance in Average Cost per Lead

Difference between planned and actual cost per lead

8.1.54 Goal Variance.Variance in Avg. Revenue per Sale to Accounts

Metric "Avg .Revenue per sale to Accounts" is defined as Average sale across all B2B customers who placed an order. And this variance metric gives the difference between planned and actual value of "Avg .Revenue per sale to Accounts"

8.1.55 Goal Variance.Variance in Avg. Revenue per Sale to Individuals

Metric "Avg .Revenue per sale to Individuals" is defined as Average sale across all B2C customers who placed an order. And this variance metric gives the difference between planned and actual value of "Avg .Revenue per sale to Individuals"

8.1.56 Goal Variance.Variance in Contact % Conversion Rate to Orders

Metric "Contact % Conversion Rate to Orders" is defined as the percentage of B2C contacts converted to orders - # contacts with orders/ # individuals targeted * 100. And this variance metric gives the difference between planned/predicted and actual value of "Contact % Conversion Rate to Orders"

8.1.57 Goal Variance.Variance in Contact Response Rate

Difference between planned and actual response rate from contacts

8.1.58 Goal Variance.Variance in Revenue

Difference between planned and actual Revenue

8.1.59 Goal Variance.Variance in ROI (%)

Difference between planned and actual percentage ROI

8.1.60 Goal Variance.Variance in ROI Amount

Difference between planned and actual ROI

8.1.61 Goal Variance.Variance in Total Expense

Difference between planned and actual Marketing Expense

8.1.62 Lead Facts(pre 7.9.6).# of Accounts with Leads with Revenue

Number of B2B leads with revenue associated

8.1.63 Lead Facts(pre 7.9.6).# of Contacts with Leads with Revenue

Number of B2C leads with revenue associated

8.1.64 Lead Facts(pre 7.9.6).# of Leads with Revenue

Total number of leads with revenue associated (This is applicable to pre 8.1 Siebel CRM Application)

8.1.65 Lead Facts(pre 7.9.6).Account Conversion Rate to Leads (%) with Revenue

B2B Lead conversion rate (Applicable to pre 8.1 Leads model from Siebel CRM)

Marketing Analytics



8.1.66 Lead Facts(pre 7.9.6).Average # of Days Open for Unqualified Leads with Revenue

Average number of days lead remains unqualified and which has an associated opportunity revenue (Applicable to pre 8.1 Leads model from Siebel CRM)

8.1.67 Lead Facts(pre 7.9.6).Average # of Days to Accept Leads with Revenue

Average number of days to accept the leads and which has an associated opportunity revenue (Applicable to pre 8.1 Leads model from Siebel CRM)

8.1.68 Lead Facts(pre 7.9.6).Contact Conversion Rate to Leads (%) with Revenue

B2C Lead conversion rate (Applicable to pre 8.1 Leads model from Siebel CRM)

8.1.69 Lead Facts.# of Contacts with Leads

Number of B2B Contacts that create leads.

8.1.70 Lead Facts.# of Customer with Leads

Number of Customers that create leads.

8.1.71 Lead Facts.# of Leads Number of leads created.

8.1.72 Lead Facts.Avg # of Days Open for Unqualified Leads

Average number of days took to covert the leads to opportunity

8.1.73 Marketing Source Counts.# of Campaigns

# of Campaign Plans

8.1.74 Marketing Source Counts.# of Programs

# of Campaign Plans

8.1.75 Marketing Source Counts.# of Stages

# of Campaign Plans

8.1.76 Marketing Source Counts.# of Tactics

Number of marketing tactics

8.1.77 Marketing Source Counts.# Segments

Total # of segments in a campaign

8.1.78 Marketing Source Counts.# Stand Alone Campaigns

# of Stand Alone Campaigns

8.1.79 Marketing Source Counts.# Vendors

Total # of Vendors in a campaign

8.1.80 Marketing Source Counts.# Waves

Total # of Waves in a campaign

8.1.81 Offer Facts.# Offered Products

Number of products offered

8.1.82 Offer Facts.Order Margin Margin for ordered item

8.1.83 Offer Facts.Order Revenue Total Order revenue

8.1.84 Offer Facts.Units Sold Number of units sold

8.1.85 Opportunity Facts.# of Accounts with Opportunities

Total number of accounts with opportunities created

8.1.86 Opportunity Facts.# of Losses

This metric measures the # of Closed-Lost Opportunities.

8.1.87 Opportunity Facts.# of Opportunities

Total number of opportunities

8.1.88 Opportunity Facts.# of Targeted Opportunities

Number of opportunities targeted while planning a campaign

Marketing Analytics



8.1.89 Opportunity Facts.# of Wins

This metric measures the # of Closed-Won Opportunities.

8.1.90 Opportunity Facts.Actual Opty Conversion Rate

# of Opportunities converted to Orders

8.1.91 Opportunity Facts.Closed Revenue

This metric measures Closed Revenue.

8.1.92 Opportunity Facts.Opportunity Revenue

This metric measures Opportunity Revenue.

8.1.93 Opportunity Facts.Win Rate This metric displays the # of Wins divided by the Total # of Wins and Losses.

8.1.94 Order Facts.# of Accounts with Orders

Number of B2B orders

8.1.95 Order Facts.# of Contacts with Orders

Number of B2C orders

8.1.96 Order Facts.# of Opportunities with Orders

Total # of Opportunities with Orders

8.1.97 Order Facts.# of Order Line Items

Number of order line items

8.1.98 Order Facts.# of Orders This metric measures the # of Orders.

8.1.99 Order Facts.# of Products Purchased by Contact

Total # of products pruchased by a specified contact

8.1.100 Order Facts.Average Order Size

This metric measures the average total order size excluding tax and freight.

8.1.101 Order Facts.Cumulative Revenue Earned

Revenue Earned from a product, cumulated over time.

8.1.102 Order Facts.Cumulative Units Sold

# of Units sold of product, cumulated over time.

8.1.103 Order Facts.Opty to Order Conversion Rate

The value realized by dividing the # of Opportunities by # of Orders

8.1.104 Order Facts.Order Item Margin

This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension.

8.1.105 Order Facts.Order Item Revenue

This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension.

8.1.106 Order Facts.Order Item Revenue per Order

Revenue per order item

8.1.107 Order Facts.Order Number Credit Card Name (values based on LOV type 'PAY_ACCNT_CD')

8.1.108 Order Facts.Purchase Rate (Contacts)

The ratio of campaign contacts who placed an order to the total # of contacts targeted by the campaign

8.1.109 Order Facts.Quantity Requested

Quantity of order line items requested

8.1.110 Order Facts.Quantity Shipped

Quantity of order line items shipped

8.1.111 Order Facts.Revenue Per Order

Total Revenue earned in a campaign divided by total orders booked due to the campaign. Works only at the Campaign Plan and campaign level.

8.1.112 Order Facts.Total Order Revenue

This metric measures Total Order Revenue excluding Tax and Freight.

8.1.113 Predicted Goals.# Leads (Predicted)

the number of leads a marketing campaign aims to generate

8.1.114 Predicted Goals.# Opportunities (Predicted)

the number of opportunities a marketing campaign aims to generate

Marketing Analytics



8.1.115 Predicted Goals.# Orders (Predicted)

the number of orders a marketing campaign aims to generate

8.1.116 Predicted Goals.# Targeted (Predicted)

Predicted # of people to be targted in a campaign.

8.1.117 Predicted Goals.Average Cost per Lead (Predicted)

the average cost expected per lead a marketing campaign aims to generate

8.1.118 Predicted Goals.Average Cost per Opportunity (Predicted)

the average cost expected per opportunity a marketing campaign aims to generate

8.1.119 Predicted Goals.Average Cost per Order (Predicted)

the average cost expected per order a marketing campaign aims to generate

8.1.120 Predicted Goals.Avg. Contribution Margin (Predicted)

contribution margin predicted

8.1.121 Predicted Goals.Avg. Revenue per Sale (Predicted)

Revenu eper sale predicted

8.1.122 Predicted Goals.Conversion Rate (Predicted)

This metric comes from the value specified in the Financial Modeler in Siebel Marketing

8.1.123 Predicted Goals.Response Rate (%) (Predicted)

Predicted Response rate. Response rate is the percentage of customers that responded among all that were contacted

8.1.124 Predicted Goals.Revenue (Predicted)

Revenue that a marketing campaign aims to generate

8.1.125 Predicted Goals.ROI Amount (Predicted)

the expected return on investment from a marketing campaign

8.1.126 Predicted Goals.ROI% (Predicted)


8.1.127 Predicted Goals.Total Expenses (Predicted)

Predicted cost of a marketing tactic

8.1.128 Program Budget Facts.Campaign Budget Assigned

Budget assigned to marketing campaign

8.1.129 Program Budget Facts.Campaign Budget Requested

Budget requested for marketing campaign

8.1.130 Program Budget Facts.Program Budget Assigned

Budget assigned to marketing program

8.1.131 Program Budget Facts.Program Budget Requested

Budget requested for marketing program

8.1.132 Response Facts.# Accounts Responded

# of Accounts responding to a campaign. This metric should be used in a B2B campaign to asses the response level from Accounts

8.1.133 Response Facts.# of Responded Accounts converted to Opportunities

# of Resonded Accounts converted into Opportunities for a Campaign plan

8.1.134 Response Facts.# Responders (B2B) Converted to Lead

Total number of B2B responses converted to leads

Marketing Analytics



8.1.135 Response Facts.# Responders (B2C) Converted to Lead

Total number of B2C responses converted to leads

8.1.136 Response Facts.# Responders (Contacts)

# of Unique Respondants.

8.1.137 Response Facts.# Responses

Total # of Responses. Works at the Program Plan, Program, Stage , Campaign plan and Campaign level

8.1.138 Response Facts.# Responses by Account

# Responses by Account

8.1.139 Response Facts.# Responses Converted to Lead

Total # of responses converted to leads

8.1.140 Response Facts.% of Program Response

% of Response within a specified Program plan coming from the specified set (like Campaigns).

8.1.141 Response Facts.% of Response Method

% of Responses falling into the specified Response type category. This metric may also be constrained Campaigns etc.

8.1.142 Response Facts.% of Response Type

% of Responses falling into the specified Response type category. This metric may also be constrained Campaigns etc.

8.1.143 Response Facts.% Responses converted to Leads

# responses converted to lead / # responses * 100

8.1.144 Response Facts.Actual Opty Conversion Rate

# of Opportunities converted to Orders

8.1.145 Response Facts.Average Response Lag in Days

The lag is calculated from Campaign Start Date. The lag for each response is averaged. Will work at the Campaign level only

8.1.146 Response Facts.Cumulative # Responders (Unique)

cumulative # of Respondants.

8.1.147 Response Facts.Cumulative Response Rate (Individuals)

The Response Rate for a Campaign plan as it cumulates over campaigns

8.1.148 Response Facts.Rank by # of Unique Responders

Rank the values of a Dimensional attribute by Total # of Unique Responders

8.1.149 Response Facts.Response Rate (Accounts)

% of # Targeted within a specified Campaign plan coming from the specified set (like Campaigns)

8.1.150 Response Facts.Response Rate(Contacts)


8.2 Marketing - CRM Consumers


8.2.1 Customer Counts.# Accounts For All Contacts

Total number of accounts across all parties

8.2.2 Customer Counts.# Active Household Contacts

Total # of Active household contacts

8.2.3 Customer Counts.# Active Households

Total # of Active households

Marketing Analytics



8.2.4 Customer Counts.# Contacts for All Accounts

Total number of account contacts across all accounts

8.2.5 Customer Counts.# Contacts with SRs

Number of contacts with service requests

8.2.6 Customer Counts.# Household Contacts

Total # of contacts via households

8.2.7 Customer Counts.# Households

Total # of households

8.2.8 Customer Counts.# of Contacts with Activities

Number of contacts with activities

8.2.9 Customer Counts.# of Contacts with Orders

Total # of Contacts with Orders

8.2.10 Customer Counts.# of New Contacts

Number of additional contacts created since the time of the last ETL incremental update.

8.2.11 Customer Counts.# Targeted (Contacts)

# of Contacts targeted in a Campaign

8.2.12 Customer Counts.# Targeted (Individuals)


8.2.13 Customer Counts.# Targeted (Prospects)

# of Prospects targeted in a Campaign

8.2.14 Customer Counts.Contact Attrition

The number of contacts that have become inactive or have been deleted since the last time the data warehouse was refreshed.

8.2.15 Customer Counts.Total # of Profile Contacts

Count of total contacts

8.2.16 Household Facts.# Active Households

Total # of Active households

8.2.17 Household Facts.# Households

Total # of households

8.2.18 Household Facts.Average # of Contacts per Household

Average of the # of contacts across households

8.2.19 Household Facts.Average Household Income

Average of the incomes of the individuals in a household

8.2.20 Household Facts.Average Household Net Worth

Average of the net worth of the individuals in a household

8.2.21 Household Facts.Total Household Income

Total income of all individuals in a household

8.2.22 Household Facts.Total Household Net Worth

The total of the net worths of the individuals in a household

8.2.23 Marketing Interactions.# of Accounts Targeted


8.2.24 Marketing Interactions.# of Activity Campaign Plans

Counts the number of planned campaigns

8.2.25 Marketing Interactions.# of Contacts Targeted


Marketing Analytics



8.2.26 Marketing Interactions.# of Individuals Targeted


8.2.27 Marketing Interactions.# of Prospects Targeted

The above measures calculates the unique number of prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.2.28 Marketing Interactions.# of Surveys

Number of customer satisfaction surveys carried out

8.2.29 Marketing Interactions.# of Times Promoted To Customer (Contact)


8.2.30 Marketing Interactions.# Overlapping Contacts in Campaigns


8.2.31 Marketing Interactions.# Responses


8.2.32 Marketing Interactions.# Responses by Account


8.2.33 Marketing Interactions.# Responses by Contact

# Responses by Contact

8.2.34 Marketing Interactions.# Responses Converted to Opportunities

Total # of responses converted to opportunities

8.2.35 Marketing Interactions.# Targeted (Individuals)


8.2.36 Marketing Interactions.Average Response Lag in Days


8.2.37 Marketing Interactions.Average Weeks Between Promotions for Customer

The average time between promotions for a Customer expressed in weeks

8.2.38 Marketing Interactions.Customer Promoted to within Days

Selects the customers that were targeted in a campaign within the specifed # of days from 'today'

8.2.39 Marketing Interactions.First Time Promoted to Customer

First time a product was promoted to the selected customer

8.2.40 Marketing Interactions.Last Time Promoted to Customer

Last time a product was promoted to the selected customer

8.2.41 Marketing Interactions.Marketing Cost Per Customer

Marketing Cost Per Customer

8.2.42 Marketing Interactions.Marketing Cost per Customer (Individuals)

Total Marketing expenses on a specified contact

Marketing Analytics



8.2.43 Marketing Interactions.Propensity To Respond to Promotions by Contact

Total # of Responses for a contact divided by the # of times targeted in a campaign

8.2.44 Marketing Interactions.Propensity to Respond to Promotions by Contact (Tertile)

See Metric "Propensity to Respond to Promotions". This metric breaks the range into three buckets based on range of values

8.2.45 Marketing Interactions.Responses per Responder

# of Responses per Responder

8.2.46 Next Product Purchased.# Purchasers of Next Product

Metric used in the Next Product Purchased Report

8.2.47 Next Product Purchased.# Purchasers Selected Product

# of Purchasers of selected Product

8.2.48 Next Product Purchased.% of Next Product Purchased (Contacts)

This metric is used in the Next Product Purchased Report

8.2.49 Product Facts.# of Products Purchased by Contact


8.2.50 Product Facts.# Orders with Market Basket Product

# of Orders for the Product in the Market Basket of Another specifed product. Please see Market Basket Report

8.2.51 Product Facts.# Orders with Selected Product

Number of orders for the selected product

8.2.52 Product Facts.% of Overlapping Purchases by Products (Accounts)

This metric measures the % of Orders for a given Product that also include a given Market Basket Product.

8.2.53 Purchase Behavior.# of Accounts with Orders

Total # of Accounts with Orders

8.2.54 Purchase Behavior.# of Assets

Number of assets with service requests

8.2.55 Purchase Behavior.# of items in Web Shopping cart

Number of quote items

8.2.56 Purchase Behavior.# of Orders

This metric measures the # of Orders.

8.2.57 Purchase Behavior.# of Products Purchased by Contact


8.2.58 Purchase Behavior.Average Deal Size

This metric measures the Average Opportunity Size for closed opportunities.

8.2.59 Purchase Behavior.Average Discount % across Web Shopping cart

Average Discount% for the items quoted

8.2.60 Purchase Behavior.Average Order Age

Average number of days between order date and data warehouse refresh date

Marketing Analytics



8.2.61 Purchase Behavior.Average Order Item Discount

Average order item discount amount

8.2.62 Purchase Behavior.Average Order Size


8.2.63 Purchase Behavior.Average Sales Cycle

This metric measures the Average time in days from an Opportunity's creation to its closure as Closed-Won.

8.2.64 Purchase Behavior.Cumulative Revenue Earned


8.2.65 Purchase Behavior.Cumulative Units Sold


8.2.66 Purchase Behavior.Discount Amount of items in Web Shopping Cart

Discount Amount for the item quoted

8.2.67 Purchase Behavior.Loyal Customer Groups (Years)

Based on the number of interactions in the lat one year , rank and group the B2C customers

8.2.68 Purchase Behavior.Margin on items in Web shopping cart

Margin for the item quoted

8.2.69 Purchase Behavior.Number of months since last order

Selects all contacts/Accounts who have placed order within the specified # of months

8.2.70 Purchase Behavior.Order Item Cost

Total order item cost

8.2.71 Purchase Behavior.Order Item Discount Amount

This metric measures Order Discount at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension.

8.2.72 Purchase Behavior.Order Item Margin


8.2.73 Purchase Behavior.Order Item Revenue


8.2.74 Purchase Behavior.Quantity Requested


8.2.75 Purchase Behavior.Quantity Shipped


8.2.76 Purchase Behavior.Quintile Order Item Margin

Order item margin quintile rank, between 1-5, i.e. 1 means order item margin is in the top 20%

8.2.77 Purchase Behavior.Total Order Costs

Total cost of all order items

8.2.78 Purchase Behavior.Total Order Revenue


8.2.79 Purchase Behavior.Years Since First Order

Number of years since first order

Marketing Analytics


8.3 Marketing - CRM Customers


8.3.1 Account Facts.# of Accounts

Total number of B2B accounts

8.3.2 Account Facts.# of Inbound Interaction Activities

# of Inbound interactions with a contact

8.3.3 Account Facts.# of Interactions

# of Inbound and outbound interactions with a contact

8.3.4 Account Facts.# of New Accounts

Number of additional accounts created since the time of the last ETL incremental update.

8.3.5 Account Facts.# of New Contacts

Number of additional contacts created since the time of the last ETL incremental update.

8.3.6 Account Facts.# of Outbound Interaction Activities

# of outbound interactions with a contact

8.3.7 Account Facts.Account Attrition

The number of accounts that have become inactive or have been deleted since the last time the data warehouse was refreshed.

8.3.8 Account Facts.Account Loyalty

Actual cost per consumer orders

8.3.9 Account Facts.Account Loyalty Group

Based on the number of interactions in the lat one year , rank and group the B2B customers

8.3.10 Account Facts.Contact Attrition

The number of contacts that have become inactive or have been deleted since the last time the data warehouse was refreshed.

8.3.11 Account Facts.Cost to Serve the Customer (Account)

Total Marketing Cost plus Service Cost

8.3.12 Account Facts.Inbound Interaction Decile

# of interactions for a contact broken in buckets of ranging from highest to lowest. This helps identify contacts with high and low inetractions

8.3.13 Account Facts.Interaction Groupings

This metric ranks and groups the B2B customers based on their frequency of interactions

8.3.14 Account Facts.Outbound Interaction Decile

# of interactions for a contact broken in buckets of ranging from highest to lowest. This helps identify contacts with high and low inetractions

8.3.15 Marketing Interaction Facts.# of Activity Campaign Plans

Counts the number of planned campaigns

8.3.16 Marketing Interaction Facts.# of Responded Accounts converted to Opportunities

# of Resonded Accounts converted into Opportunities for a Campaign plan

8.3.17 Marketing Interaction Facts.# of Surveys


8.3.18 Marketing Interaction Facts.# of Times Promoted To Customer (Account)

# of Times an acccount was targeted in a campaign

8.3.19 Marketing Interaction Facts.# of Times Promoted To Customer (Contact)


8.3.20 Marketing Interaction Facts.# Overlapping Accounts by Campaigns

# of Accounts that Overlap between two specified campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab

Marketing Analytics



8.3.21 Marketing Interaction Facts.# Overlapping Contacts in Campaigns


8.3.22 Marketing Interaction Facts.# Responses


8.3.23 Marketing Interaction Facts.# Responses by Account


8.3.24 Marketing Interaction Facts.# Responses by Contact

# Responses by Contact

8.3.25 Marketing Interaction Facts.# Responses Converted to Opportunities

Total # of responses converted to opportunities

8.3.26 Marketing Interaction Facts.# Targeted (Accounts)


8.3.27 Marketing Interaction Facts.# Targeted (Individuals)


8.3.28 Marketing Interaction Facts.Average Response Lag in Days


8.3.29 Marketing Interaction Facts.Average Weeks Between Promotions for Customer

The average time between promotions for a Customer expressed in weeks

8.3.30 Marketing Interaction Facts.Customer Promoted to within Days

Selects the customers that were targeted in a campaign within the specifed # of days from 'today'

8.3.31 Marketing Interaction Facts.Marketing Cost Per Account

Marketing Cost Per Account

8.3.32 Marketing Interaction Facts.Marketing Cost per Customer

To be used to get customer counts based on Marketing Spend as criterion

8.3.33 Marketing Interaction Facts.Propensity to Respond To Promotions by Account

# of Responses by Accounts divided by # of times targeted in Campaigns

8.3.34 Marketing Interaction Facts.Propensity to Respond to Promotions by Account (Tertile)

Propensity to Respond by Account broken in three buckets based on value.

8.3.35 Marketing Interaction Facts.Propensity To Respond to Promotions by Contact

Total # of Responses for a contact divided by the # of times targeted in a campaign

8.3.36 Marketing Interaction Facts.Propensity to Respond to Promotions by Contact (Tertile)

See Metric "Propensity to Respond to Promotions". This metric breaks the range into three buckets based on range of values

Marketing Analytics



8.3.37 Marketing Interaction Facts.Responses per Responder

# of Responses per Responder

8.3.38 Opportunity Facts.# Days in Stage

This metric measures the # of days between the latest ETL date and the date a given Opportunity entered its current Sales Stage.

8.3.39 Opportunity Facts.# of Accounts

Total # of Accounts with Opportunities

8.3.40 Opportunity Facts.# of Competitive Opportunities

This metric measures the # of Opportunities that have a Primary Competitor.

8.3.41 Opportunity Facts.# of Losses


8.3.42 Opportunity Facts.# of Open Opportunities

This metric measures the # of Open Opportunities.


This metric counts the # of Opportunities.

8.3.44 Opportunity Facts.# of Opportunities with Orders




8.3.46 Opportunity Facts.Average Deal Size

This metric measures the Average Opportunity Size for closed opportunities.

8.3.47 Opportunity Facts.Average Probability

This metric averages Win probability.

8.3.48 Opportunity Facts.Average Sales Cycle

This metric measures the Average time in days from an Opportunity's creation to its closure as Closed-Won.

8.3.49 Opportunity Facts.Close Rate

This metric displays the # of Wins divided by the # of Opportunities.

8.3.50 Opportunity Facts.Closed Cost

This metric measures Closed Cost.

8.3.51 Opportunity Facts.Closed Margin

This metric measures Closed Margin.



8.3.53 Opportunity Facts.Closed Revenue (000)

This metric measures Closed Opportunity Revenue in 1000s

8.3.54 Opportunity Facts.Closed Revenue (000,000)

This metric measures Closed Revenue in 1,000,000s.

8.3.55 Opportunity Facts.Competitive Opportunity Revenue

This metric displays Opportunity Revenue for those Opportunities that have a Primary Competitor.

8.3.56 Opportunity Facts.Expected Revenue

This metric measures Expected Revenue.

8.3.57 Opportunity Facts.Expected Revenue (000)

This metric displays Expected Revenue in 1000s.

8.3.58 Opportunity Facts.Expected Revenue (000,000)

This metric measures Expected Revenue in 1,000,000s

8.3.59 Opportunity Facts.Loss Rate

This metric displays the # of Losses divided by the Total # of Wins and Losses.

Marketing Analytics



8.3.60 Opportunity Facts.Lost Margin

This metric displays Lost Opportunity Margin.

8.3.61 Opportunity Facts.Lost Revenue

This metric displays Lost Opportunity Revenue.

8.3.62 Opportunity Facts.Lost Revenue (000)

This metric measures Lost Opportunity Revenue in 1000s

8.3.63 Opportunity Facts.Opportunity Average Days Open

This metric measures the # of Days an Opportunity has been Open.

8.3.64 Opportunity Facts.Opportunity Cost

This metric measures Opportunity Cost.

8.3.65 Opportunity Facts.Opportunity Detail Revenue (000)

This metric measures Opportunity Revenue in 1000s for Revenue line items. This metric should be used with the Product dimension.



8.3.67 Opportunity Facts.Opportunity Revenue (000)

This metric displays Opportunity Revenue in 1000s.

8.3.68 Opportunity Facts.Opportunity Revenue (000,000)

This metric measures Opportunity Revenue in 1,000,000s

8.3.69 Opportunity Facts.Rank by % Closed

Rank the percentage of closed opportunity revenue to total opportunity revenue

8.3.70 Opportunity Facts.Win Rate This metric displays the # of Wins divided by the Total # of Wins and Losses.

8.3.71 Order Facts.# Contacts Orders

Number of orders from consumers



8.3.73 Order Facts.# of Assets Number of assets with service requests


8.3.75 Order Facts.# of Products Purchased by Account

Total # of products pruchased by a specified account

8.3.76 Order Facts.# of Products Purchased by Contact


8.3.77 Order Facts.Average Order Age


8.3.78 Order Facts.Average Order Discount (%)

This metric measures the average order discount % at the order level.

8.3.79 Order Facts.Average Order Item Discount




8.3.81 Order Facts.Line Item Order Revenue (000)

This metric measures Order Revenue in 1000s based on Order date and does not include Tax, Freight or Header-level discounts. This metric should be used with the product dimension.

8.3.82 Order Facts.Line Item Shipped Revenue (000)

This metric measures Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts

8.3.83 Order Facts.Order Item Cost


Marketing Analytics



8.3.84 Order Facts.Order Item Discount Amount






8.3.87 Order Facts.Product Cost by Customer (Contact)

Total Cost of all the products sold to a contact





8.3.90 Order Facts.Quintile Order Item Margin




8.3.92 Order Facts.Total Order Revenue (000)

Total order header revenue after adjustments (in thousands)

8.3.93 Order Facts.Total Shipped Revenue (000)

This metric measures the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts.

8.3.94 Order Facts.Years Since First Order

Number of years since the contact ordered last time

8.3.95 Product Facts.# of Products Purchased by Account


8.3.96 Product Facts.# of Purchasers of Selected Product


8.3.97 Product Facts.# Orders with Market Basket Product

# of Orders for the Product in the Market Basket of Another specifed product. Please see Market Basket Report

8.3.98 Product Facts.# Orders with Selected Product

Number of orders for the selected product

8.3.99 Product Facts.# Purchasers of Next Product (Accounts)

This metric measures the # of Accounts for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account.

8.3.100 Product Facts.# Purchasers Selected Product (Accounts)

This metric measures the # of Accounts that purchased a given Product

8.3.101 Product Facts.% of Next Product Purchase (Accounts)

This metric measures the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account.

8.3.102 Product Facts.% of Overlapping Customers by Products (Accounts)

This metric is used in theProduct Propensity Report

8.3.103 Product Facts.Product Cost by Customer (Account)

Total Cost of all the products sold to an account

Marketing Analytics


8.4 Marketing - CRM Events


8.4.1 Event Counts.# of Event Plans

Number of marketing event plans

8.4.2 Event Counts.# of Events Number of marketing events

8.4.3 Event Counts.# of Sessions Number of event sessions

8.4.4 Event Opportunities.# of Accounts with Opportunities

Number of accounts (B2B customer) with opportunities

8.4.5 Event Opportunities.# of Contacts with Opportunities

Number of contacts (B2C customer) with opportunities

8.4.6 Event Opportunities.# of Losses


8.4.7 Event Opportunities.# of Opportunities

Number of opportunities resulted from a mrketing event

8.4.8 Event Opportunities.# of Wins


8.4.9 Event Opportunities.Average Cost per Account with Opportunities

Average cost per B2B opportunities, generated from the event

8.4.10 Event Opportunities.Average Cost per Contact with Opportunities

Average cost per B2C opportunities, generated from the event

8.4.11 Event Opportunities.Closed Revenue


8.4.12 Event Opportunities.Opportunity Revenue


8.4.13 Event Opportunities.Win Rate

This metric displays the # of Wins divided by the Total # of Wins and Losses.

8.4.14 Event Orders.# of Accounts with Orders

Actual number of B2B customers with orders, generaetd from the event

8.4.15 Event Orders.# of Contacts with Orders

Number of B2B orders

8.4.16 Event Orders.# of Opportunities with Orders


8.4.17 Event Orders.# of Order Line Items


8.4.18 Event Orders.# of Orders This metric measures the # of Orders.

8.4.19 Event Orders.# of Products Purchased by Contact


8.4.20 Event Orders.Average Order Size


8.4.21 Event Orders.Cumulative Revenue Earned


8.4.22 Event Orders.Cumulative Units Sold


Marketing Analytics



8.4.23 Event Orders.Opty to Order Conversion Rate

The value realized by dividing the # of Opportunities by # of Orders

8.4.24 Event Orders.Order Item Margin


8.4.25 Event Orders.Order Item Revenue


8.4.26 Event Orders.Order Item Revenue per Order

Number of B2C orders

8.4.27 Event Orders.Order Number

Credit Card Name (values based on LOV type 'PAY_ACCNT_CD')

8.4.28 Event Orders.Purchase Rate (Contacts)

The ratio of campaign contacts who placed an order to the total # of contacts targeted by the campaign

8.4.29 Event Orders.Quantity Requested


8.4.30 Event Orders.Quantity Shipped


8.4.31 Event Orders.Revenue Per Order

Total Revenue earned in a campaign divided by total orders booked due to the campaign. Works only at the Campaign Plan and campaign level.

8.4.32 Event Orders.Total Order Revenue


8.4.33 Event Targets.# of Accounts Targeted


8.4.34 Event Targets.# of Contacts Targeted


8.4.35 Event Targets.# Targeted The above measures calculates the unique number of contacts or accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.4.36 Expenses.Budget Assigned Budget Assigned for each campaign by cost type and cost category

8.4.37 Expenses.Fixed Cost (Actual)

Fixed Cost (Actual)

8.4.38 Expenses.Marketing Cost (Actual)

Actual Marketing Cost by cost Category and cost type

8.4.39 Expenses.Marketing Cost (Forecasted)

Forecasted Marketing Cost by cost Category and cost type

8.4.40 Facts.Budget Assigned Budget Assigned for each campaign by cost type and cost category

8.4.41 Goal Achievement Lead Related (pre 7.9.6).# of Accounts with Leads with Revenue

Actual number of B2B leads with revenue, generated from the event

8.4.42 Goal Achievement Lead Related (pre 7.9.6).# of Contacts with Leads with Revenue

Actual number of B2C leads with revenue, generated from the event

8.4.43 Goal Achievement.Actual Expenses

Actual Expenses incurred on a Marketing Campaign

Marketing Analytics



8.4.44 Goal Achievement.Average Cost per Account with Orders

Actual cost per business orders

8.4.45 Goal Achievement.Average Cost per Contact with Orders

Actual cost per consumer orders

8.4.46 Goal Achievement.Avg. Revenue per Sale to Accounts

Actual revenue per business sale

8.4.47 Goal Achievement.Avg. Revenue per Sale to Individuals

Actual revenue per consumer sale

8.4.48 Goal Achievement.Revenue

Actual Revenue

8.4.49 Goal Achievement.ROI % Actual ROI percentage

8.4.50 Goal Achievement.ROI Amount

Actual ROI amount

8.4.51 Goal Variance Lead Related (pre 7.9.6).Variance in # of Accounts with Leads with Revenue

Difference between actual and planned number of B2B leads with revenue, generated from the event

8.4.52 Goal Variance Lead Related (pre 7.9.6).Variance in # of Contacts with Leads with Revenue

Difference between actual and planned number of B2C leads with revenue, generated from the event

8.4.53 Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Account with Leads with Revenue

Difference between actual and planned average cost per B2B leads with revenue, generated from the event

8.4.54 Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Contact with Leads with Revenue

Difference between actual and planned average cost per B2C leads with revenue, generated from the event


Difference between planned and actual number of accounts (B2B customer) with opportunities


Difference between planned and actual number of contacts (B2C customer) with opportunities




Difference between actual and planned/predicted number of B2B orders, generated from the event


Difference between actual and planned/predicted number of B2C orders, generated from the event


Difference between actual and planned/predicted average cost per B2B orders , generated from the event

Marketing Analytics




Difference between planned and actual cost per B2B opportunities


Difference between actual and planned/predicted average cost per B2C orders, generated from the event


Difference between planned and actual cost per B2C opportunities




Difference between actual and planned/predicted B2B revenue per sale, generated from the event


Difference between actual and planned/predicted B2C revenue per sale, generated from the event


Difference between planned and actual Revenue




Difference between planned and actual ROI Amount


Difference between planned and actual Expense

8.4.71 Invitees and Registrants.# of Invitees

Number of invitees for the event

8.4.72 Invitees and Registrants.# of Seats Taken

Number of seats taken
















contribution margin predicted


Revenu e per sale predicted

Marketing Analytics















8.5 Marketing - CRM Lead to Order


8.5.1 Lead Facts.# Leads Converted

Number of leads converted to opportunities.


8.5.3 Lead Facts.Actual Cost Actual cost the generate lead.

8.5.4 Lead Facts.Avg Cost Per Lead

Average Marketing Cost to generate a lead.

8.5.5 Lead Facts.Leads to Opportunity Conversion(%)

Leads converted to opportunity, in %.

8.5.6 Order Facts.# of Orders from Lead

Number of orders leads resulted in.

8.5.7 Order Facts.Revenue Per Lead

Total revenue from lead / # of leads



8.5.9 Order Facts.Total Order Revenue from Lead

Total order revenue generated from marketing leads

8.5.10 Quote Facts.# of Quotes from Lead

Number of quotes leads resulted in.

8.5.11 Quote Facts.Total Quote Revenue

Sum of total quote revenue

8.5.12 Revenue Facts.# of Opportunities


8.5.13 Revenue Facts.# of Opportunities from Lead

Total number of opportunities generated from leads

8.5.14 Revenue Facts.% Opportunities from Lead

What percentage of opportunities are generated from leads

8.5.15 Revenue Facts.Opportunity Revenue


Marketing Analytics


8.6 Marketing - CRM Leads


8.6.1 Lead Facts.# Customer Leads Converted

of leads converted, who were already existing customers.

8.6.2 Lead Facts.# Excellent Leads Converted

Number of leads converted to opportunities with quality '1- Exellent'.

8.6.3 Lead Facts.# Leads Assigned

Number of leads Assigned to a sales group / rep.


Number of leads converted to opportunities.

8.6.5 Lead Facts.# Leads from B2B Customer

Number of Leads from B2B customers.

8.6.6 Lead Facts.# Leads from B2C Customer

Number of eads from B2C customers.

8.6.7 Lead Facts.# Leads from Customer

Number of leads created from exiting customer.

8.6.8 Lead Facts.# Leads from Prospect

Number of leads created from prospects.

8.6.9 Lead Facts.# Leads Generated from Marketing Source

Number of leads generated from marketing source

8.6.10 Lead Facts.# Leads Generated from Non Marketing Source

Leads generated through inbound marketing activity.

8.6.11 Lead Facts.# Leads Open Number of leads in Open status (leads which are not acted upon).

8.6.12 Lead Facts.# Leads Rejected

# Leads Rejected .

8.6.13 Lead Facts.# Leads Retired Number of leads retired.

8.6.14 Lead Facts.# Leads Unassigned

Leads not assigned to anyone yet.

8.6.15 Lead Facts.# of Accepted Leads

Number of Leads accepted by the sales force.

8.6.16 Lead Facts.# of B2B Customer with Leads

Number of B2B Customers that is a lead

8.6.17 Lead Facts.# of B2C Customer with Leads

Number of B2C Customers that is a lead

8.6.18 Lead Facts.# of Excellent Leads

Number of leads created with quality = '1-Excellent'


8.6.20 Lead Facts.# of Leads from Campaign

Number of Leads from Campaign.

8.6.21 Lead Facts.# of Leads from Event

Number of Leads from Events.

8.6.22 Lead Facts.# Prospect Leads Converted

Number of leads converted, who are not existing customers.

8.6.23 Lead Facts.% Leads Rejected

Leads rejected, in %.

8.6.24 Lead Facts.% Leads Retired

Leads Retired, in %.

Marketing Analytics



8.6.25 Lead Facts.Actual Cost Actual cost the generate lead.

8.6.26 Lead Facts.Average # of Days to Assign Leads

Average number of days took to assign the leads.

8.6.27 Lead Facts.Average # of Days to Convert Leads


8.6.28 Lead Facts.Average Lead Age(Days)

Average # of Days before the lead is converted/ rejected / retired. # of days lead is open until having a final outcome

8.6.29 Lead Facts.Avg Cost Per Lead



Leads converted to opportunity, in %.

8.7 Marketing - CRM Planning


8.7.1 Expenses.# of Invoices # of Invoices for marketing expenses

8.7.2 Expenses.# of Payable Invoices

# of Payable Invoices for marketing expenses

8.7.3 Expenses.Budget Assigned Budget Assigned for each campaign by cost type and cost category

8.7.4 Expenses.Fixed Cost (Actual)

Fixed Cost (Actual)

8.7.5 Expenses.Invoice Amount Total invoiced amount as marketing expenses

8.7.6 Expenses.Marketing Cost (Actual)

Actual Marketing Cost by cost Category and cost type

8.7.7 Expenses.Marketing Cost (Forecasted)

Forecasted Marketing Cost by cost Category and cost type

8.7.8 Expenses.Total Invoiced Amount

Total invoiced amount as marketing expenses

8.7.9 Goal Achievement Lead Related (pre 7.9.6).# of Accounts with Leads with Revenue

Actual number of B2B leads with revenue

8.7.10 Goal Achievement Lead Related (pre 7.9.6).# of Contacts with Leads with Revenue

Actual number of B2C leads with revenue

8.7.11 Goal Achievement Lead Related (pre 7.9.6).Account Conversion Rate to Leads (%) with Revenue

B2B Response to Lead conversion rate

8.7.12 Goal Achievement Lead Related (pre 7.9.6).Average Cost per Account with Leads with Revenue

Actual cost spent on average for B2B leads with revenue

Marketing Analytics



8.7.13 Goal Achievement Lead Related (pre 7.9.6).Average Cost per Contact with Leads with Revenue

Actual cost spent on average for B2C leads with revenue

8.7.14 Goal Achievement Lead Related (pre 7.9.6).Contact Conversion Rate to Leads (%) with Revenue

B2C Response to Lead conversion rate

8.7.15 Goal Achievement.# of Accounts Targeted


8.7.16 Goal Achievement.# of Accounts with Opportunities

Actual achieved number of B2B opportunities

8.7.17 Goal Achievement.# of Contacts with Opportunities

Actual achieved number of B2C opportunities

8.7.18 Goal Achievement.# of Contacts with Orders

Actual number of B2C contacts with order

8.7.19 Goal Achievement.# of Individuals Targeted


8.7.20 Goal Achievement.# of Leads

Total number of leads created.

8.7.21 Goal Achievement.# of Opporunities

Actual number of opportunities

8.7.22 Goal Achievement.# of Targeted Opportunities

Planned / targetted number of opportunities

8.7.23 Goal Achievement.Account Conversion Rate to Orders (%)

Percentage of B2B contacts converted to orders - # accounts with orders/ # accounts targeted * 100.

8.7.24 Goal Achievement.Actual Expenses

Actual Expenses incurred on a Marketing Campaign

8.7.25 Goal Achievement.Average Cost per Account with Opportunities

Actual cost per B2B customer / prospect with opportunities

8.7.26 Goal Achievement.Average Cost per Account with Orders

Actual cost per B2B customer with orders

8.7.27 Goal Achievement.Average Cost per Contact with Opportunities

Actual cost per B2C customer / prospect with opportunities

8.7.28 Goal Achievement.Average Cost per Contact with Orders

Actual cost per B2C customer with orders

8.7.29 Goal Achievement.Avg Cost Per Lead


8.7.30 Goal Achievement.Avg. Revenue per Sale to Accounts

Actual revenue per sale to business customers

Marketing Analytics



8.7.31 Goal Achievement.Avg. Revenue per Sale to Individuals

Actual revenue per sale to individual customers

8.7.32 Goal Achievement.Closed Revenue


8.7.33 Goal Achievement.Contact Conversion Rate to Orders (%)

Percentage of B2C contacts converted to orders - # contacts with orders/ # individuals targeted * 100.

8.7.34 Goal Achievement.Opportunity Revenue


8.7.35 Goal Achievement.Response Rate (Accounts)


8.7.36 Goal Achievement.Response Rate(Contacts)


8.7.37 Goal Achievement.Revenue

Actual revenue

8.7.38 Goal Achievement.ROI % Actual achieved percentage ROI

8.7.39 Goal Achievement.ROI Amount

Actual achieved ROI amount

8.7.40 Goal Variance Lead Releated (pre 7.9.6).Variance in # of Accounts with Leads with Revenue

Difference between actual and planned / predicted number of B2B leads with revenue

8.7.41 Goal Variance Lead Releated (pre 7.9.6).Variance in # of Contacts with Leads with Revenue

Difference between actual and planned / predicted number of B2C leads with revenue

8.7.42 Goal Variance Lead Releated (pre 7.9.6).Variance in Average Cost per Account with Leads with Revenue

Difference between actual and planned average cost per B2B leads with revenue

8.7.43 Goal Variance Lead Releated (pre 7.9.6).Variance in Average Cost per Contact with Leads with Revenue

Difference between actual and planned average cost per B2C leads with revenue

8.7.44 Goal Variance.Variance in # Accounts Targeted Accounts

Difference between planned and actual B2B customers targeted


Difference between actual and planned / predicted number of B2B contacts with opportunities

8.7.46 Goal Variance.Variance in # Contacts Targeted

Difference between planned and actual B2C customers targeted

Marketing Analytics




Difference between actual and planned / predicted number of B2C contacts with opportunities




Difference between actual and planned / predicted number of B2B contacts with orders


Difference between actual and planned / predicted number of B2C contacts with orders

8.7.51 Goal Variance.Variance in Account % Conversion Rate to Orders

Difference between actual and planned percentage B2B targets converted to orders

8.7.52 Goal Variance.Variance in Account Response Rate

Difference between planned and actual B2B response rate


Difference between actual and planned/predicted average cost per B2B orders


Difference between actual and planned/predicted average cost per B2B opportunities


Difference between actual and planned/predicted average cost per B2C orders


Difference between actual and planned/predicted average cost per B2C opportunities




Difference between planned and actual revenue per business sale


Difference between planned and actual revenue per consumer sale

8.7.60 Goal Variance.Variance in Contact % Conversion Rate to Orders

Difference between actual and planned percentage B2C targets converted to orders

8.7.61 Goal Variance.Variance in Contact Response Rate

Difference between planned and actual B2C response rate


Difference between planned and actual revenue




Difference between planned and actual ROI amount


Difference between planned and actual expense

8.7.66 Marketing Source Counts.# of Campaigns

# of Campaign Plans

8.7.67 Marketing Source Counts.# of Event Plans

Number of marketing event plans

Marketing Analytics



8.7.68 Marketing Source Counts.# of Events

Number of marketing events

8.7.69 Marketing Source Counts.# of Marketing Plans

# of Campaign Plans

8.7.70 Marketing Source Counts.# of Programs

# of Campaign Plans

8.7.71 Marketing Source Counts.# of Sessions

Number of marketing event sessions

8.7.72 Marketing Source Counts.# of Tactics

Number of marketing tactics

8.7.73 Marketing Source Counts.# of Tactics - including Event Plans

Number of marketing tactics including event plans

8.7.74 Marketing Source Counts.# Stand Alone Campaigns

# of Stand Alone Campaigns

8.7.75 Marketing Source Counts.# Vendors

Total # of Vendors in a campaign
















Average contribution margin predicted / planned


Avergae revenue per sale predicted / planned.











Marketing Analytics






Price Analytics 9

This chapter describes metrics available in Price Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Price Analytics.

9.1 Sales - CRM Price Waterfall


9.1.1 Conversion Facts.Opty to Order Conversion % (# Opportunities)

The percentage of opportunities that become orders, relative to the total number of opportunities. Conv. Rate = # Opportunities with one or more Orders / [Total # Opportunities]

9.1.2 Conversion Facts.Opty to Order Conversion % (Invoice Revenue)

The percentage of opportunity revenue that becomes orders revenue, relative to the total opportunity revenue. Conv. Rate = [Sum of Opportunity Revenue w/ one or more Orders] / [Total Opportunity Revenue]

9.1.3 Conversion Facts.Opty to Order Conversion % (Qty)

The percentage of opportunity volume that becomes orders volume, relative to the total opportunity volume.Conv. Rate = [Sum of Opportunity Quantity w/ one or more Orders] / [Total Opportunity Quantity]

9.1.4 Conversion Facts.Quote to Order Conversion % (# Quotes)

The percentage of quote that become orders, relative to the total number of quote. Conv. Rate = [# Quote w/ one or more Orders] / [Total # Quote]

9.1.5 Conversion Facts.Quote to Order Conversion % (Invoice Revenue)

The percentage of quote invoice revenue that becomes orders invoice revenue, relative to the total quote invoice revenue. Conv. Rate = [Sum of Quote Invoice Revenue w/ one or more Orders] / [Total Quote Invoice Revenue]

9.1.6 Conversion Facts.Quote to Order Conversion % (Pocket Revenue)

The percentage of quote pocket revenue that becomes orders pocket revenue, relative to the total quote pocket revenue. Conv. Rate = [Sum of Quote Pocket Revenue w/ one or more Orders] / [Total Quote Invoice Revenue]

9.1.7 Conversion Facts.Quote to Order Conversion % (Qty)

The percentage of quote volume that becomes orders volume, relative to the total quote volume. Conv. Rate = [Sum of Quote Quantity w/ one or more Orders] / [Total Opportunity Quantity]

9.1.8 Order Detail Facts.# of Opportunities with Orders

The count of opportunites that have orders associated with them.

9.1.9 Order Detail Facts.# of Order Line Items

The count of order line items

9.1.10 Order Detail Facts.# of Orders

The count of orders

9.1.11 Order Detail Facts.Order Average Invoice Revenue

Average amount of invoice revenue for the order (or set of orders)

9.1.12 Order Detail Facts.Order Average Pocket Margin

Average amount of pocket margin for the order (or set of orders)

9.1.13 Order Detail Facts.Order Average Pocket Revenue

Average amount of pocket revenue for the order (or set of orders)

9.1.14 Order Detail Facts.Order Item Approved Invoice Price

The invoice price that was last approved for the order. If there was no price exception, this is the same as the actual invoice price.

9.1.15 Order Detail Facts.Order Item Approved Invoice Revenue

What the invoice revenue would have been for the order based on its quantity and invoice price that was last approved for the order. If there was no price exception, this is the same as the actual invoice revenue.

Price Analytics



9.1.16 Order Detail Facts.Order Item Approved Pocket Margin

What the pocket margin amount would have been on the order the order based on its quantity and the invoice price that was last approved for the order. If there was no price exception, this is the same as the actual pocket margin.

9.1.17 Order Detail Facts.Order Item Approved Pocket Margin % on IR

The Order Item Approved Pocket Margin as a percentage of Invoice Revenue.

9.1.18 Order Detail Facts.Order Item Approved Pocket Price

The pocket price that was last approved for the order. If there was no price exception, this is the same as the actual pocket price.

9.1.19 Order Detail Facts.Order Item Approved Pocket Revenue

What the pocket revenue would have been for the order based on its quantity and pocket price that was last approved for the order. If there was no price exception, this is the same as the actual pocket revenue.

9.1.20 Order Detail Facts.Order Item Approved Pocket Revenue % on IR

The Order Item Approved Pocket Revenue as a percentage of Invoice Revenue.

9.1.21 Order Detail Facts.Order Item Approved Unit Pocket Margin

What the unitized pocket margin amount would have been on the order the order based on its quantity and the pocket price that was last approved for the order. If there was no price exception, this is the same as the actual pocket margin.

9.1.22 Order Detail Facts.Order Item Ceiling Price

The Ceiling Price on the order, where Ceiling Price represents the highest value globally for the product. If not specified as a different Price List in Order Management, this is the same as List Price.

9.1.23 Order Detail Facts.Order Item Ceiling Revenue

Revenue at Ceiling Price

9.1.24 Order Detail Facts.Order Item COGS

The amount attributed to costs of goods sold.

9.1.25 Order Detail Facts.Order Item COGS per Unit

Costs of goods sold per unit.

9.1.26 Order Detail Facts.Order Item DE Ratio

“Discount Effectiveness Ratio” compares Discount Amount against Pocket Margin. It measures “for every dollar I discount, how much do I get in profit”. It is often compared with “Discount Demand Ratio” which compares Discount Amount against Quantity, and measures “for every dollar I discount, how much do I get in additional quantity”.

9.1.27 Order Detail Facts.Order Item Expenses

The amount attributed to expenses, categorized out differently from COGS. An example might be royalties, or “free labor”.

9.1.28 Order Detail Facts.Order Item Expenses per Unit

Order item expense amount per product quantiry. Expenses / Quantity.

9.1.29 Order Detail Facts.Order Item Gross Margin

Also known as Gross Profit, this is generally calcuated as Revenue − Cost of Goods Sold. Some companies will calculate Gross Margin differently, including other expenses and costs. Some will calculate it outside of the price waterfall.

9.1.30 Order Detail Facts.Order Item Guideline Invoice Price

The sales guideline (price policy) invoice price that was applied to the order. If there was no price exception, this is the same as the actual invoice price.

9.1.31 Order Detail Facts.Order Item Guideline Invoice Revenue

What the invoice revenue would have been for the order based on its quantity and the guideline invoice price. If there was no price exception, this is the same as the actual invoice revenue.

9.1.32 Order Detail Facts.Order Item Guideline Invoice Revenue %

Order Item Guideline Invoice Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the “highest revenues” I should be able to charge for the product.

9.1.33 Order Detail Facts.Order Item Guideline Invoice Revenue % on SR

Order Item Guideline Invoice Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segment’s “list price”.

Price Analytics



9.1.34 Order Detail Facts.Order Item Guideline Pocket Margin

What the pocket margin would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin.

9.1.35 Order Detail Facts.Order Item Guideline Pocket Margin %

[Order Item Guideline Pocket Margin] / [Ceiling Revenue]

9.1.36 Order Detail Facts.Order Item Guideline Pocket Margin % on IR

[Order Item Guideline Pocket Margin] / [Invoice Revenue]

9.1.37 Order Detail Facts.Order Item Guideline Pocket Margin % on SR

[Order Item Guideline Pocket Margin] / [Segment Revenue]

9.1.38 Order Detail Facts.Order Item Guideline Pocket Price

The sales guideline (price policy) pocket price that was applied to the order, or the derived guideline pocket price based on the guideline invoice price. If there was no price exception, this is the same as the actual pocket price.

9.1.39 Order Detail Facts.Order Item Guideline Pocket Revenue

What the pocket revenue would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket revenue.

9.1.40 Order Detail Facts.Order Item Guideline Pocket Revenue %

Order Item Guideline Pocket Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the “highest revenues” I should be able to charge for the product.

9.1.41 Order Detail Facts.Order Item Guideline Pocket Revenue % on IR

Order Item Guideline Pocket Revenue as a percentage of Invoice Revenue. That is, what would my policy revenue be as a percentage of the revenues I actually negotiate.

9.1.42 Order Detail Facts.Order Item Guideline Pocket Revenue % on SR

Order Item Guideline Pocket Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segment’s “list price”.

9.1.43 Order Detail Facts.Order Item Guideline Unit Pocket Margin

What the pocket margin would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin.

9.1.44 Order Detail Facts.Order Item Invoice Price

The actual invoice price on the order (or average invoice price across multiple transactions).

9.1.45 Order Detail Facts.Order Item Invoice Revenue

The actual invoice amount on the order or summed invoice revenue across multiple transactions.

9.1.46 Order Detail Facts.Order Item Invoice Revenue %

The order item invoice revenue expressed as a percentage of ceiling revenue for the order item. Invoice Revenue] / [ Ceiling Revenue]

9.1.47 Order Detail Facts.Order Item Invoice Revenue % on SR

The order item invoice revenue expressed as a percentage of segment revenue for the order item. [Invoice Revenue] / [ Segment Revenue]

9.1.48 Order Detail Facts.Order Item List Revenue

Order item revenue at List Price

9.1.49 Order Detail Facts.Order Item Negotiated Discount

Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] - [Segment Revenue]

9.1.50 Order Detail Facts.Order Item Off-Invoice Discount

Revenue Adjustment between Invoice Revenue and Pocket Revenue. [Pocket Revenue] – [Invoice Revenue]

9.1.51 Order Detail Facts.Order Item Pocket Margin

The actual Pocket Margin amount on the order or summed invoice revenue across multiple transactions.

9.1.52 Order Detail Facts.Order Item Pocket Margin %

Order item pocket margin expressed as a percentage of ceiling revenue.

Price Analytics



9.1.53 Order Detail Facts.Order Item Pocket Margin % on IR

Order item pocket margin expressed as a percentage of invoice revenue.

9.1.54 Order Detail Facts.Order Item Pocket Margin % on SR

Order item pocket margin expressed as a percentage of segment revenue.

9.1.55 Order Detail Facts.Order Item Pocket Price

The actual pocket price on the order (or average pocket price across multiple transactions). Pocket Price represents the realized price once all discounts, including off-invoice discounts, have been subtracted. In Siebel, this value corresponds with “Net Price,” though accruals have not generally been accounted for in Net.

9.1.56 Order Detail Facts.Order Item Pocket Revenue

Revenue at Pocket Price

9.1.57 Order Detail Facts.Order Item Pocket Revenue %

[Order Item Pocket Revenue] / [Ceiling Revenue]

9.1.58 Order Detail Facts.Order Item Pocket Revenue % on IR

[Order Item Pocket Revenue] / [Invoice Revenue]

9.1.59 Order Detail Facts.Order Item Pocket Revenue % on SR

[Order Item Pocket Revenue] / [Segment Revenue]

9.1.60 Order Detail Facts.Order Item Price Yield %

Price Yield % is the inverse of Total Discount %. If you consider Ceiling Revenue to be the highest value/revenues you can achieve for a sale, then Price Yield measures how much that value you actually achieved. [% Pocket Revenue] / [Ceiling Revenue]

9.1.61 Order Detail Facts.Order Item Requested Invoice Price

The invoice price that was requested (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual invoice price.

9.1.62 Order Detail Facts.Order Item Requested Invoice Revenue

What the invoice revenue would have been for the order based on its quantity and the requested invoice price. If there was no price exception, this is the same as the actual invoice revenue.

9.1.63 Order Detail Facts.Order Item Requested Pocket Margin

What the pocket margin would have been for the order based on its quantity and the requested pocket price. If there was no price exception, this is the same as the actual pocket margin.

9.1.64 Order Detail Facts.Order Item Requested Pocket Margin % on IR

Order Item Requested Pocket Margin as a percentage of Invoice Revenue. That is, what would the margin have been at the requested price as a percentage of the actual invoice revenue.

9.1.65 Order Detail Facts.Order Item Requested Pocket Price

The pocket price based on the requested invoice price (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual pocket price.

9.1.66 Order Detail Facts.Order Item Requested Pocket Revenue

[Order Item Requested Pocket Revenue] / [Ceiling Revenue] expressed as a percentage

9.1.67 Order Detail Facts.Order Item Requested Pocket Revenue % on IR

[Order Item Requested Pocket Revenue] / [Invoice Revenue] expressed as a percentage

9.1.68 Order Detail Facts.Order Item Requested Unit Pocket Margin

[Order Item Requested Pocket Margin]/[Quantity Requested] expressed as a percentage

9.1.69 Order Detail Facts.Order Item Segment Discount

Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] - [Ceiling Revenue]

9.1.70 Order Detail Facts.Order Item Segment Price

The Segment Price on the order, where Segment Price represents the List Price that was offered for the pricing segment that applied to this order.

