BIApps7 9 6-MetricReferenceGuide PDF

ORACLE BUSINESS INTELLIGENCE APPLICATIONS 7.9.
6
METRIC REFERENCE GUIDE
VERSION 1.0
June 2009
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.
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. Financial Analytics

3.1
Financials - AP Balance .................................................................................................... 3-51
3.2
Financials - AP Invoice Aging ............................................................................................ 3-51
3.3
Financials - AP Overview .................................................................................................. 3-54
3.4
Financials - AP Transactions ............................................................................................. 3-58
3.5
Financials - AR Balance .................................................................................................... 3-59
3.6
Financials - AR Invoice Aging............................................................................................ 3-59
3.7
Financials - AR Overview .................................................................................................. 3-62
3.8
Financials - AR Transactions............................................................................................. 3-66
3.9
Financials - GL Balance Sheet .......................................................................................... 3-68
3.10
Financials - GL Budget and Expenses ............................................................................ 3-71
3.11
Financials - GL Cash Flow .............................................................................................. 3-76
3.12
Financials - GL Detail Transactions ................................................................................ 3-79
3.13
Financials - Profitability - Company ................................................................................. 3-80

Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide iii
Contents
3.14
Financials - Profitability - Customer................................................................................. 3-84
3.15
Financials - Profitability - Product .................................................................................... 3-86
3.16
Financials - Revenue Analysis ........................................................................................ 3-88
3.17
Financials - US Federal - GL Balance Sheet .................................................................. 3-88
3.18
Financials - US Federal - GL Detail Transactions ........................................................... 3-95
Chapter 4. Human Resources Analytics

4.1
Human Resources - Absence............................................................................................ 4-96
4.2
Human Resources - Compensation .................................................................................. 4-97
4.3
Human Resources - Learning Enrollment and Completion ............................................. 4-103
4.4
Human Resources - Performance ................................................................................... 4-104
4.5
Human Resources - Recruitment .................................................................................... 4-106
4.6
Human Resources - US Statutory Compliance ............................................................... 4-115
4.7
Human Resources - Workforce Profile ............................................................................ 4-121
Chapter 5. Loyalty Analytics

5.1
Loyalty - Financials .......................................................................................................... 5-128
5.2
Loyalty - Members ........................................................................................................... 5-130
5.3
Loyalty - Partners ............................................................................................................ 5-134
5.4
Loyalty - Programs .......................................................................................................... 5-134
5.5
Loyalty - Promotions ........................................................................................................ 5-139
5.6
Loyalty - Transactions ..................................................................................................... 5-139
Chapter 6. Marketing Analytics

6.1
Marketing - CRM Campaigns .......................................................................................... 6-145
6.2
Marketing - CRM Consumers .......................................................................................... 6-152
6.3
Marketing - CRM Customers ........................................................................................... 6-157
6.4
Marketing - CRM Events ................................................................................................. 6-162
6.5
Marketing - CRM Lead to Order ...................................................................................... 6-166
6.6
Marketing - CRM Leads ................................................................................................... 6-167
6.7
Marketing - CRM Planning .............................................................................................. 6-168
Chapter 7. Price Analytics

7.1
Sales - CRM Price Waterfall ............................................................................................ 7-174
7.2
Sales - CRM Price Waterfall Orders ............................................................................. 7-197
7.3
Sales - CRM Price Waterfall Quotes ............................................................................ 7-197
7.4
Sales - CRM Price ........................................................................................................... 7-197
Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide iv
Contents
Chapter 8. Procurement and Spend Analytics

8.1
Employee Expenses ........................................................................................................ 8-200
8.2
Procurement and Spend - Invoice Lines ......................................................................... 8-202
8.3
Procurement and Spend - Procure to Pay ...................................................................... 8-206
8.4
Procurement and Spend - Purchase Cycle Lines ........................................................... 8-207
8.5
Procurement and Spend - Purchase Orders ................................................................... 8-209
8.6
Procurement and Spend - Purchase Receipts ................................................................ 8-213
8.7
Procurement and Spend - Purchase Requisition Status ................................................. 8-214
8.8
Procurement and Spend - Purchase Requisitions .......................................................... 8-214
8.9
Supplier Performance - Supplier AP Transactions .......................................................... 8-218
8.10
Supplier Performance - Supplier Performance.............................................................. 8-220
Chapter 9. Project Analytics

9.1
Project - Billing ................................................................................................................. 9-222
9.2
Project - Budget ............................................................................................................... 9-224
9.3
Project - Cost ................................................................................................................... 9-228
9.4
Project - Forecast ............................................................................................................ 9-231
9.5
Project - Funding ............................................................................................................. 9-234
9.6
Project - Performance...................................................................................................... 9-235
9.7
Project - Revenue ............................................................................................................ 9-247
Chapter 10. Sales Analytics

10.1
Sales - CRM Customer Overview ............................................................................... 10-250
10.2
Sales - CRM Forecasting ............................................................................................ 10-253
10.3
Sales - CRM Orders .................................................................................................... 10-265
10.4
Sales - CRM Pipeline .................................................................................................. 10-269
10.5
Sales - CRM Products ................................................................................................. 10-272
10.6
Sales - CRM Quotes .................................................................................................... 10-274
10.7
Sales - CRM Sales Activity .......................................................................................... 10-279
10.8
Sales - CRM Usage Accelerator Current .................................................................... 10-280
10.9
Sales - CRM Usage Accelerator Summary ................................................................. 10-282
Chapter 11. Service Analytics

11.1
Service - CRM Activities .............................................................................................. 11-288
11.2
Service - CRM Agreements ......................................................................................... 11-290
11.3
Service - CRM Assets ................................................................................................. 11-296
11.4
Service - CRM Customer Satisfaction ......................................................................... 11-297
11.5
Service - CRM Email Response .................................................................................. 11-298

Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide v
Contents
11.6
Service - CRM Orders ................................................................................................. 11-299
11.7
Service - CRM Products .............................................................................................. 11-303
11.8
Service - CRM Real-Time Activities ............................................................................ 11-305
11.9
Service - CRM Real-Time Assets ................................................................................ 11-305
11.10
Service - CRM Real-Time Service Requests ............................................................ 11-305
11.11
Service - CRM Real-Time Solutions .......................................................................... 11-306
11.12
Service - CRM Service Requests .............................................................................. 11-306
Chapter 12. Supply Chain and Order Management Analytics

12.1
Inventory - Balances .................................................................................................... 12-310
12.2
Inventory - Bill of Materials .......................................................................................... 12-312
12.3
Inventory - Customer and Supplier Returns ................................................................ 12-313
12.4
Inventory - Transactions .............................................................................................. 12-314
12.5
Sales - Backlog History ............................................................................................... 12-315
12.6
Sales - Backlog Lines .................................................................................................. 12-316
12.7
Sales - Booking Lines .................................................................................................. 12-318
12.8
Sales - Customer Activity ............................................................................................ 12-318
12.9
Sales - Inventory and Backlog ..................................................................................... 12-319
12.10
Sales - Invoice Lines ................................................................................................. 12-320
12.11
Sales - Order Lines .................................................................................................... 12-322
12.12
Sales - Order Process ............................................................................................... 12-324
12.13
Sales - Orders and Invoices ...................................................................................... 12-325
12.14
Sales - Orders, Backlog and Invoices ....................................................................... 12-328
12.15
Sales - Pick Lines ...................................................................................................... 12-331
12.16
Sales - Sales Overview ............................................................................................. 12-332
12.17
Sales - Sales Receivables ......................................................................................... 12-333
12.18
Sales - Sales Revenue .............................................................................................. 12-334
12.19
Sales - Schedule Lines .............................................................................................. 12-336
Chapter 13. Additional Metrics Available

13.1
Fact Compound - Account Transactions Time Series ................................................ 13-337
13.2
Fact Compound - Active Asset History & Asset Churn .............................................. 13-338
13.3
Fact Compound - Asset & Asset FINS Contact.......................................................... 13-338
13.4
Fact Compound - Campaign Compund Facts ............................................................ 13-338
13.5
Fact Compound - Campaign History .......................................................................... 13-338
13.6
Fact Compound - Campaign History Response ......................................................... 13-339
13.7
Fact Compound - CampaignHistory & Marketing Cost .............................................. 13-339
13.8
Fact Compound - Marketing Goals Achieved............................................................. 13-339
Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide vi
Contents
13.9
Fact Compound - Order Item & Campaign History .................................................... 13-339
13.10
Fact Compound - Pipeline Rollup and Prior ............................................................. 13-339
13.11
Fact Compound - Order Item Delta ........................................................................... 13-340
13.12
Fact - CRM - Activity.................................................................................................. 13-340
13.13
Fact - CRM - Asset .................................................................................................... 13-340
13.14
Fact - CRM - Campaign History ................................................................................ 13-342
13.15
Fact - CRM - Invoice .................................................................................................. 13-343
13.16
Fact - CRM - Order Item ............................................................................................ 13-343
13.17
Fact - CRM - Order Item Comparison ....................................................................... 13-343
13.18
Fact - CRM - Order Item Price Waterfall (Root Product) ........................................... 13-344
13.19
Fact - CRM - Order Item Price Waterfall Comparison (Root Product) ...................... 13-344
13.20
Fact - CRM - Order Item Quarter Ago ....................................................................... 13-344
13.21
Fact - CRM - Pipeline ................................................................................................ 13-345
13.22
Fact - CRM - Response ............................................................................................. 13-345
13.23
Fact - CRM - Revenue............................................................................................... 13-345
13.24
Fact - CRM - Service Request................................................................................... 13-345
13.25
Fact - CRM - Service Request Amount ..................................................................... 13-346
13.26
Fact - CRM - Service Request Last 6 Months ........................................................... 13-346
13.27
Fact - Fins - AP Posted Transaction ......................................................................... 13-347
13.28
Fact - Fins - AP Transaction ...................................................................................... 13-347
13.29
Fact - Fins - AR Posted Transaction ......................................................................... 13-348
13.30
Fact - Fins - AR Transaction...................................................................................... 13-348
13.31
Fact - Fins - Budget ................................................................................................... 13-349
13.32
Fact - Fins - Customer Account ................................................................................. 13-349
13.33
Fact - Fins - GL Balance............................................................................................ 13-349
13.34
Fact - Fins - GL Cost of Goods Sold ......................................................................... 13-355
13.35
Fact - Fins - GL Cost of Goods Sold Posted ............................................................. 13-355
13.36
Fact - Fins - GL Other................................................................................................ 13-356
13.37
Fact - Fins - GL Other Posted Transaction ............................................................... 13-356
13.38
Fact - Fins - GL Revenue .......................................................................................... 13-358
13.39
Fact - Fins - GL Revenue Posted .............................................................................. 13-358
13.40
Fact - Fins - GL Tax Posted ...................................................................................... 13-359
13.41
Fact - Fins Compound GL Detail Transactions ......................................................... 13-359
13.42
Fact - HR - Event Information .................................................................................... 13-359
13.43
Fact - HR - Event Information (Workforce) ................................................................ 13-359
13.44
Fact - HR - Learning Enrollment and Completion ..................................................... 13-360
13.45
Fact - HR - Learning Enrollment Events .................................................................... 13-361
13.46
Fact - HR - Operation ................................................................................................ 13-361
Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide vii
Contents
13.47
Fact - HR - Operation (Workforce) ............................................................................ 13-362
13.48
Fact - HR - Pay Grade ............................................................................................... 13-363
13.49
Fact - HR - Payroll ..................................................................................................... 13-363
13.50
Fact - HR - Recruitment Event Information ............................................................... 13-363
13.51
Fact - Loyalty - Cost .................................................................................................. 13-364
13.52
Fact - Loyalty - Members By Tier Segment ............................................................... 13-364
13.53
Fact - Loyalty - Points ................................................................................................ 13-365
13.54
Fact - Loyalty - Revenue ........................................................................................... 13-365
13.55
Fact - Loyalty - Revenue By Tier Segment ............................................................... 13-365
13.56
Fact - Marketing - Cost .............................................................................................. 13-365
13.57
Fact - Marketing - Count ............................................................................................ 13-366
13.58
Fact - Marketing - Goal .............................................................................................. 13-366
13.59
Fact - Marketing - Lead ............................................................................................. 13-366
13.60
Fact - Project Budget ................................................................................................. 13-366
13.61
Fact - Project Cost ..................................................................................................... 13-368
13.62
Fact - Project Expenditure ......................................................................................... 13-369
13.63
Fact - Project Forecast .............................................................................................. 13-372
13.64
Fact - Project Funding ............................................................................................... 13-379
13.65
Fact - Project Performance........................................................................................ 13-381
13.66
Fact - Project Revenue .............................................................................................. 13-381
13.67
Fact - Purchasing - Receipt ....................................................................................... 13-382
13.68
Fact - Service - Contact Center Benchmark and Target ........................................... 13-382
13.69
Fact - Service - Contact Center Compound Metrics ................................................. 13-383
13.70
Fact - Service - Contact Center Performance ........................................................... 13-383
13.71
Fact - Service - IVR History ....................................................................................... 13-383
13.72
Fact - Service - Rep Activity ...................................................................................... 13-384
13.73
Fact - Supply Chain - Inventory Balance ................................................................... 13-384
13.74
Fact - Supply Chain - Inventory Transaction ............................................................. 13-384
Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide viii
Introduction
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 prebuilt 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.
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
Oracle Business Intelligence Applications 7.9.6 Metric Reference Guide 1-1
Contact Center Telephony Analytics
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

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.
No
Metric Name
Description
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 organizations 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
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
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

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 callers tolerance and the organizations 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.
No
Metric Name
Description
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
requests.
2.1.27
Chat and Email

Metrics.Abandoned Chat
Volume
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

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 callers
tolerance and the organizations ability to sufficiently handle the call volumes.
No
Metric Name
Description
2.1.32

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

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

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

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

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

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

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
2.1.40

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

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

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.
No
Metric Name
Description
2.1.43

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
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

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 customers request. Analyzing the hold volume, call reasons, and
2.2 Service - Agent Activity

No
Metric Name
Description
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
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
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
No
Metric Name
Description
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
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.
No
Metric Name
Description
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
# 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
2.2.25
Staffing Metrics.Staffed
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
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
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
2.2.29
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
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
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
Time in hh:mm:ss
Measures the time in hh:mi:ss that a representative was on unscheduled breaks. Can
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
2.3 Service - Agent Benchmarks and Targets

No
Metric Name
Description
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

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

Average Handle Time in
Seconds
spend handling each contact. Unit of measure is seconds.
2.3.4

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

Average Queue Hold Time
in Seconds
a customer contact in a queue. Unit of measure is seconds.
2.3.6

Average Talk Time in
Seconds
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

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

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

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

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

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%.
No
Metric Name
Description
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
2.3.14

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

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

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

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

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
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

Answer Delay in Seconds

can take to answer each contact that is in queue. Unit of measure is seconds.
2.3.21

Handle Time in Seconds

can spend handling each contact. Unit of measure is seconds.
2.3.22

Hold Time in Seconds

can place a customer contact on hold. Unit of measure is seconds.
2.3.23

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

Talk Time in Seconds

can spend talknig to a customer contact. Unit of measure is seconds.
2.3.25

Abandonment
No
Metric Name
Description
2.3.26

Answer
2.3.27

Time
2.3.28

2.3.29

Times.Average Queue
Hold Time
2.3.30

2.3.31

Delay
2.3.32

Work Time
seconds.
2.3.33

Time
2.3.34

abandonded calls.
2.3.35

2.3.36

Time
No
Metric Name
Description
2.3.37

2.3.38

2.3.39
Call Metrics - Call

Volume
against each agent.
2.3.40
Call Metrics - Call

Volume

against each agent.
2.3.41
Call Metrics - Call


2.3.42
Call Metrics - Call

Volumes.Call
Abandonment Rate
2.3.43
Call Metrics - Call

Volume
2.3.44
Call Metrics - Call

Volume Per Day
2.3.45
Call Metrics - Call

Volume Per Hour
2.3.46
Call Metrics - Call

Volume
No
Metric Name
Description
2.3.47
Call Metrics - Call

Call Volume
2.3.48
Call Metrics - Call

Volumes.Held Calls
Percent
2.3.49
Call Metrics - Call

Volume
2.3.50
Call Metrics - Call

Volume
2.3.51
Call Metrics - Call

Volumes.Hold Volume
2.3.52
Call Metrics - Call

2.3.53
Call Metrics - Call

2.3.54
2.3.55

Answer Delay
2.3.56

Abandoned Delay
volume.
2.3.57

Time in hh:mi:ss
spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.
2.3.58

Talk Time in hh:mi:ss

can spend talknig to a customer contact. Unit of measure is hh:mi:ss.
No
Metric Name
Description
2.3.59

Queue Hold Time in
hh:mi:ss

spends waiting in a queue. Unit of measure is hh:mi:ss.
2.3.60

Hold Time in hh:mi:ss

can place a customer contact on hold. Unit of measure is hh:mi:ss.
2.3.61

Handle Time in hh:mi:ss

can spend handling each contact. Unit of measure is hh:mi:ss.
2.3.62

Answer Delay in hh:mi:ss

can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.
2.3.63

hh:mi:ss

hh:mi:ss.
2.3.64

Abandonment in hh:mi:ss
Unit of measure is hh:mi:ss. The abandon duration can be used to gauge callers
2.3.65

in hh:mi:ss
Unit of measure is hh:mi:ss. It takes into account the total talk time between a
2.3.66

Times.Average Queue
agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are
2.3.67

in hh:mi:ss
hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in
2.3.68

Delay in hh:mi:ss
site took to answer all contacts that were in queue. Unit of measure is hh:mi:ss.
2.3.69

Time in hh:mi:ss
Measures the average handling time for each call. Unit of measure is hh:mi:ss.
2.3.70

Work Time in hh:mi:ss
hh:mi:ss.
No
Metric Name
Description
2.3.71

Time in hh:mi:ss
phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as
2.3.72

in hh:mi:ss
Unit of measure is hh:mi:ss. This measure includes both answered calls and
abandonded calls.
2.3.73

Times.Total Handle Time in
hh:mi:ss
measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time
2.3.74

Times.Total Talk Time in
hh:mi:ss
measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to
2.3.75

Time in hh:mi:ss
an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only
2.3.76

Times.Total Hold Time in
hh:mi:ss
hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may
2.3.77

by a service representative. Unit of meaure is hh:mi:ss. The Max Answer Delay can be
2.3.78

Abandoned Delay in
hh:mi:ss
abandons the call. Unit of measure is hh:mi:ss. The abandon duration can be used to
volume.
2.3.79

hh:mi:ss
spend talking to a customer contact. Unit of measure is hh:mi:ss.
2.3.80

in hh:mi:ss
a customer contact in a queue. Unit of measure is hh:mi:ss.
No
Metric Name
Description
2.3.81

hh:mi:ss
a customer contact on hold. Unit of measure is hh:mi:ss.
2.3.82

hh:mi:ss
spend handling each contact. Unit of measure is hh:mi:ss.
2.3.83

hh:mi:ss
to answer each contact that is in queue. Unit of measure is hh:mi:ss.
2.4 Service - Agent Performance Overview

No
Metric Name
Description
2.4.1
Chat and Email

Metrics.Chat Volume
2.4.2
Chat and Email

Volume
2.4.3
Chat and Email

Time
requests.
2.4.4
Chat and Email

to Abandonment
2.4.5
Chat and Email

Rate
abandonment rates.
2.4.6
Chat and Email

Disconnects
2.4.7
Chat and Email

Time
requests.
2.4.8
Chat and Email

measure is seconds.
No
Metric Name
Description
2.4.9
Chat and Email

2.4.10
Chat and Email

Rate
2.4.11
Chat and Email

Forecast
2.4.12
Call Metrics - Call

Volume
against each agent.
2.4.13
Call Metrics - Call

Volume

against each agent.
2.4.14
Call Metrics - Call


2.4.15
Call Metrics - Call

Volumes.Call
Abandonment Rate
2.4.16
Call Metrics - Call

Volume
2.4.17
Call Metrics - Call

Volume Per Day
2.4.18
Call Metrics - Call

Volume Per Hour
2.4.19
Call Metrics - Call

Volume
No
Metric Name
Description
2.4.20
Call Metrics - Call

Call Volume
2.4.21
Call Metrics - Call

Volumes.Held Calls
Percent
2.4.22
Call Metrics - Call

Volume
2.4.23
Call Metrics - Call

Volume
2.4.24
Call Metrics - Call

Volumes.Hold Volume
2.4.25
Call Metrics - Call

2.4.26
Call Metrics - Call

2.4.27
2.4.28

Answer Delay
2.4.29

Abandoned Delay
volume.
2.4.30

Abandonment
2.4.31

Answer
No
Metric Name
Description
2.4.32

Time
2.4.33

2.4.34

Times.Average Queue
Hold Time
2.4.35

2.4.36

Delay
2.4.37

Work Time
seconds.
2.4.38

Time
2.4.39

abandonded calls.
2.4.40

2.4.41

Time
No
Metric Name
Description
2.4.42

2.4.43

2.4.44

Abandoned Delay in
hh:mi:ss
abandons the call. Unit of measure is hh:mi:ss. The abandon duration can be used to
volume.
2.4.45

by a service representative. Unit of meaure is hh:mi:ss. The Max Answer Delay can be
2.4.46
Chat and Email

Time in hh:mi:ss
chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the
requests.
2.4.47
Chat and Email

in hh:mi:ss
measure is hh:mi:ss.
2.4.48
Chat and Email

to Abandonment in
hh:mi:ss
the chat before an agent accepted the chat invitation. Unit of measure is hh:mi:ss. This
2.4.49
Chat and Email

Time in hh:mi:ss
the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the
requests.
2.4.50

2.4.51

in hh:mi:ss
2.4.52

Times.Average Queue
No
Metric Name
Description
2.4.53

in hh:mi:ss
2.4.54

Delay in hh:mi:ss
2.4.55

Time in hh:mi:ss
2.4.56

hh:mi:ss.
2.4.57

hh:mi:ss
2.4.58

Time in hh:mi:ss
2.4.59

hh:mi:ss
2.4.60

hh:mi:ss
2.4.61

in hh:mi:ss
abandonded calls.
2.4.62

Time in hh:mi:ss
2.5 Service - Contact Center Benchmarks and Targets

No
Metric Name
Description
2.5.1

Abandonment
2.5.2

Answer
2.5.3

Time
2.5.4

2.5.5

Times.Average Queue
Hold Time
2.5.6

2.5.7

Delay
2.5.8

Work Time
seconds.
2.5.9

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

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

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%.
No
Metric Name
Description
2.5.12

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

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

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

Seconds
spend talking to a customer contact. Unit of measure is seconds.
2.5.16

in Seconds
a customer contact in a queue. Unit of measure is seconds.
2.5.17

Seconds
a customer contact on hold. Unit of measure is seconds.
2.5.18

Seconds
spend handling each contact. Unit of measure is seconds.
2.5.19

Seconds
to answer each contact that is in queue. Unit of measure is seconds.
2.5.20

Time in Seconds
spend performing after-contact activity for each contact. Unit of measure is seconds.
2.5.21

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
2.5.22

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

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

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
No
Metric Name
Description
2.5.25

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

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
2.5.27

Seconds

seconds.
2.5.28

Answer Delay in Seconds

can take to answer each contact that is in queue. Unit of measure is seconds.
2.5.29

Talk Time in Seconds

can spend talknig to a customer contact. Unit of measure is seconds.
2.5.30

Queue Hold Time in
Seconds

spends waiting in a queue. Unit of measure is seconds.
2.5.31

Hold Time in Seconds

can place a customer contact on hold. Unit of measure is seconds.
2.5.32

Handle Time in Seconds

can spend handling each contact. Unit of measure is seconds.
2.5.33

Time
2.5.34

abandonded calls.
2.5.35

2.5.36

Time
No
Metric Name
Description
2.5.37

2.5.38

2.5.39

hh:mi:ss
to answer each contact that is in queue. Unit of measure is hh:mi:ss.
2.5.40

Time in hh:mi:ss
spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.
2.5.41


can spend talknig to a customer contact. Unit of measure is hh:mi:ss.
2.5.42

Queue Hold Time in
hh:mi:ss

spends waiting in a queue. Unit of measure is hh:mi:ss.
2.5.43


can place a customer contact on hold. Unit of measure is hh:mi:ss.
2.5.44


can spend handling each contact. Unit of measure is hh:mi:ss.
2.5.45


can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.
2.5.46

hh:mi:ss

hh:mi:ss.
2.5.47

2.5.48

in hh:mi:ss
No
Metric Name
Description
2.5.49

Times.Average Queue
2.5.50

in hh:mi:ss
2.5.51

Time in hh:mi:ss
2.5.52

Delay in hh:mi:ss
2.5.53

hh:mi:ss.
2.5.54

Time in hh:mi:ss
2.5.55

hh:mi:ss
2.5.56

hh:mi:ss
2.5.57

in hh:mi:ss
abandonded calls.
2.5.58

Time in hh:mi:ss
2.5.59

hh:mi:ss
spend talking to a customer contact. Unit of measure is hh:mi:ss.
No
Metric Name
Description
2.5.60

in hh:mi:ss
a customer contact in a queue. Unit of measure is hh:mi:ss.
2.5.61

hh:mi:ss
a customer contact on hold. Unit of measure is hh:mi:ss.
2.5.62

hh:mi:ss
spend handling each contact. Unit of measure is hh:mi:ss.
2.6 Service - Contact Center Marketing

No
Metric Name
Description
2.6.1
Campaign Call Metrics Total Times.Total

Campaign Queue Hold
Time
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

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 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
knowledgeable representatives are at handling customer requests. During this aftercall-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

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

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%.
No
Metric Name
Description
2.6.7

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

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 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
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 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 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 customers request. Analyzing the hold volume, call reasons, and
2.6.12

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

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

Time
center site in performing the after-contact activity for campaign related contacts. Unit of
measure is seconds.
2.6.16

Campaign Answer Delay
site took to answer all campaign related contacts that were in queue. Unit of measure is
seconds.
2.6.17

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%.
No
Metric Name
Description
2.6.18

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
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 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

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 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 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
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
2.6.23

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 Queue Hold
Time
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.
2.6.25

Work Time
seconds.
2.6.26

Delay
2.6.27

Time
2.6.28

No
Metric Name
Description
2.6.29

Times.Average Queue
Hold Time
2.6.30

2.6.31

Time
2.6.32

abandonded calls.
2.6.33

2.6.34

Time
2.6.35

2.6.36

2.6.37
Call Metrics - Call

Volume
No
Metric Name
Description
2.6.38
Call Metrics - Call

Volume
2.6.39
Call Metrics - Call

Volume
against each agent.
2.6.40
Call Metrics - Call

Volume
2.6.41
Call Metrics - Call

2.6.42
Call Metrics - Call

Volumes.Call
Abandonment Rate
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

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

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
2.6.46

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
2.6.47

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 organizations ability to efficiently handle
contacts.
2.6.48

in hh:mi:ss
abandonded calls.
2.6.49

Time in hh:mi:ss
No
Metric Name
Description
2.6.50

hh:mi:ss
2.6.51

hh:mi:ss
2.6.52

hh:mi:ss
2.6.53

Time in hh:mi:ss
2.6.54

Time in hh:mi:ss
center site in performing the after-contact activity for campaign related contacts. Unit of
2.6.55

Campaign Queue Hold
Time in hh:mi:ss
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 Answer Delay in
hh:mi:ss
site took to answer all campaign related contacts that were in queue. Unit of measure is
hh:mi:ss.
2.6.57

Campaign Talk Time in
hh:mi:ss
while on a campaign related contact. Unit of measure is hh:mi:ss. It takes into account
2.6.58

Campaign Hold Time in
hh:mi:ss
of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a
representative.
No
Metric Name
Description
2.6.59

Campaign Handle Time in
hh:mi:ss
hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves
2.6.60

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 customers request. Analyzing the hold volume, call reasons, and
2.6.61

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 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
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

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
knowledgeable representatives are at handling customer requests. During this aftercall-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 Queue Hold
Time in hh:mi:ss
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 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

No
Metric Name
Description
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.
No
Metric Name
Description
2.7.2

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

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

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.
2.7.8
2.7.9

Answer Delay
2.7.10

Abandoned Delay
volume.
2.7.11
Call Metrics - Call

Volume
against each agent.
2.7.12
Call Metrics - Call

Volume

against each agent.
2.7.13
Call Metrics - Call


2.7.14
Call Metrics - Call

Volumes.Call
Abandonment Rate
No
Metric Name
Description
2.7.15
Call Metrics - Call

Volume
2.7.16
Call Metrics - Call

Volume Per Day
2.7.17
Call Metrics - Call

Volume Per Hour
2.7.18
Call Metrics - Call

Volume
2.7.19
Call Metrics - Call

Call Volume
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.
2.7.21
Call Metrics - Call

Volumes.Held Calls
Percent
2.7.22
Call Metrics - Call

Volume
2.7.23
Call Metrics - Call

Volume
2.7.24
Call Metrics - Call

Volumes.Hold Volume
2.7.25
Call Metrics - Call

No
Metric Name
Description
2.7.26
Call Metrics - Call

2.7.27

Abandonment
2.7.28

Answer
2.7.29

Time
2.7.30

2.7.31

Times.Average Queue
Hold Time
2.7.32

2.7.33

Delay
2.7.34

Work Time
seconds.
2.7.35

2.7.36

abandonded calls.
No
Metric Name
Description
2.7.37

Second
2.7.38

Time
2.7.39

2.7.40

Time
2.7.41
Chat and Email

Metrics.Chat Volume
2.7.42
Chat and Email

Volume
2.7.43
Chat and Email

Time
requests.
2.7.44
Chat and Email

to Abandonment
2.7.45
Chat and Email

Rate
abandonment rates.
2.7.46
Chat and Email

Disconnects
No
Metric Name
Description
2.7.47
Chat and Email

Time
requests.
2.7.48
Chat and Email

measure is seconds.
2.7.49
Chat and Email

2.7.50
Chat and Email

Rate
2.7.51
Chat and Email

Forecast
2.7.52
Chat and Email

Time in hh:mi:ss
chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the
requests.
2.7.53
Chat and Email

in hh:mi:ss
2.7.54
Chat and Email

to Abandonment in
hh:mi:ss
the chat before an agent accepted the chat invitation. Unit of measure is hh:mi:ss. This
2.7.55
Chat and Email

Time in hh:mi:ss
requests.
2.7.56

2.7.57

in hh:mi:ss
2.7.58

Times.Average Queue
2.7.59

in hh:mi:ss
No
Metric Name
Description
2.7.60

Time in hh:mi:ss
2.7.61

Delay in hh:mi:ss
2.7.62

hh:mi:ss.
2.7.63

Time in hh:mi:ss
2.7.64

in hh:mi:ss
abandonded calls.
2.7.65

hh:mi:ss
2.7.66

hh:mi:ss
2.7.67

Time in hh:mi:ss
2.7.68

hh:mi:ss
2.8 Service - Contact Center Sales

No
Metric Name
Description
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
2.8.2

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

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

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

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 organizations effectiveness in generating sales value from
contacts.
2.8.6

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

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 organizations
effectiveness in generating sales value from chats.
2.8.8

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

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
organizations effectiveness in generating sales value from contacts.
2.8.10

Sales Metrics.Average
Hourly Call Sales Value
Measures the average hourly revenue generated by calls going through the call center
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

Minute
Provides the average revenue generated per minute of talk time of calls going through
the contact center.
2.8.12

Call
Provides the average revenue generated per call going through the contact center.
2.8.13

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

No
Metric Name
Description
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
2.9.2

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
2.9.3

Metrics.Average Campaign
Talk Time
while on a campaign related contact. Unit of measure is seconds. It takes into account
2.9.4

Hold Time
of measure is seconds. This metric is not the same as the queue hold time, wherein a
representative.
2.9.5

Handle Time
seconds. Handling time contains talk time and after-call work. Talk time involves
2.9.6

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

Metrics.Outbound Call
Volume
2.9.8

Metrics.Inbound Call
Volume
2.9.9

Metrics.Average Talk Time
2.9.10

Metrics.Average Hold Time
No
Metric Name
Description
2.9.11

Metrics.Average Handle
Time
2.9.12

Metrics.Call Abandonment
Rate
2.9.13

Metrics.Total Rep Call
Volume
against each agent.
2.9.14

Metrics.Total Call Volume
2.9.15
Contact Center Sales

Metrics.Revenue per
Contact Center
2.9.16

Metrics.Revenue per
Employee
2.9.17

Metrics.Total Sales
Revenue
contacts.
2.9.18

Metrics.Chat Revenue Per
Minute
2.9.19

Metrics.Total Chat
Revenue
2.9.20

Metrics.Total Call Sales
Revenue
2.9.21

Metrics.Revenue per
Minute
the contact center.
2.9.22

Metrics.Revenue per Call
2.9.23

while on a campaign related contact. Unit of measure is hh:mi:ss. It takes into account
No
Metric Name
Description
2.9.24

of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a
representative.
2.9.25

hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves
2.9.26

Metrics.Average Talk Time
in hh:mi:ss
2.9.27

Metrics.Average Hold Time
in hh:mi:ss
2.9.28

Metrics.Average Handle
Time in hh:mi:ss
2.10 Service - Customer Service Overview

No
Metric Name
Description
2.10.1

Entering IVR
2.10.2

2.10.3

Completed in IVR
IVR and hung up.
2.10.4

2.10.5
Contact Metrics.Average
Chat Hold Time
requests.
No
Metric Name
Description
2.10.6
Contact Metrics.Chat
Volume
2.10.7
Contact Metrics.Email
Volume
2.10.8
Contact Metrics.Chat
Abandonment Rate
abandonment rates.
2.10.9
Contact Metrics.Service
Level
2.10.10
Speed of Answer
2.10.11
Handle Time
2.10.12
Hold Time
2.10.13
Queue Hold Time
2.10.14
Contact Metrics.Total Rep

Call Volume
against each agent.
2.10.15
Contact Metrics.Call
Abandonment Rate
2.10.16
Call Volume Per Day
2.10.17
Call Volume Per Hour
No
Metric Name
Description
2.10.18
Contact Metrics.Inbound
Call Volume
2.10.19
Contact Metrics.Total Call

Volume
2.10.20
Chat Hold Time in hh:mi:ss
requests.
2.10.21
Queue Hold Time in
hh:mi:ss
2.10.22
2.10.23
2.11 Service - Enterprise Contact Center Overview

No
Metric Name
Description
2.11.1
Call Metrics - Call

Volume
against each agent.
2.11.2
Call Metrics - Call

Volumes.Call
Abandonment Rate
2.11.3
Call Metrics - Call

Volumes.Service Level
2.11.4
Call Metrics - Call

Volume Per Hour
2.11.5
Call Metrics - Call

Volume Per Day
No
Metric Name
Description
2.11.6
Call Metrics - Call

2.11.7
Chat and Email

Time
requests.
2.11.8
Chat and Email

Metrics.Chat Volume
2.11.9
Chat and Email

2.11.10
Chat and Email

Rate
abandonment rates.
2.11.11

Answer
2.11.12

Time
2.11.13

2.11.14

Times.Average Queue
Hold Time
2.11.15

Entering IVR
2.11.16

2.11.17

Completed in IVR
IVR and hung up.
2.11.18

No
Metric Name
Description
2.11.19

Metrics.Revenue per
Contact Center
2.11.20

Metrics.Revenue per
Employee
2.11.21

Metrics.Total Sales
Revenue
contacts.
2.11.22

Metrics.Chat Revenue Per
Minute
2.11.23

Metrics.Total Chat
Revenue
2.11.24

Metrics.Total Call Sales
Revenue
2.11.25

Metrics.Revenue per
Minute
the contact center.
2.11.26

Metrics.Revenue per Call
2.11.27
Chat and Email

Time in hh:mi:ss
requests.
2.11.28

Time in hh:mi:ss
2.11.29

Times.Average Queue
2.11.30

in hh:mi:ss
2.12 Service - IVR
No
Metric Name
Description
2.12.1
Facts - IVR Metrics.# of

Calls Entering IVR
2.12.2

Calls Transferred Out of
IVR
2.12.3

Calls Completed in IVR
IVR and hung up.
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

No
Metric Name
Description
2.13.1
Revenue Metrics.Revenue
per Employee
2.13.2
per Call
2.13.3
per Minute
the contact center.
2.13.4
Revenue Metrics.Average
Call Sales Value
Calculates the average revenue generated by calls going through the call center
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
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
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
No
Metric Name
Description
2.13.11
Sales Revenue
contacts.
2.13.12
Revenue Metrics.Total Call

Sales Revenue
2.13.13
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
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
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

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

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
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

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

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

Metrics.Employee
Compensation
Measures the total employee cost incurred for each contact representative at the
2.13.28

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

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

No
Metric Name
Description
2.14.1
per Employee
2.14.2
per Call
2.14.3
per Minute
the contact center.
2.14.4
Chat Revenue
2.14.5
Sales Revenue
contacts.
2.14.6
Revenue Metrics.Chat
Revenue Per Minute
2.14.7
Revenue Metrics.Total Call

Sales Revenue
2.14.8
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

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

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

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

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
2.14.16

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.
No
Metric Name
Description
2.14.17

Metrics.Employee
Compensation
Measures the total employee cost incurred for each contact representative at the
2.14.18

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

Metrics.Headcount
Measures the number of representatives working in the contact center (service center)
that take calls.
Financial Analytics
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.
3.1 Financials - AP Balance

No
Metric Name
Description
3.1.1
Facts - AP Balance.AP
Amount
Amount of credit in Group level currency
3.1.2
Facts - AP Balance.Closing
Amount
Closing balance for specified account(s) in Group level currency
3.1.3
Local Amount
Closing balance for specified account(s) in Local level currency
3.1.4
Facts - AP
Balance.Opening Amount
3.1.5
Facts - AP
Balance.Opening Local
Amount
Opening balance for specified account(s) in Local level currency
3.2 Financials - AP Invoice Aging

No
Metric Name
Description
3.2.1
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.
3.2.2
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.
3.2.3
Facts - AP Balance
Aging.AP Aging 31-60
Amount
This metric is the net payable outstanding to the supplier aged between 31 to 60 days.
It is calculated as follows: sum of transaction amount where document status = Open
and (current reporting date - baseline date) is between 31 and 60 days.
3.2.4
Facts - AP Balance
Amount to Total %
This metric computes the percentage of AP Aging 31-60 Amount to total outstanding
AP Balance.
3.2.5
Facts - AP Balance
Amount
3.2.6
Facts - AP Balance
Amount to Total %
AP Balance.
3.2.7
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
No
Metric Name
Description
3.2.8
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.
3.2.9
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.
3.2.10
Facts - AP Balance
Aging.AP Count Open
Transactions
This metric counts all open transactions related to Payables
3.2.11
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.
3.2.12
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.
3.2.13
Facts - AP Invoice
Amount.Total AP Invoice
Amount
Total AP Invoice amount for each each invoice line item.
3.2.14
Facts - AP Payments Due

Until Due
This metric averages the days until due (Current Reporting Date < Payment Due Date)
over the number of such transactions.
3.2.15

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
3.2.16

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
(payment due date - current reporting date) is between 0 and 30 days.
3.2.17

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.
3.2.18

Aging.AP Due 31-60
Amount
3.2.19

Aging.AP Due 31-60
Amount to Total Due %
3.2.20

Aging.AP Due 61-90
Amount
3.2.21

Aging.AP Due 61-90
3.2.22

Aging.AP Due 90+ Amount
This metric is the amount due to the supplier aged 90+ days, but not past due. It is
(payment due date - current reporting date) is over 90 days.
3.2.23

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.
3.2.24

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
No
Metric Name
Description
3.2.25

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.
3.2.26
Facts - AP Payments
Overdue Aging.AP Avg
Invoice Days Overdue
This metric averages the days overdue (Current Reporting Date > Payment Due Date)
3.2.27
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
3.2.28
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.
3.2.29
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.
3.2.30
Facts - AP Payments
Overdue Aging.AP
Overdue 31-60 Amount
This metric is the amount past due to the supplier aged 31 to 60 days. It is calculated
as follows: sum of transaction amount where the document status is Open and (current
3.2.31
Facts - AP Payments
Overdue Aging.AP
Total Overdue %
balances.
3.2.32
Facts - AP Payments
Overdue Aging.AP
3.2.33
Facts - AP Payments
Overdue Aging.AP
Total Overdue %
balances.
3.2.34
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
reporting date - payment due date) is over 90 days
3.2.35
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.
3.2.36
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
3.2.37
Facts - AP Payments
Overdue Aging.AP
Overdue Items to Total %
This metric computes the ratio of overdue AP transactions to all open AP transactions
3.2.38
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)
3.2.39
Facts - AP Payments
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
3.3 Financials - AP Overview

No
Metric Name
Description
3.3.1
Facts - AP Balance
Aging.AP Aging 1-30
Amount
3.3.2
Facts - AP Balance
Aging.AP Aging 1-30
Amount to Total %
Balance.
3.3.3
Facts - AP Balance
Amount
3.3.4
Facts - AP Balance
Amount to Total %
AP Balance.
3.3.5
Facts - AP Balance
Amount
3.3.6
Facts - AP Balance
Amount to Total %
AP Balance.
3.3.7
Facts - AP Balance
Aging.AP Aging 90+
Amount
3.3.8
Facts - AP Balance
Aging.AP Aging 90+
Amount to Total %
Balance.
3.3.9
Facts - AP Balance
Outstanding
3.3.10
Facts - AP Balance
Aging.AP Count Open
Transactions
This metric counts all open transactions related to Payables
3.3.11
Facts - AP Balance
Aging.Total AP
Outstanding Amount
3.3.12
Amount
3.3.13
Facts - AP Balance.Credit
Amount
3.3.14
Facts - AP Balance.Debit
Amount
Amount of debit in Group level currency
3.3.15
Facts - AP
3.3.16
Facts - AP Payment
Performance.AP Avg
Supplier Payment Days
This metric computes the average days to pay to the suppliers
3.3.17
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
No
Metric Name
Description
3.3.18
Facts - AP Payment
Performance.AP Times
Paid Before Due
This metric shows the number of times paid before due date to the suppliers
3.3.19
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.
3.3.20

Until Due
3.3.21

Aging.AP Count Days Until
Due Transaction
3.3.22

3.3.23

to Total Due %
3.3.24

Aging.AP Due 31-60
Amount
3.3.25

Aging.AP Due 31-60
3.3.26

Aging.AP Due 61-90
Amount
3.3.27

Aging.AP Due 61-90
3.3.28

This metric is the amount due to the supplier aged 90+ days, but not past due. It is
(payment due date - current reporting date) is over 90 days.
3.3.29

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.
3.3.30

Aging.AP Due Amount to
Total %
follows: AP Due Balance / AP Balance * 100
3.3.31

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.
3.3.32
Facts - AP Payments
Overdue Aging.AP Avg
3.3.33
Facts - AP Payments
Overdue Aging.AP Count
Overdue Transaction
Overdue metric
3.3.34
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
Financial Analytics
No
Metric Name
Description
3.3.35
Facts - AP Payments
Overdue Aging.AP
Total Overdue %
balances.
3.3.36
Facts - AP Payments
Overdue Aging.AP
3.3.37
Facts - AP Payments
Overdue Aging.AP
Total Overdue %
balances.
3.3.38
Facts - AP Payments
Overdue Aging.AP
3.3.39
Facts - AP Payments
Overdue Aging.AP
Total Overdue %
balances.
3.3.40
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
3.3.41
Facts - AP Payments
Overdue Aging.AP
Total Overdue %
This metric computes the percetage of AP Overue 90+ Amount to Total Overdue
balances.
3.3.42
Facts - AP Payments
Overdue Aging.AP
%
3.3.43
Facts - AP Payments
Overdue Aging.AP
3.3.44
Facts - AP Payments
This metric computes the total due balances (before payment due date) and total
overdue balances (past due)
3.3.45
Facts - AP Payments
Overdue Amount
payment due date.
3.3.46
Facts - AP Transactions.#
Non Credit Card Invoices
Paid Before due
Total number of non credit card invoices that are paid on time
3.3.47
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.
3.3.48
Electronic Payment
Amount
The percentage of payments made to suppliers that are paid electronically
3.3.49
Interest Penalties Paid
The amount of interest penalties paid on late invoices relative to total dollars paid
3.3.50
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
No
Metric Name
Description
3.3.51
Facts - AP Transactions.AP
Avg CR Memo Amount
This metric shows average credit memo amount processed for a period.
3.3.52
Avg DR Memo Amount
This metric shows average debit memo amount processed for a period.
3.3.53
Avg Invoice Amount
This metric shows the average invoice amount by : (AR Invoice Amount / AR Invoice
Count)
3.3.54
Avg Payment Amount
This metric shows average payment amount memo amount processed for a period (AP
Total Payment Amount / AP Payment Count)
3.3.55
Count Payment
Transactions
This metric computes the count of all payment transactions
3.3.56
Count Payments without
Invoice
This metric is the count of payments without an associated invoice number.
3.3.57
CR Memo Amount to
Invoice %
This metric computes the percentage of CR Memo Amount to the total Invoice Amount
for a period
3.3.58
Credit Memo Amount
This metric shows the amount of credit memo(s) related to the supplier.
3.3.59
Credit Memo Count
This metric is a count of credit memos related to the supplier.
3.3.60
Debit Memo Amount
This metric shows the amount of debit memo(s) related to the supplier.
3.3.61
Debit Memo Count
This metric is a count of debit memos related to the supplier.
3.3.62
Invoice Amount
This metric is the amount on the invoice from the supplier(s).
3.3.63
Invoice Count
This metric is a count of invoices from the supplier.
3.3.64
Payment Amount to Invoice
%
This metric computes the percentage of AP Payment Amount to the total Invoice
Amount for a period
3.3.65
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.
3.3.66
Facts - AP
Transactions.Electronic
Payment Amount
The amount of electronic payments measures the extent to which suppliers are paid
electronically
3.3.67
Facts - AP
Transactions.Interest
Penalties Paid
The amount of interest penalties paid on late invoices relative to total amount paid
3.3.68
Facts - AP
Transactions.Non-Credit
Card Invoice Paid Amount
Total amount of non credit card invoices
3.3.69
Facts - AP Turnover.AP
Turnover
Accounts Payables Turnover measures the number of times trade payables turnover
during the year.
3.3.70
Facts - AP Turnover.Days
Payables Outstanding
This metric shows the average length of time the trade payables are outstanding before
they are paid.
3.3.71
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
3.4 Financials - AP Transactions

No
Metric Name
Description
3.4.1
Facts - AP Transactions.#
Non Credit Card Invoices
Paid Before due
Total number of non credit card invoices that are paid on time
3.4.2
Electronic Payment
Amount
The percentage of payments made to suppliers that are paid electronically
3.4.3
Interest Penalties Paid
The amount of interest penalties paid on late invoices relative to total dollars paid
3.4.4
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
3.4.5
Amount
Amount in Group level currency
3.4.6
Avg CR Memo Amount
3.4.7
Avg DR Memo Amount
3.4.8
Avg Invoice Amount
Count)
3.4.9
Avg Payment Amount
3.4.10
Count Payment
Transactions
3.4.11
CR Memo Amount to
Invoice %
for a period
3.4.12
Credit Memo Amount
3.4.13
Credit Memo Count
3.4.14
Debit Memo Amount
3.4.15
Debit Memo Count
3.4.16
Document Amount
Amount in Document level currency
3.4.17
Invoice Amount
This metric is the amount on the invoice from the supplier(s).
3.4.18
Invoice Count
3.4.19
Local Amount
Amount in Local level currency
Financial Analytics
No
Metric Name
Description
3.4.20
Payment Amount to Invoice
%
Amount for a period
3.4.21
Payment Count
This metric is a count of payments to the supplier.
3.4.22
Times Paid After Due
3.4.23
Times Paid Before Due
3.4.24
Total Payment Amount
3.4.25
Total Payment Days
This metric computes the total days to pay.
3.4.26
Facts - AP
Transactions.Electronic
Payment Amount
The amount of electronic payments measures the extent to which suppliers are paid
electronically
3.4.27
Facts - AP
Transactions.Interest
Penalties Paid
The amount of interest penalties paid on late invoices relative to total amount paid
3.4.28
Facts - AP
Transactions.Non-Credit
Card Invoice Paid Amount
Total amount of non credit card invoices
3.5 Financials - AR Balance

No
Metric Name
Description
3.5.1
Facts - AR Balance.Closing
Amount
3.5.2
Facts - AR Balance.Credit
Amount
3.5.3
Limit Used %
This metric is calculated as: AR Balance / Credit Limit Allocated * 100.
3.5.4
Facts - AR Balance.Debit
Amount
3.5.5
Facts - AR
Opening balance for specified account(s) in Group currency
3.6 Financials - AR Invoice Aging

No
Metric Name
Description
3.6.1
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
No
Metric Name
Description
3.6.2
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.
3.6.3
Facts - AR Balance
Aging.AR Aging 31-60
Amount
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.
3.6.4
Facts - AR Balance
Amount to Total %
This metric computes the percentage of AR Aging 31-60 Amount to total outstanding
AR Balance.
3.6.5
Facts - AR Balance
Amount
days.
3.6.6
Facts - AR Balance
Amount to Total %
AR Balance.
3.6.7
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
3.6.8
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.
3.6.9
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
3.6.10
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.
3.6.11
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
3.6.12
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.
3.6.13
Facts - AR Invoice
Amount.Total AR Invoice
Amount
Total AR Invoice amount for each each invoice line item.
3.6.14
Facts - AR Payments Due

Until Due
This metric averages the days until due (sysdate < payment_due_date) over the
number of such transactions.
3.6.15

Aging.AR Count Days Until
Due Transaction
3.6.16

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.
3.6.17

Aging.AR Due 1-30
This metric computes the percetage of AR Due 1-30 Amount to Total Due balances.
Financial Analytics
No
Metric Name
Description
3.6.18

Aging.AR Due 31-60
Amount
3.6.19

Aging.AR Due 31-60
3.6.20

Aging.AR Due 61-90
Amount
3.6.21

Aging.AR Due 61-90
3.6.22

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
3.6.23

to Total Due %
This metric computes the percetage of AR Due 90+ Amount to Total Due balances.
3.6.24

Aging.AR Due Amount to
Total %
follows: AR Due Balance / AR Balance * 100
3.6.25

Aging.Total AR Due
Amount
document status of Open, and are within the payment due date.
3.6.26
Facts - AR Payments
Overdue Aging.AR Avg
This metric averages the days overdue (sysdate> payment_due_date) over the number
of such transactions.
3.6.27
Facts - AR Payments
Overdue Aging.AR Count
Overdue Transaction
Overdue metric
3.6.28
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.
3.6.29
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
This metric computes the percetage of AR Overue 1-30 Amount to Total Overdue
balances.
3.6.30
Facts - AR Payments
Overdue Aging.AR
3.6.31
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
balances.
3.6.32
Facts - AR Payments
Overdue Aging.AR
3.6.33
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
balances.
Financial Analytics
No
Metric Name
Description
3.6.34
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
3.6.35
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
This metric computes the percetage of AR Overue 90+ Amount to Total Overdue
balances.
3.6.36
Facts - AR Payments
Overdue Aging.AR
%
This metric compares the customer overdue balance with the total AR Balance. The
formula is: AR Overdue balance / AR Balance * 100
3.6.37
Facts - AR Payments
Overdue Aging.AR
AR Overdue Items to Total %
3.6.38
Facts - AR Payments
Overdue Aging.Overall AR
%
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.
3.6.39
Facts - AR Payments
Overdue Aging.Total AR
This metric shows the total of due balances (that are within Payment Due date) and
overdue balances (that are past due)
3.6.40
Facts - AR Payments
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.
3.7 Financials - AR Overview

No
Metric Name
Description
3.7.1
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.
3.7.2
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.
3.7.3
Facts - AR Balance
Amount
days.
3.7.4
Facts - AR Balance
Amount to Total %
AR Balance.
3.7.5
Facts - AR Balance
Amount
days.
3.7.6
Facts - AR Balance
Amount to Total %
AR Balance.
Financial Analytics
No
Metric Name
Description
3.7.7
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
3.7.8
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.
3.7.9
Facts - AR Balance
Outstanding
This mterics provides the average days an invoice is outstanding. Represents the
efficiency of AR collection process
3.7.10
Facts - AR Balance
Aging.AR Count
3.7.11
Facts - AR Balance
Aging.Total AR
Outstanding Amount
3.7.12
Group Amount
3.7.13
Local Amount
Closing balance for specified account(s) in local currency
3.7.14
Limit Used %
3.7.15
Facts - AR
Balance.Opening Group
Amount
3.7.16
Facts - AR
Amount
Opening balance for specified account(s) in local currency
3.7.17
Facts - AR Payment
Performance.AR Avg
Customer Payment Days
This metric computes the average days to pay by customers
3.7.18
Facts - AR Payment
Performance.AR Times
Paid After Due
This metric computes the number of times the customer paid after due date.
3.7.19
Facts - AR Payment
Performance.AR Times
Paid Before Due
This metric computes the number of times the customer paid on or before due date.
3.7.20
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.
3.7.21

Until Due
3.7.22

Aging.AR Count Days Until
Due Transaction
3.7.23

Aging.AR Due 1-30
Amount
3.7.24

Aging.AR Due 1-30
Financial Analytics
No
Metric Name
Description
3.7.25

Aging.AR Due 31-60
Amount
3.7.26

Aging.AR Due 31-60
3.7.27

Aging.AR Due 61-90
Amount
3.7.28

Aging.AR Due 61-90
3.7.29

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
3.7.30

to Total Due %
This metric computes the percetage of AR Due 90+ Amount to Total Due balances.
3.7.31

Aging.AR Due Amount to
Total %
follows: AR Due Balance / AR Balance * 100
3.7.32

Aging.Total AR Due
Amount
document status of Open, and are within the payment due date.
3.7.33
Facts - AR Payments
Overdue Aging.AR Avg
This metric averages the days overdue (sysdate> payment_due_date) over the number
of such transactions.
3.7.34
Facts - AR Payments
Overdue Aging.AR Count
Overdue Transaction
Overdue metric
3.7.35
Facts - AR Payments
Overdue Aging.AR
Overdue 1-30 Amount
3.7.36
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
balances.
3.7.37
Facts - AR Payments
Overdue Aging.AR
3.7.38
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
balances.
3.7.39
Facts - AR Payments
Overdue Aging.AR
3.7.40
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
balances.
Financial Analytics
No
Metric Name
Description
3.7.41
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
3.7.42
Facts - AR Payments
Overdue Aging.AR
Total Overdue %
This metric computes the percetage of AR Overue 90+ Amount to Total Overdue
balances.
3.7.43
Facts - AR Payments
Overdue Aging.AR
%
3.7.44
Facts - AR Payments
Overdue Aging.AR
This metric computes the ratio of overdue AR transactions to all open AR transactions
3.7.45
Facts - AR Payments
Overdue Aging.Overall AR
%
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.
3.7.46
Facts - AR Payments
3.7.47
Facts - AR Payments
Overdue Amount
payment due date.
3.7.48
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.
3.7.49
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.
3.7.50
Facts - AR
Transactions.AR Avg
Invoice Amount
The metric provides Average Invoice Amount processed by (AR Invoice Amount /
Invoice Count) for the period chosen.
3.7.51
Facts - AR
Transactions.AR Avg
Payment Amount
The metric provides Average Payment Amount processed by (AR Payment Amount /
Payment Count) for the period chosen.
3.7.52
Facts - AR
Transactions.AR Count
Payment Transactions
3.7.53
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.
3.7.54
Facts - AR
Transactions.AR Credit
Memo Amount
This metric provides the value of Credit Memo Amount by summarizing all credit memo
transactions.
3.7.55
Facts - AR
Memo Count
The count of credit memos issued for the customer
3.7.56
Facts - AR
Transactions.AR Debit
Memo Amount
This metric shows debit memo amounts issued to the customers.
Financial Analytics
No
Metric Name
Description
3.7.57
Facts - AR
Memo Count
The count of debit memos issued for the customer
3.7.58
Facts - AR
Transactions.AR Invoice
Amount
The total amount of the invoice sent to the cusotmer
3.7.59
Facts - AR
Count
The count of invoices for the customer
3.7.60
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.
3.7.61
Facts - AR
Transactions.AR Total
Payment Amount
This shows total payments received from the Customers that includes both applied and
unapplied against outstanding invoices.
3.7.62
Facts - AR
Transactions.AR Unapplied
Payment Amount
This shows payments received from the Customers that are unapplied against
outstanding invoices.
3.7.63
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.
3.7.64
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.
3.7.65
Sales Outstanding
(Revenue-YTD)
3.7.66
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.
3.8 Financials - AR Transactions

No
Metric Name
Description
3.8.1
Facts - AR
Transactions.AR Amount
Amount in Group level currency. Group currency is generally the reporting currency for
any corporation.
3.8.2
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.
3.8.3
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.
3.8.4
Facts - AR
Transactions.AR Avg
Invoice Amount
The metric provides Average Invoice Amount processed by (AR Invoice Amount /
Invoice Count) for the period chosen.
3.8.5
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
No
Metric Name
Description
3.8.6
Facts - AR
Transactions.AR Count
3.8.7
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.
3.8.8
Facts - AR
Amount
This is the amount of credit posting.
3.8.9
Facts - AR
Memo Amount
This metric provides the value of Credit Memo Amount by summarizing all credit memo
transactions.
3.8.10
Facts - AR
Memo Count
The count of credit memos issued for the customer
3.8.11
Facts - AR
Amount
This is the amount of debit posting.
3.8.12
Facts - AR
Memo Amount
This metric shows debit memo amounts issued to the customers.
3.8.13
Facts - AR
Memo Count
The count of debit memos issued for the customer
3.8.14
Facts - AR
Transactions.AR Document
Amount
3.8.15
Facts - AR
Amount
The total amount of the invoice sent to the cusotmer
3.8.16
Facts - AR
Count
3.8.17
Facts - AR
Transactions.AR Local
Amount
3.8.18
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.
3.8.19
Facts - AR
Transactions.AR Times
Paid After Due
This metric computes the number of times the customer paid after due date.
3.8.20
Facts - AR
Transactions.AR Times
Paid Before Due
This metric computes the number of times the customer paid on or before due date.
3.8.21
Facts - AR
Payment Amount
3.8.22
Facts - AR
Payment Days
This metric computes the total days to pay
Financial Analytics
No
Metric Name
Description
3.8.23
Facts - AR
Transactions.AR Unapplied
Payment Amount
This shows payments received from the Customers that are unapplied against
outstanding invoices.
3.9 Financials - GL Balance Sheet

No
Metric Name
Description
3.9.1
Facts - Asset Turnover

Ratios.AP Turnover
This metric calculates Purchases / Accounts Payables; where Purchases = total

purchases from various suppliers
3.9.2

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
3.9.3

Ratios.Avg Inventory Days
This metric determines the ratio of inventory to cogs to measure the efficiency of the
firms 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.
3.9.4

Ratios.Cash Cycle
This metric calculates an organizations cash cycle by subtracting the Operating Cycle
in days from the Average Payables in days.
3.9.5

Ratios.Days Payables
Outstanding
This metric determines the average number of days in accounts receivable to measure
the effectiveness of the firms credit policies and indicate the level of investment in
receivables needed to maintain the firms sales level.
3.9.6

Ratios.Days Sales
Outstanding
3.9.7

Ratios.Inventory Turnover
This metric capture the Cost of Goods Sold to Inventories ratio to measure the
efficiency of the firms 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.
3.9.8

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.
3.9.9

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.
3.9.10

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.
3.9.11

Ratios.Working Capital
Turnover
This metric determine the ratio of revenue to Working Capital where working capital =
current assets - current liabilities.
3.9.12
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.
3.9.13

Ratios.Current Ratio
This metric calculates the current assets to current liabilities ratio.
3.9.14

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
No
Metric Name
Description
3.9.15

Ratios.Debt To Equity
This metric calculates the long-term debt to total equity ratio.
3.9.16

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
3.9.17

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.
3.9.18

Ratios.Quick Ratio
This metric provides liquidity information by calculating (Current Assets - Inventories) /

Current Liabilities.
3.9.19

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
3.9.20

Statement.Accounts
Payable
This metric shows Payables oustanding as of a particular date.
3.9.21

Statement.Accounts
Receivable
This metric shows receivables outstanding as of a particular date.
3.9.22

Statement.Accrued
Liabilities
This metric sums up all GL Account balances comprising of accrued liabilities.
3.9.23

Statement.Accumulated
Depreciation
This metric provides the value of accumulated depreciation.
3.9.24

Statement.Cash
This metric shows the cash balance as of a particular time period.
3.9.25

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.
3.9.26

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.
3.9.27

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
3.9.28

Statement.Finished Goods
Inventory
This metric gives the total finished goods inventory for a selected period.
3.9.29

Statement.Goodwill
This metric provides the value of goodwill assets (or intangible assets) in the balance
sheet.
3.9.30

Statement.Inventories
This metric gives the total inventory, which is comprised of raw materials, finished
goods, and work-in-progress inventory.
3.9.31

Statement.Long Term
Assets
This metric gives the total of assets which are long term in nature, including PP&E.
3.9.32

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.
3.9.33

Statement.Long Term
Liabilities
This metric gives the total of liabilities which are long term in nature, including long-term
debt.
3.9.34

Statement.Net PPE
This metric provides value of Property, Plant and Equipment after Depreciation of the
assets.
Financial Analytics
No
Metric Name
Description
3.9.35

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.
3.9.36

Statement.Other Assets
This metric provides the value of other long-term assets excluding Property, Plant and
Equipment.
3.9.37

Statement.Other Current
Assets
This metric includes all current assets that are not cash, accounts receivable, inventory,
or prepaid expenses.
3.9.38

Liabilities
3.9.39

Statement.Other Equity
This metric captures all other equity related capital.
3.9.40

Statement.Other Liabilities
This metric provides the value of other long-term liabilities excluding Long Term Debt.
3.9.41

Statement.PPE
This metric provides the value Property Plant and Equipment.
3.9.42

Statement.Preferred Stock
This metric shows preferred stock as part of Equity capital of the company.
3.9.43

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.
3.9.44

Statement.Raw Material
Inventory
This metric gives the total raw material inventory for a selected period.
3.9.45

Statement.Retained
Earnings
This metric provides the value retained earnings, one of the components of
shareholders funds.
3.9.46

Statement.Short Term
Borrowing
The amount of short term borrowing on the balance sheet as of a particular date.
3.9.47

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.
3.9.48

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
3.9.49

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.
3.9.50

Statement.Work in Process
Inventory
This metric gives the total work in process inventory for a selected period.
3.9.51
Facts - GL Balance.Closing
Amount
Closing balance for specified account(s) in Group currency
3.9.52
Local Amount
Closing balance for specified account(s) in Local currency
3.9.53
Facts - GL Balance.Credit
Amount
Credit Amount in Group Currency
3.9.54
Local Amount
Credit Amount in Local Currency
Financial Analytics
No
Metric Name
Description
3.9.55
Facts - GL Balance.Debit
Amount
Debit Amount in Group Currency
3.9.56
Local Amount
Debit Amount in Local Currency
3.9.57
Facts - GL
3.9.58
Facts - GL
Amount
3.10 Financials - GL Budget and Expenses

No
Metric Name
Description
3.10.1
Facts - Actuals.Contracting
Expenses
This metric tracks all Contracting Expenses by rolling up appropriate GL Accounts.
3.10.2
Expenses QTD
This metric tracks all Contracting Expenses (on a QTD basis) by rolling up appropriate
GL Accounts.
3.10.3
Expenses YTD
This metric tracks all Contracting Expenses (on a YTD basis) by rolling up appropriate
GL Accounts.
3.10.4
Facts Actuals.Depreciation
Expenses
This metric tracks depreciation expenses (relating to wear and tear of assets) for a
given period.
3.10.5
Expenses QTD
This metric tracks depreciation expenses (on a QTD basis) relating to wear and tear of
assets for a given period.
3.10.6
Expenses YTD
This metric tracks depreciation expenses (on a YTD basis) relating to wear and tear of
assets for a given period.
3.10.7
Facts - Actuals.Employee
Benefits Expenses
This metric tracks all Employee Benefit Expenses by rolling up appropriate GL

Accounts.
3.10.8
Benefits Expenses QTD
This metric tracks all Employee Benefit Expenses (on a QTD basis) by rolling up
appropriate GL Accounts.
3.10.9
Benefits Expenses YTD
This metric tracks all Employee Benefit Expenses (on a YTD basis) by rolling up
3.10.10
Overtime Expenses
This metric tracks all Employee Overtime Expenses by rolling up appropriate GL

Accounts.
3.10.11
Overtime Expenses QTD
This metric tracks all Employee Overtime Expenses (on a QTD basis) by rolling up
3.10.12
Overtime Expenses YTD
This metric tracks all Employee Overtime Expenses (on a YTD basis) by rolling up
3.10.13
Support Expenses
This metric tracks all Employee Support Expenses by rolling up appropriate GL

Accounts.
3.10.14
Support Expenses QTD
This metric tracks all Employee Support Expenses (on a QTD basis) by rolling up
3.10.15
Support Expenses YTD
This metric tracks all Employee Support Expenses (on a YTD basis) by rolling up
Financial Analytics
No
Metric Name
Description
3.10.16
Facts - Actuals.Freight
Expenses
This metric tracks all Freight Expenses by rolling up appropriate GL Accounts.
3.10.17
Expenses QTD
This metric tracks all Freight Expenses (on a QTD basis) by rolling up appropriate GL
Accounts.
3.10.18
Expenses YTD
This metric tracks all Freight Expenses (on a YTD basis) by rolling up appropriate GL
Accounts.
3.10.19
Facts - Actuals.General
Admin and Other Payroll
This metric tracks all General Admin and Other Payroll Expenses by rolling up
3.10.20
QTD
This metric tracks all General Admin and Other Payroll Expenses (on a QTD basis) by
rolling up appropriate GL Accounts.
3.10.21
YTD
This metric tracks all General Admin and Other Payroll Expenses (on a YTD basis) by
rolling up appropriate GL Accounts.
3.10.22
Facts - Actuals.Marketing
Payroll Expense QTD
This metric tracks all Marketing Payroll expenses (on a QTD basis) by rolling up
3.10.23
Payroll Expense YTD
This metric tracks all Marketing Payroll expenses (on a YTD basis) by rolling up
3.10.24
Payroll Expenses
This metric tracks all Marketing Payroll expenses by rolling up appropriate GL

Accounts.
3.10.25
Facts - Actuals.Other
Marketing Expenses
This metric tracks all Other Marketing Expenses by rolling up appropriate GL Accounts.
3.10.26
Marketing Expenses QTD
This metric tracks all Other Marketing Expenses (on a QTD basis) by rolling up
3.10.27
Marketing Expenses YTD
This metric tracks all Other Marketing Expenses (on a YTD basis) by rolling up
3.10.28
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.
3.10.29
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.
3.10.30
Operating Expenses
This metric calculates operating expenses for all activities except sales, marketing,
research and development for the chosen period.
3.10.31
Facts - Actuals.Other R&D

Expenses
This metric tracks all Other R&D Expenses by rolling up appropriate GL Accounts.
3.10.32

Expenses QTD
This metric tracks all Other R&D Expenses (on a QTD basis) by rolling up appropriate
GL Accounts.
3.10.33

Expenses YTD
This metric tracks all Other R&D Expenses (on a YTD basis) by rolling up appropriate
GL Accounts.
3.10.34
Facts - Actuals.Other Sales

