APCC Measures External 12.1

x x
x x
x x
Ratio (percentage) of Projected
Projected available balance

- % of total demand in IO
plan
Carrying Cost value
(functional currency)
Carrying Cost value in IO
plan (functional currency)
Carrying Cost value
(reporting currency)
Carrying Cost value in IO
plan (reporting currency)
Inventory
Analysis
x x
x x
x x
x x
x x
x
Supplies pegged to excess
The quantity of supplies pegged to

excess demand
x x
Stock outs
Number of times projected available

balance is expected to be negative
x x
x x
Projected avalable balance - Projected Available Balance - quantity

measured as percentage of required
% of safety stock in IO plan safety stock.
Fill rate
Fill rate of the end demands based on

quantity satisfied on time (for ASCP,
SRP, DRP, SNO plans)
Service Level
Service Level (achieved) based on

quantity satisfied on time (only in case
of IO plans)
Inventory turns
Ratio of annualized cost of goods sold

to average projected available balance
x
x x
x x
x
x x
Collections
x
x
Carrying cost value in reporting

currency
Projected avalable balance - Projected Available Balance - quantity

measured as percentage of required
% of safety stock
safety stock.
SNO
x x
x
Carrying cost value in functional

currency
currency
x x
x
Ratio (percentage) of Projected

Available Balance (quantity) to total
demand in the plan
currency
x x
x

Available Balance (quantity) to
- days of cover in IO plan
average demand in the plan
Projected available balance Ratio (percentage) of Projected

Available Balance (quantity) to total
- % of total demand
demand in the plan
x x
x
Projected Available Balance - quantity
Projected available balance Ratio (percentage) of Projected

Available Balance (quantity) to
- days of cover
average demand in the plan
SRP
Projected Available Balance value in

reporting currency
Projected Available Balance - quantity
x x
Primary

reporting currency
IO
x x
Organization, Item, Time)

functional currency (Related
dimensions: Scenario, Plan,
Organization, Item, Time)
Calculated

- value in IO plan
- value (reporting
currency)
- value in IO plan
- units
- units in IO plan
DRP
Projected available balance functional currency (Related

- value (functional currency) dimensions: Scenario, Plan,
ASCP
Measures
Relevant in Plan types
Demantra
Work area
Additional Measure
Description
Note: At the end of every
description add: "(Related
dimensions: a,b,c,d)" where
a,b,c,d are the conforming
dimensions from columns O
to AB where there is an "x"
mark for this measure. See
the example in the first row
below.
Overall Plan
Health
Inventory turns in IO plan
Ratio of annualized cost of goods sold

to average projected available balance
Total Supply
Sum of all supplies
Total Demand
Sum of all demands
Planned Orders
Recommended planned order quantity
x x
x x
x x
x x
x x
x
Scheduled Receipts
Scheduled Receipt quantity from

current open supplies
x x
Onhand
Beginning onhand
x x
Onhand in IO plan
Beginning onhand
Minimum Inventory Level
Minimum inventory level
Maximum Inventory Level
Maximum inventory level
Safety stock
Safety stock quantity
Safety stock in IO plan
Safety stock quantity
Order Quantity
Order quantity
Order Quantity in IO plan
Order quantity
Exceptions - Count
Exceptions - Count
x x
Exceptions - Value
Exceptions - Value
Exceptions - Value in functional

currency
x x
Exceptions - Value in reporting

currency
x x
Exceptions - Days
Exceptions - Days
x x
Exceptions - Quantity
x x
Exceptions - Ratio
x x
Safety Stock violations
Number of times the inventory fell

below safety stock
x x
Use Alternate Sources

(count)
Use Alternate Suppliers
(count)
Planned Orders within
Planning Time Fence
Planned Orders exceeding
Order Modifiers
Planned Orders created
before work orders
Number of times alternate sources

were recommended
x x
Number of times alternate suppliers

were recommended
x x
Number of planned orders within the

planning time fence
Number of planned orders with
quantity more than order modifier
quantity
Number of planned orders created
before an existing work order
x x
x x
x x
Planned Orders
Planned order quantity
x x
Independent Dem Qty
End demand quantity
x x
Dependent Dem Qty
Intermediate demand quantity
x x
Items with no activity
Number of items with no activity
x x
x x
x x
x x
x x
x x
Avg Qty of supply pegged

to a demand
Avg Qty of supply pegged
to highest priority dem
Late Demand Satisfaction
factor
Production to plan
Shipments to plan
Demand lateness measured as

quantity of end demands unmet on
due date times the number of days
late
Percentage of actual production to
planned production
Percentage of actual shipments to
planned shipments
x x
x
x x
x
x x
Obsolete inventory - value
Obsolete inventory % of
total inventory
Excess inventory value
Excess inventory - % of
total inventory
Total Supply Chain costs