Price Analytics



9.1.71 Order Detail Facts.Order Item Segment Revenue

Revenue at Segment Price

9.1.72 Order Detail Facts.Order Item Segment Revenue %

[Order Item Segment Revenue] / [Ceiling Revenue] expressed as a percentage

9.1.73 Order Detail Facts.Order Item Total Discount

Sum of all discounts applied to the order. Calculated as [Pocket Revenue] – [Ceiling Revenue]

9.1.74 Order Detail Facts.Order Item Total Discount %

All discounts applied to the order as a percentage of Ceiling Revenue. Calculated as 100* ([Pocket Revenue] – [Ceiling Revenue])/[Ceiling Revenue]

9.1.75 Order Detail Facts.Order Item Unit Negotiated Discount

Negotiated Discount amount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested]

9.1.76 Order Detail Facts.Order Item Unit Off-Invoice Discount

Off-Invoice Discount amount per unit sold. ([Pocket Revenue] - [Invoice Revenue]) / [Quantity Requested]

9.1.77 Order Detail Facts.Order Item Unit Pocket Margin

Pocket Margin per unit sold. Calculated as [Pocket Margin] / [Quantity Requested]

9.1.78 Order Detail Facts.Order Item Unit Segment Discount

Segment Discount per unit sold. Calculated as ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested]

9.1.79 Order Detail Facts.Quantity Requested

Quantity for the order item

9.1.80 Order Detail Facts.Total Order Invoice Revenue

Invoice Revenue for the entire order (not just the current line item)

9.1.81 Pipeline Detail Facts.# of Products

Count of distinct products on the opportunity revenue lines

9.1.82 Pipeline Detail Facts.Closed Detail Cost

Total Cost amount of revenue lines with a Closed status

9.1.83 Pipeline Detail Facts.Closed Detail Margin

Total Margin amount of revenue lines with a Closed status

9.1.84 Pipeline Detail Facts.Closed Detail Revenue

Total Revenue Amount of revenue lines with a Closed status

9.1.85 Pipeline Detail Facts.Closed Detail Units

Product quantity of revenue line items with a Closed status

9.1.86 Pipeline Detail Facts.Expected Detail Cost

Total Cost amount of the revenue line multiplied by the revenue line probability

9.1.87 Pipeline Detail Facts.Expected Detail Margin

Total Margin amount of the revenue line multiplied by the revenue line probability

9.1.88 Pipeline Detail Facts.Expected Detail Revenue

Total Revenue amount of the revenue line multiplied by revenue line probability

9.1.89 Pipeline Detail Facts.Expected Detail Units

Product Quantity of the revenue line item multiplied by revenue line probability

9.1.90 Pipeline Detail Facts.Lost Detail Margin

Total Margin amount of the revenue line items with a Lost status

9.1.91 Pipeline Detail Facts.Lost Detail Revenue

Amount of the revenue item line with a Lost status

9.1.92 Pipeline Detail Facts.Lost Detail Units

Total Quantity of products on revenue line items with a Lost status

Price Analytics



9.1.93 Pipeline Detail Facts.Opportunity Detail Cost

Total Cost amount of products on pportunity revenue line items

9.1.94 Pipeline Detail Facts.Opportunity Detail Margin

Total Margin amount of products on opportunity revenue line items

9.1.95 Pipeline Detail Facts.Opportunity Detail Revenue

Total Revenue amount of opportunity line items

9.1.96 Pipeline Detail Facts.Opportunity Detail Units

Total quantity of products on opportunity line items

9.1.97 Pipeline Facts.Closed Cost Cost amount for the opportunity with a Closed status

9.1.98 Pipeline Facts.Closed Margin

Margin amount for the opportunity with a Closed status

9.1.99 Pipeline Facts.Closed Revenue

Revenue amount for the opportunity with a Closed status

9.1.100 Pipeline Facts.Expected Revenue

Revenue amount for an opportunity that has an ‘Open’ status multiplied by the opportunity win probability

9.1.101 Pipeline Facts.Lost Cost Total cost of all products on the opportunity with a Lost status

9.1.102 Pipeline Facts.Lost Margin Total margin of all products on the opportunity with a Lost status

9.1.103 Pipeline Facts.Lost Revenue

Total Revenue of opportunities with a Lost status

9.1.104 Pipeline Facts.Opportunity Cost

The total cost of all products in the opportunity

9.1.105 Pipeline Facts.Opportunity Margin

The total margin of all products in the opportunity

9.1.106 Pipeline Facts.Opportunity Revenue

Total Revenue of opportunities with an ‘Open’ (not Closed) status, otherwise called ‘Open Opportunity Revenue’

9.1.107 Price Waterfall Orders Facts.Order Item PW Amount

Amount for the selected Price Waterfall element

9.1.108 Price Waterfall Orders Facts.Order Item PW Ceiling Price

Ceiling Price for the order item.

9.1.109 Price Waterfall Orders Facts.Order Item PW Ceiling Revenue

Ceiling Revenue for the order item result set

9.1.110 Price Waterfall Orders Facts.Order Item PW Cost

Cost Amount for the order item result set

9.1.111 Price Waterfall Orders Facts.Order Item PW Invoice Price

Invoice Price for the order item.

9.1.112 Price Waterfall Orders Facts.Order Item PW Invoice Revenue

Invoice Revenue for the order item result set

9.1.113 Price Waterfall Orders Facts.Order Item PW Num of Unique Products

Count of distinct products in the result set

Price Analytics



9.1.114 Price Waterfall Orders Facts.Order Item PW Off-Invoice Discount

Off-Invoice Discount amount for the order item result set

9.1.115 Price Waterfall Orders Facts.Order Item PW Pocket Discount

Pocket Discount amount for the order item result set

9.1.116 Price Waterfall Orders Facts.Order Item PW Pocket Discount % off Ceiling

Pocket Discount amount as a percentage of ceiling revenue for the order item result set

9.1.117 Price Waterfall Orders Facts.Order Item PW Pocket Margin

Pocket Margin amount for the order item result set

9.1.118 Price Waterfall Orders Facts.Order Item PW Pocket Margin Volume

Quantity for the order item result set when the selected Price Waterfall Element is Pocket Margin. Select this quantity metric to avoid double counting if your report filters for more than one Price Waterfall element

9.1.119 Price Waterfall Orders Facts.Order Item PW Pocket Price

Pocket Price for the order item result set.

9.1.120 Price Waterfall Orders Facts.Order Item PW Pocket Revenue

Pocket Revenue amount for the order item result set

9.1.121 Price Waterfall Orders Facts.Order Item PW Quantity

Quantity for the order item result set. This will double count for the order line if you filter for more than one Price Waterfall element.

9.1.122 Price Waterfall Orders Facts.Order Item PW Revenue Adjustment

Amount of all Revenue Reducers for the comparison time period.

9.1.123 Price Waterfall Orders Facts.Order Item PW Segment Price

Segment Price for the order item result set.

9.1.124 Price Waterfall Orders Facts.Order Item PW Segment Revenue

Segment Revenue for the order item result set.

9.1.125 Price Waterfall Orders Facts.Order Item PW Unit Cost

Unit Cost for the order item result set.

9.1.126 Price Waterfall Orders Facts.Order Item PW Unit Pocket Margin

Pocket Margin Per Unit for the order item result set.

9.1.127 Price Waterfall Quotes Facts.Quote Item PW Amount

Amount for the selected Price Waterfall element

9.1.128 Price Waterfall Quotes Facts.Quote Item PW Ceiling Price

Ceiling Price for the quote item.

9.1.129 Price Waterfall Quotes Facts.Quote Item PW Ceiling Revenue

Ceiling Revenue for the quote item result set

9.1.130 Price Waterfall Quotes Facts.Quote Item PW Cost

Cost Amount for the quote item result set

Price Analytics



9.1.131 Price Waterfall Quotes Facts.Quote Item PW Invoice Price

Invoice Price for the quote item result set.

9.1.132 Price Waterfall Quotes Facts.Quote Item PW Invoice Revenue

Invoice Revenue for the quote item result set

9.1.133 Price Waterfall Quotes Facts.Quote Item PW Negotiated Discount

Negotiated Discount amount for the quote item result set

9.1.134 Price Waterfall Quotes Facts.Quote Item PW Off-Invoice Discount

Off-Invoice Discount amount for the quote item result set

9.1.135 Price Waterfall Quotes Facts.Quote Item PW Pocket Discount

Pocket Discount amount for the quote item result set

9.1.136 Price Waterfall Quotes Facts.Quote Item PW Pocket Discount % off Ceiling

Pocket Discount amount as a percentage of ceiling revenue for the quote item result set

9.1.137 Price Waterfall Quotes Facts.Quote Item PW Pocket Margin

Pocket Margin amount for the quote item result set

9.1.138 Price Waterfall Quotes Facts.Quote Item PW Pocket Price

Pocket Price for the quote item result set.

9.1.139 Price Waterfall Quotes Facts.Quote Item PW Pocket Revenue

Pocket Revenue amount for the quote item result set

9.1.140 Price Waterfall Quotes Facts.Quote Item PW Quantity

Quantity for the quote item result set when the selected Price Waterfall Element is Pocket Margin. Select this quantity to avoid double counting if your report filters for more than one Price Waterfall element

9.1.141 Price Waterfall Quotes Facts.Quote Item PW Segment Price

Segment Price for the quote item result set.

9.1.142 Price Waterfall Quotes Facts.Quote Item PW Segment Revenue

Segment Revenue for the quote item result set.

9.1.143 Price Waterfall Quotes Facts.Quote Item PW Tier Discount

Same as Segment Discount. Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] - [Segment Revenue]

9.1.144 Price Waterfall Quotes Facts.Quote Item PW Unit Amount

Describes the unitized amount (price or unit cost or unitized adjustment) for the given Price Waterfall element.

9.1.145 Price Waterfall Quotes Facts.Quote Item PW Unit Cost

Unit Cost for the order item result set.

9.1.146 Price Waterfall Quotes Facts.Quote Item PW Unit Pocket Margin

Pocket Margin Per Unit for the quote item result set.

9.1.147 Quote Detail Facts.# of Quotes

Count of unique quotes (rather than line ítems)

Price Analytics



9.1.148 Quote Detail Facts.Product Quantity Quoted

Quantity for the quote

9.1.149 Quote Detail Facts.Quote Average Invoice Revenue

Average amount of invoice revenue for the quote (or set of quotes)

9.1.150 Quote Detail Facts.Quote Average Pocket Margin

Average amount of pocket margin for the quote (or set of quotes)

9.1.151 Quote Detail Facts.Quote Average Pocket Revenue

Average amount of pocket revenue for the quote (or set of quotes)

9.1.152 Quote Detail Facts.Quote Item Approved Invoice Price

The invoice price that was last approved for the quote. If there was no price exception, this is the same as the actual invoice price.

9.1.153 Quote Detail Facts.Quote Item Approved Invoice Revenue

What the invoice revenue would have been for the quote based on its quantity and invoice price that was last approved for the quote. If there was no price exception, this is the same as the actual invoice revenue.

9.1.154 Quote Detail Facts.Quote Item Approved Pocket Margin

What the pocket margin amount would have been on the quote the order based on its quantity and the invoice price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket margin.

9.1.155 Quote Detail Facts.Quote Item Approved Pocket Margin % on IR

The Quote Item Approved Pocket Margin as a percentage of Invoice Revenue.

9.1.156 Quote Detail Facts.Quote Item Approved Pocket Price

The pocket price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket price.

9.1.157 Quote Detail Facts.Quote Item Approved Pocket Revenue

What the pocket revenue would have been for the quote based on its quantity and pocket price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket revenue.

9.1.158 Quote Detail Facts.Quote Item Approved Pocket Revenue % on IR

The Quote Item Approved Pocket Revenue as a percentage of Invoice Revenue.

9.1.159 Quote Detail Facts.Quote Item Approved Unit Pocket Margin

What the unitized pocket margin amount would have been on the order the quote based on its quantity and the pocket price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket margin.

9.1.160 Quote Detail Facts.Quote Item Ceiling Price

The Ceiling Price on the quote, where Ceiling Price represents the highest value globally for the product. If not specified as a different Price List in Order Management, this is the same as List Price.

9.1.161 Quote Detail Facts.Quote Item Ceiling Revenue

Revenue at Ceiling Price

9.1.162 Quote Detail Facts.Quote Item COGS

The amount attributed to costs of goods sold.

9.1.163 Quote Detail Facts.Quote Item COGS per Unit

Costs of goods sold per unit.

9.1.164 Quote Detail Facts.Quote Item DE Ratio

“Discount Effectiveness Ratio” compares Discount Amount against Pocket Margin. It measures “for every dollar I discount, how much do I get in profit”. It is often compared with “Discount Demand Ratio” which compares Discount Amount against Quantity, and measures “for every dollar I discount, how much do I get in additional quantity”.

9.1.165 Quote Detail Facts.Quote Item Discount Amount

Total Discount Amount applied to the quote. Same as [Quote Item Total Discount]. Difference between Ceiling Revenue and Pocket Revenue.

9.1.166 Quote Detail Facts.Quote Item Expenses/Costs

The amount attributed to expenses, categorized out differently from COGS. An example might be royalties, or “free labor”.

Price Analytics



9.1.167 Quote Detail Facts.Quote Item Expenses/Costs per Unit

[Expenses/Costs] / [Quantity].

9.1.168 Quote Detail Facts.Quote Item Gross Margin

Also known as Gross Profit, this is generally calcuated as Revenue − Cost of Goods Sold. Some companies will calculate Gross Margin differently, including other expenses and costs. Some will calculate it outside of the price waterfall.

9.1.169 Quote Detail Facts.Quote Item Guideline Invoice Price

The sales guideline (price policy) invoice price that was applied to the quote. If there was no price exception, this is the same as the actual invoice price.

9.1.170 Quote Detail Facts.Quote Item Guideline Invoice Revenue

What the invoice revenue would have been for the quote based on its quantity and the guideline invoice price. If there was no price exception, this is the same as the actual invoice revenue.

9.1.171 Quote Detail Facts.Quote Item Guideline Invoice Revenue %

Order Item Guideline Invoice Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the “highest revenues” I should be able to charge for the product.

9.1.172 Quote Detail Facts.Quote Item Guideline Invoice Revenue % on SR

Order Item Guideline Invoice Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segment’s “list price”.

9.1.173 Quote Detail Facts.Quote Item Guideline Pocket Margin

What the pocket margin would have been for the quote based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin.

9.1.174 Quote Detail Facts.Quote Item Guideline Pocket Margin %

[Order Item Guideline Pocket Margin] / [Ceiling Revenue]

9.1.175 Quote Detail Facts.Quote Item Guideline Pocket Margin % on IR

[Order Item Guideline Pocket Margin] / [Invoice Revenue]

9.1.176 Quote Detail Facts.Quote Item Guideline Pocket Margin % on SR

[Order Item Guideline Pocket Margin] / [Segment Revenue]

9.1.177 Quote Detail Facts.Quote Item Guideline Pocket Price

The sales guideline (price policy) pocket price that was applied to the quote, or the derived pocket price base don the sales guideline (price policy) invoice price. If there was no price exception, this is the same as the actual pocket price.

9.1.178 Quote Detail Facts.Quote Item Guideline Pocket Revenue

What the pocket revenue would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket revenue.

9.1.179 Quote Detail Facts.Quote Item Guideline Pocket Revenue %

Quote Item Guideline Pocket Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the “highest revenues” I should be able to charge for the product.

9.1.180 Quote Detail Facts.Quote Item Guideline Pocket Revenue % on IR

Quote Item Guideline Pocket Revenue as a percentage of Invoice Revenue. That is, what would my policy revenue be as a percentage of the revenues I actually negotiate.

9.1.181 Quote Detail Facts.Quote Item Guideline Pocket Revenue % on SR

Quote Item Guideline Pocket Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segment’s “list price”.

9.1.182 Quote Detail Facts.Quote Item Guideline Unit Pocket Margin

What the pocket margin would have been for the quote based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin.

9.1.183 Quote Detail Facts.Quote Item Invoice Price

The actual invoice price on the quote (or average invoice price across multiple transactions).

9.1.184 Quote Detail Facts.Quote Item Invoice Revenue

The actual invoice amount on the quote or summed invoice revenue across multiple transactions.

Price Analytics



9.1.185 Quote Detail Facts.Quote Item Invoice Revenue %

[Invoice Revenue] / [ Ceiling Revenue]

9.1.186 Quote Detail Facts.Quote Item Invoice Revenue % on SR

[Invoice Revenue] / [ Segment Revenue]

9.1.187 Quote Detail Facts.Quote Item List Discount

Same as Segment Discount. Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] - [Ceiling Revenue]

9.1.188 Quote Detail Facts.Quote Item List Revenue

Revenue at List Price

9.1.189 Quote Detail Facts.Quote Item Negotiated Discount

Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] - [Segment Revenue]

9.1.190 Quote Detail Facts.Quote Item Off-Invoice Discount

Revenue Adjustment between Invoice Revenue and Pocket Revenue. [Pocket Revenue] – [Invoice Revenue]

9.1.191 Quote Detail Facts.Quote Item Pocket Margin

The actual Pocket Margin amount on the quote or summed invoice revenue across multiple transactions.

9.1.192 Quote Detail Facts.Quote Item Pocket Margin %

Quote item pocket margin expressed as a percetage of the ceiling revenue. 100* [Quote Item Pocket Margin] / [Ceiling Revenue]

9.1.193 Quote Detail Facts.Quote Item Pocket Margin % on IR

Quote item pocket margin expressed as a percetage of the invoice revenue. 100*[Quote Item Pocket Margin] / [Invoice Revenue]

9.1.194 Quote Detail Facts.Quote Item Pocket Margin % on SR

Quote item pocket margin expressed as a percetage of the segment revenue. 100*[Quote Item Pocket Margin] / [Segment Revenue]

9.1.195 Quote Detail Facts.Quote Item Pocket Price

The actual pocket price on the quote (or average pocket price across multiple transactions). Pocket Price represents the realized price once all discounts, including off-invoice discounts, have been subtracted. In Siebel, this value corresponds with “Net Price,” though accruals have not generally been accounted for in Net.

9.1.196 Quote Detail Facts.Quote Item Pocket Revenue

Revenue at Pocket Price

9.1.197 Quote Detail Facts.Quote Item Pocket Revenue %

Quote item pocket revenue expressed as a percetage of the ceiling revenue. 100*[Quote Item Pocket Revenue] / [Ceiling Revenue]

9.1.198 Quote Detail Facts.Quote Item Pocket Revenue % on IR

Quote item pocket revenue expressed as a percetage of the invoice revenue. 100*[Quote Item Pocket Revenue] / [Invoice Revenue]

9.1.199 Quote Detail Facts.Quote Item Pocket Revenue % on SR

Quote item pocket revenue expressed as a percetage of the segment revenue. 100*[Quote Item Pocket Revenue] / [Segment Revenue]

9.1.200 Quote Detail Facts.Quote Item Price Yield %

Price Yield % is the inverse of Total Discount %. If you consider Ceiling Revenue to be the highest value/revenues you can achieve for a sale, then Price Yield measures how much that value you actually achieved. [% Pocket Revenue] / [Ceiling Revenue]

9.1.201 Quote Detail Facts.Quote Item Requested Invoice Price

The invoice price that was requested (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual invoice price.

9.1.202 Quote Detail Facts.Quote Item Requested Invoice Revenue

What the invoice revenue would have been for the quote based on its quantity and the requested invoice price. If there was no price exception, this is the same as the actual invoice revenue.

9.1.203 Quote Detail Facts.Quote Item Requested Pocket Margin

What the pocket margin would have been for the quote based on its quantity and the requested pocket price. If there was no price exception, this is the same as the actual pocket margin.

Price Analytics



9.1.204 Quote Detail Facts.Quote Item Requested Pocket Margin % on IR

Quote Item Requested Pocket Margin as a percentage of Invoice Revenue. That is, what would the margin have been at the requested price as a percentage of the actual invoice revenue.

9.1.205 Quote Detail Facts.Quote Item Requested Pocket Price

The pocket price based on the requested invoice price (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual pocket price.

9.1.206 Quote Detail Facts.Quote Item Requested Pocket Revenue

[Quote Item Requested Pocket Revenue] / [Ceiling Revenue]

9.1.207 Quote Detail Facts.Quote Item Requested Pocket Revenue % on IR

[Quote Item Requested Pocket Revenue] / [Invoice Revenue]

9.1.208 Quote Detail Facts.Quote Item Requested Unit Pocket Margin

[Quote Item Requested Pocket Margin]/[Quantity Requested]

9.1.209 Quote Detail Facts.Quote Item Segment Discount

Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] - [Ceiling Revenue]

9.1.210 Quote Detail Facts.Quote Item Segment Price

The Segment Price on the quote, where Segment Price represents the List Price that was offered for the pricing segment that applied to this quote.

9.1.211 Quote Detail Facts.Quote Item Segment Revenue

Revenue at Segment Price

9.1.212 Quote Detail Facts.Quote Item Segment Revenue %

Quote item segment revenue expressed as a percetage of the ceiling revenue. 100*[Quote Item Segment Revenue] / [Ceiling Revenue]

9.1.213 Quote Detail Facts.Quote Item Total Discount

All discounts applied to the quote. [Pocket Revenue] – [Ceiling Revenue]

9.1.214 Quote Detail Facts.Quote Item Total Discount %

All discounts applied to the quote as a percentage of Ceiling Revenue. ([Pocket Revenue] – [Ceiling Revenue])/[Ceiling Revenue]

9.1.215 Quote Detail Facts.Quote Item Unit Negotiated Discount

Negotiated Discount amount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested]

9.1.216 Quote Detail Facts.Quote Item Unit Off-Invoice Discount

Off-Invoice Discount amount per unit sold. ([Pocket Revenue] - [Invoice Revenue]) / [Quantity Requested]

9.1.217 Quote Detail Facts.Quote Item Unit Pocket Margin

Pocket Margin per unit sold. [Pocket Margin] / [Quantity Requested]

9.1.218 Quote Detail Facts.Quote Item Unit Segment Discount

Segment Discount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested]

9.1.219 Quote Detail Facts.Quote Lost Invoice Revenue

Invoice Revenue if the quote status is lost; zero otherwise

9.1.220 Quote Detail Facts.Total Quote Invoice Revenue

Invoice Revenue for the entire order (not just the current line item)

Comparison Facts


9.1.221 Order Detail Facts.Comparison Order Item Invoice Revenue

The Invoice Revenue for the comparison quarter

Price Analytics



9.1.222 Order Detail Facts.Comparison Order Item Pocket Margin

The Pocket Margin for the comparison quarter

9.1.223 Order Detail Facts.Comparison Order Item Pocket Revenue

The Pocket Revenue for the comparison quarter

9.1.224 Order Detail Facts.Comparison Order Item Quantity Requested

The order item quantity for the comparison quarter

9.1.225 Price Waterfall Orders Facts.Comparison Order Item PW Amount

Amount for the selected Price Waterfall Element for the comparison time period

9.1.226 Price Waterfall Orders Facts.Comparison Order Item PW Ceiling Revenue

Ceiling revenue for the comparison time period

9.1.227 Price Waterfall Orders Facts.Comparison Order Item PW Invoice Revenue

Invoice revenue for the comparison time period

9.1.228 Price Waterfall Orders Facts.Comparison Order Item PW Off-Invoice Discount

Off-Invoice Discount amount for the comparison time period

9.1.229 Price Waterfall Orders Facts.Comparison Order Item PW Pocket Discount

Pocket Discount amount for the comparison time period

9.1.230 Price Waterfall Orders Facts.Comparison Order Item PW Pocket Discount % off Ceiling

Pocket Discount amount as a percentage of Ceiling Revenue for the comparison time period

9.1.231 Price Waterfall Orders Facts.Comparison Order Item PW Pocket Margin

Pocket Margin amount for the comparison time period

9.1.232 Price Waterfall Orders Facts.Comparison Order Item PW Pocket Price

Pocket Price for the comparison time period.

9.1.233 Price Waterfall Orders Facts.Comparison Order Item PW Pocket Revenue

Pocket Revenue for the comparison time period.

9.1.234 Price Waterfall Orders Facts.Comparison Order Item PW Pocket Volume

Quantity for the comparison time period when the selected Price Waterfall Element is Pocket Price. Select this quantity to avoid double counting if your report filters for more than one Price Waterfall element

9.1.235 Price Waterfall Orders Facts.Comparison Order Item PW Quantity

Quantity for the comparison time period. This will double count for the order line if you filter for more than one Price Waterfall element.

9.1.236 Price Waterfall Orders Facts.Comparison Order Item PW Revenue Adjustment

Amount of all Revenue Reducers for the comparison time period.

9.1.237 Price Waterfall Orders Facts.Comparison Order Item PW Segment Revenue

Segment Revenue for the comparison time period

Price Analytics



9.1.238 Price Waterfall Orders Facts.MTD Comparison Order Item PW Amount

Amount month-to-date for the comparison time period

9.1.239 Price Waterfall Orders Facts.MTD Comparison Order Item PW Volume

Quantity month-to-date for the comparison time period

9.1.240 Price Waterfall Orders Facts.QTD Comparison Order Item PW Amount

Amount quarter-to-date for the comparison time period

9.1.241 Price Waterfall Orders Facts.QTD Comparison Order Item PW Volume

Quantity quarter-to-date for the comparison time period

9.1.242 Price Waterfall Orders Facts.YTD Comparison Order Item PW Amount

Amount year-to-date for the comparison time period

9.1.243 Price Waterfall Orders Facts.YTD Comparison Order Item PW Volume

Quantity year-to-date for the comparison time period

9.1.244 Price Waterfall Quotes Facts.Comparison Quote Item PW Amount

Amount for the selected Price Waterfall Element for the comparison time period

9.1.245 Price Waterfall Quotes Facts.Comparison Quote Item PW Quantity

Quantity for the selected Price Waterfall Element for the comparison time period

9.1.246 Price Waterfall Quotes Facts.MTD Comparison Quote Item PW Amount

Amount month-to-date for the comparison time period

9.1.247 Price Waterfall Quotes Facts.MTD Comparison Quote Item PW Quantity

Quantity month-to-date for the comparison time period

9.1.248 Price Waterfall Quotes Facts.QTD Comparison Quote Item PW Amount

Amount quarter-to-date for the comparison time period

9.1.249 Price Waterfall Quotes Facts.QTD Comparison Quote Item PW Quantity

Quantity quarter-to-date for the comparison time period

9.1.250 Price Waterfall Quotes Facts.YTD Comparison Quote Item PW Amount

Amount year-to-date for the comparison time period

9.1.251 Price Waterfall Quotes Facts.YTD Comparison Quote Item PW Quantity

Quantity year-to-date for the comparison time period

9.1.252 Quote Detail Facts.Comparison Quote Item Invoice Revenue

The Invoice Revenue for the comparison quarter

9.1.253 Quote Detail Facts.Comparison Quote Item Pocket Margin

The Pocket Margin for the comparison quarter

9.1.254 Quote Detail Facts.Comparison Quote Item Pocket Revenue

The Pocket Revenue for the comparison quarter

Price Analytics



9.1.255 Quote Detail Facts.Comparison Quote Item Quantity Requested

The Quantity for the comparison quarter

Period Facts


9.1.256 Order Detail Facts.% Chg Quarter Ago Order Item Invoice Revenue

The percentage change in invoice revenue between this quarter and the previous quarter

9.1.257 Order Detail Facts.% Chg Quarter Ago Order Item Pocket Margin

The percentage change in pocket margin between this quarter and the previous quarter

9.1.258 Order Detail Facts.% Chg Quarter Ago Order Item Pocket Revenue

The percentage change in pocket revenue between this quarter and the previous quarter

9.1.259 Order Detail Facts.% Chg Quarter Ago Order Item Quantity Requested

The percentage change in quantity between this quarter and the previous quarter

9.1.260 Order Detail Facts.% Chg Year Ago Order Item Invoice Revenue

The percentage change in invoice revenue between this year and the previous year

9.1.261 Order Detail Facts.% Chg Year Ago Order Item Pocket Margin

The percentage change in pocket margin between this year and the previous year

9.1.262 Order Detail Facts.% Chg Year Ago Order Item Pocket Revenue

The percentage change in pocket revenue between this year and the previous year

9.1.263 Order Detail Facts.% Chg Year Ago Order Item Quantity Requested

The percentage change in quantity between this year and the previous year

9.1.264 Order Detail Facts.Chg Quarter Ago Order Item Invoice Revenue

The amount change in invoice revenue between this quarter and the previous quarter

9.1.265 Order Detail Facts.Chg Quarter Ago Order Item Pocket Margin

The amount change in pocket margin between this quarter and the previous quarter

9.1.266 Order Detail Facts.Chg Quarter Ago Order Item Pocket Revenue

The amount change in pocket revenue between this quarter and the previous quarter

9.1.267 Order Detail Facts.Chg Quarter Ago Order Item Quantity Requested

The amount change in quantity between this quarter and the previous quarter

9.1.268 Order Detail Facts.Chg Year Ago Order Item Invoice Revenue

The amount change in invoice revenue between this year and the previous year

9.1.269 Order Detail Facts.Chg Year Ago Order Item Pocket Margin

The amount change in pocket margin between this year and the previous year

Price Analytics



9.1.270 Order Detail Facts.Chg Year Ago Order Item Pocket Revenue

The amount change in pocket revenue between this year and the previous year

9.1.271 Order Detail Facts.Chg Year Ago Order Item Quantity Requested

The amount change in quantity between this year and the previous year

9.1.272 Order Detail Facts.MTD Order Item Invoice Revenue

Month-to-Date Invoice Revenue summed

9.1.273 Order Detail Facts.MTD Order Item Pocket Margin

Month-to-Date Pocket Margin summed

9.1.274 Order Detail Facts.MTD Order Item Pocket Revenue

Month-to-Date Pocket Revenue summed

9.1.275 Order Detail Facts.QTD Order Item Invoice Revenue

Invoice Revenue accumulated quarter-to-date based on today’s date

9.1.276 Order Detail Facts.QTD Order Item Pocket Margin

Pocket Margin accumulated quarter-to-date based on today’s date

9.1.277 Order Detail Facts.QTD Order Item Pocket Revenue

Pocket Revenue accumulated quarter-to-date based on today’s date

9.1.278 Order Detail Facts.Quarter Ago Order Item Invoice Revenue

Invoice Revenue for the previous quarter

9.1.279 Order Detail Facts.Quarter Ago Order Item Pocket Margin

Pocket Margin for the previous quarter

9.1.280 Order Detail Facts.Quarter Ago Order Item Pocket Revenue

Pocket Revenue for the previous quarter

9.1.281 Order Detail Facts.Quarter Ago Order Item Quantity Requested

Quantity for the previous quarter

9.1.282 Order Detail Facts.Year Ago Order Item Invoice Revenue

Invoice Revenue for the previous year

9.1.283 Order Detail Facts.Year Ago Order Item Pocket Margin

Pocket Margin for the previous year

9.1.284 Order Detail Facts.Year Ago Order Item Pocket Revenue

Pocket Revenue for the previous year

9.1.285 Order Detail Facts.Year Ago Order Item Quantity Requested

Order item quantity for the previous year

9.1.286 Order Detail Facts.YTD Order Item Invoice Revenue

Invoice Revenue accumulated year-to-date based on today’s date

9.1.287 Order Detail Facts.YTD Order Item Pocket Margin

Pocket Margin accumulated year-to-date based on today’s date

Price Analytics



9.1.288 Order Detail Facts.YTD Order Item Pocket Revenue

Pocket Revenue accumulated year-to-date based on today’s date

9.1.289 Price Waterfall Orders Facts.% Chg Quarter Ago Order Item PW Amount

Percentage change last quarter to this quarter of the Price Waterfall Element amount

9.1.290 Price Waterfall Orders Facts.% Chg Quarter Ago Order Item PW Quantity

Percentage change last quarter to this quarter of the order quantity.

9.1.291 Price Waterfall Orders Facts.% Chg Year Ago Order Item PW Amount

Percentage change last year to this quarter of the Price Waterfall Element amount

9.1.292 Price Waterfall Orders Facts.% Chg Year Ago Order Item PW Quantity

Percentage change last year to this quarter of the order quantity.

9.1.293 Price Waterfall Orders Facts.Chg Quarter Ago Order Item PW Amount

Amount change between amount from a quarter ago vs. This quarter’s amount

9.1.294 Price Waterfall Orders Facts.Chg Quarter Ago Order Item PW Quantity

Quantity change between quantity from a quarter ago vs. This quarter’s quantity

9.1.295 Price Waterfall Orders Facts.Chg Year Ago Order Item PW Amount

Amount change between amount from a year ago vs. this year’s amount

9.1.296 Price Waterfall Orders Facts.Chg Year Ago Order Item PW Quantity

Quantity change between quantity from a year ago vs. this year’s amount

9.1.297 Price Waterfall Orders Facts.MTD Order Item PW Amount

MTD PW Amount for selected date

9.1.298 Price Waterfall Orders Facts.MTD Order Item PW Quantity

MTD PW quantity for selected date

9.1.299 Price Waterfall Orders Facts.QTD Order Item PW Amount

QTD PW Amount for selected date

9.1.300 Price Waterfall Orders Facts.QTD Order Item PW Quantity

QTD PW quantity for selected date

9.1.301 Price Waterfall Orders Facts.Quarter Ago Order Item PW Amount

Amount for the given price waterfall element in the previous quarter

9.1.302 Price Waterfall Orders Facts.Quarter Ago Order Item PW Quantity

Quantity for the given price waterfall element in the previous quarter

9.1.303 Price Waterfall Orders Facts.Year Ago Order Item PW Amount

Amount for the given price waterfall element in the previous year

9.1.304 Price Waterfall Orders Facts.Year Ago Order Item PW Quantity

Quantity for the given price waterfall element in the previous year

Price Analytics



9.1.305 Price Waterfall Orders Facts.YTD Order Item PW Amount

YTD PW Amount for selected date

9.1.306 Price Waterfall Orders Facts.YTD Order Item PW Quantity

YTD PW quantity for selected date

9.1.307 Price Waterfall Quotes Facts.% Chg Quarter Ago Quote Item PW Amount

Percentage change last quarter to this quarter of the Price Waterfall Element amount

9.1.308 Price Waterfall Quotes Facts.% Chg Quarter Ago Quote Item PW Quantity

Percentage change last quarter to this quarter of the quote quantity.

9.1.309 Price Waterfall Quotes Facts.% Chg Year Ago Quote Item PW Amount

Percentage change last year to this quarter of the Price Waterfall Element amount

9.1.310 Price Waterfall Quotes Facts.% Chg Year Ago Quote Item PW Quantity

Percentage change last year to this quarter of the quote quantity.

9.1.311 Price Waterfall Quotes Facts.Chg Quarter Ago Quote Item PW Amount

Amount change between amount from a quarter ago vs. this quarter’s amount

9.1.312 Price Waterfall Quotes Facts.Chg Quarter Ago Quote Item PW Quantity

Quantity change between quantity from a quarter ago vs. this quarter’s quantity

9.1.313 Price Waterfall Quotes Facts.Chg Year Ago Quote Item PW Amount

Amount change between amount from a year ago vs. this year’s amount

9.1.314 Price Waterfall Quotes Facts.Chg Year Ago Quote Item PW Quantity

Quantity change between quantity from a year ago vs. this year’s amount

9.1.315 Price Waterfall Quotes Facts.MTD Quote Item PW Amount

MTD PW Amount for selected date

9.1.316 Price Waterfall Quotes Facts.MTD Quote Item PW Quantity

MTD PW quantity for selected date

9.1.317 Price Waterfall Quotes Facts.QTD Quote Item PW Amount

QTD PW Amount for selected date

9.1.318 Price Waterfall Quotes Facts.QTD Quote Item PW Quantity

QTD PW quantity for selected date

9.1.319 Price Waterfall Quotes Facts.Quarter Ago Quote Item PW Amount

Amount for the given price waterfall element in the previous quarter

9.1.320 Price Waterfall Quotes Facts.Quarter Ago Quote Item PW Quantity

Quantity for the given price waterfall element in the previous quarter

9.1.321 Price Waterfall Quotes Facts.Year Ago Quote Item PW Amount

Amount for the given price waterfall element in the previous year

Price Analytics



9.1.322 Price Waterfall Quotes Facts.Year Ago Quote Item PW Quantity

Quantity for the given price waterfall element in the previous year

9.1.323 Price Waterfall Quotes Facts.YTD Quote Item PW Amount

YTD PW Amount for selected date

9.1.324 Price Waterfall Quotes Facts.YTD Quote Item PW Quantity

YTD PW quantity for selected date

9.1.325 Quote Detail Facts.% Chg Quarter Ago Quote Item Invoice Revenue

The percentage change in invoice revenue between this quarter and the previous quarter

9.1.326 Quote Detail Facts.% Chg Quarter Ago Quote Item Pocket Margin

The percentage change in pocket margin between this quarter and the previous quarter

9.1.327 Quote Detail Facts.% Chg Quarter Ago Quote Item Pocket Revenue

The percentage change in pocket revenue between this quarter and the previous quarter

9.1.328 Quote Detail Facts.% Chg Quarter Ago Quote Item Quantity Requested

The percentage change in quantity between this quarter and the previous quarter

9.1.329 Quote Detail Facts.% Chg Year Ago Quote Item Invoice Revenue

The percentage change in invoice revenue between this year and the previous year

9.1.330 Quote Detail Facts.% Chg Year Ago Quote Item Pocket Margin

The percentage change in pocket margin between this year and the previous year

9.1.331 Quote Detail Facts.% Chg Year Ago Quote Item Pocket Revenue

The percentage change in pocket revenue between this year and the previous year

9.1.332 Quote Detail Facts.% Chg Year Ago Quote Item Quantity Requested

The percentage change in quantity between this year and the previous year

9.1.333 Quote Detail Facts.Chg Quarter Ago Quote Item Invoice Revenue

The amount change in invoice revenue between this quarter and the previous quarter

9.1.334 Quote Detail Facts.Chg Quarter Ago Quote Item Pocket Margin

The amount change in pocket margin between this quarter and the previous quarter

9.1.335 Quote Detail Facts.Chg Quarter Ago Quote Item Pocket Revenue

The amount change in pocket revenue between this quarter and the previous quarter

9.1.336 Quote Detail Facts.Chg Quarter Ago Quote Item Quantity Requested

The amount change in quantity between this quarter and the previous quarter

9.1.337 Quote Detail Facts.Chg Year Ago Quote Item Invoice Revenue

The amount change in invoice revenue between this year and the previous year

9.1.338 Quote Detail Facts.Chg Year Ago Quote Item Pocket Margin

The amount change in pocket margin between this year and the previous year

Price Analytics



9.1.339 Quote Detail Facts.Chg Year Ago Quote Item Pocket Revenue

The amount change in pocket revenue between this year and the previous year

9.1.340 Quote Detail Facts.Chg Year Ago Quote Item Quantity Requested

The amount change in quantity between this year and the previous year

9.1.341 Quote Detail Facts.MTD Quote Item Invoice Revenue

Month-to-Date Invoice Revenue summed

9.1.342 Quote Detail Facts.MTD Quote Item Pocket Margin

Month-to-Date Pocket Margin summed

9.1.343 Quote Detail Facts.MTD Quote Item Pocket Revenue

Month-to-Date Pocket Revenue summed

9.1.344 Quote Detail Facts.QTD Quote Item Invoice Revenue

Invoice Revenue accumulated quarter-to-date based on today’s date

9.1.345 Quote Detail Facts.QTD Quote Item Pocket Margin

Pocket Margin accumulated quarter-to-date based on today’s date

9.1.346 Quote Detail Facts.QTD Quote Item Pocket Revenue

Pocket Revenue accumulated quarter-to-date based on today’s date

9.1.347 Quote Detail Facts.Quarter Ago Quote Item Invoice Revenue

Invoice Revenue for the previous quarter

9.1.348 Quote Detail Facts.Quarter Ago Quote Item Pocket Margin

Pocket Margin for the previous quarter

9.1.349 Quote Detail Facts.Quarter Ago Quote Item Pocket Revenue

Pocket Revenue for the previous quarter

9.1.350 Quote Detail Facts.Quarter Ago Quote Item Quantity Requested

Quantity for the previous quarter

9.1.351 Quote Detail Facts.Year Ago Quote Item Invoice Revenue

Invoice Revenue for the previous year

9.1.352 Quote Detail Facts.Year Ago Quote Item Pocket Margin

Pocket Margin for the previous year

9.1.353 Quote Detail Facts.Year Ago Quote Item Pocket Revenue

Pocket Revenue for the previous year

9.1.354 Quote Detail Facts.Year Ago Quote Item Quantity Requested

Quantity for the previous year

9.1.355 Quote Detail Facts.YTD Quote Item Invoice Revenue

Invoice Revenue accumulated year-to-date based on today’s date

9.1.356 Quote Detail Facts.YTD Quote Item Pocket Margin

Pocket Margin accumulated year-to-date based on today’s date

Price Analytics



9.1.357 Quote Detail Facts.YTD Quote Item Pocket Revenue

Pocket Revenue accumulated year-to-date based on today’s date

Variance Facts


9.1.358 Order Detail Facts.% Delta Order Item Invoice Revenue

The percentage change in invoice revenue between this quarter and the comparison quarter

9.1.359 Order Detail Facts.% Delta Order Item Pocket Margin

The percentage change in pocket margin between this quarter and the comparison quarter

9.1.360 Order Detail Facts.% Delta Order Item Pocket Revenue

The percentage change in pocket revenue between this quarter and the comparison quarter

9.1.361 Order Detail Facts.% Delta Order Item Quantity Requested

The percentage change in quantity between this quarter and the comparison quarter

9.1.362 Order Detail Facts.Delta Order Item Invoice Revenue

The amount change in invoice revenue between this quarter and the comparison quarter

9.1.363 Order Detail Facts.Delta Order Item Pocket Margin

The amount change in pocket margin between this quarter and the comparison quarter

9.1.364 Order Detail Facts.Delta Order Item Pocket Revenue

The amount change in pocket revenue between this quarter and the comparison quarter

9.1.365 Order Detail Facts.Delta Order Item Quantity Requested

The amount change in quantity between this quarter and the comparison quarter

9.1.366 Price Waterfall Orders Facts.% Delta Order Item PW Amount

Percentage difference of the Price Waterfall Element amount as compared to the comparison Price Waterfall Element amount

9.1.367 Price Waterfall Orders Facts.% Delta Order Item PW Quantity

Percentage change the order quantity as compared to the comparison Price Waterfall Element order quantity

9.1.368 Price Waterfall Orders Facts.% MTD Delta Order Item PW Amount

Percentage difference between MTD Amount and Comparison MTD Amount

9.1.369 Price Waterfall Orders Facts.% MTD Delta Order Item PW Quantity

Percentage difference between MTD Quantity and Comparison MTD Quantity

9.1.370 Price Waterfall Orders Facts.% QTD Delta Order Item PW Amount

Percentage difference between QTD Amount and Comparison QTD Amount

9.1.371 Price Waterfall Orders Facts.% QTD Delta Order Item PW Quantity

Percentage difference between QTD Quantity and Comparison QTD Quantity

9.1.372 Price Waterfall Orders Facts.% YTD Delta Order Item PW Amount

Percentage difference between YTD Amount and Comparison YTD Amount

Price Analytics



9.1.373 Price Waterfall Orders Facts.% YTD Delta Order Item PW Quantity

Percentage difference between YTD Quantity and Comparison YTD Quantity

9.1.374 Price Waterfall Orders Facts.Delta Order Item PW Amount

Change in PW amount between the Order Item PW Amount and Comparison Order Item PW Amount

9.1.375 Price Waterfall Orders Facts.Delta Order Item PW Quantity

Change in quantity between the Order Item PW Quantity and Comparison Order Item PW Quantity

9.1.376 Price Waterfall Orders Facts.MTD Delta Order Item PW Amount

Amount difference between MTD PW Amount in selected date vs. MTD PW Amount in comparison date

9.1.377 Price Waterfall Orders Facts.MTD Delta Order Item PW Quantity

Amount difference between MTD PW quantity in selected date vs. MTD PW quantity in comparison date

9.1.378 Price Waterfall Orders Facts.QTD Delta Order Item PW Amount

Amount difference between QTD PW Amount in selected date vs. QTD PW Amount in comparison date

9.1.379 Price Waterfall Orders Facts.QTD Delta Order Item PW Quantity

Amount difference between QTD PW quantity in selected date vs. QTD PW quantity in comparison date

9.1.380 Price Waterfall Orders Facts.YTD Delta Order Item PW Amount

Amount difference between YTD PW Amount in selected date vs. YTD PW Amount in comparison date

9.1.381 Price Waterfall Orders Facts.YTD Delta Order Item PW Quantity

Amount difference between YTD PW quantity in selected date vs. YTD PW quantity in comparison date

9.1.382 Price Waterfall Quotes Facts.% Delta Quote Item PW Amount

Percentage difference of the Price Waterfall Element amount as compared to the comparison Price Waterfall Element amount

9.1.383 Price Waterfall Quotes Facts.% Delta Quote Item PW Quantity

Percentage change the quote quantity as compared to the comparison Price Waterfall Element quote quantity

9.1.384 Price Waterfall Quotes Facts.% MTD Delta Quote Item PW Amount

Percentage difference between MTD Amount and Comparison MTD Amount

9.1.385 Price Waterfall Quotes Facts.% MTD Delta Quote Item PW Quantity

Percentage difference between MTD Quantity and Comparison MTD Quantity

9.1.386 Price Waterfall Quotes Facts.% QTD Delta Quote Item PW Amount

Percentage difference between QTD Amount and Comparison QTD Amount

9.1.387 Price Waterfall Quotes Facts.% QTD Delta Quote Item PW Quantity

Percentage difference between QTD Quantity and Comparison QTD Quantity

9.1.388 Price Waterfall Quotes Facts.% YTD Delta Quote Item PW Amount

Percentage difference between YTD Amount and Comparison YTD Amount

9.1.389 Price Waterfall Quotes Facts.% YTD Delta Quote Item PW Quantity

Percentage difference between YTD Quantity and Comparison YTD Quantity

Price Analytics



9.1.390 Price Waterfall Quotes Facts.Delta Quote Item PW Amount

Change in PW amount between the Quote Item PW Amount and Comparison Quote Item PW Amount

9.1.391 Price Waterfall Quotes Facts.Delta Quote Item PW Quantity

Change in quantity between the Quote Item PW Quantity and Comparison Quote Item PW Quantity

9.1.392 Price Waterfall Quotes Facts.MTD Delta Quote Item PW Amount

Amount difference between MTD PW Amount in selected date vs. MTD PW Amount in comparison date

9.1.393 Price Waterfall Quotes Facts.MTD Delta Quote Item PW Quantity

Amount difference between MTD PW quantity in selected date vs. MTD PW quantity in comparison date

9.1.394 Price Waterfall Quotes Facts.QTD Delta Quote Item PW Amount

Amount difference between QTD PW Amount in selected date vs. QTD PW Amount in comparison date

9.1.395 Price Waterfall Quotes Facts.QTD Delta Quote Item PW Quantity

Amount difference between QTD PW quantity in selected date vs. QTD PW quantity in comparison date

9.1.396 Price Waterfall Quotes Facts.YTD Delta Quote Item PW Amount

Amount difference between YTD PW Amount in selected date vs. YTD PW Amount in comparison date

9.1.397 Price Waterfall Quotes Facts.YTD Delta Quote Item PW Quantity

Amount difference between YTD PW quantity in selected date vs. YTD PW quantity in comparison date

9.1.398 Quote Detail Facts.% Delta Quote Item Invoice Revenue

The percentage change in invoice revenue between this quarter and the comparison quarter

9.1.399 Quote Detail Facts.% Delta Quote Item Pocket Margin

The percentage change in pocket margin between this quarter and the comparison quarter

9.1.400 Quote Detail Facts.% Delta Quote Item Pocket Revenue

The percentage change in pocket revenue between this quarter and the comparison quarter

9.1.401 Quote Detail Facts.% Delta Quote Item Quantity Requested

The percentage change in quantity between this quarter and the comparison quarter

9.1.402 Quote Detail Facts.Delta Quote Item Invoice Revenue

The amount change in invoice revenue between this quarter and the comparison quarter

9.1.403 Quote Detail Facts.Delta Quote Item Pocket Margin

The amount change in pocket margin between this quarter and the comparison quarter

9.1.404 Quote Detail Facts.Delta Quote Item Pocket Revenue

The amount change in pocket revenue between this quarter and the comparison quarter

9.1.405 Quote Detail Facts.Delta Quote Item Quantity Requested

The amount change in quantity between this quarter and the comparison quarter

Price Analytics


9.2 Sales - CRM Price Waterfall – Orders

Metrics in this Subject Area is a subset of metrics available in 'Sales - CRM Price Waterfall' (listed above). They

can be found in Subject Area: 'Sales - CRM Price Waterfall' with their metric names prefixed with the folder name

'Price Waterfall Order Facts'.

9.3 Sales - CRM Price Waterfall – Quotes

Metrics in this Subject Area is a subset of metrics available in 'Sales - CRM Price Waterfall' (listed above). They

can be found in Subject Area: 'Sales - CRM Price Waterfall' with their metric names prefixed with the folder name

'Price Waterfall Quotes Facts'.

9.4 Sales - CRM Price


9.4.1 Agreement Facts.# of Agreements

Count of number of Agreements

9.4.2 Agreement Facts.Agreement Gross Margin

Agreement line item gross margin

9.4.3 Agreement Facts.Agreement % Margin

Percentage margin on each agreement line item

9.4.4 Agreement Facts.Agreement Discount %

Agreement line item discount percentage

9.4.5 Agreement Facts.Average Agreement Gross Margin

Average agreement gross margin

9.4.6 Agreement Facts.# of Customers with Agreements

Number of accounts with agreements

9.4.7 Agreement Facts.# of Agreement Line Items

Number of agreement line items

9.4.8 Agreement Facts.# of Orders per Agreement

Number of orders per associated agreement

9.4.9 Agreement Facts.# of Orders with Agreements

Number of orders with associated agreements

9.4.10 Agreement Facts.Total Cost

Total cost of all service requests, activities and orders

9.4.11 Agreement Facts.Agreement Line Item Quantity

Pricing agreement line item quantity

9.4.12 Agreement Facts.Agreement Line Item Price

Pricing agreement line item cost

9.4.13 Agreement Facts.Agreement Line Item Cost

Pricing agreement line item cost

9.4.14 Agreement Facts.Average Agreement Line Item Cost

Average pricing agreement line item cost

Price Analytics



9.4.15 Agreement Facts.Agreement Line Item Gross Margin

Pricing agreement line item gross margin

9.4.16 Agreement Facts.Agreement Line Item % Margin

Percentage margin on each pricing agreement line item

9.4.17 Agreement Facts.Agreement Line Item Discount %


9.4.18 Agreement Facts.# of Order Line Items


9.4.19 Agreement Facts.# of Orders


9.4.20 Agreement Facts.Total Amounts

Total revenue generated from all agreements, all activities and all orders

9.4.21 Price List Facts.Maximum List Price

Maximun list price of the product across all active price lists

9.4.22 Price List Facts.Minimum List Price

Minimum list price of the product across all active price lists

9.4.23 Price List Facts.Average List Price

Average list price of the product across all active price lists

9.4.24 Price List Facts.Maximum Cost

Maximum cost of the product across all active price lists

9.4.25 Price List Facts.Minimum Cost

Minimum cost of the product across all active price lists

9.4.26 Price List Facts.Average Cost

Average cost of the product across all active price lists

9.4.27 Price List Facts.Average Margin

Average product margin across all active price lists




Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension


Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension

9.4.31 Order Facts.Order Item Discount Amount

Order Discount at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension



9.4.33 Order Facts.Average Ordered Selling Price

Average Order Selling price for a given product excluding header-level discount.






Total Order Revenue excluding Tax and Freight.



Price Analytics





9.4.39 Order Facts.# of Orders Count of the # of orders



9.4.41 Order Facts.Average Order Item Margin

Average Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension

9.4.42 Order Facts.Quarter Ago # of Orders

Number of orders as of a quarter ago

9.4.43 Order Facts.Chg Quarter Ago # of Orders

Change in number of orders, this quarter over last quarter

9.4.44 Order Facts.% Chg Quarter Ago # of Orders

Percentage change in number of orders, this quarter over last quarter

9.4.45 Order Facts.Order Item Margin (%)

This metric displays Order Item Margin %.

9.4.46 Order Facts.Order Item Discount (%)

This metric displays Order Item Discount %.

9.4.47 Quote Facts.Quote Item Revenue

Revenue amount of the quote item. Calculated by multiplying the net price for the quoted product by the quote request quantity

9.4.48 Quote Facts.Quote Item Quantity Requested

Product quantity requested for the quote line

9.4.49 Quote Facts.Quoted Item Cost

Total cost amount for the quoted product. Calculated by multiplying the unit cost of the product by the quote request quantity

9.4.50 Quote Facts.Quoted Item Margin

Quoted margin amount for the item. Calculated by multiplying the unit quoted net price by the quantity requested. Quoted net price is the price after discounts

9.4.51 Quote Facts.Quote Item Discount Amount

Total item discount amount for the quote line

9.4.52 Quote Facts.Quote Item Average Discount %

Quote item discount averaged across quote request quantities for the product,expressed as a percentage of the Start Price


Quote item revenue based on the Start Price of the quote, i.e., price before adjustment.

9.4.54 Quote Facts.# of Quote Items

Count of items in a quote

9.4.55 Quote Facts.# of NRC Quote Items

Count of NRC (Non Recurring Charge) items in a quote.


Procurement and Spend Analytics 10

This chapter describes metrics available in Procurement and Spend Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Procurement and Spend Analytics.

10.1 Employee Expenses


10.1.1 Employee Expense Facts.# of Approved Expense Reports

Identifies the count of number of expense reports approved Only provides the data for approved expenses.

10.1.2 Employee Expense Facts.Cost Center Total Expense Amount

Measures only approved expenses incurred by the company across Cost Centers. Combines flights, meals, MRO reimbursement, services, and other expense submitted for reimbursement, including company-paid or pre-paid expenses if they are submitted on the expense form measured against Cost Center to gauge which Cost Centers are spending the most money.

10.1.3 Employee Expense Facts.Expense Approval Cycle Time

Measures length of time between expense submission and the date the claim was approved by the last approver. Note that only expenses that are approved in the source system are tracked. This is a component of the expense cycle time. If this number is high, then it could indicate that approvers are either too bogged down with approvals or too busy to approve in a timely manner. Delays in processing expenses may not be related to employees but rather with approvers. This metric will only capture expenses that have been approved by all approvers.

10.1.4 Employee Expense Facts.Expense Filing Cycle Time

Measures length of time to submit the expense once it is incurred. Calculated by subtracting the Actual Expense Date from the Submitted Date.

10.1.5 Employee Expense Facts.Expense Reimbursement Cycle Time

Measures length of time to reimburse the expense once it is submitted, which is the date that the claim is received by the company. Calculated by subtracting the Billing Date from the Submitted Date. This is a measure of internal performance. If this number moving down over time, then that means the company is improving its internal performance to reimburse employees. A fairly large number suggests that there are bottlenecks in the system that are causing the process to bog down.

10.1.6 Employee Expense Facts.Operating Unit Org Total Expense Amount

Measures only approved expenses incurred by the company across Operating Units. Combines flights, meals, MRO reimbursement, services, and other expense submitted for reimbursement, including company-paid or pre-paid expenses if they are submitted on the expense form measured against Operating Unit to gauge which Operating Units are spending the most money.

Procurement and Spend Analytics



10.1.7 Employee Expense Facts.Total Expense

Measures only approved expenses incurred by the company. Combines flights, meals, MRO reimbursement, services, and other expense submitted for reimbursement, including company-paid or pre-paid expenses if they are submitted on the expense form. This is most likely measured against cost center (department) to gauge which departments are spending the most money. For service related companies (like consulting firms), this might be measured against employees, who have numerous non-client related expenses or against type. This metric can also be measured against Supplier (Vendor) to gauge which supplier the company is spending the most money on. Only approved expenses will be captured by this metric (have been gone through all approvals). Expenses will not include those that are reimbursed by the client. However, further analysis is required to analyze if how much of that money is actually recovered from the client. Using this metric in conjunction with MRO spend gives the company visibility into their total spend behavior.

10.1.8 Employee Expense Facts.Total Expense Year Ago

Total Expense Year Ago metric is used to analyze the total expenses spent in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals)..

10.1.9 Employee Expense Facts.Total Expense YTD

Total Expense YTD metric tracks the total approved expenses on a year -todate basis incurred by the company.

10.1.10 Expense Amount by Expense Type Facts.Accomodation Expense Amount

This metric is used to analyze the expense on the Accommodation. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Accommodation. Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.11 Expense Amount by Expense Type Facts.Accomodation Expense Amount Year Ago

Accommodation Expense Amount Year Ago metric is used to analyze the expenses spent on Accommodation in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.12 Expense Amount by Expense Type Facts.Airfare Expense Amount

Measures only approved flight expenses incurred by the company. This is most likely measured against employees for Airfare Expense.Only approved expenses will be captured by this metric (have been gone through all approvals)

10.1.13 Expense Amount by Expense Type Facts.Airfare Expense Amount Year Ago

Airfare Expense Amount Year Ago metric is used to analyze the expenses spent on Airfare in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.14 Expense Amount by Expense Type Facts.Car Rental Expense Amount

This metric is used to analyze the expense on the Car Rental. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Car Rental. Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.15 Expense Amount by Expense Type Facts.Car Rental Expense Amount Year Ago

Car Rental Expense Amount Year Ago metric is used to analyze the expenses spent on Car Rentals in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.16 Expense Amount by Expense Type Facts.Meal Expense Amount

This metric is used to analyze the expense on the food and beverages. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Meal. Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.17 Expense Amount by Expense Type Facts.Meal Expense Amount Year Ago

Meal Expense Amount Year Ago metric is used to analyze the expenses spent on Meals in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).




10.1.18 Expense Amount by Expense Type Facts.Mileage Expense Amount

This metric is used to analyze the amount spent on Mileage per miles travelled across places. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Mileage. Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.19 Expense Amount by Expense Type Facts.Mileage Expense Amount Year Ago

Mileage Expense Amount Year Ago metric is used to analyze the expenses spent on Mileage in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.20 Expense Amount by Expense Type Facts.Other Expense Amount

This metric is used to analyze the amount spent on the miscellaneous expenses. This includes all the expenses under miscellaneous category. Users can use this for more granular analysis of their expense data to track down the specific amount spent on miscellaneous expenses. Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.21 Expense Amount by Expense Type Facts.Other Expense Amount Year Ago

Other Expense Amount Year Ago metric is used to analyze the expenses spent on miscellaneous items in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.22 Expense Amount by Status Facts.Approved Expense Amount

Identifies the amount spent on a particular line item in group currency. Only provides data for approved expenses. This metric is used to analyze the expense on the expense line itself. Users can use this for more granular analysis of their expense data to track down the specific amount spent on each item. Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.23 Expense Amount by Status Facts.Outstanding Expense Amount

Identifies expenses that have not been paid to the employee for the billing period (approved but not posted). This is the amount of money that the company has already committed to reimburse to their employees. Used to analyze the potential liability of the company for amounts that they need to pay their employees. Can be used as a baseline for forecasting or budgeting expenses for a future quarter.

10.1.24 Expense Amount by Status Facts.Requested Expense Amount

This is a measure of the total expenses requested by the employee for reimbursement. It is a combination of flights, meals, MRO reimbursement, services, basically any expense that was submitted for reimbursement. This the amount requested by the employee (which would not include cash advance amount). Used to analyze the amount that the employee has requested for reimbursement. Can be used to compare to the amounts actually reimbursed to the employee by the company, which can differ due to adjustments made by the manager or expense department.