Expenses
This metric tracks all Other Sales Expenses by rolling up appropriate GL Accounts.
3.10.35

Expenses QTD
This metric tracks all Other Sales Expenses (on a QTD basis) by rolling up appropriate
GL Accounts.
3.10.36

Expenses YTD
This metric tracks all Other Sales Expenses (on a YTD basis) by rolling up appropriate
GL Accounts.
3.10.37
Facts - Actuals.Product
Variance Expenses
This metric tracks all Product Variance Expenses by rolling up appropriate GL

Accounts.
3.10.38
Variance Expenses QTD
This metric tracks all Product Variance Expenses (on a QTD basis) by rolling up
3.10.39
Variance Expenses YTD
This metric tracks all Product Variance Expenses (on a YTD basis) by rolling up
Financial Analytics
No
Metric Name
Description
3.10.40
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.
3.10.41
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.
3.10.42
Facts - Actuals.R&D
Expenses
This metric tracks all research and development expenses of the firm for the chosen
period.
3.10.43
Facts - Actuals.R&D
Payroll Expenses
This metric tracks all R&D Payroll Expenses by rolling up appropriate GL Accounts.
3.10.44
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.
3.10.45
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.
3.10.46
Facts - Actuals.Revenue
This metric tracks revenue amount by rolling up appropriate GL Accounts.
3.10.47
QTD
This metric tracks revenue amount (on a QTD basis) by rolling up appropriate GL
Accounts.
3.10.48
YTD
This metric tracks revenue amount (on a YTD basis) by rolling up appropriate GL
Accounts.
3.10.49
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.
3.10.50

Marketing Expense YTD
This metric tracks all sales and marketing costs (on a YTD basis) of the firm for the
chosen period.
3.10.51

Marketing Expenses
This metric tracks all sales and marketing expenses of the firm for the chosen period.
3.10.52
Facts - Actuals.Sales
Payroll Expenses
This metric tracks all Sales Payroll Expenses by rolling up appropriate GL Accounts.
3.10.53
This metric tracks all Sales Payroll Expenses (on a QTD basis) by rolling up
3.10.54
This metric tracks all Sales Payroll Expenses (on a YTD basis) by rolling up appropriate
GL Accounts.
3.10.55
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.
3.10.56
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.
3.10.57
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.
3.10.58
Facts - Actuals.Transaction
Amount
Transaction Group Amount
3.10.59
Facts - Actuals.Transaction
Local Amount
Transaction Document Amount
3.10.60
Facts - Budget.Budget
Amount
Budget Group Amount
3.10.61
Facts - Budget.Budget
Local Amount
Budget amount in local currency
3.10.62
Facts - Budget.Contracting
Expenses
This metric tracks all Contracting expense budgets by rolling up appropriate GL

Accounts.
3.10.63
Expenses QTD
This metric tracks all Contracting expense budgets (on a QTD basis) by rolling up
Financial Analytics
No
Metric Name
Description
3.10.64
Expenses YTD
This metric tracks all Contracting expense budgets (on a YTD basis) by rolling up
3.10.65
Facts Budget.Depreciation
Expenses
This metric tracks depreciation expense budgets (relating to wear and tear of assets)
for a given period.
3.10.66
Expenses QTD
This metric tracks depreciation expense budgets (on a QTD basis) relating to wear and
tear of assets for a given period.
3.10.67
Expenses YTD
This metric tracks depreciation expense budgets (on a YTD basis) relating to wear and
tear of assets for a given period.
3.10.68
Facts - Budget.Employee
Benefits Expenses
This metric tracks all Employee Benefit expense budgets by rolling up appropriate GL
Accounts.
3.10.69
Benefits Expenses QTD
This metric tracks all Employee Benefit expense budgets (on a QTD basis) by rolling up
3.10.70
Benefits Expenses YTD
This metric tracks all Employee Benefit expense budgets (on a YTD basis) by rolling up
3.10.71
Overtime Expenses
This metric tracks all Employee Overtime expense budgets by rolling up appropriate GL
Accounts.
3.10.72
Overtime Expenses QTD
This metric tracks all Employee Overtime expense budgets (on a QTD basis) by rolling
up appropriate GL Accounts.
3.10.73
Overtime Expenses YTD
This metric tracks all Employee Overtime expense budgets (on a YTD basis) by rolling
3.10.74
Support Expenses
This metric tracks all Employee Support expense budgets by rolling up appropriate GL
Accounts.
3.10.75
Support Expenses QTD
This metric tracks all Employee Support expense budgets (on a QTD basis) by rolling
3.10.76
Support Expenses YTD
This metric tracks all Employee Support expense budgets (on a YTD basis) by rolling
3.10.77
Facts - Budget.Freight
Expenses
This metric tracks all Freight expense budgets by rolling up appropriate GL Accounts.
3.10.78
Expenses QTD
This metric tracks all Freight expense budgets (on a QTD basis) by rolling up
3.10.79
Expenses YTD
This metric tracks all Freight expense budgets (on a YTD basis) by rolling up
3.10.80
Facts - Budget.General
This metric tracks all General Admin and Other Payroll expense budgets by rolling up
3.10.81
QTD
This metric tracks all General Admin and Other Payroll expense budgets (on a QTD
basis) by rolling up appropriate GL Accounts.
3.10.82
YTD
This metric tracks all General Admin and Other Payroll expense budgets (on a YTD
basis) by rolling up appropriate GL Accounts.
3.10.83
Facts - Budget.Marketing
Payroll Expense QTD
This metric tracks all Marketing Payroll expense budgets (on a QTD basis) by rolling up
3.10.84
Payroll Expense YTD
This metric tracks all Marketing Payroll expense budgets (on a YTD basis) by rolling up
3.10.85
Payroll Expenses
This metric tracks all Marketing Payroll expense budgets by rolling up appropriate GL
Accounts.
Financial Analytics
No
Metric Name
Description
3.10.86
Facts - Budget.Other
Marketing Expenses
This metric tracks all Other Marketing expense budgets by rolling up appropriate GL
Accounts.
3.10.87
Marketing Expenses QTD
This metric tracks all Other Marketing expense budgets (on a QTD basis) by rolling up
3.10.88
Marketing Expenses YTD
This metric tracks all Other Marketing expense budgets (on a YTD basis) by rolling up
3.10.89
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.
3.10.90
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.
3.10.91
Operating Expenses
This metric calculates operating expense budgets for all activities except sales,
marketing, research and development for the chosen period.
3.10.92
Facts - Budget.Other R&D

Expenses
This metric tracks all Other R&D expense budgets by rolling up appropriate GL
Accounts.
3.10.93

Expenses QTD
This metric tracks all Other R&D expense budgets (on a QTD basis) by rolling up
3.10.94

Expenses YTD
This metric tracks all Other R&D expense budgets (on a YTD basis) by rolling up
3.10.95
Facts - Budget.Other Sales

Expenses
This metric tracks all Other Sales expense budgets by rolling up appropriate GL
Accounts.
3.10.96

Expenses QTD
This metric tracks all Other Sales expense budgets (on a QTD basis) by rolling up
3.10.97

Expenses YTD
This metric tracks all Other Sales expense budgets (on a YTD basis) by rolling up
3.10.98
Facts - Budget.Product
Variance Expenses
This metric tracks all Product Variance expense budgets by rolling up appropriate GL
Accounts.
3.10.99
Variance Expenses QTD
This metric tracks all Product Variance expense budgets (on a QTD basis) by rolling up
3.10.100
Variance Expenses YTD
This metric tracks all Product Variance expense budgets (on a YTD basis) by rolling up
3.10.101
Facts - Budget.R&D
Expenses
This metric tracks all research and development expense budgets of the firm for the
chosen period.
3.10.102
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.
3.10.103
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.
3.10.104
Facts - Budget.R&D Payroll

Expenses
This metric tracks all R&D Payroll expense budgets by rolling up appropriate GL
Accounts.
3.10.105

Expenses QTD
This metric tracks all R&D Payroll expense budgets (on a QTD basis) by rolling up
3.10.106

Expenses YTD
This metric tracks all R&D Payroll expense budgets (on a YTD basis) by rolling up
3.10.107
Facts - Budget.Revenue
This metric tracks all revenue amount budgets by rolling up appropriate GL Accounts.
3.10.108
QTD
This metric tracks all revenue amount budgets (on a QTD basis) by rolling up
3.10.109
YTD
This metric tracks revenue amount budgets (on a YTD basis) by rolling up appropriate
GL Accounts.
3.10.110
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
No
Metric Name
Description
3.10.111

Marketing Expense YTD
This metric tracks all sales and marketing expense budgets (on a YTD basis) of the
firm for the chosen period.
3.10.112

Marketing Expenses
This metric tracks all sales and marketing expense budgets of the firm for the chosen
period.
3.10.113
Facts - Budget.Sales
Payroll Expenses
This metric tracks all Sales Payroll expense budgets by rolling up appropriate GL
Accounts.
3.10.114
This metric tracks all Sales Payroll expense budgets (on a QTD basis) by rolling up
3.10.115
This metric tracks all Sales Payroll expense budgets (on a YTD basis) by rolling up
3.10.116
Facts - Budget.Total
Operating Expenses
This metric calculates total operating expense budgets by adding sales and marketing
3.10.117
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.
3.10.118
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.
3.11 Financials - GL Cash Flow

No
Metric Name
Description
3.11.1
Facts - Cash Flow

Ratios.AP Turnover

3.11.2
Facts - Cash Flow

Ratios.AR Turnover
3.11.3
Facts - Cash Flow

3.11.4
Facts - Cash Flow

Ratios.Capex Ratio
3.11.5
Facts - Cash Flow

Ratios.Cash Collections
This metric is calculated as: Revenue - Change in Accounts Receivable
3.11.6
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.
3.11.7
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.
3.11.8
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
3.11.9
Facts - Cash Flow

Ratios.Cash Inputs
This metric is calculated as: Cost Of Goods Sold + Change in Inventory - Change in
Accounts Payable
Financial Analytics
No
Metric Name
Description
3.11.10
Facts - Cash Flow

Ratios.Cash Inputs to
COGS %
This metric measures cash inputs against cost of goods sold (COGS).
3.11.11
Facts - Cash Flow

Ratios.Cash to Current
Liabilities (CL)
This metric provides the ratio of Cash to Current Liabilities.
3.11.12
Facts - Cash Flow

3.11.13
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.
3.11.14
Facts - Cash Flow

Ratios.Gross Margin %
This metric is computed as follows: (Gross Profit / Revenue * 100), where GROSS
PROFIT = (Revenue - Cost of Goods Sold).
3.11.15
Facts - Cash Flow

Ratios.Gross Profit
This metric determines gross profit by computing the following: (Revenue - Cost of
Goods Sold).
3.11.16
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.
3.11.17
Facts - Cash Flow

Ratios.Long Term Debt
3.11.18
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).
3.11.19
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.
3.11.20
Facts - Cash Flow

Flow to CL
This metric is calculated as follows: Operating Cash Flow / Current Liabilities.
3.11.21
Facts - Cash Flow

Flow to LT Debt
This metric is computed as follows: Operating Cash flow / Long Term Debt.
3.11.22
Facts - Cash Flow

Ratios.Quick Ratio

3.11.23
Facts - Cash Flow

Earned
3.11.24
Facts - Cash Flow

Turnover
3.11.25
Facts - Cash Flow

Statement.Cash
3.11.26
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.
3.11.27
Facts - Cash Flow

Statement.Incr (Decr) in
Accounts Payable
This metric shows the change in Payables oustanding as of a particular date.
3.11.28
Facts - Cash Flow

Accounts Receivable
This metric shows the change in receivables outstanding as of a particular date.
Financial Analytics
No
Metric Name
Description
3.11.29
Facts - Cash Flow

Accrued Liabilities
This metric shows the change in the sum of all GL Account balances comprising of
accrued liabilities.
3.11.30
Facts - Cash Flow

Cash
This metric shows the change in cash balance as of a particular time period.
3.11.31
Facts - Cash Flow

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.
3.11.32
Facts - Cash Flow

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.
3.11.33
Facts - Cash Flow

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
3.11.34
Facts - Cash Flow

Depreciation Expenses
This metric shows the change in depreciation expenses (relating to wear and tear of
assets) of the firm for a given period
3.11.35
Facts - Cash Flow

Finished Goods Inventory
This metric shows the change for the total finished goods inventory for a selected
period.
3.11.36
Facts - Cash Flow

Goodwill
This metric shows the change in the value of goodwill assets (or intangible assets) in
the balance sheet.
3.11.37
Facts - Cash Flow

Interest Expense
This metric shows the change in all financial charges or interest expenses for the firm
over a given period
3.11.38
Facts - Cash Flow

Inventory
This metric shows the change of the total inventory, which is comprised of raw
materials, finished goods, and work-in-progress inventory.
3.11.39
Facts - Cash Flow

Long Term Assets
This metric shows the change of the total of assets which are long term in nature,
including PP&E.
3.11.40
Facts - Cash Flow

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.
3.11.41
Facts - Cash Flow

Long Term Liabilities
This metric shows the change of the total liabilities which are long term in nature,
including long-term debt.
3.11.42
Facts - Cash Flow

Other Assets
This metric shows the change in the value of other long-term assets excluding
Property, Plant and Equipment.
3.11.43
Facts - Cash Flow

Other Current Assets
This metric shows the change in all current assets that are not cash, accounts
receivable, inventory, or prepaid expenses.
3.11.44
Facts - Cash Flow

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
No
Metric Name
Description
3.11.45
Facts - Cash Flow

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.
3.11.46
Facts - Cash Flow

Other Liabilities
This metric shows the change in the value of other long-term liabilities excluding Long
Term Debt.
3.11.47
Facts - Cash Flow

PPE
This metric shows the change in the value of Property Plant and Equipment.
3.11.48
Facts - Cash Flow

Preferred Stock
This metric shows the change in preferred stock as part of Equity capital of the
company.
3.11.49
Facts - Cash Flow

Prepaid Expenses
This metric shows the change in all expenses that are paid in advance, such as rent
and electricity
3.11.50
Facts - Cash Flow

Raw Material Inventory
This metric shows the change in the total raw material inventory for a selected period.
3.11.51
Facts - Cash Flow

Retained Earnings
This metric shows the change in the value of retained earnings, one of the components
of shareholders funds.
3.11.52
Facts - Cash Flow

Short Term Borrowing
This metric shows the change in the amount of short term borrowing on the balance
sheet as of a particular date.
3.11.53
Facts - Cash Flow

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.
3.11.54
Facts - Cash Flow

Work in Process Inventory
This metric shows the change for the total work in process inventory for a selected
period.
3.11.55
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.
3.11.56
Facts - Cash Flow

Statement.Net Income
3.11.57
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.
3.12 Financials - GL Detail Transactions

No
Metric Name
Description
3.12.1
Facts - Financial GL Detail

Transactions.Transaction
Amount
Financial Analytics
3.13 Financials - Profitability - Company

No
Metric Name
Description
3.13.1
Facts - Cost Ratios.COGS

to Revenue %
Amount of COGS in Group level currency
3.13.2
Facts - Cost Ratios.Interest

Expenses to Revenue %
This metric tracks Interest Expenses to Revenue for the chosen period.
3.13.3
Facts - Cost Ratios.Other

Operating Expenses to
Revenue %
This metric tracks other operating expenses to revenue for the chosen period.
3.13.4
Facts - Cost Ratios.R&D

This metric tracks all R&D Expenses of the firm for the chosen period.
3.13.5
Facts - Cost Ratios.Sales &

Marketing Expenses to
Revenue %
This metric tracks all sales and marketing costs of the firm for the chosen period.
3.13.6
Facts - Other Operating

Expenses.Contracting
Expenses
3.13.7

Expenses.Depreciation
Expenses
given period.
3.13.8

Expenses.Employee
Benefits Expenses

Accounts.
3.13.9

Expenses.Employee
Overtime Expenses

Accounts.
3.13.10

Expenses.Employee
Support Expenses

Accounts.
3.13.11

Expenses.General Admin
and Other Payroll
This metric tracks all General Admin and Other Payroll Expenses by rolling up
3.13.12

Expenses.Product
Variance Expenses
This metric tracks all Product Variance Expenses by rolling up appropriate GL

Accounts.
3.13.13
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.
3.13.14

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).
3.13.15

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.
3.13.16

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)
3.13.17

YTD.EBT YTD Margin %
This metric calculates EBT /Revenue * 100, where EBT = Revenue - Cost of Goods
Development Expenditure + Other Income - Interest.
Financial Analytics
No
Metric Name
Description
3.13.18

YTD.Gross Margin YTD %
This metric is computed as follows: (Gross Profit YTD / Revenue YTD * 100), where
Gross Profit = (Revenue - Cost of Goods Sold).
3.13.19

YTD.Gross Profit YTD
This metric shows Gross Profit YTD = (Revenue YTD - COGS YTD).
3.13.20

YTD.Income Tax Expense
YTD
This metric tracks all sales and marketing costs of the firm for year-to-date.
3.13.21

YTD.Interest Expense YTD
This metric includes all financial charges or interest expense for the firm for year-todate.
3.13.22

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.
3.13.23

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)
3.13.24

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
3.13.25

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)
3.13.26

YTD.Other Income YTD
This metric includes all non-operating income year-to-date (i.e., all miscellaneous
income excluding revenue from core operations).
3.13.27

YTD.Other Operating
Expense YTD
This metric includes all operating expenses year-to-date, other than sales and
marketing, and research and development.
3.13.28

YTD.R&D Expense YTD
This metric tracks all research and development expenses of the firm for year-to-date.
3.13.29

YTD.Sales & Marketing
Expense YTD
This metric tracks all sales and marketing costs of the firm for year-to-date.
3.13.30

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).
3.13.31
Facts - Profit and

Loss.Cost of Goods Sold
This metric shows the change in the value of Cost of Goods Sold
3.13.32
Facts - Profit and

Loss.Depreciation
Expenses
given period.
3.13.33
Facts - Profit and

Loss.EBIT

+ Other Income
3.13.34
Facts - Profit and

Loss.EBIT Margin %
This metric calculates EBIT / Revenue * 100, Where EBIT = Revenue - Cost of Goods
Development Expenditure + Other Income.
3.13.35
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.
3.13.36
Facts - Profit and Loss.EBT

Margin %
This metric calculates EBT /Revenue * 100, where EBT = Revenue - Cost of Goods
Development Expenditure + Other Income - Interest.
Financial Analytics
No
Metric Name
Description
3.13.37
Facts - Profit and

Loss.Gross Margin %
This metric is computed as follows: (Gross Profit / Revenue * 100), where GROSS
PROFIT = (Revenue - Cost of Goods Sold).
3.13.38
Facts - Profit and

Loss.Gross Profit
This metric determines gross profit by computing the following: (Revenue - Cost of
Goods Sold).
3.13.39
Facts - Profit and

Loss.Income Tax Expense
This metric tracks Income Tax Expenses for a period.
3.13.40
Facts - Profit and

Loss.Interest Expense
This metric includes all financial charges or interest expense of the firm for the chosen
period.
3.13.41
Facts - Profit and Loss.Net

Income
3.13.42
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.
3.13.43
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
3.13.44
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.
3.13.45
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.
3.13.46
Facts - Profit and

Loss.Other Operating
Expenses
3.13.47
Facts - Profit and

Loss.R&D Expenses
period.
3.13.48
Facts - Profit and

Loss.Revenue
This metric shows the change in the value of revenue
3.13.49
Facts - Profit and

Loss.Sales & Marketing
Expenses
3.13.50
Facts - Profit and

Loss.Total Operating
Expenses
This metric calculates total operating expenses by adding sales and marketing
3.13.51
Facts - R&D
Expenses.Other R&D
Expenses
This metric tracks all Other R&D Expenses by rolling up appropriate GL Accounts.
3.13.52
Facts - R&D
Expenses.R&D Expenses
period.
3.13.53
Facts - R&D
Expenses.R&D Payroll
Expenses
This metric tracks all R&D Payroll Expenses by rolling up appropriate GL Accounts.
3.13.54
Facts - Return on
Investment.Current Assets
3.13.55
Facts - Return on
Investment.Current
Liabilities
3.13.56
Facts - Return on
Investment.Retained
Earnings
shareholders funds.
Financial Analytics
No
Metric Name
Description
3.13.57
Facts - Return on
Investment.ROA (EBIT
Basis)
Earnings Before Income and Taxes / Total Assets * 100
3.13.58
Facts - Return on
Investment.ROA (PreInterest)
Pre-Tax Income / Total Assets * 100
3.13.59
Facts - Return on
Investment.ROCE (EBIT
Basis)
Pre-Tax Income / Total Capital Employed * 100 ; Capital Employed = (Total

Shareholders Funds + Long-term Debt)
3.13.60
Facts - Return on
Investment.ROCE (Pre
Interest)
Pre-Tax Income / Total Capital Employed * 100; Total Capital Employed = Total
Shareholders Funds + Long-Term Debt.
3.13.61
Facts - Return on
Investment.ROE
Net Income / Total Shareholders Funds * 100
3.13.62
Facts - Return on
Investment.ROE (PreInterest)
Pretax Income / Stockholder's equity * 100; Where Pre-Tax Income = Net Income +
Income Tax
3.13.63
Facts - Return on
Investment.Total Assets
3.13.64
Facts - Return on
Investment.Total Liabilities

Sharedholder Funds
3.13.65
Facts - Return on
Investment.Total
Shareholders Funds
3.13.66
Facts - Revenue.Closing
Amount
3.13.67
Facts - Revenue.Credit
Amount
3.13.68
Facts - Revenue.Debit
Amount
3.13.69
Facts - Revenue.Opening
Amount
3.13.70
Facts - Revenue.Revenue
Document Amount
Amount of revenue in Document level currency
3.13.71
Group Amount
Amount of revenue in Group level currency
3.13.72
Local Amount
Amount of revenue in Local level currency
3.13.73
Facts - Sales and

Marketing
Expenses.Freight
Expenses
This metric tracks all Freight Expenses by rolling up appropriate GL Accounts.
3.13.74
Facts - Sales and

Marketing
Expenses.Marketing
Payroll Expenses
This metric tracks all Marketing Payroll expenses by rolling up appropriate GL

Accounts.
3.13.75
Facts - Sales and

Marketing Expenses.Other
Marketing Expenses
This metric tracks all Other Marketing Expenses by rolling up appropriate GL Accounts.
Financial Analytics
No
Metric Name
Description
3.13.76
Facts - Sales and

Marketing Expenses.Other
Sales Expenses
This metric tracks all Other Sales Expenses by rolling up appropriate GL Accounts.
3.13.77
Facts - Sales and

Marketing Expenses.Sales
& Marketing Expenses
3.13.78
Facts - Sales and

Marketing Expenses.Sales
Payroll Expenses
This metric tracks all Sales Payroll Expenses by rolling up appropriate GL Accounts.
3.14 Financials - Profitability - Customer

No
Metric Name
Description
3.14.1
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.
3.14.2

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.
3.14.3

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.
3.14.4
Fact - Customer Marketing

Expenses.Customer
Advertisement Expenses
This metric captures Advertising expenses at the customer level including direct and
allocated expenses.
3.14.5

Expenses.Customer
Branding Expenses
This metric captures Branding expenses at the customer level including direct and
allocated expenses.
3.14.6

Expenses.Customer
Events Expenses
This metric captures Marketing Events expenses at the customer level including direct
and allocated expenses.
3.14.7

Expenses.Customer
Marketing Salary Expenses
This metric captures Marketing Salary expenses at the customer level including direct
3.14.8

Expenses.Customer Other
Marketing Expenses
This metric captures Marketing Other expenses at the customer level including direct
3.14.9

Expenses.Customer
Promotional Expenses
This metric captures Marketing Promotional expenses at the customer level including
direct and allocated expenses.
3.14.10
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.
3.14.11
Fact - 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
No
Metric Name
Description
3.14.12
Fact - Customer
Profitability.COGS
3.14.13
Fact - Customer
Profitability.Customer
Gross Margin %
This metric is computed as (Customer Gross Profit / Revenue) * 100
3.14.14
Fact - Customer
Gross Profit
This metric shows Customer Gross Profit which is computed as (Revenue - Cost of
Goods Sold)
3.14.15
Fact - Customer
Marketing Expenses
This metric captures all marketing expenses at the customer level including direct and
allocated expenses.
3.14.16
Fact - Customer
Revenue %
This metric shows the ratio of Customer Marketing Expenses with Revenue in
percentage terms.
3.14.17
Fact - 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
3.14.18
Fact - Customer
Operating Profit %
This metric is computed as (Operating Profit / Revenue * 100)
3.14.19
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.
3.14.20
Fact - Customer
Profitability.Customer Other
This metric shows the ratio of Customer Other Expenses with Revenue in percentage
terms.
3.14.21
Fact - Customer
Profitability.Customer Sales
Expenses
This metric captures all sales expenses at the customer level including direct and
allocated expenses.
3.14.22
Fact - Customer
Profitability.Customer Sales
This metric shows the ratio of Customer Sales Expenses with Revenue in percentage
terms.
3.14.23
Fact - Customer
Service Expenses
This metric captures all service expenses at the customer level including direct and
allocated expenses.
3.14.24
Fact - Customer
Service Expenses to
Revenue %
This metric shows the ratio of Customer Service Expenses with Revenue in percentage
terms.
3.14.25
Fact - Customer
Profitability.Revenue
Amount
3.14.26
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.
3.14.27
Fact - Customer
Profitability.Total Customer
This metric computes the ratio of total customer expenses with revenue and expressed
in percentage terms.
3.14.28
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
No
Metric Name
Description
3.14.29

Sales Expenses
This metric captures Other Sales expenses at the customer level. This rolls up into total
Sales expenses at the customer level.
3.14.30

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.
3.15 Financials - Profitability - Product

No
Metric Name
Description
3.15.1
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.
3.15.2
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.
3.15.3
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.
3.15.4
Fact - Product Marketing

Expenses.Product
Advertising Expenses
This metric captures Advertising expenses at the product level including direct and
allocated expenses.
3.15.5

Expenses.Product
Branding Expenses
This metric captures Branding expenses at the product level including direct and
allocated expenses.
3.15.6

Expenses.Product Events
Expenses
This metric captures Marketing Events expenses at the product level including direct
3.15.7

Expenses.Product
Marketing Salary Expenses
This metric captures Marketing Salary expenses at the product level including direct
3.15.8

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.
3.15.9

Expenses.Product
Promotional Expenses
This metric captures Marketing Promotions expenses at the product level including
direct and allocated expenses.
3.15.10
Fact - Product Other

Expenses.Product
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.
3.15.11

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.
3.15.12

Operating Expenses
This metric captures all other operating expenses excluding Marketing, Sales and
Service expenses at the product level.
Financial Analytics
No
Metric Name
Description
3.15.13

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.
3.15.14
Fact - Product
Profitability.COGS
3.15.15
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.
3.15.16
Fact - Product
Profitability.Product Gross
Margin %
This metric is computed as (Product Gross Profit / Revenue) * 100
3.15.17
Fact - Product
Profitability.Product Gross
Profit
This metric is shows Product Gross Profit which is computed as (Revenue - Cost of
Goods Sold)
3.15.18
Fact - Product
Profitability.Product
Marketing Expenses
This metric captures all marketing expenses at the product level including direct and
allocated expenses.
3.15.19
Fact - Product
Revenue %
This metric shows the ratio of Product Marketing Expenses with Revenue in
percentage terms.
3.15.20
Fact - 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
3.15.21
Fact - Product
Operating Profit %
This metric is computed as (Operating Profit / Revenue * 100)
3.15.22
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.
3.15.23
Fact - Product
Profitability.Product Other
This metric shows the ratio of Product Other Expenses with Revenue in percentage
terms.
3.15.24
Fact - Product
Profitability.Product Sales
Expenses
This metric captures all sales expenses at the product level including direct and
allocated expenses.
3.15.25
Fact - Product
Profitability.Product Sales
This metric shows the ratio of Product Sales Expenses with Revenue in percentage
terms.
3.15.26
Fact - Product
Profitability.Product Service
Expenses
This metric captures all service expenses at the product level including direct and
allocated expenses.
3.15.27
Fact - Product
Profitability.Product Service
This metric shows the ratio of Product Service Expenses with Revenue in percentage
terms.
3.15.28
Fact - Product
Profitability.Revenue
Amount
3.15.29
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
No
Metric Name
Description
3.15.30
Fact - Product
Profitability.Total Product
This metric computes the ratio of total product expenses with revenue and expressed in
percentage terms.
3.15.31
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.
3.15.32

Sales Expenses
This metric captures other Sales related expenses at the product level. This rolls up
into total Sales expenses at the product level.
3.15.33

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.
3.16 Financials - Revenue Analysis

No
Metric Name
Description
3.16.1
Fact - Revenue
Analysis.Revenue Group
Amount
3.16.2
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.
3.17 Financials - US Federal - GL Balance Sheet

No
Metric Name
Description
3.17.1

Ratios.AP Turnover

3.17.2

Ratios.AR Turnover
3.17.3

3.17.4

Ratios.Cash Cycle
This metric calculates an organizations cash cycle by subtracting the Operating Cycle
in days from the Average Payables in days.
3.17.5

Ratios.Days Payables
Outstanding
3.17.6

Ratios.Days Sales
Outstanding
3.17.7

Ratios.Inventory Turnover
This metric capture the Cost of Goods Sold to Inventories ratio to measure the
efficiency of the firms 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
No
Metric Name
Description
3.17.8

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.
3.17.9

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.
3.17.10

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.
3.17.11

Turnover
3.17.12

Ratios.Capex Ratio
3.17.13

3.17.14

Ratios.Days Cash in Hand
This metric calculates (Cash + Accounts Receivable) / Minimum Operating Expenses ;

where Minimum Operating Expenses = (Total Operating Expenses + Interest Expenses
- Depreciation)
3.17.15

Ratios.Debt To Equity
This metric calculates the long-term debt to total equity ratio.
3.17.16

Ratios.EBIT

+ Other Income
3.17.17

Ratios.Incr (Decr) in
Interest Expense
This metric provides increase or decrease in Interest Expense in any given period
3.17.18

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.
3.17.19

Ratios.Quick Ratio

3.17.20

Earned
3.17.21

Statement.% Available
Allotment
This metrics provides % of allotment available by calculating Available Allotment/Total

Allotment
3.17.22

Apportionment
This metrics provides % of apportionment available by calculating Available

Apportionment/Total Apportionment
3.17.23

Authority
Represents the percentage of the available authority balance available
3.17.24

Statement.% Spending to
Total Allotment
This metrics computes % spending against the total allotment available by calculating
Total Spending/Total Allotment
3.17.25

Total Apportionment
This metrics computes % spending against the total allotment available by calculating
Total Spending/Total Allotment
Financial Analytics
No
Metric Name
Description
3.17.26

Total Authority
This metrics computes % spending against the total authority by calculating Total
Spending/Total Authority
3.17.27

Statement.Accounts
Payable
This metric shows Payables oustanding as of a particular date.
3.17.28

Statement.Accounts
Receivable
This metric shows receivables outstanding as of a particular date.
3.17.29

Statement.Accrued
Liabilities
This metric sums up all GL Account balances comprising of accrued liabilities.
3.17.30

Statement.Accumulated
Depreciation
3.17.31

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
3.17.32

Statement.Allotment Opening
This metric provides opening balance for Allotment accounts
3.17.33

Statement.Anticipated
Resources
Estimates of budget authority that will be realized, contingent on some event
3.17.34

Statement.Anticipated
Resources - Opening
This metric provides opening balance for Anticipated Resources accounts
3.17.35

Statement.Apportionment
Represents the amount of Authority that has actually been apportioned to the OMB
approved apportionment level
3.17.36

Statement.Apportionment Opening
This metric provides opening balance for Apportionment accounts
3.17.37

Statement.Appropriations
Realized
The amount Congress has appropriated to an agency for the upcoming year
3.17.38

Statement.Appropriations
Realized - Opening
This metric provides opening balance for Appropriations Realized accounts
3.17.39

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
3.17.40

Statement.Available
Allotment - Opening
This metric provides opening balance for Available Allotment accounts
3.17.41

Statement.Available
Apportionment
Represents the amount of Authority that has actually been apportioned to the OMB
approved apportionment level
3.17.42

Statement.Available
Apportionment - Opening
This metric provides opening balance for Available Apportionment accounts
Financial Analytics
No
Metric Name
Description
3.17.43

Statement.Available
Authority
Total Authority less Total Spending
3.17.44

Statement.Available
Authority - Opening
This metric provides opening balance for Available Authority accounts
3.17.45

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
3.17.46

Statement.Borrowing
Authority - Opening
This metric provides opening balance for Borrowing Authority accounts
3.17.47

Statement.Cash
3.17.48

Statement.Commitment
Commitments represent the amount of budget authority or allotment committed in

anticipation of an obligation. Commitments typically result from requisition approvals.
3.17.49

Statement.Commitment Opening
This metric provides opening balance for Commitment accounts
3.17.50

Statement.Common Stock
3.17.51

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
3.17.52

Statement.Contract
Authority - Opening
This metric provides opening balance for Contract Authority accounts
3.17.53

Statement.Current Assets
3.17.54

Statement.Current
Liabilities
3.17.55

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
3.17.56

Statement.Expenditure Opening
This metric provides opening balance for Expenditure accounts
3.17.57

Statement.Finished Goods
Inventory
This metric gives the total finished goods inventory for a selected period.
3.17.58

Statement.Goodwill
This metric provides the value of goodwill assets (or intangible assets) in the balance
sheet.
3.17.59

Allotment
This metric provides increase or decrease of balance for Allotment accounts
3.17.60

Anticipated Resources
This metric provides increase or decrease of balance for Anticipated Resources

accounts
Financial Analytics
No
Metric Name
Description
3.17.61

Apportionment
This metric provides increase or decrease of balance for Apportionment accounts
3.17.62

Appropriations Realized
This metric provides increase or decrease of balance for Appropriations Realized

accounts
3.17.63

Available Allotment
This metric provides increase or decrease of balance for Available Allotment accounts
3.17.64

Available Apportionment
This metric provides increase or decrease of balance for Available Apportionment

accounts
3.17.65

Available Authority
This metric provides increase or decrease of balance for Available Authority accounts
3.17.66

Borrowing Authority
This metric provides increase or decrease of balance for Borrowing Authority accounts
3.17.67

Commitment
This metric provides increase or decrease of balance for Commitment accounts
3.17.68

Contract Authority
This metric provides increase or decrease of balance for Contract Authority accounts
3.17.69

Expenditure
This metric provides increase or decrease of balance for Expenditure accounts
3.17.70

Obligation
This metric provides increase or decrease of balance for Obligation accounts
3.17.71

Other Resources
This metric provides increase or decrease of balance for Other Resources accounts
3.17.72

Total Allotment
This metric provides increase or decrease of balance for Total Allotment accounts
3.17.73

Total Apportionment
This metric provides increase or decrease of balance for Total Apportionment accounts
3.17.74

Total Authority
This metric provides increase or decrease of balance for Total Authority accounts
3.17.75

Total Spending
This metric provides increase or decrease of balance for Total Spending accounts
3.17.76

Statement.Inventories
This metric gives the total inventory, which is comprised of raw materials, finished
goods, and work-in-progress inventory.
3.17.77

Statement.Long Term
Assets
This metric gives the total of assets which are long term in nature, including PP&E.
3.17.78

Statement.Long Term Debt
Financial Analytics
No
Metric Name
Description
3.17.79

Statement.Long Term
Liabilities
This metric gives the total of liabilities which are long term in nature, including long-term
debt.
3.17.80

Statement.Net PPE
This metric provides value of Property, Plant and Equipment after Depreciation of the
assets.
3.17.81

Statement.Net Working
Capital
This metric gives the net working capital, which is computed as the total current assets
less the total current liabilities.
3.17.82

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
3.17.83

Statement.Obligation Opening
This metric provides opening balance for Obligation accounts
3.17.84

Statement.Other Assets
This metric provides the value of other long-term assets excluding Property, Plant and
Equipment.
3.17.85

Assets
This metric includes all current assets that are not cash, accounts receivable, inventory,
or prepaid expenses.
3.17.86

Liabilities
3.17.87

Statement.Other Equity
This metric captures all other equity related capital.
3.17.88

Statement.Other Liabilities
This metric provides the value of other long-term liabilities excluding Long Term Debt.
3.17.89

Statement.Other
Resources - Opening
This metric provides opening balance for Other Resources accounts
3.17.90

Statement.PPE
This metric provides the value Property Plant and Equipment.
3.17.91

Statement.Preferred Stock
This metric shows preferred stock as part of Equity capital of the company.
3.17.92

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.
3.17.93

Statement.Raw Material
Inventory
This metric gives the total raw material inventory for a selected period.
3.17.94

Statement.Retained
Earnings
shareholders funds.
3.17.95

Statement.Short Term
Borrowing
3.17.96

Statement.Total Allotment
This mteric gives the Total Allotment, which is calculated by subtracting Total Spending
from Allotment
3.17.97

Statement.Total Allotment Opening
This metric provides opening balance for Total Allotment accounts
Financial Analytics
No
Metric Name
Description
3.17.98

Statement.Total
Apportionment
This mteric gives the Total Apportionment, which is calculated by subtracting Total
Spending from Apportionment
3.17.99

Statement.Total
Apportionment - Opening
This metric provides opening balance for Total Apportionment accounts
3.17.100

Statement.Total Assets
3.17.101

Statement.Total Authority
Unexpended, uncommitted funding that has been authorized by Congress
3.17.102

Statement.Total Authority Opening
This metric provides opening balance for Total Authority accounts
3.17.103

Statement.Total Liabilities

Sharedholder Funds
3.17.104

Statement.Total
Shareholders Funds
3.17.105

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
3.17.106

Statement.Total Spending Opening
This metric provides opening balance for Total Spending accounts
3.17.107

Statement.Unapportioned
Authority
3.17.108

Statement.Unapportioned
Authority - Opening
This metric provides opening balance for Unapportioned Authority accounts
3.17.109

Statement.Work in Process
Inventory
This metric gives the total work in process inventory for a selected period.
3.17.110
Amount
3.17.111
Local Amount
Closing balance for specified account(s) in Local currency
3.17.112
Amount
3.17.113
Local Amount
Credit Amount in Local Currency
3.17.114
Amount
3.17.115
Local Amount
Debit Amount in Local Currency
3.17.116
Facts - GL
3.17.117
Facts - GL
Amount
Financial Analytics
3.18 Financials - US Federal - GL Detail Transactions

No
Metric Name
Description
3.18.1
Facts - Financial GL Detail

Transactions.Transaction
Amount
Human Resources Analytics
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.
4.1 Human Resources - Absence

No
Metric Name
Description
4.1.1
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).
4.1.2
Absence Facts.Absence
Days
Days lost due to absence
4.1.3
Absence Facts.Absence
Hours
Hours lost due to absence
4.1.4
Absence Facts.Days
Notification
(Notified Absence Days * # Absence Occurrences) - number of days between

notification date and absence start date.
4.1.5
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.
4.1.6
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.
4.1.7
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
4.1.8
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.
4.1.9
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.
4.1.10
Compound Facts Operations and

Absence.Average Days per
Employee
Absence Days / Employee Headcount
4.1.11
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.
4.1.12
Headcount Facts.Average
Employee Headcount
(Employee Headcount + Prior Period Employee Headcount) / 2
4.1.13
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.
4.1.14
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.
4.1.15
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.
No
Metric Name
Description
4.1.16
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.
4.1.17
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.
4.1.18
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.
4.1.19
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.
4.1.20
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
4.1.21
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.
4.1.22
Headcount Facts.Part-Time
Employee Headcount
Number of active partl time employees (excludes part time employees and contractors,
4.1.23
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.
4.1.24
Headcount
Facts.Supervisor Span of
Control
Active Headcount / Supervisor Headcount
4.1.25
Headcount
Control (Contingent)
Contingent Worker Headcount / Supervisor Headcount
4.1.26
Headcount
Control (Employee)
Employee Headcount / Supervisor Headcount
4.1.27
Headcount Facts.Time in
Grade (Days)
Time spent in grade, in days, relative to the selected time period end date.
4.1.28
Job (Days)
Time spent in job, in days, relative to the selected time period end date.
4.1.29
Organization (Days)
Time spent in organization, in days, relative to the selected time period end date.
4.1.30
Position (Days)
Time spent in position, in days, relative to the selected time period end date.
4.1.31
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)
4.1.32
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)
4.2 Human Resources - Compensation

No
Metric Name
Description
No
Metric Name
Description
4.2.1
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
4.2.2
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 .
4.2.3
Compensation
Facts.Average Bonus
Total of all bonuses divided by average headcount in the organization for that time
period
4.2.4
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.
4.2.5
Compensation
Facts.Average Variable
Compensation
Average gross compensation minus average base compensation
4.2.6
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.
4.2.7
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.
4.2.8
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
4.2.9
Compensation
Facts.Overtime Expenses
Percentage
Percent of an employees Total Gross Compensation that comes from Overtime Pay.
4.2.10
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.
4.2.11
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.
4.2.12
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.
No
Metric Name
Description
4.2.13
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.
4.2.14
Gender and Race Specific

Salary Facts.Active Female
Employee Minority Annual
Salary
The annual base salary (snapshot, not payroll) of all minority female employees.
4.2.15

Employee Non-Minority
Annual Salary
The annual base salary (snapshot, not payroll) of all non-minority female employees.
4.2.16

Salary Facts.Active Male
Salary
The annual base salary (snapshot, not payroll) of all minority male employees
4.2.17

Annual Salary
The annual base salary (snapshot, not payroll) of all non-minority male employees.
4.2.18
Headcount
sum.
4.2.19
Headcount
Headcount

4.2.20
Headcount
Headcount Ratio
Ratio of active contingent workers to active workforce.
4.2.21
Headcount

4.2.22
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
4.2.23
Employee Headcount
4.2.24
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.
4.2.25
Headcount

4.2.26
Headcount Ratio
The ratio of active headcount who are managers
4.2.27
Headcount Facts.Mean
Performance Rating
4.2.28
Employee Headcount
No
Metric Name
Description
4.2.29
This ratio is the ratio of part-time employee active headcount to all employee active
4.2.30
Headcount Facts.Standard
Weekly Hours
Number of hours contracted to work in a week
4.2.31
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.
4.2.32
Headcount
Facts.Supervisor
Headcount

4.2.33
HR Event Facts.# of
Promotions
# of the promotion events in the selected time period.
4.2.34
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.
4.2.35
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.
4.2.36
Worker Placement End
Count
Count of contingent worker placement ends.
4.2.37
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
4.2.38
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.
4.2.39
Event Count
This is the event count for Employee events. It is there for consistency as a subgrouping of Event Count.
4.2.40
Involuntary Termination
Count
Number of involuntary terminations for all employees including contractors and

temporary employees. Aggregation rule is sum with all dimensions
4.2.41
Ratio
This metric determines the ratio of employees who were terminated involuntarily to total
Employee terminations.
4.2.42
Involuntary Turnover Rate
%
Total Involuntary Employee Terminations / Average Employee Headcount
4.2.43
Termination Count
Count of employee terminations, use with the Time dimension to restrict the reporting
period.
4.2.44
Turnover Rate %
Total Employee Terminations / Average Employee Headcount
4.2.45
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.
4.2.46
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.
No
Metric Name
Description
4.2.47
Voluntary Turnover Rate %
Total Voluntary Employee Terminations / Average Employee Headcount
4.2.48
HR Event Facts.Event
Count
The number of job assignment or personnel action events
4.2.49
Headcount
Workforce Headcount for the selected HR Event Type. Use with the HR Event Type
and Time dimension to obtain clear results.
4.2.50
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?
4.2.51
HR Event Facts.Grade
Change Count
The number of pay grade change events
4.2.52
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).
4.2.53
HR Event Facts.HR
Position Change Count
The number of position change events
4.2.54
HR Event Facts.Job
Change Count
The number of job change events
4.2.55
HR Event Facts.Location
Change Count
The number of location change events
4.2.56
HR Event
Facts.Organization Change
Count
The number of organization or dept change events
4.2.57
HR Event
Facts.Performance Rating
Change Count
The number of performance rating change events
4.2.58
HR Event Facts.Prior
Period # of Promotions
# of the promotion events in the period prior to the selected time period.
4.2.59
Period Employee Event Employee Performance
Rating
The Employee Performance Rating at the end of the period prior to the selected time
period.
4.2.60
Period Event Total Annual
Base Salary
The Total Annual Base Salary at the end of the period prior to the selected time period.
4.2.61
Period Hire Count
# of the hire events in the period prior to the selected time period.
4.2.62
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.
4.2.63
HR Event Facts.Retiree
Count
This metric counts the number of employees who retired from the company.
4.2.64
HR Event Facts.Salary
Change Count
The number of salary change events
4.2.65
HR Event Facts.Supervisor
Change Count
The number of supervisor change events
4.2.66
HR Event
Facts.Termination Count
Count of employee terminations and contingent worker placement ends.
4.2.67
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
No
Metric Name
Description
4.2.68
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
4.2.69
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.
4.2.70
Salary Facts.Compa Ratio
4.2.71
Salary Facts.Employee
Hourly Rate
This metric tracks the hourly rate for an employee. This metric provides a snapshot of
an employees 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.
4.2.72
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.
4.2.73
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
listings.
4.2.74
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
listings.
4.2.75
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.
4.2.76

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 employees 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.
4.2.77

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.
4.2.78
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.
4.2.79
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
4.2.80
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)
4.2.81
Time in Service
Facts.Average Length of
Service (Years)
Length of Service (Years) / Employee Headcount.
No
Metric Name
Description
4.2.82
Time in Service
Facts.Average Period of
Placement (Months)
Period of Placement (months) / Contingent Worker Headcount
4.2.83
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)
4.2.84
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)
4.2.85
Time in Service Facts.Prior

Period Average Length of
Service (Years)
Prior Period Length of Service (in Years) / Prior Period Employee Headcount.
4.2.86

Period Length of Service
(Years)
employee's tenure measured in years) - as of the end of the prior period.
4.2.87
Time in Service Facts.Time

in Grade (Days)
4.2.88

in Job (Days)
4.2.89

in Organization (Days)
4.2.90

in Position (Days)
4.3 Human Resources - Learning Enrollment and Completion

No
Metric Name
Description
4.3.1
Enrollment Event
Facts.Event Count
Number of events occured.
4.3.2
Enrollment Event
Facts.Internal Learner
Count
Number of internal learners (employees).
4.3.3
Enrollment Facts.Average
Enrollment Wait Time (Day)
The average enrollment wait time in days.
4.3.4
Enrollment Facts.Average
Score
Average score
4.3.5
Enrollment Facts.Course
Passed Count
Number of courses that are passed by learner.
4.3.6
Enrollment Facts.Course
Required Count
Number of enrollments with courses that are required courses
4.3.7
Enrollment Facts.Delivered
Training Hours
Number of training hours delivered. It includes the hours for the following completion
statuses: Completed, and Not Completed.
4.3.8
Enrollment
Facts.Enrollment Count
Total number of enrollment and completions.
4.3.9
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.
No
Metric Name
Description
4.3.10
Enrollment Facts.Internal
Learner Count
Number of internal learners (employees).
4.3.11
Enrollment Facts.Score
Score received by learner.
4.3.12
Enrollment
Facts.Successful
Completion Count
Number of course activities that are completed successfully by learner. It includes the
following status: Completed and Waived.
4.3.13
Enrollment
Facts.Successful
Completion Rate
Number of completion with Completed or Waived status divided by number of

completion with Completed, Waived, or Not Completed.
4.3.14
Enrollment
Facts.Successful
Enrollment Count
Number of course activities that are successfully enrolled by learner. It excludes the
folloiwng statuses: Dropped, Denied and Waitlisted.
4.3.15
Enrollment
Facts.Successful
Enrollment Rate
Number of successful enrollments divided by total enrollments.
4.3.16
Enrollment Facts.Unique
Employee Count
Distinct employee count for the enrollments.
4.4 Human Resources - Performance

No
Metric Name
Description
4.4.1
Headcount Facts.# of
Promotions
4.4.2
Headcount
sum.
4.4.3
Employee Served Time
Days
Average Employee tenure in days
4.4.4
Service (Days)
All workforce service (in days)/ Active Headcount.
4.4.5
Headcount
Headcount

4.4.6
Headcount
Facts.Dissatisfied
Termination Count
This metric tracks the number of employees who were dissatisfied with the organization
when they voluntarily terminated.
4.4.7
Headcount

4.4.8
Count

4.4.9
Count
No
Metric Name
Description
4.4.10
Headcount
Facts.Employees Eligible
for Bonus
Headcount of employees hired within last 365 days.
4.4.11
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.
4.4.12
Employee Headcount
4.4.13
4.4.14
Headcount Facts.High
Potential Employee
Headcount
Employees with a normalized performance rating of 90 or above
4.4.15
Headcount Facts.Hire
Count
4.4.16
Headcount Facts.Male
Employee Headcount
Number of active male employees (excludes contractors and temporary employees.)

4.4.17
Headcount

4.4.18
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.
4.4.19
Headcount
Headcount Ratio
4.4.20
Headcount
Facts.Supervisor
Headcount

4.4.21
Headcount
Facts.Temporary Employee
Headcount
Temporary Employee Headcount; defined as part of the domainValue configuration.
4.4.22
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.
4.4.23
Performance
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
4.4.24
Performance
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.
No
Metric Name
Description
4.4.25
Performance
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 companys own payroll.
4.4.26
Performance
Facts.Contracting
Expenses
4.4.27
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.
4.4.28
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.
4.4.29
Performance
Facts.Employee Benefit
Expenses

Accounts.
4.4.30
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.
4.4.31
Performance
Facts.Employee Overtime
Expenses

Accounts.
4.4.32
Performance
Facts.Employee Support
Expenses

Accounts.
4.4.33
Performance Facts.Other
Operating Expenses
4.4.34
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.
4.4.35
Performance
Facts.Revenue
4.4.36
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.
4.4.37
Performance Facts.Total
Employee Cost
Sum total of employee benefit costs, payroll amount, employee support cost and
contracting expenses
4.5 Human Resources - Recruitment

No
Metric Name
Description
4.5.1
Applicant Facts.Applicant
Age
The age of an applicant (in years). The aggregation rule is the average age of all
applicants.
4.5.2
Contingent Worker Count
The number of applicants who are currently employed as a contingent worker in the
organization.
No
Metric Name
Description
4.5.3
(Period Begin)
The number of contingent workers who have applied for an opening at the beginning of
a time period.
4.5.4
(Period End)
The number of contingent workers who have applied for an opening at the end of a
time period.
4.5.5
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.
4.5.6
Count (Period Begin)
The number of applicants at the beginning of a time period.
4.5.7
Count (Period End)
The number of applicants at the end of a time period.
4.5.8
Employee Count
The number of applicants who are employees. This is commonly known as "Internal
Applicant".
4.5.9
Employee Count (Period
Begin)
The number of internal employee applicants at the beginning of a time period.
4.5.10
Employee Count (Period
End)
The number of internal employee applicants at the end of a time period.
4.5.11
Ex Employee Count
The number of applicants who are former employees.
4.5.12
Ex Employee Count
(Period Begin)
The number of applicants who are former employees at the end of a time period.
4.5.13
Ex Employee Count
(Period End)
The number of applicants who are former employees at the end of a time period.
4.5.14
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.
4.5.15
New Count (Period Begin)
The number of first-time applicants at the beginning of a time period.
4.5.16
New Count (Period End)
The number of first-time applicants at the end of a time period.
4.5.17
Applicant Facts.Interview
Score
Interview scores for each applicant interview. The aggregation rule is SUM().
4.5.18
Applicant Facts.Screening
Score
The applicant score from the initital screening.
4.5.19
Quality of Hire
Facts.Employee
Separations
The number of new hires that were terminated in a time period; this metric gauges new
hire retention
4.5.20
Quality of Hire
Facts.Employee Transfers
The number of new hires that were transferred in a time period;
4.5.21
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.
No
Metric Name
Description
4.5.22
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.
4.5.23
Quality of Hire
(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.
4.5.24
Quality of Hire
Facts.Training Score
The training score that a new hire has received in new hire training.
4.5.25
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
4.5.26

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.
4.5.27

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.
4.5.28

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.
4.5.29

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.
4.5.30

Offer Accepted (Days)
The number of days from when an application is initiated to when an offer is accepted.
4.5.31

Offer Extended (Days)
The number of days from when an application is initiated to when an offer is extended.
4.5.32

Offer Rejected (Days)
The number of days from when an application is initiated to when an offer is rejected.
4.5.33

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.
4.5.34

Facts.Time In Initial Stage
(Days)
The duration time in days that an application remains in the initial screening stage. The
4.5.35

Facts.Time In Offer Stage
(Days)
The duration time in days that an application remains in the offer stage. The
4.5.36

Facts.Time In Start
Pending Stage (Days)
The duration time in days that an application remains in the start pending stage. The
4.5.37
Recruitment Event
Facts.Applicant Contingent
Worker Hires
The number of hires who are currently employed as a contingent worker in the
organization.
No
Metric Name
Description
4.5.38
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).
4.5.39
Recruitment Event
Facts.Applicant Ex
Employee Hires
The number of hires who are former employees.
4.5.40
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.
4.5.41
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.
4.5.42
Recruitment Event
Facts.Applicants
Interviewed
The number of applicants who have been interviewed.
4.5.43
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.
4.5.44
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().
4.5.45
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().
4.5.46
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().
4.5.47
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().
4.5.48
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().
4.5.49
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().
4.5.50
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().
4.5.51
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().
No
Metric Name
Description
4.5.52
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().
4.5.53
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().
4.5.54
Recruitment Event
Facts.Applications
Terminated
The number of applications that were terminated by either the applicant or the hiring
organization.
4.5.55
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.
4.5.56
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.
4.5.57
Recruitment Event
Facts.Applications
Terminated At Offer Stage
The number of applications terminated during the offer stage by either the applicant or
4.5.58
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.
4.5.59
Recruitment Event
Facts.Applications
Terminated Involuntarily
The number of applications that were terminated by the hiring organization.
4.5.60
Recruitment Event
Facts.Applications
Terminated Involuntarily At
Assessment Stage
The number of applications that were terminated during the assessment stage by the
hiring organization.
4.5.61
Recruitment Event
Facts.Applications
Initial Stage
The number of applications that were terminated during the initial (screening) stage by
4.5.62
Recruitment Event
Facts.Applications
Offer Stage
The number of applications that were terminated during the offer stage by the hiring
organization.
4.5.63
Recruitment Event
Facts.Applications
Start Pending Stage
The number of applications that were terminated during the start pending stage by the
hiring organization.
4.5.64
Recruitment Event
Facts.Applications
Terminated Voluntarily
applicant.
4.5.65
Recruitment Event
Facts.Applications
Terminated Voluntarily At
Assessment Stage
applicant.
No
Metric Name
Description
4.5.66
Recruitment Event
Facts.Applications
Initial Stage
The number of applications that were terminated during the initial screening stage by
the applicant.
4.5.67
Recruitment Event
Facts.Applications
Offer Stage
The number of applications that were terminated during the offer stage by the
applicant.
4.5.68
Recruitment Event
Facts.Applications
Start Pending Stage
The number of applications that were terminated during the start pending stage by the
applicant.
4.5.69
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.
4.5.70
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.
4.5.71
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.
4.5.72
Recruitment Event
Facts.Hires
The number of new hires
4.5.73
Recruitment Event
Facts.Offers Accepted
The number of offers accepted in a time period.
4.5.74
Recruitment Event
Facts.Offers Extended
The number of offers extended in a time period
4.5.75
Recruitment Event
Facts.Offers Rejected
The number of offers rejected in a time period
4.5.76
Recruitment Event
Facts.Recruitment Event
Count
The count of recruitment events.
4.5.77
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
4.5.78
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
"
4.5.79
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
4.5.80
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.
No
Metric Name
Description
4.5.81
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
4.5.82
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
4.5.83
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
4.5.84
Recruitment Ratio
Facts.Interviews Per Hire
Average number of interviews for each applicant hired. Formula: Interviews / Applicant
Hires
4.5.85
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
4.5.86
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
4.5.87
Recruitment Ratio
Facts.Referral Hire Ratio
The percentage of hires that are referred by an internal employee. Formula: Referral
Hires / Total Hires
4.5.88
Recruitment Ratio
Facts.Referral Hires
The number of hires that the applicant is referred by an internal employee. Formula:
Hires where Referral Applicant ='Y'
4.5.89
Recruitment Ratio
Facts.Referral Success
Rate
The percentage of applicant referrals that result in a new hire. Formula: Referral Hires
/ Total Applicant Referrals
4.5.90
Recruitment Ratio
Facts.Rehire Rate
" Number of rehires as a percentage of total hires.

Formula: Hires Who are former employees / Total Hires
"
4.5.91
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)
4.5.92
Requisition Facts.Budgeted
FTE
The number of full-time equivalent budgeted for a job requisition
4.5.93
Requisition Facts.Budgeted
Headcount
The number of headcount budgeted for a job requisition
4.5.94
Requisition Facts.FTE
The headcount full-time equivalent specified for a job requisition
4.5.95
Requisition
Facts.Headcount
Headcount of active employees
4.5.96
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].
No
Metric Name
Description
4.5.97
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
4.5.98
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
4.5.99
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.
4.5.100
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.
4.5.101
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.
4.5.102
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.
4.5.103
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.
4.5.104
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.
4.5.105
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.
4.5.106
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.
4.5.107
Requisition Requests
Denied
The number of job requisitions that have approval rejected.
4.5.108
Requisitions Being Drafted
The number of job requistions that in the "Draft" status.
4.5.109
Requisitions Being
Requested
The number of job requisitions that have been submitted and are waiting for approval
4.5.110
Requisitions Cancelled
The number of job requisitions that have been cancelled without being filled in a time
period.
No
Metric Name
Description
4.5.111
Requisitions Closed
The number of job requisitions that have been filled or closed.
4.5.112
Requisitions Count
The number of job requisitions
4.5.113
Requisitions Drafted
The number of job requisitions that have been drafted in a time period.
4.5.114
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.
4.5.115
Requisitions On Hold
The number of job requisitions that are on hold.
4.5.116
Requisitions Open
The number of job requisitions that are in open status at the end of a time period.
4.5.117
Requisitions Open (Period
Begin)
The number of job requisitions that are open at the beginning of a period.
4.5.118
Requisitions Opened
The number of job requisitions that have been opened in a time period.
4.5.119
Requisitions Pending
Approval
The number of job requisitions that are in pending approval status.
4.5.120
Requisitions Requested
The number of job requisitions that have been submitted for approval.
4.5.121
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.
4.5.122
Requisition Facts.Openings
(Period Begin)
The number of job openings at the beginning of a time period.
4.5.123
Requisition
Facts.Remaining FTE
The full-time equivalent that remains to be filled for a job requistion.
4.5.124
Requisition
Facts.Remaining
Headcount
Remaining headcount to be filled
4.5.125
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
4.5.126
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
4.5.127
Requisition Facts.Total
Openings
The number of total openings specified for a job requisition when it is opened.
4.5.128
Workforce Profile
Facts.Average Employee
Headcount
4.5.129
Workforce Profile
Headcount

No
Metric Name
Description
4.5.130
Workforce Profile
Facts.Employee Headcount

4.6 Human Resources - US Statutory Compliance

No
Metric Name
Description
4.6.1
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
4.6.2
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 .
4.6.3
Compensation
Facts.Average Base Salary
Amount
Average base salary for the specific time period for a specific group
4.6.4
Compensation
Facts.Average Bonus
Total of all bonuses divided by average headcount in the organization for that time
period
4.6.5
Compensation
Facts.Average Current
Year Base Salary Amount
Average base salary for the specific time period for a specific group
4.6.6
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.
4.6.7
Compensation
Facts.Average Variable
Compensation
Average gross compensation minus average base compensation
4.6.8
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.
4.6.9
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.
No
Metric Name
Description
4.6.10
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
4.6.11
Compensation
Facts.Overtime Expenses
Percentage
Percent of an employees Total Gross Compensation that comes from Overtime Pay.
4.6.12
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.
4.6.13
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.
4.6.14
Deductions

4.6.15
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.
4.6.16
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.
4.6.17
FTE Facts.FTE
(Contingent)
FTE of active contingent workers, contingent workers are modelled in the employment
4.6.18
FTE Facts.FTE (Employee)
FTE of active employees, employees are modelled in the employment dimension.

dimensions, aggregation rule is sum.
4.6.19

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
sum. This metric can be used in the EEO-1 Survey Reports.
4.6.20

Headcount Facts.Asian
Employee Headcount
Total headcount of employees who belong to the Asian ethnic group (excludes
time dimension. With all other dimensions, aggregation rule is sum. This metric can be
used in the EEO-1 Survey Reports.
4.6.21

Headcount Facts.Black
Employee Headcount
Total headcount of employees who belong to the Black ethnic group (excludes
time dimension. With all other dimensions, aggregation rule is sum. This metric can be
used in the EEO-1 Survey Reports.
4.6.22

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.)
4.6.23

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.
No
Metric Name
Description
4.6.24

Black Employee Headcount
Number of active female employees with ethnic code description matching black
4.6.25

Employee Headcount
Number of active female employees (excludes contractors and temporary employees.)

4.6.26

Hispanic Employee
Headcount
Number of active female employees with ethnic code description matching hispanic
4.6.27

White Employee
Headcount
Number of active female employees with ethnic code description matching white
can be used with EEO-1 Reports)
4.6.28

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
is sum. This can be used with EEO-1 reports.
4.6.29

Headcount Facts.Hispanic
or Latino (All Races)
Employee Headcount
Number of active employees with ethnic code description matching hispanic (excludes
time dimension. With all other dimensions, aggregation rule is sum. This can be used
with EEO-1 Reports.
4.6.30

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.)
4.6.31

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
is sum. This can be used with EEO-1 Reports.
4.6.32

Black Employee Headcount
Number of active male employees with ethnic code description matching Black
4.6.33

Employee Headcount
Number of active male employees (excludes contractors and temporary employees.)

4.6.34

Hispanic Employee
Headcount
Number of active male employees with ethnic code description matching Hispanic
4.6.35

White Employee
Headcount
Number of active male employees with ethnic code description matching White
4.6.36

Headcount Facts.Minority
Employee Headcount
Number of active employees with ethnic code description NOT matching white
No
Metric Name
Description
4.6.37

Headcount Facts.Other
Protected Veterans
Employee Headcount
Number of active employees with veteran status equal to other protected veteran
can be used with VETS100 Reports.
4.6.38

Headcount Facts.Special
Disabled Veteran
Employee Headcount
Number of active employees with veteran status equal to special disabled veteran
4.6.39

Headcount Facts.Vietnam
Era Veteran Employee
Headcount
Number of active employees with veteran status equal to Vietnam Era Veteran
4.6.40

Salary
The annual base salary (snapshot, not payroll) of all minority female employees.
4.6.41

Annual Salary
The annual base salary (snapshot, not payroll) of all non-minority female employees.
4.6.42

Salary
The annual base salary (snapshot, not payroll) of all minority male employees
4.6.43

Annual Salary
The annual base salary (snapshot, not payroll) of all non-minority male employees.
4.6.44
Headcount
sum.
4.6.45
Headcount
Headcount

4.6.46
Headcount
Headcount Ratio
4.6.47
Headcount
Facts.Contractor Ratio
Ratio of active contractors to active workforce.
4.6.48
Headcount
Facts.Contractors
Headcount

4.6.49
Headcount

4.6.50
Employee Headcount
4.6.51
No
Metric Name
Description
4.6.52
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.
4.6.53
Headcount

4.6.54
Headcount
Headcount Ratio
4.6.55
Headcount
Facts.Supervisor
Headcount

4.6.56
Performance Facts.Mean
Performance Rating
4.6.57
Length of Work (Days)
# days the worker has been active at the enterprise (also known as the worker's tenure
measured in days)
4.6.58
Length of Work (Months)
# months the worker has been active at the enterprise (also known as the worker's
tenure measured in months)
4.6.59
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.
4.6.60
Salary Facts.Compa Ratio
4.6.61
Salary Facts.Exempt
Employee Hourly Rate
pay rate structure.
4.6.62
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.
4.6.63
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
listings.
4.6.64
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
listings.
4.6.65
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
listings.
No
Metric Name
Description
4.6.66
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
4.6.67
Terminations and Hires

Facts.# of Promotions
4.6.68

Event Count
4.6.69

Facts.Dissatisfied
Termination Count
4.6.70

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.
4.6.71

Facts.Employee Event
Count
4.6.72

Facts.Employee
Count

4.6.73

Facts.Employee
Ratio
4.6.74

Facts.Employee
Termination Count
period.
4.6.75

Facts.Employee Turnover
Rate %
4.6.76

Facts.Employee Voluntary
Termination Count
4.6.77

Facts.Employee Voluntary
Termination Ratio
reason.
4.6.78

Facts.Event Count
4.6.79

Facts.Female Employee
Termination Count
The number of female employee who have have terminated voluntarily or involuntarily.
4.6.80

Facts.Hire Count
4.6.81

Facts.Male Employee
Termination Count
The number of male employees who have been terminated voluntarily or involuntarily
No
Metric Name
Description
4.6.82

Facts.Promotion Ratio
4.6.83

Facts.Rehires Count
The number of rehires
4.6.84

Facts.Rehires Ratio
Rehires Ratio This metric determines the ratio of rehires to all employees hired during a
specified period.
4.6.85

Facts.Retiree Count
4.6.86


4.6.87
Time in Service
Service (Years)
4.6.88
Time in Service
Placement (Months)
4.6.89
Time in Service
(Years)
4.6.90
Time in Service
(Months)
4.6.91

Service (Years)
4.6.92

(Years)
4.6.93

in Grade (Days)
4.6.94

in Job (Days)
4.6.95

4.6.96

in Position (Days)
4.7 Human Resources - Workforce Profile

No
Metric Name
Description
4.7.1
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.
No
Metric Name
Description
4.7.2
HR Event Fact
Indicators.Event Supervisor Indicator
Indicates if the fact record is a supervisor (0/1) as of the fact record event date.
4.7.3
HR Event Facts.# of
Promotions
4.7.4
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
4.7.5

Prior Period Employee
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.
4.7.6

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.
4.7.7

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.
4.7.8

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.
4.7.9
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.
4.7.10
Worker Event Count
4.7.11
Worker Placement End
Count
Count of contingent worker placement ends.
4.7.12
Worker Placement Start
Count
A count of Contingent Worker Placement Starts.
4.7.13
HR Event
Facts.Dissatisfied
Termination Count
4.7.14
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.
4.7.15
Event - Length of Service
(Years)
4.7.16
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
4.7.17
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.
4.7.18
Event Count
No
Metric Name
Description
4.7.19
Hire Count
A count of employee hires.
4.7.20
Count

4.7.21
Ratio
4.7.22
Involuntary Turnover Rate
%
Total Involuntary Employee Terminations / Average Employee Headcount
4.7.23
Termination Count
period.
4.7.24
Turnover Rate %
4.7.25
Count
4.7.26
Ratio
reason.
4.7.27
Voluntary Turnover Rate %
Total Voluntary Employee Terminations / Average Employee Headcount
4.7.28
Count
4.7.29
Headcount
Workforce Headcount for the selected HR Event Type. Use with the HR Event Type
and Time dimension to obtain clear results.
4.7.30
HR Event Facts.Grade
Change Count
The number of pay grade change events
4.7.31
HR Event Facts.Hire Count
4.7.32
HR Event Facts.HR
Position Change Count
The number of position change events
4.7.33
HR Event Facts.Job
Change Count
The number of job change events
4.7.34
HR Event Facts.Location
Change Count
The number of location change events
4.7.35
HR Event
Facts.Organization Change
Count
The number of organization or dept change events
4.7.36
HR Event
Change Count
The number of performance rating change events
4.7.37
Period # of Promotions
# of the promotion events in the period prior to the selected time period.
No
Metric Name
Description
4.7.38
Period Employee Event Employee Performance
Rating
The Employee Performance Rating at the end of the period prior to the selected time
period.
4.7.39
Period Employee
Count
# of the Employee Involuntary Termination events in the period prior to the selected
time period.
4.7.40
Period Employee
Termination Count
# of the Employee Termination events in the period prior to the selected time period.
4.7.41
Period Employee Voluntary
Termination Count
# of the Employee Voluntary Termination events in the period prior to the selected time
period.
4.7.42
Period Event Headcount
The Event Headcount at the end of the period prior to the selected time period.
4.7.43
Period Hire Count
# of the hire events in the period prior to the selected time period.
4.7.44
HR Event Facts.Promotion
Ratio
4.7.45
HR Event Facts.Retiree
Count
4.7.46
HR Event Facts.Salary
Change Count
The number of salary change events
4.7.47
Change Count
The number of supervisor change events
4.7.48
Hire Count
A count of people who are hired and are supervisors of others on hire date.
4.7.49
Termination Count
Count of supervisor - employee terminations or contingent worker placement ends .
4.7.50
HR Event
Facts.Termination Count
Count of employee terminations and contingent worker placement ends.
4.7.51
HR Event Facts.Transfer
Count
A count of Transfer Events (configured during the implementation process against the
Workforce Event dimension).
4.7.52
Span of Control
Control
Active Headcount / Supervisor Headcount
4.7.53
Span of Control
Control (Contingent)
Contingent Worker Headcount / Supervisor Headcount
4.7.54
Span of Control
Control (Employee)
Employee Headcount / Supervisor Headcount
4.7.55


4.7.56
Time in Service
Service (Years)
No
Metric Name
Description
4.7.57
Time in Service
Placement (Months)
4.7.58
Time in Service
(Years)
4.7.59
Time in Service
(Months)
4.7.60

Service (Years)
4.7.61

(Years)
4.7.62

in Grade (Days)
4.7.63

in Job (Days)
4.7.64

4.7.65

in Position (Days)
4.7.66
Workforce Profile Fact

Indicators.Manager Role
Indicator
A flag indicates if an employee is a manager; a manager may or may not supervisor

employees.
4.7.67
Workforce Profile Fact

Indicators.Supervisor
Indicator
Indicates if the fact record is a supervisor (0/1) as of the fact record snapshot date.
4.7.68
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
4.7.69
Workforce Profile
Facts.Active Headcount
sum.
4.7.70
Workforce Profile
Facts.Average Employee
Headcount
4.7.71
Workforce Profile
Facts.Compa Ratio
4.7.72
Workforce Profile
Facts.Contingent
Agency/Temp Headcount
Total headcount of Contingent Agency/Temporary staff. Aggregation rule is last value

4.7.73
Workforce Profile
Facts.Contingent College
Intern Headcount
Total headcount of Contingent College Intern staff. Aggregation rule is last value when
4.7.74
Workforce Profile
Headcount

No
Metric Name
Description
4.7.75
Workforce Profile
Headcount Ratio
4.7.76
Workforce Profile
Facts.Contractor Ratio
Ratio of active contractors to active workforce.
4.7.77
Workforce Profile
Facts.Contractors
Headcount

4.7.78
Workforce Profile

4.7.79
Workforce Profile
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
4.7.80
Workforce Profile
Facts.FTE (Contingent)
FTE of active contingent workers, contingent workers are modelled in the employment
4.7.81
Workforce Profile
Facts.FTE (Employee)
FTE of active employees, employees are modelled in the employment dimension.