Sum of manufacturing, purchasing,

transportation and carrying costs in
functional currency

(functional currency) in IO
plan

functional currency


reporting currency

(reporting currency) in IO
plan

reporting currency
Total Supply Chain costs % of revenue
Ratio (percentage) of the sum of

manufacturing, purchasing,
transportation and carrying costs to
the total revenue
Total Supply Chain costs % of revenue in IO plan
Ratio (percentage) of the sum of

manufacturing, purchasing,
transportation and carrying costs to
the total revenue
Carrying Cost (functional

currency)

currency

currency) in IO plan

currency
Carrying Cost (reporting

currency)

currency


currency
Excess,
Variance of PAB over mean
Obselescence
and risk
Manufacturing cost
management (functional currency)
Manufacturing cost
plan
Manufacturing cost
plan
x x
x x
x
x x
x
x x
x
x x
x
x
x x
x
x x
x
x
x x
x
x x
x x
x
x
Manufacturing cost value in functional

currency
x x

currency
Manufacturing cost value in reporting
currency
Manufacturing cost

currency
Purchasing cost (functional

currency)
Purchasing cost value in functional

currency


currency
Purchasing cost (reporting

currency)
Purchasing cost value in reporting

currency


currency
Transportation cost
Transportation cost value in functional

currency
Transportation cost
plan

currency
x x
x
x x
x x
x
x x
x x
x
x x
x x
x
x x
x x
x
Transportation cost
Transportation cost
plan
Resource cost in functional
currency
Resource cost in reporting
currency
Transportation cost value in reporting

currency
x x

currency
x x
x
Resource cost value in functional

currency
Resource cost value in reporting

currency
Revenues (functional
currency)
Revenues (in funcutional currency)
Revenues (in funcutional currency)
Revenues (reporting
currency)
Revenues (in reporting currency)
Revenues (reporting
Revenues (in reporting currency)
currency) - Cum
Cumulative Revenues (in funcutional

currency)
currency) in IO plan - Cum
Cumulative Revenues (in funcutional

currency)
Revenues (reporting
currency) - Cum
Cumulative Revenues (in reporting

currency)
Revenues (reporting
Cumulative Revenues (in reporting

currency)
Gross Margin %
Gross margin (percentage)
Gross Margin % in IO plan
Gross margin (percentage)
Cum Gross Margin %
Cumulative Gross margin

(percentage)
Cum Gross Margin % in IO

plan
Gross Margin (functional
currency)
Gross Margin (reporting
currency)
currency) - Cum
currency) - Cum
Cumulative Gross margin

(percentage)

Sum of manufacturing, resource,

purchasing, transportation and
carrying costs in functional currency
Total Supply Chain costs in

IO plan (functional
currency)

carrying costs in functional currency
Gross margin in functional currency
x x
x
x x
x x
x x
x x
x
x x
x x
x
x x
x x
x
x x
x x
x
x x
x x
x
x x
Cumulative Gross margin in functional

currency
Cumulative Gross margin in reporting
currency
x x
x
Gross margin in reporting currency

Cumulative Gross margin in functional
currency
x x
x
Gross margin in functional currency

Gross margin in reporting currency
x x
x x
x
x x
Cumulative Gross margin in reporting

currency
x x
x
x x
x x
x
x
x
x
x
x


carrying costs in reporting currency
x x
Total Supply Chain costs in Sum of manufacturing, resource,

IO plan (reporting currency) carrying costs in reporting currency
x x
x
Cumulative Sum of manufacturing,

resource, purchasing, transportation
(functional currency) - cum and carrying costs in functional
x x
currency
Total Supply Chain costs in Cumulative Sum of manufacturing,
IO plan (functional
and carrying costs in functional
currency) - cum
currency
Cumulative Sum of manufacturing,
(reporting currency) - Cum and carrying costs in reporting
currency
Total Supply Chain costs in Cumulative Sum of manufacturing,
IO plan (reporting currency) and carrying costs in reporting
- Cum
currency
x x
Total Supply Chain costs % of revenue
x x
x x
x

currency)

currency


currency

currency) - Cum
x x
x
Total Supply Chain costs % of revenue in IO plan

Supply Chain currency)
costs &
profitability Carrying Cost (reporting
x x

currency
x x
x
x x

currency
Cumulative Carrying cost value in
functional currency

reporting currency


reporting currency
x x
x
x x

currency) in IO plan - Cum functional currency
currency) - Cum
x x
x x
x
x x
x x
x
Variance of PAB over mean

Manufacturing cost

currency
Manufacturing cost
plan

currency
Manufacturing cost

currency
Manufacturing cost
plan

currency

currency)

currency


currency

currency)

currency
x x
x x
x
x x
x x
x
x x
x x
x
x x
x x


currency

currency
currency
Resource cost value in functional

currency
Resource cost value in reporting

currency
Transportation cost

currency
Transportation cost
plan

currency
Transportation cost

currency
Transportation cost
plan

currency
Manufacturing cost
Cumulative Manufacturing cost value
(functional currency) - Cum in functional currency
Manufacturing cost
plan - Cum
x x
x
x x
x x
x
x x

in functional currency
Manufacturing cost
(reporting currency) - Cum in reporting currency
x x
x x
x
x x
x x
Manufacturing cost
plan - Cum

in reporting currency

currency) - Cum
Cumulative Purchasing cost value in

functional currency


functional currency

currency) - Cum

reporting currency


reporting currency

currency - Cum
currency - Cum
Cumulative Resource cost value in

functional currency
Cumulative Resource cost value in

reporting currency
Transportation cost
Cumulative Transportation cost value
(functional currency) - Cum in functional currency
Transportation cost
plan - Cum
x
x x
x
x x
x x
x
x x
Cumulative Transportation cost value