10.2 Procurement and Spend - Invoice Lines


10.2.1 Fact - Purchasing - Invoice.# of Buyers

Count of number of Buyers.

10.2.2 Fact - Purchasing - Invoice.# of Cost Centers

Count of number of Cost Centers.

10.2.3 Fact - Purchasing - Invoice.# of Electronic Invoices

Number of invoices that are electronically entered.

10.2.4 Fact - Purchasing - Invoice.# of Invoices

Count number of invoices, all status and all type.




10.2.5 Fact - Purchasing - Invoice.# of Manual Invoices

Number of invoices that are manually entered.

10.2.6 Fact - Purchasing - Invoice.# of Open Invoices

Count number of invoices with payment status as Not Paid or Partially Paid.

10.2.7 Fact - Purchasing - Invoice.# of Paid Invoices

Number of invoices that were Fully Paid in the current period.

10.2.8 Fact - Purchasing - Invoice.# of Perfect Invoices

Number of invoices that have partially or fully matched to purchase order(s) with no price variance.

10.2.9 Fact - Purchasing - Invoice.# of PO Matched Invoices

Number of invoices that have partially or fully matched to purchase order(s).

10.2.10 Fact - Purchasing - Invoice.# of Purchase Organizations

Count of number of purchase organizations.

10.2.11 Fact - Purchasing - Invoice.# of Recipient Locations

Count of number of recipient locations.

10.2.12 Fact - Purchasing - Invoice.# of Supplier Sites

Number of Supplier Sites.

10.2.13 Fact - Purchasing - Invoice.# of Suppliers

Number of Suppliers.

10.2.14 Fact - Purchasing - Invoice.% Chg Year Ago Manual Invoices

The percent change from last period in the number of manual invoices entered.

10.2.15 Fact - Purchasing - Invoice.% Chg Year Ago Spend

The percent change in spend amount compared to last year.

10.2.16 Fact - Purchasing - Invoice.% Manual Invoices

% of invoices that are manually entered relative to # of total invoices.

10.2.17 Fact - Purchasing - Invoice.% of Invoice Price Variance Amount (IPV)

% of Invoice Price Variance Amount relative to invoice amount.

10.2.18 Fact - Purchasing - Invoice.Addressable Spend

Spend on a commodity or item that is addressable and can be controlled by the payable or procurement department. It usually excludes payments for taxes/freight/special charges.

10.2.19 Fact - Purchasing - Invoice.Agreement Leakage Amount

This metric is the portion of PO Matched Spend where the backing purchase orders are not based on agreements although there exists one. This value is part of Non-Agreement Purchase Amount.

10.2.20 Fact - Purchasing - Invoice.Agreement Leakage Rate

% Agreement Leakage Amount to PO Matched Spend.

10.2.21 Fact - Purchasing - Invoice.Agreement Purchase Amount

This metric is the portion of PO Matched Spend where the backing purchase orders are based on agreements.

10.2.22 Fact - Purchasing - Invoice.Agreement Purchase Rate

% Agreement Purchase Amount to PO Matched Spend.

10.2.23 Fact - Purchasing - Invoice.Average Invoice Unit Price

Average Invoice Unit Price is computed by Sum(Invoiced Quantity*Invoice Unit Price)/Total Invoiced Quantity.




10.2.24 Fact - Purchasing - Invoice.Benchmark Price

The average unit price for the same item in the previous year in the same purchasing organization in which the purchase took place, across all suppliers. If the item was not purchased in the previous year, then the average unit price in the current year is used.

10.2.25 Fact - Purchasing - Invoice.Chg Year Ago Spend

The Spend amount change compared to last year.

10.2.26 Fact - Purchasing - Invoice.Invoice Price Variance Amount (IPV)

This metric is the variance amount caused by difference between invoice price and PO price. IPV is calculated as (Invoice Unit Price - PO Unit Price) * Invoiced Quantity

10.2.27 Fact - Purchasing - Invoice.Invoiced Amount

This metric is the total invoiced amount. It should be viewed by invoice type and should not be simply added across types.

10.2.28 Fact - Purchasing - Invoice.Invoiced Quantity

This metric is the total invoiced quantity. It should be viewed along with UOM.

10.2.29 Fact - Purchasing - Invoice.Max Invoice Unit Price

Maximum Invoice Unit Price.

10.2.30 Fact - Purchasing - Invoice.Min Invoice Unit Price

Minimum Invoice Unit Price.

10.2.31 Fact - Purchasing - Invoice.Non-Addressable Spend

The portion of Spend that is non-addressable and can not be controlled by the payable or procurement department. It usually includes payments for taxes/freight/special charges.

10.2.32 Fact - Purchasing - Invoice.Non-Agreement Purchase Amount

This metric is the portion of PO Matched Spend where the backing purchase orders are not based on agreements. It includes Agreement Leakage and Others Non-Agreement Purchase.

10.2.33 Fact - Purchasing - Invoice.Non-Agreement Purchase Rate

% Non-Agreement Purchase Amount to PO Matched Spend.

10.2.34 Fact - Purchasing - Invoice.Others Non-Agreement Purchase Amount

This metric is the portion of PO Matched Spend where the backing purchase orders are not based on agreements and there exists no valid agreements that could have been used. This value is part of Non-Agreement Purchase Amount.

10.2.35 Fact - Purchasing - Invoice.Others Non-Agreement Purchase Rate

% Others Non-Agreement Purchase Amount to PO Matched Spend.

10.2.36 Fact - Purchasing - Invoice.Payables Leakage Amount

Spend where the invoice does not have a backing purchase order when one is expected.

10.2.37 Fact - Purchasing - Invoice.Payables Leakage Rate

Defined as Payables Leakage / PO Required Spend.

10.2.38 Fact - Purchasing - Invoice.PO Matched Spend

This metric is the portion of spend where the invoice has a backing purchase order.

10.2.39 Fact - Purchasing - Invoice.PO Not Required Spend

This metric is the portion of spend where the invoice is NOT expected to have a backing PO.

10.2.40 Fact - Purchasing - Invoice.PO Required Spend

This metric is the portion of spend where the invoice is expected to have a backing PO.




10.2.41 Fact - Purchasing - Invoice.Price Change Amount

The price savings amount shows how much was saved or lost because of a change in price. The savings are determined by comparing the transaction price with a benchmark price. It's calculated as Sum of [Quantity * (Price - Benchmark Price)] * -1

10.2.42 Fact - Purchasing - Invoice.Spend

Spend is the approved invoice amount, including expense reports. Spend includes invoice distribution amount for items as well as for tax, freight and miscellaneous. Tax/Freight/Miscellaneous are by default attributed to the supplier, business units and cost centers as indicated on invoices. For Oracle EBS Payables invoices, Tax/Freight/Miscellaneous are not allocated to product, product categories, supplier geography, buyer and are considered unclassified spend on these dimensions.

10.2.43 Fact - Purchasing - Invoice.Supplier Benchmark Price

Average unit price for the same item in the previous year for a specific supplier in a commodity, across all operating units (Goods only)

10.2.44 Fact - Purchasing - Invoice.Supplier Price Change Amount

The amount change due to price increases or decreases for an item for specific suppliers by comparing the transaction prices with a supplier benchmark price. It's calculated as Sum of [Quantity * (Price - Supplier Benchmark Price)] * -1

10.2.45 Fact - Purchasing - Invoice.Year Ago # of Invoices

Count number of invoices, all status and all type, for the prior period.

10.2.46 Fact - Purchasing - Invoice.Year Ago # of Manual Invoices

Number of invoices that are manually entered for prior period.

10.2.47 Fact - Purchasing - Invoice.Year Ago % Manual Invoices

% of invoices that are manually entered relative to # of total invoices, for the prior period.

10.2.48 Fact - Purchasing - Invoice.Year Ago Agreement Leakage Amount

This metric is part of Non-Agreement Purchase Amount. Identifies Agreement Leakage Amount where the backing purchase orders are not based on agreements although there exits one from a year ago.

10.2.49 Fact - Purchasing - Invoice.Year Ago Agreement Purchase Amount

Identifies Agreement Purchase Amount based on agreements from a year ago.

10.2.50 Fact - Purchasing - Invoice.Year Ago Average Invoice Unit Price

Year Ago Average Invoice Unit Price.

10.2.51 Fact - Purchasing - Invoice.Year Ago Invoice Price Variance Amount (IPV)

Year Ago Invoice Price Variance Amount (IPV)

10.2.52 Fact - Purchasing - Invoice.Year Ago Invoiced Amount

Identifies the total invoiced amount by invoice type from a year ago.

10.2.53 Fact - Purchasing - Invoice.Year Ago Invoiced Quantity

Identifies the total invoiced quantity from a year ago. It should be viewed along with UOM.

10.2.54 Fact - Purchasing - Invoice.Year Ago Non-Agreement Purchase Amount

Identifies Non-Agreement Purchase Amount not based on agreements from a year ago.

10.2.55 Fact - Purchasing - Invoice.Year Ago Others Non-Agreement Purchase Amount

This metric is part of Non-Agreement Purchase Amount. Identifies Others Non-Agreement Purchase Amount from a year ago.




10.2.56 Fact - Purchasing - Invoice.Year Ago Payables Leakage Amount

Identifies Payables Leakage Amount from year ago.

10.2.57 Fact - Purchasing - Invoice.Year Ago PO Matched Spend

Identifies PO Matched Spend from a year ago.

10.2.58 Fact - Purchasing - Invoice.Year Ago Spend

Year ago spend.

10.3 Procurement and Spend - Procure to Pay


10.3.1 Invoice Facts.Invoiced Amount

This metric is the total invoiced amount. It should be viewed by invoice type and should not be simply added across types.

10.3.2 Invoice Facts.Invoiced Quantity

This metric is the total invoiced quantity. It should be viewed along with UOM.

10.3.3 Purchase Order Facts.% Chg Year Ago PO Amount

The metric stores the % difference in value of the purchase order for current and prior year in a warehouse currency.

10.3.4 Purchase Order Facts.Approved PO Amount

The total amount of approved purchase orders or releases (in Warehouse Currency). If there's partial or full cancellation, this metric excludes the cancelled Amount.

10.3.5 Purchase Order Facts.Approved PO Amount at Costing

The total approved PO amount at cost (in Warehouse Currency). This metric is calculated as PO quantity multiplying the item's inventory cost at the time PO was created. If there's partial or full cancellation, this metric excludes the cancelled value. It is useful to compare the item cost to the purchase price to estimate the price variance.

10.3.6 Purchase Order Facts.Approved PO Quantity

The total quantity of approved purchase orders or releases. If there's partial or full cancellation, this metric excludes the cancelled Quantity.

10.3.7 Purchase Order Facts.Avg Purchase Unit Price

This metric calculates the average unit purchase price of item ordered, by dividing Total Approved PO amount by Total Approved PO Quantity. It should be view with Item or commodity. This metric is not applicable to service or amount based purchases, as unit price is not applicable to those orders.

10.3.8 Purchase Order Facts.Cancelled Amount

The total cancelled value (in warehouse currency).

10.3.9 Purchase Order Facts.Cancelled Quantity

The total cancelled Quantity.

10.3.10 Purchase Order Facts.Chg Year Ago PO Amount

The metric stores the difference in value of the purchase order for current and prior year in warehouse currency.

10.3.11 Purchase Order Facts.Year Ago PO Amount

The metric stores the value of the purchase order in a warehouse currency for the prior year.

10.3.12 Purchase Receiving Facts.% Chg Year Ago Receipt Amount

This metric is the % difference in actual values of the purchase receipt for the current and prior year.




10.3.13 Purchase Receiving Facts.Accepted Quantity

The quantity of the product of the purchase order Schedules that have been received and accepted (passed inspection).

10.3.14 Purchase Receiving Facts.Chg Year Ago Receipt Amount

This metric is the difference in actual values of the purchase receipt for the current and prior year.

10.3.15 Purchase Receiving Facts.PO Received Price

This metric calculates the average PO Receipt Price, by dividing total value received by total quantity received. In some application, Goods receipt price is the PO price and can not be changed, while in others it could be overridden. This metric should be view with Item or commodity and it's not applicable to service or amount based purchases.

10.3.16 Purchase Receiving Facts.PO Received Quantity

The quantity of the product that has been received on the purchase receipt line item.

10.3.17 Purchase Receiving Facts.Receipt Amount

This metric is the actual value of the purchase receipt in the warehouse currency.

10.3.18 Purchase Receiving Facts.Received Quantity

The quantity of the product that has been received to date on the purchase order line item.

10.3.19 Purchase Receiving Facts.Rejected Quantity

The quantity of the product of the purchase order Schedules that have been received and rejected (failed inspection).

10.3.20 Purchase Receiving Facts.Returned Amount

Amount returned to Vendor.

10.3.21 Purchase Receiving Facts.Returned Quantity

Quantity returned to Vendor.

10.3.22 Purchase Receiving Facts.Year Ago Receipt Amount

This metric is the actual value of the purchase receipt in warehouse currency a year ago.

10.3.23 Requisition Facts.Requisition Amount

This metric tracks the requisition line item's actual amount in a common currency. Purchase requisitions often have multiple line items, which sometimes may become parts of separate purchase orders, depending on the product and source. This metric can be used to analyze the requested value to be spent across various dimensions (receipt location, supplier) and compare it to actual spend or quoted (standard) spend.

10.3.24 Requisition Facts.Requisition Quantity

Total Quantity of the Requisitions

10.4 Procurement and Spend - Purchase Cycle Lines


10.4.1 Fact - Purchase Cycle Lines.% Accepted

% Accepted by amount

10.4.2 Fact - Purchase Cycle Lines.% PO Cost Variance

This is the % representation of purchase price variance. This is calculated as the difference between the PO cost specified at the order and the standard purchase cost, divided by the standard purchase cost, and then multiplied by 100 to yield the % value.

10.4.3 Fact - Purchase Cycle Lines.% Received

The average quantity of the product received to-date as a percentage of the total quantity of the product that has been ordered on all the PO line items.This metric tracks the average percentage of completion in the ordering process.




10.4.4 Fact - Purchase Cycle Lines.% Received Early

% Received Early is the percentage of items that were received early ( before the due date specified on the PO), of the total number of items ordered. PO received early rate gives an idea about the supplier's performance in terms of delivering goods on time

10.4.5 Fact - Purchase Cycle Lines.% Received Late

% Received Late is the percentage of items that were received late ( beyond the due date specified on the PO), of the total number of items ordered. PO received late rate gives an idea about the supplier's performance in terms of delivering goods on time.

10.4.6 Fact - Purchase Cycle Lines.% Received On Time

This metric is the percentage of items that were received on time (beyond the due date specified on the PO), of the total number of items ordered. PO received on time gives an idea about the supplier's performance in terms of delivering goods on time.

10.4.7 Fact - Purchase Cycle Lines.% Rejected

% Rejected by amount

10.4.8 Fact - Purchase Cycle Lines.Accepted Amount

Accepted Amount

10.4.9 Fact - Purchase Cycle Lines.Accepted Quantity

Accepted Quantity

10.4.10 Fact - Purchase Cycle Lines.Approved PO Amount

Approved Purchase Order Amount, and does not include the amounts from the Purchase Orders pending approval

10.4.11 Fact - Purchase Cycle Lines.Approved PO Amount at Costing


10.4.12 Fact - Purchase Cycle Lines.Approved PO Quantity

The metric stores the approved quantity of the purchase order schedule

10.4.13 Fact - Purchase Cycle Lines.Average Approval Cycle Time

This metric is the average elapsed time between when the requisition was submitted to when it was approved. when they are done in the same day, this metric will be 0. The Average Approval Cycle Time metric is useful in identifying the potential bottlenecks in the requisition approval process. Gains in productivity can be achieved by looking at this metric in combination with the number of approvers for a requisition, as well as the approval thresholds set in place in the source system.

10.4.14 Fact - Purchase Cycle Lines.Average Purchase Cycle Time

This metric is the average elapsed time between requisition approved and Purchase order creation time.

10.4.15 Fact - Purchase Cycle Lines.Average Receipt Cycle Time

This metric is the total elapsed time between PO creation and goods receipt. The Average Receipt Cycle Time measures the time taken by the supplier to process the PO and ship the products.

10.4.16 Fact - Purchase Cycle Lines.Average Requisiton to Receipt Cycle Time

This metric is the total elapsed time between requisition creation and goods receipt. It's the sum of Average Approval Cycle Time (Requisition submit to approve), Average Purchase Cycle Time (red approve to PO creation) and Average Receipt Cycle Time (PO creation to Receipt) The Requisition to Receipt Cycle Time metric is useful for determining the entire lifecycle of a requisition through receipt of goods. Component cycle times such as Requisition Approval, Order Submission, and Goods Receipt can also be calculated.

10.4.17 Fact - Purchase Cycle Lines.Overall % Accepted

This metric is the over all value across all dimension. It's the %Accepted by amount

10.4.18 Fact - Purchase Cycle Lines.Overall % Received Early

This metric is the over all value across all dimension. It's the percentage of items that were received early

10.4.19 Fact - Purchase Cycle Lines.Overall % Received Late

This metric is the over all value across all dimension. It's the percentage of items that were received late (beyond the due date )




10.4.20 Fact - Purchase Cycle Lines.Overall % Rejected

This metric is the over all value across all dimension. It's the %Rejected by amount

10.4.21 Fact - Purchase Cycle Lines.Received Amount


10.4.22 Fact - Purchase Cycle Lines.Received Early Amount

This is the value of all the items that were received early

10.4.23 Fact - Purchase Cycle Lines.Received Early Quantity

The quantity of the product on the purchase order line item that has been received before the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available.

10.4.24 Fact - Purchase Cycle Lines.Received Late Amount

This is the value of all the items that were received late

10.4.25 Fact - Purchase Cycle Lines.Received Late Quantity

The quantity of the product on the purchase order line item that has been received after the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available.

10.4.26 Fact - Purchase Cycle Lines.Received On Time Amount

This is the value of all the items that were received on time

10.4.27 Fact - Purchase Cycle Lines.Received On Time Quantity

The quantity of the product on the purchase order line item that has been received on the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available.

10.4.28 Fact - Purchase Cycle Lines.Received Quantity


10.4.29 Fact - Purchase Cycle Lines.Rejected Amount

this is the rejected amount recorded for the purchase order shipment.

10.4.30 Fact - Purchase Cycle Lines.Rejected Quantity

this is the rejected quantity recorded for the purchase order shipment.

10.4.31 Fact - Purchase Cycle Lines.Supplier Score

This metric provides a supplier index that is the result of several combined statistics, such as Service Level, Quality, and Price Variance. This metric is very useful in contract negotiations with suppliers, because it provides an objective view of a supplier's historical service to the company. It can also be used to select a certain supplier as an alternate to an existing supplier.

10.5 Procurement and Spend - Purchase Orders


10.5.1 Fact.# of Agreement Leakages

The number of distinct approved purchase orders that are not based on agreements although there exists one

10.5.2 Fact.# of Agreement Purchases

The number of distinct approved purchase orders that are based on agreements. Each blanket release is considered a different purchase.

10.5.3 Fact.# of Agreements The number of distinct approved purchase orders that is a agreement. It does not include consignment consumption documents.




10.5.4 Fact.# of Approved POs The number of distinct approved purchase orders to buy from suppliers. Each blanket release is considered a different PO. It does not include consignment consumption orders. This metric is used to identify ordering volume. Order volume is a major component of supply base rationalization. One useful form of analysis is to correlate an increase in order volume over time to its effect on a supplier service level (on-time, fill-rates, etc.). Analysis of future exposure derived from historical buying patterns and volume can be very helpful when rationalizing a large supply base.

10.5.5 Fact.# of Buyers Number of Buyers.

10.5.6 Fact.# of Cost Centers Number of Cost Centers.

10.5.7 Fact.# of Non-Agreement Purchases

The number of distinct approved purchase orders that are not based on agreements.

10.5.8 Fact.# of Others Non-Agreement Purchases

The number of distinct approved purchase orders that the purchase order is not 'Agreement Purchases' or there is no existing matching blanket purchase agreement for it to use.

10.5.9 Fact.# of PO Lines Total number of PO lines.This metric does not have any status or type filter.

10.5.10 Fact.# of POs The number of distinct purchase orders to buy from suppliers. Each blanket release is considered a different PO. It does not include consignment consumption orders. It will include consignment consumption orders and it also includes PO of any statuses.

10.5.11 Fact.# of Purchase Organizations

Number of Purchase Organizations

10.5.12 Fact.# of Recipient Locations

Number of Recipient Locations.

10.5.13 Fact.# of Requisitions This metric is the number of distinct purchase requisitions the purchase orders originated from. This metric does not include requisitions not associated with any PO.

10.5.14 Fact.# of Supplier Sites Number of distinct supplier sites

10.5.15 Fact.# of Suppliers Number of distinct suppliers

10.5.16 Fact.% Accepted This metric is the percentage of items accepted by received. The Acceptance Rate metric is the total accepted amount compared to the received amount. This metric provides an estimate of the quality of the goods sent by the suppliers.

10.5.17 Fact.% Chg Year Ago PO Amount

The metric stores the % difference in value of the purchase order for current and prior year in a warehouse currency.

10.5.18 Fact.% Purchase Price Variance

This is the % representation of purchase price variance. This is calculated as the difference between the PO Amount specified at the order and the PO amount at costing, divided by the PO amount at costing, and then multiplied by 100 to yield the % value.

10.5.19 Fact.% Rejected This metric is the percentage of items rejected by received. The Rejection Rate metric is the total rejected amount compared to the received amount. This metric provides an estimate of the quality of the goods sent by the suppliers.

10.5.20 Fact.Accepted Amount The value (in warehouse currency) of the product of the purchase order Schedules that have been received and accepted (passed inspection).

10.5.21 Fact.Accepted Quantity The quantity of the product of the purchase order Schedules that have been received and accepted (passed inspection).

10.5.22 Fact.Advance Payment Amount

This metric tracks the ADVANCE payment amount of the Complex works purchase order.

10.5.23 Fact.Agreement Expiring Days

average ( AGREEMENT_END_DT - today's date)

10.5.24 Fact.Agreement Leakage Amount

The value (in warehouse currency) of the approved purchase orders that are not based on agreements although there exists one. This value is part of Non-Agreement Purchase Amount.




10.5.25 Fact.Agreement Leakage Rate

% Agreement Leakage to Total Approved Purchase Amount.

10.5.26 Fact.Agreement Purchase Amount

The value (in warehouse currency) of the approved purchase orders and releases that are based on agreements

10.5.27 Fact.Agreement Purchase Rate

% Agreement Purchase Amount to Total Approved Purchase Amount.

10.5.28 Fact.Agreement Target Amount

The upper limit of the agreement amount

10.5.29 Fact.Agreement Target Quantity

The upper limit of the agreement quantity

10.5.30 Fact.Approved PO Amount


10.5.31 Fact.Approved PO Amount at Costing


10.5.32 Fact.Approved PO Quantity


10.5.33 Fact.Available Amount The total amount of agreement amount is still available to use. It is calculated as (Agreement Target Amount - Agreement Purchase Amount)

10.5.34 Fact.Average Agreement Duration

average ( AGREEMENT_END_DT - AGREEMENT_START_DT)

10.5.35 Fact.Avg Purchase Unit Price


10.5.36 Fact.Best Price Leakage Impact

Potential savings that would have been realized if a blanket purchase agreement had been used instead of a standard purchase order. Best Price is the lowest price on any blanket purchase agreement that could have been used by the order.

10.5.37 Fact.Cancelled Amount The total cancelled value (in warehouse currency).

10.5.38 Fact.Cancelled Quantity The total cancelled Quantity.

10.5.39 Fact.Chg Year Ago PO Amount

The metric stores the difference in value of the purchase order for current and prior year in warehouse currency.

10.5.40 Fact.Financed Amount This metric is specific to Complex Service Procurement. It tracks the financed amount in prepayment shipment type.

10.5.41 Fact.Financed Quantity This metric is specific to Complex Service Procurement. It tracks the financed quantity in prepayment shipment type.

10.5.42 Fact.Financing Payment Amount

This metric tracks the PREPAYMENT amount of the Complex works purchase order.

10.5.43 Fact.Negotiated Purchase Amount

The purchase order amount for the purchase order that has leverage negotiated pricing of some sort. And the purchase order is approved. We use the following conditions: "Dim_W_XACT_TYPE_D_Purchase_AgreementLeverage_Type"."W_XACT_TYPE_CODE" = 'Negotiated'

10.5.44 Fact.Non-Agreement Purchase Amount

The value (in warehouse currency) of the approved purchase orders that are not based on agreements. It includes Agreement Leakage and Others Non-Agreement Purchase.

10.5.45 Fact.Non-Agreement Purchase Rate

% Non-Agreement Purchase Amount to Total Approved Purchase Amount.




10.5.46 Fact.Non-Negotiated Purchase Amount

The purchase order amount for the purchase order that has not leverage negotiated pricing of some sort. And the purchase order is approved. We use the following conditions: "Dim_W_XACT_TYPE_D_Purchase_AgreementLeverage_Type"."W_XACT_TYPE_CODE" = 'Non-Negotiated'

10.5.47 Fact.Others Non-Agreement Purchase Amount

The value (in warehouse currency) of the approved purchase orders that are not based on agreements and there exists no valid agreements that could have been used. This value is part of Non-Agreement Purchase Amount.

10.5.48 Fact.Others Non-Agreement Purchase Rate

% Others Non-negotiated Purchases Amount to Total Approved Purchase Amount.

10.5.49 Fact.PO Amount This metric is the total value display the PO document. It will include consignment consumption document and prepayment financing for complex work orders. It also includes PO of any statuses. This value is the original order quantity where canceled PO Quantity is tracked at a different column. It is intended for advanced analysis. It does not include any pre-built filters, so additional filters and conditions can be applied to fulfill various reporting requirements.

10.5.50 Fact.PO Input Ratio This metric tracks the ratio of POs that come from Requisition. It is calculated by dividing the number of order distributions created from purchase requisition by total number of order distributions

10.5.51 Fact.PO Quantity This metric is the total quantity display the PO document. It will include consignment consumption document and prepayment financing for complex work orders. It also includes PO of any statuses. This value is the original order quantity where canceled PO Quantity is tracked at a different column. It is intended for advanced analysis. It does not include any pre-built filters, so additional filters and conditions can be applied to fulfill various reporting requirements.

10.5.52 Fact.Received Amount This metric tracks the value (in warehouse currency) of purchase order shipment that were actually received. This metric excludes the returned value. This metric can be used as a baseline measure to compare what was actually received to what was expected.

10.5.53 Fact.Received Quantity This metric tracks the quantity of purchase order shipment that were actually received. This metric excludes the returned value. This metric can be used as a baseline measure to compare what was actually received to what was expected.

10.5.54 Fact.Recouped Amount This metric is specific to Complex Service Procurement. It tracks in a standard payment, the amount of service is recouped by prepayment.

10.5.55 Fact.Recouped Quantity This metric is specific to Complex Service Procurement. It tracks in a standard payment, the quantity of service is recouped by prepayment.

10.5.56 Fact.Rejected Amount The value (in warehouse currency) of the product of the purchase order Schedules that have been received and rejected (failed inspection).

10.5.57 Fact.Rejected Quantity The quantity of the product of the purchase order Schedules that have been received and rejected (failed inspection).

10.5.58 Fact.Retainage Released Amount

This metric is specific to Complex Service Procurement. It tracks the retainage released amount in a standard payment or prepayment.

10.5.59 Fact.Retainage Withheld Amount

This metric is specific to Complex Service Procurement. It tracks the retainage withhold amount in a standard payment or prepayment .

10.5.60 Fact.Year Ago Agreement Leakage Amount

The value (in warehouse currency) of the approved purchase orders that are not based on agreements although there exists one from a year ago. This value is part of Non-Agreement Purchase Amount.




10.5.61 Fact.Year Ago Non-Agreement Purchase Amount

The value (in warehouse currency) of the approved purchase orders that are not based on agreements from a year ago. It includes Agreement Leakage and Others Non-Agreement Purchase.

10.5.62 Fact.Year Ago PO Amount

The metric stores the value of the purchase order in a warehouse currency for the prior year.

10.6 Procurement and Spend - Purchase Receipts


10.6.1 Fact - Purchase Receipts (Complex Work).Financing Receipt Amount

receipt amount for financing prepayments

10.6.2 Fact - Purchase Receipts (Complex Work).Transaction Amount

Transaction Amount. Transaction type and shipment type should be viewed along with this metric.

10.6.3 Fact - Purchase Receipts (Complex Work).Transaction Quantity

Transaction Quantity. Transaction type and shipment type should be viewed along with this metric.

10.6.4 Fact - Purchase Receipts.# of Return Transactions

Total number of Return transactions.

10.6.5 Fact - Purchase Receipts.% Chg Year Ago Receipt Amount

This metric is the % difference in actual values of the purchase receipt for the current and prior year.

10.6.6 Fact - Purchase Receipts.Avg Receipt Days Late

For the transactions received after the due day, this metric calculates the average days between the received date and the due day

10.6.7 Fact - Purchase Receipts.Chg Year Ago Receipt Amount

This metric is the difference in actual values of the purchase receipt for the current and prior year.

10.6.8 Fact - Purchase Receipts.PO Received Price

This metric calculates the average PO Receipt Price, by dividing total value received by total quantity received. In some application, Goods receipt price is the PO price and can not be changed, while in others it could be overridden. This metric should be view with Item or commodity and it's not applicable to service or amount based purchases.

10.6.9 Fact - Purchase Receipts.PO Received Quantity

The quantity of the product that has been received on the purchase receipt line item.

10.6.10 Fact - Purchase Receipts.Receipt Amount

This metric is the actual value of the purchase receipt in the warehouse currency.

10.6.11 Fact - Purchase Receipts.Received Early Amount

The amount received if the received date is earlier than the due date.

10.6.12 Fact - Purchase Receipts.Received Late Amount

The amount received if the received date is later than the due date.

10.6.13 Fact - Purchase Receipts.Received On-time Amount

The amount received if the received date is the same as the due date.




10.6.14 Fact - Purchase Receipts.Returned Amount

Amount returned to Vendor.

10.6.15 Fact - Purchase Receipts.Returned Quantity

Quantity returned to Vendor.

10.6.16 Fact - Purchase Receipts.Year Ago Receipt Amount

This metric is the actual value of the purchase receipt in warehouse currency a year ago.

10.7 Procurement and Spend - Purchase Requisition Status

Note:This Subject Area is applicable only for Universal Adapter


10.7.1 Fact - Purchase Requisition Status.# Purchase Requisitions

This metric is the number of distinct purchase requests for an entity such as Buyer, or Cost Center etc. The Requisition Volume metric is used to identify requisitioning volume for a particular entity. Requisitioning volume forms the basis for any analysis of the procurement process of an organization. It is useful to compare cost centers via this metric to understand where the large requests are coming from.

10.7.2 Fact - Purchase Requisition Status.Requested Amount

The currency value of the requisition in document or transaction at the time the action was performed. This metric can only be used with the From Status, To Status attributes from the Document Status dimension. This will allow the user to track changes in PR value when the PR moves through the approval process. If you want to find total anticipated value of PR, please use "Sourcing - Purchase Requisitions" subject area.

10.7.3 Fact - Purchase Requisition Status.Time To Perform

This metric is the average time elapsed in performing a particular action on a requisition, such as submitting, approving, or declining. Requisitions may contain more than one action depending on the business rules of the sources system. The Average Time to Perform metric is used to determine the average time it takes to complete an action on a Purchase Requisition. This metric can also be used to help uncover bottlenecks in the overall requisition cycle.

10.8 Procurement and Spend - Purchase Requisitions


10.8.1 Fact - Purchase Requisitions.# of Requisition Lines

Count of number of requisition lines.

10.8.2 Fact - Purchase Requisitions.# of Requisitions

# of Requisitions

10.8.3 Fact - Purchase Requisitions.Approval Cycle Time

This metric is the elapsed day between when the requisition was submitted to when it was approved. when they are done in the same day, this metric will be 0. The Approval Cycle Time metric is useful in identifying the potential bottlenecks in the requisition approval process. Gains in productivity can be achieved by looking at this metric in combination with the number of approvers for a requisition, as well as the approval thresholds set in place in the source system.




10.8.4 Fact - Purchase Requisitions.Average Number of Requisition Lines

This metric tracks the average number of lines for a requisition or group of requisitions. It can be analyzed over time or by various attributes such as department, cost center, location, or organization. This metric is very useful as a component of requisition transaction costs. It can also be helpful in rationalizing the selection of suppliers and requested delivery time windows. For example, you can analyze the correlation between the number of lines per requisition and the volume of orders placed with each supplier. Many times total transaction costs can be reduced by consolidating the number of discrete transactions with single lines into a single transaction with multiple lines.

10.8.5 Fact - Purchase Requisitions.Fulfilled Average Age Days

the sum of the number of days between the last approval date of the fulfilled requisition line and the receipt or invoice date. This sum is divided by the number of fulfilled requisition lines.

10.8.6 Fact - Purchase Requisitions.Fulfilled Requisition Lines

Number of approved requisition lines that are not canceled, returned, or rejected, and that have a corresponding purchase order or release shipments that have been received within the receipt close tolerance percentage (if 3-Way or 4-Way matching is used), invoiced within the invoice close tolerance percentage (if 2-Way matching is used), or closed. The status of a fulfilled shipment is Closed for Receiving, Closed for Invoicing, or Closed.

10.8.7 Fact - Purchase Requisitions.Fulfilled Requisition Lines Past Expected Date

Number of Fulfilled Requisition Lines for which the fulfilled date is past the Promised Date or Need-By Date on the purchase order shipment or past the Need-By Date on the requisition line, whichever is available.

10.8.8 Fact - Purchase Requisitions.Fulfilled Requisitions Amount

Amount of approved requisition lines that are not canceled, returned, or rejected, and that have a corresponding purchase order or release shipments that have been received within the receipt close tolerance percentage (if 3-Way or 4-Way matching is used), invoiced within the invoice close tolerance percentage (if 2-Way matching is used), or closed. The status of a fulfilled shipment is Closed for Receiving, Closed for Invoicing, or Closed.

10.8.9 Fact - Purchase Requisitions.Manual Requisition Amount

Amount of Processed requisition lines that were manually turned into purchase orders or releases in Oracle Purchasing.

10.8.10 Fact - Purchase Requisitions.Manual Requisition Amount Rate

Percent of processed lines amount that were manually turned into purchase orders or releases in Oracle Purchasing.

10.8.11 Fact - Purchase Requisitions.Manual Requisition Lines

Number of Processed requisition lines that were manually turned into purchase orders or releases in Oracle Purchasing.

10.8.12 Fact - Purchase Requisitions.Manual Requisition Lines Rate

Percent of processed lines that were manually turned into purchase orders or releases in Oracle Purchasing.

10.8.13 Fact - Purchase Requisitions.Processed Amount

Amount of approved requisition lines that are not canceled, returned, or rejected, and that are on an approved purchase order or release

10.8.14 Fact - Purchase Requisitions.Processed Average Age Days

Number of Days to Process / Processed Requisition Lines Number of Days to Process is the sum of the number of days between the processed requisition line's last approval date and the last approval date of the corresponding purchase order or release shipment; this number is divided by the number of processed requisition lines.

10.8.15 Fact - Purchase Requisitions.Processed Requisition Lines

Number of approved requisition lines that are not canceled, returned, or rejected, and that are on an approved purchase order or release

10.8.16 Fact - Purchase Requisitions.Processed Requisition Lines Past Expected Date

Number of processed requisition lines for which the processed date is past the Promised Date or Need-By Date on the purchase order shipment or past the Need-By Date on the requisition line, whichever is available.




10.8.17 Fact - Purchase Requisitions.Requisition Amount

This metric tracks the requisition line item's actual amount in a common currency. Purchase requisitions often have multiple line items, which sometimes may become parts of separate purchase orders, depending on the product and source. This metric can be used to analyze the requested value to be spent across various dimensions (receipt location, supplier) and compare it to actual spend or quoted (standard) spend.

10.8.18 Fact - Purchase Requisitions.Requisition Quantity

Total Quantity of the Requisitions

10.8.19 Fact - Purchase Requisitions.Unapproved Requisitions Amount

Amount of requisition lines that are not approved yet.

10.8.20 Fact - Purchase Requisitions.Unapproved Requisitions Lines

Number of requisition lines that are not approved yet.

10.8.21 Fact - Purchase Requisitions.Unfulfilled Amount Pending Processing

This is the amount of unfulfilled requisition lines that are not on an approved purchase order or release.

10.8.22 Fact - Purchase Requisitions.Unfulfilled Amount Processed Pending Fulfillment

This is the amount of requisition lines that are on an approved purchase order or release but are not fulfilled.

10.8.23 Fact - Purchase Requisitions.Unfulfilled Average Age Days

Number of Days Pending is the sum of the number of days between the last approval date of the unfulfilled requisition line and the current date (the last ETL Date). This number is divided by the number of unfulfilled requisition lines.

10.8.24 Fact - Purchase Requisitions.Unfulfilled Lines Pending Processing

Of the Unfulfilled Lines Total, this is the number of unfulfilled requisition lines that are not on an approved purchase order or release.

10.8.25 Fact - Purchase Requisitions.Unfulfilled Lines Processed Pending Fulfillment

Of the Unfulfilled Lines Total, this is the number of requisition lines that are on an approved purchase order or release but are not fulfilled.

10.8.26 Fact - Purchase Requisitions.Unfulfilled Requisition Lines

Number of approved requisition lines that are not canceled, returned, or rejected, and that were not: * Fully received within the receipt close tolerance percentage if 3-Way or 4-Way matching is used. * Fully invoiced within the invoice close tolerance percentage if 2-Way matching is used. * Closed for any other reason.

10.8.27 Fact - Purchase Requisitions.Unfulfilled Requisition Lines Past Expected Date

Number of unfulfilled requisition lines for which the current date (the last ETL Date) is past the Promised Date or Need-By Date on the purchase order shipment or past the Need-By Date on the requisition line, whichever is available.

10.8.28 Fact - Purchase Requisitions.Unfulfilled Requisitions Amount

Amount of approved requisition lines that are not canceled, returned, or rejected, and that were not: * Fully received within the receipt close tolerance percentage if 3-Way or 4-Way matching is used. * Fully invoiced within the invoice close tolerance percentage if 2-Way matching is used. * Closed for any other reason.




10.8.29 Fact - Purchase Requisitions.Unprocessed Amount Pending Buyer Submission for Approval

Amount of unprocessed requisition lines that were placed on a purchase order or release that is not yet submitted for approval.

10.8.30 Fact - Purchase Requisitions.Unprocessed Amount Pending Buyers Workbench

Amount of unprocessed requisition lines that are not yet on a purchase order or release and that do not contain an Oracle Sourcing document or RFQ reference. If the requisition were to gain an Oracle Sourcing document or RFQ reference, then it would move to the Pending Sourcing phase.

10.8.31 Fact - Purchase Requisitions.Unprocessed Amount Pending PO Approval

Amount of unprocessed requisition lines that were placed on a purchase order or release that was submitted for approval but is not yet approved.

10.8.32 Fact - Purchase Requisitions.Unprocessed Amount Pending Sourcing

Amount of unprocessed requisition lines that contain a reference to a document in Oracle Sourcing or to a request for quotation (RFQ) in Oracle Purchasing, but are not yet on a purchase order or release. After the requisition line with the Oracle Sourcing document or RFQ reference is placed on a purchase order or release, it moves to the Pending Buyer Submission for the Approval phase.

10.8.33 Fact - Purchase Requisitions.Unprocessed Average Age Days

Number of Days Pending is the sum of the number of days between the last approval date of the unprocessed requisition line and the current date (that is, Last ETL Date). This number is then divided by the number of unprocessed requisition lines.

10.8.34 Fact - Purchase Requisitions.Unprocessed Lines Pending Buyer Submission for Approval

Number of unprocessed requisition lines that were placed on a purchase order or release that is not yet submitted for approval.

10.8.35 Fact - Purchase Requisitions.Unprocessed Lines Pending Buyers Workbench

Number of unprocessed requisition lines that are not yet on a purchase order or release and that do not contain an Oracle Sourcing document or RFQ reference. If the requisition were to gain an Oracle Sourcing document or RFQ reference, then it would move to the Pending Sourcing phase.

10.8.36 Fact - Purchase Requisitions.Unprocessed Lines Pending PO Approval

Number of unprocessed requisition lines that were placed on a purchase order or release that was submitted for approval but is not yet approved.

10.8.37 Fact - Purchase Requisitions.Unprocessed Lines Pending Sourcing

Number of unprocessed requisition lines that contain a reference to a document in Oracle Sourcing or to a request for quotation (RFQ) in Oracle Purchasing, but are not yet on a purchase order or release. After the requisition line with the Oracle Sourcing document or RFQ reference is placed on a purchase order or release, it moves to the Pending Buyer Submission for the Approval phase.

10.8.38 Fact - Purchase Requisitions.Unprocessed Requisition Lines

Number of approved requisition lines that are not canceled, returned, or rejected and that are not on an approved purchase order or release.

10.8.39 Fact - Purchase Requisitions.Unprocessed Requisition Lines - Urgent

Number of unprocessed requisition lines for which the requester selected the Urgent option in Oracle iProcurement or Oracle Purchasing.

10.8.40 Fact - Purchase Requisitions.Unprocessed Requisition Lines Past Expected Date

Number of unprocessed requisition lines for which the current date (the last ETL Date) is past the Promised Date or Need-By Date on the purchase order or release shipment, or past the Need-By Date on the requisition line, whichever is available.

10.8.41 Fact - Purchase Requisitions.Unprocessed Requisitions Amount

Amount of approved requisition lines that are not canceled, returned, or rejected and that are not on an approved purchase order or release.



10.9 Supplier Performance - Supplier AP Transactions


10.9.1 Fact - Supplier AP Transactions.AP Aging 1-30 Amount


10.9.2 Fact - Supplier AP Transactions.AP Aging 1-30 Amount to Total %










10.9.7 Fact - Supplier AP Transactions.AP Aging 90+ Amount


10.9.8 Fact - Supplier AP Transactions.AP Aging 90+ Amount to Total %


10.9.9 Fact - Supplier AP Transactions.AP Amount

Amount in Group level currency

10.9.10 Fact - Supplier AP Transactions.AP Avg CR Memo Amount


10.9.11 Fact - Supplier AP Transactions.AP Avg DR Memo Amount


10.9.12 Fact - Supplier AP Transactions.AP Avg Invoice Amount


10.9.13 Fact - Supplier AP Transactions.AP Avg Invoice Days Outstanding


10.9.14 Fact - Supplier AP Transactions.AP Avg Invoice Days Overdue


10.9.15 Fact - Supplier AP Transactions.AP Avg Payment Amount


10.9.16 Fact - Supplier AP Transactions.AP Avg Supplier Payment Days

This metric computes the average days to pay to the suppliers

10.9.17 Fact - Supplier AP Transactions.AP Count Outstanding Transaction

This metric counts the number of outstanding transactions. It is used to compute the average days outstanding metric.




10.9.18 Fact - Supplier AP Transactions.AP Count Overdue Transaction

This metric counts transactions that are overdue. It is used in computing the Average Days Overdue metric

10.9.19 Fact - Supplier AP Transactions.AP Count Payment Transactions


10.9.20 Fact - Supplier AP Transactions.AP CR Memo Amount to Invoice %


10.9.21 Fact - Supplier AP Transactions.AP Credit Memo Amount


10.9.22 Fact - Supplier AP Transactions.AP Credit Memo Count


10.9.23 Fact - Supplier AP Transactions.AP Debit Memo Amount


10.9.24 Fact - Supplier AP Transactions.AP Debit Memo Count


10.9.25 Fact - Supplier AP Transactions.AP Document Amount


10.9.26 Fact - Supplier AP Transactions.AP Invoice Count


10.9.27 Fact - Supplier AP Transactions.AP Local Amount


10.9.28 Fact - Supplier AP Transactions.AP Overdue Amount to Total %


10.9.29 Fact - Supplier AP Transactions.AP Overdue Items to Total %


10.9.30 Fact - Supplier AP Transactions.AP Payment Amount to Invoice %


10.9.31 Fact - Supplier AP Transactions.AP Times Paid After Due


10.9.32 Fact - Supplier AP Transactions.AP Times Paid Before Due


10.9.33 Fact - Supplier AP Transactions.AP Total Payment Amount


10.9.34 Fact - Supplier AP Transactions.Total AP Outstanding Amount





10.9.35 Fact - Supplier AP Transactions.Total AP Overdue Amount


10.10 Supplier Performance - Supplier Performance


10.10.1 Facts - Supplier Performance.# of PO

The number of distinct purchase orders to buy from suppliers. Each blanket release is considered a different PO. It does not include consignment consumption orders. It will include consignment consumption orders and it also includes PO of any statuses.

10.10.2 Facts - Supplier Performance.# of Suppliers

Number of distinct suppliers

10.10.3 Facts - Supplier Performance.% Accepted

% Accepted by amount

10.10.4 Facts - Supplier Performance.% PO Cost Variance

This is the % representation of purchase price variance. This is calculated as the difference between the PO cost specified at the order and the standard purchase cost, divided by the standard purchase cost, and then multiplied by 100 to yield the % value.

10.10.5 Facts - Supplier Performance.% Received Early

% Received Early based on amount

10.10.6 Facts - Supplier Performance.% Received Late

% Received Late by amount

10.10.7 Facts - Supplier Performance.% Received On Time

% Received On Time by amount

10.10.8 Facts - Supplier Performance.% Rejected

% Rejected by amount

10.10.9 Facts - Supplier Performance.Approved PO Amount


10.10.10 Facts - Supplier Performance.Approved PO Quantity


10.10.11 Facts - Supplier Performance.Average Approval Cycle Time

This metric is the average elapsed time between when the requisition was submitted to when it was approved. when they are done in the same day, this metric will be 0. The Average Approval Cycle Time metric is useful in identifying the potential bottlenecks in the requisition approval process. Gains in productivity can be achieved by looking at this metric in combination with the number of approvers for a requisition, as well as the approval thresholds set in place in the source system.

10.10.12 Facts - Supplier Performance.Average Purchase Cycle Time

This metric is the average elapsed time between requisition approved and Purchase order creation time.

10.10.13 Facts - Supplier Performance.Average Receipt Cycle Time

This metric is the total elapsed time between PO creation and goods receipt. The Average Receipt Cycle Time measures the time taken by the supplier to process the PO and ship the products.




10.10.14 Facts - Supplier Performance.Avg Purchase Unit Price


10.10.15 Facts - Supplier Performance.Cancelled Amount

The total cancelled value (in warehouse currency).

10.10.16 Facts - Supplier Performance.Cancelled Quantity

The total cancelled Quantity.

10.10.17 Facts - Supplier Performance.Overall % Accepted

This metric is the over all value across all dimension. It's the %Accepted by amount

10.10.18 Facts - Supplier Performance.Overall % Received Early

This metric is the over all value across all dimension. It's the percentage of items that were received early

10.10.19 Facts - Supplier Performance.Overall % Received Late

This metric is the over all value across all dimension. It's the percentage of items that were received late (beyond the due date )

10.10.20 Facts - Supplier Performance.Overall % Rejected

This metric is the over all value across all dimension. It's the %Rejected by amount

10.10.21 Facts - Supplier Performance.Received Early Quantity

The quantity of the product on the purchase order line item that has been received before the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available.

10.10.22 Facts - Supplier Performance.Received Late Quantity

The quantity of the product on the purchase order line item that has been received after the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available.

10.10.23 Facts - Supplier Performance.Received On Time Quantity

The quantity of the product on the purchase order line item that has been received on the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available.

10.10.24 Facts - Supplier Performance.Received Quantity

This metric tracks the quantity of purchase order shipment that were actually received. This metric excludes the returned value. This metric can be used as a baseline measure to compare what was actually received to what was expected.

10.10.25 Facts - Supplier Performance.Supplier Score

This metric provides a supplier index that is the result of several combined statistics, such as Service Level, Quality, and Price Variance. This metric is very useful in contract negotiations with suppliers, because it provides an objective view of a supplier's historical service to the company. It can also be used to select a certain supplier as an alternate to an existing supplier.


Project Analytics 11

This chapter describes metrics available in Project Analytics of Oracle® Business Intelligence Applications 7.9.6.

Subsections of this chapter correspond to different Subject Areas in Project Analytics.

11.1 Project - Billing


11.1.1 Fact - Project Billing.# of Approved Invoices

Number of Approved Invoices

11.1.2 Fact - Project Billing.# of Projects

Number of distinct Projects with an Invoice Line

11.1.3 Fact - Project Billing.# of Unapproved Invoices

Number of Unapproved Invoices

11.1.4 Fact - Project Billing.# of Write-off Invoices

Number of Write-off Invoices

11.1.5 Fact - Project Billing.Approved Invoice Amount

Billed Amount in Approved Invoices

11.1.6 Fact - Project Billing.Current Withheld Amount

Part of the original invoice which has been retained as part of the customer agreement.

11.1.7 Fact - Project Billing.Invoice Amount

Full bill amount for each expenditure item. This is equal to Quantity Billed times the Bill rate per Unit

11.1.8 Fact - Project Billing.Invoice Write-off Amount

Reduced amount outstanding of an invoice after applying a given amount. Writeoff credits a bad debt account.

11.1.9 Fact - Project Billing.Retention Billed

Amount that has been retained and billed as part of a customer agreement.

11.1.10 Fact - Project Billing.Retention Write-off

Depreciated Billed Retention Amount.

11.1.11 Fact - Project Billing.Total Retained Amount

Part of the original invoice which has been retained according to the customer agreement and not billed yet. Invoice retention is used to reduce a project invoice by a percentage amount that you specify for a particular project. It applies to both expenditure item invoices and event billings

11.1.12 Fact - Project Billing.Unapproved Invoice Amount

Billed Amount in Unapproved Invoices

11.1.13 Fact - Project Billing.Unbilled Receivables

Value of work done which has not been billed yet

11.1.14 Fact - Project Billing.Unearned Revenue

Value of revenue recognized for which the work has not been performed yet.

11.1.15 Fact - Project Funding.Agreement Amount

Identifies the agreement or contract amount in chart of account/group/global currency as agreed by the customer to fund a project or multiple projects required to meet the customer deliverables.

Project Analytics



11.1.16 Fact - Project Funding.Agreement Amount - ITD

Inception to Date value of the agreement or contract amount

11.1.17 Fact - Project Funding.Agreement Amount - MTD

Month to Date value of the agreement or contract amount

11.1.18 Fact - Project Funding.Agreement Amount - QTD

Quarter to Date value of the agreement or contract amount

11.1.19 Fact - Project Funding.Agreement Amount - YTD

Year to Date value of the agreement or contract amount

11.1.20 ITD Metrics.# of Projects - ITD

Number of distinct Projects with an Invoice Line since the Project inception

11.1.21 ITD Metrics.Approved Invoice Amount - ITD

Inception to Date Billed Amount in Approved Invoices

11.1.22 ITD Metrics.Current Withheld Amount - ITD

Inception to Date amount retained from the original invoice, as part of a customer agreement.

11.1.23 ITD Metrics.Invoice Amount - ITD

Inception to Date value of all Invoiced expenditure items

11.1.24 ITD Metrics.Invoice Write-off Amount - ITD

Inception to Date value of Invoice Write-Offs

11.1.25 ITD Metrics.Retention Billed - ITD

Inception to Date amount that has been retained and billed as part of a customer agreement.

11.1.26 ITD Metrics.Retention Write-off - ITD

Inception to Date of Depreciated Billed Retention Amount.

11.1.27 ITD Metrics.Total Retained Amount - ITD

Inception to Date value retained from the original invoice according to the customer agreement and not billed yet.

11.1.28 ITD Metrics.Unapproved Invoice Amount - ITD

Inception to Date Billed Amount in Unapproved Invoices

11.1.29 ITD Metrics.Unbilled Receivables - ITD

Inception to Date value of work done which has not been billed yet

11.1.30 ITD Metrics.Unearned Revenue - ITD

Inception to Date value of revenue recognized for which the work has not been performed yet.

11.1.31 MTD Metrics.Approved Invoice Amount - MTD

Month to Date Billed Amount in Approved Invoices

11.1.32 MTD Metrics.Current Withheld Amount - MTD

Month to Date amount retained from the original invoice, as part of a customer agreement.

11.1.33 MTD Metrics.Invoice Amount - MTD

Month to Date value of all Invoiced expenditure items

11.1.34 MTD Metrics.Invoice Write-off Amount - MTD

Month to Date value of Invoice Write-Offs

11.1.35 MTD Metrics.Retention Billed - MTD

Month to Date amount that has been retained and billed as part of a customer agreement.

11.1.36 MTD Metrics.Retention Write-off - MTD

Month to Date value of Depreciated Billed Retention Amount.

11.1.37 MTD Metrics.Total Retained Amount - MTD

Month to Date value retained from the original invoice according to the customer agreement and not billed yet.

11.1.38 MTD Metrics.Unapproved Invoice Amount - MTD

Month to Date Billed Amount in Unapproved Invoices

Project Analytics



11.1.39 MTD Metrics.Unbilled Receivables - MTD

Month to Date value of work done which has not been billed yet

11.1.40 MTD Metrics.Unearned Revenue - MTD

Month to Date value of revenue recognized for which the work has not been performed yet.

11.1.41 QTD Metrics.Approved Invoice Amount - QTD

Quarter to Date Billed Amount in Approved Invoices

11.1.42 QTD Metrics.Current Withheld Amount - QTD

Quarter to Date amount retained from the original invoice, as part of a customer agreement.

11.1.43 QTD Metrics.Invoice Amount - QTD

Quarter to Date value of all Invoiced expenditure items

11.1.44 QTD Metrics.Invoice Write-off Amount - QTD

Quarter to Date value of Invoice Write-Offs

11.1.45 QTD Metrics.Retention Billed - QTD

Quarter to Date amount that has been retained and billed as part of a customer agreement.

11.1.46 QTD Metrics.Retention Write-off - QTD

Quarter to Date value of Depreciated Billed Retention Amount.

11.1.47 QTD Metrics.Total Retained Amount - QTD

Quarter to Date value retained from the original invoice according to the customer agreement and not billed yet.

11.1.48 QTD Metrics.Unapproved Invoice Amount - QTD

Quarter to Date Billed Amount in Unapproved Invoices

11.1.49 QTD Metrics.Unbilled Receivables - QTD

Quarter to Date value of work done which has not been billed yet

11.1.50 QTD Metrics.Unearned Revenue - QTD

Quarter to Date value of revenue recognized for which the work has not been performed yet.

11.1.51 YTD Metrics.Approved Invoice Amount - YTD

Year to Date Billed Amount in Approved Invoices

11.1.52 YTD Metrics.Current Withheld Amount - YTD

Year to Date amount retained from the original invoice, as part of a customer agreement.

11.1.53 YTD Metrics.Invoice Amount - YTD

Year to Date value of all Invoiced expenditure items

11.1.54 YTD Metrics.Invoice Write-off Amount - YTD

Year to Date value of Invoice Write-Offs

11.1.55 YTD Metrics.Retention Billed - YTD

Year to Date amount that has been retained and billed as part of a customer agreement.

11.1.56 YTD Metrics.Retention Write-off - YTD

Year to Date value of Depreciated Billed Retention Amount.

11.1.57 YTD Metrics.Total Retained Amount - YTD

Year to Date value retained from the original invoice according to the customer agreement and not billed yet.

11.1.58 YTD Metrics.Unapproved Invoice Amount - YTD

Year to Date Billed Amount in Unapproved Invoices

11.1.59 YTD Metrics.Unbilled Receivables - YTD

Year to Date value of work done which has not been billed yet

11.1.60 YTD Metrics.Unearned Revenue - YTD

Year to Date value of revenue recognized for which the work has not been performed yet.

11.2 Project - Budget

Project Analytics



11.2.1 Budget ITD Metrics.# of Projects - ITD

Number of distinct Projects with Budgets since Project Inception

11.2.2 Budget ITD Metrics.Current Budget Cost - ITD

Inception to date amount of raw and burden cost approved in the current version of the budget

11.2.3 Budget ITD Metrics.Current Budget Equipment Cost - ITD

Inception to date amount of raw and burden costs related to equipment usage approved in the current version of the budget

11.2.4 Budget ITD Metrics.Current Budget Equipment Effort - ITD


11.2.5 Budget ITD Metrics.Current Budget Margin - ITD

Inception to date Difference between the revenue and the raw and burden costs approved in the current budget

11.2.6 Budget ITD Metrics.Current Budget Margin Percent - ITD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the current version of the budget

11.2.7 Budget ITD Metrics.Current Budget People Cost - ITD

Inception to date amount of raw and burden costs related to people usage approved in the current version of the budget

11.2.8 Budget ITD Metrics.Current Budget People Effort - ITD


11.2.9 Budget ITD Metrics.Current Budget Revenue - ITD

Inception to date revenue budget amount approved in the current version of the budget.

11.2.10 Budget ITD Metrics.Original Budget Cost - ITD

Inception to date amount of raw and burden cost in the original approved baseline version of the budget

11.2.11 Budget ITD Metrics.Original Budget Equipment Cost - ITD

Inception to date amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget

11.2.12 Budget ITD Metrics.Original Budget Equipment Effort - ITD

Inception to date units of equipment in the original approved baseline version of the cost budget

11.2.13 Budget ITD Metrics.Original Budget Margin - ITD

Inception to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.2.14 Budget ITD Metrics.Original Budget Margin Percent - ITD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the original approved baseline version of the budget

11.2.15 Budget ITD Metrics.Original Budget People Cost - ITD

Inception to date amount of raw and burden costs in the original approved baseline version of the cost budget

11.2.16 Budget ITD Metrics.Original Budget People Effort - ITD

Inception to date amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget

11.2.17 Budget ITD Metrics.Original Budget Revenue - ITD

Inception to date revenue amount in the original baseline approved version of the budget.