4.7.82
Workforce Profile
Facts.Full-Time Employee
Headcount
4.7.83
Workforce Profile
Facts.Full-Time Employee
Headcount Ratio
4.7.84
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
4.7.85
Workforce Profile
Facts.Manager Headcount

4.7.86
Workforce Profile
Facts.Mean Performance
Rating
4.7.87
Workforce Profile
Facts.Part-Time Employee
Headcount
4.7.88
Workforce Profile
Facts.Part-Time Employee
Headcount Ratio
This ratio is the ratio of part-time employee active headcount to all employee active
4.7.89
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
4.7.90
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
No
Metric Name
Description
4.7.91
Workforce Profile
Facts.Prior Period
Employee Headcount
End of prior period Headcount of active employees, employees are modelled in the
4.7.92
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
4.7.93
Workforce Profile
Headcount Ratio
4.7.94
Workforce Profile
Facts.Supervisor
Headcount

4.7.95
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.
Loyalty Analytics
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.
5.1 Loyalty - Financials

No
Metric Name
Description
5.1.1
Loyalty Program Cost

Facts.Member Points
Monetary Liability
Member Points Monetary Liability is the monetary equivalent of all outstanding points
across all members. Its equal to the number of outstanding points * cost per point
5.1.2

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.
5.1.3

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.
5.1.4

Facts.Reward Cost of
Partner Products
Reward Cost of Partner Products is the partner price amount multiplied by the number
of points.
5.1.5

Facts.Year Ago Member
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.
5.1.6
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.
5.1.7

Liability - Member Cost
This metric is calculated as, number of outstanding points times the Cost Per Point
5.1.8

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.
5.1.9

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.
5.1.10

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
No
Metric Name
Description
5.1.11

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.
5.1.12

Facts.Year Ago Loyalty
Program Liability Net
Change
Loyalty Program Liability Net Change is the difference between program liability today
and an year ago
5.1.13
Loyalty Program Revenue

Facts.# of Service
Requests
Number of service requests
5.1.14

Facts.AR from Partners
Amount receivable from partners as sale of Loyalty points. Applicable to post-paid

partners
5.1.15

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. .
5.1.16

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.
5.1.17

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.
5.1.18

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
5.1.19

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.
5.1.20

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.
5.1.21

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.
5.1.22

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.
5.1.23
Loyalty Total Revenue

Input Facts.Total Revenue
Total Revenue is input from a flat file.
5.1.24
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.
5.1.25
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.
5.1.26
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.
5.1.27
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
Loyalty Analytics
No
Metric Name
Description
5.1.28
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.
5.1.29
QAGO.% Change Quarter

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.
5.1.30
YAGO.% Change in Year

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
5.1.31
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.
5.1.32
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.
5.2 Loyalty - Members

No
Metric Name
Description
5.2.1
Loyalty Member Facts.# of

Cancelled Members
Number of loyalty program members with status CANCELLED
5.2.2

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
5.2.3

Members
Number of members enrolled in the loyalty program, with a valid membership status
5.2.4

Members 180 Days Moving
Avg
# of members enrolled into the loyalty program, expressed as moving average for 6
months
5.2.5

Members in Millions
# of Members expressed in millions
5.2.6

Members in Thousand
# of Members expressed in thousands
5.2.7

New Members
# of members newly enrolled into the program within the selected time period
5.2.8
Loyalty Member
Facts.Enrollment Growth
Rate
New Members / # total members * 100
5.2.9
Loyalty Member Point

Facts.# of Points Accrued
Total number of points accrued
5.2.10

Facts.# of Points Expired
# of Points Expired are those redemption records which have an expired flag of 'Y'.
The redemption type is 'Expired'.
5.2.11

Facts.# of Points Loaned
# of Points Loaned is the sum of the Number of Points (Accrued) where the transaction
sub type is 'Loan'.
5.2.12

Facts.# of Points
Redeemed
Total number of points redeemed
Loyalty Analytics
No
Metric Name
Description
5.2.13

Facts.Average # of
Accrued Points
Average # of Accrued Points is the sum of the Number of Points Accrued divided by
count of members.
5.2.14

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.
5.2.15

Facts.Average # of
Redeemed Points
Average # of Redeemed Points is the sum of the Number of rdeemed Points divided by
count of members.
5.2.16

Facts.Burning Rate %
Burning Rate % is the rate at which members are burning points. It is the # of points
Redeemed / # points earned * 100.
5.2.17

Facts.Earning Rate %
Earning Rate % is the rate at which members are earning points. It is the # of points
Accrued / Member Points Balance * 100.
5.2.18

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.
5.2.19

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.
5.2.20

Facts.Outstanding Member
Point Balance
Running sum of Member Point Balance. Total outstanding member point balance
5.2.21
Loyalty Member Tier

Movement Facts.# of
Members Moved to Higher
Tier
Total number of members moving up in the tier hierarchy
5.2.22
Loyalty Member Tier

Movement Facts.# of
Members Moved to Lower
Tier
Total number of members moving down in the tier hierarchy
5.2.23
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
5.2.24
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
5.2.25
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.
5.2.26
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.
5.2.27
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.
5.2.28
MAGO Points Facts.Month

# of Points Expiring
This is the number of points expiring within the next month.
5.2.29
MAGO Points
Points Balance Change
Change in member point balance during the last quarter
Loyalty Analytics
No
Metric Name
Description
5.2.30
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'
5.2.31
Member Value Facts.Value

Score
Member Value at a given point in time. This metric is sourced directly from
transactional application attribute, value score.
5.2.32
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.
5.2.33
Non Members Facts.# of

Customers
Total number of customers, including loyalty program members
5.2.34
Non Members Facts.# of

Non Members
Total number of customers who are not loyalty program members
5.2.35
Non Members Facts.%

Change Year Ago Member
to Customer Ratio
Change in member to customer ratio during last year
5.2.36
Non Members
Facts.Member to Customer
Ratio
Ratio of loyalty program members to total customers
5.2.37
Non Members Facts.Year

Ago Member to Customer
Ratio
Ratio of members to total customers, an year back
5.2.38
QAGO Member Facts.%

Change Quarter Ago # of
Members
Percentage change in number of loyalty program members during last quarter
5.2.39
QAGO Member Facts.%

Change Quarter Ago
Enrollment Growth Rate
Percentage change in enrollemnt growth during last quarter
5.2.40
QAGO Member
Facts.Quarter Ago # of
Cancelled Members
Number of members dropped out of the program one quarter back
5.2.41
QAGO Member
Members
Number of program members, aquarter ago
5.2.42
QAGO Member
Facts.Quarter Ago
Enrollment Growth rate that the program had, a quarter ago
5.2.43
QAGO Points Facts.%

Change Quarter Ago
Burning Rate
Redeemed a quarter ago, divided by the # of points Redeemed a quarter ago.
5.2.44
QAGO Points Facts.%

Change Quarter Ago
Earning Rate
a quarter ago, divided by the # of points Accrued a quarter ago.
5.2.45
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.
5.2.46
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.
5.2.47
QAGO Points
Facts.Quarter # of Points
Expiring
This is the number of points expiring within the next quarter.
Loyalty Analytics
No
Metric Name
Description
5.2.48
QAGO Points
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.
5.2.49
QAGO Points
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.
5.2.50
WAGO Points Facts.Week

This is the number of points expiring within the next week.
5.2.51
YAGO Member Facts.%

Change Year Ago # of
Members
Percentage change in number of loyalty program members during last year
5.2.52
YAGO Member Facts.%

Change Year Ago
Percentage change in enrollemnt growth during last year
5.2.53
YAGO Member Facts.Year

Ago # of Cancelled
Members
5.2.54

Ago # of Members
Total number of program members, an year back
5.2.55

Ago Enrollment Growth
Rate
Member Enrollment Growth rate, an year ago
5.2.56

Ago Value Score
Customer value score , an year back
5.2.57
YAGO Points Facts.%

Change Year Ago Burning
Rate
Redeemed a year ago, divided by the # of points Redeemed a year ago.
5.2.58
YAGO Points Facts.%

Change Year Ago Earning
Rate
a year ago, divided by the # of points Accrued a year ago.
5.2.59
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.
5.2.60
YAGO Points Facts.%

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.
5.2.61
YAGO Points Facts.Year #

of Points Expiring
This is the number of points expiring within the next year.
5.2.62
YAGO Points Facts.Year

Ago Member Points
Balance Change
Change in member point balance during the last year.
5.2.63

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.
5.2.64

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
Accrued a year ago.
Loyalty Analytics
5.3 Loyalty - Partners

No
Metric Name
Description
5.3.1
Loyalty Partner Facts.# of

Partners
Total # of partners
5.3.2
Loyalty Partner
Facts.Invoice Billed
Amount
Amount billed to partner for sale of loyalty points, applicable to pre-paid partners
5.3.3
Loyalty Partner
Facts.Partner Account
Point Balance
Total # of points balance in partner accounts
5.3.4
Loyalty Partner
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)
5.3.5
Loyalty Partner
Points Balance Decreased
decrease in the points in partner accounts since the last time (points debited to partner
account as a result of accruals)
5.3.6
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
5.3.7
Loyalty Partner Facts.Total

# of Point Block Points
Total number points available in the partner point block
5.3.8
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)
5.3.9

Point Balance Net Change
Change in Partner point balance during the last quarter
5.3.10

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
5.3.11

Points Liability Net Change
Change in Partner point balance during the last quarter
5.3.12
YAGO.Year Ago Partner

Point Balance
Partner point balance, an year back
5.3.13

Point Balance Net Change
Change in partner point balance during the last year
5.3.14

Points Liability
Partner points liability, an year back
5.3.15

Points Liability Net Change
Change in Partner points liability during the last year
5.4 Loyalty - Programs

No
Metric Name
Description
5.4.1

Cancelled Members
Loyalty Analytics
No
Metric Name
Description
5.4.2

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
5.4.3

Members
Count number of members enrolled in a loyalty program, where the membership is

currently valid
5.4.4

Members 180 Days Moving
Avg
# of members enrolled into the loyalty program, expressed as moving average for 6
months
5.4.5

Members in Millions
Total number of program members, expressed in Millions
5.4.6

Members in Thousand
# of Members expressed in thousands
5.4.7

New Members
# of members newly enrolled into the program within the selected time period
5.4.8
Loyalty Member
Facts.Enrollment Growth
Rate
New Members / # total members * 100
5.4.9

# of Points Accrued is the sum of Number of Points (Accrualed Value).
5.4.10

# of Points Expired are those redemption records which have an expired flag of 'Y'.
The redemption type is 'Expired'.
5.4.11

# of Points Loaned is the sum of the Number of Points (Accrualed Value) where the
transaction sub type is 'Loan'.
5.4.12

Facts.# of Points
Redeemed
# of Points Redeemed is the sum of Number of Points (Redeemed Value) excludes

expired points.
5.4.13

Facts.Average # of
Accrued Points
Average # of Accrued Points is the sum of the Number of Points (Accrualed Value)
divided by count of members.
5.4.14

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.
5.4.15

Facts.Average # of
Redeemed Points
Average # of Redeemed Points is the sum of the Number of Points (Redeemed Value)
5.4.16

Redeemed divided by the Member Points Balance, times 100.
5.4.17

Accrued divided by the Member Points Balance.
5.4.18

divided by the Member Points Balance.
5.4.19

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.
5.4.20

Point Balance
5.4.21
Loyalty Transaction Facts.#

of Transactions
Total number of transactions that the program members participated in.
5.4.22

of Transactions in Millions
Number of Transactions expressed in Millions.
Loyalty Analytics
No
Metric Name
Description
5.4.23

of Transactions in
Thousands
Number of Transactions expressed in thousands
5.4.24

of Vouchers
# of Vouchers is the count of the Vouchers, issued over time, collected via the Activity
Fact.
5.4.25
Loyalty Transaction
Facts.Average # of
Transactions
Total Number of transactions across the programs divided by the total number of
transactions per program.
5.4.26
MAGO Points Facts.%

Change Month Ago
Burning Rate
5.4.27
MAGO Points Facts.%

Change Month Ago
Earning Rate
5.4.28
MAGO Points Facts.%

Change Month Ago
Expiration Rate
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.
5.4.29

5.4.30
MAGO Points
Points Balance Change
Change in member point balance during the last quarter
5.4.31
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.
5.4.32
MAGO Transaction
Facts.Month Ago # of
Transactions
Total number of transactions, a month back
5.4.33
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
No
Metric Name
Description
5.4.34
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)
5.4.35
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
5.4.36
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.
5.4.37
QAGO Member Facts.%

Change Quarter Ago # of
Members
Percentage change in membership in the one last quarter
5.4.38
QAGO Member Facts.%

Change Quarter Ago
Percentage change in membership growth rate in the last quarter
5.4.39
QAGO Member
Members
Number of members the program had one quarter back
5.4.40
QAGO Member
Facts.Quarter Ago
Enrollment Growth rate that the program had, a quarter ago
5.4.41
QAGO Points Facts.%

Change Quarter Ago
Burning Rate
5.4.42
QAGO Points Facts.%

Change Quarter Ago
Earning Rate
5.4.43
QAGO Points Facts.%

Change Quarter Ago
Expiration Rate
Expired a quarter ago, divided by the # of points Expired a quarter ago.
5.4.44
QAGO Points Facts.%

Change 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.
5.4.45
QAGO Points
Expiring
5.4.46
QAGO Points
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
No
Metric Name
Description
5.4.47
QAGO Points
5.4.48
QAGO Transaction
Facts.% Change in Quarter
% 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.
5.4.49
QAGO Transaction
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.
5.4.50
QAGO Transaction
Transactions
Total number of transactions, a quarter back
5.4.51
QAGO Transaction
Vouchers
# of vouchers issued, an quarter ago
5.4.52

5.4.53
YAGO Member Facts.%

Change Year Ago # of
Members
Percentage change in loyalty program membership in the one last year
5.4.54
YAGO Member Facts.%

Change Year Ago
Percentage change in membership growth rate in the last year
5.4.55

Ago # of Members
Number of members the program had one year back
5.4.56

Ago Enrollment Growth
Rate
Enrollment Growth rate that the program had, an year ago
5.4.57

Ago Value Score
Customer value score , an year back
5.4.58
YAGO Points Facts.%

Rate
5.4.59
YAGO Points Facts.%

Rate
5.4.60
YAGO Points Facts.%

Change Year Ago
Expiration Rate
Expired a year ago, divided by the # of points Expired a year ago.
5.4.61
YAGO Points Facts.%

Point Balance
% 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.
5.4.62

of Points Expiring
5.4.63

Ago Member Points
Balance Change
Year Ago Member Points Balance Change is the net change between Points Balance
Increase a year ago and Points Balance Decrease a year ago.
5.4.64

Ago Member Points
Balance Decrease
Loyalty Analytics
No
Metric Name
Description
5.4.65

Ago Member Points
Balance Increase
Accrued a year ago.
5.4.66
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.
5.4.67

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.
5.4.68
YAGO Transaction
Facts.Year Ago # of
Transactions
Total number of transactions, an year back
5.4.69
YAGO Transaction
Facts.Year Ago # of
Vouchers
# of vouchers issued, an year ago
5.5 Loyalty - Promotions

No
Metric Name
Description
5.5.1
Loyalty Promotion Facts.#

of Enrollees
Total # of members who are enrolled in a promotion. A count of the members.
5.5.2

of Promotions
This is the count of the number of promotions.
5.5.3

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.
5.5.4

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.
5.5.5
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.
5.6 Loyalty - Transactions

No
Metric Name
Description
5.6.1

# of Points Accrued is the sum of Number of Points (Accrualed Value).
5.6.2

Number of Points Expired .are those redemption records which have an expired flag of
'Y'. The redemption type is 'Expired'.
5.6.3

# of Points Loaned is the sum of the Number of Points where the transaction sub type
is 'Loan'.
5.6.4

Facts.# of Points
Redeemed
# of Points Redeemed is the sum of Number of Points (Redeemed Value) excludes

expired points.
Loyalty Analytics
No
Metric Name
Description
5.6.5

Facts.Average # of
Accrued Points
Average # of Accrued Points is the sum of the Number of Points (Accrualed Value)
5.6.6

Points
Average # of Expired Points is the sum of the Expired Points divided by count of
members.
5.6.7

Facts.Average # of
Redeemed Points
Average # of Redeemed Points is the sum of the Number of Points (Redeemed Value)
5.6.8

Redeemed divided by the Member Points Balance, times 100.
5.6.9

Accrued divided by the Member Points Balance.
5.6.10

divided by the Member Points Balance * 100.
5.6.11

Facts.Member Points
Balance
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.
5.6.12

Point Balance
5.6.13

Facts.# of Service
Requests
5.6.14

Facts.AR from Partners
Amount receivable from partners as sale of Loyalty points. Accual Item Number of
Points (Accrualed Value) times cost per point.
5.6.15

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.
5.6.16

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.
5.6.17

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.
5.6.18

Facts.Non Member
Revenue
It's the revenue from those customers who are not loyalty program members
5.6.19

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.
5.6.20

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.
5.6.21

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.
5.6.22

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.
5.6.23

Facts.Total Revenue
Overall revenue of the firm. Total Revenue is input from a flat file.
Loyalty Analytics
No
Metric Name
Description
5.6.24

of Transactions
Total number of transactions that the program members participated in
5.6.25

of Transactions in Millions
# of Transactions expressed in millions
5.6.26

of Transactions in
Thousands
# of Transactions expressed in thousands
5.6.27

of Vouchers
# of Vouchers is the count of the Vouchers, issued over time
5.6.28
Loyalty Transaction
Facts.Average # of
Transactions
Total Number of transactions across the programs divided by the total number of
transactions per program.
5.6.29
MAGO Points Facts.%

Change Month Ago
Burning Rate
5.6.30
MAGO Points Facts.%

Change Month Ago
Earning Rate
5.6.31
MAGO Points Facts.%

Change Month Ago
Expiration Rate
Expired a month ago, divided by the # of points Expired a month ago.
5.6.32

5.6.33
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.
5.6.34

Change Month Ago
Member Revenue
% Change in member revenue during the last month.
5.6.35

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.
5.6.36
MAGO Revenue
Facts.Month Ago Average
Order Size
numbers.
5.6.37
MAGO Revenue
Facts.Month Ago Member
Revenue
Member Revenue, a month ago
5.6.38
MAGO Revenue
Facts.Month Ago Member
Revenue %
Percentage of Member Revenue to Overall revenue, an year ago
5.6.39
MAGO Revenue
Facts.Month Ago Non
Member Revenue
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.
5.6.40
MAGO Transaction
Facts.% Change in Month
Percentage change in transactions in the last month. Calculated as

(# of transactions - Month ago # of transactions) /Month ago # of transactions * 100
Loyalty Analytics
No
Metric Name
Description
5.6.41
MAGO Transaction
Facts.Month Ago # of
Transactions
Total number of Transactions associated to the loyalty program, a month back
5.6.42
QAGO Points Facts.%

Change Quarter Ago
Burning Rate
5.6.43
QAGO Points Facts.%

Change Quarter Ago
Earning Rate
5.6.44
QAGO Points Facts.%

Change Quarter Ago
Expiration Rate
Expired a quarter ago, divided by the # of points Expired a quarter ago.
5.6.45
QAGO Points Facts.%

Change 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.
5.6.46
QAGO Points
Expiring
5.6.47
QAGO Points
Accrued a year ago.
5.6.48
QAGO Points
5.6.49
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.
5.6.50

Change Quarter Ago
Member Revenue
% Change in member revenue during the last quarter
5.6.51

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.
5.6.52
QAGO Revenue
Facts.Quarter Ago Average
Order Size
numbers.
5.6.53
QAGO Revenue
Revenue
Member Revenue, a quarter ago
5.6.54
QAGO Revenue
Revenue %
Percentage of Member Revenue to Overall revenue, a quarter ago
5.6.55
QAGO Revenue
Facts.Quarter Ago Non
Member Revenue
5.6.56
QAGO Transaction
Percentage change in transactions in the last quarter. Calculated as

(# of transactions - Quarter Ago # of transactions) /Quarter ago # of transactions * 100
Loyalty Analytics
No
Metric Name
Description
5.6.57
QAGO Transaction
Ago # of Vouchers
Percentage change in number of vouchers issued during last quarter. Its calculated as
( # of vouchers - # of vouchers a quarter ago) / # of vouchers a quarter ago * 100.
5.6.58
QAGO Transaction
Transactions
Total number of Transactions associated to the loyalty program, a quarter back
5.6.59
QAGO Transaction
Vouchers
# of vouchers issued, an quarter ago
5.6.60

5.6.61
YAGO Points Facts.%

Rate
5.6.62
YAGO Points Facts.%

Rate
5.6.63
YAGO Points Facts.%

Change Year Ago
Expiration Rate
Expired a year ago, divided by the # of points Expired a year ago.
5.6.64
YAGO Points Facts.%

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
5.6.65

of Points Expiring
5.6.66

Ago Member Points
Balance Change
Change in member point balance during the last year
5.6.67

Ago Member Points
Balance Decrease
5.6.68

Ago Member Points
Balance Increase
Member Point Balance increase during the last year
5.6.69
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.
5.6.70

Revenue
% Change in member revenue during the last year
5.6.71

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.
5.6.72
YAGO Revenue Facts.Year

numbers.
5.6.73

Ago Member Revenue
Member Revenue, an year ago
5.6.74

Ago Member Revenue %
Percentage of Member Revenue to Overall revenue, an year ago
Loyalty Analytics
No
Metric Name
Description
5.6.75

5.6.76

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.
5.6.77

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.
5.6.78
YAGO Transaction
Facts.Year Ago # of
Transactions
Number of Transactions, an year ago.
5.6.79
YAGO Transaction
Facts.Year Ago # of
Vouchers
# of Vouchers is the count of the Vouchers, issued over time, iin the Voucher
Dimension.
Marketing Analytics
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.
6.1 Marketing - CRM Campaigns

No
Metric Name
Description
6.1.1
Campaign Execution
Facts.# Called
# of campaign contacts contacted by Telemarketing agent for a given Campaign
6.1.2
Campaign Execution
Facts.# Contacted
# of campaign contacts contacted by Telemarketing agent or by e-mail during a given

Campaign
6.1.3
Campaign Execution
Facts.# E- Mail Messages
Bounced
# E- Mail Messages Bounced
6.1.4
Campaign Execution
Delivered
# E- Mail Messages Delivered
6.1.5
Campaign Execution
Sent
# E- Mail Messages Sent
6.1.6
Campaign Execution
Facts.# E-Mail Messages
Opened
# E-Mail Messages Opened
6.1.7
Campaign Execution
Facts.# Individual Called
Total # of people targted in a campaign
6.1.8
Campaign Execution
Facts.# Individual
Contacted
6.1.9
Campaign Execution
Facts.# of Accounts Called
# of Accounts targeted in a Campaign
6.1.10
Campaign Execution
Facts.# of Accounts
Contacted
6.1.11
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
6.1.12
Campaign Execution
Facts.% Account Targets
Contacted
6.1.13
Campaign Execution
Facts.% Contacted
6.1.14
Campaign Execution
Facts.% of Individual
Targets Called
Marketing Analytics
No
Metric Name
Description
6.1.15
Campaign Execution
Facts.% of Individual
Targets Contacted
6.1.16
Campaign Execution
Facts.Avg. Number of
Attempts (Phone)
# of Attempts made by the Telemarketing agent to contact a specified campaign

contact
6.1.17
Campaign Execution
Facts.Avg. Number of Days
to Contact
# of Days passed in contacting a specified campaign contact
6.1.18
Campaign Execution
Facts.E- Mail Message
Open Rate (%)
Ratio of E- Mail Messages Opened to E- Mail Messages delivered
6.1.19
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.
6.1.20

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.
6.1.21

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
6.1.22

of Prospects Targeted
The above measures calculates the unique number of prospects that were in a
6.1.23

of Targeted Opportunities
Number of opportunities targeted while planning a campaign
6.1.24

of Times Promoted To
Customer (Account)
# of Times an acccount was targeted in a campaign
6.1.25

of Times Promoted To
Customer (Contact)
# of Times a contact was targeted in a campaign
6.1.26

Targeted
The above measures calculates the unique number of contacts or accounts that were
6.1.27
Campaign Launch
Facts.Cumulative #
Targeted (Unique)
# Targeted (Individuals) over a period of time
6.1.28
Campaign Load Facts.#

Loaded
Total # of people loaded in a Campaign
6.1.29

Loaded but not launched
# Loaded but not launched --includes accounts and individuals
6.1.30
Campaign Load Facts.# of

Accounts Loaded
# of Accounts Loaded in a campaign
6.1.31

Accounts Loaded but not
launched
# of Accounts Loaded but not launched
Marketing Analytics
No
Metric Name
Description
6.1.32

Individuals Loaded
# of Individuals Loaded in a campaign
6.1.33

Individuals Loaded but not
launched
# of Individuals Loaded but not launched
6.1.34

Overlapping Accounts by
Campaigns
# of Accounts that Overlap between two specified campaigns. Please see report on
Customer Insight (B2B) dashboard, Interaction tab
6.1.35

Overlapping Contacts in
Campaigns
# of Accounts that Overlap between two specified unlaunced campaigns. Please see
report on Customer Insight (B2B) dashboard, Interaction tab
6.1.36
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
6.1.37
Goal Variance Lead

Related (pre
Contacts with Leads with
Revenue
Difference between actual and planned/predicted B2C Leads with associated revenue
6.1.38
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"
6.1.39
Goal Variance Lead

Related (pre
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"
6.1.40
Goal Variance.Variance in
# Accounts Targeted
Accounts
Difference between actual and planned number of accounts targeted
6.1.41
# Accounts with
Opportunities
Difference between number of B2B opportunities actual and goal
6.1.42
# Contacts Targeted
Difference between actual and planned number of contacts targeted
6.1.43
# Contacts with
Opportunities
Difference between number of B2C opportunities actual and goal
6.1.44
# Leads
Difference between planned and actual number of leads generated
6.1.45
# of Accounts with Orders
Difference between actual and planned/predicted B2B Leads with associated orders
6.1.46
# of Contacts with Orders
Difference between actual and planned/predicted B2C Leads with associated orders
6.1.47
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
No
Metric Name
Description
6.1.48
Account Response Rate
Difference between planned and actual response rate from accounts
6.1.49
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"
6.1.50
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"
6.1.51
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"
6.1.52
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"
6.1.53
Average Cost per Lead
Difference between planned and actual cost per lead
6.1.54
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"
6.1.55
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"
6.1.56
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"
6.1.57
Contact Response Rate
Difference between planned and actual response rate from contacts
6.1.58
Revenue
Difference between planned and actual Revenue
6.1.59
ROI (%)
Difference between planned and actual percentage ROI
6.1.60
ROI Amount
Difference between planned and actual ROI
6.1.61
Total Expense
Difference between planned and actual Marketing Expense
6.1.62
Lead Facts(pre 7.9.6).# of

Revenue
Number of B2B leads with revenue associated
6.1.63

Revenue
Number of B2C leads with revenue associated
6.1.64

Leads with Revenue
Total number of leads with revenue associated (This is applicable to pre 8.1 Siebel
CRM Application)
6.1.65
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
No
Metric Name
Description
6.1.66
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)
6.1.67
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)
6.1.68
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)
6.1.69
Lead Facts.# of Contacts

with Leads
Number of B2B Contacts that create leads.
6.1.70
Lead Facts.# of Customer

with Leads
Number of Customers that create leads.
6.1.71
Lead Facts.# of Leads
Number of leads created.
6.1.72
Lead Facts.Avg # of Days

Average number of days took to covert the leads to opportunity
6.1.73
Marketing Source Counts.#

of Campaigns
# of Campaign Plans
6.1.74

of Programs
# of Campaign Plans
6.1.75

of Stages
# of Campaign Plans
6.1.76

of Tactics
Number of marketing tactics
6.1.77

Segments
Total # of segments in a campaign
6.1.78

Stand Alone Campaigns
# of Stand Alone Campaigns
6.1.79

Vendors
Total # of Vendors in a campaign
6.1.80

Waves
Total # of Waves in a campaign
6.1.81
Offer Facts.# Offered

Products
Number of products offered
6.1.82
Offer Facts.Order Margin
Margin for ordered item
6.1.83
Offer Facts.Order Revenue
Total Order revenue
6.1.84
Offer Facts.Units Sold
Number of units sold
6.1.85
Opportunity Facts.# of
Accounts with
Opportunities
Total number of accounts with opportunities created
6.1.86
Losses
This metric measures the # of Closed-Lost Opportunities.
6.1.87
Opportunities
Total number of opportunities
6.1.88
Targeted Opportunities
Number of opportunities targeted while planning a campaign
Marketing Analytics
No
Metric Name
Description
6.1.89
Wins
This metric measures the # of Closed-Won Opportunities.
6.1.90
Opportunity Facts.Actual
Opty Conversion Rate
# of Opportunities converted to Orders
6.1.91
Opportunity Facts.Closed
Revenue
This metric measures Closed Revenue.
6.1.92
Opportunity
Facts.Opportunity Revenue
This metric measures Opportunity Revenue.
6.1.93
Opportunity Facts.Win Rate
This metric displays the # of Wins divided by the Total # of Wins and Losses.
6.1.94
Order Facts.# of Accounts

with Orders
Number of B2B orders
6.1.95
Order Facts.# of Contacts

with Orders
Number of B2C orders
6.1.96
Order Facts.# of
Opportunities with Orders
Total # of Opportunities with Orders
6.1.97
Order Facts.# of Order Line

Items
Number of order line items
6.1.98
Order Facts.# of Orders
This metric measures the # of Orders.
6.1.99
Order Facts.# of Products

Purchased by Contact
Total # of products pruchased by a specified contact
6.1.100
Order Facts.Average Order

Size
This metric measures the average total order size excluding tax and freight.
6.1.101
Order Facts.Cumulative
Revenue Earned
Revenue Earned from a product, cumulated over time.
6.1.102
Order Facts.Cumulative
Units Sold
# of Units sold of product, cumulated over time.
6.1.103
Order Facts.Opty to Order

Conversion Rate
The value realized by dividing the # of Opportunities by # of Orders
6.1.104
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.
6.1.105

Revenue
This metric measures Order Revenue at the line item level, excluding Tax and Freight
6.1.106

Revenue per Order
Revenue per order item
6.1.107
Order Facts.Order Number
Credit Card Name (values based on LOV type 'PAY_ACCNT_CD')
6.1.108
Order Facts.Purchase Rate

(Contacts)
The ratio of campaign contacts who placed an order to the total # of contacts targeted
by the campaign
6.1.109
Order Facts.Quantity
Requested
Quantity of order line items requested
6.1.110
Shipped
Quantity of order line items shipped
6.1.111
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.
6.1.112
Order Facts.Total Order

Revenue
This metric measures Total Order Revenue excluding Tax and Freight.
6.1.113
Predicted Goals.# Leads

(Predicted)
the number of leads a marketing campaign aims to generate
6.1.114
Predicted Goals.#
Opportunities (Predicted)
the number of opportunities a marketing campaign aims to generate
Marketing Analytics
No
Metric Name
Description
6.1.115
Predicted Goals.# Orders

(Predicted)
the number of orders a marketing campaign aims to generate
6.1.116
Predicted Goals.# Targeted

(Predicted)
Predicted # of people to be targted in a campaign.
6.1.117
Predicted Goals.Average
Cost per Lead (Predicted)
the average cost expected per lead a marketing campaign aims to generate
6.1.118
Cost per Opportunity
(Predicted)
the average cost expected per opportunity a marketing campaign aims to generate
6.1.119
Cost per Order (Predicted)
the average cost expected per order a marketing campaign aims to generate
6.1.120
Predicted Goals.Avg.
Contribution Margin
(Predicted)
contribution margin predicted
6.1.121
Revenue per Sale
(Predicted)
Revenu eper sale predicted
6.1.122
Predicted
Goals.Conversion Rate
(Predicted)
This metric comes from the value specified in the Financial Modeler in Siebel Marketing
6.1.123
Predicted Goals.Response
Rate (%) (Predicted)
Predicted Response rate. Response rate is the percentage of customers that

responded among all that were contacted
6.1.124
Predicted Goals.Revenue
(Predicted)
Revenue that a marketing campaign aims to generate
6.1.125
Predicted Goals.ROI
Amount (Predicted)
the expected return on investment from a marketing campaign
6.1.126
Predicted Goals.ROI%
(Predicted)
6.1.127
Predicted Goals.Total
Expenses (Predicted)
Predicted cost of a marketing tactic
6.1.128
Program Budget
Facts.Campaign Budget
Assigned
Budget assigned to marketing campaign
6.1.129
Program Budget
Facts.Campaign Budget
Requested
Budget requested for marketing campaign
6.1.130
Program Budget
Facts.Program Budget
Assigned
Budget assigned to marketing program
6.1.131
Program Budget
Facts.Program Budget
Requested
Budget requested for marketing program
6.1.132
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
6.1.133
Response Facts.# of
Responded Accounts
converted to Opportunities
# of Resonded Accounts converted into Opportunities for a Campaign plan
6.1.134
Response Facts.#
Responders (B2B)
Converted to Lead
Total number of B2B responses converted to leads
Marketing Analytics
No
Metric Name
Description
6.1.135
Response Facts.#
Responders (B2C)
Converted to Lead
Total number of B2C responses converted to leads
6.1.136
Response Facts.#
Responders (Contacts)
# of Unique Respondants.
6.1.137
Response Facts.#
Responses
Total # of Responses. Works at the Program Plan, Program, Stage , Campaign plan
and Campaign level
6.1.138
Response Facts.#
Responses by Account
# Responses by Account
6.1.139
Response Facts.#
Responses Converted to
Lead
Total # of responses converted to leads
6.1.140
Response Facts.% of
Program Response
% of Response within a specified Program plan coming from the specified set (like
Campaigns).
6.1.141
Response Facts.% of
Response Method
% of Responses falling into the specified Response type category. This metric may
also be constrained Campaigns etc.
6.1.142
Response Facts.% of
Response Type
% of Responses falling into the specified Response type category. This metric may
also be constrained Campaigns etc.
6.1.143
Response Facts.%
Responses converted to
Leads
# responses converted to lead / # responses * 100
6.1.144
Response Facts.Actual
Opty Conversion Rate
# of Opportunities converted to Orders
6.1.145
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
6.1.146
Response
Facts.Cumulative #
Responders (Unique)
cumulative # of Respondants.
6.1.147
Response
Facts.Cumulative
Response Rate
(Individuals)
The Response Rate for a Campaign plan as it cumulates over campaigns
6.1.148
Response Facts.Rank by #
of Unique Responders
Rank the values of a Dimensional attribute by Total # of Unique Responders
6.1.149
Response Facts.Response
Rate (Accounts)
% of # Targeted within a specified Campaign plan coming from the specified set (like
Campaigns)
6.1.150
Response Facts.Response
Rate(Contacts)
Campaigns)
6.2 Marketing - CRM Consumers

No
Metric Name
Description
6.2.1
Customer Counts.#
Accounts For All Contacts
Total number of accounts across all parties
6.2.2
Customer Counts.# Active

Household Contacts
Total # of Active household contacts
6.2.3
Customer Counts.# Active

Households
Total # of Active households
Marketing Analytics
No
Metric Name
Description
6.2.4
Customer Counts.#
Contacts for All Accounts
Total number of account contacts across all accounts
6.2.5
Customer Counts.#
Contacts with SRs
Number of contacts with service requests
6.2.6
Customer Counts.#
Household Contacts
Total # of contacts via households
6.2.7
Customer Counts.#
Households
Total # of households
6.2.8
Customer Counts.# of
Contacts with Activities
Number of contacts with activities
6.2.9
Customer Counts.# of
Contacts with Orders
Total # of Contacts with Orders
6.2.10
Customer Counts.# of New

Contacts
Number of additional contacts created since the time of the last ETL incremental
update.
6.2.11
Customer Counts.#
Targeted (Contacts)
# of Contacts targeted in a Campaign
6.2.12
Customer Counts.#
Targeted (Individuals)
6.2.13
Customer Counts.#
Targeted (Prospects)
# of Prospects targeted in a Campaign
6.2.14
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.
6.2.15
Customer Counts.Total # of
Profile Contacts
Count of total contacts
6.2.16
Household Facts.# Active

Households
Total # of Active households
6.2.17
Household Facts.#
Households
Total # of households
6.2.18
Household Facts.Average
# of Contacts per
Household
Average of the # of contacts across households
6.2.19
Household Income
Average of the incomes of the individuals in a household
6.2.20
Household Net Worth
Average of the net worth of the individuals in a household
6.2.21
Household Facts.Total
Household Income
Total income of all individuals in a household
6.2.22
Household Facts.Total
Household Net Worth
The total of the net worths of the individuals in a household
6.2.23
Marketing Interactions.# of
Accounts Targeted
6.2.24
Activity Campaign Plans
Counts the number of planned campaigns
6.2.25
Contacts Targeted
Marketing Analytics
No
Metric Name
Description
6.2.26
Individuals Targeted
6.2.27
Prospects Targeted
The above measures calculates the unique number of prospects that were in a
6.2.28
Surveys
Number of customer satisfaction surveys carried out
6.2.29
Times Promoted To
Customer (Contact)
6.2.30
Marketing Interactions.#
Overlapping Contacts in
Campaigns
6.2.31
Responses
and Campaign level
6.2.32
Responses by Account
6.2.33
Responses by Contact
# Responses by Contact
6.2.34
Responses Converted to
Opportunities
Total # of responses converted to opportunities
6.2.35
Targeted (Individuals)
6.2.36
Marketing
Interactions.Average
Response Lag in Days
6.2.37
Marketing
Interactions.Average
Weeks Between
Promotions for Customer
The average time between promotions for a Customer expressed in weeks
6.2.38
Marketing
Interactions.Customer
Promoted to within Days
Selects the customers that were targeted in a campaign within the specifed # of days
from 'today'
6.2.39
Marketing Interactions.First
Time Promoted to
Customer
First time a product was promoted to the selected customer
6.2.40
Marketing Interactions.Last
Time Promoted to
Customer
Last time a product was promoted to the selected customer
6.2.41
Marketing
Interactions.Marketing Cost
Per Customer
Marketing Cost Per Customer
6.2.42
Marketing
Interactions.Marketing Cost
per Customer (Individuals)
Total Marketing expenses on a specified contact
Marketing Analytics
No
Metric Name
Description
6.2.43
Marketing
Interactions.Propensity To
Respond to Promotions by
Contact
Total # of Responses for a contact divided by the # of times targeted in a campaign
6.2.44
Marketing
Interactions.Propensity to
Contact (Tertile)
See Metric "Propensity to Respond to Promotions". This metric breaks the range into
three buckets based on range of values
6.2.45
Marketing
Interactions.Responses per
Responder
# of Responses per Responder
6.2.46
Next Product Purchased.#

Purchasers of Next Product
Metric used in the Next Product Purchased Report
6.2.47
Next Product Purchased.#

Purchasers Selected
Product
# of Purchasers of selected Product
6.2.48
Next Product Purchased.%

of Next Product Purchased
(Contacts)
This metric is used in the Next Product Purchased Report
6.2.49
Product Facts.# of
Products Purchased by
Contact
6.2.50
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
6.2.51

with Selected Product
Number of orders for the selected product
6.2.52
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.
6.2.53
Purchase Behavior.# of
Accounts with Orders
Total # of Accounts with Orders
6.2.54
Assets
Number of assets with service requests
6.2.55
items in Web Shopping cart
Number of quote items
6.2.56
Orders
6.2.57
Contact
6.2.58
Purchase
Behavior.Average Deal
Size
This metric measures the Average Opportunity Size for closed opportunities.
6.2.59
Purchase
Behavior.Average Discount
% across Web Shopping
cart
Average Discount% for the items quoted
6.2.60
Purchase
Behavior.Average Order
Age
Average number of days between order date and data warehouse refresh date
Marketing Analytics
No
Metric Name
Description
6.2.61
Purchase
Item Discount
Average order item discount amount
6.2.62
Purchase
Size
6.2.63
Purchase
Behavior.Average Sales
Cycle
This metric measures the Average time in days from an Opportunity's creation to its
closure as Closed-Won.
6.2.64
Purchase
Behavior.Cumulative
Revenue Earned
6.2.65
Purchase
Behavior.Cumulative Units
Sold
6.2.66
Purchase
Behavior.Discount Amount
of items in Web Shopping
Cart
Discount Amount for the item quoted
6.2.67
Purchase Behavior.Loyal
Customer Groups (Years)
Based on the number of interactions in the lat one year , rank and group the B2C
customers
6.2.68
Purchase Behavior.Margin
on items in Web shopping
cart
Margin for the item quoted
6.2.69
Purchase Behavior.Number
of months since last order
Selects all contacts/Accounts who have placed order within the specified # of months
6.2.70
Purchase Behavior.Order
Item Cost
Total order item cost
6.2.71
Item Discount Amount
This metric measures Order Discount at the line item level, excluding Tax and Freight
6.2.72
Item Margin
6.2.73
Item Revenue
6.2.74
Purchase
Behavior.Quantity
Requested
6.2.75
Purchase
Behavior.Quantity Shipped
6.2.76
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%
6.2.77
Purchase Behavior.Total
Order Costs
Total cost of all order items
6.2.78
Purchase Behavior.Total
Order Revenue
6.2.79
Purchase Behavior.Years
Since First Order
Number of years since first order
Marketing Analytics
6.3 Marketing - CRM Customers

No
Metric Name
Description
6.3.1
Account Facts.# of
Accounts
Total number of B2B accounts
6.3.2
Account Facts.# of Inbound

Interaction Activities
# of Inbound interactions with a contact
6.3.3
Account Facts.# of
Interactions
# of Inbound and outbound interactions with a contact
6.3.4
Account Facts.# of New

Accounts
Number of additional accounts created since the time of the last ETL incremental
update.
6.3.5
Account Facts.# of New

Contacts
Number of additional contacts created since the time of the last ETL incremental
update.
6.3.6
Account Facts.# of
Outbound Interaction
Activities
# of outbound interactions with a contact
6.3.7
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.
6.3.8
Loyalty
Actual cost per consumer orders
6.3.9
Loyalty Group
Based on the number of interactions in the lat one year , rank and group the B2B
customers
6.3.10
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.
6.3.11
Account Facts.Cost to
Serve the Customer
(Account)
Total Marketing Cost plus Service Cost
6.3.12
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
6.3.13
Account Facts.Interaction
Groupings
This metric ranks and groups the B2B customers based on their frequency of
interactions
6.3.14
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
6.3.15
Marketing Interaction
Facts.# of Activity
Campaign Plans
Counts the number of planned campaigns
6.3.16
Facts.# of Responded
Accounts converted to
Opportunities
# of Resonded Accounts converted into Opportunities for a Campaign plan
6.3.17
Facts.# of Surveys
6.3.18
Facts.# of Times Promoted
To Customer (Account)
# of Times an acccount was targeted in a campaign
6.3.19
Facts.# of Times Promoted
To Customer (Contact)
6.3.20
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
No
Metric Name
Description
6.3.21
Facts.# Overlapping
Contacts in Campaigns
6.3.22
Facts.# Responses
and Campaign level
6.3.23
Facts.# Responses by
Account
6.3.24
Facts.# Responses by
Contact
# Responses by Contact
6.3.25
Facts.# Responses
Converted to Opportunities
Total # of responses converted to opportunities
6.3.26
Facts.# Targeted
(Accounts)
6.3.27
Facts.# Targeted
(Individuals)
6.3.28
Facts.Average Response
Lag in Days
6.3.29
Facts.Average Weeks
Between Promotions for
Customer
The average time between promotions for a Customer expressed in weeks
6.3.30
Facts.Customer Promoted
to within Days
Selects the customers that were targeted in a campaign within the specifed # of days
from 'today'
6.3.31
Facts.Marketing Cost Per
Account
Marketing Cost Per Account
6.3.32
Facts.Marketing Cost per
Customer
To be used to get customer counts based on Marketing Spend as criterion
6.3.33
Facts.Propensity to
Respond To Promotions by
Account
# of Responses by Accounts divided by # of times targeted in Campaigns
6.3.34
Facts.Propensity to
Account (Tertile)
Propensity to Respond by Account broken in three buckets based on value.
6.3.35
Facts.Propensity To
Contact
Total # of Responses for a contact divided by the # of times targeted in a campaign
6.3.36
Facts.Propensity to
Contact (Tertile)
See Metric "Propensity to Respond to Promotions". This metric breaks the range into
three buckets based on range of values
Marketing Analytics
No
Metric Name
Description
6.3.37
Facts.Responses per
Responder
# of Responses per Responder
6.3.38
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.
6.3.39
Accounts
Total # of Accounts with Opportunities
6.3.40
Competitive Opportunities
This metric measures the # of Opportunities that have a Primary Competitor.
6.3.41
Losses
6.3.42
Open Opportunities
This metric measures the # of Open Opportunities.
6.3.43
Opportunities
This metric counts the # of Opportunities.
6.3.44
6.3.45
Wins
6.3.46
Opportunity Facts.Average
Deal Size
This metric measures the Average Opportunity Size for closed opportunities.
6.3.47
Probability
This metric averages Win probability.
6.3.48
Sales Cycle
This metric measures the Average time in days from an Opportunity's creation to its
closure as Closed-Won.
6.3.49
Opportunity Facts.Close
Rate
This metric displays the # of Wins divided by the # of Opportunities.
6.3.50
Cost
This metric measures Closed Cost.
6.3.51
Margin
This metric measures Closed Margin.
6.3.52
Revenue
6.3.53
Revenue (000)
This metric measures Closed Opportunity Revenue in 1000s
6.3.54
Revenue (000,000)
This metric measures Closed Revenue in 1,000,000s.
6.3.55
Opportunity
Facts.Competitive
Opportunity Revenue
This metric displays Opportunity Revenue for those Opportunities that have a Primary
Competitor.
6.3.56
Opportunity
Facts.Expected Revenue
This metric measures Expected Revenue.
6.3.57
Opportunity
(000)
This metric displays Expected Revenue in 1000s.
6.3.58
Opportunity
(000,000)
This metric measures Expected Revenue in 1,000,000s
6.3.59
Opportunity Facts.Loss
Rate
This metric displays the # of Losses divided by the Total # of Wins and Losses.
Marketing Analytics
No
Metric Name
Description
6.3.60
Opportunity Facts.Lost
Margin
This metric displays Lost Opportunity Margin.
6.3.61
Revenue
This metric displays Lost Opportunity Revenue.
6.3.62
Revenue (000)
This metric measures Lost Opportunity Revenue in 1000s
6.3.63
Opportunity
Facts.Opportunity Average
Days Open
This metric measures the # of Days an Opportunity has been Open.
6.3.64
Opportunity
Facts.Opportunity Cost
This metric measures Opportunity Cost.
6.3.65
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.
6.3.66
Opportunity
6.3.67
Opportunity
(000)
This metric displays Opportunity Revenue in 1000s.
6.3.68
Opportunity
(000,000)
This metric measures Opportunity Revenue in 1,000,000s
6.3.69
Opportunity Facts.Rank by
% Closed
Rank the percentage of closed opportunity revenue to total opportunity revenue
6.3.70
Opportunity Facts.Win Rate
6.3.71
Order Facts.# Contacts

Orders
Number of orders from consumers
6.3.72

with Orders
6.3.73
Order Facts.# of Assets
6.3.74
6.3.75

Purchased by Account
Total # of products pruchased by a specified account
6.3.76

6.3.77

Age
6.3.78

Discount (%)
This metric measures the average order discount % at the order level.
6.3.79

Item Discount
6.3.80

Size
6.3.81
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.
6.3.82

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
6.3.83

Cost
Marketing Analytics
No
Metric Name
Description
6.3.84

Discount Amount
6.3.85

Margin
6.3.86

Revenue
6.3.87
Order Facts.Product Cost

by Customer (Contact)
Total Cost of all the products sold to a contact
6.3.88
Requested
6.3.89
Shipped
6.3.90
Order Facts.Quintile Order

Item Margin
top 20%
6.3.91

Revenue
6.3.92

Revenue (000)
Total order header revenue after adjustments (in thousands)
6.3.93
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.
6.3.94
Order Facts.Years Since

First Order
Number of years since the contact ordered last time
6.3.95
Product Facts.# of
Account
6.3.96
Product Facts.# of
Purchasers of Selected
Product
6.3.97

with Market Basket Product
# of Orders for the Product in the Market Basket of Another specifed product. Please
see Market Basket Report
6.3.98

with Selected Product
Number of orders for the selected product
6.3.99
Product Facts.#
(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.
6.3.100
Product Facts.#
Purchasers Selected
Product (Accounts)
This metric measures the # of Accounts that purchased a given Product
6.3.101
Product Facts.% of Next

Product Purchase
(Accounts)
This metric measures the % of Orders for a given Product that were immediately
6.3.102
Product Facts.% of
Overlapping Customers by
Products (Accounts)
This metric is used in theProduct Propensity Report
6.3.103
Product Facts.Product Cost

by Customer (Account)
Total Cost of all the products sold to an account
Marketing Analytics
6.4 Marketing - CRM Events

No
Metric Name
Description
6.4.1
Event Counts.# of Event

Plans
Number of marketing event plans
6.4.2
Event Counts.# of Events
Number of marketing events
6.4.3
Event Counts.# of Sessions
Number of event sessions
6.4.4
Event Opportunities.# of
Accounts with
Opportunities
Number of accounts (B2B customer) with opportunities
6.4.5
Contacts with Opportunities
Number of contacts (B2C customer) with opportunities
6.4.6
Losses
6.4.7
Opportunities
Number of opportunities resulted from a mrketing event
6.4.8
Wins
6.4.9
Event
Opportunities.Average Cost
per Account with
Opportunities
Average cost per B2B opportunities, generated from the event
6.4.10
Event
Opportunities.Average Cost
per Contact with
Opportunities
Average cost per B2C opportunities, generated from the event
6.4.11
Event Opportunities.Closed
Revenue
6.4.12
Event
Opportunities.Opportunity
Revenue
6.4.13
Event Opportunities.Win
Rate
6.4.14
Event Orders.# of Accounts

with Orders
Actual number of B2B customers with orders, generaetd from the event
6.4.15
Event Orders.# of Contacts

with Orders
Number of B2B orders
6.4.16
Event Orders.# of
6.4.17
Event Orders.# of Order

Line Items
6.4.18
Event Orders.# of Orders
6.4.19
Event Orders.# of Products

6.4.20
Event Orders.Average
Order Size
6.4.21
Event Orders.Cumulative
Revenue Earned
6.4.22
Event Orders.Cumulative
Units Sold
Marketing Analytics
No
Metric Name
Description
6.4.23
Event Orders.Opty to Order

Conversion Rate
The value realized by dividing the # of Opportunities by # of Orders
6.4.24
Event Orders.Order Item

Margin
6.4.25

Revenue
6.4.26

Revenue per Order
Number of B2C orders
6.4.27
Event Orders.Order
Number
Credit Card Name (values based on LOV type 'PAY_ACCNT_CD')
6.4.28
Event Orders.Purchase
Rate (Contacts)
by the campaign
6.4.29
Event Orders.Quantity
Requested
6.4.30
Event Orders.Quantity
Shipped
6.4.31
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.
6.4.32
Event Orders.Total Order

Revenue
6.4.33
Event Targets.# of
Accounts Targeted
6.4.34
Event Targets.# of
Contacts Targeted
6.4.35
Event Targets.# Targeted
The above measures calculates the unique number of contacts or accounts that were
6.4.36
Expenses.Budget Assigned
Budget Assigned for each campaign by cost type and cost category
6.4.37
Expenses.Fixed Cost
(Actual)
Fixed Cost (Actual)
6.4.38
Expenses.Marketing Cost
(Actual)
Actual Marketing Cost by cost Category and cost type
6.4.39
(Forecasted)
Forecasted Marketing Cost by cost Category and cost type
6.4.40
Facts.Budget Assigned
6.4.41
Goal Achievement Lead

Related (pre 7.9.6).# of
Revenue
Actual number of B2B leads with revenue, generated from the event
6.4.42

Revenue
Actual number of B2C leads with revenue, generated from the event
6.4.43
Goal Achievement.Actual
Expenses
Actual Expenses incurred on a Marketing Campaign
Marketing Analytics
No
Metric Name
Description
6.4.44
Goal Achievement.Average
Orders
Actual cost per business orders
6.4.45
Orders
Actual cost per consumer orders
6.4.46
Goal Achievement.Avg.
Revenue per Sale to
Accounts
Actual revenue per business sale
6.4.47
Revenue per Sale to
Individuals
Actual revenue per consumer sale
6.4.48
Goal
Achievement.Revenue
Actual Revenue
6.4.49
Goal Achievement.ROI %
Actual ROI percentage
6.4.50
Goal Achievement.ROI
Amount
Actual ROI amount
6.4.51
Goal Variance Lead

Related (pre
Revenue
Difference between actual and planned number of B2B leads with revenue, generated
from the event
6.4.52
Goal Variance Lead

Related (pre
Revenue
Difference between actual and planned number of B2C leads with revenue, generated
from the event
6.4.53
Goal Variance Lead

Related (pre
Leads with Revenue
Difference between actual and planned average cost per B2B leads with revenue,
generated from the event
6.4.54
Goal Variance Lead

Related (pre
Leads with Revenue
Difference between actual and planned average cost per B2C leads with revenue,
6.4.55
# Accounts with
Opportunities
Difference between planned and actual number of accounts (B2B customer) with
opportunities
6.4.56
# Contacts with
Opportunities
Difference between planned and actual number of contacts (B2C customer) with
opportunities
6.4.57
# Leads
6.4.58
Difference between actual and planned/predicted number of B2B orders, generated

from the event
6.4.59
Difference between actual and planned/predicted number of B2C orders, generated

from the event
6.4.60
with Orders
Difference between actual and planned/predicted average cost per B2B orders ,
Marketing Analytics
No
Metric Name
Description
6.4.61
with Opportunities
Difference between planned and actual cost per B2B opportunities
6.4.62
with Orders
Difference between actual and planned/predicted average cost per B2C orders,
6.4.63
with Opportunities
Difference between planned and actual cost per B2C opportunities
6.4.64
6.4.65
Accounts
Difference between actual and planned/predicted B2B revenue per sale, generated
from the event
6.4.66
Individuals
Difference between actual and planned/predicted B2C revenue per sale, generated
from the event
6.4.67
Revenue
Difference between planned and actual Revenue
6.4.68
ROI (%)
6.4.69
ROI Amount
Difference between planned and actual ROI Amount
6.4.70
Total Expense
Difference between planned and actual Expense
6.4.71
Invitees and Registrants.#

of Invitees
Number of invitees for the event
6.4.72
Invitees and Registrants.#

of Seats Taken
Number of seats taken
6.4.73

(Predicted)
6.4.74
Predicted Goals.#
6.4.75

(Predicted)
6.4.76

(Predicted)
6.4.77
6.4.78
(Predicted)
6.4.79
6.4.80
Contribution Margin
(Predicted)
contribution margin predicted
6.4.81
Revenue per Sale
(Predicted)
Revenu e per sale predicted
Marketing Analytics
No
Metric Name
Description
6.4.82
Predicted
(Predicted)
6.4.83

6.4.84
(Predicted)
6.4.85
Predicted Goals.ROI
Amount (Predicted)
6.4.86
(Predicted)
6.4.87
6.5 Marketing - CRM Lead to Order

No
Metric Name
Description
6.5.1
Lead Facts.# Leads

Converted
Number of leads converted to opportunities.
6.5.2
6.5.3
Lead Facts.Actual Cost
Actual cost the generate lead.
6.5.4
Lead Facts.Avg Cost Per

Lead
Average Marketing Cost to generate a lead.
6.5.5
Lead Facts.Leads to
Opportunity Conversion(%)
Leads converted to opportunity, in %.
6.5.6

from Lead
Number of orders leads resulted in.
6.5.7
Order Facts.Revenue Per

Lead
Total revenue from lead / # of leads
6.5.8

Revenue
6.5.9

Revenue from Lead
Total order revenue generated from marketing leads
6.5.10
Quote Facts.# of Quotes

from Lead
Number of quotes leads resulted in.
6.5.11
Quote Facts.Total Quote

Revenue
Sum of total quote revenue
6.5.12
Revenue Facts.# of
Opportunities
6.5.13
Revenue Facts.# of
Opportunities from Lead
Total number of opportunities generated from leads
6.5.14
Revenue Facts.%
Opportunities from Lead
What percentage of opportunities are generated from leads
6.5.15
Revenue Facts.Opportunity
Revenue
Marketing Analytics
6.6 Marketing - CRM Leads

No
Metric Name
Description
6.6.1
Lead Facts.# Customer

Leads Converted
of leads converted, who were already existing customers.
6.6.2
Lead Facts.# Excellent

Leads Converted
Number of leads converted to opportunities with quality '1- Exellent'.
6.6.3
Lead Facts.# Leads

Assigned
Number of leads Assigned to a sales group / rep.
6.6.4
Lead Facts.# Leads

Converted
Number of leads converted to opportunities.
6.6.5
Lead Facts.# Leads from

B2B Customer
Number of Leads from B2B customers.
6.6.6

B2C Customer
Number of eads from B2C customers.
6.6.7

Customer
Number of leads created from exiting customer.
6.6.8

Prospect
Number of leads created from prospects.
6.6.9
Lead Facts.# Leads

Generated from Marketing
Source
Number of leads generated from marketing source
6.6.10
Lead Facts.# Leads

Generated from Non
Marketing Source
Leads generated through inbound marketing activity.
6.6.11
Lead Facts.# Leads Open
Number of leads in Open status (leads which are not acted upon).
6.6.12
Lead Facts.# Leads

Rejected
# Leads Rejected .
6.6.13
Lead Facts.# Leads Retired
Number of leads retired.
6.6.14
Lead Facts.# Leads

Unassigned
Leads not assigned to anyone yet.
6.6.15
Lead Facts.# of Accepted

Leads
Number of Leads accepted by the sales force.
6.6.16
Lead Facts.# of B2B

Customer with Leads
Number of B2B Customers that is a lead
6.6.17
Lead Facts.# of B2C

Customer with Leads
Number of B2C Customers that is a lead
6.6.18
Lead Facts.# of Excellent

Leads
Number of leads created with quality = '1-Excellent'
6.6.19
6.6.20
Lead Facts.# of Leads from

Campaign
Number of Leads from Campaign.
6.6.21
Lead Facts.# of Leads from

Event
Number of Leads from Events.
6.6.22
Lead Facts.# Prospect

Leads Converted
Number of leads converted, who are not existing customers.
6.6.23
Lead Facts.% Leads

Rejected
Leads rejected, in %.
6.6.24
Lead Facts.% Leads

Retired
Leads Retired, in %.
Marketing Analytics
No
Metric Name
Description
6.6.25
Lead Facts.Actual Cost
Actual cost the generate lead.
6.6.26
Lead Facts.Average # of
Days to Assign Leads
Average number of days took to assign the leads.
6.6.27
Lead Facts.Average # of
Days to Convert Leads
6.6.28
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
6.6.29
Lead Facts.Avg Cost Per

Lead
6.6.30
Lead Facts.Leads to
Leads converted to opportunity, in %.
6.7 Marketing - CRM Planning

No
Metric Name
Description
6.7.1
Expenses.# of Invoices
# of Invoices for marketing expenses
6.7.2
Expenses.# of Payable
Invoices
# of Payable Invoices for marketing expenses
6.7.3
Expenses.Budget Assigned
6.7.4
Expenses.Fixed Cost
(Actual)
Fixed Cost (Actual)
6.7.5
Expenses.Invoice Amount
Total invoiced amount as marketing expenses
6.7.6
(Actual)
Actual Marketing Cost by cost Category and cost type
6.7.7
(Forecasted)
Forecasted Marketing Cost by cost Category and cost type
6.7.8
Expenses.Total Invoiced
Amount
Total invoiced amount as marketing expenses
6.7.9

Revenue
Actual number of B2B leads with revenue
6.7.10

Revenue
Actual number of B2C leads with revenue
6.7.11

Related (pre 7.9.6).Account
Conversion Rate to Leads
(%) with Revenue
B2B Response to Lead conversion rate
6.7.12

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
No
Metric Name
Description
6.7.13

Related (pre
7.9.6).Average Cost per
Contact with Leads with
Revenue
Actual cost spent on average for B2C leads with revenue
6.7.14

Related (pre 7.9.6).Contact
Conversion Rate to Leads
(%) with Revenue
B2C Response to Lead conversion rate
6.7.15
Goal Achievement.# of
Accounts Targeted
6.7.16
Accounts with
Opportunities
Actual achieved number of B2B opportunities
6.7.17
Contacts with Opportunities
Actual achieved number of B2C opportunities
6.7.18
Actual number of B2C contacts with order
6.7.19
Individuals Targeted
6.7.20
Leads
Total number of leads created.
6.7.21
Opporunities
Actual number of opportunities
6.7.22
Targeted Opportunities
Planned / targetted number of opportunities
6.7.23
Goal Achievement.Account
Conversion Rate to Orders
(%)
Percentage of B2B contacts converted to orders - # accounts with orders/ # accounts

targeted * 100.
6.7.24
Goal Achievement.Actual
Expenses
Actual Expenses incurred on a Marketing Campaign
6.7.25
Opportunities
Actual cost per B2B customer / prospect with opportunities
6.7.26
Orders
Actual cost per B2B customer with orders
6.7.27
Opportunities
Actual cost per B2C customer / prospect with opportunities
6.7.28
Orders
Actual cost per B2C customer with orders
6.7.29
Goal Achievement.Avg
Cost Per Lead
6.7.30
Revenue per Sale to
Accounts
Actual revenue per sale to business customers
Marketing Analytics
No
Metric Name
Description
6.7.31
Revenue per Sale to
Individuals
Actual revenue per sale to individual customers
6.7.32
Goal Achievement.Closed
Revenue
6.7.33
Goal Achievement.Contact
Conversion Rate to Orders
(%)
Percentage of B2C contacts converted to orders - # contacts with orders/ # individuals

targeted * 100.
6.7.34
Goal
Achievement.Opportunity
Revenue
6.7.35
Goal
Achievement.Response
Rate (Accounts)
Campaigns)
6.7.36
Goal
Achievement.Response
Rate(Contacts)
Campaigns)
6.7.37
Goal
Achievement.Revenue
Actual revenue
6.7.38
Goal Achievement.ROI %
Actual achieved percentage ROI
6.7.39
Goal Achievement.ROI
Amount
Actual achieved ROI amount
6.7.40
Goal Variance Lead

Releated (pre
Revenue
Difference between actual and planned / predicted number of B2B leads with revenue
6.7.41
Goal Variance Lead

Releated (pre
Revenue
Difference between actual and planned / predicted number of B2C leads with revenue
6.7.42
Goal Variance Lead

Releated (pre
Leads with Revenue
Difference between actual and planned average cost per B2B leads with revenue
6.7.43
Goal Variance Lead