Transportation cost
(reporting currency) - Cum currency
x x
x x
x
x x
x x
Transportation cost
plan - Cum

currency
VMI Inventory value

Projected Available Balance value (in

functional currency) of vendor
managed items
x x
VMI Inventory value

Projected Available Balance value (in

reporting currency) of vendor
managed items
x x
Ratio (percentage) of projected

available balance value in {functional
currency} of vendor managed items to
the total projected available balance of
all items.
x x
Replenishment VMI Inventory - % of total

inventory
Planning
Replenishment
Planning
Demand
Satisfaction
VMI items stockout days
Sum of stock out days of vendor

managed items
x x
VMI items service level
Fill rate of the end demands of vendor

managed items based on quantity
satisfied on time
x x
Late orders ratio (count)
Demand lateness measured as the

percentage of number of end demand
lines unmet on due date
x x
Late Orders ratio (value)
Demand lateness measured as the

percentage of value of end demand
lines unmet on due date
x x
Late Sales Orders (count)
Number of sales order lines that are

satisfied late.
x x
Late Sales Orders (days)
Number of days late of the sales

orders lines that are satisfied late.
x x
Late Sales Orders (value) - Value of sales order lines that are
satisfied late.
functional currency
x x
Late Sales Orders (value) - Value (in reporting currrency) of sales

order lines that are satisfied late.
reporting currency
x x
Late Forecasts (count)
Number of forecasts that are satisfied

late.
x x
Target Service Level
Target Service level of the end

demands.
Target Service Level in IO

plan
Target Service level of the end

demands.
Service Level
Service Level (achieved) based on

quantity satisfied on time (only in case
of IO plans)
Line Fill rate (count)
Fill rate of the end demands measured

as a percentage of number of lines
atleast partially satisfied on time
x x
x x
Perfect Order Index
Fill rate of the end demands measured

as a multiple of two factors percentage of end demands met on
time (even partial quantity) and
percentage of end demands met in full
quantity (even late)
x x
x x
Unmet Demand history
Unmet Demand quantity for the past
Unmet Demand
Unmet Demand quantity - projected
Unmet Revenue (functional Value of sales orders not satisfied by

due date (in functional currency)
currency)
x
x
x
x
x
x
x
x
x x
Unmet Revenue (functional Value of sales orders not satisfied by

due date (in functional currency)
x x
Unmet Revenue (reporting

currency)
Value of sales orders not satisfied by

due date (in reporting currency)
Unmet Revenue (reporting

Value of sales orders not satisfied by

due date (in reporting currency)
Past Due Backlog quantity
Backlog of unmet sales orders

measured as quantity requested less
quantity satisfied (cumulative)
x x
x x
Sales Orders beyond

acceptable date (%)
Percentage of number of sales orders

scheduled beyond acceptable date
x x
x x
Resource availibility
Resource availability measured as

resource hours x capacity units
Resource requirements
Resource requirements measured as

required hours x assigned units
Net Resource Availibility
Net Resource availability after meeting

the requirements
Cum Net Resource

Availibility
Cum Net Resource availability till date
Resource utilization %
Resource utilization as a ratio

(percentage) of resource requirements
to resource availability
The average load ratio for the
Resource Overloaded (ratio) overloaded resources

Manufacturing
Efficiency
x x
x x
Manufacturing WIP start quantity

Efficiency
Quantity of make orders that start in

this bucket.
x x
Setup time - % of total

hours
Make order frequency - measured as a

ratio (percentage) average make order
quantity to the average daily demand
in the plan
Ratio (percentage) of setup resource
hours to the total resource
requirements
Cycletime
Average cycle time taken per order
Throughput rate
Average quantity per hour
Planned mfg lead time (%

of estimate)
Average planned lead time as

percentage of estimated lead time
Avg make order qty - % of

Avg daily demand
PO reschedules - % of total Number of purchase orders

rescheduled as a percentage of the
POs
total purchase orders
x x
x x
Rescheduled Orders (days)
Total days of all Purchase orders, work

orders that are recommended to be
rescheduled
x x
x x
PO cancellations - % of
total POs
Number of purchase orders cancelled

as a percentage of the total purchase
orders
x x
x x
Supplier spend (functional

currency)
New buy order value in functional

currency
Supplier spend (reporting

currency)
New buy order value in reporting

currency
Total buy orders count
Number of new buy orders
x x
x x
Supply volume
Order Quantity of all buy and transfer

orders
x x
x x
Supplier Capacity available

(gross) in units
Supplier Capacity required in
units
Supplier Capacity available (net)
in units
x x
x x
x x
x x
x x
x x
x x
x x
Sourcing
Effectiveness
Supplier Capacity Available

Supplier Capacity Required
Supplier capacity net

available (cum)
Supplier capacity utilization Ratio (percentage) of supplier capacity
required to availability
%
Returns
x x
x
x
Buys from a non-rank-1

supplier (%)
Number of new buy orders planced on

a non-rank-1 supplier as a percentage
of total new buy orders
x x
x x
Avg buy order qty - % of

Avg daily demand
Average new buy order quantity as a

perceentage of average daily demand
x x
x x
count of items single

sourced
count of items single sourced
x x
x x
Returns (% of total sales)
Ratio (percentage) of returns to total

sales
Forecast accuracy %
Forecast Accuracy percentage
Demand priority
Demand Priority
Consensus forecast
Consensus forecast quantity
x
x
Consensus forecast - value