11.2.18 Budget MTD Metrics.Current Budget Cost - MTD

Month to date amount of raw and burden cost approved in the current version of the budget

11.2.19 Budget MTD Metrics.Current Budget Margin - MTD

Month to date Difference between the revenue and the raw and burden costs approved in the current budget

11.2.20 Budget MTD Metrics.Current Budget Margin Percent - MTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the current version of the budget

Project Analytics



11.2.21 Budget MTD Metrics.Current Budget Revenue - MTD

Month to date revenue budget amount approved in the current version of the budget.

11.2.22 Budget MTD Metrics.Original Budget Cost - MTD

Month to date amount of raw and burden cost in the original approved baseline version of the budget

11.2.23 Budget MTD Metrics.Original Budget Margin - MTD

Month to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.2.24 Budget MTD Metrics.Original Budget Margin Percent - MTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the initial version of the budget

11.2.25 Budget MTD Metrics.Original Budget Revenue - MTD

Month to date revenue amount in the original baseline approved version of the budget.

11.2.26 Budget QTD Metrics.Current Budget Cost - QTD

Quarter to date amount of raw and burden cost approved in the current version of the budget

11.2.27 Budget QTD Metrics.Current Budget Margin - QTD

Quarter to date difference between the revenue and the total raw and burden costs approved in the current budget

11.2.28 Budget QTD Metrics.Current Budget Margin Percent - QTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the current version of the budget

11.2.29 Budget QTD Metrics.Current Budget Revenue - QTD

Quarter to date revenue budget amount approved in the current version of the budget.

11.2.30 Budget QTD Metrics.Original Budget Cost - QTD

Quarter to date amount of raw and burden cost in the original approved baseline version of the budget

11.2.31 Budget QTD Metrics.Original Budget Margin - QTD

Quarter to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.2.32 Budget QTD Metrics.Original Budget Margin Percent - QTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the initial version of the budget

11.2.33 Budget QTD Metrics.Original Budget Revenue - QTD

Quarter to date revenue amount in the original baseline approved version of the budget.

11.2.34 Budget YTD Metrics.Current Budget Cost - YTD

Year to date amount of raw and burden cost approved in the current version of the budget

11.2.35 Budget YTD Metrics.Current Budget Margin - YTD

Year to date Difference between the revenue and the raw and burden costs approved in the current budget

11.2.36 Budget YTD Metrics.Current Budget Margin Percent - YTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the current version of the budget

11.2.37 Budget YTD Metrics.Current Budget Revenue - YTD

Year to date revenue budget amount approved in the current version of the budget.

Project Analytics



11.2.38 Budget YTD Metrics.Original Budget Cost - YTD

Year to date amount of raw and burden cost in the original approved baseline version of the budget

11.2.39 Budget YTD Metrics.Original Budget Margin - YTD

Year to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.2.40 Budget YTD Metrics.Original Budget Margin Percent - YTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the initial version of the budget

11.2.41 Budget YTD Metrics.Original Budget Revenue - YTD

Year to date revenue amount in the original baseline approved version of the budget.

11.2.42 Fact - Project Budget.# of Projects

Number of distinct Projects with Budgets

11.2.43 Fact - Project Budget.Current Budget Billable Cost

Amount of billable costs directly attributable to work performed approved in the current version of the budget.

11.2.44 Fact - Project Budget.Current Budget Capitalizable Cost

Amount of costs directly attributable to work performed approved in the current version of the budget of an asset building project. These costs are posted to the asset's balance account until the asset is in service

11.2.45 Fact - Project Budget.Current Budget Cost

Amount of raw and burden cost approved in the current version of the budget

11.2.46 Fact - Project Budget.Current Budget Equipment Cost

Amount of raw and burden costs related to equipment usage approved in the current version of the budget

11.2.47 Fact - Project Budget.Current Budget Equipment Effort


11.2.48 Fact - Project Budget.Current Budget Margin

Difference between the revenue and the total raw and burden costs approved in the current budget

11.2.49 Fact - Project Budget.Current Budget Margin Percent

Difference between the revenue amount and the raw and burden cost amounts, shown as a percentage of the revenue amount. Figures come from the current version of the cost and revenue budgets

11.2.50 Fact - Project Budget.Current Budget People Cost

Amount of raw and burden costs related to people usage approved in the current version of the budget

11.2.51 Fact - Project Budget.Current Budget People Effort


11.2.52 Fact - Project Budget.Current Budget Revenue

Revenue budget amount approved in the current version of the budget.

11.2.53 Fact - Project Budget.Original Budget Billable Cost

Amount of billable raw and burden costs in the original approved baseline version of the budget. This total results from adding all chargeable items from tasks denoted as billable

11.2.54 Fact - Project Budget.Original Budget Capitalizable Cost

Amount raw and burden costs in the original baseline approved version of the budget. These costs are posted to the asset's balance account until the asset is in service

Project Analytics



11.2.55 Fact - Project Budget.Original Budget Cost

Amount of raw and burden cost in the original approved baseline version of the budget

11.2.56 Fact - Project Budget.Original Budget Equipment Cost

Amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget

11.2.57 Fact - Project Budget.Original Budget Equipment Effort

Units of equipment in the original approved baseline version of the cost budget

11.2.58 Fact - Project Budget.Original Budget Margin

Difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.2.59 Fact - Project Budget.Original Budget Margin Percent

Difference between the revenue amount and the raw and burden costs, shown as a percentage of the revenue amount. Figures come from the current version of the budget

11.2.60 Fact - Project Budget.Original Budget People Cost

Amount of raw and burden costs in the original approved baseline version of the cost budget

11.2.61 Fact - Project Budget.Original Budget People Effort

Amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget

11.2.62 Fact - Project Budget.Original Budget Revenue

Revenue amount in the original baseline approved version of the budget.

11.3 Project - Cost


11.3.1 Ago Measures.MAGO Cost Month Ago value of Total of raw and burden.

11.3.2 Ago Measures.MAGO Equipment Cost

Month ago value of Expenditure items (raw and burden) related to equipment usage

11.3.3 Ago Measures.MAGO Equipment Effort

Total units (time or quantity) of equipment used. month ago Equipment expenditure items result from multiplying units by the corresponding usage rate

11.3.4 Ago Measures.MAGO People Cost

Total direct and burden cost of labor month ago

11.3.5 Ago Measures.MAGO People Effort

Units of labor used month ago. People expenditure items result from multiplying units by the corresponding usage rate

11.3.6 Ago Measures.QAGO Cost Quarter Ago value of Total of raw and burden.

11.3.7 Ago Measures.QAGO Equipment Cost

Quarter ago value of Expenditure items (raw and burden) related to equipment usage

11.3.8 Ago Measures.QAGO Equipment Effort

Total units (time or quantity) of equipment used. quarter ago Equipment expenditure items result from multiplying units by the corresponding usage rate

11.3.9 Ago Measures.QAGO People Cost

Total direct and burden cost of labor quarter ago

11.3.10 Ago Measures.QAGO People Effort

Units of labor used quarter ago. People expenditure items result from multiplying units by the corresponding usage rate

11.3.11 Ago Measures.YAGO Cost Year Ago value of Total of raw and burden.

Project Analytics



11.3.12 Ago Measures.YAGO Equipment Cost

Year ago value of Expenditure items (raw and burden) related to equipment usage

11.3.13 Ago Measures.YAGO Equipment Effort

Total units (time or quantity) of equipment used. year ago Equipment expenditure items result from multiplying units by the corresponding usage rate

11.3.14 Ago Measures.YAGO People Cost

Total direct and burden cost of labor year ago

11.3.15 Ago Measures.YAGO People Effort

Units of labor used year ago. People expenditure items result from multiplying units by the corresponding usage rate

11.3.16 Fact - Project Cost.# of Projects

Number of distinct Projects with Cost associated

11.3.17 Fact - Project Cost.Billable Cost

Total raw and burden costs flagged as billable as they result from transactions that are chargeable and tasks denoted as billable.

11.3.18 Fact - Project Cost.Burden Cost

Total of expenditure items not directly attributed to work performed, such as fringe benefits and office space.

11.3.19 Fact - Project Cost.Capitalizable Cost

Raw and burden costs from asset building projects. These costs are posted to the asset's balance account and remain there until the asset is in service

11.3.20 Fact - Project Cost.Cost Total of raw and burden.

11.3.21 Fact - Project Cost.Equipment Cost

Expenditure items (raw and burden) related to equipment usage

11.3.22 Fact - Project Cost.Equipment Effort

Total units (time or quantity) of equipment used. Equipment expenditure items result from multiplying units by the corresponding usage rate

11.3.23 Fact - Project Cost.Non-Billable Cost

Raw and burden costs not flagged as billable because the transactions are not chargeable or the tasks where they were performed are not denoted as billable.

11.3.24 Fact - Project Cost.People Cost

Total direct and burden cost of labor

11.3.25 Fact - Project Cost.People Effort

Units of labor used. People expenditure items result from multiplying units by the corresponding usage rate

11.3.26 Fact - Project Cost.Quantity Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed

11.3.27 Fact - Project Cost.Raw Cost

Direct cost, such as raw salaries and travel expenses.


Number of distinct Projects with Cost associated since project inception

11.3.29 ITD Metrics.Billable Cost - ITD

Inception to Date total of raw and burden expenditure items

11.3.30 ITD Metrics.Burden Cost - ITD

Inception to Date cost not directly attributable to work performed

11.3.31 ITD Metrics.Capitalizable Cost - ITD

Inception to Date raw and burden costs from asset building projects

11.3.32 ITD Metrics.Cost - ITD Inception-to-date raw and burden cost accrued

11.3.33 ITD Metrics.Equipment Cost - ITD

Inception to Date expenditure items (raw and burden) related to equipment usage

11.3.34 ITD Metrics.Equipment Effort - ITD

Inception to date units of equipment used

11.3.35 ITD Metrics.Non-Billable Cost - ITD

Inception to Date raw and burdened costs not flagged as billable

11.3.36 ITD Metrics.People Cost - ITD

Inception to date direct and burden cost of labor

Project Analytics



11.3.37 ITD Metrics.People Effort - ITD


11.3.38 ITD Metrics.Raw Cost - ITD Inception to Date direct cost.

11.3.39 MTD Metrics.Billable Cost - MTD

Month to Date total of raw and burden expenditure items

11.3.40 MTD Metrics.Burden Cost - MTD

Month to Date cost not directly attributable to work performed

11.3.41 MTD Metrics.Capitalizable Cost - MTD

Month to Date raw and burden costs from asset building projects

11.3.42 MTD Metrics.Cost - MTD Month-to-date raw and burden cost accrued

11.3.43 MTD Metrics.Equipment Cost - MTD

Month to Date expenditure items (raw and burden) related to equipment usage

11.3.44 MTD Metrics.Equipment Effort - MTD

Month to date units of equipment used

11.3.45 MTD Metrics.Non-Billable Cost - MTD

Month to Date raw and burdened costs not flagged as billable

11.3.46 MTD Metrics.People Cost - MTD

Month to date direct and burden cost of labor

11.3.47 MTD Metrics.People Effort - MTD

Month to Date units (time or quantity) of labor used

11.3.48 MTD Metrics.Raw Cost - MTD

Month to Date direct cost.

11.3.49 QTD Metrics.Billable Cost - QTD

Quarter to Date total of raw and burden expenditure items

11.3.50 QTD Metrics.Burden Cost - QTD

Quarter to Date cost not directly attributable to work performed

11.3.51 QTD Metrics.Capitalizable Cost - QTD

Quarter to Date raw and burden costs from asset building projects

11.3.52 QTD Metrics.Cost - QTD Quarter-to-date raw and burden cost accrued

11.3.53 QTD Metrics.Equipment Cost - QTD

Quarter to Date expenditure items (raw and burden) related to equipment usage

11.3.54 QTD Metrics.Equipment Effort - QTD

Quarter to date units of equipment used

11.3.55 QTD Metrics.Non-Billable Cost - QTD

Quarter to Date raw and burdened costs not flagged as billable

11.3.56 QTD Metrics.People Cost - QTD

Quarter to date direct and overhead cost of labor

11.3.57 QTD Metrics.People Effort - QTD

Quarter to Date units (time or quantity) of labor used

11.3.58 QTD Metrics.Raw Cost - QTD

Quarter to Date direct cost.

11.3.59 YTD Metrics.Billable Cost - YTD

Year to Date total of raw and burden expenditure items

11.3.60 YTD Metrics.Burden Cost - YTD

Year to Date cost not directly attributable to work performed

11.3.61 YTD Metrics.Capitalizable Cost - YTD

Year to Date raw and burden costs from asset building projects

11.3.62 YTD Metrics.Cost - YTD Year-to-date raw and burden cost accrued

Project Analytics



11.3.63 YTD Metrics.Equipment Cost - YTD

Year to Date expenditure items (raw and burden) related to equipment usage

11.3.64 YTD Metrics.Equipment Effort - YTD

Year to date units of equipment used

11.3.65 YTD Metrics.Non-Billable Cost - YTD

Year to Date raw and burdened costs not flagged as billable

11.3.66 YTD Metrics.People Cost - YTD

Year to date direct and overhead cost of labor

11.3.67 YTD Metrics.People Effort - YTD

Year to Date units (time or quantity) of labor used

11.3.68 YTD Metrics.Raw Cost - YTD

Year to Date direct cost.

11.4 Project - Forecast


11.4.1 Fact - Project Forecast.Current Actual Cost

Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version

11.4.2 Fact - Project Forecast.Current Actual Effort

Actual effort in the current primary cost forecast version

11.4.3 Fact - Project Forecast.Current Actual Revenue

Actual revenue amount in the current primary revenue forecast version

11.4.4 Fact - Project Forecast.Current EAC Cost

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project

11.4.5 Fact - Project Forecast.Current EAC Effort

Estimate at completion effort in the current primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project

11.4.6 Fact - Project Forecast.Current EAC Revenue

Estimate at completion revenue amount incurrent primary revenue forecast version

11.4.7 Fact - Project Forecast.Current ETC Cost

Estimate to complete Amount of raw plus burden cost that, according to the current forecast version, is needed to complete the remaining work for the selected items of the WBS

11.4.8 Fact - Project Forecast.Current ETC Effort

Estimate to complete effort in the current primary forecast version.

11.4.9 Fact - Project Forecast.Current ETC Revenue

Estimated to complete revenue amount in the current primary revenue forecast version

11.4.10 Fact - Project Forecast.Forecast Margin Amount

Estimate At Completion revenue minus Estimate At Completion Cost in the Current Forecast Primary Cost Version

Project Analytics



11.4.11 Fact - Project Forecast.Forecast Margin Percent

Forecast Margin Amount multiply 100 and divide by Current EAC Revenue

11.4.12 Fact - Project Forecast.Original Actual Cost

Actual burdened cost amount (Raw + burden cost) in the original primary cost forecast version

11.4.13 Fact - Project Forecast.Original Actual Effort

Actual effort in the original primary cost forecast version

11.4.14 Fact - Project Forecast.Original Actual Revenue

Actual revenue amount in the original primary revenue forecast version

11.4.15 Fact - Project Forecast.Original EAC Cost

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project

11.4.16 Fact - Project Forecast.Original EAC Effort

Estimate at completion effort in the original primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project

11.4.17 Fact - Project Forecast.Original EAC Revenue

Estimate at completion revenue amount in the original primary revenue forecast version

11.4.18 Fact - Project Forecast.Original ETC Cost

Estimate to complete Amount burdened cost (Raw + burden cost) in the original primary forecast version needed to complete the remaining work

11.4.19 Fact - Project Forecast.Original ETC Effort

Estimate to complete effort in the original primary forecast version.

11.4.20 Fact - Project Forecast.Original ETC Revenue

Estimated to complete revenue amount in the original primary revenue forecast version

11.4.21 Forecast ITD Metrics.Current EAC Cost - ITD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started since project inception

11.4.22 Forecast ITD Metrics.Current EAC Equipment Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast

11.4.23 Forecast ITD Metrics.Current EAC Equipment Effort - ITD

Inception to date Estimate At Completion of Units of equipment used in the current version of the forecast

11.4.24 Forecast ITD Metrics.Current EAC People Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast

11.4.25 Forecast ITD Metrics.Current EAC People Effort - ITD

Inception to date Estimate At Completion of Units of labor used in the current version of the forecast

11.4.26 Forecast ITD Metrics.Current EAC Revenue - ITD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since project inception

11.4.27 Forecast ITD Metrics.Original EAC Cost - ITD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started since project inception

Project Analytics



11.4.28 Forecast ITD Metrics.Original EAC Equipment Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the current version of the forecast

11.4.29 Forecast ITD Metrics.Original EAC Equipment Effort - ITD

Inception to date Estimate At Completion of Units of equipment used in the original version of the forecast

11.4.30 Forecast ITD Metrics.Original EAC People Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the original version of the forecast

11.4.31 Forecast ITD Metrics.Original EAC People Effort - ITD

Inception to date Estimate At Completion of Units of labor used in the original version of the forecast

11.4.32 Forecast ITD Metrics.Original EAC Revenue - ITD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since project inception

11.4.33 Forecast MTD Metrics.Current EAC Cost - MTD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected month

11.4.34 Forecast MTD Metrics.Current EAC Revenue - MTD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected month

11.4.35 Forecast MTD Metrics.Original EAC Cost - MTD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected month

11.4.36 Forecast MTD Metrics.Original EAC Revenue - MTD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the month

11.4.37 Forecast QTD Metrics.Current EAC Cost - QTD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected quarter

11.4.38 Forecast QTD Metrics.Current EAC Revenue - QTD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since in the selected quarter

11.4.39 Forecast QTD Metrics.Original EAC Cost - QTD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected quarter

11.4.40 Forecast QTD Metrics.Original EAC Revenue - QTD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since in the selected quarter

11.4.41 Forecast YTD Metrics.Current EAC Cost - YTD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected year

11.4.42 Forecast YTD Metrics.Current EAC Revenue - YTD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected year

11.4.43 Forecast YTD Metrics.Original EAC Cost - YTD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected year

11.4.44 Forecast YTD Metrics.Original EAC Revenue - YTD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the year

Project Analytics


11.5 Project - Funding


11.5.1 Amount Metrics.Additional Funding Amount

Amount of Funding Allocated to a project in addition to original funding.

11.5.2 Amount Metrics.Adjustment Funding Amount

Amount of Adjusted Funding Amount. Adjustments might be in the form of corrections, revaluations and transfers.

11.5.3 Amount Metrics.Agreement Amount

Identifies the agreement or contract amount in chart of account/group/global currency as agreed by the customer to fund a project or multiple projects required to meet the customer deliverables.

11.5.4 Amount Metrics.Baselined Amount

Amount of funding allocated to a project which has been baselined. Only Baselined Amount can be used for Revenue or Invoice Generation Funding Header Metric - Cannot be analyzed by Time

11.5.5 Amount Metrics.Cancelled Funding Amount

Amount of Funding Allocated to a project which is cancelled subsequently.

11.5.6 Amount Metrics.Funding Amount

Funding amount for a particular line at the project or task level

11.5.7 Amount Metrics.Initial Funding Amount

Amount of proposed/planned Funding to be given initially to perform a project or a task.

11.5.8 Amount Metrics.Invoiced Amount

Value of Amount Billed to a customer against this agreement / project Funding Header Metric - Cannot be analyzed by Time

11.5.9 Amount Metrics.Not Allocated Amount

Value of Agreement Amount which has not been allocated to projects.

11.5.10 Amount Metrics.Remaining Funding Amount

Value of Funding Amount which has not been recognized yet through revenue accrual. Funding Header Metric - Cannot be analyzed by Time

11.5.11 Amount Metrics.Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account which is attributable to the revenue generated as a part of a particular transaction. Funding Header Metric - Cannot be analyzed by Time

11.5.12 Amount Metrics.Unbaselined Amount

Amount of Funding Allocated to a project which has not been baselined. This amount can't be used for revenue or invoice generation. Funding Header Metric - Cannot be analyzed by Time

11.5.13 Count Metrics.# of Projects with Additional Funding

Number of Projects with Additional Funding

11.5.14 Count Metrics.# of Projects with Cancelled Funding

Number of Projects which have Cancelled Funding

11.5.15 Count Metrics.# of Projects with Funding Adjustments

Number of Projects which have Funding Adjustments

11.5.16 Count Metrics.# of Projects with Initial Funding

Number of Projects which have Initial Funding

11.5.17 Count Metrics.# of Tasks with Additional Funding

Number of Tasks which have Additional Funding

11.5.18 Count Metrics.# of Tasks with Cancelled Funding

Number of Tasks which have Cancelled Funding

11.5.19 Count Metrics.# of Tasks with Funding Adjustments

Number of Tasks which have Funding Adjustments

11.5.20 Count Metrics.# of Tasks with Initial Funding

Number of Tasks which have Initial Funding

11.5.21 Count Metrics.Total Number of Agreements

Total number of Agreements

Project Analytics



11.5.22 Count Metrics.Total Number of Expired Agreements

Total Number of Expired Agreements

11.5.23 Count Metrics.Total Number of Unexpired Agreements

Total Number of Unexpired Agreements

11.6 Project - Performance


11.6.1 Budget ITD Metrics.# of Projects - ITD

Number of distinct Projects with Budgets since Project Inception

11.6.2 Budget ITD Metrics.Current Budget Cost - ITD

Inception to date amount of raw and burden cost approved in the current version of the budget

11.6.3 Budget ITD Metrics.Current Budget Equipment Cost - ITD


11.6.4 Budget ITD Metrics.Current Budget Equipment Effort - ITD


11.6.5 Budget ITD Metrics.Current Budget Margin - ITD

Inception to date Difference between the revenue and the raw and burden costs approved in the current budget

11.6.6 Budget ITD Metrics.Current Budget Margin Percent - ITD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the current version of the budget

11.6.7 Budget ITD Metrics.Current Budget People Cost - ITD


11.6.8 Budget ITD Metrics.Current Budget People Effort - ITD


11.6.9 Budget ITD Metrics.Current Budget Revenue - ITD

Inception to date revenue budget amount approved in the current version of the budget.

11.6.10 Budget ITD Metrics.Original Budget Cost - ITD

Inception to date amount of raw and burden cost in the original approved baseline version of the budget

11.6.11 Budget ITD Metrics.Original Budget Equipment Cost - ITD

Inception to date amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget

11.6.12 Budget ITD Metrics.Original Budget Equipment Effort - ITD

Inception to date units of equipment in the original approved baseline version of the cost budget

11.6.13 Budget ITD Metrics.Original Budget Margin - ITD

Inception to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.6.14 Budget ITD Metrics.Original Budget Margin Percent - ITD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the original approved baseline version of the budget

11.6.15 Budget ITD Metrics.Original Budget People Cost - ITD

Inception to date amount of raw and burden costs in the original approved baseline version of the cost budget

11.6.16 Budget ITD Metrics.Original Budget People Effort - ITD

Inception to date amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget

Project Analytics



11.6.17 Budget ITD Metrics.Original Budget Revenue - ITD

Inception to date revenue amount in the original baseline approved version of the budget.

11.6.18 Budget MTD Metrics.Current Budget Cost - MTD

Month to date amount of raw and burden cost approved in the current version of the budget

11.6.19 Budget MTD Metrics.Current Budget Margin - MTD

Month to date Difference between the revenue and the raw and burden costs approved in the current budget

11.6.20 Budget MTD Metrics.Current Budget Margin Percent - MTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the current version of the budget

11.6.21 Budget MTD Metrics.Current Budget Revenue - MTD

Month to date revenue budget amount approved in the current version of the budget.

11.6.22 Budget MTD Metrics.Original Budget Cost - MTD

Month to date amount of raw and burden cost in the original approved baseline version of the budget

11.6.23 Budget MTD Metrics.Original Budget Margin - MTD

Month to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.6.24 Budget MTD Metrics.Original Budget Margin Percent - MTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the initial version of the budget

11.6.25 Budget MTD Metrics.Original Budget Revenue - MTD

Month to date revenue amount in the original baseline approved version of the budget.

11.6.26 Budget QTD Metrics.Current Budget Cost - QTD

Quarter to date amount of raw and burden cost approved in the current version of the budget

11.6.27 Budget QTD Metrics.Current Budget Margin - QTD

Quarter to date difference between the revenue and the total raw and burden costs approved in the current budget

11.6.28 Budget QTD Metrics.Current Budget Margin Percent - QTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the current version of the budget

11.6.29 Budget QTD Metrics.Current Budget Revenue - QTD

Quarter to date revenue budget amount approved in the current version of the budget.

11.6.30 Budget QTD Metrics.Original Budget Cost - QTD

Quarter to date amount of raw and burden cost in the original approved baseline version of the budget

11.6.31 Budget QTD Metrics.Original Budget Margin - QTD

Quarter to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.6.32 Budget QTD Metrics.Original Budget Margin Percent - QTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the initial version of the budget

11.6.33 Budget QTD Metrics.Original Budget Revenue - QTD

Quarter to date revenue amount in the original baseline approved version of the budget.

Project Analytics



11.6.34 Budget YTD Metrics.Current Budget Cost - YTD

Year to date amount of raw and burden cost approved in the current version of the budget

11.6.35 Budget YTD Metrics.Current Budget Margin - YTD

Year to date Difference between the revenue and the raw and burden costs approved in the current budget

11.6.36 Budget YTD Metrics.Current Budget Margin Percent - YTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the current version of the budget

11.6.37 Budget YTD Metrics.Current Budget Revenue - YTD

Year to date revenue budget amount approved in the current version of the budget.

11.6.38 Budget YTD Metrics.Original Budget Cost - YTD

Year to date amount of raw and burden cost in the original approved baseline version of the budget

11.6.39 Budget YTD Metrics.Original Budget Margin - YTD

Year to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.6.40 Budget YTD Metrics.Original Budget Margin Percent - YTD

Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the initial version of the budget

11.6.41 Budget YTD Metrics.Original Budget Revenue - YTD

Year to date revenue amount in the original baseline approved version of the budget.

11.6.42 Cost Ago Measures.MAGO Cost

Month Ago value of Total of raw and burden.

11.6.43 Cost Ago Measures.MAGO Equipment Cost

Month ago value of Expenditure items (raw and burden) related to equipment usage

11.6.44 Cost Ago Measures.MAGO Equipment Effort

Total units (time or quantity) of equipment used. month ago Equipment expenditure items result from multiplying units by the corresponding usage rate

11.6.45 Cost Ago Measures.MAGO People Cost

Total direct and burden cost of labor month ago

11.6.46 Cost Ago Measures.MAGO People Effort

Units of labor used month ago. People expenditure items result from multiplying units by the corresponding usage rate

11.6.47 Cost Ago Measures.QAGO Cost

Quarter Ago value of Total of raw and burden.

11.6.48 Cost Ago Measures.QAGO Equipment Cost

Quarter ago value of Expenditure items (raw and burden) related to equipment usage

11.6.49 Cost Ago Measures.QAGO Equipment Effort

Total units (time or quantity) of equipment used. quarter ago Equipment expenditure items result from multiplying units by the corresponding usage rate

11.6.50 Cost Ago Measures.QAGO People Cost

Total direct and burden cost of labor quarter ago

11.6.51 Cost Ago Measures.QAGO People Effort

Units of labor used quarter ago. People expenditure items result from multiplying units by the corresponding usage rate

11.6.52 Cost Ago Measures.YAGO Cost

Year Ago value of Total of raw and burden.

11.6.53 Cost Ago Measures.YAGO Equipment Cost

Year ago value of Expenditure items (raw and burden) related to equipment usage

11.6.54 Cost Ago Measures.YAGO Equipment Effort

Total units (time or quantity) of equipment used. year ago Equipment expenditure items result from multiplying units by the corresponding usage rate

Project Analytics



11.6.55 Cost Ago Measures.YAGO People Cost

Total direct and burden cost of labor year ago

11.6.56 Cost Ago Measures.YAGO People Effort

Units of labor used year ago. People expenditure items result from multiplying units by the corresponding usage rate

11.6.57 Cost ITD Metrics.# of Projects - ITD

Number of distinct Projects with Cost associated since project inception

11.6.58 Cost ITD Metrics.Billable Cost - ITD

Inception to Date total of raw and burden expenditure items

11.6.59 Cost ITD Metrics.Capitalizable Cost - ITD

Inception to Date raw and burden costs from asset building projects

11.6.60 Cost ITD Metrics.Cost - ITD Inception-to-date raw and burden cost accrued

11.6.61 Cost ITD Metrics.Cost Percent Complete - ITD

Percentage of cost expended in comparison with current approved cost budget since project inception

11.6.62 Cost ITD Metrics.Cost Variance - ITD

Difference between Actual Cost and Current Cost Budget (Actual Cost ITD – Current Cost Budget ITD) since project inception

11.6.63 Cost ITD Metrics.Equipment Cost - ITD

Inception to Date expenditure items (raw and burden) related to equipment usage

11.6.64 Cost ITD Metrics.Equipment Effort - ITD

Inception to date units of equipment used

11.6.65 Cost ITD Metrics.Forecast Cost Variance - ITD

Difference between Current EAC Cost and Current Budget Cost (Current EAC Cost ITD – Current Budget Cost ITD) since project inception

11.6.66 Cost ITD Metrics.Non-Billable Cost - ITD

Inception to Date raw and burdened costs not flagged as billable

11.6.67 Cost ITD Metrics.People Cost - ITD

Inception to date direct and burden cost of labor

11.6.68 Cost ITD Metrics.People Effort - ITD


11.6.69 Cost MTD Metrics.Billable Cost - MTD

Month to Date total of raw and burden expenditure items

11.6.70 Cost MTD Metrics.Capitalizable Cost - MTD

Month to Date raw and burden costs from asset building projects

11.6.71 Cost MTD Metrics.Cost - MTD

Month-to-date raw and burden cost accrued

11.6.72 Cost MTD Metrics.Equipment Cost - MTD

Month to Date expenditure items (raw and burden) related to equipment usage

11.6.73 Cost MTD Metrics.Equipment Effort - MTD

Month to date units of equipment used

11.6.74 Cost MTD Metrics.Non-Billable Cost - MTD

Month to Date raw and burdened costs not flagged as billable

11.6.75 Cost MTD Metrics.People Cost - MTD

Month to date direct and burden cost of labor

11.6.76 Cost MTD Metrics.People Effort - MTD

Month to Date units (time or quantity) of labor used

Project Analytics



11.6.77 Cost QTD Metrics.Billable Cost - QTD

Quarter to Date total of raw and burden expenditure items

11.6.78 Cost QTD Metrics.Capitalizable Cost - QTD

Quarter to Date raw and burden costs from asset building projects

11.6.79 Cost QTD Metrics.Cost - QTD

Quarter-to-date raw and burden cost accrued

11.6.80 Cost QTD Metrics.Equipment Cost - QTD

Quarter to Date expenditure items (raw and burden) related to equipment usage

11.6.81 Cost QTD Metrics.Equipment Effort - QTD

Quarter to date units of equipment used

11.6.82 Cost QTD Metrics.Non-Billable Cost - QTD

Quarter to Date raw and burdened costs not flagged as billable

11.6.83 Cost QTD Metrics.People Cost - QTD

Quarter to date direct and overhead cost of labor

11.6.84 Cost QTD Metrics.People Effort - QTD

Quarter to Date units (time or quantity) of labor used

11.6.85 Cost YTD Metrics.Billable Cost - YTD

Year to Date total of raw and burden expenditure items

11.6.86 Cost YTD Metrics.Capitalizable Cost - YTD

Year to Date raw and burden costs from asset building projects

11.6.87 Cost YTD Metrics.Cost - YTD

Year-to-date raw and burden cost accrued

11.6.88 Cost YTD Metrics.Equipment Cost - YTD

Year to Date expenditure items (raw and burden) related to equipment usage

11.6.89 Cost YTD Metrics.Equipment Effort - YTD

Year to date units of equipment used

11.6.90 Cost YTD Metrics.Non-Billable Cost - YTD

Year to Date raw and burdened costs not flagged as billable

11.6.91 Cost YTD Metrics.People Cost - YTD

Year to date direct and overhead cost of labor

11.6.92 Cost YTD Metrics.People Effort - YTD

Year to Date units (time or quantity) of labor used

11.6.93 Fact - Project Budget.# of Projects

Number of distinct Projects with Budgets

11.6.94 Fact - Project Budget.Current Budget Billable Cost


11.6.95 Fact - Project Budget.Current Budget Capitalizable Cost


11.6.96 Fact - Project Budget.Current Budget Cost

Amount of raw and burden cost approved in the current version of the budget

Project Analytics



11.6.97 Fact - Project Budget.Current Budget Equipment Cost


11.6.98 Fact - Project Budget.Current Budget Equipment Effort


11.6.99 Fact - Project Budget.Current Budget Margin

Difference between the revenue and the total raw and burden costs approved in the current budget

11.6.100 Fact - Project Budget.Current Budget Margin Percent

Difference between the revenue amount and the raw and burden cost amounts, shown as a percentage of the revenue amount. Figures come from the current version of the cost and revenue budgets

11.6.101 Fact - Project Budget.Current Budget People Cost


11.6.102 Fact - Project Budget.Current Budget People Effort


11.6.103 Fact - Project Budget.Current Budget Revenue

Revenue budget amount approved in the current version of the budget.

11.6.104 Fact - Project Budget.Original Budget Billable Cost

Amount of billable raw and burden costs in the original approved baseline version of the budget. This total results from adding all chargeable items from tasks denoted as billable

11.6.105 Fact - Project Budget.Original Budget Capitalizable Cost

Amount raw and burden costs in the original baseline approved version of the budget. These costs are posted to the asset's balance account until the asset is in service

11.6.106 Fact - Project Budget.Original Budget Cost

Amount of raw and burden cost in the original approved baseline version of the budget

11.6.107 Fact - Project Budget.Original Budget Equipment Cost

Amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget

11.6.108 Fact - Project Budget.Original Budget Equipment Effort

Units of equipment in the original approved baseline version of the cost budget

11.6.109 Fact - Project Budget.Original Budget Margin

Difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget

11.6.110 Fact - Project Budget.Original Budget Margin Percent

Difference between the revenue amount and the raw and burden costs, shown as a percentage of the revenue amount. Figures come from the current version of the budget

11.6.111 Fact - Project Budget.Original Budget People Cost

Amount of raw and burden costs in the original approved baseline version of the cost budget

11.6.112 Fact - Project Budget.Original Budget People Effort

Amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget

11.6.113 Fact - Project Budget.Original Budget Revenue

Revenue amount in the original baseline approved version of the budget.

Project Analytics



11.6.114 Fact - Project Cost.# of Projects

Number of distinct Projects with Cost associated

11.6.115 Fact - Project Cost.Billable Cost

Total raw and burden costs flagged as billable as they result from transactions that are chargeable and tasks denoted as billable.

11.6.116 Fact - Project Cost.Burden Cost

Total of expenditure items not directly attributed to work performed, such as fringe benefits and office space.

11.6.117 Fact - Project Cost.Capitalizable Cost

Raw and burden costs from asset building projects. These costs are posted to the asset's balance account and remain there until the asset is in service

11.6.118 Fact - Project Cost.Cost Total of raw and burden.

11.6.119 Fact - Project Cost.Cost Percent Complete

Percentage of cost expended in comparison with current approved cost budget

11.6.120 Fact - Project Cost.Cost Variance

Difference between Actual Cost and Current Cost Budget (Actual Cost – Current Cost Budget)

11.6.121 Fact - Project Cost.Equipment Cost

Expenditure items (raw and burden) related to equipment usage

11.6.122 Fact - Project Cost.Equipment Effort

Total units (time or quantity) of equipment used. Equipment expenditure items result from multiplying units by the corresponding usage rate

11.6.123 Fact - Project Cost.Forecast Cost Variance

Difference between Current EAC Cost and Current Budget Cost (Current EAC Cost – Current Budget Cost)

11.6.124 Fact - Project Cost.Non-Billable Cost

Raw and burden costs not flagged as billable because the transactions are not chargeable or the tasks where they were performed are not denoted as billable.

11.6.125 Fact - Project Cost.People Cost

Total direct and burden cost of labor

11.6.126 Fact - Project Cost.People Effort


11.6.127 Fact - Project Cost.Raw Cost

Direct cost, such as raw salaries and travel expenses.

11.6.128 Fact - Project Forecast.Current Actual Cost

Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version

11.6.129 Fact - Project Forecast.Current Actual Effort

Actual effort in the current primary cost forecast version

11.6.130 Fact - Project Forecast.Current Actual Revenue

Actual revenue amount in the current primary revenue forecast version

11.6.131 Fact - Project Forecast.Current EAC Cost

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project

11.6.132 Fact - Project Forecast.Current EAC Effort

Estimate at completion effort in the current primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project

11.6.133 Fact - Project Forecast.Current EAC Equipment Cost

Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast

11.6.134 Fact - Project Forecast.Current EAC Equipment Effort

Estimate At Completion of Units of equipment used in the current version of the forecast

Project Analytics



11.6.135 Fact - Project Forecast.Current EAC People Cost

Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast

11.6.136 Fact - Project Forecast.Current EAC People Effort

Estimate At Completion of Units of labor used in the current version of the forecast

11.6.137 Fact - Project Forecast.Current EAC Revenue

Estimate at completion revenue amount incurrent primary revenue forecast version

11.6.138 Fact - Project Forecast.Current ETC Cost

Estimate to complete Amount of raw plus burden cost that, according to the current forecast version, is needed to complete the remaining work for the selected items of the WBS

11.6.139 Fact - Project Forecast.Current ETC Effort

Estimate to complete effort in the current primary forecast version.

11.6.140 Fact - Project Forecast.Current ETC Equipment Cost

Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast

11.6.141 Fact - Project Forecast.Current ETC Equipment Effort

Estimate To Complete of Units of equipment used in the current version of the forecast

11.6.142 Fact - Project Forecast.Current ETC People Cost

Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast

11.6.143 Fact - Project Forecast.Current ETC People Effort

Estimate To Complete of Units of labor used in the current version of the forecast

11.6.144 Fact - Project Forecast.Current ETC Revenue

Estimated to complete revenue amount in the current primary revenue forecast version

11.6.145 Fact - Project Forecast.Forecast Margin Amount

Estimate At Completion revenue minus Estimate At Completion Cost in the Current Forecast Primary Cost Version

11.6.146 Fact - Project Forecast.Forecast Margin Percent

Forecast Margin Amount multiply 100 and divide by Current EAC Revenue

11.6.147 Fact - Project Forecast.Original Actual Cost

Actual burdened cost amount (Raw + burden cost) in the original primary cost forecast version

11.6.148 Fact - Project Forecast.Original Actual Effort

Actual effort in the original primary cost forecast version

11.6.149 Fact - Project Forecast.Original Actual Revenue

Actual revenue amount in the original primary revenue forecast version

11.6.150 Fact - Project Forecast.Original EAC Cost

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project

11.6.151 Fact - Project Forecast.Original EAC Effort

Estimate at completion effort in the original primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project

Project Analytics



11.6.152 Fact - Project Forecast.Original EAC Equipment Cost

Estimate At Completion of raw and burden costs, related to equipment usage, in the current version of the forecast

11.6.153 Fact - Project Forecast.Original EAC Equipment Effort

Estimate At Completion of Units of equipment used in the original version of the forecast

11.6.154 Fact - Project Forecast.Original EAC People Cost

Estimate At Completion of raw and burden costs, related to people usage, in the original version of the forecast

11.6.155 Fact - Project Forecast.Original EAC People Effort

Estimate At Completion of Units of labor used in the original version of the forecast

11.6.156 Fact - Project Forecast.Original EAC Revenue

Estimate at completion revenue amount in the original primary revenue forecast version

11.6.157 Fact - Project Forecast.Original ETC Cost

Estimate to complete Amount burdened cost (Raw + burden cost) in the original primary forecast version needed to complete the remaining work

11.6.158 Fact - Project Forecast.Original ETC Effort

Estimate to complete effort in the original primary forecast version.

11.6.159 Fact - Project Forecast.Original ETC Equipment Cost

Estimate To Complete of raw and burden costs, related to equipment usage, in the current version of the forecast

11.6.160 Fact - Project Forecast.Original ETC Equipment Effort

Estimate To Complete of Units of equipment used in the original version of the forecast

11.6.161 Fact - Project Forecast.Original ETC People Cost

Estimate To Complete of raw and burden costs, related to people usage, in the original version of the forecast

11.6.162 Fact - Project Forecast.Original ETC People Effort

Estimate To Complete of Units of labor used in the original version of the forecast

11.6.163 Fact - Project Forecast.Original ETC Revenue

Estimated to complete revenue amount in the original primary revenue forecast version

11.6.164 Fact - Project Revenue.# of Projects

Number of distinct Projects with a Revenue Distribution Line

11.6.165 Fact - Project Revenue.Bill Amount

The amount to be billed for the distribution line

11.6.166 Fact - Project Revenue.Margin

Difference between the project revenue and burdened cost

11.6.167 Fact - Project Revenue.Margin Percent

Margin as a percentage of the accrued revenue

11.6.168 Fact - Project Revenue.Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.6.169 Fact - Project Revenue.Revenue Quantity

Number of Units (of Material or Hours) used for this Revenue Distribution Line

11.6.170 Fact - Project Revenue.Unbilled Receivables

Unbilled receivables is the amount of open receivables that have not yet been billed for a project

Project Analytics



11.6.171 Fact - Project Revenue.Unearned Revenue

Revenue received and recorded as a liability or revenue before the revenue has been earned by providing goods or services to a customer. Oracle Projects calculates unearned revenue using the following formula: (Unearned Revenue = Amount Invoiced - Revenue Accrued)

11.6.172 Forecast ITD Metrics.Current EAC Cost - ITD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started since project inception

11.6.173 Forecast ITD Metrics.Current EAC Equipment Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast

11.6.174 Forecast ITD Metrics.Current EAC Equipment Effort - ITD

Inception to date Estimate At Completion of Units of equipment used in the current version of the forecast

11.6.175 Forecast ITD Metrics.Current EAC People Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast

11.6.176 Forecast ITD Metrics.Current EAC People Effort - ITD

Inception to date Estimate At Completion of Units of labor used in the current version of the forecast

11.6.177 Forecast ITD Metrics.Current EAC Revenue - ITD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since project inception

11.6.178 Forecast ITD Metrics.Forecast Margin Amount - ITD

Inception to date Estimate At Completion revenue minus Estimate At Completion Cost in the Current Forecast Primary Cost Version

11.6.179 Forecast ITD Metrics.Forecast Margin Percent - ITD

Inception to date Forecast Margin Amount multiply 100 and divide by Current EAC Revenue

11.6.180 Forecast ITD Metrics.Original EAC Cost - ITD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started since project inception

11.6.181 Forecast ITD Metrics.Original EAC Equipment Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the current version of the forecast

11.6.182 Forecast ITD Metrics.Original EAC Equipment Effort - ITD

Inception to date Estimate At Completion of Units of equipment used in the original version of the forecast

11.6.183 Forecast ITD Metrics.Original EAC People Cost - ITD

Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the original version of the forecast

11.6.184 Forecast ITD Metrics.Original EAC People Effort - ITD

Inception to date Estimate At Completion of Units of labor used in the original version of the forecast

11.6.185 Forecast ITD Metrics.Original EAC Revenue - ITD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since project inception

11.6.186 Forecast MTD Metrics.Current EAC Cost - MTD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected month

11.6.187 Forecast MTD Metrics.Current EAC Revenue - MTD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected month

Project Analytics



11.6.188 Forecast MTD Metrics.Original EAC Cost - MTD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected month

11.6.189 Forecast MTD Metrics.Original EAC Revenue - MTD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the month

11.6.190 Forecast QTD Metrics.Current EAC Cost - QTD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected quarter

11.6.191 Forecast QTD Metrics.Current EAC Revenue - QTD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since in the selected quarter

11.6.192 Forecast QTD Metrics.Original EAC Cost - QTD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected quarter

11.6.193 Forecast QTD Metrics.Original EAC Revenue - QTD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since in the selected quarter

11.6.194 Forecast YTD Metrics.Current EAC Cost - YTD

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected year

11.6.195 Forecast YTD Metrics.Current EAC Revenue - YTD

Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected year

11.6.196 Forecast YTD Metrics.Original EAC Cost - YTD

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected year

11.6.197 Forecast YTD Metrics.Original EAC Revenue - YTD

Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the year

11.6.198 Revenue Ago Measures.MAGO Bill Amount

The amount to be billed for the distribution line a month ago

11.6.199 Revenue Ago Measures.MAGO Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a month ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.6.200 Revenue Ago Measures.Margin Percent Quarter Ago

Margin as a percentage of the accrued revenue for the last quarter

11.6.201 Revenue Ago Measures.Margin Percent Quarterly Change

Difference between the Margin percentage from the last quarter and the Margin percentage from the current quarter

11.6.202 Revenue Ago Measures.Margin Percent Year Ago

Margin as a percentage of the accrued revenue for the last year

11.6.203 Revenue Ago Measures.Margin Percent Yearly Change

Difference between the Margin percentage from the last year and the Margin percentage from the current year

Project Analytics



11.6.204 Revenue Ago Measures.Margin Quarter Ago

Difference between the project revenue and burdened cost for the last quarter

11.6.205 Revenue Ago Measures.Margin Year Ago

Difference between the project revenue and burdened cost for the year previous to that currently selected.

11.6.206 Revenue Ago Measures.QAGO Bill Amount

The amount to be billed for the distribution line a quarter ago

11.6.207 Revenue Ago Measures.QAGO Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a quarter ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.6.208 Revenue Ago Measures.Revenue Quarterly Change

Difference between the Revenue from the last quarter and the Revenue from the current quarter

11.6.209 Revenue Ago Measures.Revenue Yearly Change

Difference between the Revenue from the last year and the Revenue from the current year

11.6.210 Revenue Ago Measures.YAGO Bill Amount

The amount to be billed for the distribution line a year ago

11.6.211 Revenue Ago Measures.YAGO Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a year ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.6.212 Revenue ITD Metrics.# of Projects - ITD

Number of distinct Projects with a Revenue Distribution Line since the Project Inception

11.6.213 Revenue ITD Metrics.Bill Amount - ITD

Inception to Date billed amount for the distribution lines

11.6.214 Revenue ITD Metrics.Margin - ITD

Inception to date difference between the project revenue and burdened cost

11.6.215 Revenue ITD Metrics.Margin Percent - ITD

Margin as a percentage of the accrued revenue since project inception

11.6.216 Revenue ITD Metrics.Revenue Amount - ITD

Revenue amount accrued since project inception by the selected items of the WBS

11.6.217 Revenue ITD Metrics.Unbilled Receivables - ITD

Inception to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.6.218 Revenue ITD Metrics.Unearned Revenue - ITD

Inception to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.6.219 Revenue MTD Metrics.Bill Amount - MTD

Period to Date billed amount for the distribution lines

11.6.220 Revenue MTD Metrics.Revenue Amount - MTD

Period to Date value for the revenue amount of the expenditure item or event

Project Analytics



11.6.221 Revenue MTD Metrics.Unbilled Receivables - MTD

Period to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.6.222 Revenue MTD Metrics.Unearned Revenue - MTD

Period to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.6.223 Revenue QTD Metrics.Bill Amount - QTD

Quarter to Date billed amount for the distribution lines

11.6.224 Revenue QTD Metrics.Revenue Amount - QTD

Quarter to Date value for the revenue amount of the expenditure item or event

11.6.225 Revenue QTD Metrics.Unbilled Receivables - QTD

Quarter to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.6.226 Revenue QTD Metrics.Unearned Revenue - QTD

Quarter to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.6.227 Revenue YTD Metrics.Bill Amount - YTD

Year to Date billed amount for the distribution lines

11.6.228 Revenue YTD Metrics.Revenue Amount - YTD

Year to Date for the revenue amount of the expenditure item or event

11.6.229 Revenue YTD Metrics.Unbilled Receivables - YTD

Year to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.6.230 Revenue YTD Metrics.Unearned Revenue - YTD

Year to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.7 Project - Revenue


11.7.1 Ago Measures.MAGO Bill Amount

The amount to be billed for the distribution line a month ago

11.7.2 Ago Measures.MAGO Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a month ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.7.3 Ago Measures.MAGO Revenue Write-Off Amount

a decrease in revenues a month ago when payment for a receivable cannot be collected.

11.7.4 Ago Measures.QAGO Bill Amount

The amount to be billed for the distribution line a quarter ago

11.7.5 Ago Measures.QAGO Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a quarter ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

Project Analytics



11.7.6 Ago Measures.QAGO Revenue Write-Off Amount

a decrease in revenues a quarter ago when payment for a receivable cannot be collected.

11.7.7 Ago Measures.YAGO Bill Amount

The amount to be billed for the distribution line a year ago

11.7.8 Ago Measures.YAGO Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a year ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.7.9 Ago Measures.YAGO Revenue Write-Off Amount

a decrease in revenues year ago when payment for a receivable cannot be collected.

11.7.10 Fact - Project Revenue.# of Projects

Number of distinct Projects with a Revenue Distribution Line

11.7.11 Fact - Project Revenue.Bill Amount

The amount to be billed for the distribution line

11.7.12 Fact - Project Revenue.Revenue Amount

Identifies the potential revenue amount of the expenditure item to be charged to the GL account, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.7.13 Fact - Project Revenue.Revenue Quantity

Number of Units (of Material or Hours) used for this Revenue Distribution Line

11.7.14 Fact - Project Revenue.Revenue Write-Off Amount

Revenue write-off is a decrease in revenues when payment for a receivable cannot be collected.

11.7.15 Fact - Project Revenue.Unbilled Receivables

Unbilled receivables is the amount of open receivables that have not yet been billed for a project

11.7.16 Fact - Project Revenue.Unearned Revenue

Revenue received and recorded as a liability or revenue before the revenue has been earned by providing goods or services to a customer. Oracle Projects calculates unearned revenue using the following formula: (Unearned Revenue = Amount Invoiced - Revenue Accrued)


Number of distinct Projects with a Revenue Distribution Line since the Project Inception

11.7.18 ITD Metrics.Bill Amount - ITD

Inception to Date billed amount for the distribution lines

11.7.19 ITD Metrics.Margin - ITD Inception to date difference between the project revenue and burdened cost

11.7.20 ITD Metrics.Margin Percent - ITD

Margin as a percentage of the accrued revenue since project inception

11.7.21 ITD Metrics.Revenue Amount - ITD

Revenue amount accrued since project inception by the selected items of the WBS

11.7.22 ITD Metrics.Revenue Write-Off Amount - ITD

Inception to Date write-off amount for revenue

11.7.23 ITD Metrics.Unbilled Receivables - ITD

Inception to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.7.24 ITD Metrics.Unearned Revenue - ITD

Inception to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.7.25 MTD Metrics.Bill Amount - MTD

Period to Date billed amount for the distribution lines

11.7.26 MTD Metrics.Revenue Amount - MTD

Period to Date value for the revenue amount of the expenditure item or event

Project Analytics



11.7.27 MTD Metrics.Revenue Write-Off Amount - MTD

Period to Date write-off amount for revenue

11.7.28 MTD Metrics.Unbilled Receivables - MTD

Period to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.7.29 MTD Metrics.Unearned Revenue - MTD

Period to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.7.30 QTD Metrics.Bill Amount - QTD

Quarter to Date billed amount for the distribution lines

11.7.31 QTD Metrics.Revenue Amount - QTD

Quarter to Date value for the revenue amount of the expenditure item or event

11.7.32 QTD Metrics.Revenue Write-Off Amount - QTD

Quarter to Date write-off amount for revenue

11.7.33 QTD Metrics.Unbilled Receivables - QTD

Quarter to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.7.34 QTD Metrics.Unearned Revenue - QTD

Quarter to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.7.35 YTD Metrics.Bill Amount - YTD

Year to Date billed amount for the distribution lines

11.7.36 YTD Metrics.Revenue Amount - YTD

Year to Date for the revenue amount of the expenditure item or event

11.7.37 YTD Metrics.Revenue Write-Off Amount - YTD

Year to Date write-off amount for revenue

11.7.38 YTD Metrics.Unbilled Receivables - YTD

Year to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project)

11.7.39 YTD Metrics.Unearned Revenue - YTD

Year to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned


Sales Analytics 12

This chapter describes metrics available in Sales Analytics of Oracle® Business Intelligence Applications 7.9.6.

Subsections of this chapter correspond to different Subject Areas in Sales Analytics.