Releated (pre
Leads with Revenue
Difference between actual and planned average cost per B2C leads with revenue
6.7.44
# Accounts Targeted
Accounts
Difference between planned and actual B2B customers targeted
6.7.45
# Accounts with
Opportunities
Difference between actual and planned / predicted number of B2B contacts with
opportunities
6.7.46
# Contacts Targeted
Difference between planned and actual B2C customers targeted
Marketing Analytics
No
Metric Name
Description
6.7.47
# Contacts with
Opportunities
Difference between actual and planned / predicted number of B2C contacts with
opportunities
6.7.48
# Leads
6.7.49
Difference between actual and planned / predicted number of B2B contacts with orders
6.7.50
Difference between actual and planned / predicted number of B2C contacts with orders
6.7.51
Account % Conversion
Rate to Orders
Difference between actual and planned percentage B2B targets converted to orders
6.7.52
Difference between planned and actual B2B response rate
6.7.53
with Orders
Difference between actual and planned/predicted average cost per B2B orders
6.7.54
with Opportunities
Difference between actual and planned/predicted average cost per B2B opportunities
6.7.55
with Orders
Difference between actual and planned/predicted average cost per B2C orders
6.7.56
with Opportunities
Difference between actual and planned/predicted average cost per B2C opportunities
6.7.57
6.7.58
Accounts
Difference between planned and actual revenue per business sale
6.7.59
Individuals
Difference between planned and actual revenue per consumer sale
6.7.60
Contact % Conversion
Rate to Orders
Difference between actual and planned percentage B2C targets converted to orders
6.7.61
Difference between planned and actual B2C response rate
6.7.62
Revenue
Difference between planned and actual revenue
6.7.63
ROI (%)
6.7.64
ROI Amount
Difference between planned and actual ROI amount
6.7.65
Total Expense
Difference between planned and actual expense
6.7.66

of Campaigns
# of Campaign Plans
6.7.67

of Event Plans
Number of marketing event plans
Marketing Analytics
No
Metric Name
Description
6.7.68

of Events
Number of marketing events
6.7.69

of Marketing Plans
# of Campaign Plans
6.7.70

of Programs
# of Campaign Plans
6.7.71

of Sessions
Number of marketing event sessions
6.7.72

of Tactics
Number of marketing tactics
6.7.73

of Tactics - including Event
Plans
Number of marketing tactics including event plans
6.7.74

Stand Alone Campaigns
6.7.75

Vendors
Total # of Vendors in a campaign
6.7.76

(Predicted)
6.7.77
Predicted Goals.#
6.7.78

(Predicted)
6.7.79

(Predicted)
6.7.80
6.7.81
(Predicted)
6.7.82
6.7.83
Contribution Margin
(Predicted)
Average contribution margin predicted / planned
6.7.84
Revenue per Sale
(Predicted)
Avergae revenue per sale predicted / planned.
6.7.85
Predicted
(Predicted)
6.7.86

6.7.87
(Predicted)
6.7.88
Predicted Goals.ROI
Amount (Predicted)
6.7.89
(Predicted)
Marketing Analytics
No
Metric Name
Description
6.7.90
Price Analytics
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.
7.1 Sales - CRM Price Waterfall

No
Metric Name
Description
7.1.1
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]
7.1.2
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]
7.1.3
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]
7.1.4
Conversion Facts.Quote to
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]
7.1.5
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]
7.1.6
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]
7.1.7
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]
7.1.8
Order Detail Facts.# of

The count of opportunities that have orders associated with them.
7.1.9

Order Line Items
The count of order line items
7.1.10

Orders
The count of orders
7.1.11
Order Detail Facts.Order

Average Invoice Revenue
Average amount of invoice revenue for the order (or set of orders)
7.1.12

Average Pocket Margin
Average amount of pocket margin for the order (or set of orders)
7.1.13

Average Pocket Revenue
Average amount of pocket revenue for the order (or set of orders)
7.1.14

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.
7.1.15

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
No
Metric Name
Description
7.1.16

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.
7.1.17

Margin % on IR
The Order Item Approved Pocket Margin as a percentage of Invoice Revenue.
7.1.18

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.
7.1.19

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.
7.1.20

Revenue % on IR
The Order Item Approved Pocket Revenue as a percentage of Invoice Revenue.
7.1.21

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.
7.1.22

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.
7.1.23

Item Ceiling Revenue
Revenue at Ceiling Price
7.1.24

Item COGS
The amount attributed to costs of goods sold.
7.1.25

Item COGS per Unit
Costs of goods sold per unit.
7.1.26

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.
7.1.27

Item Expenses
The amount attributed to expenses, categorized out differently from COGS. An

example might be royalties, or free labor.
7.1.28

Item Expenses per Unit
Order item expense amount per product quantity. Expenses / Quantity.
7.1.29

Item Gross Margin
Also known as Gross Profit, this is generally calculated 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.
7.1.30

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.
7.1.31

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.
7.1.32

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.
7.1.33

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 segments list price.
Price Analytics
No
Metric Name
Description
7.1.34

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.
7.1.35

Margin %
[Order Item Guideline Pocket Margin] / [Ceiling Revenue]
7.1.36

Margin % on IR
[Order Item Guideline Pocket Margin] / [Invoice Revenue]
7.1.37

Margin % on SR
[Order Item Guideline Pocket Margin] / [Segment Revenue]
7.1.38

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.
7.1.39

Revenue
What the pocket revenue would have been for the order based on its quantity and the
pocket revenue.
7.1.40

Revenue %
Order Item Guideline Pocket Revenue as a percentage of Ceiling Revenue. That is,
7.1.41

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.
7.1.42

Revenue % on SR
Order Item Guideline Pocket Revenue as a percentage of Segment Revenue. That is,
7.1.43

Item Guideline Unit Pocket
Margin
pocket margin.
7.1.44

Item Invoice Price
The actual invoice price on the order (or average invoice price across multiple
transactions).
7.1.45

Item Invoice Revenue
The actual invoice amount on the order or summed invoice revenue across multiple
transactions.
7.1.46

Item Invoice Revenue %
The order item invoice revenue expressed as a percentage of ceiling revenue for the
order item. Invoice Revenue] / [ Ceiling Revenue]
7.1.47

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]
7.1.48

Item List Revenue
Order item revenue at List Price
7.1.49

Item Negotiated Discount
Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] [Segment Revenue]
7.1.50

Item Off-Invoice Discount
Revenue Adjustment between Invoice Revenue and Pocket Revenue. [Pocket

Revenue] [Invoice Revenue]
7.1.51

Item Pocket Margin
The actual Pocket Margin amount on the order or summed invoice revenue across
multiple transactions.
7.1.52

Item Pocket Margin %
Order item pocket margin expressed as a percentage of ceiling revenue.
Price Analytics
No
Metric Name
Description
7.1.53

Item Pocket Margin % on
IR
Order item pocket margin expressed as a percentage of invoice revenue.
7.1.54

SR
Order item pocket margin expressed as a percentage of segment revenue.
7.1.55

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.
7.1.56

Item Pocket Revenue
Revenue at Pocket Price
7.1.57

Item Pocket Revenue %
[Order Item Pocket Revenue] / [Ceiling Revenue]
7.1.58

Item Pocket Revenue % on
IR
[Order Item Pocket Revenue] / [Invoice Revenue]
7.1.59

SR
[Order Item Pocket Revenue] / [Segment Revenue]
7.1.60

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]
7.1.61

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.
7.1.62

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.
7.1.63

Item Requested Pocket
Margin
requested pocket price. If there was no price exception, this is the same as the actual
pocket margin.
7.1.64

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.
7.1.65

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.
7.1.66

Revenue
[Order Item Requested Pocket Revenue] / [Ceiling Revenue] expressed as a

percentage
7.1.67

Revenue % on IR
[Order Item Requested Pocket Revenue] / [Invoice Revenue] expressed as a

percentage
7.1.68

Item Requested Unit
Pocket Margin
[Order Item Requested Pocket Margin]/[Quantity Requested] expressed as a

percentage
7.1.69

Item Segment Discount
Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] [Ceiling Revenue]
7.1.70

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
No
Metric Name
Description
7.1.71

Item Segment Revenue
Revenue at Segment Price
7.1.72

Item Segment Revenue %
[Order Item Segment Revenue] / [Ceiling Revenue] expressed as a percentage
7.1.73

Item Total Discount
Sum of all discounts applied to the order. Calculated as [Pocket Revenue] [Ceiling
Revenue]
7.1.74

Item Total Discount %
All discounts applied to the order as a percentage of Ceiling Revenue. Calculated as

100* ([Pocket Revenue] [Ceiling Revenue])/[Ceiling Revenue]
7.1.75

Item Unit Negotiated
Discount
Negotiated Discount amount per unit sold. ([Invoice Revenue] - [Segment Revenue]) /
[Quantity Requested]
7.1.76

Item Unit Off-Invoice
Discount
Off-Invoice Discount amount per unit sold. ([Pocket Revenue] - [Invoice Revenue]) /
7.1.77

Item Unit Pocket Margin
Pocket Margin per unit sold. Calculated as [Pocket Margin] / [Quantity Requested]
7.1.78

Item Unit Segment
Discount
Segment Discount per unit sold. Calculated as ([Invoice Revenue] - [Segment

Revenue]) / [Quantity Requested]
7.1.79
Order Detail Facts.Quantity

Requested
Quantity for the order item
7.1.80
Order Detail Facts.Total

Order Invoice Revenue
Invoice Revenue for the entire order (not just the current line item)
7.1.81
Pipeline Detail Facts.# of

Products
Count of distinct products on the opportunity revenue lines
7.1.82
Pipeline Detail
Facts.Closed Detail Cost
Total Cost amount of revenue lines with a Closed status
7.1.83
Pipeline Detail
Facts.Closed Detail Margin
Total Margin amount of revenue lines with a Closed status
7.1.84
Pipeline Detail
Facts.Closed Detail
Revenue
Total Revenue Amount of revenue lines with a Closed status
7.1.85
Pipeline Detail
Facts.Closed Detail Units
Product quantity of revenue line items with a Closed status
7.1.86
Pipeline Detail
Facts.Expected Detail Cost
Total Cost amount of the revenue line multiplied by the revenue line probability
7.1.87
Pipeline Detail
Facts.Expected Detail
Margin
Total Margin amount of the revenue line multiplied by the revenue line probability
7.1.88
Pipeline Detail
Revenue
Total Revenue amount of the revenue line multiplied by revenue line probability
7.1.89
Pipeline Detail
Facts.Expected Detail Units
Product Quantity of the revenue line item multiplied by revenue line probability
7.1.90
Pipeline Detail Facts.Lost

Detail Margin
Total Margin amount of the revenue line items with a Lost status
7.1.91

Detail Revenue
Amount of the revenue item line with a Lost status
7.1.92

Detail Units
Total Quantity of products on revenue line items with a Lost status
Price Analytics
No
Metric Name
Description
7.1.93
Pipeline Detail
Cost
Total Cost amount of products on opportunity revenue line items
7.1.94
Pipeline Detail
Margin
Total Margin amount of products on opportunity revenue line items
7.1.95
Pipeline Detail
Revenue
Total Revenue amount of opportunity line items
7.1.96
Pipeline Detail
Units
Total quantity of products on opportunity line items
7.1.97
Pipeline Facts.Closed Cost
Cost amount for the opportunity with a Closed status
7.1.98
Pipeline Facts.Closed
Margin
Margin amount for the opportunity with a Closed status
7.1.99
Revenue
Revenue amount for the opportunity with a Closed status
7.1.100
Pipeline Facts.Expected
Revenue
Revenue amount for an opportunity that has an Open status multiplied by the
opportunity win probability
7.1.101
Pipeline Facts.Lost Cost
Total cost of all products on the opportunity with a Lost status
7.1.102
Pipeline Facts.Lost Margin
Total margin of all products on the opportunity with a Lost status
7.1.103
Pipeline Facts.Lost
Revenue
Total Revenue of opportunities with a Lost status
7.1.104
Pipeline Facts.Opportunity
Cost
The total cost of all products in the opportunity
7.1.105
Margin
The total margin of all products in the opportunity
7.1.106
Revenue
Total Revenue of opportunities with an Open (not Closed) status, otherwise called
Open Opportunity Revenue
7.1.107
Price Waterfall Orders

Facts.Order Item PW
Amount
Amount for the selected Price Waterfall element
7.1.108

Facts.Order Item PW
Ceiling Price
Ceiling Price for the order item.
7.1.109

Facts.Order Item PW
Ceiling Revenue
Ceiling Revenue for the order item result set
7.1.110

Facts.Order Item PW Cost
Cost Amount for the order item result set
7.1.111

Facts.Order Item PW
Invoice Price
Invoice Price for the order item.
7.1.112

Facts.Order Item PW
Invoice Revenue
Invoice Revenue for the order item result set
7.1.113

Facts.Order Item PW Num
of Unique Products
Count of distinct products in the result set
Price Analytics
No
Metric Name
Description
7.1.114

Facts.Order Item PW OffInvoice Discount
Off-Invoice Discount amount for the order item result set
7.1.115

Facts.Order Item PW
Pocket Discount
Pocket Discount amount for the order item result set
7.1.116

Facts.Order Item PW
Pocket Discount % off
Ceiling
Pocket Discount amount as a percentage of ceiling revenue for the order item result set
7.1.117

Facts.Order Item PW
Pocket Margin
Pocket Margin amount for the order item result set
7.1.118

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
7.1.119

Facts.Order Item PW
Pocket Price
Pocket Price for the order item result set.
7.1.120

Facts.Order Item PW
Pocket Revenue
Pocket Revenue amount for the order item result set
7.1.121

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.
7.1.122

Facts.Order Item PW
Revenue Adjustment
Amount of all Revenue Reducers for the comparison time period.
7.1.123

Facts.Order Item PW
Segment Price
Segment Price for the order item result set.
7.1.124

Facts.Order Item PW
Segment Revenue
Segment Revenue for the order item result set.
7.1.125

Facts.Order Item PW Unit
Cost
Unit Cost for the order item result set.
7.1.126

Facts.Order Item PW Unit
Pocket Margin
Pocket Margin Per Unit for the order item result set.
7.1.127
Price Waterfall Quotes

Facts.Quote Item PW
Amount
Amount for the selected Price Waterfall element
7.1.128

Facts.Quote Item PW
Ceiling Price
Ceiling Price for the quote item.
7.1.129

Facts.Quote Item PW
Ceiling Revenue
Ceiling Revenue for the quote item result set
7.1.130

Facts.Quote Item PW Cost
Cost Amount for the quote item result set
Price Analytics
No
Metric Name
Description
7.1.131

Facts.Quote Item PW
Invoice Price
Invoice Price for the quote item result set.
7.1.132

Facts.Quote Item PW
Invoice Revenue
Invoice Revenue for the quote item result set
7.1.133

Facts.Quote Item PW
Negotiated Discount
Negotiated Discount amount for the quote item result set
7.1.134

Facts.Quote Item PW OffInvoice Discount
Off-Invoice Discount amount for the quote item result set
7.1.135

Facts.Quote Item PW
Pocket Discount
Pocket Discount amount for the quote item result set
7.1.136

Facts.Quote Item PW
Pocket Discount % off
Ceiling
Pocket Discount amount as a percentage of ceiling revenue for the quote item result
set
7.1.137

Facts.Quote Item PW
Pocket Margin
Pocket Margin amount for the quote item result set
7.1.138

Facts.Quote Item PW
Pocket Price
Pocket Price for the quote item result set.
7.1.139

Facts.Quote Item PW
Pocket Revenue
Pocket Revenue amount for the quote item result set
7.1.140

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
7.1.141

Facts.Quote Item PW
Segment Price
Segment Price for the quote item result set.
7.1.142

Facts.Quote Item PW
Segment Revenue
Segment Revenue for the quote item result set.
7.1.143

Facts.Quote Item PW Tier
Discount
Same as Segment Discount. Revenue Adjustments between Segment and Invoice

Revenue. [Invoice Revenue] - [Segment Revenue]
7.1.144

Facts.Quote Item PW Unit
Amount
Describes the unitized amount (price or unit cost or unitized adjustment) for the given
Price Waterfall element.
7.1.145

Cost
Unit Cost for the order item result set.
7.1.146

Pocket Margin
Pocket Margin Per Unit for the quote item result set.
7.1.147
Quote Detail Facts.# of

Quotes
Count of unique quotes (rather than line items)
Price Analytics
No
Metric Name
Description
7.1.148
Quote Detail Facts.Product

Quantity Quoted
Quantity for the quote
7.1.149
Quote Detail Facts.Quote

Average Invoice Revenue
Average amount of invoice revenue for the quote (or set of quotes)
7.1.150

Average Pocket Margin
Average amount of pocket margin for the quote (or set of quotes)
7.1.151

Average Pocket Revenue
Average amount of pocket revenue for the quote (or set of quotes)
7.1.152

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.
7.1.153

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.
7.1.154

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.
7.1.155

Margin % on IR
The Quote Item Approved Pocket Margin as a percentage of Invoice Revenue.
7.1.156

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.
7.1.157

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.
7.1.158

Revenue % on IR
The Quote Item Approved Pocket Revenue as a percentage of Invoice Revenue.
7.1.159

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.
7.1.160

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.
7.1.161

Item Ceiling Revenue
Revenue at Ceiling Price
7.1.162

Item COGS
The amount attributed to costs of goods sold.
7.1.163

Item COGS per Unit
Costs of goods sold per unit.
7.1.164

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.
7.1.165

Item Discount Amount
Total Discount Amount applied to the quote. Same as [Quote Item Total Discount].
Difference between Ceiling Revenue and Pocket Revenue.
7.1.166

Item Expenses/Costs
The amount attributed to expenses, categorized out differently from COGS. An

example might be royalties, or free labor.
Price Analytics
No
Metric Name
Description
7.1.167

Item Expenses/Costs per
Unit
[Expenses/Costs] / [Quantity].
7.1.168

Item Gross Margin
Also known as Gross Profit, this is generally calculated 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.
7.1.169

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.
7.1.170

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.
7.1.171

Revenue %
Order Item Guideline Invoice Revenue as a percentage of Ceiling Revenue. That is,
7.1.172

Revenue % on SR
Order Item Guideline Invoice Revenue as a percentage of Segment Revenue. That is,
7.1.173

Margin
What the pocket margin would have been for the quote based on its quantity and the
pocket margin.
7.1.174

Margin %
[Order Item Guideline Pocket Margin] / [Ceiling Revenue]
7.1.175

Margin % on IR
[Order Item Guideline Pocket Margin] / [Invoice Revenue]
7.1.176

Margin % on SR
[Order Item Guideline Pocket Margin] / [Segment Revenue]
7.1.177

Price
The sales guideline (price policy) pocket price that was applied to the quote, or the
derived pocket price based on the sales guideline (price policy) invoice price. If there
was no price exception, this is the same as the actual pocket price.
7.1.178

Revenue
What the pocket revenue would have been for the order based on its quantity and the
pocket revenue.
7.1.179

Revenue %
Quote Item Guideline Pocket Revenue as a percentage of Ceiling Revenue. That is,
7.1.180

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.
7.1.181

Revenue % on SR
Quote Item Guideline Pocket Revenue as a percentage of Segment Revenue. That is,
7.1.182

Item Guideline Unit Pocket
Margin
pocket margin.
7.1.183

Item Invoice Price
The actual invoice price on the quote (or average invoice price across multiple
transactions).
7.1.184

The actual invoice amount on the quote or summed invoice revenue across multiple
transactions.
Price Analytics
No
Metric Name
Description
7.1.185

Item Invoice Revenue %
[Invoice Revenue] / [ Ceiling Revenue]
7.1.186

Item Invoice Revenue % on
SR
[Invoice Revenue] / [ Segment Revenue]
7.1.187

Item List Discount
Same as Segment Discount. Revenue Adjustments between Ceiling and Segment

Revenue. [Segment Revenue] - [Ceiling Revenue]
7.1.188

Item List Revenue
Revenue at List Price
7.1.189

Item Negotiated Discount
Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] [Segment Revenue]
7.1.190

Item Off-Invoice Discount
Revenue Adjustment between Invoice Revenue and Pocket Revenue. [Pocket

Revenue] [Invoice Revenue]
7.1.191

Item Pocket Margin
The actual Pocket Margin amount on the quote or summed invoice revenue across
multiple transactions.
7.1.192

Item Pocket Margin %
Quote item pocket margin expressed as a percentage of the ceiling revenue. 100*
[Quote Item Pocket Margin] / [Ceiling Revenue]
7.1.193

IR
Quote item pocket margin expressed as a percentage of the invoice revenue.

100*[Quote Item Pocket Margin] / [Invoice Revenue]
7.1.194

SR
Quote item pocket margin expressed as a percentage of the segment revenue.

100*[Quote Item Pocket Margin] / [Segment Revenue]
7.1.195

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.
7.1.196

Item Pocket Revenue
Revenue at Pocket Price
7.1.197

Item Pocket Revenue %
Quote item pocket revenue expressed as a percentage of the ceiling revenue.

100*[Quote Item Pocket Revenue] / [Ceiling Revenue]
7.1.198

IR
Quote item pocket revenue expressed as a percentage of the invoice revenue.

100*[Quote Item Pocket Revenue] / [Invoice Revenue]
7.1.199

SR
Quote item pocket revenue expressed as a percentage of the segment revenue.

100*[Quote Item Pocket Revenue] / [Segment Revenue]
7.1.200

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]
7.1.201

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.
7.1.202

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.
7.1.203

Margin
requested pocket price. If there was no price exception, this is the same as the actual
pocket margin.
Price Analytics
No
Metric Name
Description
7.1.204

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.
7.1.205

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.
7.1.206

Revenue
[Quote Item Requested Pocket Revenue] / [Ceiling Revenue]
7.1.207

Revenue % on IR
[Quote Item Requested Pocket Revenue] / [Invoice Revenue]
7.1.208

Item Requested Unit
Pocket Margin
[Quote Item Requested Pocket Margin]/[Quantity Requested]
7.1.209

Item Segment Discount
Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] [Ceiling Revenue]
7.1.210

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.
7.1.211

Item Segment Revenue
Revenue at Segment Price
7.1.212

Item Segment Revenue %
Quote item segment revenue expressed as a percentage of the ceiling revenue.

100*[Quote Item Segment Revenue] / [Ceiling Revenue]
7.1.213

Item Total Discount
All discounts applied to the quote. [Pocket Revenue] [Ceiling Revenue]
7.1.214

Item Total Discount %
All discounts applied to the quote as a percentage of Ceiling Revenue. ([Pocket

Revenue] [Ceiling Revenue])/[Ceiling Revenue]
7.1.215

Item Unit Negotiated
Discount
Negotiated Discount amount per unit sold. ([Invoice Revenue] - [Segment Revenue]) /
7.1.216

Item Unit Off-Invoice
Discount
Off-Invoice Discount amount per unit sold. ([Pocket Revenue] - [Invoice Revenue]) /
7.1.217

Item Unit Pocket Margin
Pocket Margin per unit sold. [Pocket Margin] / [Quantity Requested]
7.1.218

Item Unit Segment
Discount
Segment Discount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity
Requested]
7.1.219

Lost Invoice Revenue
Invoice Revenue if the quote status is lost; zero otherwise
7.1.220
Quote Detail Facts.Total

Quote Invoice Revenue
Invoice Revenue for the entire order (not just the current line item)
Comparison Facts
No
Metric Name
Description
7.1.221
Order Detail
Facts.Comparison Order
The Invoice Revenue for the comparison quarter
Price Analytics
No
Metric Name
Description
7.1.222
Order Detail
Item Pocket Margin
The Pocket Margin for the comparison quarter
7.1.223
Order Detail
Item Pocket Revenue
The Pocket Revenue for the comparison quarter
7.1.224
Order Detail
Item Quantity Requested
The order item quantity for the comparison quarter
7.1.225

Item PW Amount
Amount for the selected Price Waterfall Element for the comparison time period
7.1.226

Item PW Ceiling Revenue
Ceiling revenue for the comparison time period
7.1.227

Item PW Invoice Revenue
Invoice revenue for the comparison time period
7.1.228

Item PW Off-Invoice
Discount
Off-Invoice Discount amount for the comparison time period
7.1.229

Item PW Pocket Discount
Pocket Discount amount for the comparison time period
7.1.230

Item PW Pocket Discount
% off Ceiling
Pocket Discount amount as a percentage of Ceiling Revenue for the comparison time
period
7.1.231

Item PW Pocket Margin
Pocket Margin amount for the comparison time period
7.1.232

Item PW Pocket Price
Pocket Price for the comparison time period.
7.1.233

Item PW Pocket Revenue
Pocket Revenue for the comparison time period.
7.1.234

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
7.1.235

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.
7.1.236

Item PW Revenue
Adjustment
Amount of all Revenue Reducers for the comparison time period.
7.1.237

Item PW Segment
Revenue
Segment Revenue for the comparison time period
Price Analytics
No
Metric Name
Description
7.1.238

Facts.MTD Comparison
Order Item PW Amount
Amount month-to-date for the comparison time period
7.1.239

Order Item PW Volume
Quantity month-to-date for the comparison time period
7.1.240

Facts.QTD Comparison
Amount quarter-to-date for the comparison time period
7.1.241

Quantity quarter-to-date for the comparison time period
7.1.242

Facts.YTD Comparison
Amount year-to-date for the comparison time period
7.1.243

Quantity year-to-date for the comparison time period
7.1.244

Facts.Comparison Quote
Item PW Amount
Amount for the selected Price Waterfall Element for the comparison time period
7.1.245

Item PW Quantity
Quantity for the selected Price Waterfall Element for the comparison time period
7.1.246

Quote Item PW Amount
Amount month-to-date for the comparison time period
7.1.247

Quote Item PW Quantity
Quantity month-to-date for the comparison time period
7.1.248

Amount quarter-to-date for the comparison time period
7.1.249

Quantity quarter-to-date for the comparison time period
7.1.250

Amount year-to-date for the comparison time period
7.1.251

Quantity year-to-date for the comparison time period
7.1.252
Quote Detail
The Invoice Revenue for the comparison quarter
7.1.253
Quote Detail
Item Pocket Margin
The Pocket Margin for the comparison quarter
7.1.254
Quote Detail
Item Pocket Revenue
The Pocket Revenue for the comparison quarter
Price Analytics
No
Metric Name
Description
7.1.255
Quote Detail
The Quantity for the comparison quarter
Period Facts
No
Metric Name
Description
7.1.256
Order Detail Facts.% Chg

Quarter Ago Order Item
Invoice Revenue
The percentage change in invoice revenue between this quarter and the previous
quarter
7.1.257

Pocket Margin
The percentage change in pocket margin between this quarter and the previous quarter
7.1.258

Pocket Revenue
The percentage change in pocket revenue between this quarter and the previous
quarter
7.1.259

Quantity Requested
The percentage change in quantity between this quarter and the previous quarter
7.1.260

Year Ago Order Item
Invoice Revenue
The percentage change in invoice revenue between this year and the previous year
7.1.261

Year Ago Order Item
Pocket Margin
The percentage change in pocket margin between this year and the previous year
7.1.262

Year Ago Order Item
Pocket Revenue
The percentage change in pocket revenue between this year and the previous year
7.1.263

Year Ago Order Item
Quantity Requested
The percentage change in quantity between this year and the previous year
7.1.264
Order Detail Facts.Chg

Invoice Revenue
The amount change in invoice revenue between this quarter and the previous quarter
7.1.265

Pocket Margin
The amount change in pocket margin between this quarter and the previous quarter
7.1.266

Pocket Revenue
The amount change in pocket revenue between this quarter and the previous quarter
7.1.267

Quantity Requested
The amount change in quantity between this quarter and the previous quarter
7.1.268

Year Ago Order Item
Invoice Revenue
The amount change in invoice revenue between this year and the previous year
7.1.269

Year Ago Order Item
Pocket Margin
The amount change in pocket margin between this year and the previous year
Price Analytics
No
Metric Name
Description
7.1.270

Year Ago Order Item
Pocket Revenue
The amount change in pocket revenue between this year and the previous year
7.1.271

Year Ago Order Item
Quantity Requested
The amount change in quantity between this year and the previous year
7.1.272
Order Detail Facts.MTD

Order Item Invoice
Revenue
Month-to-Date Invoice Revenue summed
7.1.273

Order Item Pocket Margin
Month-to-Date Pocket Margin summed
7.1.274

Order Item Pocket
Revenue
Month-to-Date Pocket Revenue summed
7.1.275
Order Detail Facts.QTD

Order Item Invoice
Revenue
Invoice Revenue accumulated quarter-to-date based on todays date
7.1.276

Pocket Margin accumulated quarter-to-date based on todays date
7.1.277

Order Item Pocket
Revenue
Pocket Revenue accumulated quarter-to-date based on todays date
7.1.278
Order Detail Facts.Quarter

Ago Order Item Invoice
Revenue
Invoice Revenue for the previous quarter
7.1.279

Ago Order Item Pocket
Margin
Pocket Margin for the previous quarter
7.1.280

Revenue
Pocket Revenue for the previous quarter
7.1.281

Ago Order Item Quantity
Requested
Quantity for the previous quarter
7.1.282
Order Detail Facts.Year

Ago Order Item Invoice
Revenue
Invoice Revenue for the previous year
7.1.283

Margin
Pocket Margin for the previous year
7.1.284

Revenue
Pocket Revenue for the previous year
7.1.285

Ago Order Item Quantity
Requested
Order item quantity for the previous year
7.1.286
Order Detail Facts.YTD

Order Item Invoice
Revenue
Invoice Revenue accumulated year-to-date based on todays date
7.1.287

Pocket Margin accumulated year-to-date based on todays date
Price Analytics
No
Metric Name
Description
7.1.288

Order Item Pocket
Revenue
Pocket Revenue accumulated year-to-date based on todays date
7.1.289

Facts.% Chg Quarter Ago
Percentage change last quarter to this quarter of the Price Waterfall Element amount
7.1.290

Order Item PW Quantity
Percentage change last quarter to this quarter of the order quantity.
7.1.291

Facts.% Chg Year Ago
Percentage change last year to this quarter of the Price Waterfall Element amount
7.1.292

Percentage change last year to this quarter of the order quantity.
7.1.293

Facts.Chg Quarter Ago
Amount change between amount from a quarter ago vs. This quarters amount
7.1.294

Quantity change between quantity from a quarter ago vs. This quarters quantity
7.1.295

Facts.Chg Year Ago Order
Item PW Amount
Amount change between amount from a year ago vs. this years amount
7.1.296

Facts.Chg Year Ago Order
Item PW Quantity
Quantity change between quantity from a year ago vs. this years amount
7.1.297

Facts.MTD Order Item PW
Amount
MTD PW Amount for selected date
7.1.298

Facts.MTD Order Item PW
Quantity
MTD PW quantity for selected date
7.1.299

Facts.QTD Order Item PW
Amount
QTD PW Amount for selected date
7.1.300

Facts.QTD Order Item PW
Quantity
QTD PW quantity for selected date
7.1.301

Facts.Quarter Ago Order
Item PW Amount
Amount for the given price waterfall element in the previous quarter
7.1.302

Facts.Quarter Ago Order
Item PW Quantity
Quantity for the given price waterfall element in the previous quarter
7.1.303

Facts.Year Ago Order Item
PW Amount
Amount for the given price waterfall element in the previous year
7.1.304

Facts.Year Ago Order Item
PW Quantity
Quantity for the given price waterfall element in the previous year
Price Analytics
No
Metric Name
Description
7.1.305

Facts.YTD Order Item PW
Amount
YTD PW Amount for selected date
7.1.306

Facts.YTD Order Item PW
Quantity
YTD PW quantity for selected date
7.1.307

Percentage change last quarter to this quarter of the Price Waterfall Element amount
7.1.308

Percentage change last quarter to this quarter of the quote quantity.
7.1.309

Percentage change last year to this quarter of the Price Waterfall Element amount
7.1.310

Percentage change last year to this quarter of the quote quantity.
7.1.311

Amount change between amount from a quarter ago vs. this quarters amount
7.1.312

Quantity change between quantity from a quarter ago vs. this quarters quantity
7.1.313

Facts.Chg Year Ago Quote
Item PW Amount
Amount change between amount from a year ago vs. this years amount
7.1.314

Facts.Chg Year Ago Quote
Item PW Quantity
Quantity change between quantity from a year ago vs. this years amount
7.1.315

Facts.MTD Quote Item PW
Amount
MTD PW Amount for selected date
7.1.316

Facts.MTD Quote Item PW
Quantity
MTD PW quantity for selected date
7.1.317

Facts.QTD Quote Item PW
Amount
QTD PW Amount for selected date
7.1.318

Facts.QTD Quote Item PW
Quantity
QTD PW quantity for selected date
7.1.319

Facts.Quarter Ago Quote
Item PW Amount
Amount for the given price waterfall element in the previous quarter
7.1.320

Facts.Quarter Ago Quote
Item PW Quantity
Quantity for the given price waterfall element in the previous quarter
7.1.321

Facts.Year Ago Quote Item
PW Amount
Amount for the given price waterfall element in the previous year
Price Analytics
No
Metric Name
Description
7.1.322

Facts.Year Ago Quote Item
PW Quantity
Quantity for the given price waterfall element in the previous year
7.1.323

Facts.YTD Quote Item PW
Amount
YTD PW Amount for selected date
7.1.324

Facts.YTD Quote Item PW
Quantity
YTD PW quantity for selected date
7.1.325
Quote Detail Facts.% Chg

Quarter Ago Quote Item
Invoice Revenue
The percentage change in invoice revenue between this quarter and the previous
quarter
7.1.326

Pocket Margin
The percentage change in pocket margin between this quarter and the previous quarter
7.1.327

Pocket Revenue
The percentage change in pocket revenue between this quarter and the previous
quarter
7.1.328

Quantity Requested
The percentage change in quantity between this quarter and the previous quarter
7.1.329

Year Ago Quote Item
Invoice Revenue
The percentage change in invoice revenue between this year and the previous year
7.1.330

Year Ago Quote Item
Pocket Margin
The percentage change in pocket margin between this year and the previous year
7.1.331

Year Ago Quote Item
Pocket Revenue
The percentage change in pocket revenue between this year and the previous year
7.1.332

Year Ago Quote Item
Quantity Requested
The percentage change in quantity between this year and the previous year
7.1.333
Quote Detail Facts.Chg

Invoice Revenue
The amount change in invoice revenue between this quarter and the previous quarter
7.1.334

Pocket Margin
The amount change in pocket margin between this quarter and the previous quarter
7.1.335

Pocket Revenue
The amount change in pocket revenue between this quarter and the previous quarter
7.1.336

Quantity Requested
The amount change in quantity between this quarter and the previous quarter
7.1.337

Year Ago Quote Item
Invoice Revenue
The amount change in invoice revenue between this year and the previous year
7.1.338

Year Ago Quote Item
Pocket Margin
The amount change in pocket margin between this year and the previous year
Price Analytics
No
Metric Name
Description
7.1.339

Year Ago Quote Item
Pocket Revenue
The amount change in pocket revenue between this year and the previous year
7.1.340

Year Ago Quote Item
Quantity Requested
The amount change in quantity between this year and the previous year
7.1.341
Quote Detail Facts.MTD

Quote Item Invoice
Revenue
Month-to-Date Invoice Revenue summed
7.1.342

Quote Item Pocket Margin
Month-to-Date Pocket Margin summed
7.1.343

Quote Item Pocket
Revenue
Month-to-Date Pocket Revenue summed
7.1.344
Quote Detail Facts.QTD

Quote Item Invoice
Revenue
Invoice Revenue accumulated quarter-to-date based on todays date
7.1.345

Pocket Margin accumulated quarter-to-date based on todays date
7.1.346

Quote Item Pocket
Revenue
Pocket Revenue accumulated quarter-to-date based on todays date
7.1.347
Quote Detail Facts.Quarter

Ago Quote Item Invoice
Revenue
Invoice Revenue for the previous quarter
7.1.348

Ago Quote Item Pocket
Margin
Pocket Margin for the previous quarter
7.1.349

Revenue
Pocket Revenue for the previous quarter
7.1.350

Ago Quote Item Quantity
Requested
Quantity for the previous quarter
7.1.351
Quote Detail Facts.Year

Ago Quote Item Invoice
Revenue
Invoice Revenue for the previous year
7.1.352

Margin
Pocket Margin for the previous year
7.1.353

Revenue
Pocket Revenue for the previous year
7.1.354

Ago Quote Item Quantity
Requested
Quantity for the previous year
7.1.355
Quote Detail Facts.YTD

Quote Item Invoice
Revenue
Invoice Revenue accumulated year-to-date based on todays date
7.1.356

Pocket Margin accumulated year-to-date based on todays date
Price Analytics
No
Metric Name
Description
7.1.357

Quote Item Pocket
Revenue
Pocket Revenue accumulated year-to-date based on todays date
Variance Facts
No
Metric Name
Description
7.1.358
Order Detail Facts.% Delta

Order Item Invoice
Revenue
The percentage change in invoice revenue between this quarter and the comparison
quarter
7.1.359

The percentage change in pocket margin between this quarter and the comparison
quarter
7.1.360

Order Item Pocket
Revenue
The percentage change in pocket revenue between this quarter and the comparison
quarter
7.1.361

Order Item Quantity
Requested
The percentage change in quantity between this quarter and the comparison quarter
7.1.362
Order Detail Facts.Delta

Order Item Invoice
Revenue
The amount change in invoice revenue between this quarter and the comparison
quarter
7.1.363

The amount change in pocket margin between this quarter and the comparison quarter
7.1.364

Order Item Pocket
Revenue
The amount change in pocket revenue between this quarter and the comparison
quarter
7.1.365

Order Item Quantity
Requested
The amount change in quantity between this quarter and the comparison quarter
7.1.366

Facts.% Delta Order Item
PW Amount
Percentage difference of the Price Waterfall Element amount as compared to the

comparison Price Waterfall Element amount
7.1.367

Facts.% Delta Order Item
PW Quantity
Percentage change the order quantity as compared to the comparison Price Waterfall
Element order quantity
7.1.368

Facts.% MTD Delta Order
Item PW Amount
Percentage difference between MTD Amount and Comparison MTD Amount
7.1.369

Facts.% MTD Delta Order
Item PW Quantity
Percentage difference between MTD Quantity and Comparison MTD Quantity
7.1.370

Facts.% QTD Delta Order
Item PW Amount
Percentage difference between QTD Amount and Comparison QTD Amount
7.1.371

Facts.% QTD Delta Order
Item PW Quantity
Percentage difference between QTD Quantity and Comparison QTD Quantity
7.1.372

Facts.% YTD Delta Order
Item PW Amount
Percentage difference between YTD Amount and Comparison YTD Amount
Price Analytics
No
Metric Name
Description
7.1.373

Facts.% YTD Delta Order
Item PW Quantity
Percentage difference between YTD Quantity and Comparison YTD Quantity
7.1.374

Facts.Delta Order Item PW
Amount
Change in PW amount between the Order Item PW Amount and Comparison Order
Item PW Amount
7.1.375

Facts.Delta Order Item PW
Quantity
Change in quantity between the Order Item PW Quantity and Comparison Order Item
PW Quantity
7.1.376

Facts.MTD Delta Order
Item PW Amount
Amount difference between MTD PW Amount in selected date vs. MTD PW Amount in
comparison date
7.1.377

Facts.MTD Delta Order
Item PW Quantity
Amount difference between MTD PW quantity in selected date vs. MTD PW quantity in
comparison date
7.1.378

Facts.QTD Delta Order
Item PW Amount
Amount difference between QTD PW Amount in selected date vs. QTD PW Amount in
comparison date
7.1.379

Facts.QTD Delta Order
Item PW Quantity
Amount difference between QTD PW quantity in selected date vs. QTD PW quantity in
comparison date
7.1.380

Facts.YTD Delta Order
Item PW Amount
Amount difference between YTD PW Amount in selected date vs. YTD PW Amount in
comparison date
7.1.381

Facts.YTD Delta Order
Item PW Quantity
Amount difference between YTD PW quantity in selected date vs. YTD PW quantity in
comparison date
7.1.382

Facts.% Delta Quote Item
PW Amount
Percentage difference of the Price Waterfall Element amount as compared to the

comparison Price Waterfall Element amount
7.1.383

Facts.% Delta Quote Item
PW Quantity
Percentage change the quote quantity as compared to the comparison Price Waterfall
Element quote quantity
7.1.384

Facts.% MTD Delta Quote
Item PW Amount
Percentage difference between MTD Amount and Comparison MTD Amount
7.1.385

Facts.% MTD Delta Quote
Item PW Quantity
Percentage difference between MTD Quantity and Comparison MTD Quantity
7.1.386

Facts.% QTD Delta Quote
Item PW Amount
Percentage difference between QTD Amount and Comparison QTD Amount
7.1.387

Facts.% QTD Delta Quote
Item PW Quantity
Percentage difference between QTD Quantity and Comparison QTD Quantity
7.1.388

Facts.% YTD Delta Quote
Item PW Amount
Percentage difference between YTD Amount and Comparison YTD Amount
7.1.389

Facts.% YTD Delta Quote
Item PW Quantity
Percentage difference between YTD Quantity and Comparison YTD Quantity
Price Analytics
No
Metric Name
Description
7.1.390

Facts.Delta Quote Item PW
Amount
Change in PW amount between the Quote Item PW Amount and Comparison Quote
Item PW Amount
7.1.391

Facts.Delta Quote Item PW
Quantity
Change in quantity between the Quote Item PW Quantity and Comparison Quote Item
PW Quantity
7.1.392

Facts.MTD Delta Quote
Item PW Amount
Amount difference between MTD PW Amount in selected date vs. MTD PW Amount in
comparison date
7.1.393

Facts.MTD Delta Quote
Item PW Quantity
Amount difference between MTD PW quantity in selected date vs. MTD PW quantity in
comparison date
7.1.394

Facts.QTD Delta Quote
Item PW Amount
Amount difference between QTD PW Amount in selected date vs. QTD PW Amount in
comparison date
7.1.395

Facts.QTD Delta Quote
Item PW Quantity
Amount difference between QTD PW quantity in selected date vs. QTD PW quantity in
comparison date
7.1.396

Facts.YTD Delta Quote
Item PW Amount
Amount difference between YTD PW Amount in selected date vs. YTD PW Amount in
comparison date
7.1.397

Facts.YTD Delta Quote
Item PW Quantity
Amount difference between YTD PW quantity in selected date vs. YTD PW quantity in
comparison date
7.1.398
Quote Detail Facts.% Delta

Quote Item Invoice
Revenue
The percentage change in invoice revenue between this quarter and the comparison
quarter
7.1.399

The percentage change in pocket margin between this quarter and the comparison
quarter
7.1.400

Quote Item Pocket
Revenue
The percentage change in pocket revenue between this quarter and the comparison
quarter
7.1.401

Quote Item Quantity
Requested
The percentage change in quantity between this quarter and the comparison quarter
7.1.402
Quote Detail Facts.Delta

Quote Item Invoice
Revenue
The amount change in invoice revenue between this quarter and the comparison
quarter
7.1.403

The amount change in pocket margin between this quarter and the comparison quarter
7.1.404

Quote Item Pocket
Revenue
The amount change in pocket revenue between this quarter and the comparison
quarter
7.1.405

Quote Item Quantity
Requested
The amount change in quantity between this quarter and the comparison quarter
Price Analytics
7.2 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'.
7.3 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'.
7.4 Sales - CRM Price

No
Metric Name
Description
7.4.1
Agreement Facts.# of
Agreements
Count of number of Agreements
7.4.2
Agreement
Facts.Agreement Gross
Margin
Agreement line item gross margin
7.4.3
Agreement
Facts.Agreement % Margin
Percentage margin on each agreement line item
7.4.4
Agreement
Facts.Agreement Discount
%
Agreement line item discount percentage
7.4.5
Agreement Facts.Average
Agreement Gross Margin
Average agreement gross margin
7.4.6
Customers with
Agreements
Number of accounts with agreements
7.4.7
Agreement Line Items
Number of agreement line items
7.4.8
Orders per Agreement
Number of orders per associated agreement
7.4.9
Orders with Agreements
Number of orders with associated agreements
7.4.10
Agreement Facts.Total
Cost
Total cost of all service requests, activities and orders
7.4.11
Agreement
Facts.Agreement Line Item
Quantity
Pricing agreement line item quantity
7.4.12
Agreement
Price
Pricing agreement line item cost
7.4.13
Agreement
Cost
Pricing agreement line item cost
7.4.14
Agreement Line Item Cost
Average pricing agreement line item cost
Price Analytics
No
Metric Name
Description
7.4.15
Agreement
Gross Margin
Pricing agreement line item gross margin
7.4.16
Agreement
% Margin
Percentage margin on each pricing agreement line item
7.4.17
Agreement
Discount %
7.4.18
Order Line Items
7.4.19
Orders
7.4.20
Amounts
Total revenue generated from all agreements, all activities and all orders
7.4.21
Price List Facts.Maximum

List Price
Maximum list price of the product across all active price lists
7.4.22
Price List Facts.Minimum

List Price
Minimum list price of the product across all active price lists
7.4.23
Price List Facts.Average

List Price
Average list price of the product across all active price lists
7.4.24
Price List Facts.Maximum

Cost
Maximum cost of the product across all active price lists
7.4.25
Price List Facts.Minimum

Cost
Minimum cost of the product across all active price lists
7.4.26

Cost
Average cost of the product across all active price lists
7.4.27

Margin
Average product margin across all active price lists
7.4.28

Item Discount
7.4.29

Revenue
Order Revenue at the line item level, excluding Tax and Freight and header-level
discounts. This metric should be used with the Product dimension
7.4.30

Margin
Order Margin at the line item level, excluding Tax and Freight and header-level
7.4.31

Discount Amount
Order Discount at the line item level, excluding Tax and Freight and header-level
7.4.32
Requested
7.4.33
Order Facts.Average
Ordered Selling Price
Average Order Selling price for a given product excluding header-level discount.
7.4.34

Items
7.4.35

Item Margin
top 20%
7.4.36

Revenue
Total Order Revenue excluding Tax and Freight.
7.4.37
Shipped
Price Analytics
No
Metric Name
Description
7.4.38

Cost
7.4.39
Count of the # of orders
7.4.40

Revenue (000)
7.4.41

Item Margin
Average Order Margin at the line item level, excluding Tax and Freight and headerlevel discounts. This metric should be used with the Product dimension
7.4.42
Order Facts.Quarter Ago #

of Orders
Number of orders as of a quarter ago
7.4.43
Order Facts.Chg Quarter

Ago # of Orders
Change in number of orders, this quarter over last quarter
7.4.44
Order Facts.% Chg Quarter

Ago # of Orders
Percentage change in number of orders, this quarter over last quarter
7.4.45

Margin (%)
This metric displays Order Item Margin %.
7.4.46

Discount (%)
This metric displays Order Item Discount %.
7.4.47
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
7.4.48

Quantity Requested
Product quantity requested for the quote line
7.4.49
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
7.4.50
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
7.4.51

Discount Amount
Total item discount amount for the quote line
7.4.52

Average Discount %
Quote item discount averaged across quote request quantities for the
product,expressed as a percentage of the Start Price
7.4.53

Revenue
Quote item revenue based on the Start Price of the quote, i.e., price before adjustment.
7.4.54
Quote Facts.# of Quote

Items
Count of items in a quote
7.4.55
Quote Facts.# of NRC

Quote Items
Count of NRC (Non Recurring Charge) items in a quote.
Procurement and Spend Analytics
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.
8.1 Employee Expenses

No
Metric Name
Description
8.1.1
Employee Expense Facts.#

of Approved Expense
Reports
Identifies the count of number of expense reports approved Only provides the data for
approved expenses.
8.1.2
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.
8.1.3
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.
8.1.4
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.
8.1.5
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.
8.1.6
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.
No
Metric Name
Description
8.1.7
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 nonclient 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.
8.1.8
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)..
8.1.9
Employee Expense
Facts.Total Expense YTD
Total Expense YTD metric tracks the total approved expenses on a year -to- date basis
incurred by the company.
8.1.10
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).
8.1.11
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).
8.1.12
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)
8.1.13
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).
8.1.14
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).
8.1.15
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
8.1.16
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).
8.1.17
Expense Amount by
Expense Type Facts.Meal
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
No
Metric Name
Description
8.1.18
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).
8.1.19
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
8.1.20
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).
8.1.21
Expense Amount by
Expense Type Facts.Other
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).
8.1.22
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).
8.1.23

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.
8.1.24

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.
8.2 Procurement and Spend - Invoice Lines

No
Metric Name
Description
8.2.1
Fact - Purchasing Invoice.# of Buyers
Count of number of Buyers.
8.2.2
Fact - Purchasing Invoice.# of Cost Centers
Count of number of Cost Centers.
8.2.3
Fact - Purchasing Invoice.# of Electronic

Invoices
Number of invoices that are electronically entered.
8.2.4
Fact - Purchasing Invoice.# of Invoices
Count number of invoices, all status and all type.
No
Metric Name
Description
8.2.5
Fact - Purchasing Invoice.# of Manual

Invoices
Number of invoices that are manually entered.
8.2.6
Fact - Purchasing Invoice.# of Open Invoices
Count number of invoices with payment status as Not Paid or Partially Paid.
8.2.7
Fact - Purchasing Invoice.# of Paid Invoices
Number of invoices that were Fully Paid in the current period.
8.2.8
Fact - Purchasing Invoice.# of Perfect

Invoices
Number of invoices that have partially or fully matched to purchase order(s) with no
price variance.
8.2.9
Fact - Purchasing Invoice.# of PO Matched

Invoices
Number of invoices that have partially or fully matched to purchase order(s).
8.2.10
Fact - Purchasing Invoice.# of Purchase

Organizations
Count of number of purchase organizations.
8.2.11
Fact - Purchasing Invoice.# of Recipient

Locations
Count of number of recipient locations.
8.2.12
Fact - Purchasing Invoice.# of Supplier Sites
Number of Supplier Sites.
8.2.13
Fact - Purchasing Invoice.# of Suppliers
Number of Suppliers.
8.2.14
Fact - Purchasing Invoice.% Chg Year Ago

Manual Invoices
The percent change from last period in the number of manual invoices entered.
8.2.15
Fact - Purchasing Invoice.% Chg Year Ago

Spend
The percent change in spend amount compared to last year.
8.2.16
Fact - Purchasing Invoice.% Manual Invoices
% of invoices that are manually entered relative to # of total invoices.
8.2.17
Fact - Purchasing Invoice.% of Invoice Price

Variance Amount (IPV)
% of Invoice Price Variance Amount relative to invoice amount.
8.2.18
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.
8.2.19
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 NonAgreement Purchase Amount.
8.2.20

Leakage Rate
% Agreement Leakage Amount to PO Matched Spend.
8.2.21

Purchase Amount
based on agreements.
8.2.22

Purchase Rate
% Agreement Purchase Amount to PO Matched Spend.
8.2.23
Fact - Purchasing Invoice.Average Invoice

Unit Price
Average Invoice Unit Price is computed by Sum(Invoiced Quantity*Invoice Unit

Price)/Total Invoiced Quantity.
No
Metric Name
Description
8.2.24
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.
8.2.25
Fact - Purchasing Invoice.Chg Year Ago

Spend
The Spend amount change compared to last year.
8.2.26
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
8.2.27
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.
8.2.28
Fact - Purchasing Invoice.Invoiced Quantity
This metric is the total invoiced quantity. It should be viewed along with UOM.
8.2.29
Fact - Purchasing Invoice.Max Invoice Unit

Price
Maximum Invoice Unit Price.
8.2.30
Fact - Purchasing Invoice.Min Invoice Unit

Price
Minimum Invoice Unit Price.
8.2.31
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.
8.2.32
Fact - Purchasing Invoice.Non-Agreement

Purchase Amount
not based on agreements. It includes Agreement Leakage and Others Non-Agreement
Purchase.
8.2.33
Fact - Purchasing Invoice.Non-Agreement

Purchase Rate
% Non-Agreement Purchase Amount to PO Matched Spend.
8.2.34
Fact - Purchasing Invoice.Others NonAgreement Purchase

Amount
not based on agreements and there exists no valid agreements that could have been
used. This value is part of Non-Agreement Purchase Amount.
8.2.35
Fact - Purchasing Invoice.Others NonAgreement Purchase Rate
% Others Non-Agreement Purchase Amount to PO Matched Spend.
8.2.36
Fact - Purchasing Invoice.Payables Leakage

Amount
Spend where the invoice does not have a backing purchase order when one is
expected.
8.2.37
Fact - Purchasing Invoice.Payables Leakage

Rate
Defined as Payables Leakage / PO Required Spend.
8.2.38
Fact - Purchasing Invoice.PO Matched Spend
This metric is the portion of spend where the invoice has a backing purchase order.
8.2.39
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.
8.2.40
Fact - Purchasing Invoice.PO Required

Spend
This metric is the portion of spend where the invoice is expected to have a backing PO.
No
Metric Name
Description
8.2.41
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
8.2.42
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.
8.2.43
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)
8.2.44
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
8.2.45
Fact - Purchasing Invoice.Year Ago # of

Invoices
Count number of invoices, all status and all type, for the prior period.
8.2.46
Fact - Purchasing Invoice.Year Ago # of

Manual Invoices
Number of invoices that are manually entered for prior period.
8.2.47
Fact - Purchasing Invoice.Year Ago %

Manual Invoices
% of invoices that are manually entered relative to # of total invoices, for the prior
period.
8.2.48
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.
8.2.49
Fact - Purchasing Invoice.Year Ago

Agreement Purchase
Amount
Identifies Agreement Purchase Amount based on agreements from a year ago.
8.2.50
Fact - Purchasing Invoice.Year Ago Average

Invoice Unit Price
Year Ago Average Invoice Unit Price.
8.2.51
Fact - Purchasing Invoice.Year Ago Invoice

Price Variance Amount
(IPV)
Year Ago Invoice Price Variance Amount (IPV)
8.2.52
Fact - Purchasing Invoice.Year Ago Invoiced

Amount
Identifies the total invoiced amount by invoice type from a year ago.
8.2.53
Fact - Purchasing Invoice.Year Ago Invoiced

Quantity
Identifies the total invoiced quantity from a year ago. It should be viewed along with
UOM.
8.2.54
Fact - Purchasing Invoice.Year Ago NonAgreement Purchase

Amount
Identifies Non-Agreement Purchase Amount not based on agreements from a year

ago.
8.2.55
Fact - Purchasing Invoice.Year Ago Others

Non-Agreement Purchase
Amount
This metric is part of Non-Agreement Purchase Amount. Identifies Others NonAgreement Purchase Amount from a year ago.
No
Metric Name
Description
8.2.56
Fact - Purchasing Invoice.Year Ago Payables

Leakage Amount
Identifies Payables Leakage Amount from year ago.
8.2.57
Fact - Purchasing Invoice.Year Ago PO

Matched Spend
Identifies PO Matched Spend from a year ago.
8.2.58
Fact - Purchasing Invoice.Year Ago Spend
Year ago spend.
8.3 Procurement and Spend - Procure to Pay

No
Metric Name
Description
8.3.1
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.
8.3.2
Invoice Facts.Invoiced
Quantity
This metric is the total invoiced quantity. It should be viewed along with UOM.
8.3.3
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.
8.3.4
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.
8.3.5
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.
8.3.6
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.
8.3.7
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.
8.3.8
Purchase Order
Facts.Cancelled Amount
The total cancelled value (in warehouse currency).
8.3.9
Purchase Order
Facts.Cancelled Quantity
The total cancelled Quantity.
8.3.10
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.
8.3.11
Purchase Order Facts.Year

Ago PO Amount
The metric stores the value of the purchase order in a warehouse currency for the prior
year.
8.3.12
Purchase Receiving
Receipt Amount
This metric is the % difference in actual values of the purchase receipt for the current
and prior year.
No
Metric Name
Description
8.3.13
Purchase Receiving
Facts.Accepted Quantity
The quantity of the product of the purchase order Schedules that have been received
and accepted (passed inspection).
8.3.14
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.
8.3.15
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.
8.3.16
Purchase Receiving
Facts.PO Received
Quantity
The quantity of the product that has been received on the purchase receipt line item.
8.3.17
Purchase Receiving
Facts.Receipt Amount
This metric is the actual value of the purchase receipt in the warehouse currency.
8.3.18
Purchase Receiving
Facts.Received Quantity
The quantity of the product that has been received to date on the purchase order line
item.
8.3.19
Purchase Receiving
Facts.Rejected Quantity
The quantity of the product of the purchase order Schedules that have been received
and rejected (failed inspection).
8.3.20
Purchase Receiving
Facts.Returned Amount
Amount returned to Vendor.
8.3.21
Purchase Receiving
Facts.Returned Quantity
Quantity returned to Vendor.
8.3.22
Purchase Receiving
Facts.Year Ago Receipt
Amount
This metric is the actual value of the purchase receipt in warehouse currency a year
ago.
8.3.23
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.
8.3.24
Requisition
Facts.Requisition Quantity
Total Quantity of the Requisitions
8.4 Procurement and Spend - Purchase Cycle Lines

No
Metric Name
Description
8.4.1
Fact - Purchase Cycle

Lines.% Accepted
% Accepted by amount
8.4.2

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.
8.4.3

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.
No
Metric Name
Description
8.4.4

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
8.4.5

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.
8.4.6

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.
8.4.7

Lines.% Rejected
% Rejected by amount
8.4.8

Lines.Accepted Amount
Accepted Amount
8.4.9

Lines.Accepted Quantity
Accepted Quantity
8.4.10

Lines.Approved PO
Amount
Approved Purchase Order Amount, and does not include the amounts from the
Purchase Orders pending approval
8.4.11

Lines.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.
8.4.12

Lines.Approved PO
Quantity
The metric stores the approved quantity of the purchase order schedule
8.4.13

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.
8.4.14

Lines.Average Purchase
Cycle Time
This metric is the average elapsed time between requisition approved and Purchase
order creation time.
8.4.15

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.
8.4.16

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.
8.4.17

Lines.Overall % Accepted
This metric is the over all value across all dimension. It's the %Accepted by amount
8.4.18

Lines.Overall % Received
Early
This metric is the over all value across all dimension. It's the percentage of items that
were received early
8.4.19

Lines.Overall % Received
Late
were received late (beyond the due date )
No
Metric Name
Description
8.4.20

Lines.Overall % Rejected
This metric is the over all value across all dimension. It's the %Rejected by amount
8.4.21

Lines.Received Amount
item.
8.4.22

Lines.Received Early
Amount
This is the value of all the items that were received early
8.4.23

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.
8.4.24

Lines.Received Late
Amount
This is the value of all the items that were received late
8.4.25

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
available.
8.4.26

Lines.Received On Time
Amount
This is the value of all the items that were received on time
8.4.27

Lines.Received On Time
Quantity
The quantity of the product on the purchase order line item that has been received on
available.
8.4.28

Lines.Received Quantity
item.
8.4.29

Lines.Rejected Amount
this is the rejected amount recorded for the purchase order shipment.
8.4.30

Lines.Rejected Quantity
this is the rejected quantity recorded for the purchase order shipment.
8.4.31

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.
8.5 Procurement and Spend - Purchase Orders

No
Metric Name
Description
8.5.1
Fact.# of Agreement
Leakages
The number of distinct approved purchase orders that are not based on agreements
although there exists one
8.5.2
Fact.# of Agreement
Purchases
The number of distinct approved purchase orders that are based on agreements. Each
blanket release is considered a different purchase.
8.5.3
Fact.# of Agreements
The number of distinct approved purchase orders that is a agreement. It does not include
consignment consumption documents.
No
Metric Name
Description
8.5.4
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.
8.5.5
Fact.# of Buyers
Number of Buyers.
8.5.6
Fact.# of Cost Centers
Number of Cost Centers.
8.5.7
Fact.# of NonAgreement Purchases
The number of distinct approved purchase orders that are not based on agreements.
8.5.8
Fact.# of Others NonAgreement 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.
8.5.9
Fact.# of PO Lines
Total number of PO lines.This metric does not have any status or type filter.
8.5.10
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.
8.5.11
Fact.# of Purchase
Organizations
Number of Purchase Organizations
8.5.12
Fact.# of Recipient
Locations
Number of Recipient Locations.
8.5.13
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.
8.5.14
Fact.# of Supplier Sites
Number of distinct supplier sites
8.5.15
Fact.# of Suppliers
Number of distinct suppliers
8.5.16
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.
8.5.17
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.
8.5.18
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.
8.5.19
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.
8.5.20
Fact.Accepted Amount
The value (in warehouse currency) of the product of the purchase order Schedules that
have been received and accepted (passed inspection).
8.5.21
Fact.Accepted Quantity
The quantity of the product of the purchase order Schedules that have been received and
accepted (passed inspection).
8.5.22
Fact.Advance Payment
Amount
This metric tracks the ADVANCE payment amount of the Complex works purchase order.
8.5.23
Fact.Agreement Expiring
Days
average ( AGREEMENT_END_DT - today's date)
8.5.24
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.
No
Metric Name
Description
8.5.25
Fact.Agreement
Leakage Rate
% Agreement Leakage to Total Approved Purchase Amount.
8.5.26
Fact.Agreement
Purchase Amount
The value (in warehouse currency) of the approved purchase orders and releases that are
based on agreements
8.5.27
Fact.Agreement
Purchase Rate
% Agreement Purchase Amount to Total Approved Purchase Amount.
8.5.28
Fact.Agreement Target
Amount
The upper limit of the agreement amount
8.5.29
Fact.Agreement Target
Quantity
The upper limit of the agreement quantity
8.5.30
Fact.Approved PO
Amount
8.5.31
Fact.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.
8.5.32
Fact.Approved PO
Quantity
8.5.33
Fact.Available Amount
The total amount of agreement amount is still available to use. It is calculated as

(Agreement Target Amount - Agreement Purchase Amount)
8.5.34
Fact.Average Agreement
Duration
average ( AGREEMENT_END_DT - AGREEMENT_START_DT)
8.5.35
Fact.Avg Purchase Unit

Price
commodity.
8.5.36
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.
8.5.37
Fact.Cancelled Amount
8.5.38
Fact.Cancelled Quantity
8.5.39
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.
8.5.40
Fact.Financed Amount
This metric is specific to Complex Service Procurement. It tracks the financed amount in
prepayment shipment type.
8.5.41
Fact.Financed Quantity
This metric is specific to Complex Service Procurement. It tracks the financed quantity in
prepayment shipment type.
8.5.42
Fact.Financing Payment
Amount
This metric tracks the PREPAYMENT amount of the Complex works purchase order.
8.5.43
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'
8.5.44
Fact.Non-Agreement
Purchase Amount
agreements. It includes Agreement Leakage and Others Non-Agreement Purchase.
8.5.45
Fact.Non-Agreement
Purchase Rate
% Non-Agreement Purchase Amount to Total Approved Purchase Amount.
No
Metric Name
Description
8.5.46
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'
8.5.47
Fact.Others NonAgreement Purchase

Amount
agreements and there exists no valid agreements that could have been used. This value is
part of Non-Agreement Purchase Amount.
8.5.48
Fact.Others NonAgreement Purchase

Rate
% Others Non-negotiated Purchases Amount to Total Approved Purchase Amount.
8.5.49
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.
8.5.50
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
8.5.51
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.
8.5.52
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.
8.5.53
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.
8.5.54
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.
8.5.55
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.
8.5.56
Fact.Rejected Amount
The value (in warehouse currency) of the product of the purchase order Schedules that
have been received and rejected (failed inspection).
8.5.57
Fact.Rejected Quantity
The quantity of the product of the purchase order Schedules that have been received and
rejected (failed inspection).
8.5.58
Fact.Retainage
Released Amount
This metric is specific to Complex Service Procurement. It tracks the retainage released
amount in a standard payment or prepayment.
8.5.59
Fact.Retainage Withheld
Amount
This metric is specific to Complex Service Procurement. It tracks the retainage withhold
amount in a standard payment or prepayment .
8.5.60
Fact.Year Ago
Agreement Leakage
Amount
agreements although there exists one from a year ago. This value is part of Non-Agreement
Purchase Amount.
No
Metric Name
Description
8.5.61
Fact.Year Ago NonAgreement Purchase

Amount
agreements from a year ago. It includes Agreement Leakage and Others Non-Agreement
Purchase.
8.5.62
Fact.Year Ago PO
Amount
The metric stores the value of the purchase order in a warehouse currency for the prior
year.
8.6 Procurement and Spend - Purchase Receipts

No
Metric Name
Description
8.6.1
Fact - Purchase Receipts

(Complex Work).Financing
Receipt Amount
receipt amount for financing prepayments
8.6.2

(Complex
Work).Transaction Amount
Transaction Amount. Transaction type and shipment type should be viewed along with
this metric.
8.6.3

(Complex
Work).Transaction Quantity
Transaction Quantity. Transaction type and shipment type should be viewed along with
this metric.
8.6.4
Fact - Purchase Receipts.#

of Return Transactions
Total number of Return transactions.
8.6.5
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.
8.6.6
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
8.6.7
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.
8.6.8
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.
8.6.9
Fact - Purchase
Receipts.PO Received
Quantity
The quantity of the product that has been received on the purchase receipt line item.
8.6.10
Fact - Purchase
Receipts.Receipt Amount
This metric is the actual value of the purchase receipt in the warehouse currency.
8.6.11
Fact - Purchase
Receipts.Received Early
Amount
The amount received if the received date is earlier than the due date.
8.6.12
Fact - Purchase
Receipts.Received Late
Amount
The amount received if the received date is later than the due date.
8.6.13
Fact - Purchase
Receipts.Received On-time
Amount
The amount received if the received date is the same as the due date.
No
Metric Name
Description
8.6.14
Fact - Purchase
Receipts.Returned Amount
Amount returned to Vendor.
8.6.15
Fact - Purchase
Receipts.Returned Quantity
Quantity returned to Vendor.
8.6.16
Fact - Purchase
Receipts.Year Ago Receipt
Amount
This metric is the actual value of the purchase receipt in warehouse currency a year
ago.
8.7 Procurement and Spend - Purchase Requisition Status

Note:This Subject Area is applicable only for Universal Adapter
No
Metric Name
Description
8.7.1
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.
8.7.2

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.
8.7.3

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.
8.8 Procurement and Spend - Purchase Requisitions

No
Metric Name
Description
8.8.1
Fact - Purchase
Requisitions.# of
Requisition Lines
Count of number of requisition lines.
8.8.2
Fact - Purchase
Requisitions.# of
Requisitions
# of Requisitions
8.8.3
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.
No
Metric Name
Description
8.8.4
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.
8.8.5
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.
8.8.6
Fact - Purchase
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.
8.8.7
Fact - Purchase
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.
8.8.8
Fact - Purchase
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.
8.8.9
Fact - Purchase
Requisitions.Manual
Requisition Amount
Amount of Processed requisition lines that were manually turned into purchase orders
or releases in Oracle Purchasing.
8.8.10
Fact - Purchase
Requisitions.Manual
Requisition Amount Rate
Percent of processed lines amount that were manually turned into purchase orders or
releases in Oracle Purchasing.
8.8.11
Fact - Purchase
Requisitions.Manual
Requisition Lines
Number of Processed requisition lines that were manually turned into purchase orders
or releases in Oracle Purchasing.
8.8.12
Fact - Purchase
Requisitions.Manual
Requisition Lines Rate
Percent of processed lines that were manually turned into purchase orders or releases
in Oracle Purchasing.
8.8.13
Fact - Purchase
Requisitions.Processed
Amount
that are on an approved purchase order or release
8.8.14
Fact - Purchase
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.
8.8.15
Fact - Purchase
Requisition Lines
that are on an approved purchase order or release
8.8.16
Fact - Purchase
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.
No
Metric Name
Description
8.8.17
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.
8.8.18
Fact - Purchase
Requisitions.Requisition
Quantity
Total Quantity of the Requisitions
8.8.19
Fact - Purchase
Requisitions.Unapproved
Requisitions Amount
Amount of requisition lines that are not approved yet.
8.8.20
Fact - Purchase
Requisitions.Unapproved
Requisitions Lines
Number of requisition lines that are not approved yet.
8.8.21
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.
8.8.22
Fact - Purchase
Amount Processed
Pending Fulfillment
This is the amount of requisition lines that are on an approved purchase order or
release but are not fulfilled.
8.8.23
Fact - Purchase
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.
8.8.24
Fact - Purchase
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.
8.8.25
Fact - Purchase
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.
8.8.26
Fact - Purchase
Requisition Lines
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.
8.8.27
Fact - Purchase
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.
8.8.28
Fact - Purchase
Requisitions Amount
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.
No
Metric Name
Description
8.8.29
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.
8.8.30
Fact - Purchase
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.
8.8.31
Fact - Purchase
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.
8.8.32
Fact - Purchase
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.
8.8.33
Fact - Purchase
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.
8.8.34
Fact - Purchase
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.
8.8.35
Fact - Purchase
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.
8.8.36
Fact - Purchase
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.
8.8.37
Fact - Purchase
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.
8.8.38
Fact - Purchase
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.
8.8.39
Fact - Purchase
Requisition Lines - Urgent
Number of unprocessed requisition lines for which the requester selected the Urgent
option in Oracle iProcurement or Oracle Purchasing.
8.8.40
Fact - Purchase
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.
8.8.41
Fact - Purchase
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.
8.9 Supplier Performance - Supplier AP Transactions