Consensus forecast value in functional

currency
Consensus forecast value in reporting

currency
Cumulative consensus forecast

quantity
Sales forecast quantity
x
x
Sales Forecast - value

Sales Forecast - value
Sales forecast value in {functional

currency}
Sales forecast value in reporting

currency
Sales forecast - cum
Cumulative sales forecast quantity
Marketing Forecast
Marketing forecast quantity
x
x
Marketing Forecast - value

Marketing forecast value in functional

currency
Marketing forecast value in reporting

currency
Cumulative marketing forecast
quantity
Consensus forecast - cum

Sales Forecast
Forecasting
Marketing forecast - cum

Budget (functional
Budget value in functional currency
currency)
Budget (reporting currency) Budget value in reporting currency
Budget (functional
Cumulative Budget value in functional
currency
currency) - Cum
Budget (reporting currency) Cumulative Budget value in reporting
currency
- Cum
x
x
x
Bookings forecast
Bookings forecast quantity
Bookings forecast - value

Bookings forecast value in functional

currency
Bookings forecast value in reporting

currency
Final forecast
Final forecast quantity
Final forecast - value

Final forecast value in functional

currency
Final forecast value in reporting

currency
Final forecast - cum
Cumulative final forecast quantity
Bookings forecast accuracy %
Booking forecast accuracy as a

percentage
Bookings forecast - cum
Cumulative booking forecast quantity
Shipment forecast
Shipment forecast quantity
x
x
Shipment forecast - value

Shipment forecast accuracy
%
Shipment forecast value in functional

currency
Shipment forecast value in reporting

currency
Shipment forecast accuracy as a

percentage
Shipment forecast - cum
Cumulative shipment forecast quantity
Projected Backlog
Projected backlog quantity measured

as difference between shipments and
bookings forecasts
Actual Backlog
Actual backlog quantity measured as

difference between actual shipments
and bookings
Backlog
Sum of actual backlog and the

projected backlog
x
x
x
Shipment history
Actual Production history

quantity
Shipment history quantity
Shipment history - value

Shipment history value in

functional currency
Shipment history value in
reporting currency
Bookings history
Bookings history - value

Booking history quantity

Attained Bookings as a
percentage of Consensus
forecast
Booking history value in
functional currency
Booking history value in
reporting currency
Consensus Forecast
accuracy - MAPE - 4week
Consensus forecast accuracy measured

as Mean Absolute Percentage Error
(MAPE) over 4 weeks
Production history
Attained Bookings %
x
x
x
x
x
x
x

(MAPE) over 8 weekss

Consensus Forecast
accuracy - MAPE - 13 week (MAPE) over 13 weeks
Consensus Forecast
accuracy - MAPE - 8 week
Net Demand
Net effective demand measured as

maximum of actual sales order
quantity or forecast quantity
Constrained Forecast
Constrained or satisfied forecast

quantity
Constrained or satisfied forecast value

Constrained or satisfied forecast value

in reporting currency
Constrained Forecast value (functional currency)

Constrained Forecast value (reporting currency)
Network
Design
Cumulative constrained or satisfied

Constrained Forecast - cum forecast quantity
Constrained Forecast - Cum

value (functional currency)
Constrained Forecast - Cum
value (reporting currency)
Cumulative Constrained or satisfied

forecast value in functional currency
Cumulative Constrained or satisfied

forecast value in reporting currency
Budget Shortfall - functional Shortfall from Budget based on

constrained forecast
currency
Budget Shortfall - reporting Shortfall from Budget based on

constrained forecast
currency
Budget Shortfall %
Percent Shortfall from Budget based

on constrained forecast
Inventory Build Target
Target Inventory quantity
Manufacturing forecast
Intermediate forecast demand

including component demand and
inter-organization transfer demand
Fill rate
Fill rate of the end demands based on

quantity satisfied on time
Exception Type
Sum Last
Sum Last
Sum Last
Sum Last
Sum Last
Sum Last
Sum Last
n/a
n/a
n/a
n/a
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
n/a
n/a
n/a
n/a
Qty satisfied by due date * 100 / Total

Qty
Avg
Avg
((Qty satisfied by due date * probability)

* 100) / Total Qty
Avg
Avg
Annualized COGS / Avg PAB where

Annualized COGS = (item std cost x sum
of Indep dem qty in plan x 365) /
number of days in plan
Avg PAB = average of beginning value
and ending value of each bkt
Avg
Avg
Time Dim
Project
Order Type
Ship method
Sum Last
Source
Supplier
Customer
Item
Priority
Organization
Time
Plan
Net cum supply - demand (as per the

formula used in ASCP) [qty x standard
cost]
cost]
cost]
cost]
formula used in ASCP) [qty ]
formula used in ASCP) [qty ]
formula used in ASCP) [qty / Avg Daily
Demand for the item in the plan]
formula used in ASCP) [qty / Avg Daily
Demand for the item in the plan]
formula used in ASCP) [qty / Total
Demand in the bucket]
formula used in ASCP) [qty / Total
Demand in the bucket]
Avg PAB [average of beginning value and
ending value of each bkt] x Item carrying
cost
cost
cost
cost
Sum [pegged qty of all supplies pegged to
excess]
Exceptions - Count where exception type
= "Items with a shortage"
formula used in ASCP) [qty / Beginning
safety stock in the bucket]
formula used in ASCP) [qty / Beginning
safety stock in the bucket]
Resource
Scenario
Demand class
Meaning
All Dims except Time
Aggreg
rules
Conforming Dimensions
Avg
Sum of all supplies qty
Sum Sum
Sum of all demands qty
Sum Sum
Sum of all Planned Order qty
Sum Sum
Sum of (work orders, purchase orders,