12.1 Sales - CRM Customer Overview


12.1.1 Activity Facts.# of Activities Number of additional employees created since the time of the last ETL incremental update

12.1.2 Activity Facts.# of Closed Activities

Number of activities that are in the statuses of Declined, Cancelled or Done

12.1.3 Activity Facts.# of Customers with Activities

Number of accounts with activities

12.1.4 Activity Facts.# of Employees with Activities

Number of employees with activities

12.1.5 Activity Facts.# of Open Activities

Number of activities that are not in the statuses of Declined, Cancelled or Done

12.1.6 Activity Facts.# of Opportunities with Activities

Number of opportunities with activities

12.1.7 Activity Facts.# of Partners with Activities

Number of partners that have activities associated with them

12.1.8 Activity Facts.# of Products with Activities

Number of products with activities

12.1.9 Activity Facts.Average # of Activities per Employee

Average number of activities per employee

12.1.10 Activity Facts.Average # of Activities per Opportunity

Average number of activities per opportunity

12.1.11 Activity Facts.Average Days per Activity

# of Activities Moving Average (3 periods)

12.1.12 Activity Facts.Average Duration Days

Average time, in days, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date)

12.1.13 Historical Pipeline Facts.% Chg Quarter Ago Historical Expected Revenue

Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.1.14 Historical Pipeline Facts.% Chg Quarter Ago Historical Opportunity Revenue

% change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.1.15 Historical Pipeline Facts.% Chg Year Ago Historical Expected Revenue

Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.1.16 Historical Pipeline Facts.% Chg Year Ago Historical Opportunity Revenue

% change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

Sales Analytics



12.1.17 Historical Pipeline Facts.Chg Quarter Ago Historical Expected Revenue


12.1.18 Historical Pipeline Facts.Chg Quarter Ago Historical Opportunity Revenue

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.1.19 Historical Pipeline Facts.Chg Year Ago Historical Expected Revenue


12.1.20 Historical Pipeline Facts.Chg Year Ago Historical Opportunity Revenue

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.1.21 Historical Pipeline Facts.Historical Expected Revenue

displays historical Expected Revenue from the W_PIPELINE_F table

12.1.22 Historical Pipeline Facts.Historical Opportunity Revenue

displays historical Opportunity Revenue from the W_PIPELINE_F table

12.1.23 Historical Pipeline Facts.Quarter Ago Historical Expected Revenue

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.1.24 Historical Pipeline Facts.Quarter Ago Historical Opportunity Revenue

Historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.1.25 Historical Pipeline Facts.Year Ago Historical Expected Revenue

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date

12.1.26 Historical Pipeline Facts.Year Ago Historical Opportunity Revenue

displays historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date





12.1.29 Order Facts.# of Orders Count of # of Orders


Average Order Selling price for a given product excluding header-level discount

12.1.31 Order Facts.Line Item Shipped Revenue

Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts


Order Revenue at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension


Order Revenue excluding Tax and Freight

12.1.34 Order Facts.Total Shipped Revenue

the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts

Sales Analytics



12.1.35 Pipeline Facts.# of Accounts


12.1.36 Pipeline Facts.# of Open Opportunities

# of Open Opportunities

12.1.37 Pipeline Facts.# of Opportunities

counts the # of Opportunities

12.1.38 Pipeline Facts.Closed Detail Revenue

Closed Revenue at the detail Revenue item level Use with the Product dimension


Closed Revenue

12.1.40 Pipeline Facts.Cumulative % of All Employee Closed Revenue

Running sum of opportunity revenue expressed a percentage of opportunity revenue associated across all opportunity owners

12.1.41 Pipeline Facts.Cumulative % of Sales Method Opportunity Revenue

Running sum of opportunity revenue across all sales methods expressed a percentage of opportunity revenue across all sales methods

12.1.42 Pipeline Facts.Cumulative Closed Revenue

is a running sum of Closed Revenue

12.1.43 Pipeline Facts.Cumulative Expected Revenue

Running sum of Expected Revenue

12.1.44 Pipeline Facts.Cumulative Opportunity Revenue

Running sum of Opportunity Revenue

12.1.45 Pipeline Facts.Expected Detail Revenue

Expected Revenue at the detail Revenue item level Use with the Product dimension


Expected Revenue

12.1.47 Pipeline Facts.Opportunity Detail Revenue

Opportunity Revenue at the detail Revenue item level Use with the Product dimension


Opportunity Revenue

12.1.49 Pipeline Facts.Sales Method Cumulative Opportunity Revenue

Running sum of opportunity revenue across all sales methods

12.1.50 Pipeline Facts.Sales Method Opportunity Revenue

Total opportunity revenue across all sales methods

12.1.51 Quote Facts.# of Quotes Count of # of quotes

12.1.52 Quote Facts.Quote Item Revenue

Revenue amount of the quote item Calculated by multiplying the net price for the quoted product by the requested quantity

12.1.53 Quote Facts.Quote Lost Revenue

Net Revenue amount of the quote with a lost status Calculated by summing up the product of roll up net price for the quote item by the requested quantity

12.1.54 Quote Facts.Quote to Order Conversion % (# Quotes)

Number of quotes converted to orders expressed as a percentage of the total number of quotes


Total revenue for the quote Calculated by multiplying quote rolled up net price by quantity requested

12.1.56 Sales Cycle Facts.# Days in Stage

# of days between the latest ETL date and the date a given Opportunity entered its current Sales Stage

12.1.57 Sales Cycle Facts.# of Moved Deals

# of Opportunities that have started a new Sales Stage in a given period It is only applicable to dimension Time and Opportunity

Sales Analytics



12.1.58 Sales Cycle Facts.Average Deal Size

Average Opportunity Size for closed opportunities

12.1.59 Sales Cycle Facts.Average Sales Cycle

Average time in days from an Opportunity's creation to its closure as Closed-Won

12.1.60 Sales Cycle Facts.Max Days in Stage

displays the maximum number of days an opportunity should be in a given Sales Stage

12.1.61 Sales Cycle Facts.Opportunity Average Days Open

# of Days an Opportunity has been Open

12.1.62 Win Loss Facts.# of Competitive Opportunities

# of Opportunities that have a Primary Competitor

12.1.63 Win Loss Facts.# of Losses # of Closed-Lost Opportunities

12.1.64 Win Loss Facts.# of Wins # of Closed-Won Opportunities

12.1.65 Win Loss Facts.Close Rate # of Wins divided by the # of Opportunities

12.1.66 Win Loss Facts.Competitive Opportunity Revenue

Opportunity Revenue for those Opportunities that have a Primary Competitor

12.1.67 Win Loss Facts.Loss Rate displays the # of Losses divided by the Total # of Wins and Losses

12.1.68 Win Loss Facts.Lost Detail Revenue

displays Lost Opportunity Revenue at the detail Revenue item level Use with the Product dimension

12.1.69 Win Loss Facts.Lost Revenue

displays Lost Opportunity Revenue

12.1.70 Win Loss Facts.Win Rate # of Wins divided by the Total # of Wins and Losses

12.2 Sales - CRM Forecasting


12.2.1 Actuals Facts.# of Orders Count of # of Orders

12.2.2 Actuals Facts.# of Shipped Orders

Count # of Orders that have been fully shipped

12.2.3 Actuals Facts.% Chg Quarter Ago Actual Order Revenue

Percentage change in Total Order Revenue versus one quarter prior

12.2.4 Actuals Facts.% Chg Quarter Ago Actual Ship Revenue

Percentage change in Shipped Revenue versus one quarter prior

12.2.5 Actuals Facts.% Chg Year Ago Actual Order Revenue

Percentage change in Total Order Revenue versus one year prior

12.2.6 Actuals Facts.% Chg Year Ago Actual Ship Revenue

Percentage change in Shipped Revenue versus one year prior

12.2.7 Actuals Facts.Chg Quarter Ago Actual Order Revenue

Change in Total Order Revenue versus one quarter prior

12.2.8 Actuals Facts.Chg Quarter Ago Actual Ship Revenue

Change in Shipped Revenue versus one quarter prior

12.2.9 Actuals Facts.Chg Year Ago Actual Order Revenue

Change in Total Order Revenue versus one year prior

12.2.10 Actuals Facts.Chg Year Ago Actual Ship Revenue

The change in Shipped Revenue versus one year prior

Sales Analytics



12.2.11 Actuals Facts.Cumulative Order Revenue

Running sum of open opportunity revenue

12.2.12 Actuals Facts.Cumulative Order Revenue (000)

Running sum of order revenue

12.2.13 Actuals Facts.Cumulative Total Order Revenue (000)

Running sum of Total Order Revenue (000)

12.2.14 Actuals Facts.Cumulative Total Shipped Revenue (000)

Running sum of Total Shipped Revenue (000)

12.2.15 Actuals Facts.Line Item Order Revenue (000)

Order Revenue in 1000s at the Line Item level Use with the Product dimension

12.2.16 Actuals Facts.Order Size Categorizes Orders based on their revenue size

12.2.17 Actuals Facts.Quarter Ago Actual Order Revenue

Quarter ago Total Order Revenue excluding Tax and Freight

12.2.18 Actuals Facts.Quarter Ago Actual Ship Revenue

quarter ago Shipped Revenue excluding Tax, Freight and header-level discounts

12.2.19 Actuals Facts.Quarter Ago Rollup Total Order Revenue (000)

Roll up total order revenue as of a quarter ago

12.2.20 Actuals Facts.Quarter Ago Total Cumulative Order Revenue (000)

Running sum of Total Order Revenue (000) one quarter prior to a given period

12.2.21 Actuals Facts.Quarter Ago Total Cumulative Shipped Revenue (000)

is a running sum of Total Shipped Revenue (000) one quarter prior to a given period

12.2.22 Actuals Facts.Rollup Total Order Revenue (000)

Roll up total order revenue

12.2.23 Actuals Facts.Total Order Revenue

Order Revenue based on Order Date and does not include Tax or Freight

12.2.24 Actuals Facts.Total Order Revenue (000)

Order Revenue in 1000s based on Order Date and does not include Tax or Freight

12.2.25 Actuals Facts.Total Shipped Revenue

Shipped Revenue based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts

12.2.26 Actuals Facts.Total Shipped Revenue (000)


12.2.27 Actuals Facts.Year Ago Actual Order Revenue

Year Ago Total Order Revenue excluding Tax and Freight

12.2.28 Actuals Facts.Year Ago Actual Ship Revenue

Year Ago Shipped Revenue excluding Tax, Freight and header-level discounts

12.2.29 Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Best Case Totals

Percentage change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.30 Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Cost Totals

Percentage change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.31 Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Expected Revenue Totals

Percentage change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

Sales Analytics



12.2.32 Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Margin Totals

Percentage change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.33 Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Revenue Totals

Percentage change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.34 Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Worst Case Totals

percentage change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.35 Detail Forecast Facts.% Chg Year Ago Forecast Detail Best Case Totals

Percentage change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.36 Detail Forecast Facts.% Chg Year Ago Forecast Detail Cost Totals

Percentage change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.37 Detail Forecast Facts.% Chg Year Ago Forecast Detail Expected Revenue Totals

Percentage change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.38 Detail Forecast Facts.% Chg Year Ago Forecast Detail Margin Totals

Percentage change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.39 Detail Forecast Facts.% Chg Year Ago Forecast Detail Revenue Totals

Percentage change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.40 Detail Forecast Facts.% Chg Year Ago Forecast Detail Worst Case Totals

Percentage change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.41 Detail Forecast Facts.Change in Detail Forecast from Prior (000)

Change in Frontline Detail Revenue for a given individual in a given forecast series between one forecast date and the immediately preceeding forecast date

12.2.42 Detail Forecast Facts.Chg Quarter Ago Forecast Detail Best Case Totals

Change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.43 Detail Forecast Facts.Chg Quarter Ago Forecast Detail Cost Totals

Change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.44 Detail Forecast Facts.Chg Quarter Ago Forecast Detail Expected Revenue Totals

Change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.45 Detail Forecast Facts.Chg Quarter Ago Forecast Detail Margin Totals

Change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.46 Detail Forecast Facts.Chg Quarter Ago Forecast Detail Revenue Totals

change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.47 Detail Forecast Facts.Chg Quarter Ago Forecast Detail Worst Case Totals

Change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

Sales Analytics



12.2.48 Detail Forecast Facts.Chg Year Ago Forecast Detail Best Case Totals

Change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.49 Detail Forecast Facts.Chg Year Ago Forecast Detail Cost Totals

change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.50 Detail Forecast Facts.Chg Year Ago Forecast Detail Expected Revenue Totals

Change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.51 Detail Forecast Facts.Chg Year Ago Forecast Detail Margin Totals

Change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.52 Detail Forecast Facts.Chg Year Ago Forecast Detail Revenue Totals

Change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.53 Detail Forecast Facts.Chg Year Ago Forecast Detail Worst Case Totals

Change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.54 Detail Forecast Facts.Cumulative Forecast Detail Revenue (000)

is a running sum of Frontline Detail Revenue (000)

12.2.55 Detail Forecast Facts.Forecast Detail Best Case Totals

Detail Best Case Revenue for a given individual in a given forecast series on a given forecast date

12.2.56 Detail Forecast Facts.Forecast Detail Cost Totals

Detail Cost for a given individual in a given forecast series on a given forecast date

12.2.57 Detail Forecast Facts.Forecast Detail Expected Revenue Totals

Detail Expected Revenue for a given individual in a given forecast series on a given forecast date

12.2.58 Detail Forecast Facts.Forecast Detail Margin Totals

Detail Margin for a given individual in a given forecast series on a given forecast date

12.2.59 Detail Forecast Facts.Forecast Detail Revenue Totals

Detail Revenue for a given individual in a given forecast series on a given forecast date

12.2.60 Detail Forecast Facts.Forecast Detail Revenue Totals (000)

Forecast Detail Revenue in 1000s for a given individual in a given forecast series on a given forecast date

12.2.61 Detail Forecast Facts.Forecast Detail Worst Case Totals

Detail Worst Case Revenue for a given individual in a given forecast series on a given forecast date

12.2.62 Detail Forecast Facts.Prior Forecast Detail Revenue Totals (000)

Summary Expected Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.63 Detail Forecast Facts.Quarter Ago Forecast Detail Best Case Totals

Detail Best Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.64 Detail Forecast Facts.Quarter Ago Forecast Detail Cost Totals

Detail Cost for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

Sales Analytics



12.2.65 Detail Forecast Facts.Quarter Ago Forecast Detail Expected Revenue Totals

Detail Expected Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.66 Detail Forecast Facts.Quarter Ago Forecast Detail Margin Totals

Detail Margin for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.67 Detail Forecast Facts.Quarter Ago Forecast Detail Revenue Totals

Detail Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.68 Detail Forecast Facts.Quarter Ago Forecast Detail Worst Case Totals

Detail Worst Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.69 Detail Forecast Facts.Year Ago Forecast Detail Best Case Totals

Detail Best Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.70 Detail Forecast Facts.Year Ago Forecast Detail Cost Totals

Detail Cost for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.71 Detail Forecast Facts.Year Ago Forecast Detail Expected Revenue Totals

Detail Expected Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.72 Detail Forecast Facts.Year Ago Forecast Detail Margin Totals

Detail Margin for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.73 Detail Forecast Facts.Year Ago Forecast Detail Revenue Totals

Detail Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.74 Detail Forecast Facts.Year Ago Forecast Detail Worst Case Totals

Detail Worst Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.75 Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Best Case

Percentage change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.76 Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Cost

Percentage change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.77 Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Expected Revenue

Percentage change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.78 Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Margin

Percentage change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.79 Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Revenue

Percentage change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.80 Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Worst Case

Percentage change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

Sales Analytics



12.2.81 Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Best Case

percentage change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.82 Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Cost

Percentage change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.83 Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Expected Revenue

Percentage change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.84 Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Margin

Percentage change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.85 Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Revenue

Percentage change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.86 Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Worst Case

Percentage change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.87 Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Best Case

Change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.88 Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Cost

Change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.89 Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Expected Revenue

Change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.90 Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Margin

Change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.91 Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Revenue

Change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.92 Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Worst Case

Change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.93 Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Best Case

Change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.94 Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Cost

Change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

Sales Analytics



12.2.95 Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Expected Revenue

Change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.96 Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Margin

Change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.97 Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Revenue

Change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.98 Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Worst Case

Change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.99 Frontline Forecast Fact.Frontline Forecast Detail Best Case

Original Detail Best Case Revenue for a given individual's Details in a given forecast series on given forecast date

12.2.100 Frontline Forecast Fact.Frontline Forecast Detail Cost

Original Detail Cost for a given individual's Details in a given forecast series on given forecast date

12.2.101 Frontline Forecast Fact.Frontline Forecast Detail Expected Revenue

Original Detail Expected Revenue for a given individual's Details in a given forecast series on given forecast date

12.2.102 Frontline Forecast Fact.Frontline Forecast Detail Margin

Original Detail Margin for a given individual's Details in a given forecast series on given forecast date

12.2.103 Frontline Forecast Fact.Frontline Forecast Detail Revenue

Original Detail Revenue for a given individual's Details in a given forecast series on given forecast date

12.2.104 Frontline Forecast Fact.Frontline Forecast Detail Worst Case

Original Detail Worst Case Revenue for a given individual's Details in a given forecast series on given forecast date

12.2.105 Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Best Case

Frontline Best Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.106 Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Cost

Frontline Detail Cost for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.107 Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Expected Revenue

Frontline Detail Expected Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.108 Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Margin

Frontline Detail Margin for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.109 Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Revenue

Frontline Detail Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.110 Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Worst Case

Frontline Worst Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

Sales Analytics



12.2.111 Frontline Forecast Fact.Year Ago Frontline Forecast Detail Best Case

Frontline Best Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.112 Frontline Forecast Fact.Year Ago Frontline Forecast Detail Cost

Frontline Detail Cost for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.113 Frontline Forecast Fact.Year Ago Frontline Forecast Detail Expected Revenue

Frontline Detail Expected Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.114 Frontline Forecast Fact.Year Ago Frontline Forecast Detail Margin

Frontline Detail Margin for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.115 Frontline Forecast Fact.Year Ago Frontline Forecast Detail Revenue

Frontline Detail Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.116 Frontline Forecast Fact.Year Ago Frontline Forecast Detail Worst Case

Frontline Worst Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.117 Opportunity Facts.# of Accepted Leads

Counts the number of Opportunities where Status is "Accepted"

12.2.118 Opportunity Facts.# of Days in Stage

Number of days the opportunity resides in a particular sales stage

12.2.119 Opportunity Facts.# of Open Critical SRs

Number of open, critical Service Requests

12.2.120 Opportunity Facts.# of Open SRs

Number of open Service Requests


Count of # of Opportunities

12.2.122 Opportunity Facts.# of Rejected Leads

Counts the number of Opportunities where Status is "Rejected"

12.2.123 Opportunity Facts.# of Sales Reps

Counts the # of Sales Representatives

12.2.124 Opportunity Facts.# of SRs Number of Service Requests


Count of of Closed-Won Opportunities

12.2.126 Opportunity Facts.Cumulative Opportunity Revenue (000)

Running sum of Rollup Opportunity Revenue (000)

12.2.127 Opportunity Facts.Incentive Compensation Paid (000)

Incentive Compensation payments in 1000s

12.2.128 Opportunity Facts.Opportunity Closed Revenue (000)

Total Revenue of opportunities with a close status

12.2.129 Opportunity Facts.Opportunity Detail Revenue (000)

Opportunity Revenue (000) at the Revenue line items level Use when using the Products dimension

12.2.130 Opportunity Facts.Opportunity Lost Revenue (000)

Total Revenue of opportunities that were lost

Sales Analytics




Opportunity Revenue

12.2.132 Opportunity Facts.Opportunity Revenue (000)

Opportunity Revenue (000) for Opportunities at the Opportunity level

12.2.133 Opportunity Facts.Rollup Expected Best Case Revenue (000)

Rolled up revenue line expected best case revenue

12.2.134 Opportunity Facts.Rollup Expected Revenue

Rolled up revenue line expected revenue

12.2.135 Opportunity Facts.Rollup Expected Revenue (000)

Rolled up revenue line expected revenue in 000

12.2.136 Opportunity Facts.Rollup Expected Worst Case Revenue (000)

Rolled up revenue line expected worst case revenue

12.2.137 Opportunity Facts.Rollup Opportunity Revenue (000)

Roll up open opportunity revenue

12.2.138 Prior Forecast Facts.Prior Forecast Detail Best Case Totals

Detail Best Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.139 Prior Forecast Facts.Prior Forecast Detail Cost Totals

Detail Cost for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.140 Prior Forecast Facts.Prior Forecast Detail Expected Revenue Totals

Detail Expected Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.141 Prior Forecast Facts.Prior Forecast Detail Margin Totals

Detail Margin for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.142 Prior Forecast Facts.Prior Forecast Detail Revenue Totals

Detail Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.143 Prior Forecast Facts.Prior Forecast Detail Worst Case Totals

Detail Worst Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.144 Prior Forecast Facts.Prior Forecast Summary Best Case

Summary Best Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.145 Prior Forecast Facts.Prior Forecast Summary Cost

Summary Cost for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.146 Prior Forecast Facts.Prior Forecast Summary Expected Revenue

Summary Expected Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.147 Prior Forecast Facts.Prior Forecast Summary Margin

Summary Margin for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.148 Prior Forecast Facts.Prior Forecast Summary Revenue

Summary Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.149 Prior Forecast Facts.Prior Forecast Summary Worst Case

Summary Worst Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

Sales Analytics



12.2.150 Quota Facts.Quota Target Revenue

Quota Revenue for a given individual on a given quota or quota plan in a given time period

12.2.151 Quota Facts.Quota Target Revenue (000)

Quota Revenue in 1000s for a given individual on a given quota or quota plan in a given time period

12.2.152 Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Best Case

percentage change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.153 Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Cost

Percentage change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.154 Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Expected Revenue

percentage change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.155 Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Margin

Percentage change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.156 Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Revenue

percentage change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.157 Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Worst Case

percentage change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.158 Summary Forecast Facts.% Chg Year Ago Forecast Summary Best Case

percentage change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.159 Summary Forecast Facts.% Chg Year Ago Forecast Summary Cost

percentage change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.160 Summary Forecast Facts.% Chg Year Ago Forecast Summary Expected Revenue

percentage change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.161 Summary Forecast Facts.% Chg Year Ago Forecast Summary Margin

percentage change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.162 Summary Forecast Facts.% Chg Year Ago Forecast Summary Revenue

percentage change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.163 Summary Forecast Facts.% Chg Year Ago Forecast Summary Worst Case

percentage change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.164 Summary Forecast Facts.Change in Summary Forecast from Prior (000)

Change in Summary Forecast Revenue for a given individual in a given forecast series between one forecast date and the immediately preceeding forecast date

Sales Analytics



12.2.165 Summary Forecast Facts.Chg Quarter Ago Forecast Summary Best Case

change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.166 Summary Forecast Facts.Chg Quarter Ago Forecast Summary Cost

change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.167 Summary Forecast Facts.Chg Quarter Ago Forecast Summary Expected Revenue

change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.168 Summary Forecast Facts.Chg Quarter Ago Forecast Summary Margin

Change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.169 Summary Forecast Facts.Chg Quarter Ago Forecast Summary Revenue

change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.170 Summary Forecast Facts.Chg Quarter Ago Forecast Summary Worst Case

change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.171 Summary Forecast Facts.Chg Year Ago Forecast Summary Best Case

change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.172 Summary Forecast Facts.Chg Year Ago Forecast Summary Cost

change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.173 Summary Forecast Facts.Chg Year Ago Forecast Summary Expected Revenue

change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.174 Summary Forecast Facts.Chg Year Ago Forecast Summary Margin

change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.175 Summary Forecast Facts.Chg Year Ago Forecast Summary Revenue

change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.176 Summary Forecast Facts.Chg Year Ago Forecast Summary Worst Case

change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.177 Summary Forecast Facts.Forecast Summary Best Case

Summary Best Case Revenue for a given individual in a given forecast series on a given forecast date

12.2.178 Summary Forecast Facts.Forecast Summary Best Case (000)

Summary Best Case Revenue in 1000s for a given individual in a given forecast series on a given forecast date

12.2.179 Summary Forecast Facts.Forecast Summary Cost

Summary Cost for a given individual in a given forecast series on a given forecast date

Sales Analytics



12.2.180 Summary Forecast Facts.Forecast Summary Cost (000)

Summary Cost in 1000s for a given individual in a given forecast series on a given forecast date

12.2.181 Summary Forecast Facts.Forecast Summary Expected Revenue

Summary Expected Revenue for a given individual in a given forecast series on a given forecast date

12.2.182 Summary Forecast Facts.Forecast Summary Expected Revenue (000)

Summary Expected Revenue in 1000s for a given individual in a given forecast series on a given forecast date

12.2.183 Summary Forecast Facts.Forecast Summary Margin

Summary Margin for a given individual in a given forecast series on a given forecast date

12.2.184 Summary Forecast Facts.Forecast Summary Margin (000)

Summary Margin in 1000s for a given individual in a given forecast series on a given forecast date

12.2.185 Summary Forecast Facts.Forecast Summary Revenue

Summary Revenue for a given individual in a given forecast series on a given forecast date

12.2.186 Summary Forecast Facts.Forecast Summary Revenue (000)

Summary Revenue in 1000s for a given individual in a given forecast series on a given forecast date

12.2.187 Summary Forecast Facts.Forecast Summary Worst Case

Summary Worst Case Revenue for a given individual in a given forecast series on a given forecast date

12.2.188 Summary Forecast Facts.Forecast Summary Worst Case (000)

Summary Worst Case Revenue in 1000s for a given individual in a given forecast series on a given forecast date

12.2.189 Summary Forecast Facts.Prior Forecast Summary Best Case (000)

Summary Best Case Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.190 Summary Forecast Facts.Prior Forecast Summary Expected Revenue (000)

Summary Expected Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.191 Summary Forecast Facts.Prior Forecast Summary Revenue (000)

Summary Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.192 Summary Forecast Facts.Prior Forecast Summary Worst Case (000)

Summary Worst Case Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.193 Summary Forecast Facts.Quarter Ago Forecast Summary Best Case

Summary Best Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.194 Summary Forecast Facts.Quarter Ago Forecast Summary Cost

Summary Cost for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.195 Summary Forecast Facts.Quarter Ago Forecast Summary Expected Revenue

Summary Expected Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

Sales Analytics



12.2.196 Summary Forecast Facts.Quarter Ago Forecast Summary Margin

Summary Margin for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.197 Summary Forecast Facts.Quarter Ago Forecast Summary Revenue

Summary Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.198 Summary Forecast Facts.Quarter Ago Forecast Summary Worst Case

Summary Worst Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.199 Summary Forecast Facts.Year Ago Forecast Summary Best Case

Summary Best Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.200 Summary Forecast Facts.Year Ago Forecast Summary Cost

Summary Cost for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.201 Summary Forecast Facts.Year Ago Forecast Summary Expected Revenue

Summary Expected Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.202 Summary Forecast Facts.Year Ago Forecast Summary Margin

Summary Margin for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.203 Summary Forecast Facts.Year Ago Forecast Summary Revenue

Summary Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.204 Summary Forecast Facts.Year Ago Forecast Summary Worst Case

Summary Worst Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.3 Sales - CRM Orders


12.3.1 Order Discounts and Margin.% Chg Quarter Ago Order Item Margin

Percentage change in order item margin, this quarter over last quarter

12.3.2 Order Discounts and Margin.% Chg Year Ago Order Item Margin

Percentage change in order item margin, this year over last year

12.3.3 Order Discounts and Margin.Average Order Discount (%)

Average order discount % at the order level

12.3.4 Order Discounts and Margin.Average Order Item Discount


12.3.5 Order Discounts and Margin.Average Order Item Margin

Total order item margin averaged over product quantity should be used with the Product dimension

Sales Analytics



12.3.6 Order Discounts and Margin.Chg Quarter Ago Order Item Margin

Change in order item margin, this quarter over last quarter

12.3.7 Order Discounts and Margin.Chg Year Ago Order Item Margin

Change in order item margin, this year over last year

12.3.8 Order Discounts and Margin.Order Costs Contract

Total cost of all order items covered under contract

12.3.9 Order Discounts and Margin.Order Costs Non-Contract

Total cost of all order items not covered under contract

12.3.10 Order Discounts and Margin.Order Item Discount (%)

Order Item Discount %

12.3.11 Order Discounts and Margin.Order Item Discount Amount

Order Discount at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension

12.3.12 Order Discounts and Margin.Order Item Margin

Order Margin at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension

12.3.13 Order Discounts and Margin.Order Item Margin (%)

Order Item Margin expressed as a % of Revenue

12.3.14 Order Discounts and Margin.Quarter Ago Order Item Margin

Order item margin from a quarter ago

12.3.15 Order Discounts and Margin.Quintile Order Item Margin

Order item margin quintile rank, between 1-5, ie 1 means order item margin is in the top 20%

12.3.16 Order Discounts and Margin.Total Order Costs


12.3.17 Order Discounts and Margin.Year Ago Order Item Margin

Order item margin from a year ago

12.3.18 Order Execution.# Obsolete Order Line Items

Number of order line items that have a requested ship date earlier then or equal to the product obsolescence date The product obsolescence date is the 'Effective To' date on the product dimension record

12.3.19 Order Execution.# of Accounts with Orders


12.3.20 Order Execution.# of Contacts with Orders


12.3.21 Order Execution.# of Opportunities with Orders


12.3.22 Order Execution.# of Order Line Items


12.3.23 Order Execution.# of Orders

Count of # of Orders

12.3.24 Order Execution.# of Orders Moving Avg

3 period moving average for number of orders

12.3.25 Order Execution.# of Products with Orders

Total # of Products with at least one order

Sales Analytics



12.3.26 Order Execution.% Chg Quarter Ago Average Days Outstanding

Percentage change in order average days outstanding, this quarter over last quarter

12.3.27 Order Execution.Average # of days from Quote

Average number of days between order date and quote date

12.3.28 Order Execution.Average Days Outstanding

Average number of days that order is outstanding, ie data warehouse refresh date is greater than order requested ship date

12.3.29 Order Execution.Average Order Age


12.3.30 Order Execution.Average Order Size

Average total order size excluding tax and freight

12.3.31 Order Execution.Chg Quarter Ago Average Days Outstanding

Change in order average days outstanding, this quarter over last quarter

12.3.32 Order Execution.Cumulative Shipped Revenue

Running sum of Total Shipped Revenue

12.3.33 Order Execution.Line Item Shipped Revenue


12.3.34 Order Execution.Quantity Requested


12.3.35 Order Execution.Quantity Shipped


12.3.36 Order Execution.Quarter Ago Average Days Outstanding

Order average days outstanding from a quarter ago

12.3.37 Order Execution.Quarter Ago Cumulative Shipped Revenue

Running sum of Total Shipped Revenue for a period one quarter before a given period

12.3.38 Order Execution.Quote to Order Conversion % (Qty)

Requested product quantity on a quote line expressed as a percentage of requested product quantity on the converted order line

12.3.39 Order Execution.Requested Ship Days

Number of days between order date and requested ship date

12.3.40 Order Execution.Shipping Days

Number of days between order date and must deliver by date

12.3.41 Order Execution.Shipping Delay

Number of days between the 'Must Deliver Date' of an order item and its requested shipping date

12.3.42 Order Execution.Total # of Order Contacts

The number of contacts that have placed at least 1 order

12.3.43 Order Execution.Total Shipped Revenue

the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts

12.3.44 Order Item Revenue.% Chg Quarter Ago Average Order Item Revenue

Percentage change in average order item revenue, this quarter over last quarter

12.3.45 Order Item Revenue.% Chg Quarter Ago Order Item Revenue

Percentage change in order item revenue, this quarter over last quarter

12.3.46 Order Item Revenue.% Chg Year Ago Average Order Item Revenue

Percentage change in average order item revenue, this year over last year

Sales Analytics



12.3.47 Order Item Revenue.% Chg Year Ago Order Item Revenue

Percentage change in order item revenue, this year over last year

12.3.48 Order Item Revenue.Average Order Item Revenue

the average order item revenue excluding header-level discounts should be used with the Product dimension

12.3.49 Order Item Revenue.Average Order Starting Price

Order item price before discounts averaged over quantity should be used with the Product dimension

12.3.50 Order Item Revenue.Average Ordered Selling Price


12.3.51 Order Item Revenue.Chg Quarter Ago Average Order Item Revenue

Change in average order item revenue, this quarter over last quarter

12.3.52 Order Item Revenue.Chg Quarter Ago Order Item Revenue

Change in order item revenue, this quarter over last quarter

12.3.53 Order Item Revenue.Chg Year Ago Average Order Item Revenue

Change in average order item revenue, this year over last year

12.3.54 Order Item Revenue.Chg Year Ago Order Item Revenue

Change in order item revenue, this year over last year

12.3.55 Order Item Revenue.Child Product Order Quantity

Ordered quantity of the child product This metric is used in comparison with the parent product order quantity in product bundle analysis

12.3.56 Order Item Revenue.Order Item Revenue


12.3.57 Order Item Revenue.Parent Product Order Quantity

Ordered quantity of the parent product This metric is used in comparison with the child product order quantity in product bundle analysis

12.3.58 Order Item Revenue.Quarter Ago Average Order Item Revenue

Average order item revenue from a quarter ago

12.3.59 Order Item Revenue.Quarter Ago Order Item Revenue

Order item revenue from a quarter ago

12.3.60 Order Item Revenue.Year Ago Average Order Item Revenue

Average order item revenue from a year ago

12.3.61 Order Item Revenue.Year Ago Order Item Revenue

Order item revenue from a year ago

12.3.62 Order Revenue.# of Orders Count of # of Orders

12.3.63 Order Revenue.# of Orders Moving Avg


12.3.64 Order Revenue.% Chg Quarter Ago # of Orders


12.3.65 Order Revenue.% Chg Quarter Ago Total Order Revenue

Percentage change in total order revenue, this quarter over last quarter

Sales Analytics



12.3.66 Order Revenue.% Chg Year Ago Total Order Revenue

Percentage change in total order revenue, this year over last year

12.3.67 Order Revenue.Average Order Size

Average total order size excluding tax and freight

12.3.68 Order Revenue.Chg Quarter Ago # of Orders


12.3.69 Order Revenue.Chg Quarter Ago Total Order Revenue

Change in total order revenue, this quarter over last quarter

12.3.70 Order Revenue.Chg Year Ago Total Order Revenue

Change in total order revenue, this year over last year

12.3.71 Order Revenue.Cumulative Order Revenue

is a running sum of Total Order Revenue measured

12.3.72 Order Revenue.Order Revenue Moving Avg

3 period moving average for total order item revenue without adjustments

12.3.73 Order Revenue.Quarter Ago # of Orders

Number of orders from a quarter ago

12.3.74 Order Revenue.Quarter Ago Total Order Revenue

Total order revenue from a quarter ago

12.3.75 Order Revenue.Quarter-ago Cumulative Order Revenue

is a running sum of Total Order Revenue measured for a period one quarter prior to a given period

12.3.76 Order Revenue.Return Order Amount

Total order amount of return orders It is calculated by adding to the gross order amount, the freight and taxs and subtracting the adjustments (discounts)

12.3.77 Order Revenue.Return to Total Order %

Return order amount expressed as a percentage of the total order revenue

12.3.78 Order Revenue.Total Order Revenue


12.3.79 Order Revenue.Total Order Revenue Moving Avg

3 period moving average for total order header revenue after adjustments

12.3.80 Order Revenue.Year Ago Total Order Revenue

Total order revenue from a year ago

12.4 Sales - CRM Pipeline


12.4.1 Historical Pipeline Facts.% Chg Quarter Ago Historical Expected Revenue


12.4.2 Historical Pipeline Facts.% Chg Quarter Ago Historical Opportunity Revenue

% change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.4.3 Historical Pipeline Facts.% Chg Year Ago Historical Expected Revenue

% change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.4.4 Historical Pipeline Facts.% Chg Year Ago Historical Opportunity Revenue


Sales Analytics



12.4.5 Historical Pipeline Facts.Chg Quarter Ago Historical Expected Revenue


12.4.6 Historical Pipeline Facts.Chg Quarter Ago Historical Opportunity Revenue

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.4.7 Historical Pipeline Facts.Chg Year Ago Historical Expected Revenue


12.4.8 Historical Pipeline Facts.Chg Year Ago Historical Opportunity Revenue


12.4.9 Historical Pipeline Facts.Historical Expected Revenue

Historical Expected Revenue from the W_PIPELINE_F table

12.4.10 Historical Pipeline Facts.Historical Opportunity Revenue

Historical Opportunity Revenue from the W_PIPELINE_F table

12.4.11 Historical Pipeline Facts.Quarter Ago Historical Expected Revenue

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.4.12 Historical Pipeline Facts.Quarter Ago Historical Opportunity Revenue

Displays historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.4.13 Historical Pipeline Facts.Year Ago Historical Expected Revenue

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date

12.4.14 Historical Pipeline Facts.Year Ago Historical Opportunity Revenue

Historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date

12.4.15 Lead Facts (pre 7.9.6).# Contacts with Leads with Revenue

Total # of Contacts with Opportunities

12.4.16 Lead Facts (pre 7.9.6).# of Accounts with Leads with Revenue


12.4.17 Lead Facts (pre 7.9.6).# of Leads with Revenue

Count of # of Opportunities with a 'Lead' status

12.4.18 Lead Facts (pre 7.9.6).Average # of Days Open for Unqualified Leads with Revenue

The average number of daysthat unqualified leads are in an 'open'status Leads with revenue are opportunities with an 'Unqualified Lead' status

12.4.19 Lead Facts (pre 7.9.6).Average # of Days to Accept Leads with Revenue

The number of days, averaged over opportunity owners, taken to accept leads Leads with revenue are opportunities with a 'Lead' status

Sales Analytics




Number of leads converted to opportunities

12.4.21 Lead Facts.# Leads Rejected

# Leads rejected by assignee

12.4.22 Lead Facts.# of Accepted Leads

Number of Leads accepted by assignee

12.4.23 Lead Facts.# of Contacts with Leads

Number of B2B Contacts that create leads

12.4.24 Lead Facts.# of Customer with Leads

Number of Customers that create leads

12.4.25 Lead Facts.# of Leads Number of leads created

12.4.26 Lead Facts.Avg # of Days Open for Unqualified Leads



Number of leads converted to opportunity expressed as a percentage

12.4.28 Pipeline Detail Facts.# of Products

counts the # of Products

12.4.29 Pipeline Detail Facts.Closed Detail Revenue


12.4.30 Pipeline Detail Facts.Expected Detail Revenue


12.4.31 Pipeline Detail Facts.Opportunity Detail Revenue


12.4.32 Pipeline Facts.# of Accounts


12.4.33 Pipeline Facts.# of Open Opportunities

Count # of Opportunities that are in 'Open' status category

12.4.34 Pipeline Facts.# of Opportunities

Count of # of Opportunities

12.4.35 Pipeline Facts.Closed Detail Revenue



Total Revenue of opportunities with an ‘Open’ (not Closed) status

12.4.37 Pipeline Facts.Cumulative % of All Employee Closed Revenue

Running sum of opportunity revenue expressed a percentage of opportunity revenue associated across all opportunity owners

12.4.38 Pipeline Facts.Cumulative % of Sales Method Opportunity Revenue

Running sum of sales method opportunity revenue to opportunity revenue expressed as a percentage

12.4.39 Pipeline Facts.Cumulative Closed Revenue

Running sum of Closed Revenue

12.4.40 Pipeline Facts.Cumulative Expected Revenue

Running sum of Expected Revenue

12.4.41 Pipeline Facts.Cumulative Opportunity Revenue

Running sum of Opportunity Revenue

12.4.42 Pipeline Facts.Expected Detail Revenue


Sales Analytics




Expected Revenue for the opportunity

12.4.44 Pipeline Facts.Opportunity Detail Revenue



Revenue at the opportunity header level

12.4.46 Pipeline Facts.Sales Method Cumulative Opportunity Revenue

Running sum of opportunity revenue consolidated for a sales method

12.4.47 Pipeline Facts.Sales Method Opportunity Revenue

Opportunity revenue consolidated for a sales method

12.4.48 Sales Cycle Facts.# Days in Stage

# of days between the latest ETL date and the date a given Opportunity entered its current Sales Stage

12.4.49 Sales Cycle Facts.# of Moved Deals

# of Opportunities that have started a new Sales Stage in a given period It is only applicable to dimension Time and Opportunity

12.4.50 Sales Cycle Facts.Average Deal Size

Average Opportunity Size for closed opportunities

12.4.51 Sales Cycle Facts.Average Sales Cycle

Average time in days from an Opportunity's creation to its closure as Closed-Won

12.4.52 Sales Cycle Facts.Max Days in Stage

Maximum number of days an opportunity should be in a given Sales Stage

12.4.53 Sales Cycle Facts.Opportunity Average Days Open

# of Days an Opportunity has been Open

12.4.54 Win Loss Facts.# of Competitive Opportunities

# of Opportunities that have a Primary Competitor

12.4.55 Win Loss Facts.# of Losses # of Closed-Lost Opportunities

12.4.56 Win Loss Facts.# of Wins # of Closed-Won Opportunities

12.4.57 Win Loss Facts.Close Rate Displays the # of Wins divided by the # of Opportunities

12.4.58 Win Loss Facts.Competitive Opportunity Revenue

Opportunity Revenue for those Opportunities that have a Primary Competitor

12.4.59 Win Loss Facts.Loss Rate # of Losses divided by the Total # of Wins and Losses

12.4.60 Win Loss Facts.Lost Detail Revenue

Lost Opportunity Revenue at the detail Revenue item level Use with the Product dimension

12.4.61 Win Loss Facts.Lost Revenue

Lost Opportunity Revenue

12.4.62 Win Loss Facts.Win Rate # of Wins divided by the Total # of Wins and Losses

12.5 Sales - CRM Products







Sales Analytics





12.5.5 Order Facts.Actual Net Margin per Order

Total net margin earned from the orders booked (includes deducting marketing cost) divided by the # of Orders








Order Item Discount expressed as a % of Revenue


Order Margin at the line item level, excluding Tax and Freight and header-level discounts Should be used with the Product dimension





12.5.13 Order Facts.Placed order within months







Order item margin quintile rank, between 1-5, ie 1 means order item margin is in the top 20%

12.5.17 Order Facts.Shipping Delay Number of days between the 'Must Deliver Date' of an order item and its requested shipping date0



12.5.19 Product Facts.# of Attribute Values

Count of product attribute values

12.5.20 Product Facts.# of Attributes

Count of product attributes

12.5.21 Product Facts.# of Products

counts the # of Products





12.5.24 Product Facts.# Purchasers of Next Product


12.5.25 Product Facts.# Purchasers Selected Product



the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account

Sales Analytics



12.5.27 Product Facts.% of Next Product Purchased (Contacts)

the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Contact


This metric is used in the Product Propensity Report


% of Orders for a given Product that also include a given Market Basket Product

12.5.30 Product Facts.Cumulative Revenue Earned

Revenue Earned from a product, cumulated over time

12.5.31 Product Facts.Cumulative Units Sold

# of Units sold of product, cumulated over time

12.5.32 Product Facts.Maximum Product Quantity Ordered

The maximum order quantity for a product

12.5.33 Product Facts.Minimum Product Quantity Ordered

The minimum order quantity for a product

12.5.34 Product Facts.Product Quantity Ordered

Quantity of product at the order item level

12.6 Sales - CRM Quotes



12.6.2 Order Facts.Average # of days from Quote





Order Item Discount %


Order Margin at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension












Count of number of attribute values for a product


Count of number of attributes for a product


Counts the # of Products

Sales Analytics







12.6.16 Product Facts.# Purchasers of Next Product


12.6.17 Product Facts.# Purchasers of Next Product (Accounts)

# of Accounts for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account

12.6.18 Product Facts.# Purchasers Selected Product



% of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account


Used in the Next Product Purchased Report


Used in the Product Propensity Report


% of Orders for a given Product that also include a given Market Basket Product


Revenue Earned from a product, cumulated over time


# of Units sold of product, cumulated over time


The maximum quantity for which an order has been placed for a product


The minimum quantity for which an order has been placed for a product


Quantity of product at the order item level

12.6.28 Quote Discounts and Margin.% Chg Quarter Ago Quote Item Average Discount %

Percentage change in Quote Item Average Discount % between current and previous quarter

12.6.29 Quote Discounts and Margin.% Chg Quarter Ago Quote Item Ordered Margin

Percent change in Quote Item Ordered Margin between current and previous quarter

12.6.30 Quote Discounts and Margin.% Chg Quarter Ago Quoted Item Cost

Percent change in Quoted item cost between current and previous quarter

12.6.31 Quote Discounts and Margin.% Chg Quarter Ago Quoted Item Margin

Percent change in quoted item margin between current and previous quarter

12.6.32 Quote Discounts and Margin.% Chg Year Ago Quoted Item Cost

Percent change in Quoted item cost between current and previous year

Sales Analytics



12.6.33 Quote Discounts and Margin.% Chg Year Ago Quoted Item Margin

Percent change in Quoted item margin between current and previous year

12.6.34 Quote Discounts and Margin.Chg Quarter Ago Quote Item Average Discount %

Change in Quote Item Average Discount % between current and previous quarter

12.6.35 Quote Discounts and Margin.Chg Quarter Ago Quote Item Ordered Margin

Change in Quote Item Ordered Margin between current and previous quarter

12.6.36 Quote Discounts and Margin.Chg Quarter Ago Quoted Item Cost

Change in Quoted item cost between current and previous quarter

12.6.37 Quote Discounts and Margin.Chg Quarter Ago Quoted Item Margin

Change in quoted item margin between current and previous quarter

12.6.38 Quote Discounts and Margin.Chg Year Ago Quoted Item Cost

Change in Quoted item cost between current and previous year

12.6.39 Quote Discounts and Margin.Chg Year Ago Quoted Item Margin

Change in Quoted item margin between current and previous year

12.6.40 Quote Discounts and Margin.Quarter Ago Quote Item Average Discount %

Quote item average discount % as of a quarter ago

12.6.41 Quote Discounts and Margin.Quarter Ago Quote Item Ordered Margin

Quote Item Ordered Margin as of a quarter ago

12.6.42 Quote Discounts and Margin.Quarter Ago Quoted Item Cost

Quoted item cost as of a quarter ago

12.6.43 Quote Discounts and Margin.Quarter Ago Quoted Item Margin

Quoted item margin as of a quarter ago from current date

12.6.44 Quote Discounts and Margin.Quote Item Average Discount %

Quote item discount averaged across quote request quantities for the product,expressed as a percentage of the Start Price

12.6.45 Quote Discounts and Margin.Quote Item Discount Amount

Total item discount amount for the quote line

12.6.46 Quote Discounts and Margin.Quote Item Ordered Cost

Product cost of quote items that have been converted to orders

12.6.47 Quote Discounts and Margin.Quote Item Ordered Margin

Margin for quote items that have been converted to orders

12.6.48 Quote Discounts and Margin.Quoted Item Cost

Total cost amount for the quoted product Calculated by multiplying the unit cost of the product by the quote request quantity

12.6.49 Quote Discounts and Margin.Quoted Item Margin

Quoted margin amount for the item Calculated by multiplying the unit quoted net price by the quantity requested Quoted net price is the price after discounts

Sales Analytics



12.6.50 Quote Discounts and Margin.Year Ago Quoted Item Cost

Total cost amount for the quoted product as of a year ago

12.6.51 Quote Discounts and Margin.Year Ago Quoted Item Margin

Year ago quoted margin amount for the item

12.6.52 Quote Item Facts.# of NRC Quote Items

Number of quote lines that have Non Recurring Charge products

12.6.53 Quote Item Facts.# of Quote Items

Total number of of quote lines

12.6.54 Quote Item Facts.% Chg Quarter Ago # of NRC Quote Items

Percent change in # of NRC Quote Items between current and previous quarter

12.6.55 Quote Item Facts.% Chg Quarter Ago # of Quote Items

Percentage change in # of quote items between this quarter and the previous quarter

12.6.56 Quote Item Facts.% Chg Quarter Ago Quote Item Ordered Revenue

Percent change in Quote Item Ordered Revenue between this quarter and the previous quarter

12.6.57 Quote Item Facts.% Chg Quarter Ago Quote Item Revenue

Percentage change in quote item revenue between this quarter and the previous quarter

12.6.58 Quote Item Facts.% Chg Year Ago # of NRC Quote Items

Percent Change in # of NRC Quote Items between this year and the previous year

12.6.59 Quote Item Facts.% Chg Year Ago # of Quote Items

Percent change in # of quote items between this year and the previous year

12.6.60 Quote Item Facts.% Chg Year Ago Quote Item Revenue

Percentage change in quote item revenue between this year and the previous year

12.6.61 Quote Item Facts.Average Item Start Price

The average start price for a quoted product Start price is the price before discounts

12.6.62 Quote Item Facts.Average Item Unit Net Price

Average net price for a quoted product Net price is the price after discounts

12.6.63 Quote Item Facts.Chg Quarter Ago # of NRC Quote Items

Change in # of NRC Quote Items between current and previous quarter

12.6.64 Quote Item Facts.Chg Quarter Ago # of Quote Items

Change in # of quote items between this quarter and the previous quarter

12.6.65 Quote Item Facts.Chg Quarter Ago Quote Item Ordered Revenue

Change in Quote Item Ordered Revenue between this quarter and the previous quarter

12.6.66 Quote Item Facts.Chg Quarter Ago Quote Item Revenue

Change in quote item revenue between this quarter and the previous quarter

12.6.67 Quote Item Facts.Chg Year Ago # of NRC Quote Items

Change in # of NRC Quote Items between this year and the previous year

12.6.68 Quote Item Facts.Chg Year Ago # of Quote Items

Change in # of quote items between this year and the previous year

Sales Analytics



12.6.69 Quote Item Facts.Chg Year Ago Quote Item Revenue

Change in quote item revenue between this year and the previous year

12.6.70 Quote Item Facts.Quarter Ago # of NRC Quote Items

# of Non Recurring Charge quote items as of a quarter ago from current date

12.6.71 Quote Item Facts.Quarter Ago # of Quote Items

# of quote items as of a quarter ago

12.6.72 Quote Item Facts.Quarter Ago Quote Item Ordered Revenue

Quote item ordered revenue as of a quarter ago from current date

12.6.73 Quote Item Facts.Quarter Ago Quote Item Revenue

Quote item revenue as of a quarter ago from current date

12.6.74 Quote Item Facts.Quote Item # of Accounts

Number of customers associated to at least one quote

12.6.75 Quote Item Facts.Quote Item # of Contacts

Number of contacts associated to at least one quote

12.6.76 Quote Item Facts.Quote Item # of Opportunities

Distinct number of opportunities that have at least quote associated to them

12.6.77 Quote Item Facts.Quote Item # of Products

Distinct numner of products associated to at least one quote

12.6.78 Quote Item Facts.Quote Item Ordered Revenue

Order revenue of the quote item

12.6.79 Quote Item Facts.Quote Item Quantity Requested

Product quantity requested for the quote item

12.6.80 Quote Item Facts.Quote Item Quantity Shipped

Product quantity shipped for the quote item

12.6.81 Quote Item Facts.Quote Item Revenue

Revenue amount of the quote item Calculated by multiplying the net price for the quoted product by the quote request quantity

12.6.82 Quote Item Facts.Year Ago # of NRC Quote Items

# of Non Recurring Charge quote items as of a year ago from current date

12.6.83 Quote Item Facts.Year Ago # of Quote Items

Number of lines across all quotes as of a year ago

12.6.84 Quote Item Facts.Year Ago Quote Item Revenue

Revenue amount of the quote item as of a year ago

12.6.85 Quote Revenue.# of Quotes

Count of # of quotes

12.6.86 Quote Revenue.% Chg Quarter Ago Quote Lost Revenue

Percentage change in quote lost revenue between this quarter and the previous quarter

12.6.87 Quote Revenue.% Chg Quarter Ago Total Quote Revenue

Percentage change in total quote revenue between this quarter and the previous quarter

12.6.88 Quote Revenue.% Chg Year Ago Quote Lost Revenue

Percentage change in quote lost revenue between this year and the previous year

12.6.89 Quote Revenue.% Chg Year Ago Total Quote Revenue

Percentage change in total quote revenue between this year and the previous year

12.6.90 Quote Revenue.Chg Quarter Ago Quote Lost Revenue

Change in quote lost revenue between this quarter and the previous quarter

Sales Analytics



12.6.91 Quote Revenue.Chg Quarter Ago Total Quote Revenue

Change in total quote revenue between this quarter and the previous quarter

12.6.92 Quote Revenue.Chg Year Ago Quote Lost Revenue

Change in quote lost revenue between this year and the previous year

12.6.93 Quote Revenue.Chg Year Ago Total Quote Revenue

Change in total quote revenue between this year and the previous year

12.6.94 Quote Revenue.Quarter Ago Quote Lost Revenue

Quote lost revenue as of a quarter ago from current date

12.6.95 Quote Revenue.Quarter Ago Total Quote Revenue

Total quote lost revenue as of a quarter ago from current date

12.6.96 Quote Revenue.Quote Lost Revenue

Net Revenue amount of the quote with a lost status Calculated by summing up the product of roll up net price for the quote item by the requested quantity

12.6.97 Quote Revenue.Quote to Order Conversion % (# Quotes)

Number of quotes converted to orders expressed as a percentage of the total number of quotes0

12.6.98 Quote Revenue.Total Quote Revenue

Quote item revenue based on the Start Price of the quote, ie, price before discount

12.6.99 Quote Revenue.Year Ago Quote Lost Revenue

Net Revenue amount of the quote with a lost status as of a year ago

12.6.100 Quote Revenue.Year Ago Total Quote Revenue

Total revenue for the quote as of a year agoCalculated by multiplying quote rolled up net price by quantity requested

12.7 Sales - CRM Sales Activity


12.7.1 Facts.# of Activities Number of additional employees created since the time of the last ETL incremental update

12.7.2 Facts.# of Cancelled SRs Number of cancelled service requests

12.7.3 Facts.# of Closed Activities Number of activities that are in the statuses of Declined, Cancelled or Done

12.7.4 Facts.# of Closed SRs Number of closed service requests

12.7.5 Facts.# of Contacts with Activities


12.7.6 Facts.# of Critical SRs Number of critical service requests

12.7.7 Facts.# of Customers with Activities


12.7.8 Facts.# of Employees with Activities


12.7.9 Facts.# of Open Activities Number of activities that are not in the statuses of Declined, Cancelled or Done

12.7.10 Facts.# of Open SRs Number of open service requests

12.7.11 Facts.# of Partners with Activities


12.7.12 Facts.Activity Completion Rate %

Percentage of closed activities (Declined, Cancelled & Done) over total number of activities

12.7.13 Facts.Average # of Activities per Employee


12.7.14 Facts.Average # of Activities per Opportunity

Average number of activities per opportunity

Sales Analytics


12.8 Sales - CRM Usage Accelerator Current


12.8.1 Fact - Account.# Accounts needing Coverage

Number of Accounts that need a new Contact or a new Activity

12.8.2 Fact - Account.# Accounts needing New Activity

Number of Accounts that have not had a new activity within the specified time frame (time frame variable : NEED_ACT_NUMDAYS)

12.8.3 Fact - Account.# Accounts needing New Contact

Accounts who have no Contact associated (in S_PARTY_PER), or whose last associated contact was associated long time ago (variable NEED_CON_NUMDAYS)

12.8.4 Fact - Account.# Accounts w/ Missing Address

Number of Accounts whose primary address has no data in the Address field

12.8.5 Fact - Account.# Accounts w/ Missing City

Number of Accounts whose primary address has no data in the City field

12.8.6 Fact - Account.# Accounts w/ Missing Phone

Number of Accounts whose primary address has no data in the Phone field

12.8.7 Fact - Account.# Accounts w/ Missing State

Number of Accounts whose primary address does not have data in the State field

12.8.8 Fact - Account.# Accounts w/ Missing Zipcode

Number of Accounts whose primary address has no data in the Zipcode field

12.8.9 Fact - Account.# Accounts with No Activity

Number of Accounts without any associated Activities

12.8.10 Fact - Account.# Accounts with No Contact

Number of Accounts that have not had a contact associated to them within the specified time frame (time frame variable NEED_CON_NUMDAYS)

12.8.11 Fact - Account.# Active Accounts

Number of Active Accounts

12.8.12 Fact - Account.# Complete Accounts

Accounts whose primary address in S_ADDR_ORG has all of the fields (Address, City, State, Phone or Zipcode) NOT NULL

12.8.13 Fact - Account.# Incomplete Accounts

Accounts whose primary address in S_ADDR_ORG has one of the fields (Address, City, State, Phone or Zipcode) NULL

12.8.14 Fact - Account.Account Completeness Score

Ratio of the number of Complete Accounts to the number of Active Accounts

12.8.15 Fact - Account.Account Coverage Score

Ratio of Covered Accounts (do not need a new Contact or Activity) to the number of Active Accounts

12.8.16 Fact - Contact.# Active Contacts

Number of Active Contacts

12.8.17 Fact - Contact.# Complete Contacts

Number of Contacts whose primary address has data in all of the required address fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode)

12.8.18 Fact - Contact.# Contacts needing Coverage

Number of Contacts who need a new Activity

12.8.19 Fact - Contact.# Contacts needing New Activity

Number of Contacts that have not had a new activity within the specified time frame (time frame variable: NEED_ACT_NUMDAYS)

12.8.20 Fact - Contact.# Contacts w/ Missing Address

Number of Contacts whose Primary Organization Address has no data in the Address field

Sales Analytics



12.8.21 Fact - Contact.# Contacts w/ Missing City

Number of Contacts whose Primary Organization Address has no data in the City field

12.8.22 Fact - Contact.# Contacts w/ Missing Email

Number of Contacts who have no data in the Email address field

12.8.23 Fact - Contact.# Contacts w/ Missing State

Number of Contacts whose Primary Organization Address has no data in the State field

12.8.24 Fact - Contact.# Contacts w/ Missing Title

Number of Contacts who have no data in the Personal Title field

12.8.25 Fact - Contact.# Contacts w/ Missing Work Phone

Number of Contacts whose Primary Organization Address has no data in the Phone number field

12.8.26 Fact - Contact.# Contacts w/ Missing Zipcode

Number of Contacts whose Primary Organization Address has no data in the Zipcode field

12.8.27 Fact - Contact.# Contacts with No Activity

Number of Contacts without any associated Activities

12.8.28 Fact - Contact.# Incomplete Contacts

Number of Contacts that are missing data in one or more of the required fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode)

12.8.29 Fact - Contact.Contacts Completeness Score

Ratio of the number of Complete Contacts to the number of Active Contacts

12.8.30 Fact - Contact.Contacts Coverage Score

Ratio of Number of Contacts who need Coverage to the number of Active Contacts

12.8.31 Fact - Opportunity.# Open Opportunities

Number of Open Opportunities

12.8.32 Fact - Opportunity.# Opportunities - Close Date Past

Number of Open Opportunities whose Closed Date has passed the current date

12.8.33 Fact - Opportunity.# Opportunities needing Coverage

Number of Opportunities which need a New Contact or a New Activity

12.8.34 Fact - Opportunity.# Opportunities needing New Activity

Number of Opportunities that have not had a new activity within the specified time frame (time frame variable: OPT_NEED_ACT_NUMDAYS)

12.8.35 Fact - Opportunity.# Opportunities needing New Contact

Number of Opportunities that have not had a contact associated to them within the specified time frame (time frame variable: OPT_NEED_CON_NUMDAYS)

12.8.36 Fact - Opportunity.# Opportunities needing Update

Number of Opportunities whose Closed Date has passed the current date, or who haven't been updated in the specified time frame (time frame variable: OUTDATED_NUMDAYS)

12.8.37 Fact - Opportunity.# Opportunities with No Activity

Number of Opportunities without any associated Activities

12.8.38 Fact - Opportunity.# Opportunities with No Contact

Number of Opportunities without any associated Contacts

12.8.39 Fact - Opportunity.# Unchanged Opportunities

Number of Open Opportunities which have not been updated within the specified time frame (time frame variable: OUTDATED_NUMDAYS)

Sales Analytics



12.8.40 Fact - Opportunity.Opportunities Coverage Score

Ratio of Number of Covered Opportunities (do not need a new Contact or Activity) to the number of Open Opportunities

12.8.41 Fact - Opportunity.Opportunities Update Score

Ratio of opportunities which do not need an Update to the Number of Open Opportunities

12.8.42 FINS Facts.# Active Financial Accounts

Number of Active Financial Accounts

12.8.43 FINS Facts.# Active Insurance Policies

Number of Active Insurance Policies

12.8.44 FINS Facts.# Financial Accounts needing Coverage

Number of Financial Accounts that need a new Activity for a given employee and their positional subordinates

12.8.45 FINS Facts.# Financial Accounts needing New Activity

Number of Financial Accounts that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS)

12.8.46 FINS Facts.# Financial Accounts with No Activity

Number of Financial Accounts without any associated Activities for a given employee

12.8.47 FINS Facts.# Insurance Policies needing Coverage

Number of Insurance Policies that need a new Activity for a given employee and their positional subordinates

12.8.48 FINS Facts.# Insurance Policies needing New Activity

Number of Insurance Policies that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS)

12.8.49 FINS Facts.# Insurance Policies with No Activity

Number of Insurance Policies without any associated Activities for a given employee

12.8.50 FINS Facts.Financial Account Coverage Score

Ratio of Covered Financial Accounts (do not need a new Activity) to the number of Active Financial Accounts for a given employee

12.8.51 FINS Facts.Insurance Policy Coverage Score

Ratio of Covered Insurance Policies (do not need a new Activity) to the number of Active Insurance Policies for a given employee

12.9 Sales - CRM Usage Accelerator Summary


12.9.1 Fact - Account Summary.# Accounts needing Coverage

Number of Accounts that need a new Contact or a new Activity

12.9.2 Fact - Account Summary.# Accounts needing New Activity

Number of Accounts that have not had a new activity within the specified time frame (time frame variable : NEED_ACT_NUMDAYS)

12.9.3 Fact - Account Summary.# Accounts needing New Contact

Number of Accounts that have not had a contact associated to them within the specified time frame (time frame variable NEED_CON_NUMDAYS)

12.9.4 Fact - Account Summary.# Accounts w/ Missing Address

Number of Accounts whose primary address has no data in the Address field

12.9.5 Fact - Account Summary.# Accounts w/ Missing City

Number of Accounts whose primary address has no data in the City field

12.9.6 Fact - Account Summary.# Accounts w/ Missing Phone

Number of Accounts whose primary address has no data in the Phone field

Sales Analytics



12.9.7 Fact - Account Summary.# Accounts w/ Missing State

Number of Accounts whose primary address does not have data in the State field

12.9.8 Fact - Account Summary.# Accounts w/ Missing Zipcode

Number of Accounts whose primary address has no data in the Zipcode field

12.9.9 Fact - Account Summary.# Accounts with No Activity

Number of Accounts for whom there is no activity in S_EVT_ACT

12.9.10 Fact - Account Summary.# Accounts with No Contact

Number of Accounts without any associated Contacts

12.9.11 Fact - Account Summary.# Active Accounts

Number of Active Accounts

12.9.12 Fact - Account Summary.# Complete Accounts

Accounts whose primary address in S_ADDR_ORG has all of the fields (Address, City, State, Phone or Zipcode) NOT NULL

12.9.13 Fact - Account Summary.# Incomplete Accounts

Accounts whose primary address in S_ADDR_ORG has one of the fields (Address, City, State, Phone or Zipcode) NULL

12.9.14 Fact - Account Summary.Account Completeness Score

Ratio of the number of Complete Accounts to the number of Active Accounts

12.9.15 Fact - Account Summary.Account Coverage Score

Ratio of Covered Accounts (do not need a new Contact or Activity) to the number of Active Accounts

12.9.16 Fact - Account Usage.# Account Updates

Number of updates to an existing account

12.9.17 Fact - Account Usage.# Created Accounts

Number of accounts created

12.9.18 Fact - Account Usage.Average Weekly Number of Account Updates

Total number of updates over a period of time to an existing Account, divided by the number of weeks in this period

12.9.19 Fact - Account Usage.Average Weekly Number of Accounts Created

Total number of Accounts created over a period of time, divided by the number of weeks in this period