No
Metric Name
Description
8.9.1
Fact - Supplier AP
Transactions.AP Aging 130 Amount
8.9.2
Fact - Supplier AP
Transactions.AP Aging 130 Amount to Total %
Balance.
8.9.3
Fact - Supplier AP
8.9.4
Fact - Supplier AP
AP Balance.
8.9.5
Fact - Supplier AP
8.9.6
Fact - Supplier AP
AP Balance.
8.9.7
Fact - Supplier AP
Transactions.AP Aging 90+
Amount
8.9.8
Fact - Supplier AP
Transactions.AP Aging 90+
Amount to Total %
Balance.
8.9.9
Fact - Supplier AP
Transactions.AP Amount
Amount in Group level currency
8.9.10
Fact - Supplier AP
Transactions.AP Avg CR
Memo Amount
8.9.11
Fact - Supplier AP
Transactions.AP Avg DR
Memo Amount
8.9.12
Fact - Supplier AP
Transactions.AP Avg
Invoice Amount
Count)
8.9.13
Fact - Supplier AP
Transactions.AP Avg
Invoice Days Outstanding
8.9.14
Fact - Supplier AP
Transactions.AP Avg
8.9.15
Fact - Supplier AP
Transactions.AP Avg
Payment Amount
8.9.16
Fact - Supplier AP
Transactions.AP Avg
Supplier Payment Days
This metric computes the average days to pay to the suppliers
8.9.17
Fact - Supplier AP
Transactions.AP Count
average days outstanding metric.
No
Metric Name
Description
8.9.18
Fact - Supplier AP
Overdue Transaction
This metric counts transactions that are overdue. It is used in computing the Average
Days Overdue metric
8.9.19
Fact - Supplier AP
8.9.20
Fact - Supplier AP
Transactions.AP CR Memo
Amount to Invoice %
for a period
8.9.21
Fact - Supplier AP
Transactions.AP Credit
Memo Amount
8.9.22
Fact - Supplier AP
Transactions.AP Credit
Memo Count
8.9.23
Fact - Supplier AP
Transactions.AP Debit
Memo Amount
8.9.24
Fact - Supplier AP
Transactions.AP Debit
Memo Count
8.9.25
Fact - Supplier AP
Transactions.AP Document
Amount
8.9.26
Fact - Supplier AP
Transactions.AP Invoice
Count
8.9.27
Fact - Supplier AP
Transactions.AP Local
Amount
8.9.28
Fact - Supplier AP
Transactions.AP Overdue
Amount to Total %
8.9.29
Fact - Supplier AP
Transactions.AP Overdue
Items to Total %
8.9.30
Fact - Supplier AP
Transactions.AP Payment
Amount to Invoice %
Amount for a period
8.9.31
Fact - Supplier AP
Transactions.AP Times
Paid After Due
8.9.32
Fact - Supplier AP
Transactions.AP Times
Paid Before Due
8.9.33
Fact - Supplier AP
Transactions.AP Total
Payment Amount
8.9.34
Fact - Supplier AP
Transactions.Total AP
Outstanding Amount
No
Metric Name
Description
8.9.35
Fact - Supplier AP
Transactions.Total AP
Overdue Amount
payment due date.
8.10 Supplier Performance - Supplier Performance

No
Metric Name
Description
8.10.1
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.
8.10.2
Facts - Supplier
Performance.# of Suppliers
Number of distinct suppliers
8.10.3
Facts - Supplier
Performance.% Accepted
% Accepted by amount
8.10.4
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.
8.10.5
Facts - Supplier
Performance.% Received
Early
% Received Early based on amount
8.10.6
Facts - Supplier
Late
% Received Late by amount
8.10.7
Facts - Supplier
On Time
% Received On Time by amount
8.10.8
Facts - Supplier
Performance.% Rejected
% Rejected by amount
8.10.9
Facts - Supplier
Performance.Approved PO
Amount
8.10.10
Facts - Supplier
Performance.Approved PO
Quantity
8.10.11
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.
8.10.12
Facts - Supplier
Performance.Average
Purchase Cycle Time
This metric is the average elapsed time between requisition approved and Purchase
order creation time.
8.10.13
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.
No
Metric Name
Description
8.10.14
Facts - Supplier
Performance.Avg Purchase
Unit Price
commodity.
8.10.15
Facts - Supplier
Performance.Cancelled
Amount
8.10.16
Facts - Supplier
Performance.Cancelled
Quantity
8.10.17
Facts - Supplier
Performance.Overall %
Accepted
This metric is the over all value across all dimension. It's the %Accepted by amount
8.10.18
Facts - Supplier
Received Early
were received early
8.10.19
Facts - Supplier
Received Late
were received late (beyond the due date )
8.10.20
Facts - Supplier
Rejected
This metric is the over all value across all dimension. It's the %Rejected by amount
8.10.21
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
available.
8.10.22
Facts - Supplier
Late Quantity
The quantity of the product on the purchase order line item that has been received after
available.
8.10.23
Facts - Supplier
Performance.Received On
Time Quantity
The quantity of the product on the purchase order line item that has been received on
available.
8.10.24
Facts - Supplier
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.
8.10.25
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
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.
9.1 Project - Billing

No
Metric Name
Description
9.1.1
Fact - Project Billing.# of

Approved Invoices
Number of Approved Invoices
9.1.2

Projects
Number of distinct Projects with an Invoice Line
9.1.3

Unapproved Invoices
Number of Unapproved Invoices
9.1.4

Write-off Invoices
Number of Write-off Invoices
9.1.5
Fact - Project
Billing.Approved Invoice
Amount
Billed Amount in Approved Invoices
9.1.6
Fact - Project
Billing.Current Withheld
Amount
Part of the original invoice which has been retained as part of the customer agreement.
9.1.7
Fact - Project
Billing.Invoice Amount
Full bill amount for each expenditure item. This is equal to Quantity Billed times the Bill
rate per Unit
9.1.8
Fact - Project
Billing.Invoice Write-off
Amount
Reduced amount outstanding of an invoice after applying a given amount. Writeoff

credits a bad debt account.
9.1.9
Fact - Project
Billing.Retention Billed
Amount that has been retained and billed as part of a customer agreement.
9.1.10
Fact - Project
Billing.Retention Write-off
Depreciated Billed Retention Amount.
9.1.11
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
9.1.12
Fact - Project
Billing.Unapproved Invoice
Amount
Billed Amount in Unapproved Invoices
9.1.13
Fact - Project
Billing.Unbilled Receivables
Value of work done which has not been billed yet
9.1.14
Fact - Project
Billing.Unearned Revenue
Value of revenue recognized for which the work has not been performed yet.
9.1.15
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
No
Metric Name
Description
9.1.16
Fact - Project
Funding.Agreement
Amount - ITD
Inception to Date value of the agreement or contract amount
9.1.17
Fact - Project
Funding.Agreement
Amount - MTD
Month to Date value of the agreement or contract amount
9.1.18
Fact - Project
Funding.Agreement
Amount - QTD
Quarter to Date value of the agreement or contract amount
9.1.19
Fact - Project
Funding.Agreement
Amount - YTD
Year to Date value of the agreement or contract amount
9.1.20
ITD Metrics.# of Projects ITD
Number of distinct Projects with an Invoice Line since the Project inception
9.1.21
ITD Metrics.Approved
Invoice Amount - ITD
Inception to Date Billed Amount in Approved Invoices
9.1.22
ITD Metrics.Current
Withheld Amount - ITD
Inception to Date amount retained from the original invoice, as part of a customer
agreement.
9.1.23
ITD Metrics.Invoice Amount

- ITD
Inception to Date value of all Invoiced expenditure items
9.1.24
ITD Metrics.Invoice Writeoff Amount - ITD
Inception to Date value of Invoice Write-Offs
9.1.25
ITD Metrics.Retention
Billed - ITD
Inception to Date amount that has been retained and billed as part of a customer
agreement.
9.1.26
ITD Metrics.Retention
Write-off - ITD
Inception to Date of Depreciated Billed Retention Amount.
9.1.27
ITD Metrics.Total Retained

Amount - ITD
Inception to Date value retained from the original invoice according to the customer
agreement and not billed yet.
9.1.28
ITD Metrics.Unapproved
Invoice Amount - ITD
Inception to Date Billed Amount in Unapproved Invoices
9.1.29
ITD Metrics.Unbilled
Receivables - ITD
Inception to Date value of work done which has not been billed yet
9.1.30
ITD Metrics.Unearned
Revenue - ITD
Inception to Date value of revenue recognized for which the work has not been
performed yet.
9.1.31
MTD Metrics.Approved
Invoice Amount - MTD
Month to Date Billed Amount in Approved Invoices
9.1.32
MTD Metrics.Current
Withheld Amount - MTD
Month to Date amount retained from the original invoice, as part of a customer
agreement.
9.1.33
MTD Metrics.Invoice
Amount - MTD
Month to Date value of all Invoiced expenditure items
9.1.34
MTD Metrics.Invoice Writeoff Amount - MTD
Month to Date value of Invoice Write-Offs
9.1.35
MTD Metrics.Retention
Billed - MTD
Month to Date amount that has been retained and billed as part of a customer
agreement.
9.1.36
MTD Metrics.Retention
Write-off - MTD
Month to Date value of Depreciated Billed Retention Amount.
9.1.37
MTD Metrics.Total
Retained Amount - MTD
Month to Date value retained from the original invoice according to the customer
9.1.38
MTD Metrics.Unapproved
Invoice Amount - MTD
Month to Date Billed Amount in Unapproved Invoices
Project Analytics
No
Metric Name
Description
9.1.39
MTD Metrics.Unbilled
Receivables - MTD
Month to Date value of work done which has not been billed yet
9.1.40
MTD Metrics.Unearned
Revenue - MTD
Month to Date value of revenue recognized for which the work has not been performed
yet.
9.1.41
QTD Metrics.Approved
Invoice Amount - QTD
Quarter to Date Billed Amount in Approved Invoices
9.1.42
QTD Metrics.Current
Withheld Amount - QTD
Quarter to Date amount retained from the original invoice, as part of a customer
agreement.
9.1.43
QTD Metrics.Invoice
Amount - QTD
Quarter to Date value of all Invoiced expenditure items
9.1.44
QTD Metrics.Invoice Writeoff Amount - QTD
Quarter to Date value of Invoice Write-Offs
9.1.45
QTD Metrics.Retention
Billed - QTD
Quarter to Date amount that has been retained and billed as part of a customer
agreement.
9.1.46
QTD Metrics.Retention
Write-off - QTD
Quarter to Date value of Depreciated Billed Retention Amount.
9.1.47
QTD Metrics.Total
Retained Amount - QTD
Quarter to Date value retained from the original invoice according to the customer
9.1.48
QTD Metrics.Unapproved
Invoice Amount - QTD
Quarter to Date Billed Amount in Unapproved Invoices
9.1.49
QTD Metrics.Unbilled
Receivables - QTD
Quarter to Date value of work done which has not been billed yet
9.1.50
QTD Metrics.Unearned
Revenue - QTD
Quarter to Date value of revenue recognized for which the work has not been
performed yet.
9.1.51
YTD Metrics.Approved
Invoice Amount - YTD
Year to Date Billed Amount in Approved Invoices
9.1.52
YTD Metrics.Current
Withheld Amount - YTD
Year to Date amount retained from the original invoice, as part of a customer
agreement.
9.1.53
YTD Metrics.Invoice
Amount - YTD
Year to Date value of all Invoiced expenditure items
9.1.54
YTD Metrics.Invoice Writeoff Amount - YTD
Year to Date value of Invoice Write-Offs
9.1.55
YTD Metrics.Retention
Billed - YTD
Year to Date amount that has been retained and billed as part of a customer
agreement.
9.1.56
YTD Metrics.Retention
Write-off - YTD
Year to Date value of Depreciated Billed Retention Amount.
9.1.57
YTD Metrics.Total Retained

Amount - YTD
Year to Date value retained from the original invoice according to the customer
9.1.58
YTD Metrics.Unapproved
Invoice Amount - YTD
Year to Date Billed Amount in Unapproved Invoices
9.1.59
YTD Metrics.Unbilled
Receivables - YTD
Year to Date value of work done which has not been billed yet
9.1.60
YTD Metrics.Unearned
Revenue - YTD
Year to Date value of revenue recognized for which the work has not been performed
yet.
9.2 Project - Budget
Project Analytics
No
Metric Name
Description
9.2.1
Budget ITD Metrics.# of

Projects - ITD
Number of distinct Projects with Budgets since Project Inception
9.2.2
Budget ITD Metrics.Current

Budget Cost - ITD
Inception to date amount of raw and burden cost approved in the current version of the
budget
9.2.3

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
9.2.4

Budget Equipment Effort ITD
9.2.5

Budget Margin - ITD
Inception to date Difference between the revenue and the raw and burden costs
approved in the current budget
9.2.6

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
9.2.7

Budget People Cost - ITD
Inception to date amount of raw and burden costs related to people usage approved in
9.2.8

Budget People Effort - ITD
9.2.9

Budget Revenue - ITD
Inception to date revenue budget amount approved in the current version of the budget.
9.2.10
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
9.2.11

Inception to date amount of raw and burden costs related to equipment usage in the
original approved baseline version of the budget
9.2.12

Inception to date units of equipment in the original approved baseline version of the
cost budget
9.2.13

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
9.2.14

9.2.15

Inception to date amount of raw and burden costs in the original approved baseline
version of the cost budget
9.2.16

Inception to date amount of raw and burden costs related to people usage in the
original approved baseline version of the cost budget
9.2.17

Inception to date revenue amount in the original baseline approved version of the
budget.
9.2.18
Budget MTD
Metrics.Current Budget
Cost - MTD
Month to date amount of raw and burden cost approved in the current version of the
budget
9.2.19
Budget MTD
Margin - MTD
Month to date Difference between the revenue and the raw and burden costs approved
in the current budget
9.2.20
Budget MTD
Margin Percent - MTD
as a percentage of the revenue amount. Amounts are month to date and come from the
current version of the budget
Project Analytics
No
Metric Name
Description
9.2.21
Budget MTD
Revenue - MTD
Month to date revenue budget amount approved in the current version of the budget.
9.2.22
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
9.2.23
Budget MTD
Margin - MTD
Month to date difference between the revenue and the total raw and burden costs in
9.2.24
Budget MTD
initial version of the budget
9.2.25
Budget MTD
Revenue - MTD
Month to date revenue amount in the original baseline approved version of the budget.
9.2.26
Budget QTD
Cost - QTD
Quarter to date amount of raw and burden cost approved in the current version of the
budget
9.2.27
Budget QTD
Margin - QTD
Quarter to date difference between the revenue and the total raw and burden costs
9.2.28
Budget QTD
Margin Percent - QTD
as a percentage of the revenue amount. Amounts are quarter to date and come from
9.2.29
Budget QTD
Revenue - QTD
Quarter to date revenue budget amount approved in the current version of the budget.
9.2.30
Budget QTD
Cost - QTD
Quarter to date amount of raw and burden cost in the original approved baseline
9.2.31
Budget QTD
Margin - QTD
Quarter to date difference between the revenue and the total raw and burden costs in
9.2.32
Budget QTD
the initial version of the budget
9.2.33
Budget QTD
Revenue - QTD
Quarter to date revenue amount in the original baseline approved version of the
budget.
9.2.34
Budget YTD
Cost - YTD
Year to date amount of raw and burden cost approved in the current version of the
budget
9.2.35
Budget YTD
Margin - YTD
Year to date Difference between the revenue and the raw and burden costs approved
9.2.36
Budget YTD
Margin Percent - YTD
as a percentage of the revenue amount. Amounts are year to date and come from the
9.2.37
Budget YTD
Revenue - YTD
Year to date revenue budget amount approved in the current version of the budget.
Project Analytics
No
Metric Name
Description
9.2.38
Budget YTD
Cost - YTD
Year to date amount of raw and burden cost in the original approved baseline version
of the budget
9.2.39
Budget YTD
Margin - YTD
Year to date difference between the revenue and the total raw and burden costs in the
9.2.40
Budget YTD
9.2.41
Budget YTD
Revenue - YTD
Year to date revenue amount in the original baseline approved version of the budget.
9.2.42
Fact - Project Budget.# of

Projects
Number of distinct Projects with Budgets
9.2.43
Fact - Project
Budget.Current Budget
Billable Cost
Amount of billable costs directly attributable to work performed approved in the current
version of the budget.
9.2.44
Fact - Project
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
9.2.45
Fact - Project
Cost
Amount of raw and burden cost approved in the current version of the budget
9.2.46
Fact - Project
Equipment Cost
Amount of raw and burden costs related to equipment usage approved in the current
9.2.47
Fact - Project
Equipment Effort
9.2.48
Fact - Project
Margin
Difference between the revenue and the total raw and burden costs approved in the
current budget
9.2.49
Fact - Project
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
9.2.50
Fact - Project
People Cost
Amount of raw and burden costs related to people usage approved in the current
9.2.51
Fact - Project
People Effort
9.2.52
Fact - Project
Revenue
Revenue budget amount approved in the current version of the budget.
9.2.53
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
9.2.54
Fact - Project
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
No
Metric Name
Description
9.2.55
Fact - Project
Cost
Amount of raw and burden cost in the original approved baseline version of the budget
9.2.56
Fact - Project
Equipment Cost
Amount of raw and burden costs related to equipment usage in the original approved
baseline version of the budget
9.2.57
Fact - Project
Equipment Effort
Units of equipment in the original approved baseline version of the cost budget
9.2.58
Fact - Project
Margin
Difference between the revenue and the total raw and burden costs in the original
approved baseline version of the budget
9.2.59
Fact - Project
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
9.2.60
Fact - Project
People Cost
Amount of raw and burden costs in the original approved baseline version of the cost
budget
9.2.61
Fact - Project
People Effort
Amount of raw and burden costs related to people usage in the original approved
baseline version of the cost budget
9.2.62
Fact - Project
Revenue
Revenue amount in the original baseline approved version of the budget.
9.3 Project - Cost

No
Metric Name
Description
9.3.1
Ago Measures.MAGO Cost
Month Ago value of Total of raw and burden.
9.3.2
Ago Measures.MAGO
Equipment Cost
Month ago value of Expenditure items (raw and burden) related to equipment usage
9.3.3
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
9.3.4
Ago Measures.MAGO
People Cost
Total direct and burden cost of labor month ago
9.3.5
Ago Measures.MAGO
People Effort
Units of labor used month ago. People expenditure items result from multiplying units
by the corresponding usage rate
9.3.6
Ago Measures.QAGO Cost
Quarter Ago value of Total of raw and burden.
9.3.7
Ago Measures.QAGO
Equipment Cost
Quarter ago value of Expenditure items (raw and burden) related to equipment usage
9.3.8
Ago Measures.QAGO
Equipment Effort
Total units (time or quantity) of equipment used. quarter ago Equipment expenditure
9.3.9
Ago Measures.QAGO
People Cost
Total direct and burden cost of labor quarter ago
9.3.10
Ago Measures.QAGO
People Effort
Units of labor used quarter ago. People expenditure items result from multiplying units
9.3.11
Ago Measures.YAGO Cost
Year Ago value of Total of raw and burden.
Project Analytics
No
Metric Name
Description
9.3.12
Ago Measures.YAGO
Equipment Cost
Year ago value of Expenditure items (raw and burden) related to equipment usage
9.3.13
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
9.3.14
Ago Measures.YAGO
People Cost
Total direct and burden cost of labor year ago
9.3.15
Ago Measures.YAGO
People Effort
Units of labor used year ago. People expenditure items result from multiplying units by
the corresponding usage rate
9.3.16
Fact - Project Cost.# of

Projects
Number of distinct Projects with Cost associated
9.3.17
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.
9.3.18
Fact - Project Cost.Burden

Cost
Total of expenditure items not directly attributed to work performed, such as fringe
benefits and office space.
9.3.19
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
9.3.20
Fact - Project Cost.Cost
Total of raw and burden.
9.3.21
Fact - Project
Cost.Equipment Cost
Expenditure items (raw and burden) related to equipment usage
9.3.22
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
9.3.23
Fact - Project Cost.NonBillable 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.
9.3.24
Fact - Project Cost.People

Cost
Total direct and burden cost of labor
9.3.25

Effort
Units of labor used. People expenditure items result from multiplying units by the
corresponding usage rate
9.3.26
Fact - Project Cost.Quantity
Quantity of time (example: hours) booked that becomes basis to calculate Raw cost
that is directly attributed to work performed
9.3.27
Fact - Project Cost.Raw

Cost
Direct cost, such as raw salaries and travel expenses.
9.3.28
Number of distinct Projects with Cost associated since project inception
9.3.29
ITD Metrics.Billable Cost ITD
Inception to Date total of raw and burden expenditure items
9.3.30
ITD Metrics.Burden Cost ITD
Inception to Date cost not directly attributable to work performed
9.3.31
ITD Metrics.Capitalizable
Cost - ITD
Inception to Date raw and burden costs from asset building projects
9.3.32
ITD Metrics.Cost - ITD
Inception-to-date raw and burden cost accrued
9.3.33
ITD Metrics.Equipment
Cost - ITD
Inception to Date expenditure items (raw and burden) related to equipment usage
9.3.34
ITD Metrics.Equipment
Effort - ITD
Inception to date units of equipment used
9.3.35
ITD Metrics.Non-Billable
Cost - ITD
Inception to Date raw and burdened costs not flagged as billable
9.3.36
ITD Metrics.People Cost ITD
Inception to date direct and burden cost of labor
Project Analytics
No
Metric Name
Description
9.3.37
ITD Metrics.People Effort ITD
9.3.38
ITD Metrics.Raw Cost - ITD
Inception to Date direct cost.
9.3.39
MTD Metrics.Billable Cost MTD
Month to Date total of raw and burden expenditure items
9.3.40
MTD Metrics.Burden Cost MTD
Month to Date cost not directly attributable to work performed
9.3.41
MTD Metrics.Capitalizable
Cost - MTD
Month to Date raw and burden costs from asset building projects
9.3.42
MTD Metrics.Cost - MTD
Month-to-date raw and burden cost accrued
9.3.43
MTD Metrics.Equipment
Cost - MTD
Month to Date expenditure items (raw and burden) related to equipment usage
9.3.44
MTD Metrics.Equipment
Effort - MTD
Month to date units of equipment used
9.3.45
MTD Metrics.Non-Billable
Cost - MTD
Month to Date raw and burdened costs not flagged as billable
9.3.46
MTD Metrics.People Cost MTD
Month to date direct and burden cost of labor
9.3.47
MTD Metrics.People Effort

- MTD
Month to Date units (time or quantity) of labor used
9.3.48
MTD Metrics.Raw Cost MTD
Month to Date direct cost.
9.3.49
QTD Metrics.Billable Cost QTD
Quarter to Date total of raw and burden expenditure items
9.3.50
QTD Metrics.Burden Cost QTD
Quarter to Date cost not directly attributable to work performed
9.3.51
QTD Metrics.Capitalizable
Cost - QTD
Quarter to Date raw and burden costs from asset building projects
9.3.52
QTD Metrics.Cost - QTD
Quarter-to-date raw and burden cost accrued
9.3.53
QTD Metrics.Equipment
Cost - QTD
Quarter to Date expenditure items (raw and burden) related to equipment usage
9.3.54
QTD Metrics.Equipment
Effort - QTD
Quarter to date units of equipment used
9.3.55
QTD Metrics.Non-Billable
Cost - QTD
Quarter to Date raw and burdened costs not flagged as billable
9.3.56
QTD Metrics.People Cost QTD
Quarter to date direct and overhead cost of labor
9.3.57
QTD Metrics.People Effort QTD
Quarter to Date units (time or quantity) of labor used
9.3.58
QTD Metrics.Raw Cost QTD
Quarter to Date direct cost.
9.3.59
YTD Metrics.Billable Cost YTD
Year to Date total of raw and burden expenditure items
9.3.60
YTD Metrics.Burden Cost YTD
Year to Date cost not directly attributable to work performed
9.3.61
YTD Metrics.Capitalizable
Cost - YTD
Year to Date raw and burden costs from asset building projects
9.3.62
YTD Metrics.Cost - YTD
Year-to-date raw and burden cost accrued
Project Analytics
No
Metric Name
Description
9.3.63
YTD Metrics.Equipment
Cost - YTD
Year to Date expenditure items (raw and burden) related to equipment usage
9.3.64
YTD Metrics.Equipment
Effort - YTD
Year to date units of equipment used
9.3.65
YTD Metrics.Non-Billable
Cost - YTD
Year to Date raw and burdened costs not flagged as billable
9.3.66
YTD Metrics.People Cost YTD
Year to date direct and overhead cost of labor
9.3.67
YTD Metrics.People Effort YTD
Year to Date units (time or quantity) of labor used
9.3.68
YTD Metrics.Raw Cost YTD
Year to Date direct cost.
9.4 Project - Forecast

No
Metric Name
Description
9.4.1
Fact - Project
Forecast.Current Actual
Cost
Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast
version
9.4.2
Fact - Project
Effort
Actual effort in the current primary cost forecast version
9.4.3
Fact - Project
Revenue
Actual revenue amount in the current primary revenue forecast version
9.4.4
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
9.4.5
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
9.4.6
Fact - Project
Revenue
Estimate at completion revenue amount incurrent primary revenue forecast version
9.4.7
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
9.4.8
Fact - Project
Forecast.Current ETC
Effort
Estimate to complete effort in the current primary forecast version.
9.4.9
Fact - Project
Revenue
Estimated to complete revenue amount in the current primary revenue forecast version
9.4.10
Fact - Project
Forecast.Forecast Margin
Amount
Estimate At Completion revenue minus Estimate At Completion Cost in the Current

Forecast Primary Cost Version
Project Analytics
No
Metric Name
Description
9.4.11
Fact - Project
Percent
Forecast Margin Amount multiply 100 and divide by Current EAC Revenue
9.4.12
Fact - Project
Forecast.Original Actual
Cost
Actual burdened cost amount (Raw + burden cost) in the original primary cost forecast
version
9.4.13
Fact - Project
Effort
Actual effort in the original primary cost forecast version
9.4.14
Fact - Project
Revenue
Actual revenue amount in the original primary revenue forecast version
9.4.15
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
9.4.16
Fact - Project
Forecast.Original EAC
Effort
Estimate at completion effort in the original primary cost forecast version. EAC equals
9.4.17
Fact - Project
Revenue
Estimate at completion revenue amount in the original primary revenue forecast version
9.4.18
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
9.4.19
Fact - Project
Forecast.Original ETC
Effort
Estimate to complete effort in the original primary forecast version.
9.4.20
Fact - Project
Revenue
Estimated to complete revenue amount in the original primary revenue forecast version
9.4.21
Forecast ITD
Metrics.Current EAC Cost ITD
forecast version for items of the WBS started since project inception
9.4.22
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
9.4.23
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
9.4.24
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
9.4.25
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
9.4.26
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
9.4.27
Forecast ITD
Metrics.Original EAC Cost ITD
primary cost forecast version for items of the WBS started since project inception
Project Analytics
No
Metric Name
Description
9.4.28
Forecast ITD
Metrics.Original EAC

equipment usage, in the current version of the forecast
9.4.29
Forecast ITD
Inception to date Estimate At Completion of Units of equipment used in the original

9.4.30
Forecast ITD
People Cost - ITD
usage, in the original version of the forecast
9.4.31
Forecast ITD
People Effort - ITD
Inception to date Estimate At Completion of Units of labor used in the original version of
the forecast
9.4.32
Forecast ITD
Revenue - ITD
9.4.33
Forecast MTD
Metrics.Current EAC Cost MTD
forecast version for items of the WBS started in the selected month
9.4.34
Forecast MTD
Metrics.Current EAC
Revenue - MTD
for the items of the WBS started in the selected month
9.4.35
Forecast MTD
Metrics.Original EAC Cost MTD
primary cost forecast version for items of the WBS started in the selected month
9.4.36
Forecast MTD
Revenue - MTD
for the items of the WBS started in the month
9.4.37
Forecast QTD
Metrics.Current EAC Cost QTD
forecast version for items of the WBS started in the selected quarter
9.4.38
Forecast QTD
Metrics.Current EAC
Revenue - QTD
for the items of the WBS started since in the selected quarter
9.4.39
Forecast QTD
Metrics.Original EAC Cost QTD
primary cost forecast version for items of the WBS started in the selected quarter
9.4.40
Forecast QTD
Revenue - QTD
9.4.41
Forecast YTD
Metrics.Current EAC Cost YTD
forecast version for items of the WBS started in the selected year
9.4.42
Forecast YTD
Metrics.Current EAC
Revenue - YTD
for the items of the WBS started in the selected year
9.4.43
Forecast YTD
Metrics.Original EAC Cost YTD
primary cost forecast version for items of the WBS started in the selected year
9.4.44
Forecast YTD
Revenue - YTD
for the items of the WBS started in the year
Project Analytics
9.5 Project - Funding

No
Metric Name
Description
9.5.1
Amount Metrics.Additional
Funding Amount
Amount of Funding Allocated to a project in addition to original funding.
9.5.2
Amount Metrics.Adjustment
Funding Amount
Amount of Adjusted Funding Amount. Adjustments might be in the form of corrections,

revaluations and transfers.
9.5.3
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.
9.5.4
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
9.5.5
Amount Metrics.Cancelled
Funding Amount
Amount of Funding Allocated to a project which is cancelled subsequently.
9.5.6
Amount Metrics.Funding
Amount
Funding amount for a particular line at the project or task level
9.5.7
Amount Metrics.Initial
Funding Amount
Amount of proposed/planned Funding to be given initially to perform a project or a task.
9.5.8
Amount Metrics.Invoiced
Amount
Value of Amount Billed to a customer against this agreement / project

9.5.9
Amount Metrics.Not
Allocated Amount
Value of Agreement Amount which has not been allocated to projects.
9.5.10
Amount Metrics.Remaining
Funding Amount
Value of Funding Amount which has not been recognized yet through revenue accrual.
9.5.11
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.
9.5.12
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.
9.5.13
Count Metrics.# of Projects

with Additional Funding
Number of Projects with Additional Funding
9.5.14

with Cancelled Funding
Number of Projects which have Cancelled Funding
9.5.15

with Funding Adjustments
Number of Projects which have Funding Adjustments
9.5.16

with Initial Funding
Number of Projects which have Initial Funding
9.5.17
Count Metrics.# of Tasks

with Additional Funding
Number of Tasks which have Additional Funding
9.5.18

with Cancelled Funding
Number of Tasks which have Cancelled Funding
9.5.19

with Funding Adjustments
Number of Tasks which have Funding Adjustments
9.5.20

with Initial Funding
Number of Tasks which have Initial Funding
9.5.21
Count Metrics.Total
Number of Agreements
Total number of Agreements
Project Analytics
No
Metric Name
Description
9.5.22
Count Metrics.Total
Number of Expired
Agreements
Total Number of Expired Agreements
9.5.23
Count Metrics.Total
Number of Unexpired
Agreements
Total Number of Unexpired Agreements
9.6 Project - Performance

No
Metric Name
Description
9.6.1
Budget ITD Metrics.# of

Projects - ITD
Number of distinct Projects with Budgets since Project Inception
9.6.2

Budget Cost - ITD
budget
9.6.3

9.6.4

9.6.5

Budget Margin - ITD
Inception to date Difference between the revenue and the raw and burden costs
9.6.6

9.6.7

9.6.8

9.6.9

Inception to date revenue budget amount approved in the current version of the budget.
9.6.10

Budget Cost - ITD
Inception to date amount of raw and burden cost in the original approved baseline
9.6.11

Inception to date amount of raw and burden costs related to equipment usage in the
9.6.12

Inception to date units of equipment in the original approved baseline version of the
cost budget
9.6.13

Budget Margin - ITD
Inception to date difference between the revenue and the total raw and burden costs in
9.6.14

9.6.15

Inception to date amount of raw and burden costs in the original approved baseline
version of the cost budget
9.6.16

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
No
Metric Name
Description
9.6.17

Inception to date revenue amount in the original baseline approved version of the
budget.
9.6.18
Budget MTD
Cost - MTD
Month to date amount of raw and burden cost approved in the current version of the
budget
9.6.19
Budget MTD
Margin - MTD
Month to date Difference between the revenue and the raw and burden costs approved
9.6.20
Budget MTD
9.6.21
Budget MTD
Revenue - MTD
Month to date revenue budget amount approved in the current version of the budget.
9.6.22
Budget MTD
Cost - MTD
Month to date amount of raw and burden cost in the original approved baseline version
of the budget
9.6.23
Budget MTD
Margin - MTD
Month to date difference between the revenue and the total raw and burden costs in
9.6.24
Budget MTD
9.6.25
Budget MTD
Revenue - MTD
Month to date revenue amount in the original baseline approved version of the budget.
9.6.26
Budget QTD
Cost - QTD
Quarter to date amount of raw and burden cost approved in the current version of the
budget
9.6.27
Budget QTD
Margin - QTD
Quarter to date difference between the revenue and the total raw and burden costs
9.6.28
Budget QTD
9.6.29
Budget QTD
Revenue - QTD
Quarter to date revenue budget amount approved in the current version of the budget.
9.6.30
Budget QTD
Cost - QTD
Quarter to date amount of raw and burden cost in the original approved baseline
9.6.31
Budget QTD
Margin - QTD
Quarter to date difference between the revenue and the total raw and burden costs in
9.6.32
Budget QTD
the initial version of the budget
9.6.33
Budget QTD
Revenue - QTD
Quarter to date revenue amount in the original baseline approved version of the
budget.
Project Analytics
No
Metric Name
Description
9.6.34
Budget YTD
Cost - YTD
Year to date amount of raw and burden cost approved in the current version of the
budget
9.6.35
Budget YTD
Margin - YTD
Year to date Difference between the revenue and the raw and burden costs approved
9.6.36
Budget YTD
9.6.37
Budget YTD
Revenue - YTD
Year to date revenue budget amount approved in the current version of the budget.
9.6.38
Budget YTD
Cost - YTD
Year to date amount of raw and burden cost in the original approved baseline version
of the budget
9.6.39
Budget YTD
Margin - YTD
Year to date difference between the revenue and the total raw and burden costs in the
9.6.40
Budget YTD
9.6.41
Budget YTD
Revenue - YTD
Year to date revenue amount in the original baseline approved version of the budget.
9.6.42
Cost Ago Measures.MAGO

Cost
Month Ago value of Total of raw and burden.
9.6.43

Equipment Cost
Month ago value of Expenditure items (raw and burden) related to equipment usage
9.6.44

Equipment Effort
Total units (time or quantity) of equipment used. month ago Equipment expenditure
9.6.45

People Cost
Total direct and burden cost of labor month ago
9.6.46

People Effort
Units of labor used month ago. People expenditure items result from multiplying units
9.6.47
Cost Ago Measures.QAGO

Cost
Quarter Ago value of Total of raw and burden.
9.6.48

Equipment Cost
Quarter ago value of Expenditure items (raw and burden) related to equipment usage
9.6.49

Equipment Effort
Total units (time or quantity) of equipment used. quarter ago Equipment expenditure
9.6.50

People Cost
Total direct and burden cost of labor quarter ago
9.6.51

People Effort
Units of labor used quarter ago. People expenditure items result from multiplying units
9.6.52
Cost Ago Measures.YAGO

Cost
Year Ago value of Total of raw and burden.
9.6.53

Equipment Cost
Year ago value of Expenditure items (raw and burden) related to equipment usage
9.6.54

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
No
Metric Name
Description
9.6.55

People Cost
Total direct and burden cost of labor year ago
9.6.56

People Effort
Units of labor used year ago. People expenditure items result from multiplying units by
the corresponding usage rate
9.6.57
Cost ITD Metrics.# of

Projects - ITD
Number of distinct Projects with Cost associated since project inception
9.6.58
Cost ITD Metrics.Billable

Cost - ITD
Inception to Date total of raw and burden expenditure items
9.6.59
Cost ITD
Metrics.Capitalizable Cost ITD
Inception to Date raw and burden costs from asset building projects
9.6.60
Cost ITD Metrics.Cost - ITD
Inception-to-date raw and burden cost accrued
9.6.61
Cost ITD Metrics.Cost

Percent Complete - ITD
Percentage of cost expended in comparison with current approved cost budget since
project inception
9.6.62
Cost ITD Metrics.Cost

Variance - ITD
Difference between Actual Cost and Current Cost Budget (Actual Cost ITD Current
Cost Budget ITD) since project inception
9.6.63
Cost ITD
Metrics.Equipment Cost ITD
Inception to Date expenditure items (raw and burden) related to equipment usage
9.6.64
Cost ITD
Metrics.Equipment Effort ITD
Inception to date units of equipment used
9.6.65
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
9.6.66
Cost ITD Metrics.NonBillable Cost - ITD
Inception to Date raw and burdened costs not flagged as billable
9.6.67
Cost ITD Metrics.People

Cost - ITD
Inception to date direct and burden cost of labor
9.6.68
Cost ITD Metrics.People

Effort - ITD
9.6.69
Cost MTD Metrics.Billable

Cost - MTD
Month to Date total of raw and burden expenditure items
9.6.70
Cost MTD
Metrics.Capitalizable Cost MTD
Month to Date raw and burden costs from asset building projects
9.6.71
Cost MTD Metrics.Cost MTD
Month-to-date raw and burden cost accrued
9.6.72
Cost MTD
Metrics.Equipment Cost MTD
Month to Date expenditure items (raw and burden) related to equipment usage
9.6.73
Cost MTD
Metrics.Equipment Effort MTD
Month to date units of equipment used
9.6.74
Cost MTD Metrics.NonBillable Cost - MTD
Month to Date raw and burdened costs not flagged as billable
9.6.75
Cost MTD Metrics.People

Cost - MTD
Month to date direct and burden cost of labor
9.6.76
Cost MTD Metrics.People

Effort - MTD
Month to Date units (time or quantity) of labor used
Project Analytics
No
Metric Name
Description
9.6.77
Cost QTD Metrics.Billable

Cost - QTD
Quarter to Date total of raw and burden expenditure items
9.6.78
Cost QTD
Metrics.Capitalizable Cost QTD
Quarter to Date raw and burden costs from asset building projects
9.6.79
Cost QTD Metrics.Cost QTD
Quarter-to-date raw and burden cost accrued
9.6.80
Cost QTD
Metrics.Equipment Cost QTD
Quarter to Date expenditure items (raw and burden) related to equipment usage
9.6.81
Cost QTD
Metrics.Equipment Effort QTD
Quarter to date units of equipment used
9.6.82
Cost QTD Metrics.NonBillable Cost - QTD
Quarter to Date raw and burdened costs not flagged as billable
9.6.83
Cost QTD Metrics.People

Cost - QTD
Quarter to date direct and overhead cost of labor
9.6.84
Cost QTD Metrics.People

Effort - QTD
Quarter to Date units (time or quantity) of labor used
9.6.85
Cost YTD Metrics.Billable

Cost - YTD
Year to Date total of raw and burden expenditure items
9.6.86
Cost YTD
Metrics.Capitalizable Cost YTD
9.6.87
Cost YTD Metrics.Cost YTD
Year-to-date raw and burden cost accrued
9.6.88
Cost YTD
Metrics.Equipment Cost YTD
Year to Date expenditure items (raw and burden) related to equipment usage
9.6.89
Cost YTD
Metrics.Equipment Effort YTD
Year to date units of equipment used
9.6.90
Cost YTD Metrics.NonBillable Cost - YTD
Year to Date raw and burdened costs not flagged as billable
9.6.91
Cost YTD Metrics.People

Cost - YTD
Year to date direct and overhead cost of labor
9.6.92
Cost YTD Metrics.People

Effort - YTD
Year to Date units (time or quantity) of labor used
9.6.93
Fact - Project Budget.# of

Projects
Number of distinct Projects with Budgets
9.6.94
Fact - Project
Billable Cost
9.6.95
Fact - Project
Capitalizable Cost
9.6.96
Fact - Project
Cost
Project Analytics
No
Metric Name
Description
9.6.97
Fact - Project
Equipment Cost
9.6.98
Fact - Project
Equipment Effort
9.6.99
Fact - Project
Margin
Difference between the revenue and the total raw and burden costs approved in the
current budget
9.6.100
Fact - Project
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
9.6.101
Fact - Project
People Cost
9.6.102
Fact - Project
People Effort
9.6.103
Fact - Project
Revenue
Revenue budget amount approved in the current version of the budget.
9.6.104
Fact - Project
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
9.6.105
Fact - Project
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
9.6.106
Fact - Project
Cost
Amount of raw and burden cost in the original approved baseline version of the budget
9.6.107
Fact - Project
Equipment Cost
Amount of raw and burden costs related to equipment usage in the original approved
baseline version of the budget
9.6.108
Fact - Project
Equipment Effort
Units of equipment in the original approved baseline version of the cost budget
9.6.109
Fact - Project
Margin
Difference between the revenue and the total raw and burden costs in the original
approved baseline version of the budget
9.6.110
Fact - Project
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
9.6.111
Fact - Project
People Cost
Amount of raw and burden costs in the original approved baseline version of the cost
budget
9.6.112
Fact - Project
People Effort
Amount of raw and burden costs related to people usage in the original approved
baseline version of the cost budget
9.6.113
Fact - Project
Revenue
Revenue amount in the original baseline approved version of the budget.
Project Analytics
No
Metric Name
Description
9.6.114
Fact - Project Cost.# of

Projects
Number of distinct Projects with Cost associated
9.6.115
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.
9.6.116
Fact - Project Cost.Burden

Cost
benefits and office space.
9.6.117
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
9.6.118
Total of raw and burden.
9.6.119

Percent Complete
Percentage of cost expended in comparison with current approved cost budget
9.6.120

Variance
Difference between Actual Cost and Current Cost Budget (Actual Cost Current Cost
Budget)
9.6.121
Fact - Project
Cost.Equipment Cost
Expenditure items (raw and burden) related to equipment usage
9.6.122
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
9.6.123
Fact - Project
Cost.Forecast Cost
Variance
Difference between Current EAC Cost and Current Budget Cost (Current EAC Cost
Current Budget Cost)
9.6.124
Fact - Project Cost.NonBillable 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.
9.6.125

Cost
Total direct and burden cost of labor
9.6.126

Effort
9.6.127
Fact - Project Cost.Raw

Cost
Direct cost, such as raw salaries and travel expenses.
9.6.128
Fact - Project
Cost
version
9.6.129
Fact - Project
Effort
Actual effort in the current primary cost forecast version
9.6.130
Fact - Project
Revenue
Actual revenue amount in the current primary revenue forecast version
9.6.131
Fact - Project
Forecast.Current EAC Cost
forecast version. EAC equals actual costs plus remaining cost forecasted as required to
complete the project
9.6.132
Fact - Project
Effort
Estimate at completion effort in the current primary cost forecast version. EAC equals
9.6.133
Fact - Project
Equipment Cost
Estimate At Completion of raw and burden costs, related to equipment usage, in the
original version of the forecast
9.6.134
Fact - Project
Equipment Effort
Estimate At Completion of Units of equipment used in the current version of the

forecast
Project Analytics
No
Metric Name
Description
9.6.135
Fact - Project
People Cost
Estimate At Completion of raw and burden costs, related to people usage, in the
current version of the forecast
9.6.136
Fact - Project
People Effort
Estimate At Completion of Units of labor used in the current version of the forecast
9.6.137
Fact - Project
Revenue
Estimate at completion revenue amount incurrent primary revenue forecast version
9.6.138
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
9.6.139
Fact - Project
Effort
Estimate to complete effort in the current primary forecast version.
9.6.140
Fact - Project
Equipment Cost
Estimate To Complete of raw and burden costs, related to equipment usage, in the
9.6.141
Fact - Project
Equipment Effort
Estimate To Complete of Units of equipment used in the current version of the forecast
9.6.142
Fact - Project
People Cost
Estimate To Complete of raw and burden costs, related to people usage, in the current
9.6.143
Fact - Project
People Effort
Estimate To Complete of Units of labor used in the current version of the forecast
9.6.144
Fact - Project
Revenue
Estimated to complete revenue amount in the current primary revenue forecast version
9.6.145
Fact - Project
Amount
Estimate At Completion revenue minus Estimate At Completion Cost in the Current

Forecast Primary Cost Version
9.6.146
Fact - Project
Percent
Forecast Margin Amount multiply 100 and divide by Current EAC Revenue
9.6.147
Fact - Project
Cost
Actual burdened cost amount (Raw + burden cost) in the original primary cost forecast
version
9.6.148
Fact - Project
Effort
Actual effort in the original primary cost forecast version
9.6.149
Fact - Project
Revenue
Actual revenue amount in the original primary revenue forecast version
9.6.150
Fact - Project
Forecast.Original EAC Cost
primary cost forecast version. EAC equals actual costs plus remaining cost forecasted
as required to complete the project
9.6.151
Fact - Project
Effort
Estimate at completion effort in the original primary cost forecast version. EAC equals
Project Analytics
No
Metric Name
Description
9.6.152
Fact - Project
Equipment Cost
Estimate At Completion of raw and burden costs, related to equipment usage, in the
9.6.153
Fact - Project
Equipment Effort
Estimate At Completion of Units of equipment used in the original version of the

forecast
9.6.154
Fact - Project
People Cost
Estimate At Completion of raw and burden costs, related to people usage, in the
9.6.155
Fact - Project
People Effort
Estimate At Completion of Units of labor used in the original version of the forecast
9.6.156
Fact - Project
Revenue
9.6.157
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
9.6.158
Fact - Project
Effort
Estimate to complete effort in the original primary forecast version.
9.6.159
Fact - Project
Equipment Cost
Estimate To Complete of raw and burden costs, related to equipment usage, in the
9.6.160
Fact - Project
Equipment Effort
Estimate To Complete of Units of equipment used in the original version of the forecast
9.6.161
Fact - Project
People Cost
Estimate To Complete of raw and burden costs, related to people usage, in the original
9.6.162
Fact - Project
People Effort
Estimate To Complete of Units of labor used in the original version of the forecast
9.6.163
Fact - Project
Revenue
Estimated to complete revenue amount in the original primary revenue forecast version
9.6.164
Fact - Project Revenue.# of

Projects
Number of distinct Projects with a Revenue Distribution Line
9.6.165
Fact - Project Revenue.Bill

Amount
The amount to be billed for the distribution line
9.6.166
Fact - Project
Revenue.Margin
Difference between the project revenue and burdened cost
9.6.167
Fact - Project
Revenue.Margin Percent
Margin as a percentage of the accrued revenue
9.6.168
Fact - Project
Revenue.Revenue Amount
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.
9.6.169
Fact - Project
Revenue.Revenue Quantity
Number of Units (of Material or Hours) used for this Revenue Distribution Line
9.6.170
Fact - Project
Revenue.Unbilled
Receivables
Unbilled receivables is the amount of open receivables that have not yet been billed for
a project
Project Analytics
No
Metric Name
Description
9.6.171
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)
9.6.172
Forecast ITD
Metrics.Current EAC Cost ITD
forecast version for items of the WBS started since project inception
9.6.173
Forecast ITD
Metrics.Current EAC

equipment usage, in the original version of the forecast
9.6.174
Forecast ITD
Metrics.Current EAC
Inception to date Estimate At Completion of Units of equipment used in the current

9.6.175
Forecast ITD
Metrics.Current EAC
People Cost - ITD
9.6.176
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
9.6.177
Forecast ITD
Metrics.Current EAC
Revenue - ITD
9.6.178
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
9.6.179
Forecast ITD
Metrics.Forecast Margin
Percent - ITD
Inception to date Forecast Margin Amount multiply 100 and divide by Current EAC
Revenue
9.6.180
Forecast ITD
Metrics.Original EAC Cost ITD
primary cost forecast version for items of the WBS started since project inception
9.6.181
Forecast ITD

equipment usage, in the current version of the forecast
9.6.182
Forecast ITD
Inception to date Estimate At Completion of Units of equipment used in the original

9.6.183
Forecast ITD
People Cost - ITD
9.6.184
Forecast ITD
People Effort - ITD
Inception to date Estimate At Completion of Units of labor used in the original version of
the forecast
9.6.185
Forecast ITD
Revenue - ITD
9.6.186
Forecast MTD
Metrics.Current EAC Cost MTD
forecast version for items of the WBS started in the selected month
9.6.187
Forecast MTD
Metrics.Current EAC
Revenue - MTD
for the items of the WBS started in the selected month
Project Analytics
No
Metric Name
Description
9.6.188
Forecast MTD
Metrics.Original EAC Cost MTD
primary cost forecast version for items of the WBS started in the selected month
9.6.189
Forecast MTD
Revenue - MTD
for the items of the WBS started in the month
9.6.190
Forecast QTD
Metrics.Current EAC Cost QTD
forecast version for items of the WBS started in the selected quarter
9.6.191
Forecast QTD
Metrics.Current EAC
Revenue - QTD
9.6.192
Forecast QTD
Metrics.Original EAC Cost QTD
primary cost forecast version for items of the WBS started in the selected quarter
9.6.193
Forecast QTD
Revenue - QTD
9.6.194
Forecast YTD
Metrics.Current EAC Cost YTD
forecast version for items of the WBS started in the selected year
9.6.195
Forecast YTD
Metrics.Current EAC
Revenue - YTD
for the items of the WBS started in the selected year
9.6.196
Forecast YTD
Metrics.Original EAC Cost YTD
primary cost forecast version for items of the WBS started in the selected year
9.6.197
Forecast YTD
Revenue - YTD
for the items of the WBS started in the year
9.6.198
Revenue Ago
Measures.MAGO Bill
Amount
The amount to be billed for the distribution line a month ago
9.6.199
Revenue Ago
Measures.MAGO Revenue
Amount
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.
9.6.200
Revenue Ago
Measures.Margin Percent
Quarter Ago
Margin as a percentage of the accrued revenue for the last quarter
9.6.201
Revenue Ago
Quarterly Change
Difference between the Margin percentage from the last quarter and the Margin
percentage from the current quarter
9.6.202
Revenue Ago
Year Ago
Margin as a percentage of the accrued revenue for the last year
9.6.203
Revenue Ago
Yearly Change
Difference between the Margin percentage from the last year and the Margin
percentage from the current year
Project Analytics
No
Metric Name
Description
9.6.204
Revenue Ago
Measures.Margin Quarter
Ago
Difference between the project revenue and burdened cost for the last quarter
9.6.205
Revenue Ago
Measures.Margin Year Ago
Difference between the project revenue and burdened cost for the year previous to that
currently selected.
9.6.206
Revenue Ago
Measures.QAGO Bill
Amount
The amount to be billed for the distribution line a quarter ago
9.6.207
Revenue Ago
Measures.QAGO Revenue
Amount
account a quarter ago, in chart of account/ group/ global currency of the organization
9.6.208
Revenue Ago
Measures.Revenue
Quarterly Change
Difference between the Revenue from the last quarter and the Revenue from the
current quarter
9.6.209
Revenue Ago
Measures.Revenue Yearly
Change
Difference between the Revenue from the last year and the Revenue from the current
year
9.6.210
Revenue Ago
Measures.YAGO Bill
Amount
The amount to be billed for the distribution line a year ago
9.6.211
Revenue Ago
Measures.YAGO Revenue
Amount
account a year ago, in chart of account/ group/ global currency of the organization
9.6.212
Revenue ITD Metrics.# of

Projects - ITD
Number of distinct Projects with a Revenue Distribution Line since the Project Inception
9.6.213
Revenue ITD Metrics.Bill

Amount - ITD
Inception to Date billed amount for the distribution lines
9.6.214
Revenue ITD
Metrics.Margin - ITD
Inception to date difference between the project revenue and burdened cost
9.6.215
Revenue ITD
Metrics.Margin Percent ITD
Margin as a percentage of the accrued revenue since project inception
9.6.216
Revenue ITD
Metrics.Revenue Amount ITD
Revenue amount accrued since project inception by the selected items of the WBS
9.6.217
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)
9.6.218
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
9.6.219
Revenue MTD Metrics.Bill

Amount - MTD
Period to Date billed amount for the distribution lines
9.6.220
Revenue MTD
Metrics.Revenue Amount MTD
Period to Date value for the revenue amount of the expenditure item or event
Project Analytics
No
Metric Name
Description
9.6.221
Revenue MTD
Metrics.Unbilled
Receivables - MTD
Period to Date value of Unbilled receivables (amount of open receivables that have not
9.6.222
Revenue MTD
- MTD
Period to Date value for Revenue received and recorded as a liability or revenue before
9.6.223
Revenue QTD Metrics.Bill

Amount - QTD
Quarter to Date billed amount for the distribution lines
9.6.224
Revenue QTD
Metrics.Revenue Amount QTD
Quarter to Date value for the revenue amount of the expenditure item or event
9.6.225
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)
9.6.226
Revenue QTD
- QTD
Quarter to Date value for Revenue received and recorded as a liability or revenue
before the revenue has been earned
9.6.227
Revenue YTD Metrics.Bill

Amount - YTD
Year to Date billed amount for the distribution lines
9.6.228
Revenue YTD
Metrics.Revenue Amount YTD
Year to Date for the revenue amount of the expenditure item or event
9.6.229
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)
9.6.230
Revenue YTD
- YTD
Year to Date for Revenue received and recorded as a liability or revenue before the
revenue has been earned
9.7 Project - Revenue

No
Metric Name
Description
9.7.1
Ago Measures.MAGO Bill

Amount
The amount to be billed for the distribution line a month ago
9.7.2
Ago Measures.MAGO
Revenue Amount
account a month ago, in chart of account/ group/ global currency of the organization
9.7.3
Ago Measures.MAGO
Revenue Write-Off Amount
a decrease in revenues a month ago when payment for a receivable cannot be

collected.
9.7.4
Ago Measures.QAGO Bill

Amount
The amount to be billed for the distribution line a quarter ago
9.7.5
Ago Measures.QAGO
Revenue Amount
account a quarter ago, in chart of account/ group/ global currency of the organization
Project Analytics
No
Metric Name
Description
9.7.6
Ago Measures.QAGO
a decrease in revenues a quarter ago when payment for a receivable cannot be

collected.
9.7.7
Ago Measures.YAGO Bill

Amount
The amount to be billed for the distribution line a year ago
9.7.8
Ago Measures.YAGO
Revenue Amount
account a year ago, in chart of account/ group/ global currency of the organization
9.7.9
Ago Measures.YAGO
a decrease in revenues year ago when payment for a receivable cannot be collected.
9.7.10
Fact - Project Revenue.# of

Projects
Number of distinct Projects with a Revenue Distribution Line
9.7.11
Fact - Project Revenue.Bill

Amount
The amount to be billed for the distribution line
9.7.12
Fact - Project
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.
9.7.13
Fact - Project
Revenue.Revenue Quantity
Number of Units (of Material or Hours) used for this Revenue Distribution Line
9.7.14
Fact - Project
Revenue.Revenue WriteOff Amount
Revenue write-off is a decrease in revenues when payment for a receivable cannot be

collected.
9.7.15
Fact - Project
Revenue.Unbilled
Receivables
Unbilled receivables is the amount of open receivables that have not yet been billed for
a project
9.7.16
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)
9.7.17
Number of distinct Projects with a Revenue Distribution Line since the Project Inception
9.7.18
ITD Metrics.Bill Amount ITD
Inception to Date billed amount for the distribution lines
9.7.19
ITD Metrics.Margin - ITD
Inception to date difference between the project revenue and burdened cost
9.7.20
ITD Metrics.Margin Percent

- ITD
Margin as a percentage of the accrued revenue since project inception
9.7.21
ITD Metrics.Revenue
Amount - ITD
Revenue amount accrued since project inception by the selected items of the WBS
9.7.22
ITD Metrics.Revenue
Write-Off Amount - ITD
Inception to Date write-off amount for revenue
9.7.23
ITD Metrics.Unbilled
Receivables - ITD
Inception to Date for Unbilled receivables (amount of open receivables that have not
9.7.24
ITD Metrics.Unearned
Revenue - ITD
Inception to Date for Revenue received and recorded as a liability or revenue before
9.7.25
MTD Metrics.Bill Amount MTD
Period to Date billed amount for the distribution lines
9.7.26
MTD Metrics.Revenue
Amount - MTD
Period to Date value for the revenue amount of the expenditure item or event
Project Analytics
No
Metric Name
Description
9.7.27
MTD Metrics.Revenue
Write-Off Amount - MTD
Period to Date write-off amount for revenue
9.7.28
MTD Metrics.Unbilled
Receivables - MTD
Period to Date value of Unbilled receivables (amount of open receivables that have not
9.7.29
MTD Metrics.Unearned
Revenue - MTD
Period to Date value for Revenue received and recorded as a liability or revenue before
9.7.30
QTD Metrics.Bill Amount QTD
Quarter to Date billed amount for the distribution lines
9.7.31
QTD Metrics.Revenue
Amount - QTD
Quarter to Date value for the revenue amount of the expenditure item or event
9.7.32
QTD Metrics.Revenue
Write-Off Amount - QTD
Quarter to Date write-off amount for revenue
9.7.33
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)
9.7.34
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
9.7.35
YTD Metrics.Bill Amount YTD
Year to Date billed amount for the distribution lines
9.7.36
YTD Metrics.Revenue
Amount - YTD
Year to Date for the revenue amount of the expenditure item or event
9.7.37
YTD Metrics.Revenue
Write-Off Amount - YTD
Year to Date write-off amount for revenue
9.7.38
YTD Metrics.Unbilled
Receivables - YTD
Year to Date for Unbilled receivables (amount of open receivables that have not yet
been billed for a project)
9.7.39
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
10
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.
10.1 Sales - CRM Customer Overview

No
Metric Name
Description
10.1.1
Activity Facts.# of Activities
Number of additional employees created since the time of the last ETL incremental
update
10.1.2
Activity Facts.# of Closed

Activities
Number of activities that are in the statuses of Declined, Cancelled or Done
10.1.3
Activity Facts.# of
Customers with Activities
Number of accounts with activities
10.1.4
Activity Facts.# of
Employees with Activities
Number of employees with activities
10.1.5
Activity Facts.# of Open

Activities
Number of activities that are not in the statuses of Declined, Cancelled or Done
10.1.6
Activity Facts.# of
Opportunities with Activities
Number of opportunities with activities
10.1.7
Activity Facts.# of Partners

with Activities
Number of partners that have activities associated with them
10.1.8
Activity Facts.# of Products

with Activities
Number of products with activities
10.1.9
Activity Facts.Average # of
Activities per Employee
Average number of activities per employee
10.1.10
Activities per Opportunity
Average number of activities per opportunity
10.1.11
Activity Facts.Average
Days per Activity
# of Activities Moving Average (3 periods)
10.1.12
Duration Days
Average time, in days, it took to complete activities (between Activity Actual Start Date
and Activity Actual End Date)
10.1.13
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
10.1.14

Opportunity Revenue
% change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline

10.1.15

Chg Year Ago Historical
Expected Revenue

Snapshot Date and the Pipeline Snapshot Date one year prior
10.1.16

Opportunity Revenue

Sales Analytics
No
Metric Name
Description
10.1.17
Historical Pipeline
Historical Expected
Revenue

10.1.18
Historical Pipeline
Historical Opportunity
Revenue
Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline

10.1.19
Historical Pipeline
Facts.Chg Year Ago
Historical Expected
Revenue

10.1.20
Historical Pipeline
Facts.Chg Year Ago
Revenue

10.1.21
Historical Pipeline
Facts.Historical Expected
Revenue
displays historical Expected Revenue from the W_PIPELINE_F table
10.1.22
Historical Pipeline
Facts.Historical Opportunity
Revenue
displays historical Opportunity Revenue from the W_PIPELINE_F table
10.1.23
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
10.1.24
Historical Pipeline
Facts.Quarter Ago
Revenue
Historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot
10.1.25
Historical Pipeline
Facts.Year Ago Historical
Expected Revenue
Date one year prior to a given Pipeline Snapshot Date
10.1.26
Historical Pipeline
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
10.1.27
Order Facts.# of
10.1.28

Items
10.1.29
Count of # of Orders
10.1.30
Order Facts.Average
Average Order Selling price for a given product excluding header-level discount
10.1.31

Shipped Revenue
Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax,
Freight or Header-level discounts
10.1.32

Revenue
discounts should be used with the Product dimension
10.1.33

Revenue
Order Revenue excluding Tax and Freight
10.1.34
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
No
Metric Name
Description
10.1.35
Pipeline Facts.# of
Accounts
10.1.36
Pipeline Facts.# of Open

Opportunities
# of Open Opportunities
10.1.37
Pipeline Facts.# of
Opportunities
Count of # of Opportunities
10.1.38
Detail Revenue
Closed Revenue at the detail Revenue item level Use with the Product dimension
10.1.39
Revenue
Closed Revenue
10.1.40
Pipeline Facts.Cumulative
% of All Employee Closed
Revenue
Running sum of opportunity revenue expressed a percentage of opportunity revenue

associated across all opportunity owners
10.1.41
% of Sales Method
Opportunity Revenue
Running sum of opportunity revenue across all sales methods expressed a percentage
of opportunity revenue across all sales methods
10.1.42
Closed Revenue
Running sum of Closed Revenue
10.1.43
Expected Revenue
Running sum of Expected Revenue
10.1.44
Opportunity Revenue
Running sum of Opportunity Revenue
10.1.45
Detail Revenue
Expected Revenue at the detail Revenue item level Use with the Product dimension
10.1.46
Revenue
Expected Revenue for the opportunity
10.1.47
Detail Revenue
Opportunity Revenue at the detail Revenue item level Use with the Product dimension
10.1.48
Revenue
Revenue at the opportunity header level
10.1.49
Pipeline Facts.Sales
Method Cumulative
Opportunity Revenue
Running sum of opportunity revenue across all sales methods
10.1.50
Method Opportunity
Revenue
Total opportunity revenue across all sales methods
10.1.51
Quote Facts.# of Quotes
Count of # of quotes
10.1.52

Revenue
Revenue amount of the quote item Calculated by multiplying the net price for the
quoted product by the requested quantity
10.1.53
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
10.1.54
Quote Facts.Quote to
Quotes)
Number of quotes converted to orders expressed as a percentage of the total number

of quotes
10.1.55

Revenue
Total revenue for the quote Calculated by multiplying quote rolled up net price by
quantity requested
10.1.56
Sales Cycle Facts.# Days

in Stage
# of days between the latest ETL date and the date a given Opportunity entered its
current Sales Stage
10.1.57
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
No
Metric Name
Description
10.1.58
Sales Cycle Facts.Average

Deal Size
Average Opportunity Size for closed opportunities
10.1.59

Sales Cycle
Average time in days from an Opportunity's creation to its closure as Closed-Won
10.1.60
Sales Cycle Facts.Max

Days in Stage
displays the maximum number of days an opportunity should be in a given Sales Stage
10.1.61
Sales Cycle
Days Open
# of Days an Opportunity has been Open
10.1.62
Win Loss Facts.# of

# of Opportunities that have a Primary Competitor
10.1.63
Win Loss Facts.# of Losses
# of Closed-Lost Opportunities
10.1.64
Win Loss Facts.# of Wins
# of Closed-Won Opportunities
10.1.65
Win Loss Facts.Close Rate
# of Wins divided by the # of Opportunities
10.1.66
Win Loss
Facts.Competitive
Opportunity Revenue
Opportunity Revenue for those Opportunities that have a Primary Competitor
10.1.67
Win Loss Facts.Loss Rate
# of Losses divided by the Total # of Wins and Losses
10.1.68
Win Loss Facts.Lost Detail

Revenue
Lost Opportunity Revenue at the detail Revenue item level Use with the Product
dimension
10.1.69
Win Loss Facts.Lost

Revenue
Lost Opportunity Revenue
10.1.70
Win Loss Facts.Win Rate
# of Wins divided by the Total # of Wins and Losses
10.2 Sales - CRM Forecasting

No
Metric Name
Description
10.2.1
Actuals Facts.# of Orders
10.2.2
Actuals Facts.# of Shipped

Orders
Count # of Orders that have been fully shipped
10.2.3
Actuals Facts.% Chg

Quarter Ago Actual Order
Revenue
Percentage change in Total Order Revenue versus one quarter prior
10.2.4
Actuals Facts.% Chg

Quarter Ago Actual Ship
Revenue
Percentage change in Shipped Revenue versus one quarter prior
10.2.5
Actuals Facts.% Chg Year

Ago Actual Order Revenue
Percentage change in Total Order Revenue versus one year prior
10.2.6
Actuals Facts.% Chg Year

Ago Actual Ship Revenue
Percentage change in Shipped Revenue versus one year prior
10.2.7
Actuals Facts.Chg Quarter

Change in Total Order Revenue versus one quarter prior
10.2.8
Actuals Facts.Chg Quarter

Change in Shipped Revenue versus one quarter prior
10.2.9
Actuals Facts.Chg Year

Change in Total Order Revenue versus one year prior
10.2.10
Actuals Facts.Chg Year

The change in Shipped Revenue versus one year prior
Sales Analytics
No
Metric Name
Description
10.2.11
Actuals Facts.Cumulative
Order Revenue
Running sum of open opportunity revenue
10.2.12
Order Revenue (000)
Running sum of order revenue
10.2.13
Total Order Revenue (000)
Running sum of Total Order Revenue (000)
10.2.14
Total Shipped Revenue
(000)
Running sum of Total Shipped Revenue (000)
10.2.15
Actuals Facts.Line Item

Order Revenue (000)
Order Revenue in 1000s at the Line Item level Use with the Product dimension
10.2.16
Actuals Facts.Order Size
Categorizes Orders based on their revenue size
10.2.17
Actuals Facts.Quarter Ago

Actual Order Revenue
Quarter ago Total Order Revenue excluding Tax and Freight
10.2.18

Actual Ship Revenue
quarter ago Shipped Revenue excluding Tax, Freight and header-level discounts
10.2.19

Rollup Total Order
Revenue (000)
Roll up total order revenue as of a quarter ago
10.2.20

Total Cumulative Order
Revenue (000)
Running sum of Total Order Revenue (000) one quarter prior to a given period
10.2.21

Total Cumulative Shipped
Revenue (000)
Running sum of Total Shipped Revenue (000) one quarter prior to a given period
10.2.22
Actuals Facts.Rollup Total

Order Revenue (000)
Roll up total order revenue
10.2.23
Actuals Facts.Total Order

Revenue
Order Revenue based on Order Date and does not include Tax or Freight
10.2.24
Actuals Facts.Total Order