purchase requisitions, intransit shipment,
intransit receipt and PO in receiving)
Sum Sum
Onhand order quantity
Sum Sum
Onhand order quantity
Sum Sum
Sum Last
Sum Last
Safety stock qty for the bucket
Sum Last
Safety stock qty for the bucket
Sum Last
x Sum Sum
x Sum Sum
Refer the "exceptions" worksheet
x Sum Sum
x Sum Sum
x Sum Sum
x Sum Sum
x Sum Sum
x Avg
Sum Sum
Sum Sum
Sum Sum
Sum Sum
x Sum Sum
x Sum Sum
Minimum Inventory Level IF mrp planned

- (NVL(IO output, item attrib) else user
entered SS
Maximum Inventory Level (NVL(level,
item attrib)
Sum of order quantity of individual order

types
Sum of order quantity of individual order
types

= "Items below safety stock"
Exceptions - count where exception type
= "Order sourced from alternate facility")
Exceptions - count where exception type
= "Order sourced from alternate
supplier")
Planned Orders count where order date <
Planning Time Fence of the item
Planned Orders count where order qty >
Order Modifiers
Planned Orders count where order date <
earliest work order date
Order qty of planned orders
Qty of independent demands (use the
current formula in ASCP)
Qty of dependent demands (use the
current formula in ASCP)
Count of items with the exception "Items
with no activity"
Out of scope. Needed only for internal QA
use.
Out of scope. Needed only for internal QA
use.
For all late replenishment for SO/Fcst
exceptions sum (qty not satisfied by due
date x days late)
(production history qty / Total Make order
quantity) * 100
(shipment history qty / Total Independent
Demand qty scheduled to be shipped ) *
100
Annualized COGS / Avg PAB where

Annualized COGS = (item std cost x sum
of Indep dem qty in plan x 365) /
number of days in plan
Avg PAB = average of beginning value
and ending value of each bkt
Avg
Avg
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
n/a
n/a
n/a
n/a
Sum Sum
Future use
project.
Future use
project.
Future use
project.
Future use
project.
. Out of scope for current
Sum Sum
n/a
Sum Sum
Sum Sum
Manufacturing cost + Purchasing cost +

Transportation cost + Carrying cost
Sum Sum

Sum Sum

Sum Sum

Sum Sum
[Manufacturing cost + Purchasing cost +

Transportation cost + Carrying
cost]*100 / Revenue
n/a
n/a

cost]*100 / Revenue
n/a
n/a
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum

No change. Use the current formula used

in ASCP (applying the item attribute as a
% on the cost of average inventory).
Out of scope. Sum [(each value - mean
for the level)^2] / Number of level values
in ASCP (apply the item attribute as a %
on the cost of average inventory)
on the cost of average inventory).
n/a

SNO output. This represents the resource
cost.
cost.
Revenues from expected sales = Sum of
(Independent demand qty * (list price discount)) [Currently already calculated in KPIs
by engine]
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum

by engine]
Sum Sum

by engine]
Sum Sum

by engine]
Sum Sum

by engine]
Sum Sum

by engine]
Sum Sum

by engine]
Sum Sum

by engine]
Sum Sum
(Revenue - Total cost)*100 / Revenue
Sum Sum
(Revenue - Total cost)*100 / Revenue
Sum Sum
Sum Sum
Sum Sum
Revenue - Total cost
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Cum Revenue - Cum Total cost
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
(Cum Revenue - Cum Total cost)*100 /

Cum Revenue
(Cum Revenue - Cum Total cost)*100 /
Cum Revenue

Resource cost + Transportation cost +
Carrying cost
Resource cost + Transportation cost +
Carrying cost
Manufacturing cost + Resource cost +

Purchasing cost + Transportation cost +
Carrying cost
Carrying cost
Carrying cost
Carrying cost
Carrying cost
Carrying cost
cost]*100 / Revenue
cost]*100 / Revenue
Out of scope. Sum [(each value - mean
for the level)^2] / Number of level values
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum

cost.
cost.
cost.
cost.
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Projected Available Balance of VMI items
Sum Last
Sum Last

* 100 / Projected Available Balance of all
items
Sum Last
Sum of number of days (exception to-date

- from-date) for which the exceptions
x
"Items with a shortage" exist for all VMI
items
For VMI items - ((Qty satisfied by due
x
date * probability) * 100) / Total Qty
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Target Service Level of the end demands
min
min
Target Service Level of the end demands
min
min
((Qty satisfied by due date * probability)

* 100) / Total Qty
n/a
n/a
Count of independent demands where

atleast part qty is met by due date /
Count of all independent demands
n/a
n/a
% of independent demands met on time