12.9.20 Fact - Activity Usage.# Activity Updates

Number of updates to an existing activity

12.9.21 Fact - Activity Usage.# Created Activities

Number of Activities created

12.9.22 Fact - Activity Usage.Average Weekly Number of Activities Created

Total number of Activities created over a period of time, divided by the number of weeks in this period

12.9.23 Fact - Activity Usage.Average Weekly Number of Activity Updates

Total number of updates over a period of time to an existing Activity, divided by the number of weeks in this period

12.9.24 Fact - Contact Summary.# Active Contacts

Number of Active Contacts

12.9.25 Fact - Contact Summary.# Complete Contacts

Number of Contacts whose primary address has data in all of the required address fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode)

Sales Analytics



12.9.26 Fact - Contact Summary.# Contacts needing Coverage

Number of Contacts who need a new Activity

12.9.27 Fact - Contact Summary.# Contacts needing New Activity

Number of Contacts that have not had a new activity within the specified time frame (time frame variable: NEED_ACT_NUMDAYS)

12.9.28 Fact - Contact Summary.# Contacts w/ Missing Address

Number of Contacts whose Primary Organization Address has no data in the Address field

12.9.29 Fact - Contact Summary.# Contacts w/ Missing City

Number of Contacts whose Primary Organization Address has no data in the City field

12.9.30 Fact - Contact Summary.# Contacts w/ Missing Email

Number of Contacts who have no data in the Email address field

12.9.31 Fact - Contact Summary.# Contacts w/ Missing State

Number of Contacts whose Primary Organization Address has no data in the State field

12.9.32 Fact - Contact Summary.# Contacts w/ Missing Title

Number of Contacts who have no data in the Personal Title field

12.9.33 Fact - Contact Summary.# Contacts w/ Missing Work Phone

Number of Contacts whose Primary Organization Address has no data in the Phone number field

12.9.34 Fact - Contact Summary.# Contacts w/ Missing Zipcode

Number of Contacts whose Primary Organization Address has no data in the Zipcode field

12.9.35 Fact - Contact Summary.# Contacts with No Activity

Number of Contacts without any associated Activities

12.9.36 Fact - Contact Summary.# Incomplete Contacts

Number of Contacts that are missing data in one or more of the required fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode)

12.9.37 Fact - Contact Summary.Contact Completeness Score

Ratio of the number of Complete Contacts to the number of Active Contacts

12.9.38 Fact - Contact Summary.Contact Coverage Score

Ratio of Number of Contacts who need Coverage to the number of Active Contacts

12.9.39 Fact - Contact Usage.# Contact Updates

Number of updates to an existing Contact

12.9.40 Fact - Contact Usage.# Created Contacts

Number of Contacts created

12.9.41 Fact - Contact Usage.Average Weekly Number of Contact Updates

Total number of updates over a period of time to an existing Contact, divided by the number of weeks in this period

12.9.42 Fact - Contact Usage.Average Weekly Number of Contacts Created

Total number of Contacts created over a period of time, divided by the number of weeks in this period

12.9.43 Fact - Opportunity Summary.# Open Opportunities

Count of opportunities that are in a Closed status

12.9.44 Fact - Opportunity Summary.# Opportunities - Close Date Past

Number of Open Opportunities whose Closed Date has passed the current date

Sales Analytics



12.9.45 Fact - Opportunity Summary.# Opportunities needing Coverage

Number of Opportunities which need a New Contact or a New Activity

12.9.46 Fact - Opportunity Summary.# Opportunities needing New Activity

Number of Opportunities that have not had a new activity within the specified time frame (time frame variable: OPT_NEED_ACT_NUMDAYS)

12.9.47 Fact - Opportunity Summary.# Opportunities needing New Contact

Number of Opportunities that have not had a contact associated to them within the specified time frame (time frame variable: OPT_NEED_CON_NUMDAYS)

12.9.48 Fact - Opportunity Summary.# Opportunities needing Update

Number of Opportunities whose Closed Date has passed the current date, or who haven't been updated in the specified time frame (time frame variable: OUTDATED_NUMDAYS)

12.9.49 Fact - Opportunity Summary.# Opportunities with No Activity

Count of opportunities that do not have at least one associated activity

12.9.50 Fact - Opportunity Summary.# Opportunities with No Contact

Count of opportunities that do not have at least one associated contact

12.9.51 Fact - Opportunity Summary.# Unchanged Opportunities

Number of Open Opportunities which have not been updated within the specified time frame (time frame variable: OUTDATED_NUMDAYS)

12.9.52 Fact - Opportunity Summary.Opportunities Coverage Score

Ratio of Number of Covered Opportunities (do not need a new Contact or Activity) to the number of Open Opportunities

12.9.53 Fact - Opportunity Summary.Opportunities Updates Score

Ratio of opportunities which do not need an Update to the Number of Open Opportunities

12.9.54 Fact - Opportunity Usage.# Created Opportunity

Number of created Opportunities

12.9.55 Fact - Opportunity Usage.# Opportunity Updates

Number of updates to an existing Opportunity

12.9.56 Fact - Opportunity Usage.Average Weekly Number of Opportunities Created

Total number of Opportunities created over a period of time, divided by the number of weeks in this period

12.9.57 Fact - Opportunity Usage.Average Weekly Number of Opportunity Updates

Total number of updates over a period of time to an existing Opportunity, divided by the number of weeks in this period

12.9.58 Fact - Quote Usage.# Created Quotes

Number of Quotes Created

12.9.59 Fact - Quote Usage.# Quote Updates

Number of updates to an existing quote

12.9.60 Fact - Quote Usage.Average Weekly Number of Quote Updates

Total number of updates over a period of time to an existing Quote, divided by the number of weeks in this period

12.9.61 Fact - Quote Usage.Average Weekly Number of Quotes Created

Total number of Quotes created over a period of time, divided by the number of weeks in this period

Sales Analytics



12.9.62 Fact - User Adoption.# Active Users

Number of Users who meet the login and sync requirements for a week The number of logins and syncs required is configured in the following variables (login variable: ACTIVE_NUMLOGINS sync variable: ACTIVE_NUMSYNCS )

12.9.63 Fact - User Adoption.# Days since Last Login

Number of days between the last time the user logged in to the Operational Siebel Application and the last snapshot date

12.9.64 Fact - User Adoption.# Days since Last Sync

Number of days between the last time the user synched up their local db with the master operational db

12.9.65 Fact - User Adoption.# Inactive Users

Number of Users who do not meet the login and sync requirements for a week The number of logins and syncs required is configured in the following variables (login variable: ACTIVE_NUMLOGINS sync variable: ACTIVE_NUMSYNCS )

12.9.66 Fact - User Adoption.# Logins

Number of times this user has logged in to the Siebel Operational Application

12.9.67 Fact - User Adoption.# Syncs

Number of days the user synched their local db with the master operational db

12.9.68 Fact - User Adoption.% of Active Users

Percentage of Active users to the Total number of users

12.9.69 Fact - User Adoption.% of Inactive Users

Percentage of Inactive users to the Total number of users

12.9.70 Fact - User Adoption.Average Number of Active Users

Average Number of Active users over all Dimensions

12.9.71 Fact - User Adoption.Average Number of Days since Last Login

Average number of days separating the Snapshot Date to the Last Login date preceding it This is an average over all Dimensions, including the Snapshot Dimension

12.9.72 Fact - User Adoption.Average Number of Days since Last Sync

Average number of days separating the Snapshot Date to the Last Sync date preceding it This is an average over all Dimensions, including the Snapshot Dimension

12.9.73 Fact - User Adoption.Average Number of Logins

Average number of times this user logged in to the system, over all Dimensions

12.9.74 Fact - User Adoption.Average Number of Syncs

Average number of times the user synched their local db with the master operational db

12.9.75 Fact - User Adoption.Date of Last Login

Date the user last logged in to the System This measure is aggregate using the Max function over All dimensions, to give the overall Last Date of Login

12.9.76 Fact - User Adoption.Date of Last Sync

Date the user last synched up his local db with the master operational db This measure is aggregate using the Max function over All dimensions, to give the overall Last Date of Sync

12.9.77 Fact - User Adoption.Total Number of Users

Total number of users tracked by the Usage Accelerator Application

12.9.78 FINS Facts - Summary.# Active Financial Accounts

Number of Active Financial Accounts

12.9.79 FINS Facts - Summary.# Active Insurance Policies

Number of Active Insurance Policies

12.9.80 FINS Facts - Summary.# Financial Accounts needing Coverage

Number of Financial Accounts that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS)

Sales Analytics



12.9.81 FINS Facts - Summary.# Financial Accounts needing New Activity

Number of Financial Accounts that need a new Activity for a given employee and their positional subordinates

12.9.82 FINS Facts - Summary.# Financial Accounts with No Activity

Number of Financial Accounts without any associated Activities for a given employee

12.9.83 FINS Facts - Summary.# Insurance Policies needing Coverage

Number of Insurance Policies that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS)

12.9.84 FINS Facts - Summary.# Insurance Policies needing New Activity

Number of Insurance Policies that need a new Activity for a given employee and their positional subordinates

12.9.85 FINS Facts - Summary.# Insurance Policies with No Activity

Number of Insurance Policies without any associated Activities for a given employee

12.9.86 FINS Facts - Summary.Financial Account Coverage Score

Ratio of Covered Financial Accounts (do not need a new Activity) to the number of Active Financial Accounts for a given employee

12.9.87 FINS Facts - Summary.Insurance Policy Coverage Score

Ratio of Covered Insurance Policies (do not need a new Activity) to the number of Active Insurance Policies for a given employee

12.9.88 FINS Facts - Usage.# Created Financial Accounts

Number of Created Financial Accounts

12.9.89 FINS Facts - Usage.# Created Insurance Policies

Number of Created Insurance Policies

12.9.90 FINS Facts - Usage.# Financial Account Updates

Number of Financial Account Updates

12.9.91 FINS Facts - Usage.# Insurance Policy Updates

Number of Insurance Policy Updates

12.9.92 FINS Facts - Usage.Average Weekly Number of Financial Account Updates

Average Weekly Number of Financial Accounts updated over a period of time, divided by the number of weeks in this period

12.9.93 FINS Facts - Usage.Average Weekly Number of Financial Accounts Created

Average Weekly Number of Financial Accounts created over a period of time, divided by the number of weeks in this period

12.9.94 FINS Facts - Usage.Average Weekly Number of Insurance Policies Created

Average Weekly Number of Insurance Policies created over a period of time, divided by the number of weeks in this period

12.9.95 FINS Facts - Usage.Average Weekly Number of Insurance Policy Updates

Average Weekly Number of Insurance Policies updated over a period of time, divided by the number of weeks in this period


Service Analytics 13 This chapter describes metrics available in Service Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Service Analytics.

13.1 Service - CRM Activities


13.1.1 Activity Completion Facts.Activity Completion Rate %

Percentage of closed activities (Declined, Cancelled & Done) over total number of activities

13.1.2 Activity Completion Facts.Average Call Duration

Average call duration

13.1.3 Activity Completion Facts.Average Days per Activity


13.1.4 Activity Completion Facts.Average Duration Days


13.1.5 Activity Completion Facts.Average Duration Hours

Average time, in hours, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date)

13.1.6 Activity Completion Facts.Average Duration Minutes

Average time, in minutes, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date)

13.1.7 Activity Completion Facts.Average Hours per Activity

Average time, in hours, it took to complete activities divided by total number of activities

13.1.8 Activity Completion Facts.Average Minutes per Activity

Average time, in minutes, it took to complete activities divided by total number of activities

13.1.9 Activity Cost Facts.Activity Costs

Total activity costs (time, expenses, parts)

13.1.10 Activity Cost Facts.Activity Price

Total activity price (time, expenses, parts)

13.1.11 Activity Cost Facts.Average Activity Costs

Average activity costs (time, expenses, parts)

13.1.12 Activity Cost Facts.Average Activity Price

Average activity price (time, expenses, parts)

13.1.13 Activity Cost Facts.Estimated Cost

Estimated cost of activity (time, expenses, parts)

13.1.14 Activity Cost Facts.Expense Cost Contract

Total contract covered cost of expenses

13.1.15 Activity Cost Facts.Expense Cost Non-Contract

Total non-contract covered cost of expenses

Service Analytics



13.1.16 Activity Cost Facts.Parts Cost Contract

Total contract covered cost of parts

13.1.17 Activity Cost Facts.Parts Cost Non-Contract

Total non-contract covered cost of parts

13.1.18 Activity Cost Facts.Time Cost Contract

Total contract covered cost of time

13.1.19 Activity Cost Facts.Time Cost Non-Contract

Total non-contract covered cost of time

13.1.20 Activity Facts.# of Activities Number of additional employees created since the time of the last ETL incremental update.

13.1.21 Activity Facts.# of Activities Moving Avg


13.1.22 Activity Facts.# of Activities Range

Activity Volume Category by number of activities. Categories are, A: 0-24, B: 25-49, C: 50-99, D: 100-199 and E: 200+

13.1.23 Activity Facts.# of Activities with Agreements

Number of activities with associated agreements

13.1.24 Activity Facts.# of Billable Activities

Total number of activities that are billable



13.1.26 Activity Facts.# of Contacts with Activities






13.1.29 Activity Facts.# of Inbound Activities

# of Activities generated by inbound interactions

13.1.30 Activity Facts.# of Interaction Activities

Total sum of all activities of the type 'Call - Inbound', 'Call - Outbound', 'Email - Inbound', 'Email - Outbound', 'Fax - Inbound', 'Fax - Outbound'. This equates to the total number of activities related to interactions.

13.1.31 Activity Facts.# of Non-Billable Activities




13.1.33 Activity Facts.# of Opportunities with Activities

Number of opportunities with activities

13.1.34 Activity Facts.# of Outbound Activities

# of Activities generated by Outbound interactions

13.1.35 Activity Facts.# of Partners with Activities




13.1.37 Activity Facts.# of Service Requests with Activities

Number of service requests with activities

13.1.38 Activity Facts.Average # of Activities per Employee


13.1.39 Activity Travel Facts.Actual Travel Costs

Actual activity travel costs

Service Analytics



13.1.40 Activity Travel Facts.Actual Travel Time in Minutes

Actual activity travel time in minutes

13.1.41 Activity Travel Facts.Average Travel Speed

Average travel speed in a service region

13.1.42 Activity Travel Facts.Estimated Travel Costs

Estimated activity travel costs, calculated from Travel Cost, Average Travel Speed and Estimated Travel Time in minutes

13.1.43 Activity Travel Facts.Estimated Travel Time in Minutes

Estimated activity travel time in minutes

13.1.44 Activity Travel Facts.Min Travel Time in Minutes

Minimum travel time in minutes for a service region

13.1.45 Activity Travel Facts.Travel Cost

Standard travel cost (per unit distance) for a service region

13.1.46 Activity Travel Facts.Travel Cost Variance

Percentage variance between Actual Travel Costs and Estimated Travel Costs

13.1.47 Activity Travel Facts.Travel Time Variance

Percentage variance between Actual Travel Time in Minutes and Estimated Travel Time in Minutes

13.1.48 Service Request Facts.# of Closed SRs

Number of closed service requests

13.1.49 Service Request Facts.# of Open SRs

Number of open service requests

13.1.50 Service Request Facts.# of Products with SRs

Number of products with service requests

13.1.51 Service Request Facts.# of SRs


13.1.52 Service Request Facts.Average Days Open

Average age, in days, of open service requests since last data refresh

13.1.53 Service Request Facts.Average Resolution Rate

Percentage of closed service requests over total number of service requests

13.2 Service - CRM Agreements


13.2.1 Activity Facts.# of Activities Number of additional employees created since the time of the last ETL incremental update.

13.2.2 Activity Facts.# of Activities Moving Avg


13.2.3 Activity Facts.# of Billable Activities




13.2.5 Activity Facts.# of Contacts with Activities


Service Analytics







13.2.8 Activity Facts.# of Non-Billable Activities






13.2.11 Activity Facts.# of Service Requests with Activities

Number of service requests with activities

13.2.12 Activity Facts.Activity Costs Total activity costs (time, expenses, parts)

13.2.13 Activity Facts.Activity Price Total activity price (time, expenses, parts)

13.2.14 Activity Facts.Average Activity Costs

Average activity costs (time, expenses, parts)

13.2.15 Activity Facts.Average Activity Price

Average activity price (time, expenses, parts)

13.2.16 Activity Facts.Average Call Duration

Average call duration

13.2.17 Activity Facts.Average Days per Activity


13.2.18 Activity Facts.Average Duration Days


13.2.19 Activity Facts.Average Duration Hours

Average time, in hours, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date)

13.2.20 Activity Facts.Average Hours per Activity

Average time, in hours, it took to complete activities divided by total number of activities

13.2.21 Activity Facts.Estimated Cost

Estimated cost of activity (time, expenses, parts)

13.2.22 Activity Facts.Expense Cost Contract

Total contract covered cost of expenses

13.2.23 Activity Facts.Expense Cost Non-Contract

Total non-contract covered cost of expenses

13.2.24 Activity Facts.Parts Cost Contract

Total contract covered cost of parts

13.2.25 Activity Facts.Parts Cost Non-Contract

Total non-contract covered cost of parts

13.2.26 Activity Facts.Time Cost Contract

Total contract covered cost of time

13.2.27 Activity Facts.Time Cost Non-Contract

Total non-contract covered cost of time

13.2.28 Agreement Facts.# of Activities per Agreement

Number of activities per associated agreement

13.2.29 Agreement Facts.# of Activities with Agreements

Number of activities with associated agreements

13.2.30 Agreement Facts.# of Agreement Line Items


Service Analytics



13.2.31 Agreement Facts.# of Agreements

Number of agreements

13.2.32 Agreement Facts.# of Customers with Agreements

Number of accounts with agreements

13.2.33 Agreement Facts.# of Invoices per Agreement

Number of invoices per associated agreement

13.2.34 Agreement Facts.# of Invoices with Agreements

Number of invoices with associated agreements

13.2.35 Agreement Facts.# of NRC Agreement Line Items


13.2.36 Agreement Facts.# of Orders per Agreement

Number of orders per associated agreement

13.2.37 Agreement Facts.# of Orders with Agreements

Number of orders with associated agreements

13.2.38 Agreement Facts.# of SRs per Agreement

Number of service requests per associated agreement

13.2.39 Agreement Facts.# of SRs with Agreements

Number of service requests with associated agreements

13.2.40 Agreement Facts.Agreement % Margin

Percentage margin on each agreement line item

13.2.41 Agreement Facts.Agreement Amount

Agreement line item price - Old definition "Oracle Data Warehouse"."Catalog"."dbo"."Fact_W_AGREE_F"."AGREE_NRC"

13.2.42 Agreement Facts.Agreement Cost

Agreement line item cost

13.2.43 Agreement Facts.Agreement Discount %


13.2.44 Agreement Facts.Agreement Gross Margin

Agreement line item gross margin

13.2.45 Agreement Facts.Agreement Line Item Quantity

Agreement line item quantity

13.2.46 Agreement Facts.Average # of NRC Agreement Line Items

Average number of agreement line items

13.2.47 Agreement Facts.Average Agreement Gross Margin

Average agreement gross margin

13.2.48 Agreement Facts.Average Agreement Line Item Cost

Average agreement line item cost

13.2.49 Agreement Facts.Total Amounts

Total revenue generated from all agreements, all activities and all orders

13.2.50 Agreement Facts.Total Cost

Total cost of all service requests, activities and orders

13.2.51 Assets Facts.# of Assets Number of assets with service requests

13.2.52 Invoice Facts.# of Invoices Number of invoices

13.2.53 Invoice Facts.# of Late Invoices

Number of late invoices

Service Analytics



13.2.54 Invoice Facts.# of Open Invoices

Number of open invoices

13.2.55 Invoice Facts.# of Open Late Invoices

Number of open late invoices

13.2.56 Invoice Facts.# of Open Payable Invoices

Number of open payable invoices

13.2.57 Invoice Facts.# of Payable Invoices

Number of payable invoices

13.2.58 Invoice Facts.% of Late Invoices

Percentage of invoices that are late

13.2.59 Invoice Facts.Average Days Open for Invoices

Average number of days between invoiced date and closed date

13.2.60 Invoice Facts.Average Due Average invoiced due amount

13.2.61 Invoice Facts.Average Invoiced Amount

Average invoiced amount

13.2.62 Invoice Facts.Average Payments

Average payments made on invoices

13.2.63 Invoice Facts.Total Due Total invoiced due amount

13.2.64 Invoice Facts.Total Invoiced Amount

Total invoiced amount

13.2.65 Invoice Facts.Total Payable Invoices

Total payable invoices

13.2.66 Invoice Facts.Total Payments

Total payments made on invoices




13.2.69 Order Facts.# of Orders Moving Avg


13.2.70 Order Facts.# of Products with Orders


13.2.71 Order Facts.Average # of days from Quote


13.2.72 Order Facts.Average Days Outstanding

Average number of days that order is outstanding, i.e. data warehouse refresh date is greater than order requested ship date








This metric measures the Average Order Selling price for a given product excluding header-level discount.

13.2.77 Order Facts.Order Costs Contract


13.2.78 Order Facts.Order Costs Non-Contract




Service Analytics







13.2.82 Order Facts.Order Revenue Moving Avg






13.2.85 Order Facts.Total Order Costs




13.2.87 Order Facts.Total Order Revenue Moving Avg


13.2.88 Service Request Cost and Price Facts.# of Billable SRs

Total number of service requests that are billable

13.2.89 Service Request Cost and Price Facts.% Margin for SR

Percentage margin for service requests

13.2.90 Service Request Cost and Price Facts.Average Invoiced for SR

Average invoiced amount for service requests

13.2.91 Service Request Cost and Price Facts.Average Service Cost

Average service request cost for all service requests

13.2.92 Service Request Cost and Price Facts.Average Service Price

Average service request price for all service requests

13.2.93 Service Request Cost and Price Facts.Average SR Savings

Average service request savings

13.2.94 Service Request Cost and Price Facts.Service Billable Expense Cost

Cost of billable service expenses incurred

13.2.95 Service Request Cost and Price Facts.Service Billable Order Cost

Cost of billable service orders generated

13.2.96 Service Request Cost and Price Facts.Service Billable Parts Cost

Cost of billable service parts used

13.2.97 Service Request Cost and Price Facts.Service Billable Time Cost

Cost of billable service time spent

13.2.98 Service Request Cost and Price Facts.Service Costs

Total service request costs

13.2.99 Service Request Cost and Price Facts.Service Costs Billable

Total service request billable costs

Service Analytics



13.2.100 Service Request Cost and Price Facts.Service Costs Non-Billable

Total service request non-billable costs

13.2.101 Service Request Cost and Price Facts.Service Non-Billable Expense Cost

Cost of non-billable service expenses incurred

13.2.102 Service Request Cost and Price Facts.Service Non-Billable Order Cost

Cost of non-billable service orders generated

13.2.103 Service Request Cost and Price Facts.Service Non-Billable Parts Cost

Cost of non-billable service parts used

13.2.104 Service Request Cost and Price Facts.Service Non-Billable Time Cost

Cost of non-billable service time spent

13.2.105 Service Request Cost and Price Facts.Service Price

Total service request price

13.2.106 Service Request Cost and Price Facts.Service Price Billable

Total service request billable price

13.2.107 Service Request Cost and Price Facts.Service Price Non-Billable

Total service request non-billable price

13.2.108 Service Request Cost and Price Facts.Service Savings

Customer savings under contract, Total Invoiced for SR subtracted from Service Price Billable

13.2.109 Service Request Cost and Price Facts.Service Time Hours Billable

Number of billable service hours spent

13.2.110 Service Request Cost and Price Facts.Service Time Hours Non-Billable

Number of non-billable service hours spent

13.2.111 Service Request Cost and Price Facts.Total Invoiced for SR

Total invoiced amount for service requests

13.2.112 Service Request Facts.# of Cancelled SRs

Number of cancelled service requests



13.2.114 Service Request Facts.# of Critical SRs

Number of critical service requests



13.2.116 Service Request Facts.# of Pending SRs

Number of pending service requests



13.2.118 Service Request Facts.# of Service Reps

Number of service representatives



Service Analytics







13.2.122 Service Request Facts.Average SR Duration Days

Average time, in days, it took to complete service requests

13.2.123 Service Request Facts.Average SR Duration Hours

Average time, in hours, it took to complete service requests

13.2.124 Service Request Facts.SLA Compliance %

A percentage measure of the actual duration of a Service Request divided by the SLA time, i.e. the actual duration of a Service Request as compared to the promised duration of a Service Request. A number less than 100% represents a faster rate of closure of service issues compared to committed rate and may represent over investment. A number close to 100% represents a rate of closure equivalent to the committed rate and a number above 100% represents a slower rate of closure of service issues compared to commited rate. If the number is above 100%, this will lead to customer dissatisfaction

13.2.125 Service Request Facts.SLA Compliance Category

Categorization of SLA Compliance % into the following values 'A: <50% of SLA', 'B: <100% of SLA', 'C: <150% of SLA', 'D: >150% of SLA', 'E: NO SLA'

13.2.126 Service Request Facts.SLA Time (Hours)

Time in hours between the Actual Start Date and the Expected Close Date on a Service Request. This is a measure of the service level agreement or entitlement provided to a customer

13.3 Service - CRM Assets


13.3.1 Facts.# of Activities Number of additional employees created since the time of the last ETL incremental update.

13.3.2 Facts.# of Assets Number of assets with service requests

13.3.3 Facts.# of Assets Moving Average

3 period moving average for number of assets

13.3.4 Facts.# of Assets Under Warranty

Number of assets that are under warranty as of last data warehouse refresh

13.3.5 Facts.# of Assets with Service Requests


13.3.6 Facts.# of Order Line Items Number of order line items

13.3.7 Facts.# of Orders This metric measures the # of Orders.

13.3.8 Facts.# of Products as Assets

Number of products from product catalog that are assets

13.3.9 Facts.# of SRs Number of service requests

13.3.10 Facts.Average Age Based on Install Date

Average age of an asset based on its installed date and the data warehouse refresh date

13.3.11 Facts.Average Days Left in Warranty

Average days left in asset's primary warranty from day of last data warehouse refresh date to warranty end date

13.3.12 Facts.Average Original Cost

Average original value or cost of assets as displayed in the warehouse currency

Service Analytics



13.3.13 Facts.Average Value of Assets

Average current value of assets as displayed in the warehouse currency

13.3.14 Facts.Order Item Cost Total order item cost

13.3.15 Facts.Quantity of Assets Quantity or total number of assets being tracked

13.3.16 Facts.Total Original Cost Sum of the total declared original value or cost of assets as displayed in the warehouse currency

13.3.17 Facts.Total Value of Assets Total value of assets

13.4 Service - CRM Customer Satisfaction


13.4.1 Customer Satisfaction Survey Facts.# of Surveyed Contacts

Number of contacts surveyed by customer satisfaction survey

13.4.2 Customer Satisfaction Survey Facts.# of Surveyed Customers

Number of accounts surveyed by customer satisfaction survey

13.4.3 Customer Satisfaction Survey Facts.# of Surveyed Partners

Number of partners that have been surveyed where the organization of the service request owner is the

13.4.4 Customer Satisfaction Survey Facts.# of Surveys


13.4.5 Customer Satisfaction Survey Facts.Average Service Accessibility

Average Service Accessibility Score (number from 0 to 20). This information is only available for a customer as provided through a survey. Hence this column should not be used when Product, Account or Asset is part of the query.

13.4.6 Customer Satisfaction Survey Facts.Average Service Quality

Average Service Quality Score (number from 0 to 20) as reported by the customer in a survey. This column should not be used when Product, Account or Asset is part of the query.

13.4.7 Customer Satisfaction Survey Facts.Average Service Rep Knowledge Level

Average Service Rep Knowledge Level Score (number from 0 to 20) as reported by the customer. This column should not be used when Product, Account or Asset is part of the query.

13.4.8 Customer Satisfaction Survey Facts.Average Service Resolution Satisfaction

Average Service Resolution Satisfaction Score (number from 0 to 20) for a customer as reported through a survey. This column should not be used when Product, Account or Asset is part of the query.

13.4.9 Customer Satisfaction Survey Facts.Average Service Resolution Timeliness Score

Average Service Resolution Timeliness Score (number from 0 to 20) for a customer as reported through a survey. This column should not be used when Product, Account or Asset is part of the query.

13.4.10 Customer Satisfaction Survey Facts.Average Survey Score

Average Survey Score (number from 0 to 100) for a customer as reported through a survey. This column should not be used when Product, Account or Asset is part of the query.

13.4.11 Revenue Facts.Closed Revenue


13.4.12 Revenue Facts.Opportunity Revenue


Service Analytics













13.4.18 Service Request Facts.Average Open SRs per Rep

Average open service request per service representative





13.4.21 Service Request Facts.Average SRs per Rep

Number of service requests divided by the number of service representatives

13.5 Service - CRM Email Response


13.5.1 Facts.# of Emails Number of emails sent and received

13.5.2 Facts.# of Emails Escalated to Opportunity

Number of emails that generated follow-on opportunities

13.5.3 Facts.# of Emails Escalated to SR

Number of emails that generated follow-on service requests

13.5.4 Facts.Average Time to Opty Escalation (Hours)

Average time it took to generate follow-on opportunity from email received

13.5.5 Facts.Average Time to SR Escalation (Hours)

Average time it took to generate follow-on service request from email received

13.5.6 Facts.Escalated Closed Revenue

Closed revenue of follow-on opportunity from email received

13.5.7 Facts.Escalated Closed Revenue (000)

Closed revenue (in thousands) of follow-on opportunity from email received

13.5.8 Facts.Escalated Expected Detail Revenue

Expected detail revenue of follow-on opportunity from email received

13.5.9 Facts.Escalated Expected Detail Revenue (000)

Expected detail revenue (in thousands) of follow-on opportunity from email received

13.5.10 Facts.Escalated Opportunity Expected Revenue

Expected revenue of follow-on opportunity from email received

Service Analytics



13.5.11 Facts.Escalated Opportunity Expected Revenue (000)

Expected revenue (in thousands) of follow-on opportunity from email received

13.5.12 Facts.Escalated Opportunity Revenue

Opportunity revenue of follow-on opportunity from email received

13.5.13 Facts.Escalated Opportunity Revenue (000)

Opportunity revenue (in thousands) of follow-on opportunity from email received

13.6 Service - CRM Orders


13.6.1 Order Discounts and Margin.% Chg Quarter Ago Order Item Margin

Percentage change in order item margin, this quarter over last quarter

13.6.2 Order Discounts and Margin.% Chg Year Ago Order Item Margin

Percentage change in order item margin, this year over last year

13.6.3 Order Discounts and Margin.Average Order Discount (%)

This metric measures the average order discount % at the order level.

13.6.4 Order Discounts and Margin.Average Order Item Discount


13.6.5 Order Discounts and Margin.Average Order Item Margin

This is an average order margin at the line item level across all ordered quantities. Order margin excludes tax, freight and header-level discounts.

13.6.6 Order Discounts and Margin.Chg Quarter Ago Order Item Margin

Change in order item margin, this quarter over last quarter

13.6.7 Order Discounts and Margin.Chg Year Ago Order Item Margin

Change in order item margin, this year over last year

13.6.8 Order Discounts and Margin.Order Costs Contract


13.6.9 Order Discounts and Margin.Order Costs Non-Contract


13.6.10 Order Discounts and Margin.Order Item Discount (%)


13.6.11 Order Discounts and Margin.Order Item Discount Amount


13.6.12 Order Discounts and Margin.Order Item Margin


13.6.13 Order Discounts and Margin.Order Item Margin (%)


Service Analytics



13.6.14 Order Discounts and Margin.Quarter Ago Order Item Margin

Order item margin from a quarter ago

13.6.15 Order Discounts and Margin.Quintile Order Item Margin


13.6.16 Order Discounts and Margin.Total Order Costs


13.6.17 Order Discounts and Margin.Year Ago Order Item Margin

Order item margin from a year ago

13.6.18 Order Execution.# Obsolete Order Line Items

Total number of order line items that contain a product which is no longer current, i.e. obsolete product, before the order has shipped

13.6.19 Order Execution.# of Accounts with Orders


13.6.20 Order Execution.# of Contacts with Orders


13.6.21 Order Execution.# of Opportunities with Orders


13.6.22 Order Execution.# of Order Line Items


13.6.23 Order Execution.# of Orders


13.6.24 Order Execution.# of Orders Moving Avg


13.6.25 Order Execution.# of Products with Orders


13.6.26 Order Execution.% Chg Quarter Ago Average Days Outstanding

Percentage change in order average days outstanding, this quarter over last quarter

13.6.27 Order Execution.Average # of days from Quote


13.6.28 Order Execution.Average Days Outstanding


13.6.29 Order Execution.Average Order Age


13.6.30 Order Execution.Average Order Size


13.6.31 Order Execution.Chg Quarter Ago Average Days Outstanding

Change in order average days outstanding, this quarter over last quarter

13.6.32 Order Execution.Cumulative Shipped Revenue

This metric is a running sum of Total Shipped Revenue

13.6.33 Order Execution.Line Item Shipped Revenue

This metric measures Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts

13.6.34 Order Execution.Quantity Requested


13.6.35 Order Execution.Quantity Shipped


Service Analytics



13.6.36 Order Execution.Quarter Ago Average Days Outstanding

Order average days outstanding from a quarter ago

13.6.37 Order Execution.Quarter Ago Cumulative Shipped Revenue

This metric is a running sum of Total Shipped Revenue for a period one quarter before a given period.

13.6.38 Order Execution.Quote to Order Conversion % (Qty)

A percentage measure of the quantity of items that are ordered divided by the quantity of items that are quoted. A conversion ratio based on quantity of items.

13.6.39 Order Execution.Requested Ship Days

Number of days between order date and requested ship date

13.6.40 Order Execution.Shipping Days

Number of days between order date and must deliver by date

13.6.41 Order Execution.Shipping Delay

A measure in days of the shipping delay between the Required Ship Date and the Latest Delivery Date, if the Required Ship Date is earlier than the Latest Delivery Date

13.6.42 Order Execution.Total # of Order Contacts

The number of contacts that have placed at least 1 order.

13.6.43 Order Execution.Total Shipped Revenue

This metric measures the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts.

13.6.44 Order Item Revenue.% Chg Quarter Ago Average Order Item Revenue

Percentage change in average order item revenue, this quarter over last quarter

13.6.45 Order Item Revenue.% Chg Quarter Ago Order Item Revenue

Percentage change in order item revenue, this quarter over last quarter

13.6.46 Order Item Revenue.% Chg Year Ago Average Order Item Revenue

Percentage change in average order item revenue, this year over last year

13.6.47 Order Item Revenue.% Chg Year Ago Order Item Revenue

Percentage change in order item revenue, this year over last year

13.6.48 Order Item Revenue.Average Order Item Revenue

This metric measures the average order item revenue excluding header-level discounts. This metric should be used with the Product dimension.

13.6.49 Order Item Revenue.Average Order Starting Price

Sum of the starting prices of products on all orders divided by the order item quantity. This gives the average order starting price across all orders and products

13.6.50 Order Item Revenue.Average Ordered Selling Price


13.6.51 Order Item Revenue.Chg Quarter Ago Average Order Item Revenue

Change in average order item revenue, this quarter over last quarter

13.6.52 Order Item Revenue.Chg Quarter Ago Order Item Revenue

Change in order item revenue, this quarter over last quarter

13.6.53 Order Item Revenue.Chg Year Ago Average Order Item Revenue

Change in average order item revenue, this year over last year

13.6.54 Order Item Revenue.Chg Year Ago Order Item Revenue

Change in order item revenue, this year over last year

Service Analytics



13.6.55 Order Item Revenue.Child Product Order Quantity

Ordered quantity of a child product

13.6.56 Order Item Revenue.Order Item Revenue


13.6.57 Order Item Revenue.Parent Product Order Quantity

Ordered quantity of a parent product

13.6.58 Order Item Revenue.Quarter Ago Average Order Item Revenue

Average order item revenue from a quarter ago

13.6.59 Order Item Revenue.Quarter Ago Order Item Revenue

Order item revenue from a quarter ago

13.6.60 Order Item Revenue.Year Ago Average Order Item Revenue

Average order item revenue from a year ago

13.6.61 Order Item Revenue.Year Ago Order Item Revenue

Order item revenue from a year ago

13.6.62 Order Revenue.# of Orders This metric measures the # of Orders.

13.6.63 Order Revenue.# of Orders Moving Avg


13.6.64 Order Revenue.% Chg Quarter Ago # of Orders


13.6.65 Order Revenue.% Chg Quarter Ago Total Order Revenue

Percentage change in total order revenue, this quarter over last quarter

13.6.66 Order Revenue.% Chg Year Ago Total Order Revenue

Percentage change in total order revenue, this year over last year

13.6.67 Order Revenue.Average Order Size


13.6.68 Order Revenue.Chg Quarter Ago # of Orders


13.6.69 Order Revenue.Chg Quarter Ago Total Order Revenue

Change in total order revenue, this quarter over last quarter

13.6.70 Order Revenue.Chg Year Ago Total Order Revenue

Change in total order revenue, this year over last year

13.6.71 Order Revenue.Cumulative Order Revenue

This metric is a running sum of Total Order Revenue measured

13.6.72 Order Revenue.Order Revenue Moving Avg


13.6.73 Order Revenue.Quarter Ago # of Orders


13.6.74 Order Revenue.Quarter Ago Total Order Revenue

Total order revenue from a quarter ago

13.6.75 Order Revenue.Quarter-ago Cumulative Order Revenue

This metric is a running sum of Total Order Revenue measured for a period one quarter prior to a given period.

13.6.76 Order Revenue.Return Order Amount

Total value of goods returned. This number does not take into account amounts on an order attributed to tax or freight or header-level discounts

Service Analytics



13.6.77 Order Revenue.Return to Total Order %

A percentage measure of the value of returned orders divided by total value of all orders. A higher number is bad and a lower number is good.

13.6.78 Order Revenue.Total Order Revenue


13.6.79 Order Revenue.Total Order Revenue Moving Avg


13.6.80 Order Revenue.Year Ago Total Order Revenue

Total order revenue from a year ago

13.7 Service - CRM Products









13.7.5 Order Facts.Actual Net Margin per Order

Total net margin earned from the orders booked (includes deducting marketing cost) divided by the # of Orders

13.7.6 Order Facts.Average Days Outstanding




















13.7.16 Order Facts.Placed Order Within Months


13.7.17 Order Facts.Placed Order Within Year

A flag with either a value of 'T' or 'F' or 'Unspecified'. If the contact has executed an order within the past year (from time of last ETL refresh), then the value is 'T'. If the contact has executed an order more than a year ago (from time of last ETL fresh), then the value is 'F'.

Service Analytics









13.7.21 Order Facts.Shipping Delay A measure in days of the shipping delay between the Required Ship Date and the Latest Delivery Date, if the Required Ship Date is earlier than the Latest Delivery Date





13.7.24 Order Facts.Years Since First Order

If a contact has executed an order within the past year (from time of ETL refresh), then this is a number (in years) which represents the time since the very first order executed by the contact. This shows a measure of lifetime of a customer.


Number of product attributes


Number of product attributes


This metric counts the # of Products.





13.7.30 Product Facts.# of Purchasers of Next Product


13.7.31 Product Facts.# of Purchasers of Selected Product



This metric measures the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account.


This metric is used in the Next Product Purchased Report


This metric is used in theProduct Propensity Report


This metric measures the % of Orders for a given Product that also include a given Market Basket Product.






The maximum quantity of product ordered by a customer. This information is stored at the order line item and excludes product quantities of products that are part of a recurring charge product

Service Analytics



13.7.39 Product Facts.Maximum Product Quantity Quoted

The maximum quantity of product quoted or requested by a customer. This information is stored at the quote line item and excludes product quantities of products that are part of a recurring charge product


The minimum quantity of product ordered by a customer. This information is stored at the order line item and excludes product quantities of products that are part of a recurring charge product

13.7.41 Product Facts.Minimum Product Quantity Quoted

The minimum quantity of product quoted or requested by a customer. This information is stored at the quote line item and excludes product quantities of products that are part of a recurring charge product


Quantity of product ordered by a customer. This information is stored at the order line item and excludes product quantities of products that are part of a recurring charge product

13.7.43 Product Facts.Product Quantity Quoted

Quantity of product quoted or requested by a customer. This information is stored at the quote line item and excludes product quantities of products that are part of a recurring charge product

13.8 Service - CRM Real-Time Activities


13.8.1 Facts.# of Activities Number of activities

13.8.2 Facts.Activity Start Slippage (Days)

Number of days between the activity planned start date and the data warehouse refresh date for activities that have not started by the data warehouse refresh date

13.8.3 Facts.Average Duration (Hours)

Average duration of activity (in hours)

13.8.4 Facts.Average Travel Time (Minutes)

Average travel time of activity (in minutes)

13.8.5 Facts.Average Work Time (Minutes)

Average work duration of activity (in minutes)

13.8.6 Facts.Total Duration (Hours)

Total duration of activity (in hours)

13.8.7 Facts.Total Travel Time (Minutes)

Total travel time of activity (in minutes)

13.8.8 Facts.Total Work Time (Minutes)

Total work duration of activity (in minutes)

13.9 Service - CRM Real-Time Assets


13.9.1 Facts.# of Assets Number of assets

13.10 Service - CRM Real-Time Service Requests

Service Analytics



13.10.1 Facts.# of Open Critical SRs


13.10.2 Facts.# of Open SRs Number of open service requests

13.10.3 Facts.# of SRs Number of service requests

13.10.4 Facts.Average Open Hours Number of critical service requests

13.11 Service - CRM Real-Time Solutions


13.11.1 Facts.# of Solutions A real-time measure that provides the number of Solutions that are present in the Knowledge Base. This measure goes directly against the Siebel transactional system

13.12 Service - CRM Service Requests


13.12.1 Opportunity Facts.# of Open Opportunities

This metric measures the # of Open Opportunities.





13.12.4 Opportunity Facts.Expected Revenue

This metric measures Expected Revenue.



13.12.6 Service Request Facts.# of Activities

Number of additional employees created since the time of the last ETL incremental update.

13.12.7 Service Request Facts.# of Assets


13.12.8 Service Request Facts.# of Assets with SRs


13.12.9 Service Request Facts.# of Cancelled SRs

Number of cancelled service requests



13.12.11 Service Request Facts.# of Contacts with SRs

Number of contacts with service requests

13.12.12 Service Request Facts.# of Critical SRs

Number of critical service requests

13.12.13 Service Request Facts.# of One and Done SRs

Number of service requests closed on the same date



Service Analytics



13.12.15 Service Request Facts.# of Orders


13.12.16 Service Request Facts.# of Pending SRs

Number of pending service requests







13.12.20 Service Request Facts.# Requested SRs

Total number of Serivce Requests of type 'Authorization Request', 'Referral Request'



13.12.22 Service Request Facts.Average Open SRs per Rep

Average open service request per service representative



13.12.24 Service Request Facts.Average Service Quality

Average Service Quality Score (number from 0 to 20) as reported by the customer in a survey. This column should not be used when Product, Account or Asset is part of the query.



13.12.26 Service Request Facts.Average SR Duration Hours

Average time, in hours, it took to complete service requests

13.12.27 Service Request Facts.Average SR Duration Minutes

Average time, in minutes, it took to complete service requests

13.12.28 Service Request Facts.Average SRs Closed per Rep


13.12.29 Service Request Facts.Average SRs per Rep


13.12.30 Service Request Facts.SLA Compliance %

A percentage measure of the actual duration of a Service Request divided by the SLA time, i.e. the actual duration of a Service Request as compared to the promised duration of a Service Request. A number less than 100% represents a faster rate of closure of service issues compared to committed rate and may represent over investment. A number close to 100% represents a rate of closure equivalent to the committed rate and a number above 100% represents a slower rate of closure of service issues compared to commited rate. If the number is above 100%, this will lead to customer dissatisfaction

13.12.31 Service Request Facts.SLA Compliance Category

Categorization of SLA Compliance % into the following values 'A: <50% of SLA', 'B: <100% of SLA', 'C: <150% of SLA', 'D: >150% of SLA', 'E: NO SLA'

13.12.32 Service Request Facts.SLA Time (Hours)

Time in hours between the Actual Start Date and the Expected Close Date on a Service Request. This is a measure of the service level agreement or entitlement provided to a customer

Service Analytics



13.12.33 Service Request History Facts.% Chg Quarter Ago # of Critical SRs

Percentage change in number of critical service requests, this quarter over last quarter

13.12.34 Service Request History Facts.% Chg Quarter Ago # of Open SRs

Percentage change in number of open service requests, this quarter over last quarter

13.12.35 Service Request History Facts.% Chg Quarter Ago # of Service Reps

Percentage change in number of service representatives, this quarter over last quarter

13.12.36 Service Request History Facts.% Chg Quarter Ago # of SRs

Percentage change in number of service requests, this quarter over last quarter

13.12.37 Service Request History Facts.% Chg Quarter Ago Average Days Open

Percentage change in average age of open service requests, this quarter over last quarter

13.12.38 Service Request History Facts.% Chg Quarter Ago Average SR Duration Days

Percentage change in average days it took to complete service requests, this quarter over last quarter

13.12.39 Service Request History Facts.% Chg Year Ago # of Critical SRs

Percentage change in number of critical service requests, this year over last year

13.12.40 Service Request History Facts.% Chg Year Ago # of Open SRs

Percentage change in number of open service requests, this year over last year

13.12.41 Service Request History Facts.% Chg Year Ago # of Service Reps

Percentage change in number of service representatives, this year over last year

13.12.42 Service Request History Facts.% Chg Year Ago # of SRs

Percentage change in number of service requests, this year over last year

13.12.43 Service Request History Facts.% Chg Year Ago Average Days Open

Percentage change in average age of open service requests, this year over last year

13.12.44 Service Request History Facts.% Chg Year Ago Average SR Duration Days

Percentage change in average days it took to complete service requests, this year over last year

13.12.45 Service Request History Facts.Quarter Ago # of Critical SRs

Number of critical service requests from a quarter ago

13.12.46 Service Request History Facts.Quarter Ago # of Open SRs

Number of open service requests from a quarter ago

13.12.47 Service Request History Facts.Quarter Ago # of Service Reps

Number of service representatives from a quarter ago

13.12.48 Service Request History Facts.Quarter Ago # of SRs

Number of service requests from a quarter ago

13.12.49 Service Request History Facts.Quarter Ago Average Days Open

Average age, in days, of open service requests last quarter

Service Analytics



13.12.50 Service Request History Facts.Quarter Ago Average SR Duration Days

Average time, in days, it took to complete service requests last quarter

13.12.51 Service Request History Facts.Year Ago # of Critical SRs

Number of critical service requests from a year ago

13.12.52 Service Request History Facts.Year Ago # of Open SRs

Number of open service requests from a year ago

13.12.53 Service Request History Facts.Year Ago # of Service Reps

Number of service representatives from a year ago

13.12.54 Service Request History Facts.Year Ago # of SRs

Number of service requests from a year ago

13.12.55 Service Request History Facts.Year Ago Average Days Open

Average age, in days, of open service requests last year

13.12.56 Service Request History Facts.Year Ago Average SR Duration Days

Average time, in days, it took to complete service requests last year


Supply Chain and Order Management Analytics 14 This chapter describes metrics available in Supply Chain and Order Management Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Supply Chain and Order Management Analytics.

14.1 Inventory - Balances








14.1.4 Facts - Inventory Balance.% Chg Year Ago Returned Quantity














14.1.11 Facts - Inventory Balance.Blocked Amount


Supply Chain and Order Management Analytics



14.1.12 Facts - Inventory Balance.Blocked Quantity






14.1.15 Facts - Inventory Balance.Chg Year Ago Returned Quantity
















14.1.23 Facts - Inventory Balance.Inventory Turn

Inventory Turn measures the number of times that inventory turns over in a recent one year period. It is an indicator of how well a company's products are doing in the market. It is calculated as dividing annual cost of goods sold by the average daily inventory level.

14.1.24 Facts - Inventory Balance.Opening Quantity


14.1.25 Facts - Inventory Balance.Reorder Point

















14.1.32 Facts - Inventory Balance.Returned Amount


14.1.33 Facts - Inventory Balance.Returned Quantity








14.1.37 Facts - Inventory Balance.WIP_Amount





The quantity of a product available a year ago.

14.1.40 Facts - Inventory Balance.Year Ago Returned Quantity




14.2 Inventory - Bill of Materials





14.2.1 Facts - BOM Items.Extended Item Quantity

This metric describes the total amount of product required at each level in the bill of materials. At an aggregate level, this quantity can be used to determine supplier demand for raw materials or components. This metric can also be used as a link in the supply/demand chains to help determine the suppliers of raw materials used in finished products and vice versa.

14.2.2 Facts - BOM Items.Quantity Per Assembly

The quantity of the BOM item/component that is required to manufacture unit quantity of the end product mentioned in the related BOM header information.

14.3 Inventory - Customer and Supplier Returns


14.3.1 Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Amount

(Customer Returned Amount - Year Ago Customer Returned Amount) * 100/ (Year Ago Customer Returned Amount)

14.3.2 Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Quantity

(Customer Returned Quantity - Year Ago Customer Returned Quantity) * 100/ (Year Ago Customer Returned Quantity)

14.3.3 Facts - Customer and Supplier Returns.% Chg Year Ago Returned Amount

(Returned Amount - Year Ago Returned Amount) * 100/ (Year Ago Returned Amount)

14.3.4 Facts - Customer and Supplier Returns.% Chg Year Ago Returned Quantity


14.3.5 Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Amount

(Supplier Returned Amount - Year Ago Supplier Returned Amount) * 100/ (Year Ago Supplier Returned Amount)

14.3.6 Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Quantity

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity) * 100/ (Year Ago Supplier Returned Quantity)

14.3.7 Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Amount

(Customer Returned Amount - Year Ago Customer Returned Amount)

14.3.8 Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Quantity

(Customer Returned Quantity - Year Ago Customer Returned Quantity)

14.3.9 Facts - Customer and Supplier Returns.Chg Year Ago Returned Amount

(Returned Amount - Year Ago Returned Amount)

14.3.10 Facts - Customer and Supplier Returns.Chg Year Ago Returned Quantity





14.3.11 Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Amount

(Supplier Returned Amount - Year Ago Supplier Returned Amount)

14.3.12 Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Quantity

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity)

14.3.13 Facts - Customer and Supplier Returns.Customer Returned Amount

Value of product that is returned to a location by customer.

14.3.14 Facts - Customer and Supplier Returns.Customer Returned Quantity

Physical quantity of product that is returned to a location by customer.

14.3.15 Facts - Customer and Supplier Returns.Returned Amount

Value of product that is returned to a location either by supplier or customer.

14.3.16 Facts - Customer and Supplier Returns.Returned Quantity

Physical quantity of product that is returned to a location either by supplier or customer.

14.3.17 Facts - Customer and Supplier Returns.Supplier Returned Amount

Value of product that is returned to a location by supplier

14.3.18 Facts - Customer and Supplier Returns.Supplier Returned Quantity

Physical quantity of product that is returned to a location by supplier

14.3.19 Facts - Customer and Supplier Returns.Year Ago Customer Returned Amount

Value of product that is returned to a location by customer a year ago.

14.3.20 Facts - Customer and Supplier Returns.Year Ago Customer Returned Quantity

Physical quantity of product that is returned to a location by customer a year ago.

14.3.21 Facts - Customer and Supplier Returns.Year Ago Returned Amount

Value of product that is returned to a location either by supplier or customer a year ago.

14.3.22 Facts - Customer and Supplier Returns.Year Ago Returned Quantity


14.3.23 Facts - Customer and Supplier Returns.Year Ago Supplier Returned Amount

Value of product that is returned to a location by supplier a year ago.

14.3.24 Facts - Customer and Supplier Returns.Year Ago Supplier Returned Quantity

Physical quantity of product that is returned to a location by supplier a year ago.

14.4 Inventory - Transactions




14.4.1 Fact - Inventory Transactions.% Chg Year Ago Actual Issue Quantity

(Actual Issue Quantity - Year Ago Actual Issue Quantity) * 100/ (Year Ago Actual Issue Quantity)

14.4.2 Fact - Inventory Transactions.% Chg Year Ago Actual Receipt Quantity

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) * 100/ (Year Ago Actual Receipt Quantity)

14.4.3 Fact - Inventory Transactions.% Chg Year Ago Material Amount

(Material Amount - Year Ago Material Amount) * 100/ (Year Ago Material Amount)

14.4.4 Fact - Inventory Transactions.Actual Issue Quantity

The actual quantity of the product that has been issued (in inventory unit of measure) from the inventory location during the day, for the date against which this row is being maintained.

14.4.5 Fact - Inventory Transactions.Actual Receipt Quantity

The actual quantity of the product that has been received (in inventory unit of measure) into the inventory location during the day, for the date against which this row is being maintained.

14.4.6 Fact - Inventory Transactions.Chg Year Ago Actual Issue Quantity

(Actual Issue Quantity - Year Ago Actual Issue Quantity) in standard UOM.

14.4.7 Fact - Inventory Transactions.Chg Year Ago Actual Receipt Quantity

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) in standard UOM.

14.4.8 Fact - Inventory Transactions.Chg Year Ago Material Amount

(Material Amount - Year Ago Material Amount)

14.4.9 Fact - Inventory Transactions.Material Amount

This is the currency value of the inventory transaction in group currency.

14.4.10 Fact - Inventory Transactions.Year Ago Actual Issue Quantity

The total quantity of a product (In standard UOM) that was issued from an inventory location a year ago.

14.4.11 Fact - Inventory Transactions.Year Ago Actual Receipt Quantity

The total quantity of a product (In standard UOM) received a year ago.

14.4.12 Fact - Inventory Transactions.Year Ago Material Amount

This is the currency value of the inventory transaction, a year ago, in group currency.

14.5 Sales - Backlog History


14.5.1 Fact - Sales Backlog History.Financial Backlog Amount

The total value of orders that have been booked but not yet invoiced by the organization at the last snapshot.

14.5.2 Fact - Sales Backlog History.Financial Backlog Quantity





14.5.3 Fact - Sales Backlog History.Open Credit Memo Request Value


14.5.4 Fact - Sales Backlog History.Open Debit Memo Request Value


14.5.5 Fact - Sales Backlog History.Open RMA Value


14.5.6 Fact - Sales Backlog History.Operate Blocked Backlog Amount


14.5.7 Fact - Sales Backlog History.Operate Blocked Backlog Quantity


14.5.8 Fact - Sales Backlog History.Operate Delinquent Backlog Amount


14.5.9 Fact - Sales Backlog History.Operate Delinquent Backlog Quantity


14.5.10 Fact - Sales Backlog History.Operate Scheduled Backlog Amount


14.5.11 Fact - Sales Backlog History.Operate Scheduled Backlog Quantity

The total product quantity of the operational backlog orders tha have a set date and time to be fulfilled.

14.5.12 Fact - Sales Backlog History.Operate Unscheduled Backlog Amount


14.5.13 Fact - Sales Backlog History.Operate Unscheduled Backlog Quantity

The total product quantity of the operational backlog orders that do not have a set date and time to be fulfilled.

14.5.14 Fact - Sales Backlog History.Operational Backlog Amount

The total value of orders that have been booked but not yet shipped by the organization.

14.5.15 Fact - Sales Backlog History.Operational Backlog Quantity

The total quantity of products that has been booked but not yet shipped by the organization.

14.6 Sales - Backlog Lines









14.6.3 Fact - Sales Backlog Lines.Hold Value Rate

The percentage of line item revenue on hold compared to the revenue value of regular line items.



14.6.5 Fact - Sales Backlog Lines.Open Credit Memo Request Value


14.6.6 Fact - Sales Backlog Lines.Open Debit Memo Request Value


























14.7 Sales - Booking Lines


14.7.1 Fact - Sales Booking Lines.Adjustment Amount

The total value of booked amount in booking lines that were adjusted, Excludes returned or cancelled lines.

14.7.2 Fact - Sales Booking Lines.Booked Amount

This metric tracks the total value of bookings, but excludes returns and exchanges.

14.7.3 Fact - Sales Booking Lines.Booked List Amount

The product list price booked across the organization.

14.7.4 Fact - Sales Booking Lines.Booked Quantity

The total quantity of the booked products, but the value excludes return and exchange quantities.

14.7.5 Fact - Sales Booking Lines.Discount Booked Amount

This metric tracks the total discount granted when the order was booked. It is the difference between the actual selling price and the list price of the product.

14.7.6 Fact - Sales Booking Lines.Number of Adjustments

The number of booking lines adjusted, excluding returned or cancelled lines.

14.7.7 Fact - Sales Booking Lines.RMA Value Rate

The percentage of goods returned on RMAs (return material authorizations) compared to the overall booked order revenue during a given time period.

14.7.8 Fact - Sales Booking Lines.RMA Volume Rate

The percentage of goods returned on RMAs (return material authorizations) compared to the overall total of booked orders during a given time period.

14.8 Sales - Customer Activity


14.8.1 Fact - Customer Activity.# Active Customers

The number of customers whose last purchase is within 2 periods

14.8.2 Fact - Customer Activity.# Dormant Customers

The number of customers whose last purchase is within 3 periods excluding those whose last purchase is within 2 periods

14.8.3 Fact - Customer Activity.# Existing Customers

The total number of customers minus the number of new customers

14.8.4 Fact - Customer Activity.# Inactive Customers

The total number of customers minus the number of active customers

14.8.5 Fact - Customer Activity.# Lost Customers

The number of customers whose last purchase is not within 3 periods

14.8.6 Fact - Customer Activity.# New Customers

The number of customers whose first purchase has occurred in the 1st period

14.8.7 Fact - Customer Activity.# Recent Customers

The number of customers whose last purchase is within 2 periods excluding those whose first purchase has occurred in the 1st period

14.8.8 Fact - Customer Activity.# Total Customers

Total number of customers

14.8.9 Fact - Customer Activity.Customer Inactivity Ratio

The ratio of Current Inactive Customers to the total number of customers



14.9 Sales - Inventory and Backlog


14.9.1 Fact - Inventory Activity - Balance.Available Consignment Quantity


14.9.2 Fact - Inventory Activity - Balance.Available Quantity


14.9.3 Fact - Inventory Activity - Balance.Block Consignment Quantity


14.9.4 Fact - Inventory Activity - Balance.Blocked Quantity


14.9.5 Fact - Inventory Activity - Balance.In Transit Quantity


14.9.6 Fact - Inventory Activity - Balance.Inspection Consignment Quantity


14.9.7 Fact - Inventory Activity - Balance.Inspection Quantity


14.9.8 Fact - Inventory Activity - Balance.Replenishment Quantity


14.9.9 Fact - Inventory Activity - Balance.Restricted Consignment Quantity


14.9.10 Fact - Inventory Activity - Balance.Restricted Quantity


14.9.11 Fact - Inventory Activity - Balance.Returned Quantity



































14.10 Sales - Invoice Lines


14.10.1 Fact - Sales Invoice Lines.Average Discount Paid

The value of discounts paid to customers

14.10.2 Fact - Sales Invoice Lines.Average Invoice Value

The average invoiced amount calculated based on Net Invoiced Amount

14.10.3 Fact - Sales Invoice Lines.Charge Back Amount

The invoice values of Charge Backs




14.10.4 Fact - Sales Invoice Lines.Charge Back Quantity

The total invoiced quantity (In standard UOM) of charge back invoices.