Revenue (000)
Order Revenue in 1000s based on Order Date and does not include Tax or Freight
10.2.25
Actuals Facts.Total
Shipped Revenue
Shipped Revenue based on MUST_DLVR_BY_DT and does not include Tax, Freight
or Header-level discounts
10.2.26
Actuals Facts.Total
Shipped Revenue (000)
10.2.27
Actuals Facts.Year Ago

Actual Order Revenue
Year Ago Total Order Revenue excluding Tax and Freight
10.2.28
Actuals Facts.Year Ago

Actual Ship Revenue
Year Ago Shipped Revenue excluding Tax, Freight and header-level discounts
10.2.29
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
10.2.30

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
10.2.31

Detail Expected Revenue
Totals
Percentage change in Detail Expected Revenue for a given individual in a given

Sales Analytics
No
Metric Name
Description
10.2.32

Detail Margin Totals
Percentage change in Detail Margin for a given individual in a given forecast series
10.2.33

Detail Revenue Totals
Percentage change in Detail Revenue for a given individual in a given forecast series
10.2.34

Detail Worst Case Totals
percentage change in Detail Worst Case Revenue for a given individual in a given
10.2.35

Chg Year Ago Forecast
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
10.2.36

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
10.2.37

Totals
Percentage change in Detail Expected Revenue for a given individual in a given

10.2.38

Percentage change in Detail Margin for a given individual in a given forecast series
10.2.39

Percentage change in Detail Revenue for a given individual in a given forecast series
10.2.40

Percentage change in Detail Worst Case Revenue for a given individual in a given
10.2.41
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
10.2.42
Detail Forecast Facts.Chg

Quarter Ago Forecast
Change in Detail Best Case Revenue for a given individual in a given forecast series
10.2.43

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
10.2.44

Totals
Change in Detail Expected Revenue for a given individual in a given forecast series
10.2.45

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
10.2.46

change in Detail Revenue for a given individual in a given forecast series between a
10.2.47

Change in Detail Worst Case Revenue for a given individual in a given forecast series
Sales Analytics
No
Metric Name
Description
10.2.48

Year Ago Forecast Detail
Best Case Totals
Change in Detail Best Case Revenue for a given individual in a given forecast series
10.2.49

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
10.2.50

Expected Revenue Totals
Change in Detail Expected Revenue for a given individual in a given forecast series
10.2.51

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
10.2.52

Revenue Totals
Change in Detail Revenue for a given individual in a given forecast series between a
10.2.53

Worst Case Totals
Change in Detail Worst Case Revenue for a given individual in a given forecast series
10.2.54
Detail Forecast
Facts.Cumulative Forecast
Detail Revenue (000)
Running sum of Frontline Detail Revenue (000)
10.2.55
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
10.2.56
Detail Forecast
Facts.Forecast Detail Cost
Totals
Detail Cost for a given individual in a given forecast series on a given forecast date
10.2.57
Detail Forecast
Facts.Forecast Detail
Detail Expected Revenue for a given individual in a given forecast series on a given
forecast date
10.2.58
Detail Forecast
Margin Totals
Detail Margin for a given individual in a given forecast series on a given forecast date
10.2.59
Detail Forecast
Revenue Totals
Detail Revenue for a given individual in a given forecast series on a given forecast date
10.2.60
Detail Forecast
Revenue Totals (000)
Forecast Detail Revenue in 1000s for a given individual in a given forecast series on a
given forecast date
10.2.61
Detail Forecast
Worst Case Totals
Detail Worst Case Revenue for a given individual in a given forecast series on a given
forecast date
10.2.62
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
10.2.63
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
10.2.64
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
No
Metric Name
Description
10.2.65
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
10.2.66
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
10.2.67
Detail Forecast
Facts.Quarter Ago
Totals
Detail Revenue for a given individual in a given forecast series on a forecast date one
10.2.68
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
10.2.69
Detail Forecast Facts.Year

Ago Forecast Detail Best
Case Totals
date one year prior to a given forecast date
10.2.70

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
10.2.71

Ago Forecast Detail
10.2.72

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
10.2.73

Ago Forecast Detail
Revenue Totals
Detail Revenue for a given individual in a given forecast series on a forecast date one
10.2.74

Ago Forecast Detail Worst
Case Totals
forecast date one year prior to a given forecast date
10.2.75
Frontline Forecast Fact.%

Chg Quarter Ago Frontline
Percentage change in Frontline Best Case Revenue for a given individual in a given
10.2.76

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
10.2.77

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
10.2.78

Percentage change in Frontline Detail Margin for a given individual in a given forecast
10.2.79

Percentage change in Frontline Detail Revenue for a given individual in a given

10.2.80

Percentage change in Frontline Worst Case Revenue for a given individual in a given
Sales Analytics
No
Metric Name
Description
10.2.81

Chg Year Ago Frontline
Percentage change in Frontline Best Case Revenue for a given individual in a given
10.2.82

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
10.2.83

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
10.2.84

Percentage change in Frontline Detail Margin for a given individual in a given forecast
10.2.85

Percentage change in Frontline Detail Revenue for a given individual in a given

10.2.86

Percentage change in Frontline Worst Case Revenue for a given individual in a given
10.2.87
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
10.2.88
Frontline Forecast
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
10.2.89
Frontline Forecast
Expected Revenue
Change in Frontline Detail Expected Revenue for a given individual in a given forecast
10.2.90
Frontline Forecast
Margin
Change in Frontline Detail Margin for a given individual in a given forecast series
10.2.91
Frontline Forecast
Revenue
10.2.92
Frontline Forecast
Worst Case
Change in Frontline Worst Case Revenue for a given individual in a given forecast
10.2.93
Frontline Forecast
Fact.Chg Year Ago
Best Case
Change in Frontline Best Case Revenue for a given individual in a given forecast series
10.2.94
Frontline Forecast
Fact.Chg Year Ago
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
No
Metric Name
Description
10.2.95
Frontline Forecast
Fact.Chg Year Ago
Expected Revenue
Change in Frontline Detail Expected Revenue for a given individual in a given forecast
10.2.96
Frontline Forecast
Fact.Chg Year Ago
Margin
Change in Frontline Detail Margin for a given individual in a given forecast series
10.2.97
Frontline Forecast
Fact.Chg Year Ago
Revenue
10.2.98
Frontline Forecast
Fact.Chg Year Ago
Worst Case
Change in Frontline Worst Case Revenue for a given individual in a given forecast
10.2.99
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
10.2.100
Frontline Forecast
Detail Cost
Original Detail Cost for a given individual's Details in a given forecast series on given
forecast date
10.2.101
Frontline Forecast
Original Detail Expected Revenue for a given individual's Details in a given forecast
10.2.102
Frontline Forecast
Detail Margin
Original Detail Margin for a given individual's Details in a given forecast series on given
forecast date
10.2.103
Frontline Forecast
Detail Revenue
Original Detail Revenue for a given individual's Details in a given forecast series on
given forecast date
10.2.104
Frontline Forecast
Detail Worst Case
Original Detail Worst Case Revenue for a given individual's Details in a given forecast
10.2.105
Frontline Forecast
Fact.Quarter Ago Frontline
Frontline Best Case Revenue for a given individual in a given forecast series on a
10.2.106
Frontline Forecast
Frontline Detail Cost for a given individual in a given forecast series on a forecast date
one quarter prior to a given forecast date
10.2.107
Frontline Forecast
Revenue
Frontline Detail Expected Revenue for a given individual in a given forecast series on a
10.2.108
Frontline Forecast
Frontline Detail Margin for a given individual in a given forecast series on a forecast
10.2.109
Frontline Forecast
Frontline Detail Revenue for a given individual in a given forecast series on a forecast
10.2.110
Frontline Forecast
Frontline Worst Case Revenue for a given individual in a given forecast series on a
Sales Analytics
No
Metric Name
Description
10.2.111
Frontline Forecast
Fact.Year Ago Frontline
Frontline Best Case Revenue for a given individual in a given forecast series on a
10.2.112
Frontline Forecast
Frontline Detail Cost for a given individual in a given forecast series on a forecast date
one year prior to a given forecast date
10.2.113
Frontline Forecast
Revenue
Frontline Detail Expected Revenue for a given individual in a given forecast series on a
10.2.114
Frontline Forecast
Frontline Detail Margin for a given individual in a given forecast series on a forecast
10.2.115
Frontline Forecast
Frontline Detail Revenue for a given individual in a given forecast series on a forecast
10.2.116
Frontline Forecast
Frontline Worst Case Revenue for a given individual in a given forecast series on a
10.2.117
Accepted Leads
Counts the number of Opportunities where Status is "Accepted"
10.2.118
Days in Stage
Number of days the opportunity resides in a particular sales stage
10.2.119
Open Critical SRs
Number of open, critical Service Requests
10.2.120
Open SRs
Number of open Service Requests
10.2.121
Opportunities
10.2.122
Rejected Leads
Counts the number of Opportunities where Status is "Rejected"
10.2.123
Sales Reps
Counts the # of Sales Representatives
10.2.124
Opportunity Facts.# of SRs
Number of Service Requests
10.2.125
Wins
Count of of Closed-Won Opportunities
10.2.126
Opportunity
Facts.Cumulative
Opportunity Revenue (000)
Running sum of Rollup Opportunity Revenue (000)
10.2.127
Opportunity Facts.Incentive
Compensation Paid (000)
Incentive Compensation payments in 1000s
10.2.128
Opportunity
Facts.Opportunity Closed
Revenue (000)
Total Revenue of opportunities with a close status
10.2.129
Opportunity
Revenue (000)
Opportunity Revenue (000) at the Revenue line items level Use when using the
Products dimension
10.2.130
Opportunity
Facts.Opportunity Lost
Revenue (000)
Total Revenue of opportunities that were lost
Sales Analytics
No
Metric Name
Description
10.2.131
Opportunity
Opportunity Revenue
10.2.132
Opportunity
(000)
Opportunity Revenue (000) for Opportunities at the Opportunity level
10.2.133
Opportunity Facts.Rollup
Expected Best Case
Revenue (000)
Rolled up revenue line expected best case revenue
10.2.134
Expected Revenue
Rolled up revenue line expected revenue
10.2.135
Expected Revenue (000)
Rolled up revenue line expected revenue in 000
10.2.136
Expected Worst Case
Revenue (000)
Rolled up revenue line expected worst case revenue
10.2.137
Roll up open opportunity revenue
10.2.138
Prior Forecast Facts.Prior

Totals
date immediately preceeding a given forecast date
10.2.139

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
10.2.140

Revenue Totals
date immediately preceeding a given forecast date
10.2.141

Totals
Detail Margin for a given individual in a given forecast series on a forecast date
10.2.142

Totals
Detail Revenue for a given individual in a given forecast series on a forecast date
10.2.143

Totals
forecast date immediately preceeding a given forecast date
10.2.144

Forecast Summary Best
Case
Summary Best Case Revenue for a given individual in a given forecast series on a
10.2.145

Forecast Summary Cost
Summary Cost for a given individual in a given forecast series on a forecast date
10.2.146

Forecast Summary
Expected Revenue
Summary Expected Revenue for a given individual in a given forecast series on a

10.2.147

Forecast Summary Margin
Summary Margin for a given individual in a given forecast series on a forecast date
10.2.148

Forecast Summary
Revenue
Summary Revenue for a given individual in a given forecast series on a forecast date
10.2.149

Forecast Summary Worst
Case
Summary Worst Case Revenue for a given individual in a given forecast series on a
Sales Analytics
No
Metric Name
Description
10.2.150
Quota Facts.Quota Target

Revenue
Quota Revenue for a given individual on a given quota or quota plan in a given time
period
10.2.151
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
10.2.152
Summary Forecast
Case
percentage change in Summary Best Case Revenue for a given individual in a given
10.2.153
Summary Forecast
Percentage change in Summary Cost for a given individual in a given forecast series
10.2.154
Summary Forecast
Forecast Summary
Expected Revenue
percentage change in Summary Expected Revenue for a given individual in a given

10.2.155
Summary Forecast
Percentage change in Summary Margin for a given individual in a given forecast series
10.2.156
Summary Forecast
Forecast Summary
Revenue
percentage change in Summary Revenue for a given individual in a given forecast

10.2.157
Summary Forecast
Case
percentage change in Summary Worst Case Revenue for a given individual in a given
10.2.158
Summary Forecast
Case
percentage change in Summary Best Case Revenue for a given individual in a given
10.2.159
Summary Forecast
percentage change in Summary Cost for a given individual in a given forecast series
10.2.160
Summary Forecast
Forecast Summary
Expected Revenue
percentage change in Summary Expected Revenue for a given individual in a given

10.2.161
Summary Forecast
percentage change in Summary Margin for a given individual in a given forecast series
10.2.162
Summary Forecast
Forecast Summary
Revenue
percentage change in Summary Revenue for a given individual in a given forecast

10.2.163
Summary Forecast
Case
percentage change in Summary Worst Case Revenue for a given individual in a given
10.2.164
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
No
Metric Name
Description
10.2.165
Summary Forecast
Case
change in Summary Best Case Revenue for a given individual in a given forecast
10.2.166
Summary Forecast
change in Summary Cost for a given individual in a given forecast series between a
10.2.167
Summary Forecast
Forecast Summary
Expected Revenue
change in Summary Expected Revenue for a given individual in a given forecast series
10.2.168
Summary Forecast
Change in Summary Margin for a given individual in a given forecast series between a
10.2.169
Summary Forecast
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
10.2.170
Summary Forecast
Case
change in Summary Worst Case Revenue for a given individual in a given forecast
10.2.171
Summary Forecast
Facts.Chg Year Ago
Case
change in Summary Best Case Revenue for a given individual in a given forecast
10.2.172
Summary Forecast
Facts.Chg Year Ago
change in Summary Cost for a given individual in a given forecast series between a
10.2.173
Summary Forecast
Facts.Chg Year Ago
Forecast Summary
Expected Revenue
change in Summary Expected Revenue for a given individual in a given forecast series
10.2.174
Summary Forecast
Facts.Chg Year Ago
change in Summary Margin for a given individual in a given forecast series between a
10.2.175
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
10.2.176
Summary Forecast
Facts.Chg Year Ago
Case
change in Summary Worst Case Revenue for a given individual in a given forecast
10.2.177
Summary Forecast
Facts.Forecast Summary
Best Case
given forecast date
10.2.178
Summary Forecast
Best Case (000)
Summary Best Case Revenue in 1000s for a given individual in a given forecast series
on a given forecast date
10.2.179
Summary Forecast
Cost
Summary Cost for a given individual in a given forecast series on a given forecast date
Sales Analytics
No
Metric Name
Description
10.2.180
Summary Forecast
Cost (000)
Summary Cost in 1000s for a given individual in a given forecast series on a given
forecast date
10.2.181
Summary Forecast
Expected Revenue
Summary Expected Revenue for a given individual in a given forecast series on a given
forecast date
10.2.182
Summary Forecast
Expected Revenue (000)
on a given forecast date
10.2.183
Summary Forecast
Margin
Summary Margin for a given individual in a given forecast series on a given forecast
date
10.2.184
Summary Forecast
Margin (000)
Summary Margin in 1000s for a given individual in a given forecast series on a given
forecast date
10.2.185
Summary Forecast
Revenue
Summary Revenue for a given individual in a given forecast series on a given forecast
date
10.2.186
Summary Forecast
Revenue (000)
Summary Revenue in 1000s for a given individual in a given forecast series on a given
forecast date
10.2.187
Summary Forecast
Worst Case
given forecast date
10.2.188
Summary Forecast
Worst Case (000)
Summary Worst Case Revenue in 1000s for a given individual in a given forecast
series on a given forecast date
10.2.189
Summary Forecast
Facts.Prior Forecast
Summary Best Case (000)
Summary Best Case Revenue in 1000s for a given individual in a given forecast series
10.2.190
Summary Forecast
Summary Expected
Revenue (000)
10.2.191
Summary Forecast
Summary Revenue (000)
Summary Revenue in 1000s for a given individual in a given forecast series on a

10.2.192
Summary 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
10.2.193
Summary Forecast
Facts.Quarter Ago
Case
10.2.194
Summary Forecast
Facts.Quarter Ago
Summary Cost for a given individual in a given forecast series on a forecast date one
10.2.195
Summary Forecast
Facts.Quarter Ago
Forecast Summary
Expected Revenue

Sales Analytics
No
Metric Name
Description
10.2.196
Summary Forecast
Facts.Quarter Ago
Summary Margin for a given individual in a given forecast series on a forecast date one
10.2.197
Summary Forecast
Facts.Quarter Ago
Forecast Summary
Revenue
one quarter prior to a given forecast date
10.2.198
Summary Forecast
Facts.Quarter Ago
Case
10.2.199
Summary Forecast
Facts.Year Ago Forecast
Summary Best Case
10.2.200
Summary Forecast
Summary Cost
Summary Cost for a given individual in a given forecast series on a forecast date one
10.2.201
Summary Forecast
Summary Expected
Revenue

10.2.202
Summary Forecast
Summary Margin
Summary Margin for a given individual in a given forecast series on a forecast date one
10.2.203
Summary Forecast
Summary Revenue
one year prior to a given forecast date
10.2.204
Summary Forecast
Summary Worst Case
10.3 Sales - CRM Orders

No
Metric Name
Description
10.3.1
Order Discounts and

Margin.% Chg Quarter Ago
Order Item Margin
Percentage change in order item margin, this quarter over last quarter
10.3.2
Order Discounts and

Margin.% Chg Year Ago
Order Item Margin
Percentage change in order item margin, this year over last year
10.3.3
Order Discounts and

Margin.Average Order
Discount (%)
Average order discount % at the order level
10.3.4
Order Discounts and

Margin.Average Order Item
Discount
10.3.5
Order Discounts and

Margin
Total order item margin averaged over product quantity should be used with the
Product dimension
Sales Analytics
No
Metric Name
Description
10.3.6
Order Discounts and

Margin.Chg Quarter Ago
Order Item Margin
Change in order item margin, this quarter over last quarter
10.3.7
Order Discounts and

Margin.Chg Year Ago
Order Item Margin
Change in order item margin, this year over last year
10.3.8
Order Discounts and

Margin.Order Costs
Contract
Total cost of all order items covered under contract
10.3.9
Order Discounts and

Margin.Order Costs NonContract
Total cost of all order items not covered under contract
10.3.10
Order Discounts and

Margin.Order Item Discount
(%)
Order Item Discount %
10.3.11
Order Discounts and

Amount
Order Discount at the line item level, excluding Tax and Freight and header-level
10.3.12
Order Discounts and

Margin.Order Item Margin
10.3.13
Order Discounts and

(%)
Order Item Margin expressed as a % of Revenue
10.3.14
Order Discounts and

Margin.Quarter Ago Order
Item Margin
Order item margin from a quarter ago
10.3.15
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%
10.3.16
Order Discounts and

Margin.Total Order Costs
10.3.17
Order Discounts and

Margin.Year Ago Order
Item Margin
Order item margin from a year ago
10.3.18
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
10.3.19
Order Execution.# of
10.3.20
10.3.21
10.3.22
Order Execution.# of Order

Line Items
10.3.23
Orders
10.3.24
Orders Moving Avg
3 period moving average for number of orders
10.3.25
Products with Orders
Total # of Products with at least one order
Sales Analytics
No
Metric Name
Description
10.3.26
Order Execution.% Chg

Quarter Ago Average Days
Outstanding
Percentage change in order average days outstanding, this quarter over last quarter
10.3.27
Order Execution.Average #
of days from Quote
Average number of days between order date and quote date
10.3.28
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
10.3.29
Order Age
10.3.30
Order Size
Average total order size excluding tax and freight
10.3.31
Order Execution.Chg
Outstanding
Change in order average days outstanding, this quarter over last quarter
10.3.32
Order
Execution.Cumulative
Shipped Revenue
Running sum of Total Shipped Revenue
10.3.33
Order Execution.Line Item

Shipped Revenue
10.3.34
Order Execution.Quantity
Requested
10.3.35
Shipped
10.3.36
Order Execution.Quarter
Ago Average Days
Outstanding
Order average days outstanding from a quarter ago
10.3.37
Ago Cumulative Shipped
Revenue
Running sum of Total Shipped Revenue for a period one quarter before a given period
10.3.38
Order Execution.Quote to
Requested product quantity on a quote line expressed as a percentage of requested

product quantity on the converted order line
10.3.39
Order
Execution.Requested Ship
Days
Number of days between order date and requested ship date
10.3.40
Order Execution.Shipping
Days
Number of days between order date and must deliver by date
10.3.41
Delay
Number of days between the 'Must Deliver Date' of an order item and its requested
shipping date
10.3.42
Order Execution.Total # of
Order Contacts
The number of contacts that have placed at least 1 order
10.3.43
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
10.3.44
Order Item Revenue.%

Chg Quarter Ago Average
Order Item Revenue
Percentage change in average order item revenue, this quarter over last quarter
10.3.45

Chg Quarter Ago Order
Item Revenue
Percentage change in order item revenue, this quarter over last quarter
10.3.46

Chg Year Ago Average
Order Item Revenue
Percentage change in average order item revenue, this year over last year
Sales Analytics
No
Metric Name
Description
10.3.47

Chg Year Ago Order Item
Revenue
Percentage change in order item revenue, this year over last year
10.3.48
Order Item
Revenue.Average Order
Item Revenue
the average order item revenue excluding header-level discounts should be used with
the Product dimension
10.3.49
Order Item
Starting Price
Order item price before discounts averaged over quantity should be used with the
Product dimension
10.3.50
Order Item
Revenue.Average Ordered
Selling Price
10.3.51
Order Item Revenue.Chg

Item Revenue
Change in average order item revenue, this quarter over last quarter
10.3.52

Revenue
Change in order item revenue, this quarter over last quarter
10.3.53

Year Ago Average Order
Item Revenue
Change in average order item revenue, this year over last year
10.3.54

Year Ago Order Item
Revenue
Change in order item revenue, this year over last year
10.3.55
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
10.3.56
Order Item Revenue.Order

Item Revenue
10.3.57
Order Item Revenue.Parent

Ordered quantity of the parent product This metric is used in comparison with the child
product order quantity in product bundle analysis
10.3.58
Order Item
Revenue.Quarter Ago
Average Order Item
Revenue
Average order item revenue from a quarter ago
10.3.59
Order Item
Revenue.Quarter Ago
Order Item Revenue
Order item revenue from a quarter ago
10.3.60
Order Item Revenue.Year

Ago Average Order Item
Revenue
Average order item revenue from a year ago
10.3.61

Ago Order Item Revenue
Order item revenue from a year ago
10.3.62
Order Revenue.# of Orders
10.3.63

Moving Avg
10.3.64
Order Revenue.% Chg

Quarter Ago # of Orders
10.3.65
Order Revenue.% Chg

Quarter Ago Total Order
Revenue
Percentage change in total order revenue, this quarter over last quarter
Sales Analytics
No
Metric Name
Description
10.3.66
Order Revenue.% Chg

Year Ago Total Order
Revenue
Percentage change in total order revenue, this year over last year
10.3.67
Order Revenue.Average
Order Size
Average total order size excluding tax and freight
10.3.68
Order Revenue.Chg
10.3.69
Order Revenue.Chg
Revenue
Change in total order revenue, this quarter over last quarter
10.3.70
Order Revenue.Chg Year

Ago Total Order Revenue
Change in total order revenue, this year over last year
10.3.71
Order Revenue.Cumulative
Order Revenue
Running sum of Total Order Revenue measured
10.3.72
Order Revenue.Order
Revenue Moving Avg
3 period moving average for total order item revenue without adjustments
10.3.73
Order Revenue.Quarter
Ago # of Orders
Number of orders from a quarter ago
10.3.74
Total order revenue from a quarter ago
10.3.75
Order Revenue.Quarterago Cumulative Order

Revenue
Running sum of Total Order Revenue measured for a period one quarter prior to a
given period
10.3.76
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)
10.3.77
Order Revenue.Return to
Total Order %
Return order amount expressed as a percentage of the total order revenue
10.3.78
Order Revenue.Total Order

Revenue
10.3.79

Revenue Moving Avg
3 period moving average for total order header revenue after adjustments
10.3.80
Order Revenue.Year Ago

Total Order Revenue
Total order revenue from a year ago
10.4 Sales - CRM Pipeline

No
Metric Name
Description
10.4.1

Expected Revenue

10.4.2

Opportunity Revenue

10.4.3

Expected Revenue
% change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline

10.4.4

Opportunity Revenue

Sales Analytics
No
Metric Name
Description
10.4.5
Historical Pipeline
Historical Expected
Revenue

10.4.6
Historical Pipeline
Revenue

10.4.7
Historical Pipeline
Facts.Chg Year Ago
Historical Expected
Revenue

10.4.8
Historical Pipeline
Facts.Chg Year Ago
Revenue

10.4.9
Historical Pipeline
Facts.Historical Expected
Revenue
Historical Expected Revenue from the W_PIPELINE_F table
10.4.10
Historical Pipeline
Facts.Historical Opportunity
Revenue
Historical Opportunity Revenue from the W_PIPELINE_F table
10.4.11
Historical Pipeline
Facts.Quarter Ago
Historical Expected
Revenue
10.4.12
Historical Pipeline
Facts.Quarter Ago
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
10.4.13
Historical Pipeline
Expected Revenue
10.4.14
Historical Pipeline
Opportunity Revenue
Historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot
10.4.15
Lead Facts (pre 7.9.6).#

Revenue
Total # of Contacts with Opportunities
10.4.16
Lead Facts (pre 7.9.6).# of

Revenue
10.4.17
Lead Facts (pre 7.9.6).# of

Leads with Revenue
Count of # of Opportunities with a 'Lead' status
10.4.18
Lead Facts (pre

7.9.6).Average # of Days
with Revenue
The average number of daysthat unqualified leads are in an 'open'status Leads with
revenue are opportunities with an 'Unqualified Lead' status
10.4.19
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
No
Metric Name
Description
10.4.20
Lead Facts.# Leads

Converted
Number of leads converted to opportunities
10.4.21
Lead Facts.# Leads

Rejected
# Leads rejected by assignee
10.4.22
Lead Facts.# of Accepted

Leads
Number of Leads accepted by assignee
10.4.23
Lead Facts.# of Contacts

with Leads
Number of B2B Contacts that create leads
10.4.24
Lead Facts.# of Customer

with Leads
Number of Customers that create leads
10.4.25
Number of leads created
10.4.26
Lead Facts.Avg # of Days

10.4.27
Lead Facts.Leads to
Number of leads converted to opportunity expressed as a percentage
10.4.28
Pipeline Detail Facts.# of

Products
counts the # of Products
10.4.29
Pipeline Detail
Facts.Closed Detail
Revenue
10.4.30
Pipeline Detail
Revenue
10.4.31
Pipeline Detail
Revenue
10.4.32
Pipeline Facts.# of
Accounts
10.4.33
Pipeline Facts.# of Open

Opportunities
Count # of Opportunities that are in 'Open' status category
10.4.34
Pipeline Facts.# of
Opportunities
10.4.35
Detail Revenue
10.4.36
Revenue
Total Revenue of opportunities with an Open (not Closed) status
10.4.37
% of All Employee Closed
Revenue
Running sum of opportunity revenue expressed a percentage of opportunity revenue

associated across all opportunity owners
10.4.38
% of Sales Method
Opportunity Revenue
Running sum of sales method opportunity revenue to opportunity revenue expressed

as a percentage
10.4.39
Closed Revenue
Running sum of Closed Revenue
10.4.40
Expected Revenue
Running sum of Expected Revenue
10.4.41
Opportunity Revenue
Running sum of Opportunity Revenue
10.4.42
Detail Revenue
Sales Analytics
No
Metric Name
Description
10.4.43
Revenue
Expected Revenue for the opportunity
10.4.44
Detail Revenue
10.4.45
Revenue
Revenue at the opportunity header level
10.4.46
Method Cumulative
Opportunity Revenue
Running sum of opportunity revenue consolidated for a sales method
10.4.47
Method Opportunity
Revenue
Opportunity revenue consolidated for a sales method
10.4.48
Sales Cycle Facts.# Days

in Stage
# of days between the latest ETL date and the date a given Opportunity entered its
current Sales Stage
10.4.49
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
10.4.50

Deal Size
Average Opportunity Size for closed opportunities
10.4.51

Sales Cycle
Average time in days from an Opportunity's creation to its closure as Closed-Won
10.4.52
Sales Cycle Facts.Max

Days in Stage
Maximum number of days an opportunity should be in a given Sales Stage
10.4.53
Sales Cycle
Days Open
# of Days an Opportunity has been Open
10.4.54
Win Loss Facts.# of

# of Opportunities that have a Primary Competitor
10.4.55
Win Loss Facts.# of Losses
# of Closed-Lost Opportunities
10.4.56
Win Loss Facts.# of Wins
# of Closed-Won Opportunities
10.4.57
Win Loss Facts.Close Rate
Displays the # of Wins divided by the # of Opportunities
10.4.58
Win Loss
Facts.Competitive
Opportunity Revenue
Opportunity Revenue for those Opportunities that have a Primary Competitor
10.4.59
Win Loss Facts.Loss Rate
# of Losses divided by the Total # of Wins and Losses
10.4.60
Win Loss Facts.Lost Detail

Revenue
Lost Opportunity Revenue at the detail Revenue item level Use with the Product
dimension
10.4.61
Win Loss Facts.Lost

Revenue
Lost Opportunity Revenue
10.4.62
Win Loss Facts.Win Rate
# of Wins divided by the Total # of Wins and Losses
10.5 Sales - CRM Products

No
Metric Name
Description
10.5.1

with Orders
10.5.2
Order Facts.# of
10.5.3
Sales Analytics
No
Metric Name
Description
10.5.4

Ago # of Orders
10.5.5
Order Facts.Actual Net

Margin per Order
Total net margin earned from the orders booked (includes deducting marketing cost)
divided by the # of Orders
10.5.6

Item Discount
10.5.7
Order Facts.Average
10.5.8

Ago # of Orders
10.5.9

Discount (%)
Order Item Discount expressed as a % of Revenue
10.5.10

Margin
discounts Should be used with the Product dimension
10.5.11

Margin (%)
10.5.12

Revenue
10.5.13
Order Facts.Placed order

within months
10.5.14
Requested
10.5.15

of Orders
10.5.16

Item Margin
Order item margin quintile rank, between 1-5, ie 1 means order item margin is in the
top 20%
10.5.17
Order Facts.Shipping Delay
Number of days between the 'Must Deliver Date' of an order item and its requested
shipping date0
10.5.18

Revenue
10.5.19
Product Facts.# of Attribute

Values
Count of product attribute values
10.5.20
Product Facts.# of
Attributes
Count of product attributes
10.5.21
Product Facts.# of
Products
counts the # of Products
10.5.22
Product Facts.# of
Account
10.5.23
Product Facts.# of
Contact
10.5.24
Product Facts.#
10.5.25
Product Facts.#
Purchasers Selected
Product
10.5.26

Product Purchase
(Accounts)
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
No
Metric Name
Description
10.5.27

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
10.5.28
Product Facts.% of
Products (Accounts)
This metric is used in the Product Propensity Report
10.5.29
Product Facts.% of
Products (Accounts)
% of Orders for a given Product that also include a given Market Basket Product
10.5.30
Product Facts.Cumulative
Revenue Earned
Revenue Earned from a product, cumulated over time
10.5.31
Units Sold
# of Units sold of product, cumulated over time
10.5.32
Product Facts.Maximum
Product Quantity Ordered
The maximum order quantity for a product
10.5.33
Product Facts.Minimum
The minimum order quantity for a product
10.5.34
Product Facts.Product
Quantity Ordered
Quantity of product at the order item level
10.6 Sales - CRM Quotes

No
Metric Name
Description
10.6.1
10.6.2
Order Facts.Average # of
days from Quote
10.6.3

Cost
10.6.4

Discount (%)
Order Item Discount %
10.6.5

Margin
10.6.6

Margin (%)
10.6.7

Revenue
10.6.8
Requested
10.6.9
Shipped
10.6.10

Revenue
10.6.11

Values
Count of number of attribute values for a product
10.6.12
Product Facts.# of
Attributes
Count of number of attributes for a product
10.6.13
Product Facts.# of
Products
Counts the # of Products
Sales Analytics
No
Metric Name
Description
10.6.14
Product Facts.# of
Account
10.6.15
Product Facts.# of
Contact
10.6.16
Product Facts.#
10.6.17
Product Facts.#
(Accounts)
# of Accounts for a given Product that were immediately followed by the purchase of a
given Next Product Purchased by the same Account
10.6.18
Product Facts.#
Purchasers Selected
Product
10.6.19

Product Purchase
(Accounts)
% of Orders for a given Product that were immediately followed by the purchase of a
given Next Product Purchased by the same Account
10.6.20

Product Purchased
(Contacts)
% of Orders for a given Product that were immediately followed by the purchase of a
given Next Product Purchased by the same Contact
10.6.21
Product Facts.% of
Products (Accounts)
% of customers for a given Product who also bought a given Market Basket Product
10.6.22
Product Facts.% of
Products (Accounts)
% of Orders for a given Product that also include a given Market Basket Product
10.6.23
Revenue Earned
Revenue Earned from a product, cumulated over time
10.6.24
Units Sold
# of Units sold of product, cumulated over time
10.6.25
The maximum quantity for which an order has been placed for a product
10.6.26
The minimum quantity for which an order has been placed for a product
10.6.27
Quantity Ordered
Quantity of product at the order item level
10.6.28
Quote Discounts and

Quote Item Average
Discount %
Percentage change in Quote Item Average Discount % between current and previous
quarter
10.6.29
Quote Discounts and

Quote Item Ordered Margin
Percent change in Quote Item Ordered Margin between current and previous quarter
10.6.30
Quote Discounts and

Quoted Item Cost
Percent change in Quoted item cost between current and previous quarter
10.6.31
Quote Discounts and

Quoted Item Margin
Percent change in quoted item margin between current and previous quarter
10.6.32
Quote Discounts and

Quoted Item Cost
Percent change in Quoted item cost between current and previous year
Sales Analytics
No
Metric Name
Description
10.6.33
Quote Discounts and

Quoted Item Margin
Percent change in Quoted item margin between current and previous year
10.6.34
Quote Discounts and

Quote Item Average
Discount %
Change in Quote Item Average Discount % between current and previous quarter
10.6.35
Quote Discounts and

Quote Item Ordered Margin
Change in Quote Item Ordered Margin between current and previous quarter
10.6.36
Quote Discounts and

Quoted Item Cost
Change in Quoted item cost between current and previous quarter
10.6.37
Quote Discounts and

Quoted Item Margin
Change in quoted item margin between current and previous quarter
10.6.38
Quote Discounts and

Margin.Chg Year Ago
Quoted Item Cost
Change in Quoted item cost between current and previous year
10.6.39
Quote Discounts and

Margin.Chg Year Ago
Quoted Item Margin
Change in Quoted item margin between current and previous year
10.6.40
Quote Discounts and

Margin.Quarter Ago Quote
Item Average Discount %
Quote item average discount % as of a quarter ago
10.6.41
Quote Discounts and

Margin.Quarter Ago Quote
Item Ordered Margin
Quote Item Ordered Margin as of a quarter ago
10.6.42
Quote Discounts and

Margin.Quarter Ago
Quoted Item Cost
Quoted item cost as of a quarter ago
10.6.43
Quote Discounts and

Margin.Quarter Ago
Quoted Item Margin
Quoted item margin as of a quarter ago from current date
10.6.44
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
10.6.45
Quote Discounts and

Margin.Quote Item
Discount Amount
Total item discount amount for the quote line
10.6.46
Quote Discounts and

Margin.Quote Item Ordered
Cost
Product cost of quote items that have been converted to orders
10.6.47
Quote Discounts and

Margin.Quote Item Ordered
Margin
Margin for quote items that have been converted to orders
10.6.48
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
10.6.49
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
No
Metric Name
Description
10.6.50
Quote Discounts and

Margin.Year Ago Quoted
Item Cost
Total cost amount for the quoted product as of a year ago
10.6.51
Quote Discounts and

Margin.Year Ago Quoted
Item Margin
Year ago quoted margin amount for the item
10.6.52
Quote Item Facts.# of NRC

Quote Items
Number of quote lines that have Non Recurring Charge products
10.6.53
Quote Item Facts.# of

Quote Items
Total number of of quote lines
10.6.54
Quote Item Facts.% Chg

Quarter Ago # of NRC
Quote Items
Percent change in # of NRC Quote Items between current and previous quarter
10.6.55

Quarter Ago # of Quote
Items
Percentage change in # of quote items between this quarter and the previous quarter
10.6.56

Ordered Revenue
Percent change in Quote Item Ordered Revenue between this quarter and the previous
quarter
10.6.57

Revenue
Percentage change in quote item revenue between this quarter and the previous
quarter
10.6.58

Year Ago # of NRC Quote
Items
Percent Change in # of NRC Quote Items between this year and the previous year
10.6.59

Year Ago # of Quote Items
Percent change in # of quote items between this year and the previous year
10.6.60

Year Ago Quote Item
Revenue
Percentage change in quote item revenue between this year and the previous year
10.6.61
Quote Item Facts.Average

Item Start Price
The average start price for a quoted product Start price is the price before discounts
10.6.62
Quote Item Facts.Average

Item Unit Net Price
Average net price for a quoted product Net price is the price after discounts
10.6.63
Quote Item Facts.Chg

Quarter Ago # of NRC
Quote Items
Change in # of NRC Quote Items between current and previous quarter
10.6.64

Quarter Ago # of Quote
Items
Change in # of quote items between this quarter and the previous quarter
10.6.65

Ordered Revenue
Change in Quote Item Ordered Revenue between this quarter and the previous quarter
10.6.66

Revenue
Change in quote item revenue between this quarter and the previous quarter
10.6.67
Quote Item Facts.Chg Year

Ago # of NRC Quote Items
Change in # of NRC Quote Items between this year and the previous year
10.6.68

Ago # of Quote Items
Change in # of quote items between this year and the previous year
Sales Analytics
No
Metric Name
Description
10.6.69

Ago Quote Item Revenue
Change in quote item revenue between this year and the previous year
10.6.70
Quote Item Facts.Quarter

Ago # of NRC Quote Items
# of Non Recurring Charge quote items as of a quarter ago from current date
10.6.71

Ago # of Quote Items
# of quote items as of a quarter ago
10.6.72

Ago Quote Item Ordered
Revenue
Quote item ordered revenue as of a quarter ago from current date
10.6.73

Ago Quote Item Revenue
Quote item revenue as of a quarter ago from current date
10.6.74
Quote Item Facts.Quote

Item # of Accounts
Number of customers associated to at least one quote
10.6.75

Item # of Contacts
Number of contacts associated to at least one quote
10.6.76

Item # of Opportunities
Distinct number of opportunities that have at least quote associated to them
10.6.77

Item # of Products
Distinct numner of products associated to at least one quote
10.6.78

Item Ordered Revenue
Order revenue of the quote item
10.6.79

Product quantity requested for the quote item
10.6.80

Item Quantity Shipped
Product quantity shipped for the quote item
10.6.81

Item Revenue
Revenue amount of the quote item Calculated by multiplying the net price for the
quoted product by the quote request quantity
10.6.82
Quote Item Facts.Year Ago

# of NRC Quote Items
# of Non Recurring Charge quote items as of a year ago from current date
10.6.83

# of Quote Items
Number of lines across all quotes as of a year ago
10.6.84

Quote Item Revenue
Revenue amount of the quote item as of a year ago
10.6.85
Quote Revenue.# of
Quotes
Count of # of quotes
10.6.86
Quote Revenue.% Chg

Quarter Ago Quote Lost
Revenue
Percentage change in quote lost revenue between this quarter and the previous quarter
10.6.87
Quote Revenue.% Chg

Quarter Ago Total Quote
Revenue
Percentage change in total quote revenue between this quarter and the previous
quarter
10.6.88
Quote Revenue.% Chg

Year Ago Quote Lost
Revenue
Percentage change in quote lost revenue between this year and the previous year
10.6.89
Quote Revenue.% Chg

Year Ago Total Quote
Revenue
Percentage change in total quote revenue between this year and the previous year
10.6.90
Quote Revenue.Chg
Quarter Ago Quote Lost
Revenue
Change in quote lost revenue between this quarter and the previous quarter
Sales Analytics
No
Metric Name
Description
10.6.91
Quote Revenue.Chg
Quarter Ago Total Quote
Revenue
Change in total quote revenue between this quarter and the previous quarter
10.6.92
Quote Revenue.Chg Year

Ago Quote Lost Revenue
Change in quote lost revenue between this year and the previous year
10.6.93
Quote Revenue.Chg Year

Ago Total Quote Revenue
Change in total quote revenue between this year and the previous year
10.6.94
Quote Revenue.Quarter
Ago Quote Lost Revenue
Quote lost revenue as of a quarter ago from current date
10.6.95
Quote Revenue.Quarter
Ago Total Quote Revenue
Total quote lost revenue as of a quarter ago from current date
10.6.96
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
10.6.97
Quote Revenue.Quote to
Quotes)
Number of quotes converted to orders expressed as a percentage of the total number

of quotes0
10.6.98
Quote Revenue.Total
Quote Revenue
Quote item revenue based on the Start Price of the quote, ie, price before discount
10.6.99
Quote Revenue.Year Ago

Quote Lost Revenue
Net Revenue amount of the quote with a lost status as of a year ago
10.6.100
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
10.7 Sales - CRM Sales Activity

No
Metric Name
Description
10.7.1
Facts.# of Activities
update
10.7.2
Facts.# of Cancelled SRs
Number of cancelled service requests
10.7.3
Facts.# of Closed Activities
10.7.4
Facts.# of Closed SRs
Number of closed service requests
10.7.5
Facts.# of Contacts with

Activities
10.7.6
Facts.# of Critical SRs
Number of critical service requests
10.7.7
Facts.# of Customers with

Activities
10.7.8
Facts.# of Employees with

Activities
10.7.9
Facts.# of Open Activities
10.7.10
Facts.# of Open SRs
Number of open service requests
10.7.11
Facts.# of Partners with

Activities
10.7.12
Facts.Activity Completion
Rate %
Percentage of closed activities (Declined, Cancelled & Done) over total number of
activities
10.7.13
Facts.Average # of
10.7.14
Facts.Average # of
Activities per Opportunity
Average number of activities per opportunity
Sales Analytics
10.8 Sales - CRM Usage Accelerator Current

No
Metric Name
Description
10.8.1
Fact - Account.# Accounts

needing Coverage
Number of Accounts that need a new Contact or a new Activity
10.8.2

needing New Activity
Number of Accounts that have not had a new activity within the specified time frame
(time frame variable : NEED_ACT_NUMDAYS)
10.8.3

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)
10.8.4

w/ Missing Address
Number of Accounts whose primary address has no data in the Address field
10.8.5

w/ Missing City
Number of Accounts whose primary address has no data in the City field
10.8.6

w/ Missing Phone
Number of Accounts whose primary address has no data in the Phone field
10.8.7

w/ Missing State
Number of Accounts whose primary address does not have data in the State field
10.8.8

w/ Missing Zipcode
Number of Accounts whose primary address has no data in the Zipcode field
10.8.9

with No Activity
Number of Accounts without any associated Activities
10.8.10

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)
10.8.11
Fact - Account.# Active

Accounts
Number of Active Accounts
10.8.12
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
10.8.13
Fact - Account.#
Incomplete Accounts
Accounts whose primary address in S_ADDR_ORG has one of the fields (Address,
City, State, Phone or Zipcode) NULL
10.8.14
Fact - Account.Account
Completeness Score
Ratio of the number of Complete Accounts to the number of Active Accounts
10.8.15
Fact - Account.Account
Coverage Score
Ratio of Covered Accounts (do not need a new Contact or Activity) to the number of
Active Accounts
10.8.16
Fact - Contact.# Active

Contacts
Number of Active Contacts
10.8.17
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)
10.8.18
Fact - Contact.# Contacts

needing Coverage
Number of Contacts who need a new Activity
10.8.19

Number of Contacts that have not had a new activity within the specified time frame
(time frame variable: NEED_ACT_NUMDAYS)
10.8.20

w/ Missing Address
Number of Contacts whose Primary Organization Address has no data in the Address
field
Sales Analytics
No
Metric Name
Description
10.8.21

w/ Missing City
Number of Contacts whose Primary Organization Address has no data in the City field
10.8.22

w/ Missing Email
Number of Contacts who have no data in the Email address field
10.8.23

w/ Missing State
Number of Contacts whose Primary Organization Address has no data in the State field
10.8.24

w/ Missing Title
Number of Contacts who have no data in the Personal Title field
10.8.25

w/ Missing Work Phone
Number of Contacts whose Primary Organization Address has no data in the Phone
number field
10.8.26

w/ Missing Zipcode
Number of Contacts whose Primary Organization Address has no data in the Zipcode
field
10.8.27

with No Activity
Number of Contacts without any associated Activities
10.8.28
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)
10.8.29
Fact - Contact.Contacts
Completeness Score
Ratio of the number of Complete Contacts to the number of Active Contacts
10.8.30
Fact - Contact.Contacts
Coverage Score
Ratio of Number of Contacts who need Coverage to the number of Active Contacts
10.8.31
Fact - Opportunity.# Open

Opportunities
Number of Open Opportunities
10.8.32
Fact - Opportunity.#
Opportunities - Close Date
Past
Number of Open Opportunities whose Closed Date has passed the current date
10.8.33
Opportunities needing
Coverage
Number of Opportunities which need a New Contact or a New Activity
10.8.34
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)
10.8.35
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)
10.8.36
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)
10.8.37
Opportunities with No
Activity
Number of Opportunities without any associated Activities
10.8.38
Opportunities with No
Contact
Number of Opportunities without any associated Contacts
10.8.39
Unchanged Opportunities
Number of Open Opportunities which have not been updated within the specified time
frame (time frame variable: OUTDATED_NUMDAYS)
Sales Analytics
No
Metric Name
Description
10.8.40
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
10.8.41
Fact Opportunity.Opportunities
Update Score
Ratio of opportunities which do not need an Update to the Number of Open

Opportunities
10.8.42
FINS Facts.# Active

Financial Accounts
Number of Active Financial Accounts
10.8.43
FINS Facts.# Active

Insurance Policies
Number of Active Insurance Policies
10.8.44
FINS Facts.# Financial

Accounts needing
Coverage
Number of Financial Accounts that need a new Activity for a given employee and their
positional subordinates
10.8.45

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)
10.8.46

Accounts with No Activity
Number of Financial Accounts without any associated Activities for a given employee
10.8.47
FINS Facts.# Insurance

Policies needing Coverage
Number of Insurance Policies that need a new Activity for a given employee and their
10.8.48

Policies needing New
Activity
Number of Insurance Policies that have not had a new activity within the specified time
10.8.49

Policies with No Activity
Number of Insurance Policies without any associated Activities for a given employee
10.8.50
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
10.8.51
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
10.9 Sales - CRM Usage Accelerator Summary

No
Metric Name
Description
10.9.1
Fact - Account Summary.#

Accounts needing
Coverage
Number of Accounts that need a new Contact or a new Activity
10.9.2

Activity
Number of Accounts that have not had a new activity within the specified time frame
(time frame variable : NEED_ACT_NUMDAYS)
10.9.3

Contact
Number of Accounts that have not had a contact associated to them within the
specified time frame (time frame variable NEED_CON_NUMDAYS)
10.9.4

Accounts w/ Missing
Address
Number of Accounts whose primary address has no data in the Address field
10.9.5

Accounts w/ Missing City
Number of Accounts whose primary address has no data in the City field
10.9.6

Accounts w/ Missing Phone
Number of Accounts whose primary address has no data in the Phone field
Sales Analytics
No
Metric Name
Description
10.9.7

Accounts w/ Missing State
Number of Accounts whose primary address does not have data in the State field
10.9.8

Accounts w/ Missing
Zipcode
Number of Accounts whose primary address has no data in the Zipcode field
10.9.9

Accounts with No Activity
Number of Accounts for whom there is no activity in S_EVT_ACT
10.9.10

Accounts with No Contact
Number of Accounts without any associated Contacts
10.9.11

Active Accounts
Number of Active Accounts
10.9.12

Complete Accounts
Accounts whose primary address in S_ADDR_ORG has all of the fields (Address, City,
State, Phone or Zipcode) NOT NULL
10.9.13

Incomplete Accounts
Accounts whose primary address in S_ADDR_ORG has one of the fields (Address,
City, State, Phone or Zipcode) NULL
10.9.14
Fact - Account
Summary.Account
Completeness Score
Ratio of the number of Complete Accounts to the number of Active Accounts
10.9.15
Fact - Account
Summary.Account
Coverage Score
Ratio of Covered Accounts (do not need a new Contact or Activity) to the number of
Active Accounts
10.9.16
Fact - Account Usage.#

Account Updates
Number of updates to an existing account
10.9.17
Fact - Account Usage.#

Created Accounts
Number of accounts created
10.9.18
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
10.9.19
Fact - Account
Number of Accounts
Created
Total number of Accounts created over a period of time, divided by the number of
weeks in this period
10.9.20
Fact - Activity Usage.#

Activity Updates
Number of updates to an existing activity
10.9.21
Fact - Activity Usage.#

Created Activities
Number of Activities created
10.9.22
Fact - Activity
Number of Activities
Created
Total number of Activities created over a period of time, divided by the number of
10.9.23
Fact - Activity
Number of Activity Updates
Total number of updates over a period of time to an existing Activity, divided by the
10.9.24
Fact - Contact Summary.#

Active Contacts
Number of Active Contacts
10.9.25

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
No
Metric Name
Description
10.9.26

Contacts needing
Coverage
Number of Contacts who need a new Activity
10.9.27

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)
10.9.28

Contacts w/ Missing
Address
Number of Contacts whose Primary Organization Address has no data in the Address
field
10.9.29

Contacts w/ Missing City
Number of Contacts whose Primary Organization Address has no data in the City field
10.9.30

Contacts w/ Missing Email
Number of Contacts who have no data in the Email address field
10.9.31

Contacts w/ Missing State
Number of Contacts whose Primary Organization Address has no data in the State field
10.9.32

Contacts w/ Missing Title
Number of Contacts who have no data in the Personal Title field
10.9.33

Contacts w/ Missing Work
Phone
Number of Contacts whose Primary Organization Address has no data in the Phone
number field
10.9.34

Contacts w/ Missing
Zipcode
Number of Contacts whose Primary Organization Address has no data in the Zipcode
field
10.9.35

Contacts with No Activity
Number of Contacts without any associated Activities
10.9.36

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)
10.9.37
Fact - Contact
Summary.Contact
Completeness Score
Ratio of the number of Complete Contacts to the number of Active Contacts
10.9.38
Fact - Contact
Summary.Contact
Coverage Score
Ratio of Number of Contacts who need Coverage to the number of Active Contacts
10.9.39
Fact - Contact Usage.#

Contact Updates
Number of updates to an existing Contact
10.9.40
Fact - Contact Usage.#

Created Contacts
Number of Contacts created
10.9.41
Fact - Contact
Number of Contact
Updates
Total number of updates over a period of time to an existing Contact, divided by the
10.9.42
Fact - Contact
Number of Contacts
Created
Total number of Contacts created over a period of time, divided by the number of
10.9.43
Fact - Opportunity
Summary.# Open
Opportunities
Count of opportunities that are in a Closed status
10.9.44
Fact - Opportunity
Summary.# Opportunities Close Date Past
Number of Open Opportunities whose Closed Date has passed the current date
Sales Analytics
No
Metric Name
Description
10.9.45
Fact - Opportunity
Summary.# Opportunities
needing Coverage
Number of Opportunities which need a New Contact or a New Activity
10.9.46
Fact - Opportunity
Number of Opportunities that have not had a new activity within the specified time
frame (time frame variable: OPT_NEED_ACT_NUMDAYS)
10.9.47
Fact - Opportunity
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)
10.9.48
Fact - Opportunity
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)
10.9.49
Fact - Opportunity
with No Activity
Count of opportunities that do not have at least one associated activity
10.9.50
Fact - Opportunity
with No Contact
Count of opportunities that do not have at least one associated contact
10.9.51
Fact - Opportunity
Summary.# Unchanged
Opportunities
Number of Open Opportunities which have not been updated within the specified time
frame (time frame variable: OUTDATED_NUMDAYS)
10.9.52
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
10.9.53
Fact - Opportunity
Summary.Opportunities
Updates Score
Ratio of opportunities which do not need an Update to the Number of Open

Opportunities
10.9.54
Fact - Opportunity Usage.#

Created Opportunity
Number of created Opportunities
10.9.55
Fact - Opportunity Usage.#

Opportunity Updates
Number of updates to an existing Opportunity
10.9.56
Fact - Opportunity
Number of Opportunities
Created
Total number of Opportunities created over a period of time, divided by the number of
10.9.57
Fact - Opportunity
Number of Opportunity
Updates
Total number of updates over a period of time to an existing Opportunity, divided by the
10.9.58
Fact - Quote Usage.#

Created Quotes
Number of Quotes Created
10.9.59
Fact - Quote Usage.#

Quote Updates
Number of updates to an existing quote
10.9.60
Fact - Quote
Number of Quote Updates
Total number of updates over a period of time to an existing Quote, divided by the
10.9.61
Fact - Quote
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
No
Metric Name
Description
10.9.62
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 )
10.9.63

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
10.9.64

Days since Last Sync
Number of days between the last time the user synched up their local db with the
master operational db
10.9.65

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 )
10.9.66

Logins
Number of times this user has logged in to the Siebel Operational Application
10.9.67

Syncs
Number of days the user synched their local db with the master operational db
10.9.68
Fact - User Adoption.% of

Active Users
Percentage of Active users to the Total number of users
10.9.69
Fact - User Adoption.% of

Inactive Users
Percentage of Inactive users to the Total number of users
10.9.70
Fact - User
Adoption.Average Number
of Active Users
Average Number of Active users over all Dimensions
10.9.71
Fact - User
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
10.9.72
Fact - User
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
10.9.73
Fact - User
of Logins
Average number of times this user logged in to the system, over all Dimensions
10.9.74
Fact - User
of Syncs
Average number of times the user synched their local db with the master operational db
10.9.75
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
10.9.76
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
10.9.77
Fact - User Adoption.Total

Number of Users
Total number of users tracked by the Usage Accelerator Application
10.9.78
FINS Facts - Summary.#

Active Financial Accounts
Number of Active Financial Accounts
10.9.79

Active Insurance Policies
Number of Active Insurance Policies
10.9.80

Financial Accounts needing
Coverage
Number of Financial Accounts that have not had a new activity within the specified time
Sales Analytics
No
Metric Name
Description
10.9.81

Financial Accounts needing
New Activity
Number of Financial Accounts that need a new Activity for a given employee and their
10.9.82

Financial Accounts with No
Activity
Number of Financial Accounts without any associated Activities for a given employee
10.9.83

Insurance Policies needing
Coverage
Number of Insurance Policies that have not had a new activity within the specified time
10.9.84

Insurance Policies needing
New Activity
Number of Insurance Policies that need a new Activity for a given employee and their
10.9.85

Insurance Policies with No
Activity
Number of Insurance Policies without any associated Activities for a given employee
10.9.86
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
10.9.87
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
10.9.88
FINS Facts - Usage.#

Created Financial Accounts
Number of Created Financial Accounts
10.9.89

Created Insurance Policies
Number of Created Insurance Policies
10.9.90

Financial Account Updates
Number of Financial Account Updates
10.9.91

Insurance Policy Updates
Number of Insurance Policy Updates
10.9.92
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
10.9.93

Number of Financial
Accounts Created
Average Weekly Number of Financial Accounts created over a period of time, divided
10.9.94

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
10.9.95

Number of Insurance Policy
Updates
Average Weekly Number of Insurance Policies updated over a period of time, divided
Service Analytics
11
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.
11.1 Service - CRM Activities

No
Metric Name
Description
11.1.1
Activity Completion
Facts.Activity Completion
Rate %
Percentage of closed activities (Declined, Cancelled & Done) over total number of
activities
11.1.2
Activity Completion
Facts.Average Call
Duration
Average call duration
11.1.3
Activity Completion
Facts.Average Days per
Activity
11.1.4
Activity Completion
Facts.Average Duration
Days
11.1.5
Activity Completion
Hours
Average time, in hours, it took to complete activities (between Activity Actual Start Date
11.1.6
Activity Completion
Minutes
Average time, in minutes, it took to complete activities (between Activity Actual Start
Date and Activity Actual End Date)
11.1.7
Activity Completion
Facts.Average Hours per
Activity
Average time, in hours, it took to complete activities divided by total number of activities
11.1.8
Activity Completion
Facts.Average Minutes per
Activity
Average time, in minutes, it took to complete activities divided by total number of

activities
11.1.9
Activity Cost Facts.Activity

Costs
Total activity costs (time, expenses, parts)
11.1.10
Activity Cost Facts.Activity

Price
Total activity price (time, expenses, parts)
11.1.11
Activity Cost Facts.Average

Activity Costs
Average activity costs (time, expenses, parts)
11.1.12
Activity Cost Facts.Average

Activity Price
Average activity price (time, expenses, parts)
11.1.13
Activity Cost
Facts.Estimated Cost
Estimated cost of activity (time, expenses, parts)
11.1.14
Activity Cost
Facts.Expense Cost
Contract
Total contract covered cost of expenses
11.1.15
Activity Cost
Facts.Expense Cost NonContract
Total non-contract covered cost of expenses
Service Analytics
No
Metric Name
Description
11.1.16
Activity Cost Facts.Parts

Cost Contract
Total contract covered cost of parts
11.1.17
Activity Cost Facts.Parts

Cost Non-Contract
Total non-contract covered cost of parts
11.1.18
Activity Cost Facts.Time

Cost Contract
Total contract covered cost of time
11.1.19
Activity Cost Facts.Time

Cost Non-Contract
Total non-contract covered cost of time
11.1.20
update.
11.1.21

Moving Avg
11.1.22

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+
11.1.23

with Agreements
Number of activities with associated agreements
11.1.24
Activity Facts.# of Billable

Activities
Total number of activities that are billable
11.1.25

Activities
11.1.26
Activity Facts.# of Contacts

with Activities
11.1.27
Activity Facts.# of
11.1.28
Activity Facts.# of
11.1.29
Activity Facts.# of Inbound

Activities
# of Activities generated by inbound interactions
11.1.30
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.
11.1.31
Activity Facts.# of NonBillable Activities
11.1.32

Activities
11.1.33
Activity Facts.# of
Opportunities with Activities
Number of opportunities with activities
11.1.34
Activity Facts.# of
Outbound Activities
# of Activities generated by Outbound interactions
11.1.35
Activity Facts.# of Partners

with Activities
11.1.36

with Activities
11.1.37
Activity Facts.# of Service

Requests with Activities
Number of service requests with activities
11.1.38
11.1.39
Activity Travel Facts.Actual

Travel Costs
Actual activity travel costs
Service Analytics
No
Metric Name
Description
11.1.40
Activity Travel Facts.Actual

Travel Time in Minutes
Actual activity travel time in minutes
11.1.41
Activity Travel
Facts.Average Travel
Speed
Average travel speed in a service region
11.1.42
Activity Travel
Facts.Estimated Travel
Costs
Estimated activity travel costs, calculated from Travel Cost, Average Travel Speed and
Estimated Travel Time in minutes
11.1.43
Activity Travel
Facts.Estimated Travel
Time in Minutes
Estimated activity travel time in minutes
11.1.44
Activity Travel Facts.Min

Travel Time in Minutes
Minimum travel time in minutes for a service region
11.1.45
Activity Travel Facts.Travel

Cost
Standard travel cost (per unit distance) for a service region
11.1.46

Cost Variance
Percentage variance between Actual Travel Costs and Estimated Travel Costs
11.1.47

Time Variance
Percentage variance between Actual Travel Time in Minutes and Estimated Travel
Time in Minutes
11.1.48
Service Request Facts.# of

Closed SRs
11.1.49

Open SRs
11.1.50

Products with SRs
Number of products with service requests
11.1.51

SRs
11.1.52
Service Request
Facts.Average Days Open
Average age, in days, of open service requests since last data refresh
11.1.53
Service Request
Facts.Average Resolution
Rate
Percentage of closed service requests over total number of service requests
11.2 Service - CRM Agreements

No
Metric Name
Description
11.2.1
update.
11.2.2

Moving Avg
11.2.3
Activity Facts.# of Billable

Activities
11.2.4

Activities
11.2.5
Activity Facts.# of Contacts

with Activities
Service Analytics
No
Metric Name
Description
11.2.6
Activity Facts.# of
11.2.7
Activity Facts.# of
11.2.8
Activity Facts.# of NonBillable Activities
11.2.9

Activities
11.2.10

with Activities
11.2.11
Activity Facts.# of Service

Requests with Activities
Number of service requests with activities
11.2.12
Activity Facts.Activity Costs
Total activity costs (time, expenses, parts)
11.2.13
Activity Facts.Activity Price
Total activity price (time, expenses, parts)
11.2.14
Activity Costs
Average activity costs (time, expenses, parts)
11.2.15
Activity Price
Average activity price (time, expenses, parts)
11.2.16
Activity Facts.Average Call

Duration
Average call duration
11.2.17
Days per Activity
11.2.18
Duration Days
11.2.19
Duration Hours
Average time, in hours, it took to complete activities (between Activity Actual Start Date
11.2.20
Hours per Activity
Average time, in hours, it took to complete activities divided by total number of activities
11.2.21
Activity Facts.Estimated
Cost
Estimated cost of activity (time, expenses, parts)
11.2.22
Activity Facts.Expense
Cost Contract
Total contract covered cost of expenses
11.2.23
Activity Facts.Expense
Cost Non-Contract
Total non-contract covered cost of expenses
11.2.24
Activity Facts.Parts Cost

Contract
Total contract covered cost of parts
11.2.25
Activity Facts.Parts Cost

Non-Contract
Total non-contract covered cost of parts
11.2.26
Activity Facts.Time Cost

Contract
Total contract covered cost of time
11.2.27
Activity Facts.Time Cost

Non-Contract
Total non-contract covered cost of time
11.2.28
Activities per Agreement
Number of activities per associated agreement
11.2.29
Activities with Agreements
Number of activities with associated agreements
11.2.30
Service Analytics
No
Metric Name
Description
11.2.31
Agreements
Number of agreements
11.2.32
Customers with
Agreements
Number of accounts with agreements
11.2.33
Invoices per Agreement
Number of invoices per associated agreement
11.2.34
Invoices with Agreements
Number of invoices with associated agreements
11.2.35
Agreement Facts.# of NRC

11.2.36
Orders per Agreement
Number of orders per associated agreement
11.2.37
Orders with Agreements
Number of orders with associated agreements
11.2.38
Agreement Facts.# of SRs

per Agreement
Number of service requests per associated agreement
11.2.39
Agreement Facts.# of SRs

with Agreements
Number of service requests with associated agreements
11.2.40
Agreement
Facts.Agreement % Margin
Percentage margin on each agreement line item
11.2.41
Agreement
Facts.Agreement Amount
Agreement line item price - Old definition "Oracle Data

Warehouse"."Catalog"."dbo"."Fact_W_AGREE_F"."AGREE_NRC"
11.2.42
Agreement
Facts.Agreement Cost
Agreement line item cost
11.2.43
Agreement
Facts.Agreement Discount
%
11.2.44
Agreement
Facts.Agreement Gross
Margin
Agreement line item gross margin
11.2.45
Agreement
Quantity
Agreement line item quantity
11.2.46
# of NRC Agreement Line
Items
Average number of agreement line items
11.2.47
Agreement Gross Margin
Average agreement gross margin
11.2.48
Agreement Line Item Cost
Average agreement line item cost
11.2.49
Amounts
Total revenue generated from all agreements, all activities and all orders
11.2.50
Cost
Total cost of all service requests, activities and orders
11.2.51
Assets Facts.# of Assets
11.2.52
Invoice Facts.# of Invoices
Number of invoices
11.2.53
Invoice Facts.# of Late

Invoices
Number of late invoices
Service Analytics
No
Metric Name
Description
11.2.54
Invoice Facts.# of Open

Invoices
Number of open invoices
11.2.55

Late Invoices
Number of open late invoices
11.2.56

Payable Invoices
Number of open payable invoices
11.2.57
Invoice Facts.# of Payable

Invoices
Number of payable invoices
11.2.58
Invoice Facts.% of Late

Invoices
Percentage of invoices that are late
11.2.59
Invoice Facts.Average
Days Open for Invoices
Average number of days between invoiced date and closed date
11.2.60
Invoice Facts.Average Due
Average invoiced due amount
11.2.61
Invoiced Amount
Average invoiced amount
11.2.62
Payments
Average payments made on invoices
11.2.63
Invoice Facts.Total Due
Total invoiced due amount
11.2.64
Invoice Facts.Total
Invoiced Amount
Total invoiced amount
11.2.65
Invoice Facts.Total Payable

Invoices
Total payable invoices
11.2.66
Invoice Facts.Total
Payments
Total payments made on invoices
11.2.67

Items
11.2.68
11.2.69

Moving Avg
11.2.70

with Orders
11.2.71
Order Facts.Average # of
days from Quote
11.2.72
Order Facts.Average Days

Outstanding
Average number of days that order is outstanding, i.e. data warehouse refresh date is
11.2.73

Age
11.2.74

Item Discount
11.2.75

Size
11.2.76
Order Facts.Average
This metric measures the Average Order Selling price for a given product excluding
header-level discount.
11.2.77
Order Facts.Order Costs

Contract
11.2.78
Order Facts.Order Costs

Non-Contract
11.2.79

Cost
Service Analytics
No
Metric Name
Description
11.2.80

Margin
11.2.81

Revenue
11.2.82
Order Facts.Order
Revenue Moving Avg
11.2.83
Requested
11.2.84
Shipped
11.2.85

Costs
11.2.86

Revenue
11.2.87

Revenue Moving Avg
11.2.88
Service Request Cost and

Price Facts.# of Billable
SRs
Total number of service requests that are billable
11.2.89

Price Facts.% Margin for
SR
Percentage margin for service requests
11.2.90

Price Facts.Average
Invoiced for SR
Average invoiced amount for service requests
11.2.91

Price Facts.Average
Service Cost
Average service request cost for all service requests
11.2.92

Price Facts.Average
Service Price
Average service request price for all service requests
11.2.93

Price Facts.Average SR
Savings
Average service request savings
11.2.94

Price Facts.Service Billable
Expense Cost
Cost of billable service expenses incurred
11.2.95

Order Cost
Cost of billable service orders generated
11.2.96

Parts Cost
Cost of billable service parts used
11.2.97

Time Cost
Cost of billable service time spent
11.2.98

Price Facts.Service Costs
Total service request costs
11.2.99

Billable
Total service request billable costs
Service Analytics
No
Metric Name
Description
11.2.100

Non-Billable
Total service request non-billable costs
11.2.101

Price Facts.Service NonBillable Expense Cost
Cost of non-billable service expenses incurred
11.2.102

Price Facts.Service NonBillable Order Cost
Cost of non-billable service orders generated
11.2.103

Price Facts.Service NonBillable Parts Cost
Cost of non-billable service parts used
11.2.104

Price Facts.Service NonBillable Time Cost
Cost of non-billable service time spent
11.2.105

Price Facts.Service Price
Total service request price
11.2.106

Billable
Total service request billable price
11.2.107

Non-Billable
Total service request non-billable price
11.2.108

Price Facts.Service
Savings
Customer savings under contract, Total Invoiced for SR subtracted from Service Price
Billable
11.2.109

Price Facts.Service Time
Hours Billable
Number of billable service hours spent
11.2.110

Price Facts.Service Time
Hours Non-Billable
Number of non-billable service hours spent
11.2.111