*
% of independent demands met in-fullqty
Sum Sum
Consensus forecast - Shipment history
Sum Sum
Consensus forecast - Constrained forecast
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Total hours available [hours x units]
Sum Sum
Total hours required [hours x units]
Sum Sum
Sum Sum
Sum Last
Resource requirements * 100 / Resource

availability
n/a
n/a
Exceptions - ratio where exception type =

"Resource Overloaded"
Avg
Avg
Number of demand lines with Late

replenishment exceptions / Total number
of Independent demand lines
Value (qty * price) of demand lines with
Late replenishment exceptions / Total
value of Independent demand lines
= "Late replenishment for sales order"
Exceptions - days where exception type =
"Late replenishment for sales order"
Exceptions - value where exception type
= "Late replenishment for sales order"
Exceptions - value (in reporting currency)
where exception type = "Late
replenishment for sales order"
= "Late replenishment for forecast"
Sum (Qty * (list price - discount)) of

unmet sales order quantity (total quantity
- satisfied by due date)
Cum Qty of open sales orders where
scheduled ship date < sysdate (date of
current bucket)
(Count of sales orders with scheduled
date > latest acceptable date *100) /
Count of sales orders
Resource Availability - Resource

Requirements
Cumulative total of net resource
availability
Sum Sum
Avg
Avg
n/a
n/a
n/a
n/a
Sum of all make order qty (all types of

workorders and make planned orders)
based on WIP start date
(Sum of all make orders (all types of
workorders and make planned orders)
quantity)/Number of Orders)*100) / Avg
Daily Demand
Resource hours (setup) * units * 100 /
Total resource hours * units
Time taken in hours (start time to end
time) for all work orders and make
planned orders / Number of orders
Qty of work orders and make planned
orders / Number of hours of resource
requirements
Actual leadtime (due - start) of all make
orders (all work orders, planned make
orders) * 100 / Estimate of item leadtime
Avg
Avg
Avg
Avg
Avg
Avg
Avg
Avg
Avg
Avg
Sum Sum
Count of rescheduled POs * 100 / Total

number of POs (exclude Requisitions?)
Exceptions - days where exception types

in ("Orders to be rescheduled in" and
"Orders to be rescheduled out")
Count of cancelled POs * 100 / Total

number of POs (exclude Requisitions?)
Sum Sum
Value of buy orders, incl external POs,

external Reqs, New buy planned orders
(using order date) = qty * price [For price
use NVL(ASL price, (List-pricediscount) ] . Out of Scope
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum Sum
Sum First
Avg
Avg
n/a
n/a
Avg
Avg
Avg
Avg
Avg
Avg
Consensus forecast
sum sum
sum sum
sum sum
Value of buy orders, incl external POs,

external Reqs, New buy planned orders
(using order date) = qty * price [For price x
use NVL(ASL price, (List-price-discount) ].
Out of Scope
Count of buy orders, incl external POs,
External Reqs, New buy planned orders
x
(using order date)
Order Quantity of all buy & transfer
orders, incl all POs, all Reqs, New buy
x
planned orders (using order date) and
transfer planned orders (using order date)
Units of available capacity
Required capacity in units based on
detailed supplier requirements
Cum of (Supplier Capacity Available Supplier Capacity Required)
Supplier Capacity Required * 100 /
Supplier Capacity Available
(Count of buy planned orders with the
exception "Order sourced from alternate
supplier" * 100) / Total number of buy
planned orders
Qty of all buy orders (POs, Reqs, buy
planned orders) quantity * 100 / Avg
Daily Demand
Count of items with not more than one
supplier (based on sourcing rules for the
current assignment set)
Value of return orders (qty * price) * 100
/ Value of Sales Orders (by order date)
(Shipment history / Consensus Forecast)
* 100
Sum Sum
Sum Sum
Sum Sum
Demand Priority
n/a
Sales forecast
sum sum
Sales forecast - value
sum sum
Sales forecast - value
sum sum
Sales forecast - cum
n/a
Marketing Forecast
sum sum
sum sum
sum sum
Mktg forecast - cum
n/a
Budget value
sum sum
Budget value
sum sum
Budget value
sum sum
Budget value
sum sum
Bookings forecast
sum sum
sum sum
sum sum
Final forecast
sum sum
sum sum
sum sum
Final forecast - cum
n/a
n/a
(Booking forecast * 100) / Booking

history
avg
avg
Bookings forecast - cum
n/a
n/a
Shipment forecast
sum sum
sum sum
sum sum
(Shipment forecast * 100) / Shipment

history
avg
avg
Shipment forecast - cum
n/a
n/a
Projected backlog (difference between

shipments and bookings)
sum sum
Actual backlog (difference between

shipments and bookings)
sum sum
Actual backlog + Projected backlog
sum sum
Actual Production history
Shipment history
sum sum
sum sum
sum sum
Bookings history
sum sum
(Bookings history * 100) / Consensus

Forecast
sum sum
sum sum
sum sum
Consensus forecast - cum
Mean Absolute Percent Error - Demantra

Output
n/a
n/a
n/a
sum sum
avg
avg

Output
avg
avg

Output
avg
avg
Max of (Sales Order Quantity, forecast

qty)
Sum Sum
satisfied demand (constrained forecast)
Sum Sum
Sum Sum
Sum Sum
n/a
Cum Cum
Cum Cum
Cum Constrained Forecast - Cum Budget
Sum Sum
Cum Constrained Forecast - Cum Budget
Sum Sum
[ (Cum Constrained Forecast - Cum