14.10.5 Fact - Sales Invoice Lines.Credit Memo Amount

The invoice value of Credit Memos

14.10.6 Fact - Sales Invoice Lines.Credit Memo Quantity

The invoiced quantity of Credit Memos.

14.10.7 Fact - Sales Invoice Lines.Cumulative Invoice Revenue

The running sum of Total Invoice Amount, to be used with the Time dimension

14.10.8 Fact - Sales Invoice Lines.Debit Memo Amount

The invoice value of Debit Memos

14.10.9 Fact - Sales Invoice Lines.Debit Memo Quantity

The invoice quantity of Debit Memos.

14.10.10 Fact - Sales Invoice Lines.Invoice to List Price Rate

The ratio of invoiced price to the list price

14.10.11 Fact - Sales Invoice Lines.Invoiced Amount

The total value of products bought by customers and subsequently invoiced by the organization, excluding credit memos, debit memos and cancellations.

14.10.12 Fact - Sales Invoice Lines.Invoiced Discount Amount

The total discount granted and reported at the point of sale based on the product's list price when the order was invoiced. It is the difference between the actual selling price and the list price of the product.

14.10.13 Fact - Sales Invoice Lines.Invoiced Freight Amount

The invoiced freight amount in the Group Currency

14.10.14 Fact - Sales Invoice Lines.Invoiced List Amount

The value of an invoice item based on the list price excluding credit memos and debit memos

14.10.15 Fact - Sales Invoice Lines.Invoiced Quantity

The total quantity of products bought by the customers and subsequently invoiced by the organization, excluding credit memos , debit memos and cancellations

14.10.16 Fact - Sales Invoice Lines.Invoiced Sales Tax Amount

The invoiced sales tax amount in the Group Currency

14.10.17 Fact - Sales Invoice Lines.Net Invoiced Amount

The Net Invoiced Amount for selling the organization's products. Net Invoiced Amount is Total Invoiced Amount plus the Debit Memo Amount minus Credit Memo Amount minus Charge Back Amount

14.10.18 Fact - Sales Invoice Lines.Net Invoiced Quantity

The Net Invoiced Quantity for selling the organization's products. Net Invoiced Quantity is Total Invoiced Quantity plus the Debit Memo Quantity minus Credit Memo Quantity.

14.10.19 Fact - Sales Invoice Lines.Number of Invoice Lines

The total number of invoice lines excluding credit memos and debit memos

14.10.20 Fact - Sales Invoice Lines.Number of Invoices

The total number of invoices excluding credit memos and debit memos

14.10.21 Fact - Sales Invoice Lines.Quarter Ago Cumulative Invoiced Amount

The running sum of Total Invoice Amount from the prior quarter, to be used with the Time dimension

14.10.22 Fact - Sales Invoice Lines.Quarter Ago Invoiced Amount

The total invoiced revenue for a set of order line items from the prior quarter.



14.11 Sales - Order Lines


14.11.1 Fact - Sales Order Lines.# of First Customers

The number of customers who ordered for the first time. Excludes returned or cancelled order lines.

14.11.2 Fact - Sales Order Lines.# of Order Lines

Number of regular order lines

14.11.3 Fact - Sales Order Lines.# of Orders

The number of unique orders

14.11.4 Fact - Sales Order Lines.% Order Discount

The percent discount for an order calculated from Discount Amount

14.11.5 Fact - Sales Order Lines.Average # of Products per Order

The average number of distinct products per order

14.11.6 Fact - Sales Order Lines.Average Order Size

The Average Order Amount for a set of orders

14.11.7 Fact - Sales Order Lines.Cancelled Amount

The order amount of fully cancelled order lines plus amount equivalent of cancelled quantity in partially cancelled order lines.

14.11.8 Fact - Sales Order Lines.Cancelled Quantity

The quantity of a given product that has been cancelled from a set of orders

14.11.9 Fact - Sales Order Lines.Cumulative Order Revenue

The running sum of total order revenue, to be used with the Time dimension

14.11.10 Fact - Sales Order Lines.Discount Amount

This is the discount amount applied to the order measured in Group Currency.

14.11.11 Fact - Sales Order Lines.First Ordered Amount

The value of an order made by a customer for the first time. List Ordered Amount minus Discount Amount is First Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount.

14.11.12 Fact - Sales Order Lines.First Ordered Quantity

The total quantity of products ordered by a customer for the first time. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity.

14.11.13 Fact - Sales Order Lines.List Ordered Amount

The value of an order based on list price. Ordered Quantity multiplied with List Price. List Ordered Amount doesn't exclude discount amount.

14.11.14 Fact - Sales Order Lines.Net Amount Margin

Total Margin of ordered products that were not returned.

14.11.15 Fact - Sales Order Lines.Net COGS

The Total cost of goods for ordered products minus cost of returned goods.

14.11.16 Fact - Sales Order Lines.Net Ordered Amount

The value of an order after discounts and returns have been applied to the order. Ordered Amount minus Return Amount is Net Ordered Amount.

14.11.17 Fact - Sales Order Lines.Net Ordered Quantity

The total quantity of products ordered excluding returns and exchanges. Ordered Quantity minus Return Quantity is Net Ordered Quantity.

14.11.18 Fact - Sales Order Lines.Number of Bookings

The number of booked orders




14.11.19 Fact - Sales Order Lines.Ordered Amount

The value of an order after discount has been applied to the order. List Ordered Amount minus Discount Amount is Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount.

14.11.20 Fact - Sales Order Lines.Ordered Amount Margin

Total Margin of ordered products. Doesn't exclude returns.

14.11.21 Fact - Sales Order Lines.Ordered COGS

The Total cost of goods for ordered products. Doesn't exclude cost of returned goods.

14.11.22 Fact - Sales Order Lines.Ordered Quantity

The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity.

14.11.23 Fact - Sales Order Lines.Orders to Booking Close Rate

The percentage of orders received by an organization that have been booked.

14.11.24 Fact - Sales Order Lines.Quarter Ago Cumulative Order Amount

The running sum of total order revenue from the prior quarter, to be used with the Time dimension

14.11.25 Fact - Sales Order Lines.Quarter Ago First Ordered Amount

Total Order Revenue from the prior quarter

14.11.26 Fact - Sales Order Lines.Quarter Ago Ordered Amount


14.11.27 Fact - Sales Order Lines.Return Amount

The total ordered value of all return materials authorizations (RMA) across the organization.

14.11.28 Fact - Sales Order Lines.Return Amount Margin

Total Margin of ordered products.

14.11.29 Fact - Sales Order Lines.Return COGS

The Total cost of goods for returned products.

14.11.30 Fact - Sales Order Lines.Return Quantity

The total quantity of products returned as return materials authorizations (RMA) across the organization.

14.11.31 Fact - Sales Order Lines.Rollup Discount Amount

Sum total of Discount Amounts for root level products.

14.11.32 Fact - Sales Order Lines.Rollup List Ordered Amount

Sum total of List Ordered Amounts for root level products.

14.11.33 Fact - Sales Order Lines.Rollup Net Ordered Amount

Sum total of Net Ordered Amounts for root level products.

14.11.34 Fact - Sales Order Lines.Rollup Ordered Amount

Sum total of Ordered Amounts for root level products.

14.11.35 Fact - Sales Order Lines.Rollup Ordered Quantity

Sum total of Ordered Quantities for root level products.

14.11.36 Fact - Sales Order Lines.Rollup Return Amount

Sum total of Return Amounts for root level products.



14.12 Sales - Order Process
































14.12.16 Fact - Sales Cycle Lines.# of Order Lines





14.12.17 Fact - Sales Cycle Lines.# of Orders

Number of regular orders

14.12.18 Fact - Sales Cycle Lines.Cancelled Quantity

The cancelled quantity of product for a set of order line items.

14.12.19 Fact - Sales Cycle Lines.Hold Duration in Minutes

The total time in minutes that an order line item was held

14.12.20 Fact - Sales Cycle Lines.Invoice Amount

Total Invoiced Value

14.12.21 Fact - Sales Cycle Lines.Invoiced Quantity

The total invoiced quantity for a set of order line items

14.12.22 Fact - Sales Cycle Lines.List Amount

The list value of a set of order items calculated by multiplying list price by quantity.

14.12.23 Fact - Sales Cycle Lines.Order To Invoice Days Lag

This metric displays time lag between order date and invoice date

14.12.24 Fact - Sales Cycle Lines.Order to Pick Days Lag

This metric displays time lag between order date and pick date

14.12.25 Fact - Sales Cycle Lines.Order To Ship Days Lag

This metric displays time lag between order date and ship date

14.12.26 Fact - Sales Cycle Lines.Ordered Amount

The total value of products that are ordered by customers, excluding returns and exchanges.

14.12.27 Fact - Sales Cycle Lines.Ordered Quantity

The quantity of product for a set of order line items.

14.12.28 Fact - Sales Cycle Lines.Pick Quantity

The total picked quantity for a set of order line items

14.12.29 Fact - Sales Cycle Lines.Pick to Ship Days Lag

This metric displays time lag between pick date and ship date

14.12.30 Fact - Sales Cycle Lines.Sales Quantity

The quantity of product in a set of order line items in sales units

14.12.31 Fact - Sales Cycle Lines.Ship Early Quantity

The total quantity of products (In standard UOM) shipped earlier than the scheduled ship date.

14.12.32 Fact - Sales Cycle Lines.Ship Late Quantity

The total quantity of products (In standard UOM) shipped later than the scheduled ship date.

14.12.33 Fact - Sales Cycle Lines.Ship Ontime Quantity

The total quantity of products (In standard UOM) shipped on the scheduled ship date.

14.12.34 Fact - Sales Cycle Lines.Ship Quantity

The total shipped quantity for a set of order line items

14.12.35 Fact - Sales Cycle Lines.Ship to Invoice Days Lag

This metric displays time lag between ship date and invoice date

14.13 Sales - Orders and Invoices







14.14 Sales - Orders, Backlog and Invoices





































14.15 Sales - Pick Lines


14.15.1 Fact - Sales Pick Lines.Actual Picked Quantity

The total quantity of products that have been picked from the organization's inventory.

14.15.2 Fact - Sales Pick Lines.Actual Shipped Quantity

The total quantity of products (In standard UOM) that have already been shipped.

14.15.3 Fact - Sales Pick Lines.Late Pick Rate

This KPI is calculated as "Number of Late Picks" / "Number of Picks".

14.15.4 Fact - Sales Pick Lines.Late Ship Rate

This KPI is calculated as "Number of Late Shippings" / "Number of Shippings".

14.15.5 Fact - Sales Pick Lines.Number of On Time Picks

The number of on-time picking lines.

14.15.6 Fact - Sales Pick Lines.Number of On Time Shippings

This metric depicts the total number of picking lines which have been shipped on time.

14.15.7 Fact - Sales Pick Lines.On Time Pick Performance

This KPI is calculated as percentage of "On Time Picked Quantity" / "Actual Picked Quantity".

14.15.8 Fact - Sales Pick Lines.On Time Pick Rate

This KPI is calculated as "Number of On Time Picks" / "Number of Picks".

14.15.9 Fact - Sales Pick Lines.On Time Picked Quantity

The total quantity of products that have been picked on-time from the organization's inventory.

14.15.10 Fact - Sales Pick Lines.On Time Ship Performance

This KPI is calculated as percentage of "On Time Shipped Quantity" / "Actual Shipped Quantity".

14.15.11 Fact - Sales Pick Lines.On Time Ship Rate

This KPI is calculated as "Number of On Time Shippings" / "Number of Shippings".

14.15.12 Fact - Sales Pick Lines.On Time Shipped Quantity

The total quantity of products (In standard UOM) shipped on the scheduled ship date.

14.15.13 Fact - Sales Pick Lines.Picked Early Quantity

The total quantity of products picked earlier than the planned pick date.

14.15.14 Fact - Sales Pick Lines.Picked Late Quantity

The total quantity of products picked later than the planned pick date.

14.15.15 Fact - Sales Pick Lines.Planned Pick Quantity

The total quantity of products that are planned to be picked from the organization's inventory (the number of items scheduled for picking).

14.15.16 Fact - Sales Pick Lines.Shipped Early Quantity

The total quantity of products (In standard UOM) shipped earlier than the scheduled ship date.




14.15.17 Fact - Sales Pick Lines.Shipped Late Quantity

The total quantity of products (In standard UOM) shipped later than the scheduled ship date.

14.16 Sales - Sales Overview



































































14.17 Sales - Sales Receivables





14.17.1 Facts - AR Balance.AR Overdue Amount to Total %


14.17.2 Facts - AR Balance.AR Overdue Items to Total %

This metric computes the ratio of overdue AR transactions to all open AR transactions

14.17.3 Facts - AR Balance.Closing Group Amount


14.17.4 Facts - AR Balance.Closing Local Amount

Closing balance for specified account(s) in local currency



14.17.6 Facts - AR Balance.Opening Group Amount


14.17.7 Facts - AR Balance.Opening Local Amount

Opening balance for specified account(s) in local currency

14.17.8 Facts - AR Balance.Total AR Due and Overdue Amount


14.17.9 Facts - AR Balance.Total AR Overdue Amount


14.17.10 Facts - AR Turnover.AR Turnover

Accounts Receivables Turnover measures the number of times the trade receivables turnover annually. The higher the AR Turnover, lower the working capital needs of the company.

14.17.11 Facts - AR Turnover.Days Sales Outstanding

This metric computes Days Sales Outstanding - (AR Balance / Average Daily Posted Revenue). Average Daily Posted Revenue is computed by Posted Revenue for the period / Number of days in the period.

14.18 Sales - Sales Revenue


14.18.1 Fact - Fins GL Revenue.Revenue Amount





























14.19 Sales - Schedule Lines


14.19.1 Fact - Sales Schedule Lines.Confirmed Scheduled Quantity

Confirmed scheduled quantity ready to be picked

14.19.2 Fact - Sales Schedule Lines.Scheduled Amount

The total value of the products that are scheduled across the organization.

Additional Metrics Available


Additional Metrics Available 15 This section describes additional metrics which can be made accessible for analyses by means of minimal configuration. These additional metrics are included in the Business Modeling and Mapping Layer of the Oracle Business Intelligence Applications repository. Configuration required before using them merely involves exposing these metrics to the Presentation Layer within the underlying repository. These metrics are categorized by folders to which they belong within the Business Modeling and Mapping Layer of the Oracle Business Intelligence Applications repository. They can be made available for use in Answers by configuring the Oracle Business Intelligence Applications repository using the Oracle Business Intelligence Administration Tool.

15.1 Fact Compound - Account Transactions Time Series


15.1.1 % Chg 2 Months Ago # TXNs

This column calculates % change between the # of Transactions on all accounts of the customer that were incurred 2 Months ago and 1 month ago.

15.1.2 % Chg 2 Months Ago % of POS TXNs

This column calculates the % change in % of POS transactions between that as of 2 months ago and that as of 1 month ago thereby indicating a trend.

15.1.3 % Chg 2 Months Ago Penalties

The % change in the penalties paid as of 2 months ago to those paid as of 1 month ago.

15.1.4 % Chg 2 Months Ago TXN Amount StdDev

The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the % Change between the standard deviation calculated for 2 months ago and the standard deviation for 1 month ago.

15.1.5 % Chg 3 Months Ago # TXNs

This column calculates % change between the # of Transactions on all accounts of the customer that were incurred 3 Months ago and 1 month ago.

15.1.6 % Chg 3 Months Ago % of POS TXNs

This column calculates the % change in % of POS transactions between that as of 3 months ago and that as of 1 month ago thereby indicating a trend.

15.1.7 % Chg 3 Months Ago Penalties

The % change in the penalties paid as of 3 months ago to those paid as of 1 month ago.

15.1.8 % Chg 3 Months Ago TXN Amount StdDev

The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the % Change between the standard deviations calculated for 2 months ago and the standard deviation for 1 month ago.

15.1.9 % Chg 3 Months Ago TXN Fee

This column calculates the % change in the fee paid by the customer on all transactions as of 3 Months ago and those as of 1 month ago.

15.1.10 % Chg 6 Months Ago TXN Fee

This column calculates the % change in the fee paid by the customer on all transactions as of 6 Months ago and those as of 1 month ago.

15.1.11 Chg 2 Months Ago # TXNs This column calculates the change between the # of Transactions on all accounts of the customer that were incurred 2 Months ago and 1 month ago.




15.1.12 Chg 2 Months Ago % of POS TXNs

This column calculates the difference between the % POS transactions as of 2 months ago and as of 1 month ago thereby indicating a trend.

15.1.13 Chg 2 Months Ago Penalties

The change in the penalties paid as of 2 months ago to those paid as of 1 month ago.

15.1.14 Chg 2 Months Ago TXN Amount StdDev

The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the difference between the standard deviations calculated for 2 months ago and the standard deviation for 1 month ago.

15.1.15 Chg 3 Months Ago # TXNs This column calculates the change between the # of Transactions on all accounts of the customer that were incurred 3 Months ago and 1 month ago.

15.1.16 Chg 3 Months Ago % of POS TXNs

This column calculates the difference between the % POS transactions as of 3 months ago and as of 1 month ago thereby indicating a trend.

15.1.17 Chg 3 Months Ago Penalties

The change in the penalties paid as of 3 months ago to those paid as of 1 month ago.

15.1.18 Chg 3 Months Ago TXN Amount StdDev

The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the difference between the standard deviations calculated for 3 months ago and the standard deviation for 1 month ago.

15.1.19 Chg 3 Months Ago TXN Fee

This column calculates the difference between the fee paid by the customer on all transactions as of 3 Months ago and as of 1 month ago.

15.1.20 Chg 6 Months Ago TXN Fee

This column calculates the difference between the fee paid by the customer on all transactions as of 6 Months ago and as of 1 month ago.

15.2 Fact Compound - Active Asset History & Asset Churn


15.2.1 Asset Churn % This is the rate at which assets Financial Acocunts/ Insurance Polsicies) churn

15.3 Fact Compound - Asset & Asset FINS Contact


15.3.1 Average # Asset Classes per Household

"Average number of product classes held by households, calculated by averaging # Assets Classes Held across all households with holdings"

15.4 Fact Compound - Campaign Compund Facts


15.4.1 Actual Cost per Responder Total Marketing Cost per Responder divided by the # of Responders

15.4.2 Campaign Plan Predicted Cost per Responder


15.4.3 Opportunity Closed Net Margin

Gross Margin from all closed opportunities due to a campaign plan minus the marketing cost for the campaign plan

15.4.4 Predicted Revenue per Order


15.5 Fact Compound - Campaign History




15.5.1 # of Outbound Interactions by Person

Number of outbound interactions

15.5.2 Actual Net Margin per Opportunity

Total net margin earned from the closed opportunities (includes deducting marketing cost) divided by the # of Opportunities

15.5.3 Rank of % of # Targeted by Campaign Plans

Rank the values of a Dimensional attribute by Total # Targeted

15.6 Fact Compound - Campaign History Response


15.6.1 # of Campaigns by Contact ID

The number of campaign occurences aggregated by contact ID.

15.6.2 # Times Contacted in Campaigns


15.6.3 Cumulative Response Rate (Accounts)

The Response Rate for a Campaign plan as it cumulates over campaigns

15.7 Fact Compound - CampaignHistory & Marketing Cost


15.7.1 Fixed Cost per Customer Contacted


15.7.2 Total Cost per Customer Contacted


15.8 Fact Compound - Marketing Goals Achieved


15.8.1 # of Orders Actual number of orders generated from the marketing activity

15.8.2 Account Response Rate (%)

Actual percentage of accounts (B2B) responded to total number contacted

15.8.3 Contact Response Rate (%)

Actual percentage of individuals (B2C) responded to total number contacted

15.9 Fact Compound - Order Item & Campaign History


15.9.1 Actual Cost per Order Total Marketing Cost for a Campaign Plan divided by the # of Orders for the campaign plan

15.9.2 Campaign Actual Cost per Order

Total Marketing Cost for a Campaign Plan divided by the # of Orders for the campaign plan

15.9.3 Purchase Rate (Accounts) The ratio of campaign contacts who placed an order to the total # of contacts targeted by the campaign



15.10 Fact Compound - Pipeline Rollup and Prior


15.10.1 Change in Expected Revenue (000)

This metric displays the change in the combined Expected Revenue in 1000s between a given Pipeline Snapshot Date and the immediately previous Snapshot Date for a given employee.

15.11 Fact Compound - Order Item Delta


15.11.1 % Delta Order Item Revenue

This metric calculates the percentage difference between the Order Item Revenues for different comparison time periods

15.11.2 Delta Order Item Revenue This metric calculates the difference between the Order Item Revenues for different comparison time periods

15.12 Fact - CRM - Activity


15.12.1 # of Households with Activities

Number of households with activities

15.13 Fact - CRM - Asset


15.13.1 # Active Assets This is the count of assets (Insurance Policies/ Financial Accounts) that are still active in the specified period. This column will only show the assets owned for a particular product when the Product column is used in the query.

15.13.2 # Active Assets Across all Products

This column will always give total number of active assets owned by the customer regardless of the Product selected in the query.

15.13.3 # Agencies "This is the count of # of partners of the Type ""Agency"""

15.13.4 # Aggregate and Financial Accounts

This is the sum of Account Aggregation as well as Financial Accounts within your customer base

15.13.5 # Aggregation Accounts If you also capture information on accounts that your customers own with other financial institutions then this column will report the number of those accounts. This information is used in Share of Wallet calculation.

15.13.6 # Asset Accounts "Total number of asset-related financial accounts, i.e. financial accounts with product category = ""Asset"""

15.13.7 # Asset Manager Company Assets

The number of assets that have an associated company

15.13.8 # Asset Manager Contact Assets

The number of assets that have an associated contact

15.13.9 # Assets Classes Held "Number of product classes represented by a client's holdings, measure of how diversified the holdings portfolio is"

15.13.10 # Companies with Assets Range

# Households by asset managers

15.13.11 # Contacts with Assets Range

Ranges based on # Contacts with Assets




15.13.12 # Days Delinquent # Days Latest Payment is Past Due

15.13.13 # Employees with Assets Number of employees with assets

15.13.14 # Financial Accounts Range

Ranges based on # Financial Accounts

15.13.15 # Household Products This is the distinct count of # of products (Financial Accounts / Insurance Policies) held by your Households

15.13.16 # Liability Accounts "Total number of liability-related financial accounts, i.e. financial accounts with product category = ""Liability"""

15.13.17 # Non Renewed Policies "The number of insurance policies with a ""Renewal"" status and a ""Non Renewed"" substatus."

15.13.18 # of Overdrafts per Month The number of overdrafts in a given month

15.13.19 # of Policies In Force "This is the count of the Policies that have an ""In Force"" status"

15.13.20 % Account Share "This is the ratio of financial accounts balances that your Account Aggregation customers have with you to ""# Aggregate and Financial Accounts"" object in the metadata. For % Account share reports you need to use the ""Uses Account Aggregation"" object under Contacts Folder."

15.13.21 APR Weighted Outstanding Balance

APR Weighted Outstanding Balance

15.13.22 APY Weighted Current Balance

APY Weighted Current Balance

15.13.23 Asset Cost This is the tracked cost on an asset (Insurance Policy \ Financial Accounts) and calculated as the diference between the tracked revenue and profit on the asset

15.13.24 Available Cash Limit Available Cash Limit

15.13.25 Average # Asset Classes per Contact

"Average number of product classes held by contacts, calculated by averaging # Assets Classes Held across all contacts with holdings"

15.13.26 Average # Days Delinquent This is the average days that an account is delinquent. Delinquency is as defined in Siebel CRM.

15.13.27 Average APR The average annual percentage rate (APR) on all the money loaned to the customer via various instruments including credit cards.

15.13.28 Average APY The average annual percentage yield (APR) on deposits in all accounts that the customer holds.

15.13.29 Average Cash Value Average Cash Value

15.13.30 Average Credit Card Credit Line

This is the average credit line offered to credit card customers

15.13.31 Average Days Payment Past Due

The average number of days the last payment on an account is past due

15.13.32 Average New Credit Card Balance

This is the average credit card balance amount for all credit card accounts that are flagged as new credit card accounts

15.13.33 Average Weighted APY This is the annual percentage yield weighted by current balance

15.13.34 Average Weighted Term This is the average loan term weighted by outstanding balance

15.13.35 Avg Proj Balance Avg Proj Balance

15.13.36 Balance Aggregation Accounts

If you also captures information on accounts that your customers own with other financial institutions then this column will report the balance across all of those accounts. This information is used in Share of Wallet calculation.

15.13.37 Balance Delinquent Accounts

Balance Delinquent Accounts

15.13.38 Company Profitability This is the tracked profitability of a institutional customer (Company) calculated from all the assets (insurance Policy/ Financial Account) owned by that customer




15.13.39 Company Usage This is the ratio of outstanding balance to the available credit limit on a financial account held by Institutional customers (Companies).

15.13.40 Company Usage Range "This is the different ranges of financial account usage by companies (see ""Company Usage"")"

15.13.41 Credit Limit The maximum amount a contact or company can borrow from a given account.

15.13.42 Delinquency Rate % Balance Delinquent Accounts / Total Aggregated Credit Balances

15.13.43 Face Amount Range This refers to the various face amount ranges within which different life policies belong

15.13.44 Initial Loan Amount Weighted Balance

Initial Loan Amount Weighted Balance

15.13.45 Remaining Term Weighted Outstanding Balance

Remaining Term Weighted Outstanding Balance

15.13.46 Teaser % Teaser %

15.13.47 Teaser % Weighted by Outstanding Balance

Teaser % is the introductory APR % offer made to entice a customer to sign up, often a discounted rate. This column provides a sense of the interest the customer may pay based on the teaser % and the outstanding balance. Since a customer may own many Credit Cards, this column sums the amount of the calculation for each credit card. To obtain information for a single credit card use this column along with Product or Asset in your in your query.

15.13.48 Teaser Duration Weighted by Oustanding Balance

The amount of time between the teaser open date and the teaser end date

15.13.49 Total # New Assets Last Month

This column calculates the number of new assets (accounts) opened by the cusomter in the last month.

15.13.50 Total Aggregate and Financial Account Balance

This is the sum of Account Aggregation as well as Financial Accounts balances within your customer base

15.13.51 Total Asset Amount Total Asset Amount

15.13.52 Total Balances per Employee

The sum of current balances where an employee's position is the primary on the financial account coverage team

15.13.53 Total Cash Value Total Cash Value

15.13.54 Total Credit Card Credit Line

This information is not calculated but is expected to be captured from a another system.

15.13.55 Total Days Payment Past Due

Same as # Days Delinquent

15.13.56 Total Liability Amount Total Liability Amount

15.13.57 Total Proj Balance Total Proj Balance

15.13.58 Weighted Loan Term Outstanding Balance

Weighted Loan Term Outstanding Balance

15.14 Fact - CRM - Campaign History


15.14.1 # All Contacted Number of people contacted

15.14.2 # Loaded(Internal Distinct) # of distinct partied loaded - during campaign load

15.14.3 # of Campaigns # of Campaigns

15.14.4 # of Load Waves # of Campaign load waves

15.14.5 # of Loads # of Loads in a Campaign

15.14.6 # of Marketing Plans # of Marketing Plans

15.14.7 # of Offers # of Offers




15.14.8 # of Programs # of Programs

15.14.9 # of Stages # of Stages

15.14.10 # of Tactics # of Pragrams and Stand Alone Campaigns under a Marketing Plan

15.14.11 # of Times Contacted in Campaign


15.14.12 # Stand Alone Campaigns # of Stand Alone Campaigns

15.14.13 # Targeted (All Unique) Total number of unique people targeted

15.14.14 # Targeted (Generic) # Targeted in a Campaign regardless of the same contact occurring multiple time in the list of campaign contacts

15.14.15 # Targeted Account Level # of Accounts targeted in a Campaign plan (used only for calculating cost per Account)

15.14.16 # Targeted Contact Level Total # of people targted in a campaign (used only for calculating cost per contact)

15.14.17 Campaign level Avg. Number of Attempts (Phone)


15.14.18 Campaign level Avg. Number of Days to Contact


15.14.19 Contact level Avg. Number of Attempts (Phone)


15.14.20 Contact level Avg. Number of Days to Contact


15.14.21 Count Of Bounced Emails for CALC

Count Of Bounced Emails (used for counting # of e-mails delivered)

15.14.22 Cumlative # E- Mail Messages Delivered

# E- Mail Messages Delivered over a period of time

15.14.23 Cumulative # E- Mail Messages Bounced

# E- Mail Messages Bounced over a period of time

15.14.24 Cumulative # E- Mail Messages Sent

# E- Mail Messages Sent over a period of time

15.14.25 Cumulative # E-Mail Messages Opened

# E-Mail Messages Opened over a period of time

15.14.26 Cumulative # Targeted (Accounts)

Total # of Accounts targted in a campaign over a period of time

15.14.27 Earliest Promotion Date for Customer

Earliest date on which the Contact/Account was Targeted in a Campaign

15.15 Fact - CRM - Invoice


15.15.1 Invoice Amount The sum of amounts on invoices that are sourced from Siebel CRM Invoice object

15.16 Fact - CRM - Order Item


15.16.1 # of Leads Total number of leads created

15.16.2 # of NRC Order Line Items Number of order line items



15.17 Fact - CRM - Order Item Comparison


15.17.1 Comparison Order Item Revenue

Comparison Order Item Revenue

15.17.2 Quarter Ago Comparison Invoice Revenue

Quarter Ago Comparison Invoice Revenue

15.18 Fact - CRM - Order Item Price Waterfall (Root Product)


15.18.1 Order Item PW Ceiling Volume

Quantity for the Order item result set when the selected Price Waterfall Element = Ceiling Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.2 Order Item PW Segment Volume

Quantity for the Order item result set when the selected Price Waterfall Element = Segment Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.3 Order Item PW Invoice Volume

Quantity for the Order item result set when the selected Price Waterfall Element = Invoice Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.4 Order Item PW Pocket Volume

Quantity for the Order item result set when the selected Price Waterfall Element = Pocket Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.5 Quote Item PW Ceiling Volume

Quantity for the Quote item result set when the selected Price Waterfall Element = Ceiling Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.6 Quote Item PW Segment Volume

Quantity for the Quote item result set when the selected Price Waterfall Element = Segment Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.7 Quote Item PW Invoice Volume

Quantity for the Quote item result set when the selected Price Waterfall Element = Invoice Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element.

15.18.8 Quote Item PW Pocket Margin Volume

Quantity for the Quote item result set when the selected Price Waterfall Element is Pocket Margin. Select this quantity metric to avoid double counting if your report filters for more than one Price Waterfall element

15.19 Fact - CRM - Order Item Price Waterfall Comparison (Root Product)


15.19.1 Comparison Order Item PW Avg Price

Comparison Order Item PW Avg Price



15.20 Fact - CRM - Order Item Quarter Ago


15.20.1 Quarter Ago Total Shipped Revenue

This metric measures Total Shipped Revenue for a period one quarter before a given period.

15.21 Fact - CRM - Pipeline


15.21.1 Prior Historical Expected Revenue

This metric displays the historical combined Expected Revenue stored in W_PIPELINE_F for a given employee and for a Pipeline Sanpshot Date immediately preceeding a given Snapshot Date.

15.22 Fact - CRM - Response


15.22.1 # Campaigns With Responses

# of Campaigns with responses

15.22.2 # Responders Number of people responded to the marketing activity

15.22.3 # Responders (Accounts) # of Unique Respondants.

15.22.4 # Responders (Accounts) Converted to Opportunities

Number of B2B responses converted to opportunities

15.22.5 # Responders (Individuals) Converted to Opportunities

Number of B2C responses converted to opportunities

15.22.6 # Responders Converted to Lead

# of responses that were converted to leads.

15.22.7 # Responders Converted to Opportunities

# of responses that were converted to opportunities.

15.22.8 # Responses by Contact ID # of Responses for given Contact

15.22.9 % of Total Program Response

Program responses as a percentage of program plan target responses.

15.22.10 Cumulative # Responders (Accounts)

cumulative # of Respondants.

15.22.11 Rank by # of Responding Accounts

Rank the values of a Dimensional attribute by Total # of Responding Accounts

15.22.12 Rank by # of Responses Rank the values of a Dimensional attribute by Total # of Responses

15.22.13 Rank by # Responses Converted to Opportunities

Rank the values of a Dimensional attribute by Total # of Responses converted to opportunities

15.23 Fact - CRM - Revenue


15.23.1 # of Opportunities from Inbound Marketing Activity

Total number of opportunities which does not have an outgoing marketing source attached

15.23.2 Competitive Expected Detail Revenue

This metric displays Expected Revenue for those Opportunities that have a Primary Competitor (at detail level).




15.23.3 Competitive Opportunity Detail Revenue

This metric displays Opportunity Revenue for those Opportunities that have a Primary Competitor (at detail level).

15.24 Fact - CRM - Service Request


15.24.1 # Claims with Service Requests

Count of Insurance Claims that have associated service requests

15.24.2 Average Actual Quantity Average number of product units held across products

15.24.3 Average Days to Close Trade

The average time it took to close a trade as reported on the Siebel CRM Service Request object. The time it took to close a trade is taken as the difference between the Trade Open Date and the Trade Close Date

15.24.4 Average Fee Amount Average Fee Amount

15.24.5 Average Shares Traded Average number of shares traded across trades

15.24.6 Total Actual Quantity Total number of product units held across products

15.24.7 Total Shares Traded Total number of shares traded across trades

15.25 Fact - CRM - Service Request Amount


15.25.1 Total Price Total service request price

15.26 Fact - CRM - Service Request Last 6 Months


15.26.1 # of Critical SRs Opened 3 Months Ago

This is the # of Service Requests on the assets owned by the customer, that were filed as of 3 months ago. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used with # of SRs Opened 3 Months Ago to calculate % of SRs that were critical.

15.26.2 # of Critical SRs Opened 6 Months Ago

This is the # of Service Requests on the assets owned by the customer, that were filed as of 6 months ago. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used with # of SRs Opened 6 Months Ago to calculate % of SRs that were critical.

15.26.3 # of Critical SRs Opened Last 6 Months

This is the # of Critical Service Requests on the assets owned by the customer, that were filed in the last 6 months. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used along with the # SRs Opened Last 6 Months to show the % of SRs that were critical.

15.26.4 # of Critical SRs Opened Last Month

This is the # of Service Requests on the assets owned by the customer, that were filed as of last month. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used with # of SRs Opened 1 Month Ago to calculate % of SRs that were critical.

15.26.5 # of SRs Opened 3 Months Ago

This is the # of Service Requests on the assets owned by the customer, that were filed as of 3 months ago. Too many service requests may indicate dissatisfaction with product or customer service.

15.26.6 # of SRs Opened 6 Months Ago

This is the # of Service Requests on the assets owned by the customer, that were filed as of 6 months ago. Too many service requests may indicate dissatisfaction with product or customer service.




15.26.7 # SRs Closed Last 6 Months

This is the # of Service Requests closed, on the assets owned by the customer, that were filed in the last 6 months. The difference between service requests opened and closed may provide a service of level of customer service experienced by the customer

15.26.8 # SRs Opened 1 Month Ago

This is the # of Service Requests on the assets owned by the customer, that were filed as of 1 month ago. Too many service requests may indicate dissatisfaction with product or customer service.

15.26.9 # SRs Opened Last 6 Months

This is the # of Service Requests on the assets owned by the customer, that were filed in the last 6 months. Too many service requests may indicate dissatisfaction with product or customer service.

15.26.10 Average SR Duration Days Last 6 Months

This column calculates the average # of days a service request was open for this customer. This calculation is based on dividing the SUM SR Duration Days by the # SRs opened in last 6 months.

15.26.11 Ratio Closed to Opened Last 6 Months

This column calculates the aforementioned ratio of Service Requests.

15.26.12 SUM SR Duration Days This column calculates the total number days that the service requests were open. The service requests considered for this calculation are those filed in the last 6 months across all assets owned by the customer. When Asset name, product name is used in the report then the Service Requests are restricted to those assets and products.

15.27 Fact - Fins - AP Posted Transaction


15.27.1 AP Account Amount Amount of credit in Account level currency

15.27.2 AP Local Amount Amount of credit in Local level currency

15.27.3 Credit Account Amount Amount of credit in Account level currency

15.27.4 Credit Local Amount Amount of credit in Local level currency

15.27.5 Debit Account Amount Amount of debit in Account level currency

15.27.6 Debit Local Amount Amount of in Local level currency

15.27.7 Incr (Decr) in Accounts Payable

This shows the change in Payables Balance between periods and used for deriving operating cash flow.

15.28 Fact - Fins - AP Transaction


15.28.1 # Payments This metric is a count of payments.

15.28.2 # Supplier Accounts Number of supplier accounts.

15.28.3 AP Avg Days Outstanding This metric computes the average outstanding transaction days

15.28.4 AP Avg Days Overdue This metric averages the days overdue (sysdate > payment_due_date) over the number of such transactions.

15.28.5 AP Avg Days Until Due This metric averages the days until due (sysdate < payment_due_date) over the number of such transactions.

15.28.6 AP Cleared Invoice Amount This metric shows the amount of cleared invoices from the supplier(s).

15.28.7 AP Cleared Invoice Count This metric is a count of cleared invoices from the supplier.

15.28.8 AP Count Days Until Due Transaction


15.28.9 AP Count Open Transactions

This metric counts all open transactions related to AP




15.28.10 AP Credit Amount This is the amount of credit posting.

15.28.11 AP Debit Amount This is the amount of debit posting.

15.28.12 AP Total Days Outstanding This metrics totals the outstanding transaction days for all transactions. Outstanding transaction is defined Current Date - Transaction Date.

15.28.13 AP Total Days Overdue This metric computes the total days overdue ie where payment_due_date has passed.

15.28.14 AP Total Days Until Due This metric computes the total days until due ie where payment_due_date is still in future and the transaction is open

15.28.15 Period Days Count This metric is a count of days within a particular period.

15.28.16 Period From Date This metric gets the min(posted from date)

15.28.17 Period To Date This metric gets the max (Posted to date )

15.28.18 Unique Product Count This metric is a count of unique products. It is a unique count so avoids double-counting products listed more than once.

15.28.19 Unposted Cleared Amount This metric details the balance of unposted items that have cleared.

15.28.20 Unposted Open Amount This metric details the balance of unposted items that still remain open.

15.29 Fact - Fins - AR Posted Transaction


15.29.1 AR Account Amount Amount of credit in Account level currency

15.29.2 AR Amount Amount of credit in Group level currency

15.29.3 AR Local Amount Amount of credit in Local level currency





15.29.8 Incr (Decr) in Accounts Receivable

This shows the change in Receivables balance between periods and used to derive the operating cash flow.

15.30 Fact - Fins - AR Transaction


15.30.1 AR Avg Days Outstanding This metric computes the average outstanding transaction days

15.30.2 AR Avg Days Overdue This metric averages the days overdue (Current Reporting Date> Payment Due Date) over the number of such transactions.

15.30.3 AR Avg Days Until Due This metric averages the days until due (Current Reporting Date < Payment Due Date) over the number of such transactions.

15.30.4 AR Cleared Invoice Amount

The total amount of the invoice sent to the customer

15.30.5 AR Cleared Invoice Count The count of invoices for the customer

15.30.6 AR Count Days Until Due Transaction


15.30.7 AR Count Open Transactions

This metric counts all open transactions related to AR

15.30.8 AR Count Outstanding Transaction





15.30.9 AR Count Overdue Transaction


15.30.10 AR Outstanding Amount This metrics totals the AR outstanding amount. It summarizes all the remaining amount (unpaid amount) of invoice and debit memo records in open status. This is derived from payment schedule accounting entries of invoice and credit memo with open status

15.30.11 AR Total Application Amount


15.30.12 AR Total Days Outstanding This metrics totals the outstanding transaction days for all transactions.

15.30.13 AR Total Days Overdue This metric computes the total days overdue ie where Payment Due Date has passed.

15.30.14 AR Total Days Until Due This metric computes the total days until due ie where Payment Due Date is still in future and the transaction is open

15.30.15 AR Transaction Quantity Quantity of transactions

15.30.16 Overall AR Overdue Items to Total %

This metric computes the overall ratio of overdue AR transactions to all open AR transactions and can be used to compare to AR at the customer level, for example, to help identify those that exceed the overall value and take action.

15.31 Fact - Fins - Budget


15.31.1 Budget Document Amount Budget amount in document currency

15.31.2 Budget Group Amount Budget amount in group currency

15.32 Fact - Fins - Customer Account


15.32.1 Total Credit Limit This metric is the total credit limit amount.

15.33 Fact - Fins - GL Balance


15.33.1 Accrued Liabilities - Opening

This metric shows opening balance for specified account(s) in Local level currency

15.33.2 Accumulated Depreciation - Opening

This metric shows opening balance for specified account(s) in Group level currency

15.33.3 Activity Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.4 Activity Global1 Amount This metric shows the balance of the specified account(s) in Group level currency

15.33.5 Activity Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.6 AP Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.7 AP Account Amount - Opening

This metric shows opening balance for specified account(s) in Account level currency

15.33.8 AP Amount This metric shows the balance of the specified account(s) in Group level currency

15.33.9 AP Amount - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.10 AP Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.11 AP Local Amount - Opening





15.33.12 AR Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.13 AR Account Amount - Opening


15.33.14 AR Amount This metric shows the balance of the specified account(s) in Group level currency

15.33.15 AR Amount - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.16 AR Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.17 AR Local Amount - Opening


15.33.18 Avg RM Inventory Days This computes the average cycle time or the number of days inventory held for usage.

15.33.19 Avg WIP Inventory Days This computes the average cycle time or the number of days of WIP inventory held for usage.

15.33.20 Balance Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.21 Balance Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.22 Cash - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.23 Closing Account Amount Closing balance for specified account(s) in Account level currency

15.33.24 Closing Account Amount Non-P&L

Closing balance for specified account(s) in Account level currency

15.33.25 Closing Amount Non-P&L Closing balance for specified account(s) in Group level currency

15.33.26 Closing Local Amount Non-P&L


15.33.27 COGS to Revenue YTD % This metric shows the proportion of cost of goods sold to revenue.

15.33.28 Common Stock - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.29 Contracting Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.30 Contracting Expenses - Opening


15.33.31 Cost of Goods Sold - Opening


15.33.32 Cost of Goods Sold Account Amount

This metric shows the balance of the specified account(s) in Account level currency

15.33.33 Cost of Goods Sold Account Amount - Opening


15.33.34 Cost of Goods Sold Local Amount

This metric shows the balance for specified account(s) in Local level currency

15.33.35 Cost of Goods Sold Local Amount - Opening


15.33.36 Credit Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.37 Current Assets - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.38 Current Liabilities - Opening


15.33.39 Days Payables Outstanding - YTD Purchase

This metric determines the average number of days in accounts receivable to measure the effectiveness of the firm's credit policies and indicate the level of investment in receivables needed to maintain the firm's sales level.

15.33.40 Days Sales Outstanding - YTD Revenue

This metric determines the average number of days in accounts receivable to measure the effectiveness of the firm's credit policies and indicate the level of investment in receivables needed to maintain the firm's sales level.

15.33.41 Debit Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.42 Debit Credit Indicator This metric shows the balance of the specified account(s) in Group level currency




15.33.43 Depreciation Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.44 Depreciation Expenses - Opening


15.33.45 Employee Benefits Related Expenses

This metric shows the balance of the specified account(s) in Group level currency

15.33.46 Employee Benefits Related Expenses - Opening


15.33.47 Employee Overtime Expenses


15.33.48 Employee Overtime Expenses - Opening


15.33.49 Employee Support and Cafeteria Expenses


15.33.50 Employee Support and Cafeteria Expenses - Opening


15.33.51 Finished Goods Inventory - Opening


15.33.52 Freight Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.53 Freight Expenses - Opening


15.33.54 Gearing Ratio This metric calculates what percent of a firm's equity is comprised of long-term debt. Long Term Debt/(Long Term Debt + Retained Earnings + Common Stock).

15.33.55 General Admin and Other Payroll


15.33.56 General Admin and Other Payroll - Opening


15.33.57 Goodwill - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.58 Income Tax Expense This metric shows the balance of the specified account(s) in Group level currency

15.33.59 Income Tax Expense - Opening


15.33.60 Income Tax Expense to Revenue YTD %

This metric shows the proportion of Income Tax Expenses to Revenue on a YTD basis.

15.33.61 Incr (Decr) in Accumulated Depreciation

This metric shows the change in the balance of Accumulated Depreciation for a given period

15.33.62 Incr (Decr) in AP Account Amount

This metric shows the change in the balance of AP Amount in Account level currency for a given period

15.33.63 Incr (Decr) in AP Local Amount

This metric shows the change in the balance of AP Amount in Local level currency for a given period

15.33.64 Incr (Decr) in AR Account Amount

This metric shows the change in the balance of AR Amount in Account level currency for a given period

15.33.65 Incr (Decr) in AR Local Amount

This metric shows the change in the balance of AR Amount in Local level currency for a given period

15.33.66 Incr (Decr) in Contracting Expenses

This metric shows the change in the balance of Contracting Expenses for a given period

15.33.67 Incr (Decr) in Cost of Goods Sold Account Amount

This metric shows the change in the balance of Cost of Goods sold Amount in Account level currency for a given period




15.33.68 Incr (Decr) in Cost of Goods Sold Local Amount

This metric shows the change in the balance of Cost of Goods sold Amount in Local level currency for a given period

15.33.69 Incr (Decr) in Employee Benefits Related Expenses

This metric shows the change in the balance of Employee Benefits Related Expenses for a given period

15.33.70 Incr (Decr) in Employee Overtime Expenses

This metric shows the change in the balance of Employee Overtime Expenses for a given period

15.33.71 Incr (Decr) in Employee Support and Cafeteria Expenses

This metric shows the change in the balance of Employee Support and Cafeteria Expenses for a given period

15.33.72 Incr (Decr) in Freight Expenses

This metric shows the change in the balance of Freight Expenses for a given period

15.33.73 Incr (Decr) in General Admin and Other Payroll

This metric shows the change in the balance of General Admin and Other Payroll for a given period

15.33.74 Incr (Decr) in Income Tax Expense

This metric shows the change in the balance of Income Tax Expense for a given period

15.33.75 Incr (Decr) in Marketing Payroll Expenses

This metric shows the change in the balance of Marketing Payroll Expenses for a given period

15.33.76 Incr (Decr) in Non-P&L Account Amount

This metric shows the change in the balance of Non-P&L Amount in Account level currency for a given period

15.33.77 Incr (Decr) in Non-P&L Amount

This metric shows the change in the balance of Non-P&L Amount for a given period

15.33.78 Incr (Decr) in Non-P&L Local Amount

This metric shows the change in the balance of Non-P&L Amount in Local level currency for a given period

15.33.79 Incr (Decr) in Other Equity This metric shows the change in the balance of Other Equity for a given period

15.33.80 Incr (Decr) in Other Income This metric shows the change in the balance of Other Income for a given period

15.33.81 Incr (Decr) in Other Marketing Expenses

This metric shows the change in the balance of Other Marketing Expenses for a given period

15.33.82 Incr (Decr) in Other Operating Expenses

This metric shows the change in the balance of Other Operating Expenses for a given period

15.33.83 Incr (Decr) in Other R&D Expenses

This metric shows the change in the balance of Other Operating Expenses for a given period

15.33.84 Incr (Decr) in Other Sales Expenses

This metric shows the change in the balance of Other Sales Expenses for a given period

15.33.85 Incr (Decr) in P&L Account Amount

This metric shows the change in the balance of P&L Amount in Account level currency for a given period

15.33.86 Incr (Decr) in P&L Amount This metric shows the change in the balance of P&L Amount for a given period

15.33.87 Incr (Decr) in P&L Local Amount

This metric shows the change in the balance of P&L Amount in Local level currency for a given period

15.33.88 Incr (Decr) in Product Variance Expenses

This metric shows the change in the balance of Product Variance Expenses for a given period

15.33.89 Incr (Decr) in Purchases This metric shows the change in the balance of Purchases for a given period

15.33.90 Incr (Decr) in R&D Expenses

This metric shows the change in the balance of R&D Expenses for a given period

15.33.91 Incr (Decr) in R&D Payroll Expenses

This metric shows the change in the balance of R&D Payroll Expenses for a given period

15.33.92 Incr (Decr) in Raw Material Costs

This metric shows the change in the balance of Raw Material Costs for a given period

15.33.93 Incr (Decr) in Revenue Account Amount

This metric shows the change in the balance of Revenue Amount in Account level currency for a given period




15.33.94 Incr (Decr) in Revenue Local Amount

This metric shows the change in the balance of Revenue Amount in Local level currency for a given period

15.33.95 Incr (Decr) in Sales & Marketing Expenses

This metric shows the change in the balance of Sales & Marketing Expenses for a given period

15.33.96 Incr (Decr) in Sales Payroll Expenses

This metric shows the change in the balance of Sales Payroll Expenses for a given period

15.33.97 Incr (Decr) in Tax Account Amount

This metric shows the change in the balance of Tax Amount in Account level currency for a given period

15.33.98 Incr (Decr) in Tax Liabilities This metric shows the change in the balance of Tax Liabilities for a given period

15.33.99 Incr (Decr) in Tax Local Amount

This metric shows the change in the balance of Tax Amount in Local level currency for a given period

15.33.100 Incr (Decr) in Total Assets This metric shows the change in the balance of Total Assets for a given period

15.33.101 Incr (Decr) in Total Liabilities

This metric shows the change in the balance of Total Liabilities for a given period

15.33.102 Incr (Decr) in Total Operating Expenses

This metric shows the change in the balance of Total Operating Expenses for a given period

15.33.103 Interest Expense This metric shows the balance of the specified account(s) in Group level currency

15.33.104 Interest Expense - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.105 Interest Expense to Revenue YTD %

This metric calculates the percentage of interest expenses to revenue on a YTD basis.

15.33.106 Inventories - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.107 Long Term Assets - Opening


15.33.108 Long Term Debt - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.109 Long Term Liabilities - Opening


15.33.110 Marketing Payroll Expenses


15.33.111 Marketing Payroll Expenses - Opening


15.33.112 Opening Account Amount Opening balance for specified account(s) in Account level currency

15.33.113 Opening Account Amount Non-P&L

Opening balance for specified account(s) in Account level currency

15.33.114 Opening Amount Non-P&L Opening balance for specified account(s) in Group level currency

15.33.115 Opening Local Amount Non-P&L


15.33.116 Other Assets - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.117 Other Current Assets - Opening


15.33.118 Other Current Liabilities - Opening


15.33.119 Other Equity - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.120 Other Income This metric shows the balance of the specified account(s) in Group level currency

15.33.121 Other Income - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.122 Other Liabilities - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.123 Other Marketing Expenses This metric shows the balance of the specified account(s) in Group level currency




15.33.124 Other Marketing Expenses - Opening


15.33.125 Other Operating Expense to Revenue YTD %

This metric calculates Other Operating Expenses / Revenue * 100. As per design, total operating expenses are divided into sales and marketing, research and development and other operating expenses.

15.33.126 Other Operating Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.127 Other Operating Expenses - Opening


15.33.128 Other R&D Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.129 Other R&D Expenses - Opening


15.33.130 Other Sales Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.131 Other Sales Expenses - Opening


15.33.132 P&L Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.133 P&L Account Amount - Opening


15.33.134 P&L Amount This metric shows the balance of the specified account(s) in Group level currency

15.33.135 P&L Amount - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.136 P&L Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.137 P&L Local Amount - Opening


15.33.138 PPE - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.139 Preferred Stock - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.140 Prepaid Expenses - Opening


15.33.141 Product Variance Expenses


15.33.142 Product Variance Expenses - Opening


15.33.143 Purchases This metric shows the balance of the specified account(s) in Group level currency

15.33.144 Purchases - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.145 R&D Expense to Revenue YTD %

The metric is computed as follows : Research and Development Expenses / Revenue * 100

15.33.146 R&D Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.147 R&D Expenses - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.148 R&D Payroll Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.149 R&D Payroll Expenses - Opening


15.33.150 Raw Material Costs This metric shows the balance of the specified account(s) in Group level currency

15.33.151 Raw Material Costs - Opening


15.33.152 Raw Material Costs to COGS YTD %

This metric computes the percentage of raw materials costs compare to total cost of goods sold.

15.33.153 Raw Material Costs to Revenue %

This metric calculates the percentage of raw material costs compared to total revenue.




15.33.154 Raw Material Inventory - Opening


15.33.155 Retained Earnings - Opening


15.33.156 Revenue - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.157 Revenue Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.158 Revenue Account Amount - Opening


15.33.159 Revenue Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.160 Revenue Local Amount - Opening


15.33.161 Sales & Marketing Expense to Revenue YTD %

The metric is computed as follows : Total Sales and Marketing Expenses YTD / Revenue YTD * 100

15.33.162 Sales & Marketing Expenses


15.33.163 Sales & Marketing Expenses - Opening


15.33.164 Sales Payroll Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.165 Sales Payroll Expenses - Opening


15.33.166 Short Term Borrowing - Opening


15.33.167 Tax Account Amount This metric shows the balance of the specified account(s) in Account level currency

15.33.168 Tax Account Amount - Opening


15.33.169 Tax Liabilities The amount of short term borrowing on the balance sheet as of a particular date.

15.33.170 Tax Liabilities - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.171 Tax Local Amount This metric shows the balance for specified account(s) in Local level currency

15.33.172 Tax Local Amount - Opening


15.33.173 Total Assets - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.174 Total Liabilities - Opening This metric shows opening balance for specified account(s) in Group level currency

15.33.175 Total Operating Expenses This metric shows the balance of the specified account(s) in Group level currency

15.33.176 Total Operating Expenses - Opening


15.33.177 Total Shareholders Funds - Opening


15.33.178 Work in Process Inventory - Opening


15.34 Fact - Fins - GL Cost of Goods Sold


15.34.1 COGS Amount Amount of COGS in Group level currency

15.34.2 COGS Doc Amount Amount of COGS in Document level currency

15.34.3 COGS Local Amount Amount of COGS in Local level currency




15.34.4 COGS Transaction Quantity

Number of COGS transactions.

15.35 Fact - Fins - GL Cost of Goods Sold Posted


15.35.1 COGS Doc Amount Amount of COGS in Document level currency

15.35.2 COGS Local Amount Amount of COGS in Local level currency

15.35.3 COGS Transaction Quantity

Number of COGS transactions.

15.35.4 Cost of Goods Sold YTD This metric displays the Cost of Goods Sold, which is derived from the General Ledger balances. For manufacturing companies, this metric contains direct production expenses. For merchandising companies, this metric contains the cost of procurement.


15.35.6 Credit Amount Amount of credit in Group level currency



15.35.9 Debit Amount Amount of debit in Group level currency


15.35.11 P&L Amount This metric shows the amount of P&L in Group level currency

15.35.12 P&L Amount YTD This metric shows the Year-to-Date amount of P&L in Group level currency

15.36 Fact - Fins - GL Other


15.36.1 Transaction Amount Amount of the transaction(s) in Group level currency

15.36.2 Transaction Document Amount

Amount of the transaction(s) in Document level currency

15.36.3 Transaction Local Amount Amount of the transaction(s) in Local level currency

15.37 Fact - Fins - GL Other Posted Transaction








15.37.7 Finance Charges This metric shows the amount in Group level currency for Finance Charges transactions

15.37.8 Finance Charges YTD This metric shows the Year-to-Date amount in financing charges. It is computed by subtracting the opening amount for the year from the current closing amount.




15.37.9 Incr (Decr) in Accrued Liabilities

This metric shows the change in Accrued Liabilities balance for a given period.

15.37.10 Incr (Decr) in Accumulated Depreciation

This metric tracks accumulated depreciation expenses (relating to wear and tear of assets) for a given period.

15.37.11 Incr (Decr) in Cash This metric shows the change in Cash balance for a given period.

15.37.12 Incr (Decr) in Common Stock

This metric shows the change in the Common Stock or Equity Capital balance for a given period. The change in retained earnings is reported separately.

15.37.13 Incr (Decr) in Current Assets

This metric shows the change in Current Assets balance for a given period.

15.37.14 Incr (Decr) in Current Liabilities

This metric shows the change in the Current Liabilities balance for a given period.

15.37.15 Incr (Decr) in Finished Goods Inventory

This metric shows the change in Finished Goods Inventory Balance for a given period.

15.37.16 Incr (Decr) in Goodwill This metric shows the change in Goodwill balance for a given period.

15.37.17 Incr (Decr) in Inventory This metric shows the change in inventory balance for a given period for all inventories.

15.37.18 Incr (Decr) in Long Term Assets

This metric shows the change in Long-term assets balance for a given period.

15.37.19 Incr (Decr) in Long Term Debt

This metric shows the change in the Long-Term Debt for a given period.

15.37.20 Incr (Decr) in Long Term Liabilities

This metric shows the change in Long Term Liabilities balance for a given period.

15.37.21 Incr (Decr) in Other Assets This metric shows the change in Other Assets balance (excluding PPE and Current Assets) for a given period.

15.37.22 Incr (Decr) in Other Current Assets

This metric shows the change in the Other Current Assets balance (excluding inventory, cash, accounts receivable or prepaid expenses) for a given period.

15.37.23 Incr (Decr) in Other Current Liabilities

This metric shows the change in the Other Current Liabilities balance for a given period.