Price Facts.Total Invoiced
for SR
Total invoiced amount for service requests
11.2.112

Cancelled SRs
11.2.113

Closed SRs
11.2.114

Critical SRs
11.2.115

Open SRs
11.2.116

Pending SRs
Number of pending service requests
11.2.117

Products with SRs
11.2.118

Service Reps
Number of service representatives
11.2.119

SRs
Service Analytics
No
Metric Name
Description
11.2.120
Service Request
11.2.121
Service Request
Rate
11.2.122
Service Request
Facts.Average SR Duration
Days
Average time, in days, it took to complete service requests
11.2.123
Service Request
Hours
Average time, in hours, it took to complete service requests
11.2.124
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
11.2.125

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'
11.2.126

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
11.3 Service - CRM Assets

No
Metric Name
Description
11.3.1
update.
11.3.2
Facts.# of Assets
11.3.3
Facts.# of Assets Moving

Average
3 period moving average for number of assets
11.3.4
Facts.# of Assets Under

Warranty
Number of assets that are under warranty as of last data warehouse refresh
11.3.5
Facts.# of Assets with

Service Requests
11.3.6
Facts.# of Order Line Items
11.3.7
Facts.# of Orders
11.3.8
Facts.# of Products as
Assets
Number of products from product catalog that are assets
11.3.9
Facts.# of SRs
11.3.10
Facts.Average Age Based

on Install Date
Average age of an asset based on its installed date and the data warehouse refresh
date
11.3.11
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
11.3.12
Facts.Average Original
Cost
Average original value or cost of assets as displayed in the warehouse currency
Service Analytics
No
Metric Name
Description
11.3.13
Facts.Average Value of
Assets
Average current value of assets as displayed in the warehouse currency
11.3.14
Facts.Order Item Cost
11.3.15
Facts.Quantity of Assets
Quantity or total number of assets being tracked
11.3.16
Facts.Total Original Cost
Sum of the total declared original value or cost of assets as displayed in the warehouse
currency
11.3.17
Facts.Total Value of Assets
Total value of assets
11.4 Service - CRM Customer Satisfaction

No
Metric Name
Description
11.4.1
Customer Satisfaction
Survey Facts.# of Surveyed
Contacts
Number of contacts surveyed by customer satisfaction survey
11.4.2
Customers
Number of accounts surveyed by customer satisfaction survey
11.4.3
Partners
Number of partners that have been surveyed where the organization of the service
request owner is the
11.4.4
Survey Facts.# of Surveys
11.4.5
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.
11.4.6
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.
11.4.7
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.
11.4.8
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.
11.4.9
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.
11.4.10
Survey Score
Average Survey Score (number from 0 to 100) for a customer as reported through a
query.
11.4.11
Revenue Facts.Closed
Revenue
11.4.12
Revenue Facts.Opportunity
Revenue
Service Analytics
No
Metric Name
Description
11.4.13

Closed SRs
11.4.14

Open SRs
11.4.15

Service Reps
11.4.16

SRs
11.4.17
Service Request
11.4.18
Service Request
Facts.Average Open SRs
per Rep
Average open service request per service representative
11.4.19
Service Request
Rate
11.4.20
Service Request
Days
11.4.21
Service Request
Facts.Average SRs per
Rep
Number of service requests divided by the number of service representatives
11.5 Service - CRM Email Response

No
Metric Name
Description
11.5.1
Facts.# of Emails
Number of emails sent and received
11.5.2
Facts.# of Emails
Escalated to Opportunity
Number of emails that generated follow-on opportunities
11.5.3
Facts.# of Emails
Escalated to SR
Number of emails that generated follow-on service requests
11.5.4
Facts.Average Time to
Opty Escalation (Hours)
Average time it took to generate follow-on opportunity from email received
11.5.5
Facts.Average Time to SR
Escalation (Hours)
Average time it took to generate follow-on service request from email received
11.5.6
Facts.Escalated Closed
Revenue
Closed revenue of follow-on opportunity from email received
11.5.7
Facts.Escalated Closed
Revenue (000)
Closed revenue (in thousands) of follow-on opportunity from email received
11.5.8
Facts.Escalated Expected
Detail Revenue
Expected detail revenue of follow-on opportunity from email received
11.5.9
Facts.Escalated Expected
Detail Revenue (000)
Expected detail revenue (in thousands) of follow-on opportunity from email received
11.5.10
Facts.Escalated
Opportunity Expected
Revenue
Expected revenue of follow-on opportunity from email received
Service Analytics
No
Metric Name
Description
11.5.11
Facts.Escalated
Opportunity Expected
Revenue (000)
Expected revenue (in thousands) of follow-on opportunity from email received
11.5.12
Facts.Escalated
Opportunity Revenue
Opportunity revenue of follow-on opportunity from email received
11.5.13
Facts.Escalated
Opportunity revenue (in thousands) of follow-on opportunity from email received
11.6 Service - CRM Orders

No
Metric Name
Description
11.6.1
Order Discounts and

Order Item Margin
Percentage change in order item margin, this quarter over last quarter
11.6.2
Order Discounts and

Order Item Margin
Percentage change in order item margin, this year over last year
11.6.3
Order Discounts and

Margin.Average Order
Discount (%)
This metric measures the average order discount % at the order level.
11.6.4
Order Discounts and

Discount
11.6.5
Order Discounts and

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.
11.6.6
Order Discounts and

Order Item Margin
Change in order item margin, this quarter over last quarter
11.6.7
Order Discounts and

Margin.Chg Year Ago
Order Item Margin
Change in order item margin, this year over last year
11.6.8
Order Discounts and

Margin.Order Costs
Contract
11.6.9
Order Discounts and

Margin.Order Costs NonContract
11.6.10
Order Discounts and

(%)
11.6.11
Order Discounts and

Amount
11.6.12
Order Discounts and

11.6.13
Order Discounts and

(%)
Service Analytics
No
Metric Name
Description
11.6.14
Order Discounts and

Margin.Quarter Ago Order
Item Margin
Order item margin from a quarter ago
11.6.15
Order Discounts and

Margin.Quintile Order Item
Margin
top 20%
11.6.16
Order Discounts and

Margin.Total Order Costs
11.6.17
Order Discounts and

Margin.Year Ago Order
Item Margin
Order item margin from a year ago
11.6.18
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
11.6.19
11.6.20
11.6.21
11.6.22
Order Execution.# of Order

Line Items
11.6.23
Orders
11.6.24
Orders Moving Avg
11.6.25
Products with Orders
11.6.26
Order Execution.% Chg

Outstanding
Percentage change in order average days outstanding, this quarter over last quarter
11.6.27
Order Execution.Average #
of days from Quote
11.6.28
Days Outstanding
11.6.29
Order Age
11.6.30
Order Size
11.6.31
Order Execution.Chg
Outstanding
Change in order average days outstanding, this quarter over last quarter
11.6.32
Order
Execution.Cumulative
Shipped Revenue
This metric is a running sum of Total Shipped Revenue
11.6.33
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
11.6.34
Requested
11.6.35
Shipped
Service Analytics
No
Metric Name
Description
11.6.36
Ago Average Days
Outstanding
Order average days outstanding from a quarter ago
11.6.37
Ago Cumulative Shipped
Revenue
This metric is a running sum of Total Shipped Revenue for a period one quarter before
a given period.
11.6.38
Order Execution.Quote to
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.
11.6.39
Order
Execution.Requested Ship
Days
Number of days between order date and requested ship date
11.6.40
Days
Number of days between order date and must deliver by date
11.6.41
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
11.6.42
Order Execution.Total # of
Order Contacts
The number of contacts that have placed at least 1 order.
11.6.43
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.
11.6.44

Chg Quarter Ago Average
Order Item Revenue
Percentage change in average order item revenue, this quarter over last quarter
11.6.45

Chg Quarter Ago Order
Item Revenue
Percentage change in order item revenue, this quarter over last quarter
11.6.46

Chg Year Ago Average
Order Item Revenue
Percentage change in average order item revenue, this year over last year
11.6.47

Chg Year Ago Order Item
Revenue
Percentage change in order item revenue, this year over last year
11.6.48
Order Item
Item Revenue
This metric measures the average order item revenue excluding header-level
discounts. This metric should be used with the Product dimension.
11.6.49
Order Item
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
11.6.50
Order Item
Revenue.Average Ordered
Selling Price
11.6.51

Item Revenue
Change in average order item revenue, this quarter over last quarter
11.6.52

Revenue
Change in order item revenue, this quarter over last quarter
11.6.53

Year Ago Average Order
Item Revenue
Change in average order item revenue, this year over last year
11.6.54

Year Ago Order Item
Revenue
Change in order item revenue, this year over last year
Service Analytics
No
Metric Name
Description
11.6.55
Order Item Revenue.Child

Ordered quantity of a child product
11.6.56
Order Item Revenue.Order

Item Revenue
11.6.57
Order Item Revenue.Parent

Ordered quantity of a parent product
11.6.58
Order Item
Revenue.Quarter Ago
Average Order Item
Revenue
Average order item revenue from a quarter ago
11.6.59
Order Item
Revenue.Quarter Ago
Order Item Revenue
Order item revenue from a quarter ago
11.6.60

Ago Average Order Item
Revenue
Average order item revenue from a year ago
11.6.61

Ago Order Item Revenue
Order item revenue from a year ago
11.6.62
11.6.63

Moving Avg
11.6.64
Order Revenue.% Chg

11.6.65
Order Revenue.% Chg

Revenue
Percentage change in total order revenue, this quarter over last quarter
11.6.66
Order Revenue.% Chg

Year Ago Total Order
Revenue
Percentage change in total order revenue, this year over last year
11.6.67
Order Revenue.Average
Order Size
11.6.68
Order Revenue.Chg
11.6.69
Order Revenue.Chg
Revenue
Change in total order revenue, this quarter over last quarter
11.6.70
Order Revenue.Chg Year

Change in total order revenue, this year over last year
11.6.71
Order Revenue.Cumulative
Order Revenue
This metric is a running sum of Total Order Revenue measured
11.6.72
Order Revenue.Order
Revenue Moving Avg
11.6.73
Ago # of Orders
11.6.74
Total order revenue from a quarter ago
11.6.75
Order Revenue.Quarterago Cumulative Order

Revenue
This metric is a running sum of Total Order Revenue measured for a period one
quarter prior to a given period.
11.6.76
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
No
Metric Name
Description
11.6.77
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.
11.6.78

Revenue
11.6.79

Revenue Moving Avg
11.6.80
Order Revenue.Year Ago

Total Order Revenue
Total order revenue from a year ago
11.7 Service - CRM Products

No
Metric Name
Description
11.7.1

with Orders
11.7.2
Order Facts.# of
11.7.3
11.7.4

Ago # of Orders
11.7.5
Order Facts.Actual Net

Margin per Order
Total net margin earned from the orders booked (includes deducting marketing cost)
divided by the # of Orders
11.7.6
Order Facts.Average Days

Outstanding
11.7.7

Age
11.7.8

Item Discount
11.7.9
Order Facts.Average
11.7.10

Ago # of Orders
11.7.11

Cost
11.7.12

Discount (%)
11.7.13

Margin
11.7.14

Margin (%)
11.7.15

Revenue
11.7.16
Order Facts.Placed Order

Within Months
11.7.17
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
No
Metric Name
Description
11.7.18
Requested
11.7.19

of Orders
11.7.20

Item Margin
top 20%
11.7.21
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
11.7.22

Revenue
11.7.23

Revenue (000)
11.7.24
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.
11.7.25

Values
Number of product attributes
11.7.26
Product Facts.# of
Attributes
Number of product attributes
11.7.27
Product Facts.# of
Products
This metric counts the # of Products.
11.7.28
Product Facts.# of
Account
11.7.29
Product Facts.# of
Contact
11.7.30
Product Facts.# of
11.7.31
Product Facts.# of
Purchasers of Selected
Product
11.7.32

Product Purchase
(Accounts)
This metric measures the % of Orders for a given Product that were immediately
11.7.33

Product Purchased
(Contacts)
This metric is used in the Next Product Purchased Report
11.7.34
Product Facts.% of
Products (Accounts)
This metric is used in theProduct Propensity Report
11.7.35
Product Facts.% of
Products (Accounts)
This metric measures the % of Orders for a given Product that also include a given
Market Basket Product.
11.7.36
Revenue Earned
11.7.37
Units Sold
11.7.38
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
No
Metric Name
Description
11.7.39
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
11.7.40
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
11.7.41
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
11.7.42
Quantity Ordered
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
11.7.43
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
11.8 Service - CRM Real-Time Activities

No
Metric Name
Description
11.8.1
Number of activities
11.8.2
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
11.8.3
(Hours)
Average duration of activity (in hours)
11.8.4
Facts.Average Travel Time

(Minutes)
Average travel time of activity (in minutes)
11.8.5
Facts.Average Work Time

(Minutes)
Average work duration of activity (in minutes)
11.8.6
Facts.Total Duration
(Hours)
Total duration of activity (in hours)
11.8.7
Facts.Total Travel Time

(Minutes)
Total travel time of activity (in minutes)
11.8.8
Facts.Total Work Time

(Minutes)
Total work duration of activity (in minutes)
11.9 Service - CRM Real-Time Assets

No
Metric Name
Description
11.9.1
Facts.# of Assets
Number of assets
11.10 Service - CRM Real-Time Service Requests

Service Analytics
No
Metric Name
Description
11.10.1
Facts.# of Open Critical

SRs
11.10.2
Facts.# of Open SRs
11.10.3
Facts.# of SRs
11.10.4
Facts.Average Open Hours
11.11 Service - CRM Real-Time Solutions

No
Metric Name
Description
11.11.1
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
11.12 Service - CRM Service Requests

No
Metric Name
Description
11.12.1
Open Opportunities
This metric measures the # of Open Opportunities.
11.12.2
Opportunities
11.12.3
Revenue
11.12.4
Opportunity
This metric measures Expected Revenue.
11.12.5
Opportunity
11.12.6

Activities
update.
11.12.7

Assets
11.12.8

Assets with SRs
11.12.9

Cancelled SRs
11.12.10

Closed SRs
11.12.11

Contacts with SRs
Number of contacts with service requests
11.12.12

Critical SRs
11.12.13

One and Done SRs
Number of service requests closed on the same date
11.12.14

Open SRs
Service Analytics
No
Metric Name
Description
11.12.15

Orders
11.12.16

Pending SRs
Number of pending service requests
11.12.17

Products with SRs
11.12.18

Service Reps
11.12.19

SRs
11.12.20
Service Request Facts.#

Requested SRs
Total number of Serivce Requests of type 'Authorization Request', 'Referral Request'
11.12.21
Service Request
11.12.22
Service Request
Facts.Average Open SRs
per Rep
Average open service request per service representative
11.12.23
Service Request
Rate
11.12.24
Service Request
Facts.Average Service
Quality
Average Service Quality Score (number from 0 to 20) as reported by the customer in a
query.
11.12.25
Service Request
Days
11.12.26
Service Request
Hours
Average time, in hours, it took to complete service requests
11.12.27
Service Request
Minutes
Average time, in minutes, it took to complete service requests
11.12.28
Service Request
Facts.Average SRs Closed
per Rep
11.12.29
Service Request
Facts.Average SRs per
Rep
11.12.30

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
11.12.31

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'
11.12.32

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
No
Metric Name
Description
11.12.33
Service Request History

Facts.% Chg Quarter Ago #
of Critical SRs
Percentage change in number of critical service requests, this quarter over last quarter
11.12.34

of Open SRs
Percentage change in number of open service requests, this quarter over last quarter
11.12.35

of Service Reps
Percentage change in number of service representatives, this quarter over last quarter
11.12.36

of SRs
Percentage change in number of service requests, this quarter over last quarter
11.12.37

Average Days Open
Percentage change in average age of open service requests, this quarter over last
quarter
11.12.38

Average SR Duration Days
Percentage change in average days it took to complete service requests, this quarter
over last quarter
11.12.39

Facts.% Chg Year Ago # of
Critical SRs
Percentage change in number of critical service requests, this year over last year
11.12.40

Open SRs
Percentage change in number of open service requests, this year over last year
11.12.41

Service Reps
Percentage change in number of service representatives, this year over last year
11.12.42

SRs
Percentage change in number of service requests, this year over last year
11.12.43

Average Days Open
Percentage change in average age of open service requests, this year over last year
11.12.44

Percentage change in average days it took to complete service requests, this year over
last year
11.12.45

Critical SRs
Number of critical service requests from a quarter ago
11.12.46

Open SRs
Number of open service requests from a quarter ago
11.12.47

Service Reps
Number of service representatives from a quarter ago
11.12.48

Facts.Quarter Ago # of SRs
Number of service requests from a quarter ago
11.12.49

Days Open
Average age, in days, of open service requests last quarter
Service Analytics
No
Metric Name
Description
11.12.50

SR Duration Days
Average time, in days, it took to complete service requests last quarter
11.12.51

Facts.Year Ago # of Critical
SRs
Number of critical service requests from a year ago
11.12.52

Facts.Year Ago # of Open
SRs
Number of open service requests from a year ago
11.12.53

Facts.Year Ago # of
Service Reps
Number of service representatives from a year ago
11.12.54

Facts.Year Ago # of SRs
Number of service requests from a year ago
11.12.55

Facts.Year Ago Average
Days Open
Average age, in days, of open service requests last year
11.12.56

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
12
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.
12.1 Inventory - Balances

No
Metric Name
Description
12.1.1
Facts - Inventory Balance.#

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.)
12.1.2
Facts - Inventory
Balance.% Chg Year Ago
Available Consignment
Quantity
(Available Consignment Quantity - Year Ago Available Consignment

Quantity)*100/(Year Ago Available Consignment Quantity)
12.1.3
Facts - Inventory
Available Quantity
(Available Quantity - Year Ago Available Quantity) * 100/ (Year Ago Available Quantity)
12.1.4
Facts - Inventory
Returned Quantity
(Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity)
12.1.5
Facts - Inventory
Standard Cost Amount
(Standard Cost Amount - Year Ago Standard Cost Amount) * 100/ (Year Ago Standard
Cost Amount)
12.1.6
Facts - Inventory
Balance.Available
Consignment Amount
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.
12.1.7
Facts - Inventory
Balance.Available
Consignment Quantity
12.1.8
Facts - Inventory
Balance.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.
12.1.9
Facts - Inventory
Balance.Block
Consignment Amount
Quantity of all blocked batches that belong to a consignment vendor. Examples of

batches are: Production lots, delivery lots etc.
12.1.10
Facts - Inventory
Balance.Block

12.1.11
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.
No
Metric Name
Description
12.1.12
Facts - Inventory
Balance.Blocked Quantity
12.1.13
Facts - Inventory
Balance.Chg Year Ago
Quantity
(Available Consignment Quantity - Year Ago Available Consignment Quantity)
12.1.14
Facts - Inventory
Available Quantity
(Available Quantity - Year Ago Available Quantity)
12.1.15
Facts - Inventory
Returned Quantity
(Returned Quantity - Year Ago Returned Quantity)
12.1.16
Facts - Inventory
(Standard Cost Amount - Year Ago Standard Cost Amount)
12.1.17
Facts - Inventory
Balance.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
12.1.18
Facts - Inventory
Balance.In Transit Quantity
This is the total physical quantity in transit for the product (in inventory unit of measure).
12.1.19
Facts - Inventory
Balance.Inspection Amount
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.
12.1.20
Facts - Inventory
Balance.Inspection
Consignment Amount
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.
12.1.21
Facts - Inventory
Balance.Inspection

from stores.
12.1.22
Facts - Inventory
Balance.Inspection
Quantity
12.1.23
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.
12.1.24
Facts - Inventory
Balance.Opening Quantity
Available Quantity (Ending Balance) of the previos period.
12.1.25
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.
12.1.26
Facts - Inventory
Balance.Replenishment
Amount
This represents the standard re-order quantity size for replenishment of inventory of
this product (in inventory units of measure).
12.1.27
Facts - Inventory
Balance.Replenishment
Quantity
12.1.28
Facts - Inventory
Balance.Restricted Amount
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.
No
Metric Name
Description
12.1.29
Facts - Inventory
Balance.Restricted
Consignment Amount
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.
12.1.30
Facts - Inventory
Balance.Restricted
from stores.
12.1.31
Facts - Inventory
Balance.Restricted
Quantity
12.1.32
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.
12.1.33
Facts - Inventory
Balance.Returned Quantity
12.1.34
Facts - Inventory
Balance.Standard Cost
Amount
The total inventory value in chart of accounts or group currency for the product at the
standard cost.
12.1.35
Facts - Inventory
Balance.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.
12.1.36
Facts - Inventory
Balance.Value Transfer
Amount
This is the in-transit amount of value-only group amount stated in group currency.
12.1.37
Facts - Inventory
Balance.WIP_Amount
The value of inventory which is work in progress.
12.1.38
Facts - Inventory
Balance.Year Ago
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.
12.1.39
Facts - Inventory
Balance.Year Ago
Available Quantity
The quantity of a product available a year ago.
12.1.40
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.
12.1.41
Facts - Inventory
Balance.Year Ago
The inventory value, a year ago, for the product at the standard cost in the chart of
accounts in group currency.
12.2 Inventory - Bill of Materials

No
Metric Name
Description
No
Metric Name
Description
12.2.1
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.
12.2.2
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.
12.3 Inventory - Customer and Supplier Returns

No
Metric Name
Description
12.3.1
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)
12.3.2

Year Ago Customer
Returned Quantity
(Customer Returned Quantity - Year Ago Customer Returned Quantity) * 100/ (Year
Ago Customer Returned Quantity)
12.3.3

Year Ago Returned Amount
(Returned Amount - Year Ago Returned Amount) * 100/ (Year Ago Returned Amount)
12.3.4

Year Ago Returned
Quantity
(Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity)
12.3.5

Year Ago Supplier
Returned Amount
(Supplier Returned Amount - Year Ago Supplier Returned Amount) * 100/ (Year Ago
Supplier Returned Amount)
12.3.6

Year Ago Supplier
Returned Quantity
(Supplier Returned Quantity - Year Ago Supplier Returned Quantity) * 100/ (Year Ago
Supplier Returned Quantity)
12.3.7

Supplier Returns.Chg Year
Ago Customer Returned
Amount
(Customer Returned Amount - Year Ago Customer Returned Amount)
12.3.8

Ago Customer Returned
Quantity
(Customer Returned Quantity - Year Ago Customer Returned Quantity)
12.3.9

Ago Returned Amount
(Returned Amount - Year Ago Returned Amount)
12.3.10

Ago Returned Quantity
(Returned Quantity - Year Ago Returned Quantity)
No
Metric Name
Description
12.3.11

Ago Supplier Returned
Amount
(Supplier Returned Amount - Year Ago Supplier Returned Amount)
12.3.12

Ago Supplier Returned
Quantity
(Supplier Returned Quantity - Year Ago Supplier Returned Quantity)
12.3.13

Supplier Returns.Customer
Returned Amount
Value of product that is returned to a location by customer.
12.3.14

Supplier Returns.Customer
Returned Quantity
Physical quantity of product that is returned to a location by customer.
12.3.15

Supplier Returns.Returned
Amount
Value of product that is returned to a location either by supplier or customer.
12.3.16

Supplier Returns.Returned
Quantity
Physical quantity of product that is returned to a location either by supplier or customer.
12.3.17

Supplier Returns.Supplier
Returned Amount
Value of product that is returned to a location by supplier
12.3.18

Supplier Returns.Supplier
Returned Quantity
Physical quantity of product that is returned to a location by supplier
12.3.19

Supplier Returns.Year Ago
Customer Returned
Amount
Value of product that is returned to a location by customer a year ago.
12.3.20

Customer Returned
Quantity
Physical quantity of product that is returned to a location by customer a year ago.
12.3.21

Returned Amount
Value of product that is returned to a location either by supplier or customer a year ago.
12.3.22

Returned Quantity
Physical quantity of a product (In standard UOM) that is returned to a location either by
supplier or customer a year ago.
12.3.23

Supplier Returned Amount
Value of product that is returned to a location by supplier a year ago.
12.3.24

Supplier Returned Quantity
Physical quantity of product that is returned to a location by supplier a year ago.
12.4 Inventory - Transactions
No
Metric Name
Description
12.4.1
Fact - Inventory
Transactions.% Chg Year
Ago Actual Issue Quantity
(Actual Issue Quantity - Year Ago Actual Issue Quantity) * 100/ (Year Ago Actual Issue
Quantity)
12.4.2
Fact - Inventory
Ago Actual Receipt
Quantity
(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) * 100/ (Year Ago Actual
Receipt Quantity)
12.4.3
Fact - Inventory
Ago Material Amount
(Material Amount - Year Ago Material Amount) * 100/ (Year Ago Material Amount)
12.4.4
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.
12.4.5
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.
12.4.6
Fact - Inventory
Transactions.Chg Year Ago
Actual Issue Quantity
(Actual Issue Quantity - Year Ago Actual Issue Quantity) in standard UOM.
12.4.7
Fact - Inventory
Actual Receipt Quantity
(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) in standard UOM.
12.4.8
Fact - Inventory
Material Amount
(Material Amount - Year Ago Material Amount)
12.4.9
Fact - Inventory
Transactions.Material
Amount
This is the currency value of the inventory transaction in group currency.
12.4.10
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.
12.4.11
Fact - Inventory
Actual Receipt Quantity
The total quantity of a product (In standard UOM) received a year ago.
12.4.12
Fact - Inventory
Material Amount
This is the currency value of the inventory transaction, a year ago, in group currency.
12.5 Sales - Backlog History

No
Metric Name
Description
12.5.1
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.
12.5.2

History.Financial Backlog
Quantity
The total quantity of product that has been booked but not yet invoiced by the
organization.
No
Metric Name
Description
12.5.3

History.Open Credit Memo
Request Value
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.
12.5.4

History.Open Debit Memo
Request Value
12.5.5

History.Open RMA Value
12.5.6

History.Operate Blocked
Backlog Amount
The total value of the operational backlog orders that are on hold.
12.5.7

History.Operate Blocked
Backlog Quantity
The total product quantity of the operational backlog orders that have been put on hold.
12.5.8

History.Operate Delinquent
Backlog Amount
The total value of the operational backlog orders that have been delayed in shipment
due to lack of fulfillment.
12.5.9

History.Operate Delinquent
Backlog Quantity
The total product quantity of the operational backlog orders that have been delayed in
shipment due to lack of fulfillment.
12.5.10

History.Operate Scheduled
Backlog Amount
The total value of the operational backlog orders that have a set date and time to be
fulfilled.
12.5.11

History.Operate Scheduled
Backlog Quantity
The total product quantity of the operational backlog orders tha have a set date and
time to be fulfilled.
12.5.12

History.Operate
Unscheduled Backlog
Amount
The total value of the operational backlog orders that do not have a set date and time
to be fulfilled.
12.5.13

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.
12.5.14

History.Operational
Backlog Amount
The total value of orders that have been booked but not yet shipped by the
organization.
12.5.15

History.Operational
Backlog Quantity
The total quantity of products that has been booked but not yet shipped by the
organization.
12.6 Sales - Backlog Lines

No
Metric Name
Description
12.6.1

Lines.Financial Backlog
Amount
organization.
No
Metric Name
Description
12.6.2

Quantity
organization.
12.6.3

Lines.Hold Value Rate
The percentage of line item revenue on hold compared to the revenue value of regular
line items.
12.6.4

Lines.Hold Volume Rate
The percentage of line items on hold compared to regular line items.
12.6.5

Lines.Open Credit Memo
Request Value
12.6.6

Lines.Open Debit Memo
Request Value
12.6.7

Lines.Open RMA Value
12.6.8

Lines.Operate Blocked
Backlog Amount
12.6.9

Backlog Quantity
12.6.10

Lines.Operate Delinquent
Backlog Amount
12.6.11

Backlog Quantity
12.6.12

Lines.Operate Scheduled
Backlog Amount
fulfilled.
12.6.13

Backlog Quantity
The total product quantity of the operational backlog orders that have a set date and
12.6.14

Lines.Operate
Unscheduled Backlog
Amount
to be fulfilled.
12.6.15

Lines.Operate
Unscheduled Backlog
Quantity
12.6.16

Lines.Operational Backlog
Amount
This metric measures the total value of orders that have been booked but not yet
shipped by the organization.
12.6.17

Quantity
This metric measures the total quantity of products that has been booked but not yet
12.7 Sales - Booking Lines

No
Metric Name
Description
12.7.1
Fact - Sales Booking

Lines.Adjustment Amount
The total value of booked amount in booking lines that were adjusted, Excludes
returned or cancelled lines.
12.7.2

Lines.Booked Amount
This metric tracks the total value of bookings, but excludes returns and exchanges.
12.7.3

Lines.Booked List Amount
The product list price booked across the organization.
12.7.4

Lines.Booked Quantity
The total quantity of the booked products, but the value excludes return and exchange
quantities.
12.7.5

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.
12.7.6

Lines.Number of
Adjustments
The number of booking lines adjusted, excluding returned or cancelled lines.
12.7.7

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.
12.7.8

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.
12.8 Sales - Customer Activity

No
Metric Name
Description
12.8.1
Fact - Customer Activity.#

Active Customers
The number of customers whose last purchase is within 2 periods
12.8.2

Dormant Customers
The number of customers whose last purchase is within 3 periods excluding those
whose last purchase is within 2 periods
12.8.3

Existing Customers
The total number of customers minus the number of new customers
12.8.4

Inactive Customers
The total number of customers minus the number of active customers
12.8.5

Lost Customers
The number of customers whose last purchase is not within 3 periods
12.8.6

New Customers
The number of customers whose first purchase has occurred in the 1st period
12.8.7

Recent Customers
The number of customers whose last purchase is within 2 periods excluding those
whose first purchase has occurred in the 1st period
12.8.8

Total Customers
Total number of customers
12.8.9
Fact - Customer
Activity.Customer Inactivity
Ratio
The ratio of Current Inactive Customers to the total number of customers
12.9 Sales - Inventory and Backlog

No
Metric Name
Description
12.9.1
Fact - Inventory Activity Balance.Available

12.9.2
Fact - Inventory Activity Balance.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.
12.9.3
Fact - Inventory Activity Balance.Block


12.9.4
Fact - Inventory Activity Balance.Blocked Quantity
12.9.5
Fact - Inventory Activity Balance.In Transit Quantity
This is the total physical quantity in transit for the product (in inventory unit of measure).
12.9.6
Fact - Inventory Activity Balance.Inspection


from stores.
12.9.7
Fact - Inventory Activity Balance.Inspection

Quantity
12.9.8
Fact - Inventory Activity Balance.Replenishment

Quantity
12.9.9
Fact - Inventory Activity Balance.Restricted

from stores.
12.9.10
Fact - Inventory Activity Balance.Restricted

Quantity
12.9.11
Fact - Inventory Activity Balance.Returned Quantity
12.9.12

Amount
organization.
12.9.13

Quantity
organization.
12.9.14

line items.
12.9.15

No
Metric Name
Description
12.9.16

12.9.17

Backlog Amount
12.9.18

Backlog Quantity
12.9.19

Backlog Amount
12.9.20

Backlog Quantity
12.9.21

Backlog Amount
fulfilled.
12.9.22

Backlog Quantity
12.9.23

Lines.Operate
Unscheduled Backlog
Amount
to be fulfilled.
12.9.24

Lines.Operate
Unscheduled Backlog
Quantity
12.9.25

Amount
12.9.26

Quantity
12.10 Sales - Invoice Lines

No
Metric Name
Description
12.10.1
Fact - Sales Invoice

Lines.Average Discount
Paid
The value of discounts paid to customers
12.10.2

Lines.Average Invoice
Value
The average invoiced amount calculated based on Net Invoiced Amount
12.10.3

Lines.Charge Back Amount
The invoice values of Charge Backs
No
Metric Name
Description
12.10.4

Lines.Charge Back
Quantity
The total invoiced quantity (In standard UOM) of charge back invoices.
12.10.5

Lines.Credit Memo Amount
The invoice value of Credit Memos
12.10.6

Lines.Credit Memo
Quantity
The invoiced quantity of Credit Memos.
12.10.7

Lines.Cumulative Invoice
Revenue
The running sum of Total Invoice Amount, to be used with the Time dimension
12.10.8

Lines.Debit Memo Amount
The invoice value of Debit Memos
12.10.9

Lines.Debit Memo Quantity
The invoice quantity of Debit Memos.
12.10.10

Lines.Invoice to List Price
Rate
The ratio of invoiced price to the list price
12.10.11

Lines.Invoiced Amount
The total value of products bought by customers and subsequently invoiced by the
organization, excluding credit memos, debit memos and cancellations.
12.10.12

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.
12.10.13

Lines.Invoiced Freight
Amount
The invoiced freight amount in the Group Currency
12.10.14

Lines.Invoiced List Amount
The value of an invoice item based on the list price excluding credit memos and debit
memos
12.10.15

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
12.10.16

Lines.Invoiced Sales Tax
Amount
The invoiced sales tax amount in the Group Currency
12.10.17

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
12.10.18

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.
12.10.19

Lines.Number of Invoice
Lines
The total number of invoice lines excluding credit memos and debit memos
12.10.20

Lines.Number of Invoices
The total number of invoices excluding credit memos and debit memos
12.10.21

Lines.Quarter Ago
Cumulative Invoiced
Amount
The running sum of Total Invoice Amount from the prior quarter, to be used with the
Time dimension
12.10.22

Lines.Quarter Ago Invoiced
Amount
The total invoiced revenue for a set of order line items from the prior quarter.
12.11 Sales - Order Lines

No
Metric Name
Description
12.11.1
Fact - Sales Order Lines.#

of First Customers
The number of customers who ordered for the first time. Excludes returned or cancelled
order lines.
12.11.2

of Order Lines
Number of regular order lines
12.11.3

of Orders
The number of unique orders
12.11.4
Fact - Sales Order Lines.%

Order Discount
The percent discount for an order calculated from Discount Amount
12.11.5
Fact - Sales Order

Lines.Average # of
Products per Order
The average number of distinct products per order
12.11.6
Fact - Sales Order

Lines.Average Order Size
The Average Order Amount for a set of orders
12.11.7
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.
12.11.8
Fact - Sales Order

Lines.Cancelled Quantity
The quantity of a given product that has been cancelled from a set of orders
12.11.9
Fact - Sales Order

Lines.Cumulative Order
Revenue
The running sum of total order revenue, to be used with the Time dimension
12.11.10
Fact - Sales Order

Lines.Discount Amount
This is the discount amount applied to the order measured in Group Currency.
12.11.11
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.
12.11.12
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.
12.11.13
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.
12.11.14
Fact - Sales Order

Lines.Net Amount Margin
Total Margin of ordered products that were not returned.
12.11.15
Fact - Sales Order

Lines.Net COGS
The Total cost of goods for ordered products minus cost of returned goods.
12.11.16
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.
12.11.17
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.
12.11.18
Fact - Sales Order

Lines.Number of Bookings
The number of booked orders
No
Metric Name
Description
12.11.19
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.
12.11.20
Fact - Sales Order

Margin
Total Margin of ordered products. Doesn't exclude returns.
12.11.21
Fact - Sales Order

Lines.Ordered COGS
The Total cost of goods for ordered products. Doesn't exclude cost of returned goods.
12.11.22
Fact - Sales Order

Lines.Ordered Quantity
The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity
and doesn't exclude Return Quantity.
12.11.23
Fact - Sales Order

Lines.Orders to Booking
Close Rate
The percentage of orders received by an organization that have been booked.
12.11.24
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
12.11.25
Fact - Sales Order

Lines.Quarter Ago First
Ordered Amount
Total Order Revenue from the prior quarter
12.11.26
Fact - Sales Order

Lines.Quarter Ago Ordered
Amount
12.11.27
Fact - Sales Order

Lines.Return Amount
The total ordered value of all return materials authorizations (RMA) across the
organization.
12.11.28
Fact - Sales Order

Lines.Return Amount
Margin
Total Margin of ordered products.
12.11.29
Fact - Sales Order

Lines.Return COGS
The Total cost of goods for returned products.
12.11.30
Fact - Sales Order

Lines.Return Quantity
The total quantity of products returned as return materials authorizations (RMA) across
the organization.
12.11.31
Fact - Sales Order

Lines.Rollup Discount
Amount
Sum total of Discount Amounts for root level products.
12.11.32
Fact - Sales Order

Lines.Rollup List Ordered
Amount
Sum total of List Ordered Amounts for root level products.
12.11.33
Fact - Sales Order

Lines.Rollup Net Ordered
Amount
Sum total of Net Ordered Amounts for root level products.
12.11.34
Fact - Sales Order

Lines.Rollup Ordered
Amount
Sum total of Ordered Amounts for root level products.
12.11.35
Fact - Sales Order

Lines.Rollup Ordered
Quantity
Sum total of Ordered Quantities for root level products.
12.11.36
Fact - Sales Order

Lines.Rollup Return
Amount
Sum total of Return Amounts for root level products.
12.12 Sales - Order Process

No
Metric Name
Description
12.12.1

Amount
organization.
12.12.2

Quantity
organization.
12.12.3

line items.
12.12.4

12.12.5

12.12.6

Backlog Amount
12.12.7

Backlog Quantity
12.12.8

Backlog Amount
12.12.9

Backlog Quantity
12.12.10

Backlog Amount
fulfilled.
12.12.11

Backlog Quantity
12.12.12

Lines.Operate
Unscheduled Backlog
Amount
to be fulfilled.
12.12.13

Lines.Operate
Unscheduled Backlog
Quantity
12.12.14

Amount
12.12.15

Quantity
12.12.16
Fact - Sales Cycle Lines.#

of Order Lines
No
Metric Name
Description
12.12.17
Fact - Sales Cycle Lines.#

of Orders
Number of regular orders
12.12.18
Fact - Sales Cycle

The cancelled quantity of product for a set of order line items.
12.12.19
Fact - Sales Cycle

Lines.Hold Duration in
Minutes
The total time in minutes that an order line item was held
12.12.20
Fact - Sales Cycle

Lines.Invoice Amount
Total Invoiced Value
12.12.21
Fact - Sales Cycle

The total invoiced quantity for a set of order line items
12.12.22
Fact - Sales Cycle

Lines.List Amount
The list value of a set of order items calculated by multiplying list price by quantity.
12.12.23
Fact - Sales Cycle

Lines.Order To Invoice
Days Lag
This metric displays time lag between order date and invoice date
12.12.24
Fact - Sales Cycle

Lines.Order to Pick Days
Lag
This metric displays time lag between order date and pick date
12.12.25
Fact - Sales Cycle

Lines.Order To Ship Days
Lag
This metric displays time lag between order date and ship date
12.12.26
Fact - Sales Cycle

The total value of products that are ordered by customers, excluding returns and
exchanges.
12.12.27
Fact - Sales Cycle

The quantity of product for a set of order line items.
12.12.28
Fact - Sales Cycle

Lines.Pick Quantity
The total picked quantity for a set of order line items
12.12.29
Fact - Sales Cycle

Lines.Pick to Ship Days
Lag
This metric displays time lag between pick date and ship date
12.12.30
Fact - Sales Cycle

Lines.Sales Quantity
The quantity of product in a set of order line items in sales units
12.12.31
Fact - Sales Cycle

Lines.Ship Early Quantity
The total quantity of products (In standard UOM) shipped earlier than the scheduled
ship date.
12.12.32
Fact - Sales Cycle

Lines.Ship Late Quantity
The total quantity of products (In standard UOM) shipped later than the scheduled ship
date.
12.12.33
Fact - Sales Cycle

Lines.Ship Ontime Quantity
The total quantity of products (In standard UOM) shipped on the scheduled ship date.
12.12.34
Fact - Sales Cycle

Lines.Ship Quantity
The total shipped quantity for a set of order line items
12.12.35
Fact - Sales Cycle

Lines.Ship to Invoice Days
Lag
This metric displays time lag between ship date and invoice date
12.13 Sales - Orders and Invoices

No
Metric Name
Description
No
Metric Name
Description
12.13.1

Paid
12.13.2

Value
12.13.3

12.13.4

Lines.Credit Memo
Quantity
12.13.5

Revenue
12.13.6

12.13.7

12.13.8

Rate
12.13.9

12.13.10

Amount
12.13.11

Amount
12.13.12

memos
12.13.13

12.13.14

Amount
12.13.15

12.13.16

12.13.17

Lines
12.13.18

12.13.19

Lines.Quarter Ago
Cumulative Invoiced
Amount
Time dimension
No
Metric Name
Description
12.13.20

Amount
12.13.21

of Order Lines
12.13.22

of Orders
12.13.23

Order Discount
12.13.24
Fact - Sales Order

Lines.Average # of
Products per Order
12.13.25
Fact - Sales Order

12.13.26
Fact - Sales Order

12.13.27
Fact - Sales Order

Revenue
12.13.28
Fact - Sales Order

12.13.29
Fact - Sales Order

12.13.30
Fact - Sales Order

12.13.31
Fact - Sales Order

12.13.32
Fact - Sales Order

12.13.33
Fact - Sales Order

12.13.34
Fact - Sales Order

12.13.35
Fact - Sales Order

Close Rate
12.13.36
Fact - Sales Order

Lines.Quarter Ago
dimension
12.13.37
Fact - Sales Order

Amount
12.13.38
Fact - Sales Order

Lines.Return Amount
organization.
No
Metric Name
Description
12.13.39
Fact - Sales Order

the organization.
12.14 Sales - Orders, Backlog and Invoices

No
Metric Name
Description
12.14.1

Amount
organization.
12.14.2

Quantity
organization.
12.14.3

line items.
12.14.4

12.14.5

12.14.6

Backlog Amount
12.14.7

Backlog Quantity
12.14.8

Backlog Amount
12.14.9

Backlog Quantity
12.14.10

Backlog Amount
fulfilled.
12.14.11

Backlog Quantity
12.14.12

Lines.Operate
Unscheduled Backlog
Amount
to be fulfilled.
12.14.13

Lines.Operate
Unscheduled Backlog
Quantity
12.14.14

Amount
No
Metric Name
Description
12.14.15

Quantity
12.14.16

Paid
12.14.17

Value
12.14.18

12.14.19

Lines.Credit Memo
Quantity
12.14.20

Revenue
12.14.21

12.14.22

12.14.23

Rate
12.14.24

12.14.25

Amount
12.14.26

Amount
12.14.27

memos
12.14.28

12.14.29

Amount
12.14.30

12.14.31

12.14.32

Lines
12.14.33

No
Metric Name
Description
12.14.34

Lines.Quarter Ago
Cumulative Invoiced
Amount
Time dimension
12.14.35

Amount
12.14.36

of Order Lines
12.14.37

of Orders
12.14.38

Order Discount
12.14.39
Fact - Sales Order

Lines.Average # of
Products per Order
12.14.40
Fact - Sales Order

12.14.41
Fact - Sales Order

12.14.42
Fact - Sales Order

Revenue
12.14.43
Fact - Sales Order

12.14.44
Fact - Sales Order

12.14.45
Fact - Sales Order

12.14.46
Fact - Sales Order

12.14.47
Fact - Sales Order

12.14.48
Fact - Sales Order

12.14.49
Fact - Sales Order

12.14.50
Fact - Sales Order

Close Rate
12.14.51
Fact - Sales Order

Lines.Quarter Ago
dimension
12.14.52
Fact - Sales Order

Amount
No
Metric Name
Description
12.14.53
Fact - Sales Order

Lines.Return Amount
organization.
12.14.54
Fact - Sales Order

the organization.
12.15 Sales - Pick Lines

No
Metric Name
Description
12.15.1
Fact - Sales Pick

Lines.Actual Picked
Quantity
The total quantity of products that have been picked from the organization's inventory.
12.15.2
Fact - Sales Pick

Lines.Actual Shipped
Quantity
The total quantity of products (In standard UOM) that have already been shipped.
12.15.3
Fact - Sales Pick

Lines.Late Pick Rate
This KPI is calculated as "Number of Late Picks" / "Number of Picks".
12.15.4
Fact - Sales Pick

Lines.Late Ship Rate
This KPI is calculated as "Number of Late Shippings" / "Number of Shippings".
12.15.5
Fact - Sales Pick

Lines.Number of On Time
Picks
The number of on-time picking lines.
12.15.6
Fact - Sales Pick

Lines.Number of On Time
Shippings
This metric depicts the total number of picking lines which have been shipped on time.
12.15.7
Fact - Sales Pick Lines.On

Time Pick Performance
This KPI is calculated as percentage of "On Time Picked Quantity" / "Actual Picked
Quantity".
12.15.8

Time Pick Rate
This KPI is calculated as "Number of On Time Picks" / "Number of Picks".
12.15.9

Time Picked Quantity
The total quantity of products that have been picked on-time from the organization's
inventory.
12.15.10

Time Ship Performance
This KPI is calculated as percentage of "On Time Shipped Quantity" / "Actual Shipped
Quantity".
12.15.11

Time Ship Rate
This KPI is calculated as "Number of On Time Shippings" / "Number of Shippings".
12.15.12

Time Shipped Quantity
The total quantity of products (In standard UOM) shipped on the scheduled ship date.
12.15.13
Fact - Sales Pick

Lines.Picked Early Quantity
The total quantity of products picked earlier than the planned pick date.
12.15.14
Fact - Sales Pick

Lines.Picked Late Quantity
The total quantity of products picked later than the planned pick date.
12.15.15
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).
12.15.16
Fact - Sales Pick

Lines.Shipped Early
Quantity
The total quantity of products (In standard UOM) shipped earlier than the scheduled
ship date.
No
Metric Name
Description
12.15.17
Fact - Sales Pick

Lines.Shipped Late
Quantity
The total quantity of products (In standard UOM) shipped later than the scheduled ship
date.
12.16 Sales - Sales Overview

No
Metric Name
Description
12.16.1

Paid
12.16.2

Value
12.16.3

12.16.4

Lines.Credit Memo
Quantity
12.16.5

Revenue
12.16.6

12.16.7

12.16.8

12.16.9

Amount
12.16.10

12.16.11

12.16.12

12.16.13

Lines
12.16.14

12.16.15

Lines.Quarter Ago
Cumulative Invoiced
Amount
Time dimension
No
Metric Name
Description
12.16.16

Amount
12.16.17

of Order Lines
12.16.18

Order Discount
12.16.19
Fact - Sales Order

Lines.Average # of
Products per Order
12.16.20
Fact - Sales Order

12.16.21
Fact - Sales Order

12.16.22
Fact - Sales Order

Revenue
12.16.23
Fact - Sales Order

12.16.24
Fact - Sales Order

12.16.25
Fact - Sales Order

12.16.26
Fact - Sales Order

12.16.27
Fact - Sales Order

Close Rate
12.16.28
Fact - Sales Order

Lines.Quarter Ago
dimension
12.16.29
Fact - Sales Order

Amount
12.16.30
Fact - Sales Order

Lines.Return Amount
organization.
12.16.31
Fact - Sales Order

the organization.
12.17 Sales - Sales Receivables

No
Metric Name
Description
No
Metric Name
Description
12.17.1
Facts - AR Balance.AR
%
12.17.2
Facts - AR Balance.AR
This metric computes the ratio of overdue AR transactions to all open AR transactions
12.17.3
Group Amount
12.17.4
Local Amount
Closing balance for specified account(s) in local currency
12.17.5
Limit Used %
12.17.6
Facts - AR
Balance.Opening Group
Amount
12.17.7
Facts - AR
Amount
Opening balance for specified account(s) in local currency
12.17.8
Facts - AR Balance.Total
AR Due and Overdue
Amount
12.17.9
Facts - AR Balance.Total
AR Overdue Amount
payment due date.
12.17.10
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.
12.17.11
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.
12.18 Sales - Sales Revenue

No
Metric Name
Description
12.18.1
Fact - Fins GL
12.18.2

Paid
12.18.3

Value
12.18.4

12.18.5

Lines.Credit Memo
Quantity
No
Metric Name
Description
12.18.6

Revenue
12.18.7

12.18.8

12.18.9

12.18.10

Amount
12.18.11

12.18.12

12.18.13

12.18.14

Lines
12.18.15

12.18.16

Lines.Quarter Ago
Cumulative Invoiced
Amount
Time dimension
12.18.17

Amount
12.18.18

of Order Lines
12.18.19

Order Discount
12.18.20
Fact - Sales Order

Lines.Average # of
Products per Order
12.18.21
Fact - Sales Order

12.18.22
Fact - Sales Order

12.18.23
Fact - Sales Order

Revenue
12.18.24
Fact - Sales Order

No
Metric Name
Description
12.18.25
Fact - Sales Order

12.18.26
Fact - Sales Order

12.18.27
Fact - Sales Order

12.18.28
Fact - Sales Order

Close Rate
12.18.29
Fact - Sales Order

Lines.Quarter Ago
dimension
12.18.30
Fact - Sales Order

Amount
12.18.31
Fact - Sales Order

Lines.Return Amount
organization.
12.18.32
Fact - Sales Order

the organization.
12.19 Sales - Schedule Lines

No
Metric Name
Description
12.19.1
Fact - Sales Schedule

Lines.Confirmed Scheduled
Quantity
Confirmed scheduled quantity ready to be picked
12.19.2
Fact - Sales Schedule

Lines.Scheduled Amount
The total value of the products that are scheduled across the organization.
Additional Metrics Available
13
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.
13.1 Fact Compound - Account Transactions Time Series

No
Metric Name
Description
13.1.1
% 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.
13.1.2
% 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.
13.1.3
% Chg 2 Months Ago

Penalties
The % change in the penalties paid as of 2 months ago to those paid as of 1 month
ago.
13.1.4
% 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.
13.1.5
% 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.
13.1.6
% 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.
13.1.7
% Chg 3 Months Ago

Penalties
The % change in the penalties paid as of 3 months ago to those paid as of 1 month
ago.
13.1.8

Amount StdDev
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.
13.1.9

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.
13.1.10

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.
13.1.11
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.
13.1.12
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.
13.1.13
Chg 2 Months Ago

Penalties
The change in the penalties paid as of 2 months ago to those paid as of 1 month ago.
13.1.14
Chg 2 Months Ago TXN

Amount StdDev
in the usage of the product. This column gives the difference between the standard
13.1.15
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.
No
Metric Name
Description
13.1.16
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.
13.1.17
Chg 3 Months Ago

Penalties
The change in the penalties paid as of 3 months ago to those paid as of 1 month ago.
13.1.18

Amount StdDev
in the usage of the product. This column gives the difference between the standard
13.1.19

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.
13.1.20

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.
13.2 Fact Compound - Active Asset History & Asset Churn

No
Metric Name
Description
13.2.1
Asset Churn %
This is the rate at which assets Financial Acocunts/ Insurance Polsicies) churn
13.3 Fact Compound - Asset & Asset FINS Contact

No
Metric Name
Description
13.3.1
Average # Asset Classes

per Household
"Average number of product classes held by households, calculated by averaging #

Assets Classes Held across all households with holdings"
13.4 Fact Compound - Campaign Compund Facts

No
Metric Name
Description
13.4.1
Actual Cost per Responder
Total Marketing Cost per Responder divided by the # of Responders
13.4.2
Campaign Plan Predicted

Cost per Responder
13.4.3
Opportunity Closed Net

Margin
Gross Margin from all closed opportunities due to a campaign plan minus the marketing
cost for the campaign plan
13.4.4
Predicted Revenue per

Order
13.5 Fact Compound - Campaign History

No
Metric Name
Description
13.5.1
# of Outbound Interactions
by Person
Number of outbound interactions
13.5.2
Actual Net Margin per

Opportunity
Total net margin earned from the closed opportunities (includes deducting marketing
cost) divided by the # of Opportunities
13.5.3
Rank of % of # Targeted by
Campaign Plans
Rank the values of a Dimensional attribute by Total # Targeted
13.6 Fact Compound - Campaign History Response

No
Metric Name
Description
13.6.1
# of Campaigns by Contact
ID
The number of campaign occurences aggregated by contact ID.
13.6.2
# Times Contacted in
Campaigns
13.6.3
Cumulative Response Rate

(Accounts)
The Response Rate for a Campaign plan as it cumulates over campaigns
13.7 Fact Compound - CampaignHistory & Marketing Cost

No
Metric Name
Description
13.7.1
Fixed Cost per Customer

Contacted
13.7.2
Total Cost per Customer

Contacted
13.8 Fact Compound - Marketing Goals Achieved

No
Metric Name
Description
13.8.1
# of Orders
Actual number of orders generated from the marketing activity
13.8.2

(%)
Actual percentage of accounts (B2B) responded to total number contacted
13.8.3

(%)
Actual percentage of individuals (B2C) responded to total number contacted
13.9 Fact Compound - Order Item & Campaign History

No
Metric Name
Description
13.9.1
Actual Cost per Order
Total Marketing Cost for a Campaign Plan divided by the # of Orders for the campaign
plan
13.9.2
Campaign Actual Cost per

Order
Total Marketing Cost for a Campaign Plan divided by the # of Orders for the campaign
plan
13.9.3
Purchase Rate (Accounts)
by the campaign
13.10 Fact Compound - Pipeline Rollup and Prior

No
Metric Name
Description
13.10.1
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.
13.11 Fact Compound - Order Item Delta

No
Metric Name
Description
13.11.1
% Delta Order Item

Revenue
This metric calculates the percentage difference between the Order Item Revenues for
different comparison time periods
13.11.2
Delta Order Item Revenue
This metric calculates the difference between the Order Item Revenues for different
comparison time periods
13.12 Fact - CRM - Activity

No
Metric Name
Description
13.12.1
# of Households with
Activities
Number of households with activities
13.13 Fact - CRM - Asset

No
Metric Name
Description
13.13.1
# 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.
13.13.2
# 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.
13.13.3
# Agencies
"This is the count of # of partners of the Type ""Agency"""
13.13.4
# Aggregate and Financial

Accounts
This is the sum of Account Aggregation as well as Financial Accounts within your
customer base
13.13.5
# 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.
13.13.6
# Asset Accounts
"Total number of asset-related financial accounts, i.e. financial accounts with product
category = ""Asset"""
13.13.7
# Asset Manager Company

Assets
The number of assets that have an associated company
13.13.8
# Asset Manager Contact

Assets
The number of assets that have an associated contact
13.13.9
# Assets Classes Held
"Number of product classes represented by a client's holdings, measure of how

diversified the holdings portfolio is"
13.13.10
# Companies with Assets

Range
# Households by asset managers
13.13.11
# Contacts with Assets

Range
Ranges based on # Contacts with Assets
13.13.12
# Days Delinquent
# Days Latest Payment is Past Due
13.13.13
# Employees with Assets
Number of employees with assets
13.13.14
# Financial Accounts
Range
Ranges based on # Financial Accounts
13.13.15
# Household Products
This is the distinct count of # of products (Financial Accounts / Insurance Policies) held
by your Households
13.13.16
# Liability Accounts
"Total number of liability-related financial accounts, i.e. financial accounts with product
category = ""Liability"""
No
Metric Name
Description
13.13.17
# Non Renewed Policies
"The number of insurance policies with a ""Renewal"" status and a ""Non Renewed""
substatus."
13.13.18
# of Overdrafts per Month
The number of overdrafts in a given month
13.13.19
# of Policies In Force
"This is the count of the Policies that have an ""In Force"" status"
13.13.20
% 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."
13.13.21
APR Weighted Outstanding

Balance
APR Weighted Outstanding Balance
13.13.22
APY Weighted Current

Balance
APY Weighted Current Balance
13.13.23
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
13.13.24
Available Cash Limit
Available Cash Limit
13.13.25
Average # Asset Classes

per Contact
"Average number of product classes held by contacts, calculated by averaging #

Assets Classes Held across all contacts with holdings"
13.13.26
Average # Days Delinquent
This is the average days that an account is delinquent. Delinquency is as defined in

Siebel CRM.
13.13.27
Average APR
The average annual percentage rate (APR) on all the money loaned to the customer
via various instruments including credit cards.
13.13.28
Average APY
The average annual percentage yield (APR) on deposits in all accounts that the
customer holds.
13.13.29
Average Cash Value
Average Cash Value
13.13.30
Average Credit Card Credit

Line
This is the average credit line offered to credit card customers
13.13.31
Average Days Payment

Past Due
The average number of days the last payment on an account is past due
13.13.32
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
13.13.33
Average Weighted APY
This is the annual percentage yield weighted by current balance
13.13.34
Average Weighted Term
This is the average loan term weighted by outstanding balance
13.13.35
Avg Proj Balance
Avg Proj Balance
13.13.36
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.
13.13.37
Balance Delinquent
Accounts
Balance Delinquent Accounts
13.13.38
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
13.13.39
Company Usage
This is the ratio of outstanding balance to the available credit limit on a financial
account held by Institutional customers (Companies).
13.13.40
Company Usage Range
"This is the different ranges of financial account usage by companies (see ""Company
Usage"")"
13.13.41
Credit Limit
The maximum amount a contact or company can borrow from a given account.
13.13.42
Delinquency Rate %
Balance Delinquent Accounts / Total Aggregated Credit Balances
13.13.43
Face Amount Range
This refers to the various face amount ranges within which different life policies belong
13.13.44
Initial Loan Amount

Weighted Balance
Initial Loan Amount Weighted Balance
No
Metric Name
Description
13.13.45
Remaining Term Weighted

Outstanding Balance
Remaining Term Weighted Outstanding Balance
13.13.46
Teaser %
Teaser %
13.13.47
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.
13.13.48
Teaser Duration Weighted

by Oustanding Balance
The amount of time between the teaser open date and the teaser end date
13.13.49
Total # New Assets Last

Month
This column calculates the number of new assets (accounts) opened by the cusomter
in the last month.
13.13.50
Total Aggregate and

Financial Account Balance
This is the sum of Account Aggregation as well as Financial Accounts balances within
your customer base
13.13.51
Total Asset Amount
Total Asset Amount
13.13.52
Total Balances per

Employee
The sum of current balances where an employee's position is the primary on the
financial account coverage team
13.13.53
Total Cash Value
Total Cash Value
13.13.54
Total Credit Card Credit

Line
This information is not calculated but is expected to be captured from a another

system.
13.13.55
Total Days Payment Past

Due
Same as # Days Delinquent
13.13.56
Total Liability Amount
Total Liability Amount
13.13.57
Total Proj Balance
Total Proj Balance
13.13.58
Weighted Loan Term

Outstanding Balance
Weighted Loan Term Outstanding Balance
13.14 Fact - CRM - Campaign History

No
Metric Name
Description
13.14.1
# All Contacted
Number of people contacted
13.14.2
# Loaded(Internal Distinct)
# of distinct partied loaded - during campaign load
13.14.3
# of Campaigns
# of Campaigns
13.14.4
# of Load Waves
# of Campaign load waves
13.14.5
# of Loads
# of Loads in a Campaign
13.14.6
# of Marketing Plans
# of Marketing Plans
13.14.7
# of Offers
# of Offers
13.14.8
# of Programs
# of Programs
13.14.9
# of Stages
# of Stages
13.14.10
# of Tactics
# of Pragrams and Stand Alone Campaigns under a Marketing Plan
13.14.11
# of Times Contacted in
Campaign
13.14.12
# Stand Alone Campaigns
13.14.13
# Targeted (All Unique)
Total number of unique people targeted
13.14.14
# Targeted (Generic)
# Targeted in a Campaign regardless of the same contact occurring multiple time in the
list of campaign contacts
No
Metric Name
Description
13.14.15
# Targeted Account Level
# of Accounts targeted in a Campaign plan (used only for calculating cost per Account)
13.14.16
# Targeted Contact Level
Total # of people targted in a campaign (used only for calculating cost per contact)
13.14.17
Campaign level Avg.

Number of Attempts
(Phone)

contact
13.14.18
Campaign level Avg.