Budget) / Cum Budget ] * 100
Sum Sum
Sum Sum
Sum Sum
n/a
satisfied demand (constrained forecast) value

Constrained Forecast - cum
Target Inventory quantity

Planned Order Demand (component
demand, transfer demand) - Planned in
v2
Qty satisfied by due date * 100 / Total
Qty
n/a
n/a
Id Exception
Exceptions - Count
1 Items that are over-committed
Count of Exceptions
2 Items with a shortage
Count of Exceptions
3 Items with excess inventory
Count of Exceptions
4 Items with repetitive variance

5 Items with no activity
6 Orders to be rescheduled in
7 Orders to be rescheduled out
8 Orders to be cancelled
9 Orders with compression days
10 Past due orders
11 Items with negative starting on hand
12 Items with expired lot
13 Past due sales orders
14 Past due forecast
15 Late supply pegged to sales order
16 Late supply pegged to forecast
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
17 Items with a shortage in a project/task
Count of Exceptions
Items with excess inventory in a

project/task
19 Items allocated across projects/tasks
20 Items below safety stock
21 Resource overloaded
22 Resource underloaded
Sales Order/Forecast at risk due to
23
resource shortage
24 Late replenishment for sales order
25 Early replenishment for sales order
26 Late replenishment for forecast
27 Early replenishment for forecast
18
of
of
of
of
of
of
of
of
of
of
of
of
of
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count
Count
Count
Count
of
of
of
of
of
of
of
of
Exceptions
Exceptions
Exceptions
Exceptions
28 Supplier capacity overloaded
Count of Exceptions
29 Replenishment before need date

30 Replenishment after need date
31 Planned order uses alternate BOM/Routing
32 Planned order uses alternate routing
33 Planned order uses substitute components
34 Planned order uses alternate resources
35 Demand affected by resource constraint
Count
Count
Count
Count
Count
Count
Count
36 Resource constraint
Count of Exceptions
37 Material constraint
Count of Exceptions
Transportation resource's weight

38
overloaded
Transportation resource's volume
39
overloaded
40 Transportation resource weight constraint
41 Demand affected by material constraint
Sales Order/Forecast at risk due to
42
material shortage
43 Order sourced from alternate facility
44 Order sourced from alternate supplier
Batch was started with less than minimum
45
capacity
Batch was started with more than
46
maximum capacity
47 Orders scheduled to next inventory point
48 Sourcing split percentage violated
Demand satisfied using end item
49
substitution
Transportation resource's weight
50
underloaded
Transportation resource's volume
51
underloaded
52 Sales Order/Forecast at Risk
53 Requirement causes resource overload
of
of
of
of
of
of
of
Exceptions - Value
Value of shortage (qty *

standard cost)
Value of excess (qty *
standard cost)

standard cost)
standard cost)
Value of order (qty *

price) of order (qty *
Value
Value
Value
Value
price) (qty * standard
value
cost)
Value
Value
Value
price)
standard cost)
standard cost)

Value
Value
Value
Value
value
cost)
Value
Value
Value
price)
standard cost)
standard cost)
Value of
price)
Value of
price) of
Value
price) of
Value
price) of
Value
price)
order (qty *
order (qty *
order
order
order
order
(qty
(qty
(qty
(qty
*
*
*
*
Value of
price)
Value of
price) of
Value
price) of
Value
price) of
Value
price)
order
order
order
order
(qty
(qty
(qty
(qty
*
*
*
*
Value of
price) of
Value
price) of
Value
price) of
Value
price)
order
order
order
order
(qty
(qty
(qty
(qty
*
*
*
*
Value of
price) of
Value
price) of
Value
price) of
Value
price)
order
order
order
order
(qty
(qty
(qty
(qty
*
*
*
*
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count
Count
Count
Count
Exceptions - Value
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions

price)
Value
price)

price)
Value
price)

Value
price)
price)

Value
price)
price)

price)

price)
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
54 Order causes Supplier Capacity overload

Order causes Transportation Weight
55
Capacity overload
Order causes Transportation Volume
56
Capacity overload
57 Order with insufficient lead time
58 Requirement with insufficient lead time
59 Order lead time constraint
60 Requirement lead time constraint
61 Transportation resource volume constraint
62 Order is firmed late
63 Requirement is firmed late
64 Order is firmed early
65 Requirement is firmed early
66 Shared supply scheduled late
67 Demand quantity is not satisfied
68 Over commitment for sales order
Late Replenishment for MPP/MPS
69
Demands
70 Changes recommended for sales orders
Alternate Ship method used/ Ship method
71
changed
72 Order Violates Business Calendar
73 Items below Target
74 Items above Target
75 Items above Maximum
76 Order Quantity Change
Planned Order uses Inventory Rebalance
77
Source
78 Organization Capacity Exceeded
79 Trip Over Utilized
80 Trip Under Utilized
Item Shipment Consolidated to a Later
81
Date
82 Allocation Constraint
Internal Transfer Alternate / Changed
83
Ship Method
84 Items with Overconsumption
85 Service level violation
86 Budget Violated
87 Late Supply
88 Early Supply
89 Operation Hard Link Violation
90 Resource Performing Excessive Setups
Resource utilization Change Exceeds
91
Threshold
92 Late Maintenance Work Orders
93 Early Maintenance Work Orders
Manual Allocation causes Projected
94
Stockout
95 Sales Order Line Allocation Split
96 Sales Order Cancellations
97 End Item Supply Shelf Life Voilation
Resource charge was started with less
98
than minimum capacity
Resource charge was started with more
99
than maximum capacity
105 Insufficient Remaining Shelf Life
111 Forecast Expiration
112 Repair Supplier Capacity Overloaded
113 Past Due Returns Forecast
Demand satisfied using Supercession
114
Items
115 Inventory exists for Superceded Items
sno Exception - demand short
sno Exception - demand over
Count of Exceptions
sno
Count of Exceptions
sno
sno
sno
sno
sno
sno
Exception
Exception
Exception
Exception
Exception
Exception
Exception
backorder
Inventory minimum
Inventory maximum
Inventory safety
Resource minimum
Resource maximum
supply minimum
Count of Exceptions
Count of Exceptions
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
of
of
of
of
of
of
of
of
of
of
of
of
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count
Count
Count
Count
Count
of
of
of
of
of
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count
Count
Count
Count
Count
of
of
of
of
of