15.37.24 Incr (Decr) in Other Equity Related

This metric shows the change in all other equity related balances.

15.37.25 Incr (Decr) in Other Liabilities

This metric shows the change in other liabilities for a given period.

15.37.26 Incr (Decr) in PPE This metric shows the change in the Plant, Property, and Equipment balance for a given period.

15.37.27 Incr (Decr) in Preferred Stock

This metric shows the change in preferred stock for a given period.

15.37.28 Incr (Decr) in Prepaid Expenses

This metric shows the change in Prepaid Expenses Balance for a given period.

15.37.29 Incr (Decr) in Raw Material Inventory

This metric shows the change in Raw Material Inventory Balance for a given period.

15.37.30 Incr (Decr) in Retained Earnings

The metric shows the change in Retained Earnings balance between periods.

15.37.31 Incr (Decr) in Short Term Borrowing

This metric shows the change in Short Term Borrowing balance for a given period.

15.37.32 Incr (Decr) in Total Shareholders Funds

This is a sum of all changes in shareholder funds components - Common Stock, Preferred Stock, Retained Earnings and Other Equity Related.

15.37.33 Incr (Decr) in Work in Process Inventory

This metric shows the change in Work in Process Inventory Balance for a given period.

15.37.34 Non-P&L Transaction Amount

This metric shows the amount in Group level currency for Non-P&L transactions




15.37.35 Non-P&L Transaction Document Amount

This metric shows the amount in Document level currency for Non-P&L transactions

15.37.36 Non-P&L Transaction Local Amount

This metric shows the amount in Local level currency for Non-P&L transactions



15.37.39 P&L Closing Account Amount YTD

Closing balance for specified account(s) in Account level currency

15.37.40 P&L Closing Amount YTD Closing balance for specified account(s) in Group level currency

15.37.41 P&L Closing Local Amount YTD


15.37.42 P&L Opening Account Amount YTD

Opening balance for specified account(s) in Account level currency

15.37.43 P&L Opening Amount YTD Opening balance for specified account(s) in Group level currency

15.37.44 P&L Opening Local Amount YTD


15.37.45 P&L Transaction Amount This metric shows the amount in Group level currency for P&L transactions

15.37.46 P&L Transaction Document Amount

This metric shows the amount in Document currency for P&L transactions

15.37.47 P&L Transaction Local Amount

This metric shows the amount in Local level currency for P&L transactions

15.37.48 Purchases This metric shows purchase transactions in Group level currency

15.37.49 Purchases YTD This metric shows the Year-to-Date amount of Purchases in Group level currency

15.37.50 Raw Material Cost This metric shows the raw material cost transactions in Group level currency

15.37.51 Raw Material Cost YTD This metric shows the Year-to-Date cost of raw materials in Group level currency


This metric shows Transaction Document Amount

15.37.53 Transaction Quantity This metric shows Transaction Quantity

15.38 Fact - Fins - GL Revenue


15.38.1 Revenue Document Amount

Amount of revenue in Document level currency

15.38.2 Revenue Local Amount Amount of revenue in Local level currency

15.38.3 Revenue Transaction Quantity

Number of revenue transactions.

15.39 Fact - Fins - GL Revenue Posted













15.39.9 Period End Date Number of revenue transactions.

15.39.10 Period Start Date Number of revenue transactions.

15.39.11 Revenue Transaction Quantity

Number of revenue transactions.

15.39.12 Total Period Days Number of revenue transactions.

15.40 Fact - Fins - GL Tax Posted








15.40.7 Income Tax Expense YTD This metric includes all income tax expenses for the firm year-to-date. However, it does not include tax types such as sales tax.

15.41 Fact - Fins Compound GL Detail Transactions



Amount of the transaction(s) in Document level currency

15.41.2 Transaction Group Amount Amount of the transaction(s) in Group level currency

15.41.3 Transaction Local Amount Amount of the transaction(s) in Local level currency

15.42 Fact - HR - Event Information


15.42.1 New Hire Count Number of full-time regular employees (excludes contractors and temporary) who were hired in the past 12 months (from the current date.)

15.43 Fact - HR - Event Information (Workforce)


15.43.1 Assignment End Count The number of assignment ends

15.43.2 Assignment Start Count The number of assignment starts

15.43.3 Chg Prior Period Employee Event Performance Rating

("Employee Event - Performance Rating" - "Prior Period Employee Event - Employee Performance Rating")




15.43.4 Chg Prior Period Employee Termination Count

(Employee Termination Count - Prior Period Employee Termination Count)

15.43.5 Event Employee Active Headcount

The number of job events associated with employees in active employment status

15.43.6 Event FTE The number of employee FTE associated with an assignment event such as hire, transfer, termination, etc..

15.43.7 FTE Gain Count The count of headcount increase in the full-time equivalency

15.43.8 FTE Loss Count The count of headcount loss in the full-time equivalency

15.43.9 Headcount Gain Count The count of headcount loss due to hire or transfers.

15.43.10 Headcount Loss Count The count of headcount loss due to terminations or transfers.

15.43.11 Minority Employee Terminations

The number of terminated employees who are in the minority (non-White) ethnic group.

15.44 Fact - HR - Learning Enrollment and Completion


15.44.1 Activity End Date Learning activity end date.

15.44.2 Activity Start Date Learning activity start date.

15.44.3 Completed Status Count Number of completion with Completed status.

15.44.4 Completion Count Number of completions. It includes enrollments with all completion statuses: Completed, Dropped, Waived, Not Completed, Denied, or New Activity.

15.44.5 Completion Date Completion date.

15.44.6 Completion Status Completion status.

15.44.7 Course Fee Amount Course fee amount.

15.44.8 Course Fee Paid Amount Course fee amount paid by the learner.

15.44.9 Course Passed Flag A "Y" or "N" flag to indicate whether learner has passed the course.

15.44.10 Course Required Flag A "Y" or "N" flag to indicate whether the course is a required course.

15.44.11 Current Enrollment Status Current Enrollment Status.

15.44.12 Current Status Date Current status date.

15.44.13 Datasource Num ID Datasource Id.

15.44.14 Denied Status Count Number of completions with Denied status.

15.44.15 Drop Charge Amount Drop Charge Amount.

15.44.16 Drop Charge Paid Amount Drop charge amount paid by the learner.

15.44.17 Dropped Status Count Number of completions with Dropped status.

15.44.18 Enrolled Count Number of enrollments that have been enrolled successfully by learner.

15.44.19 Enrolled Date Enrolled date.

15.44.20 Enrollment Initiated Count Number of enrollments that been initiated.

15.44.21 Enrollment Initiated Date Enrollment initiated date.

15.44.22 Enrollment Wait Time Count

Number of enrollments that are used to calculate Enrollment Wait Time (Days).

15.44.23 Finished Count Number of course activities that have been finished by learner. This include the status of Completed, Not Completed and Waived.

15.44.24 Initial Enrollment Initiated Date

Initial enrollment initiated date for a learner/course.

15.44.25 Initial Waitlisted Date Initial waitlisted date for a learner/course.




15.44.26 Integration ID Integration Id.

15.44.27 Internal Learner Flag A "Y" or "N" flag to indicate whether the learner is internal (employee) or external.

15.44.28 New Activity Status Count Number of completions with New Activity status.

15.44.29 Not Completed Status Count

Number of completions with Not Completed status.

15.44.30 Planned Count Number of course activites that are planned to be taken by learner by not yet finished.

15.44.31 Training Hours Training hours for the learning activity.

15.44.32 Waitlisted Count Number of enrolllments that have been waitlisted.

15.44.33 Waitlisted Date Waitlisted date.

15.44.34 Waived Status Count Number of completions with Waived status.

15.45 Fact - HR - Learning Enrollment Events


15.45.1 Course Required Count Number of required courses.

15.45.2 Course Required Flag A "Y" or "N" flag to indicate whether the course is required.

15.45.3 Datasource Num ID Datasource ID

15.45.4 Event Sequence Event sequence number.

15.45.5 Integration ID Integration ID

15.45.6 Internal Learner Flag A "Y" or "N" flag to indicate whether the learner is internal (employee).

15.46 Fact - HR - Operation


15.46.1 Average Current Hourly Rate

Average hourly rate for employees in specific group

15.46.2 Average Headcount This metric provides the average headcount of employees, taking into account new hires, voluntary and involuntary terminations, and transfers. The Average Headcount metric is used by Human Resource managers and line managers to find out the latest count of employees at various business locations, as well as by organization units such as divisions, departments, and projects. This metric is commonly used to prepare reports requiring headcount by employment status and category, such as hourly wage earners, temporary and regular employees, or full-time employees.

15.46.3 Average Previous Hourly Rate

Average hourly rate for previous year for employees in specific group

15.46.4 Average Served Time Days Employee tenure in days

15.46.5 Average Taken Vacation Mtd Days

Number of vacation days taken month to date (year starting in Jan.) Aggregation rule is average for all dimensions.

15.46.6 Average Taken Vacation Mtd Hours

Number of vacation hours taken month to date (year starting in Jan.) Aggregation rule is average for all dimensions.

15.46.7 Average Taken Vacation Ytd Hours

Number of vacation hours taken year to date (year starting in Jan.) Aggregation rule is average for all dimensions.




15.46.8 Average Tenure of Minority Employees in Months

Average length of service of regular minority employees in the company expressed in months

15.46.9 Average Tenure of Non-Minority Employees in Months

Average length of service of regular non-minority employees in the company expressed in months.

15.46.10 Average Vacation Days MTD

This metric determines the number of vacation days taken during the month to date per employee. This metric indicates employee productivity as it indicates employee paid time off usage patterns. If this metric is high in critical job functions and/or departments then corrective steps can be taken.

15.46.11 Non-exempt Employee Hourly Rate


15.47 Fact - HR - Operation (Workforce)


15.47.1 Age (Months) Age in months as of the selected Time parameter.

15.47.2 Age (Years) Age in years as of the selected Time parameter.

15.47.3 Average Served Time (Months)

Employees' average service tenure in months; service t enure is calculated based on an employee's original hire date.

15.47.4 Average Service (Months) All workforce service (in months) / Active Headcount.

15.47.5 Chg Prior Period Average Annual Base Salary

Average Annual Base Salary - Prior Period Average Annual Base Salary

15.47.6 Chg Prior Period Average Length of Service (Years)

Average Length of Service (Years) - Prior Period Average Length of Service (Years)

15.47.7 Chg Prior Period Employee Headcount

Employee Headcount - Prior Period Employee Headcount

15.47.8 Chg Prior Period Total Annual Base Salary

Total Annual Base Salary - Prior Period Total Annual Base Salary

15.47.9 Exempt Employee Headcount

The number of employee headcount in the 'exempt' FLSA status. This metric is for US only.

15.47.10 High Potential Employee Active Headcount

Active headcount of employees with a high potential flgag = 'Y'

15.47.11 Length of Service (Days) # days the employee has been active at the enterprise (also known as the employee's tenure measured in days)

15.47.12 Length of Service (Months) # months the employee has been active at the enterprise (also known as the employee's tenure measured in months)

15.47.13 Non-exempt Employee Hourly Rate


15.47.14 Original Performance Rating

Original Performance Rating provided on the source system, there is no aggregation of this attribute, due to it being a VARCHAR column it's non-additive.

15.47.15 Pay Grade Mid Yearly Amount

The midpoint of annual pay grade range in Group Currency




15.47.16 Period of Placement (Days) # days the contingent worker has been active at the enterprise (also known as the contingent worker's tenure measured in days)

15.47.17 Standard Monthly Hours Number of hours contracted to work in a month

15.47.18 Time Since Last Promotion (Days)

Time since last promotion, in days, relative to the selected time period end date. The definition of measure is configured during the implementation of the workforce events dimension.

15.47.19 Total Length of Work (Years)

# years the worker has been active at the enterprise (also known as the worker's tenure measured in years)

15.47.20 White Employee Headcount

Number of active employees with ethnic code description matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

15.48 Fact - HR - Pay Grade


15.48.1 Pay Grade Mid Yearly Amount

The midpoint of annual pay grade range in Group Currency

15.49 Fact - HR - Payroll


15.49.1 Employee Count Number of Employees in the group who were on payroll and received payment

15.49.2 Total Taxes This metric calculates total deductions, including taxes, benefit costs, insurance premiums, and pre-tax investments. This metric calculates the types and amount of deductions an employee takes each pay period.

15.50 Fact - HR - Recruitment Event Information


15.50.1 Applicant Age (Months) The age of an applicant in months

15.50.2 Applicant Pipeline Event Indicator

A flag that indicates a recruitment event that particpate in recruitment pipeline analysis; The indicator is determined by the recruitment stage and event domain value mapping configuration; events that are not included in the pipeline analysis such as background checks will not have this indicator turned on.

15.50.3 Applications At Assessment Stage (Period Begin)

The number of applications that are in the assessment stage at the beginning of a time period. "Assessment Stage" is configurable during implementation. It includes interviews or other forms of candidate assessments. This metric monitors the recruitment pipeline at a point in time. The aggregation rule is sum().

15.50.4 Applications At Hire Stage (Period Begin)

The number of applications at the hire stage at the beginning of a time period. "Hire Stage" is configurable during implementation. As delivered, an application goes into the "Hire" stage when a new hire is recorded. The aggregation rule is sum().




15.50.5 Applications At Initial Stage (Period Begin)

The number of applications at the initial screen stage at the beginning of a time period. "Initial Stage" is configurable during implementation. This may include on-line screening. The aggregation rule is sum().

15.50.6 Applications At Offer Extended Stage (Period Begin)

The number of applications at the offer stage at the beginning of a time period. "Offer Stage" is configurable durint implementation. An application goes into "Offer Stage" when an offer is extended. The aggregation rule is sum().

15.50.7 Applications At Start Pending Stage (Period Begin)

The number of applications at the Start Pending stage at the beginning of a time period. "Start Pending" is configurable durint implementation. As delivered, an application goes into the "Start Pending" stage when an offer is accepted. The aggregation rule is sum().

15.50.8 Employee Integration Id The source employee ID of the applicant when he/she is hired.

15.50.9 Employee Separation Pipeline Event Count

The number of new hires whose employment has been terminated as captured in the HR system.

15.50.10 Employee Transfer Pipeline Event Count

The number of new hires who has a transfer job event as captured in the HR system.

15.50.11 Event Sequence Identifies the sequence in which the recruitment pipeline events happened, in case multiple events happen within the same day.

15.50.12 Generated Event Indicator Identifies a recruitment event that is generated during the ETL process; this allows recruitment process metrics can be calcualted when there missing recruitment stage or events.

15.50.13 Generated Event Sequence

Identifies the event sequence number for recruitment events that are generated during the ETL process, if applicable.

15.50.14 Hire Pipeline Event Count The number of hire events; an applicant is hired when his/her new hire record is entered in the HR system.

15.50.15 Job Requisition Open To Job Requisition Close (Days)

Days lapsed between when a job requisition is opened and when a job requisition is closed (filled or cancelled).

15.50.16 Job Requisitions Being Drafted (Period Begin)

The number of job requisitions that are in draft status at the beginning of a period.

15.50.17 Job Requisitions Being Requested (Period Begin)

The number of job requisitions that are in request status at the beginning of a period.

15.50.18 Job Requisitions On Hold (Period Begin)

The number of job requisitions that are on hold at the beginning of a period.

15.50.19 Job Requisitions Pending Approval (Period Begin)

The number of job requisitions that are in pending approval status at the beginning of a period.

15.50.20 Post Hire First Period Of Work End Pipeline Event Count

The number of new hires who have reached his/her first service milestone; the first service milestone is configurable during implementation.

15.50.21 Referred Applicants The number of applicants that are referred by an employee.

15.51 Fact - Loyalty - Cost


15.51.1 Quarter Ago Member Points Monetary Liability

Member points monetary liability is the monetary equivalent of outstanding member point balance (#outstanding points *price/point). This metric gives the member points monetary liability, quarter ago




15.51.2 Year Ago Member Points Monetary Liability

Member points monetary liability is the monetary equivalent of outstanding member point balance (#outstanding points *price/point). This metric gives the member points monetary liability, year ago

15.52 Fact - Loyalty - Members By Tier Segment


15.52.1 Member Profitability Difference between the revenue earned from and the cost associated with a member. As with other group ranking metrics, group the members into different buckets and assign a rank to the group

15.53 Fact - Loyalty - Points


15.53.1 Month Ago # of Points Accrued

Number of points accrued, a month ago

15.53.2 Month Ago # of Points Expired

Number of points expired, a month ago

15.53.3 Month Ago # of Points Redeemed

Number of points redeemed, a month ago

15.53.4 Quarter Ago # of Points Accrued

Number of points accrued, a quarter ago

15.53.5 Quarter Ago # of Points Expired

Number of points expired, a quarter ago

15.53.6 Quarter Ago # of Points Redeemed

Number of points redeemed, a quarter ago

15.53.7 Quarter Ago Member Point Balance

Member point balance is defined as # points accrued - # points redeemed - # points expired. This metric gives the member point balance , quarter ago

15.53.8 Year Ago # of Points Accrued

Number of points accrued, an year ago

15.53.9 Year Ago # of Points Expired

Number of points expired, an year ago

15.53.10 Year Ago # of Points Redeemed

Number of points redeemed, an year ago

15.53.11 Year Ago Member Point Balance

Member point balance is defined as # points accrued - # points redeemed - # points expired. This metric gives the member point balance , year ago

15.54 Fact - Loyalty - Revenue


15.54.1 # of Orders This metric counts the number of external orders asoicated to program members. It is used in calculating the average order size.

15.55 Fact - Loyalty - Revenue By Tier Segment




15.55.1 # of Orders This metric counts the number of external orders asoicated to program members. It is used in calculating the average order size.

15.56 Fact - Marketing - Cost


15.56.1 # Accounts # Accounts per campaign (used for calculating marketing cost per customer)

15.56.2 # Contacts # Contacts per campaign (used for calculating marketing cost per customer)

15.56.3 Actual Marketing Cost Per Campaign

Actual Marketing Cost Per Campaign (used for calculating Actual cost per customer)

15.56.4 Actual Number of Contacts Actual number of contacts

15.56.5 Fixed Cost (Forecasted) Fixed Cost (Forecasted)

15.57 Fact - Marketing - Count


15.57.1 SA Campaign Budget Assigned

Total campaign budget allocated

15.57.2 SA Campaign Budget Requested

Total campaign budget requested

15.58 Fact - Marketing - Goal


15.58.1 Sum Contribution Margin (Predicted)

Total predicted contribution margin

15.58.2 Sum Cost per Lead (Predicted)


15.58.3 Sum Cost per Opportunity (Predicted)


15.58.4 Sum Cost per Order (Predicted)


15.58.5 Sum Revenue per Sale (Predicted)

Predicted revenue per sale

15.59 Fact - Marketing - Lead


15.59.1 Actual Marketing Cost Actual marketing cost to generate lead.

15.59.2 Internal Days to Assign Lead

Sum of days to assign the lead for internal usage.

15.59.3 Quater Ago # of Leads Number of leads created quater ago.

15.59.4 Quater Ago # of Leads Converted

Number of leads converted to opportunities quater ago.




15.59.5 Year Ago # of Leads Number of leads created year ago.

15.59.6 Year Ago # of Leads Converted

Number of leads converted to opportunities year ago.

15.60 Fact - Project Budget


15.60.1 Burden Cost Expenditure items not directly attributed to work performed, such as fringe benefits and office space.

15.60.2 Burden Cost - ITD Inception to date expenditure items not directly attributed to work performed, such as fringe benefits and office space.

15.60.3 Cost Amount of raw and burden cost approved in the current version of the budget

15.60.4 Cost - ITD Inception to date amount of raw and burden cost approved in the current version of the budget

15.60.5 Current Budget Billable Raw Cost


15.60.6 Current Budget Burden Cost

Amount of cost not directly attributable to work performed approved in the current version of the budget

15.60.7 Current Budget Burden Cost - ITD

Inception to date amount of cost not directly attributable to work performed approved in the current version of the budget

15.60.8 Current Budget Burden Cost - MTD

Month to date amount of cost not directly attributable to work performed approved in the current version of the budget

15.60.9 Current Budget Burden Cost - QTD

Quarter to date amount of cost not directly attributable to work performed approved in the current version of the budget

15.60.10 Current Budget Burden Cost - YTD

Year to date amount of cost not directly attributable to work performed approved in the current version of the budget

15.60.11 Current Budget Capitalizable Raw Cost


15.60.12 Current Budget Raw Cost Amount of cost directly attributable to work performed in the current version of the budget

15.60.13 Current Budget Raw Cost - ITD

Inception to date amount of cost directly attributable to work performed in the current version of the budget

15.60.14 Current Budget Raw Cost - MTD

Month to date amount of cost directly attributable to work performed in the current version of the budget

15.60.15 Current Budget Raw Cost - QTD

Quarter to date amount of cost directly attributable to work performed in the current version of the budget

15.60.16 Current Budget Raw Cost - YTD

Year to date amount of cost directly attributable to work performed in the current version of the budget

15.60.17 Current Budget Total Cost Amount of raw and burden costs approved in the current version of the budget

15.60.18 Current Budget Total Raw Cost

Amount of direct costs in the current version of the budget

15.60.19 Effort Units of labor used

15.60.20 Effort - ITD Inception to date units of labor used

15.60.21 Equipment Cost Amount of raw and burden costs related to equipment usage

15.60.22 Equipment Cost - ITD Inception to date amount of raw and burden costs related to equipment usage

15.60.23 Equipment Effort Units of equipment used in the selected period of time




15.60.24 Equipment Effort - ITD Inception to date units of equipment used in the selected period of time

15.60.25 People Cost Amount of raw and burden costs related to people usage

15.60.26 People Cost - ITD Inception to date amount of raw and burden costs related to people usage

15.60.27 People Effort Units of labor used

15.60.28 People Effort - ITD Inception to date units of labor used

15.60.29 Raw Cost Direct cost approved in the current version of the budget

15.60.30 Raw Cost - ITD Inception to Date cost directly attributable to work performed approved in the current version of the budget

15.60.31 Revenue Revenue approved in the current budget version

15.60.32 Revenue - ITD Inception to date revenue approved in the current budget version

15.60.33 Total Cost Raw plus Burdened cost

15.60.34 Total Raw Cost Direct cost amount.

15.61 Fact - Project Cost


15.61.1 Billable Burden Cost Total of expenditure items not directly attributed to work performed but flagged as billable as they results from transactions that are chargeable and tasks denoted as billable.

15.61.2 Billable Burden Cost - ITD Inception to Date total of billable burden expenditure items

15.61.3 Billable Burden Cost - MTD Month to Date total of billable burden expenditure items

15.61.4 Billable Burden Cost - QTD Quarter to Date total of billable burden expenditure items

15.61.5 Billable Burden Cost - YTD Year to Date total of billable burden expenditure items

15.61.6 Billable Raw Cost Cost attributable to work performed and flagged as billable because the transactions are chargeable and the tasks where they were performed are denoted as billable.

15.61.7 Billable Raw Cost - ITD Inception to Date direct cost billable expenditure items

15.61.8 Billable Raw Cost - MTD Month to Date direct cost billable expenditure items

15.61.9 Billable Raw Cost - QTD Quarter to Date direct cost billable expenditure items

15.61.10 Billable Raw Cost - YTD Year to Date total direct cost billable expenditure items

15.61.11 Capitalizable Raw Cost Total cost directly attributable to work performed from projects where assets are built. This costs are posted to the asset's balance account and remain there until the asset is in service

15.61.12 Capitalizable Raw Cost - ITD

Inception to Date expenditure items directly attributable to work performed from projects where assets are being built

15.61.13 Capitalizable Raw Cost - MTD

Month to Date expenditure items directly attributable to work performed from projects where assets are being built

15.61.14 Capitalizable Raw Cost - QTD

Quarter to Date expenditure items directly attributable to work performed from projects where assets are being built

15.61.15 Capitalizable Raw Cost - YTD

Year to Date costs directly attributable to work performed from projects where assets are being built

15.61.16 Non-Billable Burden Cost Costs not directly attributed to work performed and flagged as non billable because the transactions are not chargeable or the tasks where they were performed are not denoted as billable.

15.61.17 Non-Billable Burden Cost - ITD

Inception to Date expenditure items not directly related to work performed and non billable




15.61.18 Non-Billable Burden Cost - MTD

Month to Date expenditure items not directly related to work performed and non billable

15.61.19 Non-Billable Burden Cost - QTD

Quarter to Date expenditure items not directly related to work performed and non billable

15.61.20 Non-Billable Burden Cost - YTD

Year to Date expenditure items not directly related to work performed and non billable

15.61.21 Non-Billable Raw Cost Total of expenditure items directly attributable to work performed, flagged as non billable as they correspond to transactions that are not chargeable or tasks denoted as non-billable.

15.61.22 Non-Billable Raw Cost - ITD

Inception to Date expenditure items for work performed and not flagged as billable

15.61.23 Non-Billable Raw Cost - MTD

Month to Date expenditure items for work performed and not flagged as billable

15.61.24 Non-Billable Raw Cost - QTD

Quarter to Date expenditure items for work performed and not flagged as billable

15.61.25 Non-Billable Raw Cost - YTD

Year to Date expenditure items for work performed and not flagged as billable

15.61.26 Quantity - ITD Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed since project Inception

15.61.27 Total Burden Cost Total cost items not directly attributed to work performed, such as fringe benefits. This metric can only be sliced with dimensions that are above the project level, such as organization id or operating unit id. If sliced with dimensions below the project level, such as task or resource, it will still return the total burden cost for the project. Use this metric where you need the total burden cost of the project as the denominator in a calculation, such as percentage of burden cost per resource or task in a given project. Also with this metric you can view in a single row the "Total Burden Cost" for the project, and the "Raw Burdened Cost" for each resource or task under the project.

15.61.28 Total Cost Total cost items not directly attributed to work performed, such as fringe benefits. This metric can only be sliced with dimensions that are above the project level, such as organization id or operating unit id. If sliced with dimensions below the project level, such as task or resource, it will still return the total burden cost for the project. Use this metric where you need the total burden cost of the project as the denominator in a calculation, such as percentage of burden cost per resource or task in a given project. Also with this metric you can view in a single row the "Total Burdened Cost" for the project, and the "Raw Burdened Cost" for each resource or task under the project.

15.61.29 Total Raw Cost Total of all costs directly attributable to work performed. This metric can only be sliced with dimensions that are above the project level, such as organization id or operating unit id. If sliced with dimensions below the project level, such as task or resource, it will still return the total raw cost for the project. Use this metric where you need the total raw cost of the project as the denominator in a calculation, such as percentage of raw cost per resource or task in a given project. Also with this metric you can view in a single row the "Total Raw Cost" for the project, and the "Raw Cost" for each resource or task under the project.

15.62 Fact - Project Expenditure


15.62.1 Billable Burden Cost Total of non-distributed expenditure items not directly attributed to work performed but flagged as billable as they results from transactions that are chargeable and tasks denoted as billable.




15.62.2 Billable Burden Cost - ITD Inception to Date total of billable burden non-distributed expenditure costs

15.62.3 Billable Burden Cost - MTD Month to Date total of billable burden non-distributed expenditure costs

15.62.4 Billable Burden Cost - QTD Quarter to Date total of billable burden non-distributed expenditure costs

15.62.5 Billable Burden Cost - YTD Year to Date total of billable burden non-distributed expenditure costs

15.62.6 Billable Cost Total raw and burden non-distributed costs flagged as billable as they result from transactions that are chargeable and tasks denoted as billable.

15.62.7 Billable Cost - ITD Inception to Date total of raw and burden non-distributed expenditure items

15.62.8 Billable Cost - MTD Month to Date total of raw and burden non-distributed expenditure items

15.62.9 Billable Cost - QTD Quarter to Date total of raw and burden non-distributed expenditure items

15.62.10 Billable Cost - YTD Year to Date total of raw and burden non-distributed expenditure items

15.62.11 Billable Raw Cost Non-distributed Cost attributable to work performed and flagged as billable because the transactions are chargeable and the tasks where they were performed are denoted as billable.

15.62.12 Billable Raw Cost - ITD Inception to Date direct non-distributed cost billable expenditure costs

15.62.13 Billable Raw Cost - MTD Month to Date direct non-distributed cost billable expenditure costs

15.62.14 Billable Raw Cost - QTD Quarter to Date direct non-distributed cost billable expenditure costs

15.62.15 Billable Raw Cost - YTD Year to Date total direct non-distributed cost billable expenditure costs

15.62.16 Burden Cost Total of expenditure items not directly attributed to work performed, such as fringe benefits and office space in Expenditure table.

15.62.17 Burden Cost - ITD Inception to Date non-distributed cost not directly attributable to work performed

15.62.18 Burden Cost - MTD Month to Date non-distributed cost not directly attributable to work performed

15.62.19 Burden Cost - QTD Quarter to Date non-distributed cost not directly attributable to work performed

15.62.20 Burden Cost - YTD Year to Date non-distributed cost not directly attributable to work performed

15.62.21 Capitalizable Cost Raw and burden non-distributed costs from asset building projects. These costs are posted to the asset's balance account and remain there until the asset is in service

15.62.22 Capitalizable Cost - ITD Inception to Date raw and burden non-distributed costs from asset building projects

15.62.23 Capitalizable Cost - MTD Month to Date raw and burden non-distributed costs from asset building projects

15.62.24 Capitalizable Cost - QTD Quarter to Date raw and burden non-distributed costs from asset building projects




15.62.25 Capitalizable Cost - YTD Year to Date raw and burden costs from asset building projects

15.62.26 Capitalizable Raw Cost Total non-distributed cost directly attributable to work performed from projects where assets are built. This non-distributed costs are posted to the asset's balance account and remain there until the asset is in service

15.62.27 Capitalizable Raw Cost - ITD

Inception to Date non-distributed expenditure costs directly attributable to work performed from projects where assets are being built

15.62.28 Capitalizable Raw Cost - MTD

Month to Date non-distributed expenditure costs directly attributable to work performed from projects where assets are being built

15.62.29 Capitalizable Raw Cost - QTD

Quarter to Date non-distributed expenditure costs directly attributable to work performed from projects where assets are being built

15.62.30 Capitalizable Raw Cost - YTD

Year to Date non-distributed costs directly attributable to work performed from projects where assets are being built

15.62.31 Cost Total of raw and burden in the Expenditure table.

15.62.32 Cost - ITD Inception-to-date raw and burden non-distributed cost accrued

15.62.33 Cost - MTD Month-to-date raw and burden non-distributed cost accrued

15.62.34 Cost - QTD Quarter-to-date raw and burden non-distributed cost accrued

15.62.35 Cost - YTD Year-to-date raw and burden non-distributed cost accrued

15.62.36 Equipment Cost Non-distributed Expenditure costs (raw and burden) related to equipment usage

15.62.37 Equipment Cost - ITD Inception to Date non-distributed expenditure costs (raw and burden) related to equipment usage

15.62.38 Equipment Cost - MTD Month to Date non-distributed expenditure costs (raw and burden) related to equipment usage

15.62.39 Equipment Cost - QTD Quarter to Date non-distributed expenditure costs (raw and burden) related to equipment usage

15.62.40 Equipment Cost - YTD Year to Date non-distributed expenditure costs (raw and burden) related to equipment usage

15.62.41 Equipment Effort Units of equipment used. People non-distributed expenditure items result from multiplying units by the corresponding usage rate

15.62.42 Equipment Effort - ITD Inception to date total units (time or quantity) of equipment used in Expenditure table

15.62.43 Equipment Effort - MTD Month to Date units (time or quantity) of equipment used in Expenditure table

15.62.44 Equipment Effort - QTD Quarter to Date units (time or quantity) of equipment used in Expenditure table




15.62.45 Equipment Effort - YTD Year to Date units (time or quantity) of equipment used in Expenditure table

15.62.46 People Cost Total direct and burden non-distributed cost of labor

15.62.47 People Cost - ITD Inception to date direct and burden non-distributed cost of labor

15.62.48 People Cost - MTD Month to date direct and burden non-distributed cost of labor

15.62.49 People Cost - QTD Quarter to date direct and overhead non-distributed cost of labor

15.62.50 People Cost - YTD Year to date direct and overhead non-distributed cost of labor

15.62.51 People Effort Units of labor used. People non-distributed expenditure items result from multiplying units by the corresponding usage rate

15.62.52 People Effort - ITD Inception to date total units (time or quantity) of labor used in Expenditure table

15.62.53 People Effort - MTD Month to Date units (time or quantity) of labor used in Expenditure table

15.62.54 People Effort - QTD Quarter to Date units (time or quantity) of labor used in Expenditure table

15.62.55 People Effort - YTD Year to Date units (time or quantity) of labor used in Expenditure table

15.62.56 Quantity Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed in Expenditure table

15.62.57 Quantity - ITD Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed since project Inception in Expenditure table

15.62.58 Raw Cost Direct non-distributed cost, such as raw salaries and travel expenses.

15.62.59 Raw Cost - ITD Inception to Date direct non-distributed cost.

15.62.60 Raw Cost - MTD Month to Date direct non-distributed cost.

15.62.61 Raw Cost - QTD Quarter to Date direct non-distributed cost.

15.62.62 Raw Cost - YTD Year to Date direct non-distributed cost.

15.63 Fact - Project Forecast


15.63.1 Actual Cost Actual burdened cost (Raw + burden cost) amount in primary cost forecast version

15.63.2 Actual Cost - ITD Actual burdened cost (Raw + burden cost) amount in primary cost forecast version for the items of the WBS started since project inception

15.63.3 Actual Effort Actual effort quantity in the primary cost forecast version

15.63.4 Actual Effort - ITD Actual effort quantity in the primary cost forecast version for the items of the WBS started since project inception




15.63.5 Actual Raw Cost Actual Raw Cost Amount in Primary Cost forecast version

15.63.6 Actual Raw Cost - ITD Actual Raw Cost Amount in Primary Cost forecast version for the items of the WBS started since project inception

15.63.7 Actual Revenue Actual revenue amount in the primary revenue forecast version

15.63.8 Actual Revenue - ITD Inception to date actual revenue amount in the primary revenue forecast version

15.63.9 Current Actual Cost - ITD Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started since project inception

15.63.10 Current Actual Cost - MTD Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started in the selected month

15.63.11 Current Actual Cost - QTD Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started in the selected quarter

15.63.12 Current Actual Cost - YTD Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started in the selected year

15.63.13 Current Actual Effort - ITD Actual effort in the current primary cost forecast version for the items of the WBS started since project inception

15.63.14 Current Actual Effort - MTD Actual effort in the current primary cost forecast version for the items of the WBS started in the selected month

15.63.15 Current Actual Effort - QTD Actual effort in the current primary cost forecast version for the items of the WBS started in the selected quarter

15.63.16 Current Actual Effort - YTD Actual effort in the current primary cost forecast version for the items of the WBS started in the selected year

15.63.17 Current Actual Equipment Cost

Actual raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.18 Current Actual Equipment Cost - ITD

Inception to date actual raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.19 Current Actual Equipment Cost - MTD

Month to date actual raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.20 Current Actual Equipment Cost - QTD

Quarter to date actual raw and burden costs, related to equipment usage in the original, version of the forecast

15.63.21 Current Actual Equipment Cost - YTD

Year to date actual raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.22 Current Actual Equipment Effort

Actual Units of equipment used in the current version of the forecast

15.63.23 Current Actual Equipment Effort - ITD

Inception to date Actual Units of equipment used in the current version of the forecast

15.63.24 Current Actual Equipment Effort - MTD

Month to date Actual Units of equipment used in the current version of the forecast

15.63.25 Current Actual Equipment Effort - QTD

Quarter to date Actual Units of equipment used in the current version of the forecast

15.63.26 Current Actual Equipment Effort - YTD

Year to date Actual Units of equipment used in the current version of the forecast

15.63.27 Current Actual Equipment Raw Cost

Actual direct cost, related to equipment usage, in the current version of the forecast




15.63.28 Current Actual Equipment Raw Cost - ITD

Inception to date actual direct cost, related to equipment usage, in the current version of the forecast

15.63.29 Current Actual Equipment Raw Cost - MTD

Month to Date actual direct cost, related to equipment usage, in the current version of the forecast

15.63.30 Current Actual Equipment Raw Cost - QTD

Quarter to Date actual direct cost, related to equipment usage, in the current version of the forecast

15.63.31 Current Actual Equipment Raw Cost - YTD

Year to Date actual cost directly attributable to work performed, related to equipment usage, in the current version of the forecast

15.63.32 Current Actual People Cost Actual raw and burden costs, related to people usage, in the current version of the forecast

15.63.33 Current Actual People Cost - ITD

Inception to date actual raw and burden costs, related to people usage, in the current version of the forecast

15.63.34 Current Actual People Cost - MTD

Month to date actual raw and burden costs, related to people usage, in the current version of the forecast

15.63.35 Current Actual People Cost - QTD

Quarter to date actual raw and burden costs, related to people usage, in the current version of the forecast

15.63.36 Current Actual People Cost - YTD

Year to date actual raw and burden costs, related to people usage, in the current version of the forecast

15.63.37 Current Actual People Effort

Actual Units of labor used in the current version of the forecast

15.63.38 Current Actual People Effort - ITD

Inception to date Actual Units of labor used in the current version of the forecast

15.63.39 Current Actual People Effort - MTD

Month to date Actual Units of labor used in the current version of the forecast

15.63.40 Current Actual People Effort - QTD

Quarter to date Actual Units of labor used in the current version of the forecast

15.63.41 Current Actual People Effort - YTD

Year to date Actual Units of labor used in the current version of the forecast

15.63.42 Current Actual People Raw Cost

Actual cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.43 Current Actual People Raw Cost - ITD

Inception to date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.44 Current Actual People Raw Cost - MTD

Month to Date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.45 Current Actual People Raw Cost - QTD

Quarter to Date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.46 Current Actual People Raw Cost - YTD

Year to Date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast




15.63.47 Current Actual Raw Cost Actual raw cost amount in the current primary cost forecast version

15.63.48 Current Actual Raw Cost - ITD

Actual raw cost amount in the current primary cost forecast version for items of the WBS started since project inception

15.63.49 Current Actual Raw Cost - MTD

Actual raw cost amount in the current primary cost forecast version for items of the WBS started in the selected month

15.63.50 Current Actual Raw Cost - QTD

Actual raw cost amount in the current primary cost forecast version for items of the WBS started in the selected quarter

15.63.51 Current Actual Raw Cost - YTD

Actual raw cost amount in the current primary cost forecast version for items of the WBS started in the selected year

15.63.52 Current Actual Revenue - ITD

Actual revenue amount in the current primary revenue forecast version for the items of the WBS started since project inception

15.63.53 Current Actual Revenue - MTD

Actual revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected month

15.63.54 Current Actual Revenue - QTD

Actual revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected quarter

15.63.55 Current Actual Revenue - YTD

Actual revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected year

15.63.56 Current EAC Effort - ITD Estimate at completion effort in the current primary cost forecast version for the items of the WBS started since project inception

15.63.57 Current EAC Effort - MTD Estimate at completion effort in the current primary cost forecast version for the items of the WBS started in the selected month

15.63.58 Current EAC Effort - QTD Estimate at completion effort in the current primary cost forecast version for the items of the WBS started in the selected quarter

15.63.59 Current EAC Effort - YTD Estimate at completion effort in the current primary cost forecast version for the items of the WBS started in the selected year

15.63.60 Current EAC Equipment Cost - MTD

Month to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.61 Current EAC Equipment Cost - QTD

Quarter to date Estimate At Completion of raw and burden costs, related to equipment usage in the original, version of the forecast

15.63.62 Current EAC Equipment Cost - YTD

Year to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.63 Current EAC Equipment Effort - MTD

Month to date Estimate At Completion of Units of equipment used in the current version of the forecast

15.63.64 Current EAC Equipment Effort - QTD

Quarter to date Estimate At Completion of Units of equipment used in the current version of the forecast

15.63.65 Current EAC Equipment Effort - YTD

Year to date Estimate At Completion of Units of equipment used in the current version of the forecast

15.63.66 Current EAC Equipment Raw Cost

Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast

15.63.67 Current EAC Equipment Raw Cost - ITD

Inception to date Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast




15.63.68 Current EAC Equipment Raw Cost - MTD

Month to Date Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast

15.63.69 Current EAC Equipment Raw Cost - QTD

Quarter to Date Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast

15.63.70 Current EAC Equipment Raw Cost - YTD

Year to Date Estimate At Completion of cost directly attributable to work performed, related to equipment usage, in the current version of the forecast

15.63.71 Current EAC People Cost - MTD

Month to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast

15.63.72 Current EAC People Cost - QTD

Quarter to date Estimate At Completion of raw and burden costs, related to people usage in the current, version of the forecast

15.63.73 Current EAC People Cost - YTD

Year to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast

15.63.74 Current EAC People Effort - MTD

Month to date Estimate At Completion of Units of labor used in the current version of the forecast

15.63.75 Current EAC People Effort - QTD

Quarter to date Estimate At Completion of Units of labor used in the current version of the forecast

15.63.76 Current EAC People Effort - YTD

Year to date Estimate At Completion of Units of labor used in the current version of the forecast

15.63.77 Current EAC People Raw Cost

Estimate At Completion of direct cost, related to people usage, in the current version of the forecast

15.63.78 Current EAC People Raw Cost - ITD

Inception to date Estimate At Completion of direct cost, related to people usage, in the current version of the forecast

15.63.79 Current EAC People Raw Cost - MTD

Month to Date Estimate At Completion of direct cost, related to people usage, in the current version of the forecast

15.63.80 Current EAC People Raw Cost - QTD

Quarter to Date Estimate At Completion of direct cost, related to people usage, in the current version of the forecast

15.63.81 Current EAC People Raw Cost - YTD

Year to Date Estimate At Completion of cost directly attributable to work performed, related to people usage, in the current version of the forecast

15.63.82 Current EAC Raw Cost Estimate at completion raw cost amount in the current primary cost forecast version

15.63.83 Current EAC Raw Cost - ITD

Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started since project inception

15.63.84 Current EAC Raw Cost - MTD

Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started in the selected month

15.63.85 Current EAC Raw Cost - QTD

Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started in the selected quarter

15.63.86 Current EAC Raw Cost - YTD

Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started in the selected year




15.63.87 Current ETC Cost - ITD Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started since project inception

15.63.88 Current ETC Cost - MTD Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected month

15.63.89 Current ETC Cost - QTD Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected quarter

15.63.90 Current ETC Cost - YTD Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected year

15.63.91 Current ETC Effort - ITD Estimate to complete effort in the current primary forecast version for those items of the WBS started since project inception

15.63.92 Current ETC Effort - MTD Estimate to complete effort in the current forecast version for those items of the WBS started in the selected month

15.63.93 Current ETC Effort - QTD Estimate to complete effort in the current primary forecast version for those items of the WBS started in the selected quarter

15.63.94 Current ETC Effort - YTD Estimate to complete effort in the current primary forecast version for those items of the WBS started in the selected year

15.63.95 Current ETC Equipment Cost - ITD

Inception to date Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.96 Current ETC Equipment Cost - MTD

Month to date Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.97 Current ETC Equipment Cost - QTD

Quarter to date Estimate To Complete of raw and burden costs, related to equipment usage in the original, version of the forecast

15.63.98 Current ETC Equipment Cost - YTD

Year to date Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast

15.63.99 Current ETC Equipment Effort - ITD

Inception to date Estimate To Complete of Units of equipment used in the current version of the forecast

15.63.100 Current ETC Equipment Effort - MTD

Month to date Estimate To Complete of Units of equipment used in the current version of the forecast

15.63.101 Current ETC Equipment Effort - QTD

Quarter to date Estimate To Complete of Units of equipment used in the current version of the forecast

15.63.102 Current ETC Equipment Effort - YTD

Year to date Estimate To Complete of Units of equipment used in the current version of the forecast

15.63.103 Current ETC Equipment Raw Cost

Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast

15.63.104 Current ETC Equipment Raw Cost - ITD

Inception to date Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast

15.63.105 Current ETC Equipment Raw Cost - MTD

Month to Date Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast




15.63.106 Current ETC Equipment Raw Cost - QTD

Quarter to Date Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast

15.63.107 Current ETC Equipment Raw Cost - YTD

Year to Date Estimate To Complete of cost directly attributable to work performed, related to equipment usage, in the current version of the forecast

15.63.108 Current ETC People Cost - ITD

Inception to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast

15.63.109 Current ETC People Cost - MTD

Month to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast

15.63.110 Current ETC People Cost - QTD

Quarter to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast

15.63.111 Current ETC People Cost - YTD

Year to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast

15.63.112 Current ETC People Effort - ITD

Inception to date Estimate To Complete of Units of labor used in the current version of the forecast

15.63.113 Current ETC People Effort - MTD

Month to date Estimate To Complete of Units of labor used in the current version of the forecast

15.63.114 Current ETC People Effort - QTD

Quarter to date Estimate To Complete of Units of labor used in the current version of the forecast

15.63.115 Current ETC People Effort - YTD

Year to date Estimate To Complete of Units of labor used in the current version of the forecast

15.63.116 Current ETC People Raw Cost

Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.117 Current ETC People Raw Cost - ITD

Inception to date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.118 Current ETC People Raw Cost - MTD

Month to Date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.119 Current ETC People Raw Cost - QTD

Quarter to Date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.120 Current ETC People Raw Cost - YTD

Year to Date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.121 Current ETC Raw Cost Amount raw cost in the current primary forecast version needed to complete the remaining work

15.63.122 Current ETC Raw Cost - ITD

Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started since project inception

15.63.123 Current ETC Raw Cost - MTD

Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected month




15.63.124 Current ETC Raw Cost - QTD

Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected quarter

15.63.125 Current ETC Raw Cost - YTD

Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected year

15.63.126 Current ETC Revenue - ITD

Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started since project inception

15.63.127 Current ETC Revenue - MTD

Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started in the selected month

15.63.128 Current ETC Revenue - QTD

Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started in the selected quarter

15.63.129 Current ETC Revenue - YTD

Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started in the selected year

15.63.130 EAC Cost Estimated raw and burden cost at completion in the primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project

15.63.131 EAC Cost - ITD Estimate At Completion Burdened Cost since the Project Inception. This metric filters on the Primary Cost Forecast, but not on any particular version.

15.63.132 EAC Effort Estimate at completion effort in the current primary forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project

15.63.133 EAC Effort - ITD Estimate at completion effort in the current primary forecast version for those items of the WBS started since project inception

15.63.134 EAC Raw Cost Estimate At Completion Raw Cost Amount in Primary Cost forecast version

15.63.135 EAC Raw Cost - ITD Estimate At Completion Raw Cost Amount in Primary Cost forecast version for the items of the WBS started since project inception

15.63.136 EAC Revenue Estimate at completion revenue amount in primary revenue forecast version

15.63.137 EAC Revenue - ITD Inception to date estimate at completion revenue amount in primary revenue forecast version

15.63.138 ETC Cost Estimate to complete burdened cost (Raw + burden cost) amount in primary cost forecast version

15.63.139 ETC Cost - ITD Estimate to complete (Raw + burden) cost amount in the primary cost forecast version for the items of the WBS started since project inception

15.63.140 ETC Effort Estimate to complete effort in the current primary forecast version

15.63.141 ETC Effort - ITD Estimate to complete effort in the current primary forecast version for those items of the WBS started since project inception

15.63.142 ETC Raw Cost Estimate to complete raw cost amount in primary cost forecast version

15.63.143 ETC Raw Cost - ITD Estimate to complete raw cost amount in primary cost forecast version for the items of the WBS started since project inception

15.63.144 ETC Revenue Estimated to complete revenue amount in the primary revenue forecast version

15.63.145 ETC Revenue - ITD Stream of revenue estimated from the selected date until project completion for the activities started since project inception

15.64 Fact - Project Funding


15.64.1 Additional Funding Amount - ITD

Inception to Date value of Funding Allocated to a project in addition to original funding.

15.64.2 Additional Funding Amount - MTD

Month to Date value of Funding Allocated to a project in addition to original funding.




15.64.3 Additional Funding Amount - QTD

Quarter to Date value of Funding Allocated to a project in addition to original funding.

15.64.4 Additional Funding Amount - YTD

Quarter to Date value of Funding Allocated to a project in addition to original funding.

15.64.5 Adjustment Funding Amount - ITD

Inception to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers.

15.64.6 Adjustment Funding Amount - MTD

Month to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers.

15.64.7 Adjustment Funding Amount - QTD

Quarter to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers.

15.64.8 Adjustment Funding Amount - YTD

Year to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers.

15.64.9 Cancelled Funding Amount - ITD

Inception to Date value of Funding Allocated to a project which is cancelled subsequently.

15.64.10 Cancelled Funding Amount - MTD

Month to Date value of Funding Allocated to a project which is cancelled subsequently.

15.64.11 Cancelled Funding Amount - QTD

Quarter to Date value of Funding Allocated to a project which is cancelled subsequently.

15.64.12 Cancelled Funding Amount - YTD

Year to Date value of Funding Allocated to a project which is cancelled subsequently.

15.64.13 Funding Amount - ITD Inception to Date value of Funding for a particular line at the project or task level

15.64.14 Funding Amount - MTD Month to Date value of Funding for a particular line at the project or task level

15.64.15 Funding Amount - QTD Quarter to Date value of Funding for a particular line at the project or task level

15.64.16 Funding Amount - YTD Year to Date value of Funding for a particular line at the project or task level

15.64.17 Initial Funding Amount - ITD

Inception to Date value of proposed/planned Funding to be given initially to perform a project or a task.

15.64.18 Initial Funding Amount - MTD

Month to Date value of proposed/planned Funding to be given initially to perform a project or a task.

15.64.19 Initial Funding Amount - QTD

Quarter to Date value of proposed/planned Funding to be given initially to perform a project or a task.

15.64.20 Initial Funding Amount - YTD

Year to Date value of proposed/planned Funding to be given initially to perform a project or a task.

15.64.21 Not Allocated Amount - ITD Inception to Date value of Agreement Amount which has not been allocated to projects.

15.64.22 Not Allocated Amount - MTD

Month to Date value of Agreement Amount which has not been allocated to projects.

15.64.23 Not Allocated Amount - QTD

Quarter to Date value of Agreement Amount which has not been allocated to projects.

15.64.24 Not Allocated Amount - YTD

Year to Date value of Agreement Amount which has not been allocated to projects.

15.64.25 Realized Gains Amount Realized Gains due to foreign exchange that can be applied to project revenue.

15.64.26 Realized Gains Amount - ITD

Inception to Date value of Realized Gains due to foreign exchange that can be applied to project revenue.

15.64.27 Realized Gains Amount - MTD

Month to Date value of Realized Gains due to foreign exchange that can be applied to project revenue.

15.64.28 Realized Gains Amount - QTD

Quarter to Date value of Realized Gains due to foreign exchange that can be applied to project revenue.

15.64.29 Realized Gains Amount - YTD

Year to Date value of Realized Gains due to foreign exchange that can be applied to project revenue.




15.64.30 Realized Losses Amount Realized Losses due to foreign exchange that can be applied to project revenue.

15.64.31 Realized Losses Amount - ITD

Inception to Date value of Realized Losses due to foreign exchange that can be applied to project revenue.

15.64.32 Realized Losses Amount - MTD

Month to Date value of Realized Losses due to foreign exchange that can be applied to project revenue.

15.64.33 Realized Losses Amount - QTD

Quarter to Date value of Realized Losses due to foreign exchange that can be applied to project revenue.

15.64.34 Realized Losses Amount - YTD

Year to Date value of Realized Losses due to foreign exchange that can be applied to project revenue.

15.65 Fact - Project Performance


15.65.1 Margin QTD Quarter to Date difference between the project revenue and burdened cost since project inception

15.65.2 Margin Quarterly Change Difference between the Margin from the last quarter and the Margin from the current quarter

15.65.3 Margin Yearly Change Difference between the Margin from the last year and the Margin from the current year

15.65.4 Remaining Funding Amount

Value of Funding Amount which has not been recognized yet through revenue accrual

15.65.5 Remaining Funding Amount - ITD

Inception to date value of Funding Amount which has not been recognized yet through revenue accrual

15.65.6 Unbilled Receivables Value of work done which has not been billed yet

15.65.7 Unbilled Receivables - ITD Inception to Date value of work done which has not been billed yet

15.65.8 Unbilled Receivables - MTD

Month to Date value of work done which has not been billed yet

15.65.9 Unbilled Receivables - QTD

Quarter to Date value of work done which has not been billed yet

15.65.10 Unbilled Receivables - YTD Year to Date value of work done which has not been billed yet

15.65.11 Unearned Revenue Value of revenue recognized for which the work has not been performed yet.

15.65.12 Unearned Revenue - ITD Inception to Date value of revenue recognized for which the work has not been performed yet.

15.65.13 Unearned Revenue - MTD Month to Date value of revenue recognized for which the work has not been performed yet.

15.65.14 Unearned Revenue - QTD Quarter to Date value of revenue recognized for which the work has not been performed yet.

15.65.15 Unearned Revenue - YTD Year to Date value of revenue recognized for which the work has not been performed yet.

15.66 Fact - Project Revenue


15.66.1 MAGO Realized Gains Amount

Month Ago Realized gains mostly due to differences in exchange rates can be applied to project revenue.




15.66.2 MAGO Realized Losses Amount

Month Ago Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income.

15.66.3 QAGO Realized Gains Amount

Quarter Ago Realized gains mostly due to differences in exchange rates can be applied to project revenue.

15.66.4 QAGO Realized Losses Amount

Quarter Ago Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income.

15.66.5 Realized Gains Amount Realized gains mostly due to differences in exchange rates can be applied to project revenue.

15.66.6 Realized Gains Amount - ITD

Inception to Date value of realized gains applied to project revenue

15.66.7 Realized Gains Amount - MTD

Period to Date value of realized gains applied to project revenue

15.66.8 Realized Gains Amount - QTD

Quarter to Date value of realized gains applied to project revenue

15.66.9 Realized Gains Amount - YTD

Year to Date value of realized gains applied to project revenue

15.66.10 Realized Losses Amount Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income.

15.66.11 Realized Losses Amount - ITD

Inception to Date value of realized losses applied to project revenue

15.66.12 Realized Losses Amount - MTD

Period to Date value of realized losses applied to project revenue

15.66.13 Realized Losses Amount - QTD

Quarter to Date value of realized losses applied to project revenue

15.66.14 Realized Losses Amount - YTD

Year to Date value of realized losses applied to project revenue

15.66.15 Total Revenue Amount The total revenue amount for the project. This metric does not break down by resource or time. It gives the total revenue time for the project

15.66.16 YAGO Realized Gains Amount

Year Ago Realized gains mostly due to differences in exchange rates can be applied to project revenue.

15.66.17 YAGO Realized Losses Amount

Year Ago Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income.

15.67 Fact - Purchasing - Receipt


15.67.1 # of Early Transactions # of receipt transactions earlier than the due date.

15.67.2 # of Late Transactions # of receipt transactions later than the due date.

15.67.3 # of On-time Transactions # of on-time receipt transactions.



15.68 Fact - Service - Contact Center Benchmark and Target


15.68.1 Call Volume Forecast Provides the number of calls forecasted to be handled by the organization for any given period of time. This metric includes both inbound and outbound calls. Forecast volume can be used in conjunction with actual total volumes to evaluate how well the organization has forecasted contact volume.

15.69 Fact - Service - Contact Center Compound Metrics


15.69.1 Call Volume Delta Rate Provides the percentage difference between the forecasted call volume and the actual volume. This metric is calculated as the difference between the forecasted volume and the actual volume, divided by the forecast volume, and then multiplied by 100. This metric is used to evaluate the effectiveness of the forecasted call volumes versus the actual call volumes.

15.70 Fact - Service - Contact Center Performance


15.70.1 # of Calls Meeting Service Level Target

This is the sum total number of calls that have met the service level target

15.70.2 Agent Hold to ACW Time Percent

Provides the percentage of time that a service representative spends with the call put on hold versus the amount of time the agent spends working on a service request after disconnecting with the caller. Higher hold to ACW rates can be an indication that the representative is putting the customer on hold, while completing work that would have otherwise be done after the call.

15.70.3 Agent Hold to Talk Time Percent

Calculated the percentage of time that a service representative spends with the call put on hold versus the amount of time the agent spends talking to the customer. Higher hold to talk rates can be an indication that the representative is not properly skilled at handling the contacts.

15.70.4 Agent Transfer Percent Provides the percentage of all calls that the agent transfers. High number of transfers may indicate the following: ACD/IVR system is not routing calls to the proper agents or agents are not properly trained to handle customer requests.

15.70.5 Agent Transfer Volume Measures the number of times an agent transfers calls. Higher volumes of transfers may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls or that the system is not configured to optimally route the calls to the proper representatives. Analyzing the transfer volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness and routing strategies to improve efficiency. If a call was transferred by multiple agents it would be counted once against each of those agents.

15.70.6 Average Call Volume Calculates the average number of calls handled by the system in any given time period, by any given contact center site, or by any other analysis factor.

15.70.7 Contact Center Count Number of contact centers locations

15.71 Fact - Service - IVR History





15.71.1 Key Id This column is the unique identifier of a dimension or fact entity in its source system. In case of composite keys, the value in this column can consist of concatenated parts.

15.71.2 Source Id This column is the unique identifier of the source system from which data was extracted. In order to be able to trace the data back to its source, Siebel Systems recommends that you define separate unique source IDs for each of your different source instances.

15.72 Fact - Service - Rep Activity


15.72.1 Total Break Time in hh:mm:ss

Measures the time in hh:mi:ss that a representative was on breaks. Can be used to analyze schedule adherence and representative availability.

15.73 Fact - Supply Chain - Inventory Balance


15.73.1 Avg Daily Inventory Value Last 365 Days

(Total Daily Inventory Value Last 365 Days) / (Count Records Within Last 365 Days)

15.73.2 Count Records Within Last 365 Days

The number of past daily balances that are available in the last 365 days.

15.73.3 Total Daily Inventory Value Last 365 Days

The sum of all the available past daily balances over the last 365 days.

15.74 Fact - Supply Chain - Inventory Transaction


15.74.1 Total Material Amount Last 365 Days

The sum of all the transaction amounts in all the inventory transactions over the last 365 days.

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