price)
price)
price)
Value
Value
Value
price)
Value
Value
Value
Value
Value
Value
price)
price)
price)
price)
value
cost) (qty * standard
value
value
cost) of order (qty *
Value
price)
price)

price)
price)
price)
Value
Value
Value
price)
Value
Value
Value
Value
Value
Value
price)
price)
price)
price)
value
value
value
cost) of order (qty *
Value
price)
price)

price)
Value
price)
Value of backorder (qty *
price)
value (qty * standard
value
value
cost)

price)
Value
price)
Value of backorder (qty *
price)
value
value
cost)

cost)

cost)
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count
Count
Count
Count
Count
Count
Count
of
of
of
of
of
of
of
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count of Exceptions
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
Count
of
of
of
of
of
of
of
of
of
of
of
of
of
of
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
Exceptions
sno Exception - supply maximum

Exception - transportation capacity
sno
underutilized
sno overload
Count of Exceptions
Count of Exceptions
Count of Exceptions

cost)

cost)
Exceptions - Days
Days of duration of the
exception
Days of duration of the
exception
Exceptions - Ratio
Shortage quantity
Excess quantity
Reschedule days
Reschedule days
Compression ratio
Days in the past
Quantity
Days
Days
Days
Days
in the past
in the past
late of the supply
late of the supply
Shortage quantity
Excess quantity
Quantity below safety
stock
Resource Load ratio

Resource Load ratio
Resource Load ratio
Days
Days
Days
Days
late
early
late
early
Overload Quantity on the
exception
Order Quantity
Slack quantity [currently
shown as overload for the
exception]
Overload Quantity on the
exception
Load ratio
Load ratio
Load ratio
Shortage quantity
Load ratio on the exception

Load ratio on the exception
Percent variation
Load ratio
Load ratio
Constraint ratio
Load ratio
Load ratio
Load ratio
Compression
Compression
Compression
Compression
Load ratio
Days
Days
Days
Days
Days
Late
Late
Early
Early
Late
Quantity mismatch
Quantity mismatch
Quantity mismatch
Quantity mismatch
Load ratio
Load ratio
Shortage quantity
Violation amount
Days past due
Shortage quantity
Excess quantity
Backordered quantity
Shortage quantity
Excess quantity
Shortage quantity
Load ratio
Load ratio
Shortage quantity
ratio
ratio
ratio
ratio
Excess quantity
Load ratio
Load ratio

APCC Measures External 12.1

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x x

Ratio (percentage) of Projected

Projected available balance

Supplies pegged to excess

The quantity of supplies pegged to

Number of times projected available

Projected avalable balance - Projected Available Balance - quantity

Fill rate of the end demands based on

Service Level (achieved) based on

Ratio of annualized cost of goods sold

Carrying cost value in reporting

Projected avalable balance - Projected Available Balance - quantity

Carrying cost value in functional

Ratio (percentage) of Projected

Projected available balance

Projected available balance Ratio (percentage) of Projected

Projected Available Balance - quantity

Projected available balance Ratio (percentage) of Projected

Projected Available Balance value in

Projected Available Balance value in

Organization, Item, Time)

Projected available balance

Projected Available Balance value in

Projected available balance functional currency (Related

Relevant in Plan types

Inventory turns in IO plan

Ratio of annualized cost of goods sold

Sum of all supplies

Sum of all demands

Recommended planned order quantity

Scheduled Receipt quantity from

Minimum Inventory Level

Minimum inventory level

Maximum Inventory Level

Maximum inventory level

Safety stock quantity

Safety stock in IO plan

Safety stock quantity

Order Quantity in IO plan

Exceptions - Value in functional

Exceptions - Value in reporting

Safety Stock violations

Number of times the inventory fell

Use Alternate Sources

Number of times alternate sources

Number of times alternate suppliers

Number of planned orders within the

Planned order quantity

Independent Dem Qty

End demand quantity

Dependent Dem Qty

Intermediate demand quantity

Items with no activity

Number of items with no activity

Avg Qty of supply pegged

Demand lateness measured as

Obsolete inventory - value

Excess inventory value

Total Supply Chain costs

Sum of manufacturing, purchasing,

Total Supply Chain costs

Sum of manufacturing, purchasing,

Total Supply Chain costs

Sum of manufacturing, purchasing,