Number of Days to Contact
13.14.19
Contact level Avg. Number

of Attempts (Phone)

contact
13.14.20
Contact level Avg. Number

of Days to Contact
13.14.21
Count Of Bounced Emails

for CALC
Count Of Bounced Emails (used for counting # of e-mails delivered)
13.14.22
Cumlative # E- Mail
Messages Delivered
# E- Mail Messages Delivered over a period of time
13.14.23
Cumulative # E- Mail
Messages Bounced
# E- Mail Messages Bounced over a period of time
13.14.24
Cumulative # E- Mail
Messages Sent
# E- Mail Messages Sent over a period of time
13.14.25
Cumulative # E-Mail
Messages Opened
# E-Mail Messages Opened over a period of time
13.14.26
Cumulative # Targeted
(Accounts)
Total # of Accounts targted in a campaign over a period of time
13.14.27
Earliest Promotion Date for

Customer
Earliest date on which the Contact/Account was Targeted in a Campaign
13.15 Fact - CRM - Invoice

No
Metric Name
Description
13.15.1
Invoice Amount
The sum of amounts on invoices that are sourced from Siebel CRM Invoice object
13.16 Fact - CRM - Order Item

No
Metric Name
Description
13.16.1
# of Leads
Total number of leads created
13.16.2
# of NRC Order Line Items
13.17 Fact - CRM - Order Item Comparison

No
Metric Name
Description
13.17.1
Comparison Order Item

Revenue
Comparison Order Item Revenue
13.17.2
Quarter Ago Comparison

Invoice Revenue
Quarter Ago Comparison Invoice Revenue
13.18 Fact - CRM - Order Item Price Waterfall (Root Product)

No
Metric Name
Description
13.18.1
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.
13.18.2
Order Item PW Segment

Volume
Segment Revenue. Select this quantity metric to avoid double counting volume if your
13.18.3
Order Item PW Invoice

Volume
Invoice Revenue. Select this quantity metric to avoid double counting volume if your
13.18.4
Order Item PW Pocket

Volume
Pocket Revenue. Select this quantity metric to avoid double counting volume if your
13.18.5
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
13.18.6
Quote Item PW Segment

Volume
Segment Revenue. Select this quantity metric to avoid double counting volume if your
13.18.7
Quote Item PW Invoice

Volume
Invoice Revenue. Select this quantity metric to avoid double counting volume if your
13.18.8
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
13.19 Fact - CRM - Order Item Price Waterfall Comparison (Root Product)
No
Metric Name
Description
13.19.1
Comparison Order Item

PW Avg Price
Comparison Order Item PW Avg Price
13.20 Fact - CRM - Order Item Quarter Ago

No
Metric Name
Description
13.20.1
Quarter Ago Total Shipped

Revenue
This metric measures Total Shipped Revenue for a period one quarter before a given
period.
13.21 Fact - CRM - Pipeline

No
Metric Name
Description
13.21.1
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.
13.22 Fact - CRM - Response

No
Metric Name
Description
13.22.1
# Campaigns With
Responses
# of Campaigns with responses
13.22.2
# Responders
Number of people responded to the marketing activity
13.22.3
# Responders (Accounts)
# of Unique Respondants.
13.22.4
# Responders (Accounts)
Number of B2B responses converted to opportunities
13.22.5
# Responders (Individuals)
Number of B2C responses converted to opportunities
13.22.6
# Responders Converted to
Lead
# of responses that were converted to leads.
13.22.7
# Responders Converted to
Opportunities
# of responses that were converted to opportunities.
13.22.8
# Responses by Contact ID
# of Responses for given Contact
13.22.9
% of Total Program
Response
Program responses as a percentage of program plan target responses.
13.22.10
Cumulative # Responders
(Accounts)
cumulative # of Respondants.
13.22.11
Rank by # of Responding
Accounts
Rank the values of a Dimensional attribute by Total # of Responding Accounts
13.22.12
Rank by # of Responses
Rank the values of a Dimensional attribute by Total # of Responses
13.22.13
Rank by # Responses
Rank the values of a Dimensional attribute by Total # of Responses converted to

opportunities
13.23 Fact - CRM - Revenue

No
Metric Name
Description
13.23.1
# of Opportunities from
Inbound Marketing Activity
Total number of opportunities which does not have an outgoing marketing source
attached
13.23.2
Competitive Expected
Detail Revenue
This metric displays Expected Revenue for those Opportunities that have a Primary
Competitor (at detail level).
13.23.3
Competitive Opportunity
Detail Revenue
This metric displays Opportunity Revenue for those Opportunities that have a Primary
Competitor (at detail level).
13.24 Fact - CRM - Service Request

No
Metric Name
Description
No
Metric Name
Description
13.24.1
# Claims with Service

Requests
Count of Insurance Claims that have associated service requests
13.24.2
Average Actual Quantity
Average number of product units held across products
13.24.3
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
13.24.4
Average Fee Amount
Average Fee Amount
13.24.5
Average Shares Traded
Average number of shares traded across trades
13.24.6
Total Actual Quantity
Total number of product units held across products
13.24.7
Total Shares Traded
Total number of shares traded across trades
13.25 Fact - CRM - Service Request Amount

No
Metric Name
Description
13.25.1
Total Price
Total service request price
13.26 Fact - CRM - Service Request Last 6 Months

No
Metric Name
Description
13.26.1
# 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.
13.26.2
# of Critical SRs Opened 6

Months Ago
product or customer service. This column can be used with # of SRs Opened 6 Months
Ago to calculate % of SRs that were critical.
13.26.3
# 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.
13.26.4
# of Critical SRs Opened

Last Month
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.
13.26.5
# of SRs Opened 3 Months

Ago
product or customer service.
13.26.6
# of SRs Opened 6 Months

Ago
13.26.7
# 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
13.26.8
# SRs Opened 1 Month

Ago
as of 1 month ago. Too many service requests may indicate dissatisfaction with product
or customer service.
No
Metric Name
Description
13.26.9
# SRs Opened Last 6

Months
in the last 6 months. Too many service requests may indicate dissatisfaction with
13.26.10

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.
13.26.11
Ratio Closed to Opened

Last 6 Months
This column calculates the aforementioned ratio of Service Requests.
13.26.12
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.
13.27 Fact - Fins - AP Posted Transaction

No
Metric Name
Description
13.27.1
AP Account Amount
Amount of credit in Account level currency
13.27.2
AP Local Amount
Amount of credit in Local level currency
13.27.3
Credit Account Amount
13.27.4
Credit Local Amount
13.27.5
Debit Account Amount
Amount of debit in Account level currency
13.27.6
Debit Local Amount
Amount of in Local level currency
13.27.7
Incr (Decr) in Accounts

Payable
This shows the change in Payables Balance between periods and used for deriving
operating cash flow.
13.28 Fact - Fins - AP Transaction

No
Metric Name
Description
13.28.1
# Payments
This metric is a count of payments.
13.28.2
# Supplier Accounts
Number of supplier accounts.
13.28.3
AP Avg Days Outstanding
This metric computes the average outstanding transaction days
13.28.4
AP Avg Days Overdue
This metric averages the days overdue (sysdate > payment_due_date) over the
13.28.5
AP Avg Days Until Due
13.28.6
AP Cleared Invoice Amount
This metric shows the amount of cleared invoices from the supplier(s).
13.28.7
AP Cleared Invoice Count
This metric is a count of cleared invoices from the supplier.
13.28.8
AP Count Days Until Due

Transaction
13.28.9
AP Count Open
Transactions
This metric counts all open transactions related to AP
13.28.10
AP Credit Amount
This is the amount of credit posting.
13.28.11
AP Debit Amount
This is the amount of debit posting.
13.28.12
AP Total Days Outstanding
This metrics totals the outstanding transaction days for all transactions. Outstanding
transaction is defined Current Date - Transaction Date.
13.28.13
AP Total Days Overdue
This metric computes the total days overdue ie where payment_due_date has passed.
No
Metric Name
Description
13.28.14
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
13.28.15
Period Days Count
This metric is a count of days within a particular period.
13.28.16
Period From Date
This metric gets the min(posted from date)
13.28.17
Period To Date
This metric gets the max (Posted to date )
13.28.18
Unique Product Count
This metric is a count of unique products. It is a unique count so avoids doublecounting products listed more than once.
13.28.19
Unposted Cleared Amount
This metric details the balance of unposted items that have cleared.
13.28.20
Unposted Open Amount
This metric details the balance of unposted items that still remain open.
13.29 Fact - Fins - AR Posted Transaction

No
Metric Name
Description
13.29.1
AR Account Amount
13.29.2
AR Amount
13.29.3
AR Local Amount
13.29.4
13.29.5
Credit Local Amount
13.29.6
13.29.7
Debit Local Amount
13.29.8
Incr (Decr) in Accounts

Receivable
This shows the change in Receivables balance between periods and used to derive the
operating cash flow.
13.30 Fact - Fins - AR Transaction

No
Metric Name
Description
13.30.1
AR Avg Days Outstanding
This metric computes the average outstanding transaction days
13.30.2
AR Avg Days Overdue
This metric averages the days overdue (Current Reporting Date> Payment Due Date)
13.30.3
AR Avg Days Until Due
13.30.4
AR Cleared Invoice
Amount
The total amount of the invoice sent to the customer
13.30.5
AR Cleared Invoice Count
13.30.6
AR Count Days Until Due

Transaction
13.30.7
AR Count Open
Transactions
This metric counts all open transactions related to AR
13.30.8
AR Count Outstanding
Transaction
13.30.9
AR Count Overdue
Transaction
Overdue metric
13.30.10
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
No
Metric Name
Description
13.30.11
AR Total Application
Amount
13.30.12
AR Total Days Outstanding
This metrics totals the outstanding transaction days for all transactions.
13.30.13
AR Total Days Overdue
This metric computes the total days overdue ie where Payment Due Date has passed.
13.30.14
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
13.30.15
AR Transaction Quantity
Quantity of transactions
13.30.16
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.
13.31 Fact - Fins - Budget

No
Metric Name
Description
13.31.1
Budget Document Amount
Budget amount in document currency
13.31.2
Budget Group Amount
Budget amount in group currency
13.32 Fact - Fins - Customer Account

No
Metric Name
Description
13.32.1
Total Credit Limit
This metric is the total credit limit amount.
13.33 Fact - Fins - GL Balance

No
Metric Name
Description
13.33.1
Accrued Liabilities Opening
This metric shows opening balance for specified account(s) in Local level currency
13.33.2
Accumulated Depreciation Opening
This metric shows opening balance for specified account(s) in Group level currency
13.33.3
Activity Account Amount
This metric shows the balance of the specified account(s) in Account level currency
13.33.4
Activity Global1 Amount
This metric shows the balance of the specified account(s) in Group level currency
13.33.5
Activity Local Amount
This metric shows the balance for specified account(s) in Local level currency
13.33.6
AP Account Amount
13.33.7
AP Account Amount Opening
This metric shows opening balance for specified account(s) in Account level currency
13.33.8
AP Amount
13.33.9
AP Amount - Opening
13.33.10
AP Local Amount
13.33.11
AP Local Amount Opening
13.33.12
AR Account Amount
13.33.13
AR Account Amount Opening
13.33.14
AR Amount
No
Metric Name
Description
13.33.15
AR Amount - Opening
13.33.16
AR Local Amount
13.33.17
AR Local Amount Opening
13.33.18
Avg RM Inventory Days
This computes the average cycle time or the number of days inventory held for usage.
13.33.19
Avg WIP Inventory Days
This computes the average cycle time or the number of days of WIP inventory held for
usage.
13.33.20
Balance Account Amount
13.33.21
Balance Local Amount
13.33.22
Cash - Opening
13.33.23
Closing Account Amount
Closing balance for specified account(s) in Account level currency
13.33.24
Closing Account Amount

Non-P&L
13.33.25
Closing Amount Non-P&L
13.33.26
Closing Local Amount NonP&L
13.33.27
COGS to Revenue YTD %
This metric shows the proportion of cost of goods sold to revenue.
13.33.28
Common Stock - Opening
13.33.29
Contracting Expenses
13.33.30
Contracting Expenses Opening
13.33.31
Cost of Goods Sold Opening
13.33.32
Cost of Goods Sold

Account Amount
13.33.33
Cost of Goods Sold

Account Amount - Opening
13.33.34
Cost of Goods Sold Local

Amount
13.33.35
Cost of Goods Sold Local

Amount - Opening
13.33.36
13.33.37
Current Assets - Opening
13.33.38
Current Liabilities Opening
13.33.39
Days Payables
Outstanding - YTD
Purchase
the effectiveness of the firm's credit policies and indicate the level of investment in
receivables needed to maintain the firm's sales level.
13.33.40
Days Sales Outstanding YTD Revenue
the effectiveness of the firm's credit policies and indicate the level of investment in
receivables needed to maintain the firm's sales level.
13.33.41
13.33.42
Debit Credit Indicator
13.33.43
13.33.44
Depreciation Expenses Opening
No
Metric Name
Description
13.33.45
Employee Benefits Related

Expenses
13.33.46
Employee Benefits Related

Expenses - Opening
13.33.47
Employee Overtime
Expenses
13.33.48
Employee Overtime
Expenses - Opening
13.33.49
Employee Support and

Cafeteria Expenses
13.33.50
Employee Support and

Cafeteria Expenses Opening
13.33.51
Finished Goods Inventory Opening
13.33.52
Freight Expenses
13.33.53
Freight Expenses Opening
13.33.54
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).
13.33.55
General Admin and Other

Payroll
13.33.56
General Admin and Other

Payroll - Opening
13.33.57
Goodwill - Opening
13.33.58
Income Tax Expense
13.33.59
Income Tax Expense Opening
13.33.60
Income Tax Expense to

Revenue YTD %
This metric shows the proportion of Income Tax Expenses to Revenue on a YTD basis.
13.33.61
Incr (Decr) in Accumulated

Depreciation
This metric shows the change in the balance of Accumulated Depreciation for a given
period
13.33.62
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
13.33.63
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
13.33.64
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
13.33.65
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
13.33.66
Incr (Decr) in Contracting

Expenses
This metric shows the change in the balance of Contracting Expenses for a given
period
13.33.67
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
13.33.68
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
13.33.69
Incr (Decr) in Employee

Benefits Related Expenses
This metric shows the change in the balance of Employee Benefits Related Expenses
for a given period
No
Metric Name
Description
13.33.70

Overtime Expenses
This metric shows the change in the balance of Employee Overtime Expenses for a
given period
13.33.71

Support and Cafeteria
Expenses
This metric shows the change in the balance of Employee Support and Cafeteria
Expenses for a given period
13.33.72
Incr (Decr) in Freight

Expenses
This metric shows the change in the balance of Freight Expenses for a given period
13.33.73
Incr (Decr) in General

This metric shows the change in the balance of General Admin and Other Payroll for a
given period
13.33.74
Incr (Decr) in Income Tax

Expense
This metric shows the change in the balance of Income Tax Expense for a given period
13.33.75
Incr (Decr) in Marketing

Payroll Expenses
This metric shows the change in the balance of Marketing Payroll Expenses for a given
period
13.33.76
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
13.33.77

Amount
This metric shows the change in the balance of Non-P&L Amount for a given period
13.33.78

Local Amount
This metric shows the change in the balance of Non-P&L Amount in Local level
13.33.79
Incr (Decr) in Other Equity
This metric shows the change in the balance of Other Equity for a given period
13.33.80
Incr (Decr) in Other Income
This metric shows the change in the balance of Other Income for a given period
13.33.81
Incr (Decr) in Other

Marketing Expenses
This metric shows the change in the balance of Other Marketing Expenses for a given
period
13.33.82

Operating Expenses
This metric shows the change in the balance of Other Operating Expenses for a given
period
13.33.83
Incr (Decr) in Other R&D

Expenses
This metric shows the change in the balance of Other Operating Expenses for a given
period
13.33.84
Incr (Decr) in Other Sales

Expenses
This metric shows the change in the balance of Other Sales Expenses for a given
period
13.33.85
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
13.33.86
Incr (Decr) in P&L Amount
This metric shows the change in the balance of P&L Amount for a given period
13.33.87
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
13.33.88
Incr (Decr) in Product

Variance Expenses
This metric shows the change in the balance of Product Variance Expenses for a given
period
13.33.89
Incr (Decr) in Purchases
This metric shows the change in the balance of Purchases for a given period
13.33.90
Incr (Decr) in R&D

Expenses
This metric shows the change in the balance of R&D Expenses for a given period
13.33.91
Incr (Decr) in R&D Payroll

Expenses
This metric shows the change in the balance of R&D Payroll Expenses for a given
period
13.33.92
Incr (Decr) in Raw Material

Costs
This metric shows the change in the balance of Raw Material Costs for a given period
13.33.93
Incr (Decr) in Revenue

Account Amount
This metric shows the change in the balance of Revenue Amount in Account level
13.33.94
Incr (Decr) in Revenue

Local Amount
This metric shows the change in the balance of Revenue Amount in Local level
13.33.95
Incr (Decr) in Sales &

Marketing Expenses
This metric shows the change in the balance of Sales & Marketing Expenses for a
given period
No
Metric Name
Description
13.33.96
Incr (Decr) in Sales Payroll

Expenses
This metric shows the change in the balance of Sales Payroll Expenses for a given
period
13.33.97
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
13.33.98
Incr (Decr) in Tax Liabilities
This metric shows the change in the balance of Tax Liabilities for a given period
13.33.99
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
13.33.100
Incr (Decr) in Total Assets
This metric shows the change in the balance of Total Assets for a given period
13.33.101
Incr (Decr) in Total

Liabilities
This metric shows the change in the balance of Total Liabilities for a given period
13.33.102

Operating Expenses
This metric shows the change in the balance of Total Operating Expenses for a given
period
13.33.103
Interest Expense
13.33.104
Interest Expense - Opening
13.33.105
Interest Expense to
Revenue YTD %
This metric calculates the percentage of interest expenses to revenue on a YTD basis.
13.33.106
Inventories - Opening
13.33.107
Long Term Assets Opening
13.33.108
Long Term Debt - Opening
13.33.109
Long Term Liabilities Opening
13.33.110
Marketing Payroll
Expenses
13.33.111
Marketing Payroll
Expenses - Opening
13.33.112
Opening Account Amount
Opening balance for specified account(s) in Account level currency
13.33.113
Opening Account Amount

Non-P&L
13.33.114
Opening Amount Non-P&L
Opening balance for specified account(s) in Group level currency
13.33.115
Opening Local Amount

Non-P&L
13.33.116
Other Assets - Opening
13.33.117
Other Current Assets Opening
13.33.118
Other Current Liabilities Opening
13.33.119
Other Equity - Opening
13.33.120
Other Income
13.33.121
Other Income - Opening
13.33.122
Other Liabilities - Opening
13.33.123
Other Marketing Expenses
13.33.124
Other Marketing Expenses

- Opening
13.33.125
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.
No
Metric Name
Description
13.33.126
Other Operating Expenses
13.33.127
Other Operating Expenses

- Opening
13.33.128
Other R&D Expenses
13.33.129
Other R&D Expenses Opening
13.33.130
Other Sales Expenses
13.33.131
Other Sales Expenses Opening
13.33.132
P&L Account Amount
13.33.133
P&L Account Amount Opening
13.33.134
P&L Amount
13.33.135
P&L Amount - Opening
13.33.136
P&L Local Amount
13.33.137
P&L Local Amount Opening
13.33.138
PPE - Opening
13.33.139
Preferred Stock - Opening
13.33.140
Prepaid Expenses Opening
13.33.141
Product Variance
Expenses
13.33.142
Product Variance
Expenses - Opening
13.33.143
Purchases
13.33.144
Purchases - Opening
13.33.145
R&D Expense to Revenue

YTD %
The metric is computed as follows : Research and Development Expenses / Revenue *

100
13.33.146
R&D Expenses
13.33.147
R&D Expenses - Opening
13.33.148
R&D Payroll Expenses
13.33.149
R&D Payroll Expenses Opening
13.33.150
Raw Material Costs
13.33.151
Raw Material Costs Opening
13.33.152
Raw Material Costs to

COGS YTD %
This metric computes the percentage of raw materials costs compare to total cost of
goods sold.
13.33.153
Raw Material Costs to

Revenue %
This metric calculates the percentage of raw material costs compared to total revenue.
13.33.154
Raw Material Inventory Opening
13.33.155
Retained Earnings Opening
13.33.156
Revenue - Opening
13.33.157
Revenue Account Amount
No
Metric Name
Description
13.33.158
Revenue Account Amount Opening
13.33.159
Revenue Local Amount
13.33.160
Revenue Local Amount Opening
13.33.161
Sales & Marketing Expense

to Revenue YTD %
The metric is computed as follows : Total Sales and Marketing Expenses YTD /
Revenue YTD * 100
13.33.162
Sales & Marketing

Expenses
13.33.163
Sales & Marketing

Expenses - Opening
13.33.164
Sales Payroll Expenses
13.33.165
Sales Payroll Expenses Opening
13.33.166
Short Term Borrowing Opening
13.33.167
Tax Account Amount
13.33.168
Tax Account Amount Opening
13.33.169
Tax Liabilities
13.33.170
Tax Liabilities - Opening
13.33.171
Tax Local Amount
13.33.172
Tax Local Amount Opening
13.33.173
Total Assets - Opening
13.33.174
Total Liabilities - Opening
13.33.175
Total Operating Expenses
13.33.176
Total Operating Expenses Opening
13.33.177
Total Shareholders Funds Opening
13.33.178
Work in Process Inventory Opening
13.34 Fact - Fins - GL Cost of Goods Sold

No
Metric Name
Description
13.34.1
COGS Amount
13.34.2
COGS Doc Amount
Amount of COGS in Document level currency
13.34.3
COGS Local Amount
Amount of COGS in Local level currency
13.34.4
COGS Transaction
Quantity
Number of COGS transactions.
13.35 Fact - Fins - GL Cost of Goods Sold Posted

No
Metric Name
Description
No
Metric Name
Description
13.35.1
COGS Doc Amount
Amount of COGS in Document level currency
13.35.2
COGS Local Amount
Amount of COGS in Local level currency
13.35.3
COGS Transaction
Quantity
Number of COGS transactions.
13.35.4
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.
13.35.5
13.35.6
Credit Amount
13.35.7
Credit Local Amount
13.35.8
13.35.9
Debit Amount
13.35.10
Debit Local Amount
13.35.11
P&L Amount
This metric shows the amount of P&L in Group level currency
13.35.12
P&L Amount YTD
This metric shows the Year-to-Date amount of P&L in Group level currency
13.36 Fact - Fins - GL Other

No
Metric Name
Description
13.36.1
Transaction Amount
Amount of the transaction(s) in Group level currency
13.36.2
Transaction Document
Amount
Amount of the transaction(s) in Document level currency
13.36.3
Transaction Local Amount
Amount of the transaction(s) in Local level currency
13.37 Fact - Fins - GL Other Posted Transaction

No
Metric Name
Description
13.37.1
13.37.2
Credit Amount
13.37.3
Credit Local Amount
13.37.4
13.37.5
Debit Amount
13.37.6
Debit Local Amount
13.37.7
Finance Charges
This metric shows the amount in Group level currency for Finance Charges
transactions
13.37.8
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.
13.37.9
Incr (Decr) in Accrued

Liabilities
This metric shows the change in Accrued Liabilities balance for a given period.
13.37.10
Incr (Decr) in Accumulated

Depreciation
This metric tracks accumulated depreciation expenses (relating to wear and tear of
assets) for a given period.
13.37.11
Incr (Decr) in Cash
This metric shows the change in Cash balance for a given period.
13.37.12
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.
No
Metric Name
Description
13.37.13
Incr (Decr) in Current

Assets
This metric shows the change in Current Assets balance for a given period.
13.37.14
Incr (Decr) in Current

Liabilities
This metric shows the change in the Current Liabilities balance for a given period.
13.37.15
Incr (Decr) in Finished

Goods Inventory
This metric shows the change in Finished Goods Inventory Balance for a given period.
13.37.16
Incr (Decr) in Goodwill
This metric shows the change in Goodwill balance for a given period.
13.37.17
Incr (Decr) in Inventory
This metric shows the change in inventory balance for a given period for all inventories.
13.37.18
Incr (Decr) in Long Term

Assets
This metric shows the change in Long-term assets balance for a given period.
13.37.19

Debt
This metric shows the change in the Long-Term Debt for a given period.
13.37.20

Liabilities
This metric shows the change in Long Term Liabilities balance for a given period.
13.37.21
Incr (Decr) in Other Assets
This metric shows the change in Other Assets balance (excluding PPE and Current
Assets) for a given period.
13.37.22
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.
13.37.23
Incr (Decr) in Other Current

Liabilities
This metric shows the change in the Other Current Liabilities balance for a given
period.
13.37.24
Incr (Decr) in Other Equity

Related
This metric shows the change in all other equity related balances.
13.37.25

Liabilities
This metric shows the change in other liabilities for a given period.
13.37.26
Incr (Decr) in PPE
This metric shows the change in the Plant, Property, and Equipment balance for a
given period.
13.37.27
Incr (Decr) in Preferred

Stock
This metric shows the change in preferred stock for a given period.
13.37.28
Incr (Decr) in Prepaid

Expenses
This metric shows the change in Prepaid Expenses Balance for a given period.
13.37.29
Incr (Decr) in Raw Material

Inventory
This metric shows the change in Raw Material Inventory Balance for a given period.
13.37.30
Incr (Decr) in Retained

Earnings
The metric shows the change in Retained Earnings balance between periods.
13.37.31
Incr (Decr) in Short Term

Borrowing
This metric shows the change in Short Term Borrowing balance for a given period.
13.37.32

Shareholders Funds
This is a sum of all changes in shareholder funds components - Common Stock,

Preferred Stock, Retained Earnings and Other Equity Related.
13.37.33
Incr (Decr) in Work in

Process Inventory
This metric shows the change in Work in Process Inventory Balance for a given period.
13.37.34
Non-P&L Transaction
Amount
This metric shows the amount in Group level currency for Non-P&L transactions
13.37.35
Non-P&L Transaction
Document Amount
This metric shows the amount in Document level currency for Non-P&L transactions
13.37.36
Non-P&L Transaction Local

Amount
This metric shows the amount in Local level currency for Non-P&L transactions
13.37.37
P&L Amount
13.37.38
P&L Amount YTD
No
Metric Name
Description
13.37.39
P&L Closing Account

Amount YTD
13.37.40
P&L Closing Amount YTD
13.37.41
P&L Closing Local Amount

YTD
13.37.42
P&L Opening Account

Amount YTD
13.37.43
P&L Opening Amount YTD
Opening balance for specified account(s) in Group level currency
13.37.44
P&L Opening Local

Amount YTD
13.37.45
P&L Transaction Amount
This metric shows the amount in Group level currency for P&L transactions
13.37.46
P&L Transaction Document

Amount
This metric shows the amount in Document currency for P&L transactions
13.37.47
P&L Transaction Local

Amount
This metric shows the amount in Local level currency for P&L transactions
13.37.48
Purchases
This metric shows purchase transactions in Group level currency
13.37.49
Purchases YTD
This metric shows the Year-to-Date amount of Purchases in Group level currency
13.37.50
Raw Material Cost
This metric shows the raw material cost transactions in Group level currency
13.37.51
Raw Material Cost YTD
This metric shows the Year-to-Date cost of raw materials in Group level currency
13.37.52
Amount
This metric shows Transaction Document Amount
13.37.53
Transaction Quantity
This metric shows Transaction Quantity
13.38 Fact - Fins - GL Revenue

No
Metric Name
Description
13.38.1
Revenue Document
Amount
Amount of revenue in Document level currency
13.38.2
Revenue Local Amount
Amount of revenue in Local level currency
13.38.3
Revenue Transaction
Quantity
Number of revenue transactions.
13.39 Fact - Fins - GL Revenue Posted

No
Metric Name
Description
13.39.1
13.39.2
Credit Amount
13.39.3
Credit Local Amount
13.39.4
13.39.5
Debit Amount
13.39.6
Debit Local Amount
13.39.7
P&L Amount
13.39.8
P&L Amount YTD
13.39.9
Period End Date
13.39.10
Period Start Date
No
Metric Name
Description
13.39.11
Revenue Transaction
Quantity
13.39.12
Total Period Days
13.40 Fact - Fins - GL Tax Posted

No
Metric Name
Description
13.40.1
13.40.2
Credit Amount
13.40.3
Credit Local Amount
13.40.4
13.40.5
Debit Amount
13.40.6
Debit Local Amount
13.40.7
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.
13.41 Fact - Fins Compound GL Detail Transactions

No
Metric Name
Description
13.41.1
Amount
Amount of the transaction(s) in Document level currency
13.41.2
Amount of the transaction(s) in Group level currency
13.41.3
Transaction Local Amount
Amount of the transaction(s) in Local level currency
13.42 Fact - HR - Event Information

No
Metric Name
Description
13.42.1
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.)
13.43 Fact - HR - Event Information (Workforce)

No
Metric Name
Description
13.43.1
Assignment End Count
The number of assignment ends
13.43.2
Assignment Start Count
The number of assignment starts
13.43.3

Event Performance Rating
("Employee Event - Performance Rating" - "Prior Period Employee Event - Employee

Performance Rating")
13.43.4

Termination Count
(Employee Termination Count - Prior Period Employee Termination Count)
13.43.5
Event Employee Active

Headcount
The number of job events associated with employees in active employment status
13.43.6
Event FTE
The number of employee FTE associated with an assignment event such as hire,
transfer, termination, etc..
No
Metric Name
Description
13.43.7
FTE Gain Count
The count of headcount increase in the full-time equivalency
13.43.8
FTE Loss Count
The count of headcount loss in the full-time equivalency
13.43.9
Headcount Gain Count
The count of headcount loss due to hire or transfers.
13.43.10
Headcount Loss Count
The count of headcount loss due to terminations or transfers.
13.43.11
Minority Employee
Terminations
The number of terminated employees who are in the minority (non-White) ethnic group.
13.44 Fact - HR - Learning Enrollment and Completion

No
Metric Name
Description
13.44.1
Activity End Date
Learning activity end date.
13.44.2
Activity Start Date
Learning activity start date.
13.44.3
Completed Status Count
Number of completion with Completed status.
13.44.4
Completion Count
Number of completions. It includes enrollments with all completion statuses:

Completed, Dropped, Waived, Not Completed, Denied, or New Activity.
13.44.5
Completion Date
Completion date.
13.44.6
Completion Status
Completion status.
13.44.7
Course Fee Amount
Course fee amount.
13.44.8
Course Fee Paid Amount
Course fee amount paid by the learner.
13.44.9
Course Passed Flag
A "Y" or "N" flag to indicate whether learner has passed the course.
13.44.10
Course Required Flag
A "Y" or "N" flag to indicate whether the course is a required course.
13.44.11
Current Enrollment Status
Current Enrollment Status.
13.44.12
Current Status Date
Current status date.
13.44.13
Datasource Num ID
Datasource Id.
13.44.14
Denied Status Count
Number of completions with Denied status.
13.44.15
Drop Charge Amount
Drop Charge Amount.
13.44.16
Drop Charge Paid Amount
Drop charge amount paid by the learner.
13.44.17
Dropped Status Count
Number of completions with Dropped status.
13.44.18
Enrolled Count
Number of enrollments that have been enrolled successfully by learner.
13.44.19
Enrolled Date
Enrolled date.
13.44.20
Enrollment Initiated Count
Number of enrollments that been initiated.
13.44.21
Enrollment Initiated Date
Enrollment initiated date.
13.44.22
Enrollment Wait Time

Count
Number of enrollments that are used to calculate Enrollment Wait Time (Days).
13.44.23
Finished Count
Number of course activities that have been finished by learner. This include the status
of Completed, Not Completed and Waived.
13.44.24
Initial Enrollment Initiated

Date
Initial enrollment initiated date for a learner/course.
13.44.25
Initial Waitlisted Date
Initial waitlisted date for a learner/course.
13.44.26
Integration ID
Integration Id.
13.44.27
Internal Learner Flag
A "Y" or "N" flag to indicate whether the learner is internal (employee) or external.
13.44.28
New Activity Status Count
Number of completions with New Activity status.
13.44.29
Not Completed Status

Count
Number of completions with Not Completed status.
No
Metric Name
Description
13.44.30
Planned Count
Number of course activites that are planned to be taken by learner by not yet finished.
13.44.31
Training Hours
Training hours for the learning activity.
13.44.32
Waitlisted Count
Number of enrolllments that have been waitlisted.
13.44.33
Waitlisted Date
Waitlisted date.
13.44.34
Waived Status Count
Number of completions with Waived status.
13.45 Fact - HR - Learning Enrollment Events

No
Metric Name
Description
13.45.1
Course Required Count
Number of required courses.
13.45.2
Course Required Flag
A "Y" or "N" flag to indicate whether the course is required.
13.45.3
Datasource Num ID
Datasource ID
13.45.4
Event Sequence
Event sequence number.
13.45.5
Integration ID
Integration ID
13.45.6
Internal Learner Flag
A "Y" or "N" flag to indicate whether the learner is internal (employee).
13.46 Fact - HR - Operation

No
Metric Name
Description
13.46.1
Average Current Hourly

Rate
Average hourly rate for employees in specific group
13.46.2
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.
13.46.3
Average Previous Hourly

Rate
Average hourly rate for previous year for employees in specific group
13.46.4
Average Served Time Days
Employee tenure in days
13.46.5
Average Taken Vacation

Mtd Days
Number of vacation days taken month to date (year starting in Jan.) Aggregation rule
is average for all dimensions.
13.46.6

Mtd Hours
Number of vacation hours taken month to date (year starting in Jan.) Aggregation rule
is average for all dimensions.
13.46.7

Ytd Hours
Number of vacation hours taken year to date (year starting in Jan.) Aggregation rule is
average for all dimensions.
13.46.8
Average Tenure of Minority

Employees in Months
Average length of service of regular minority employees in the company expressed in

months
13.46.9
Average Tenure of NonMinority Employees in

Months
Average length of service of regular non-minority employees in the company expressed

in months.
No
Metric Name
Description
13.46.10
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.
13.46.11
Non-exempt Employee
Hourly Rate
analyze hourly rates by jobs, job families, positions, and pay grades to
analyze your pay rate structure.
13.47 Fact - HR - Operation (Workforce)

No
Metric Name
Description
13.47.1
Age (Months)
Age in months as of the selected Time parameter.
13.47.2
Age (Years)
Age in years as of the selected Time parameter.
13.47.3
Average Served Time

(Months)
Employees' average service tenure in months; service t enure is calculated based on

an employee's original hire date.
13.47.4
Average Service (Months)
All workforce service (in months) / Active Headcount.
13.47.5

Annual Base Salary
Average Annual Base Salary - Prior Period Average Annual Base Salary
13.47.6

Average Length of Service (Years) - Prior Period Average Length of Service (Years)
13.47.7

Headcount
Employee Headcount - Prior Period Employee Headcount
13.47.8
Chg Prior Period Total

Annual Base Salary
Total Annual Base Salary - Prior Period Total Annual Base Salary
13.47.9
Exempt Employee
Headcount
The number of employee headcount in the 'exempt' FLSA status. This metric is for US
only.
13.47.10
High Potential Employee

Active Headcount
Active headcount of employees with a high potential flgag = 'Y'
13.47.11
Length of Service (Days)
# days the employee has been active at the enterprise (also known as the employee's
tenure measured in days)
13.47.12
Length of Service (Months)
# months the employee has been active at the enterprise (also known as the
employee's tenure measured in months)
13.47.13
Non-exempt Employee
Hourly Rate
pay rate structure.
13.47.14
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.
13.47.15
Pay Grade Mid Yearly

Amount
The midpoint of annual pay grade range in Group Currency
13.47.16
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)
13.47.17
Standard Monthly Hours
Number of hours contracted to work in a month
13.47.18
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.
No
Metric Name
Description
13.47.19
Total Length of Work

(Years)
# years the worker has been active at the enterprise (also known as the worker's tenure
measured in years)
13.47.20
White Employee
Headcount
Number of active employees with ethnic code description matching white (excludes
time dimension. With all other dimensions, aggregation rule is sum. This can be used
with EEO-1 Reports.
13.48 Fact - HR - Pay Grade

No
Metric Name
Description
13.48.1
Pay Grade Mid Yearly

Amount
The midpoint of annual pay grade range in Group Currency
13.49 Fact - HR - Payroll

No
Metric Name
Description
13.49.1
Employee Count
Number of Employees in the group who were on payroll and received payment
13.49.2
Total Taxes

13.50 Fact - HR - Recruitment Event Information

No
Metric Name
Description
13.50.1
Applicant Age (Months)
The age of an applicant in months
13.50.2
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.
13.50.3
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().
13.50.4
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().
13.50.5
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().
13.50.6
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().
No
Metric Name
Description
13.50.7
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().
13.50.8
Employee Integration Id
The source employee ID of the applicant when he/she is hired.
13.50.9
Employee Separation
Pipeline Event Count
The number of new hires whose employment has been terminated as captured in the
HR system.
13.50.10
Employee Transfer Pipeline

Event Count
The number of new hires who has a transfer job event as captured in the HR system.
13.50.11
Event Sequence
Identifies the sequence in which the recruitment pipeline events happened, in case
multiple events happen within the same day.
13.50.12
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.
13.50.13
Generated Event
Sequence
Identifies the event sequence number for recruitment events that are generated during
the ETL process, if applicable.
13.50.14
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.
13.50.15
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).
13.50.16
Job Requisitions Being

Drafted (Period Begin)
The number of job requisitions that are in draft status at the beginning of a period.
13.50.17
Job Requisitions Being

Requested (Period Begin)
The number of job requisitions that are in request status at the beginning of a period.
13.50.18
Job Requisitions On Hold

(Period Begin)
The number of job requisitions that are on hold at the beginning of a period.
13.50.19
Job Requisitions Pending

Approval (Period Begin)
The number of job requisitions that are in pending approval status at the beginning of a
period.
13.50.20
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.
13.50.21
Referred Applicants
The number of applicants that are referred by an employee.
13.51 Fact - Loyalty - Cost

No
Metric Name
Description
13.51.1
Quarter Ago Member

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
13.51.2
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
13.52 Fact - Loyalty - Members By Tier Segment

No
Metric Name
Description
No
Metric Name
Description
13.52.1
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
13.53 Fact - Loyalty - Points

No
Metric Name
Description
13.53.1
Month Ago # of Points

Accrued
Number of points accrued, a month ago
13.53.2

Expired
Number of points expired, a month ago
13.53.3

Redeemed
Number of points redeemed, a month ago
13.53.4
Quarter Ago # of Points

Accrued
Number of points accrued, a quarter ago
13.53.5

Expired
Number of points expired, a quarter ago
13.53.6

Redeemed
Number of points redeemed, a quarter ago
13.53.7
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
13.53.8
Year Ago # of Points

Accrued
Number of points accrued, an year ago
13.53.9

Expired
Number of points expired, an year ago
13.53.10

Redeemed
Number of points redeemed, an year ago
13.53.11
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
13.54 Fact - Loyalty - Revenue

No
Metric Name
Description
13.54.1
# of Orders
This metric counts the number of external orders asoicated to program members. It is
used in calculating the average order size.
13.55 Fact - Loyalty - Revenue By Tier Segment

No
Metric Name
Description
13.55.1
# of Orders
This metric counts the number of external orders asoicated to program members. It is
used in calculating the average order size.
13.56 Fact - Marketing - Cost

No
Metric Name
Description
No
Metric Name
Description
13.56.1
# Accounts
# Accounts per campaign (used for calculating marketing cost per customer)
13.56.2
# Contacts
# Contacts per campaign (used for calculating marketing cost per customer)
13.56.3
Actual Marketing Cost Per

Campaign
Actual Marketing Cost Per Campaign (used for calculating Actual cost per customer)
13.56.4
Actual Number of Contacts
Actual number of contacts
13.56.5
Fixed Cost (Forecasted)
Fixed Cost (Forecasted)
13.57 Fact - Marketing - Count

No
Metric Name
Description
13.57.1
SA Campaign Budget
Assigned
Total campaign budget allocated
13.57.2
SA Campaign Budget
Requested
Total campaign budget requested
13.58 Fact - Marketing - Goal

No
Metric Name
Description
13.58.1
Sum Contribution Margin

(Predicted)
Total predicted contribution margin
13.58.2
Sum Cost per Lead

(Predicted)
13.58.3
Sum Cost per Opportunity

(Predicted)
13.58.4
Sum Cost per Order

(Predicted)
13.58.5
Sum Revenue per Sale

(Predicted)
Predicted revenue per sale
13.59 Fact - Marketing - Lead

No
Metric Name
Description
13.59.1
Actual Marketing Cost
Actual marketing cost to generate lead.
13.59.2
Internal Days to Assign

Lead
Sum of days to assign the lead for internal usage.
13.59.3
Quater Ago # of Leads
Number of leads created quater ago.
13.59.4
Quater Ago # of Leads

Converted
Number of leads converted to opportunities quater ago.
13.59.5
Year Ago # of Leads
Number of leads created year ago.
13.59.6
Year Ago # of Leads

Converted
Number of leads converted to opportunities year ago.
13.60 Fact - Project Budget
No
Metric Name
Description
13.60.1
Burden Cost
Expenditure items not directly attributed to work performed, such as fringe benefits and
office space.
13.60.2
Burden Cost - ITD
Inception to date expenditure items not directly attributed to work performed, such as
fringe benefits and office space.
13.60.3
Cost
13.60.4
Cost - ITD
budget
13.60.5
Current Budget Billable

Raw Cost
13.60.6
Current Budget Burden

Cost
Amount of cost not directly attributable to work performed approved in the current
13.60.7

Cost - ITD
Inception to date amount of cost not directly attributable to work performed approved in
13.60.8

Cost - MTD
Month to date amount of cost not directly attributable to work performed approved in
13.60.9

Cost - QTD
Quarter to date amount of cost not directly attributable to work performed approved in
13.60.10

Cost - YTD
Year to date amount of cost not directly attributable to work performed approved in the
13.60.11
Current Budget
Capitalizable Raw Cost
13.60.12
Current Budget Raw Cost
Amount of cost directly attributable to work performed in the current version of the
budget
13.60.13
Current Budget Raw Cost ITD
Inception to date amount of cost directly attributable to work performed in the current
13.60.14
Current Budget Raw Cost MTD
Month to date amount of cost directly attributable to work performed in the current
13.60.15
Current Budget Raw Cost QTD
Quarter to date amount of cost directly attributable to work performed in the current
13.60.16
Current Budget Raw Cost YTD
Year to date amount of cost directly attributable to work performed in the current
13.60.17
Current Budget Total Cost
Amount of raw and burden costs approved in the current version of the budget
13.60.18
Current Budget Total Raw

Cost
Amount of direct costs in the current version of the budget
13.60.19
Effort
Units of labor used
13.60.20
Effort - ITD
Inception to date units of labor used
13.60.21
Equipment Cost
Amount of raw and burden costs related to equipment usage
13.60.22
13.60.23
Equipment Effort
Units of equipment used in the selected period of time
13.60.24
Inception to date units of equipment used in the selected period of time
13.60.25
People Cost
Amount of raw and burden costs related to people usage
13.60.26
People Cost - ITD
Inception to date amount of raw and burden costs related to people usage
13.60.27
People Effort
Units of labor used
13.60.28
People Effort - ITD
Inception to date units of labor used
13.60.29
Raw Cost
Direct cost approved in the current version of the budget
13.60.30
Raw Cost - ITD
Inception to Date cost directly attributable to work performed approved in the current
No
Metric Name
Description
13.60.31
Revenue
Revenue approved in the current budget version
13.60.32
Revenue - ITD
Inception to date revenue approved in the current budget version
13.60.33
Total Cost
Raw plus Burdened cost
13.60.34
Total Raw Cost
Direct cost amount.
13.61 Fact - Project Cost

No
Metric Name
Description
13.61.1
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.
13.61.2
Billable Burden Cost - ITD
Inception to Date total of billable burden expenditure items
13.61.3
Billable Burden Cost - MTD
Month to Date total of billable burden expenditure items
13.61.4
Billable Burden Cost - QTD
Quarter to Date total of billable burden expenditure items
13.61.5
Billable Burden Cost - YTD
Year to Date total of billable burden expenditure items
13.61.6
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.
13.61.7
Billable Raw Cost - ITD
Inception to Date direct cost billable expenditure items
13.61.8
Billable Raw Cost - MTD
Month to Date direct cost billable expenditure items
13.61.9
Billable Raw Cost - QTD
Quarter to Date direct cost billable expenditure items
13.61.10
Billable Raw Cost - YTD
Year to Date total direct cost billable expenditure items
13.61.11
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
13.61.12
Capitalizable Raw Cost ITD
Inception to Date expenditure items directly attributable to work performed from

projects where assets are being built
13.61.13
Capitalizable Raw Cost MTD
Month to Date expenditure items directly attributable to work performed from projects
where assets are being built
13.61.14
Capitalizable Raw Cost QTD
Quarter to Date expenditure items directly attributable to work performed from projects
13.61.15
Capitalizable Raw Cost YTD
Year to Date costs directly attributable to work performed from projects where assets
are being built
13.61.16
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.
13.61.17
Non-Billable Burden Cost ITD
Inception to Date expenditure items not directly related to work performed and non
billable
13.61.18
Non-Billable Burden Cost MTD
Month to Date expenditure items not directly related to work performed and non
billable
13.61.19
Non-Billable Burden Cost QTD
Quarter to Date expenditure items not directly related to work performed and non
billable
13.61.20
Non-Billable Burden Cost YTD
Year to Date expenditure items not directly related to work performed and non billable
13.61.21
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.
No
Metric Name
Description
13.61.22
Non-Billable Raw Cost ITD
Inception to Date expenditure items for work performed and not flagged as billable
13.61.23
Non-Billable Raw Cost MTD
Month to Date expenditure items for work performed and not flagged as billable
13.61.24
Non-Billable Raw Cost QTD
Quarter to Date expenditure items for work performed and not flagged as billable
13.61.25
Non-Billable Raw Cost YTD
Year to Date expenditure items for work performed and not flagged as billable
13.61.26
Quantity - ITD
that is directly attributed to work performed since project Inception
13.61.27
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.
13.61.28
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.
13.61.29
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.
13.62 Fact - Project Expenditure

No
Metric Name
Description
13.62.1
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.
13.62.2
Billable Burden Cost - ITD
Inception to Date total of billable burden non-distributed expenditure costs
13.62.3
Billable Burden Cost - MTD
Month to Date total of billable burden non-distributed expenditure costs
13.62.4
Billable Burden Cost - QTD
Quarter to Date total of billable burden non-distributed expenditure costs
13.62.5
Billable Burden Cost - YTD
Year to Date total of billable burden non-distributed expenditure costs
No
Metric Name
Description
13.62.6
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.
13.62.7
Billable Cost - ITD
Inception to Date total of raw and burden non-distributed expenditure items
13.62.8
Billable Cost - MTD
Month to Date total of raw and burden non-distributed expenditure items
13.62.9
Billable Cost - QTD
Quarter to Date total of raw and burden non-distributed expenditure items
13.62.10
Billable Cost - YTD
Year to Date total of raw and burden non-distributed expenditure items
13.62.11
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.
13.62.12
Billable Raw Cost - ITD
Inception to Date direct non-distributed cost billable expenditure costs
13.62.13
Billable Raw Cost - MTD
Month to Date direct non-distributed cost billable expenditure costs
13.62.14
Billable Raw Cost - QTD
Quarter to Date direct non-distributed cost billable expenditure costs
13.62.15
Billable Raw Cost - YTD
Year to Date total direct non-distributed cost billable expenditure costs
13.62.16
Burden Cost
benefits and office space in Expenditure table.
13.62.17
Burden Cost - ITD
Inception to Date non-distributed cost not directly attributable to work performed
13.62.18
Burden Cost - MTD
Month to Date non-distributed cost not directly attributable to work performed
13.62.19
Burden Cost - QTD
Quarter to Date non-distributed cost not directly attributable to work performed
13.62.20
Burden Cost - YTD
Year to Date non-distributed cost not directly attributable to work performed
13.62.21
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
13.62.22
Capitalizable Cost - ITD
Inception to Date raw and burden non-distributed costs from asset building projects
13.62.23
Capitalizable Cost - MTD
Month to Date raw and burden non-distributed costs from asset building projects
13.62.24
Capitalizable Cost - QTD
Quarter to Date raw and burden non-distributed costs from asset building projects
13.62.25
Capitalizable Cost - YTD
13.62.26
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
13.62.27
Capitalizable Raw Cost ITD
Inception to Date non-distributed expenditure costs directly attributable to work

performed from projects where assets are being built
No
Metric Name
Description
13.62.28
Capitalizable Raw Cost MTD
Month to Date non-distributed expenditure costs directly attributable to work performed

from projects where assets are being built
13.62.29
Capitalizable Raw Cost QTD
Quarter to Date non-distributed expenditure costs directly attributable to work

performed from projects where assets are being built
13.62.30
Capitalizable Raw Cost YTD
Year to Date non-distributed costs directly attributable to work performed from projects
13.62.31
Cost
Total of raw and burden in the Expenditure table.
13.62.32
Cost - ITD
Inception-to-date raw and burden non-distributed cost accrued
13.62.33
Cost - MTD
Month-to-date raw and burden non-distributed cost accrued
13.62.34
Cost - QTD
Quarter-to-date raw and burden non-distributed cost accrued
13.62.35
Cost - YTD
Year-to-date raw and burden non-distributed cost accrued
13.62.36
Equipment Cost
Non-distributed Expenditure costs (raw and burden) related to equipment usage
13.62.37
Inception to Date non-distributed expenditure costs (raw and burden) related to

equipment usage
13.62.38
Equipment Cost - MTD
Month to Date non-distributed expenditure costs (raw and burden) related to equipment
usage
13.62.39
Equipment Cost - QTD
Quarter to Date non-distributed expenditure costs (raw and burden) related to

equipment usage
13.62.40
Equipment Cost - YTD
Year to Date non-distributed expenditure costs (raw and burden) related to equipment
usage
13.62.41
Equipment Effort
Units of equipment used. People non-distributed expenditure items result from

multiplying units by the corresponding usage rate
13.62.42
Inception to date total units (time or quantity) of equipment used in Expenditure table
13.62.43
Equipment Effort - MTD
Month to Date units (time or quantity) of equipment used in Expenditure table
13.62.44
Equipment Effort - QTD
Quarter to Date units (time or quantity) of equipment used in Expenditure table
13.62.45
Equipment Effort - YTD
Year to Date units (time or quantity) of equipment used in Expenditure table
13.62.46
People Cost
Total direct and burden non-distributed cost of labor
13.62.47
People Cost - ITD
Inception to date direct and burden non-distributed cost of labor
13.62.48
People Cost - MTD
Month to date direct and burden non-distributed cost of labor
No
Metric Name
Description
13.62.49
People Cost - QTD
Quarter to date direct and overhead non-distributed cost of labor
13.62.50
People Cost - YTD
Year to date direct and overhead non-distributed cost of labor
13.62.51
People Effort
Units of labor used. People non-distributed expenditure items result from multiplying
units by the corresponding usage rate
13.62.52
People Effort - ITD
Inception to date total units (time or quantity) of labor used in Expenditure table
13.62.53
People Effort - MTD
Month to Date units (time or quantity) of labor used in Expenditure table
13.62.54
People Effort - QTD
Quarter to Date units (time or quantity) of labor used in Expenditure table
13.62.55
People Effort - YTD
Year to Date units (time or quantity) of labor used in Expenditure table
13.62.56
Quantity
that is directly attributed to work performed in Expenditure table
13.62.57
Quantity - ITD
that is directly attributed to work performed since project Inception in Expenditure table
13.62.58
Raw Cost
Direct non-distributed cost, such as raw salaries and travel expenses.
13.62.59
Raw Cost - ITD
Inception to Date direct non-distributed cost.
13.62.60
Raw Cost - MTD
Month to Date direct non-distributed cost.
13.62.61
Raw Cost - QTD
Quarter to Date direct non-distributed cost.
13.62.62
Raw Cost - YTD
Year to Date direct non-distributed cost.
13.63 Fact - Project Forecast

No
Metric Name
Description
13.63.1
Actual Cost
Actual burdened cost (Raw + burden cost) amount in primary cost forecast version
13.63.2
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
13.63.3
Actual Effort
Actual effort quantity in the primary cost forecast version
13.63.4
Actual Effort - ITD
Actual effort quantity in the primary cost forecast version for the items of the WBS
started since project inception
13.63.5
Actual Raw Cost
Actual Raw Cost Amount in Primary Cost forecast version
13.63.6
Actual Raw Cost - ITD
Actual Raw Cost Amount in Primary Cost forecast version for the items of the WBS
13.63.7
Actual Revenue
Actual revenue amount in the primary revenue forecast version
13.63.8
Actual Revenue - ITD
Inception to date actual revenue amount in the primary revenue forecast version
13.63.9
Current Actual Cost - ITD
version for the selected items of the WBS started since project inception
No
Metric Name
Description
13.63.10
Current Actual Cost - MTD
version for the selected items of the WBS started in the selected month
13.63.11
Current Actual Cost - QTD
version for the selected items of the WBS started in the selected quarter
13.63.12
Current Actual Cost - YTD
version for the selected items of the WBS started in the selected year
13.63.13
Current Actual Effort - ITD
Actual effort in the current primary cost forecast version for the items of the WBS
13.63.14
Current Actual Effort - MTD
started in the selected month
13.63.15
Current Actual Effort - QTD
started in the selected quarter
13.63.16
Current Actual Effort - YTD
started in the selected year
13.63.17
Current Actual Equipment

Cost
Actual raw and burden costs, related to equipment usage, in the original version of the
forecast
13.63.18

Cost - ITD
Inception to date actual raw and burden costs, related to equipment usage, in the
13.63.19

Cost - MTD
Month to date actual raw and burden costs, related to equipment usage, in the original
13.63.20

Cost - QTD
Quarter to date actual raw and burden costs, related to equipment usage in the original,
13.63.21

Cost - YTD
Year to date actual raw and burden costs, related to equipment usage, in the original
13.63.22

Effort
Actual Units of equipment used in the current version of the forecast
13.63.23

Effort - ITD
Inception to date Actual Units of equipment used in the current version of the forecast
13.63.24

Effort - MTD
Month to date Actual Units of equipment used in the current version of the forecast
13.63.25

Effort - QTD
Quarter to date Actual Units of equipment used in the current version of the forecast
13.63.26

Effort - YTD
Year to date Actual Units of equipment used in the current version of the forecast
13.63.27

Raw Cost
Actual direct cost, related to equipment usage, in the current version of the forecast
13.63.28

Raw Cost - ITD
Inception to date actual direct cost, related to equipment usage, in the current version
of the forecast
13.63.29

Raw Cost - MTD
Month to Date actual direct cost, related to equipment usage, in the current version of
the forecast
13.63.30

Raw Cost - QTD
Quarter to Date actual direct cost, related to equipment usage, in the current version of
the forecast
No
Metric Name
Description
13.63.31

Raw Cost - YTD
Year to Date actual cost directly attributable to work performed, related to equipment
13.63.32
Current Actual People Cost
Actual raw and burden costs, related to people usage, in the current version of the
forecast
13.63.33

- ITD
Inception to date actual raw and burden costs, related to people usage, in the current
13.63.34

- MTD
Month to date actual raw and burden costs, related to people usage, in the current
13.63.35

- QTD
Quarter to date actual raw and burden costs, related to people usage, in the current
13.63.36

- YTD
Year to date actual raw and burden costs, related to people usage, in the current
13.63.37
Current Actual People

Effort
Actual Units of labor used in the current version of the forecast
13.63.38

Effort - ITD
Inception to date Actual Units of labor used in the current version of the forecast
13.63.39

Effort - MTD
Month to date Actual Units of labor used in the current version of the forecast
13.63.40

Effort - QTD
Quarter to date Actual Units of labor used in the current version of the forecast
13.63.41

Effort - YTD
Year to date Actual Units of labor used in the current version of the forecast
13.63.42
Current Actual People Raw

Cost
Actual cost directly attributable to work, related to people usage, performed in the
13.63.43

Cost - ITD
Inception to date actual cost directly attributable to work, related to people usage,
performed in the current version of the forecast
13.63.44

Cost - MTD
Month to Date actual cost directly attributable to work, related to people usage,
13.63.45

Cost - QTD
Quarter to Date actual cost directly attributable to work, related to people usage,
13.63.46

Cost - YTD
Year to Date actual cost directly attributable to work, related to people usage,
13.63.47
Current Actual Raw Cost
Actual raw cost amount in the current primary cost forecast version
13.63.48
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
13.63.49
Current Actual Raw Cost MTD
WBS started in the selected month
13.63.50
Current Actual Raw Cost QTD
WBS started in the selected quarter
No
Metric Name
Description
13.63.51
Current Actual Raw Cost YTD
WBS started in the selected year
13.63.52
Current Actual Revenue ITD
Actual revenue amount in the current primary revenue forecast version for the items of
the WBS started since project inception
13.63.53
Current Actual Revenue MTD
the WBS started in the selected month
13.63.54
Current Actual Revenue QTD
the WBS started in the selected quarter
13.63.55
Current Actual Revenue YTD
the WBS started in the selected year
13.63.56
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
13.63.57
Current EAC Effort - MTD
of the WBS started in the selected month
13.63.58
Current EAC Effort - QTD
of the WBS started in the selected quarter
13.63.59
Current EAC Effort - YTD
of the WBS started in the selected year
13.63.60
Current EAC Equipment

Cost - MTD
Month to date Estimate At Completion of raw and burden costs, related to equipment
13.63.61

Cost - QTD
Quarter to date Estimate At Completion of raw and burden costs, related to equipment
usage in the original, version of the forecast
13.63.62

Cost - YTD
Year to date Estimate At Completion of raw and burden costs, related to equipment
13.63.63

Effort - MTD
Month to date Estimate At Completion of Units of equipment used in the current version
of the forecast
13.63.64

Effort - QTD
Quarter to date Estimate At Completion of Units of equipment used in the current

13.63.65

Effort - YTD
Year to date Estimate At Completion of Units of equipment used in the current version
of the forecast
13.63.66

Raw Cost
Estimate At Completion of direct cost, related to equipment usage, in the current

13.63.67

Raw Cost - ITD
Inception to date Estimate At Completion of direct cost, related to equipment usage, in

the current version of the forecast
13.63.68

Raw Cost - MTD
Month to Date Estimate At Completion of direct cost, related to equipment usage, in the
13.63.69

Raw Cost - QTD
Quarter to Date Estimate At Completion of direct cost, related to equipment usage, in

13.63.70

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
No
Metric Name
Description
13.63.71
Current EAC People Cost MTD
Month to date Estimate At Completion of raw and burden costs, related to people
13.63.72
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
13.63.73
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
13.63.74
Current EAC People Effort

- MTD
Month to date Estimate At Completion of Units of labor used in the current version of
the forecast
13.63.75

- QTD
Quarter to date Estimate At Completion of Units of labor used in the current version of
the forecast
13.63.76

- YTD
Year to date Estimate At Completion of Units of labor used in the current version of the
forecast
13.63.77
Current EAC People Raw

Cost
Estimate At Completion of direct cost, related to people usage, in the current version of
the forecast
13.63.78

Cost - ITD
Inception to date Estimate At Completion of direct cost, related to people usage, in the
13.63.79

Cost - MTD
Month to Date Estimate At Completion of direct cost, related to people usage, in the
13.63.80

Cost - QTD
Quarter to Date Estimate At Completion of direct cost, related to people usage, in the
13.63.81

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
13.63.82
Current EAC Raw Cost
Estimate at completion raw cost amount in the current primary cost forecast version
13.63.83
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
13.63.84
Current EAC Raw Cost MTD
items of the WBS started in the selected month
13.63.85
Current EAC Raw Cost QTD
items of the WBS started in the selected quarter
13.63.86
Current EAC Raw Cost YTD
items of the WBS started in the selected year
13.63.87
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
13.63.88
Current ETC Cost - MTD
complete the remaining work for all items of the WBS started in the selected month
13.63.89
Current ETC Cost - QTD
complete the remaining work for all items of the WBS started in the selected quarter
13.63.90
Current ETC Cost - YTD
complete the remaining work for all items of the WBS started in the selected year
No
Metric Name
Description
13.63.91
Current ETC Effort - ITD
Estimate to complete effort in the current primary forecast version for those items of the
13.63.92
Current ETC Effort - MTD
Estimate to complete effort in the current forecast version for those items of the WBS
started in the selected month
13.63.93
Current ETC Effort - QTD
WBS started in the selected quarter
13.63.94
Current ETC Effort - YTD
WBS started in the selected year
13.63.95
Current ETC Equipment

Cost - ITD
Inception to date Estimate To Complete of raw and burden costs, related to equipment
13.63.96

Cost - MTD
Month to date Estimate To Complete of raw and burden costs, related to equipment
13.63.97

Cost - QTD
Quarter to date Estimate To Complete of raw and burden costs, related to equipment
usage in the original, version of the forecast
13.63.98

Cost - YTD
Year to date Estimate To Complete of raw and burden costs, related to equipment
13.63.99

Effort - ITD
Inception to date Estimate To Complete of Units of equipment used in the current

13.63.100

Effort - MTD
Month to date Estimate To Complete of Units of equipment used in the current version
of the forecast
13.63.101

Effort - QTD
Quarter to date Estimate To Complete of Units of equipment used in the current version
of the forecast
13.63.102

Effort - YTD
Year to date Estimate To Complete of Units of equipment used in the current version of
the forecast
13.63.103

Raw Cost
Estimate To Complete of direct cost, related to equipment usage, in the current version
of the forecast
13.63.104

Raw Cost - ITD
Inception to date Estimate To Complete of direct cost, related to equipment usage, in

13.63.105

Raw Cost - MTD
Month to Date Estimate To Complete of direct cost, related to equipment usage, in the
13.63.106

Raw Cost - QTD
Quarter to Date Estimate To Complete of direct cost, related to equipment usage, in the
13.63.107

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
13.63.108
Current ETC People Cost ITD
Inception to date Estimate To Complete of raw and burden costs, related to people
No
Metric Name
Description
13.63.109
Current ETC People Cost MTD
Month to date Estimate To Complete of raw and burden costs, related to people usage,
13.63.110
Current ETC People Cost QTD
Quarter to date Estimate To Complete of raw and burden costs, related to people
13.63.111
Current ETC People Cost YTD
Year to date Estimate To Complete of raw and burden costs, related to people usage,
13.63.112
Current ETC People Effort ITD
Inception to date Estimate To Complete of Units of labor used in the current version of
the forecast
13.63.113
Current ETC People Effort MTD
Month to date Estimate To Complete of Units of labor used in the current version of the
forecast
13.63.114
Current ETC People Effort QTD
Quarter to date Estimate To Complete of Units of labor used in the current version of
the forecast
13.63.115
Current ETC People Effort YTD
Year to date Estimate To Complete of Units of labor used in the current version of the
forecast
13.63.116
Current ETC People Raw

Cost
Estimate To Complete of cost directly attributable to work, related to people usage,

13.63.117

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
13.63.118

Cost - MTD
Month to Date Estimate To Complete of cost directly attributable to work, related to

13.63.119

Cost - QTD
Quarter to Date Estimate To Complete of cost directly attributable to work, related to

13.63.120

Cost - YTD
Year to Date Estimate To Complete of cost directly attributable to work, related to

13.63.121
Current ETC Raw Cost
Amount raw cost in the current primary forecast version needed to complete the
remaining work
13.63.122
Current ETC Raw Cost ITD
remaining work for all items of the WBS started since project inception
13.63.123
Current ETC Raw Cost MTD
remaining work for all items of the WBS started in the selected month
13.63.124
Current ETC Raw Cost QTD
remaining work for all items of the WBS started in the selected quarter
13.63.125
Current ETC Raw Cost YTD
remaining work for all items of the WBS started in the selected year
13.63.126
Current ETC Revenue ITD
Estimated to complete revenue amount in the current primary revenue forecast for the
13.63.127
Current ETC Revenue MTD
items of the WBS started in the selected month
No
Metric Name
Description
13.63.128
Current ETC Revenue QTD
items of the WBS started in the selected quarter
13.63.129
Current ETC Revenue YTD
items of the WBS started in the selected year
13.63.130
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
13.63.131
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.
13.63.132
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
13.63.133
EAC Effort - ITD
Estimate at completion effort in the current primary forecast version for those items of
13.63.134
EAC Raw Cost
Estimate At Completion Raw Cost Amount in Primary Cost forecast version
13.63.135
EAC Raw Cost - ITD
Estimate At Completion Raw Cost Amount in Primary Cost forecast version for the
13.63.136
EAC Revenue
Estimate at completion revenue amount in primary revenue forecast version
13.63.137
EAC Revenue - ITD
Inception to date estimate at completion revenue amount in primary revenue forecast

version
13.63.138
ETC Cost
Estimate to complete burdened cost (Raw + burden cost) amount in primary cost
forecast version
13.63.139
ETC Cost - ITD
Estimate to complete (Raw + burden) cost amount in the primary cost forecast version
13.63.140
ETC Effort
Estimate to complete effort in the current primary forecast version
13.63.141
ETC Effort - ITD
13.63.142
ETC Raw Cost
Estimate to complete raw cost amount in primary cost forecast version
13.63.143
ETC Raw Cost - ITD
Estimate to complete raw cost amount in primary cost forecast version for the items of
13.63.144
ETC Revenue
Estimated to complete revenue amount in the primary revenue forecast version
13.63.145
ETC Revenue - ITD
Stream of revenue estimated from the selected date until project completion for the
activities started since project inception
13.64 Fact - Project Funding

No
Metric Name
Description
13.64.1
Additional Funding Amount

- ITD
Inception to Date value of Funding Allocated to a project in addition to original funding.
13.64.2

- MTD
Month to Date value of Funding Allocated to a project in addition to original funding.
13.64.3

- QTD
Quarter to Date value of Funding Allocated to a project in addition to original funding.
13.64.4

- YTD
Quarter to Date value of Funding Allocated to a project in addition to original funding.
13.64.5
Adjustment Funding
Amount - ITD
Inception to Date value of Adjusted Funding Amount, which might be in the form of
corrections, revaluations and transfers.
13.64.6
Adjustment Funding
Amount - MTD
Month to Date value of Adjusted Funding Amount, which might be in the form of
No
Metric Name
Description
13.64.7
Adjustment Funding
Amount - QTD
Quarter to Date value of Adjusted Funding Amount, which might be in the form of
13.64.8
Adjustment Funding
Amount - YTD
Year to Date value of Adjusted Funding Amount, which might be in the form of
13.64.9
Cancelled Funding Amount

- ITD
Inception to Date value of Funding Allocated to a project which is cancelled

subsequently.
13.64.10

- MTD
Month to Date value of Funding Allocated to a project which is cancelled subsequently.
13.64.11

- QTD
Quarter to Date value of Funding Allocated to a project which is cancelled

subsequently.
13.64.12

- YTD
Year to Date value of Funding Allocated to a project which is cancelled subsequently.
13.64.13
Funding Amount - ITD
Inception to Date value of Funding for a particular line at the project or task level
13.64.14
Funding Amount - MTD
Month to Date value of Funding for a particular line at the project or task level
13.64.15
Funding Amount - QTD
Quarter to Date value of Funding for a particular line at the project or task level
13.64.16
Funding Amount - YTD
Year to Date value of Funding for a particular line at the project or task level
13.64.17
Initial Funding Amount ITD
Inception to Date value of proposed/planned Funding to be given initially to perform a

project or a task.
13.64.18
Initial Funding Amount MTD
Month to Date value of proposed/planned Funding to be given initially to perform a

project or a task.
13.64.19
Initial Funding Amount QTD
Quarter to Date value of proposed/planned Funding to be given initially to perform a

project or a task.
13.64.20
Initial Funding Amount YTD
Year to Date value of proposed/planned Funding to be given initially to perform a

project or a task.
13.64.21
Not Allocated Amount - ITD
Inception to Date value of Agreement Amount which has not been allocated to projects.
13.64.22
Not Allocated Amount MTD
Month to Date value of Agreement Amount which has not been allocated to projects.
13.64.23
Not Allocated Amount QTD
Quarter to Date value of Agreement Amount which has not been allocated to projects.
13.64.24
Not Allocated Amount YTD
Year to Date value of Agreement Amount which has not been allocated to projects.
13.64.25
Realized Gains Amount
Realized Gains due to foreign exchange that can be applied to project revenue.
13.64.26
Realized Gains Amount ITD
Inception to Date value of Realized Gains due to foreign exchange that can be applied
to project revenue.
13.64.27
Realized Gains Amount MTD
Month to Date value of Realized Gains due to foreign exchange that can be applied to
project revenue.
13.64.28
Realized Gains Amount QTD
Quarter to Date value of Realized Gains due to foreign exchange that can be applied to
project revenue.
13.64.29
Realized Gains Amount YTD
Year to Date value of Realized Gains due to foreign exchange that can be applied to
project revenue.
13.64.30
Realized Losses Amount
Realized Losses due to foreign exchange that can be applied to project revenue.
13.64.31
Realized Losses Amount ITD
Inception to Date value of Realized Losses due to foreign exchange that can be applied
to project revenue.
13.64.32
Realized Losses Amount MTD
Month to Date value of Realized Losses due to foreign exchange that can be applied to
project revenue.
13.64.33
Realized Losses Amount QTD
Quarter to Date value of Realized Losses due to foreign exchange that can be applied
to project revenue.
No
Metric Name
Description
13.64.34
Realized Losses Amount YTD
Year to Date value of Realized Losses due to foreign exchange that can be applied to
project revenue.
13.65 Fact - Project Performance

No
Metric Name
Description
13.65.1
Margin QTD
Quarter to Date difference between the project revenue and burdened cost since
project inception
13.65.2
Margin Quarterly Change
Difference between the Margin from the last quarter and the Margin from the current
quarter
13.65.3
Margin Yearly Change
Difference between the Margin from the last year and the Margin from the current year
13.65.4
Remaining Funding
Amount
Value of Funding Amount which has not been recognized yet through revenue accrual
13.65.5
Remaining Funding
Amount - ITD
Inception to date value of Funding Amount which has not been recognized yet through
revenue accrual
13.65.6
Unbilled Receivables
Value of work done which has not been billed yet
13.65.7
Unbilled Receivables - ITD
Inception to Date value of work done which has not been billed yet
13.65.8
Unbilled Receivables MTD
Month to Date value of work done which has not been billed yet
13.65.9
Unbilled Receivables QTD
Quarter to Date value of work done which has not been billed yet
13.65.10
Unbilled Receivables - YTD
Year to Date value of work done which has not been billed yet
13.65.11
Unearned Revenue
Value of revenue recognized for which the work has not been performed yet.
13.65.12
Unearned Revenue - ITD
Inception to Date value of revenue recognized for which the work has not been
performed yet.
13.65.13
Unearned Revenue - MTD
Month to Date value of revenue recognized for which the work has not been performed
yet.
13.65.14
Unearned Revenue - QTD
Quarter to Date value of revenue recognized for which the work has not been
performed yet.
13.65.15
Unearned Revenue - YTD
Year to Date value of revenue recognized for which the work has not been performed
yet.
13.66 Fact - Project Revenue

No
Metric Name
Description
13.66.1
MAGO Realized Gains

Amount
Month Ago Realized gains mostly due to differences in exchange rates can be applied
to project revenue.
13.66.2
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.
13.66.3
QAGO Realized Gains

Amount
Quarter Ago Realized gains mostly due to differences in exchange rates can be applied
to project revenue.
No
Metric Name
Description
13.66.4
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.
13.66.5
Realized Gains Amount
Realized gains mostly due to differences in exchange rates can be applied to project
revenue.
13.66.6
Realized Gains Amount ITD
Inception to Date value of realized gains applied to project revenue
13.66.7
Realized Gains Amount MTD
Period to Date value of realized gains applied to project revenue
13.66.8
Realized Gains Amount QTD
Quarter to Date value of realized gains applied to project revenue
13.66.9
Realized Gains Amount YTD
Year to Date value of realized gains applied to project revenue
13.66.10
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.
13.66.11
Realized Losses Amount ITD
Inception to Date value of realized losses applied to project revenue
13.66.12
Realized Losses Amount MTD
Period to Date value of realized losses applied to project revenue
13.66.13
Realized Losses Amount QTD
Quarter to Date value of realized losses applied to project revenue
13.66.14
Realized Losses Amount YTD
Year to Date value of realized losses applied to project revenue
13.66.15
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
13.66.16
YAGO Realized Gains

Amount
Year Ago Realized gains mostly due to differences in exchange rates can be applied to
project revenue.
13.66.17
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.
13.67 Fact - Purchasing - Receipt

No
Metric Name
Description
13.67.1
# of Early Transactions
# of receipt transactions earlier than the due date.
13.67.2
# of Late Transactions
# of receipt transactions later than the due date.
13.67.3
# of On-time Transactions
# of on-time receipt transactions.
13.68 Fact - Service - Contact Center Benchmark and Target

No
Metric Name
Description
No
Metric Name
Description
13.68.1
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.
13.69 Fact - Service - Contact Center Compound Metrics

No
Metric Name
Description
13.69.1
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.
13.70 Fact - Service - Contact Center Performance

No
Metric Name
Description
13.70.1
# of Calls Meeting Service

Level Target
This is the sum total number of calls that have met the service level target
13.70.2
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.
13.70.3
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.
13.70.4
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.
13.70.5
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
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.
13.70.6
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.
13.70.7
Contact Center Count
Number of contact centers locations
13.71 Fact - Service - IVR History

No
Metric Name
Description
13.71.1
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.
No
Metric Name
Description
13.71.2
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.
13.72 Fact - Service - Rep Activity

No
Metric Name
Description
13.72.1
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.
13.73 Fact - Supply Chain - Inventory Balance

No
Metric Name
Description
13.73.1
Avg Daily Inventory Value

Last 365 Days
(Total Daily Inventory Value Last 365 Days) / (Count Records Within Last 365 Days)
13.73.2
Count Records Within Last

365 Days
The number of past daily balances that are available in the last 365 days.
13.73.3
Total Daily Inventory Value

Last 365 Days
The sum of all the available past daily balances over the last 365 days.
13.74 Fact - Supply Chain - Inventory Transaction

No
Metric Name
Description
13.74.1
Total Material Amount Last

365 Days
The sum of all the transaction amounts in all the inventory transactions over the last
365 days.

BIApps7 9 6-MetricReferenceGuide PDF

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BIApps7 9 6-MetricReferenceGuide PDF

Uploaded by

Copyright:

Available Formats

ORACLE BUSINESS INTELLIGENCE APPLICATIONS 7.9.

Copyright 2009, Oracle. All Rights Reserved.

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

Chapter 2. Contact Center Telephony Analytics

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Chapter 3. Financial Analytics

Financials - AP Balance .................................................................................................... 3-51

Financials - AP Invoice Aging ............................................................................................ 3-51

Financials - AP Overview .................................................................................................. 3-54

Financials - AP Transactions ............................................................................................. 3-58

Financials - AR Balance .................................................................................................... 3-59

Financials - AR Invoice Aging............................................................................................ 3-59

Financials - AR Overview .................................................................................................. 3-62

Financials - AR Transactions............................................................................................. 3-66

Financials - GL Balance Sheet .......................................................................................... 3-68

Financials - GL Budget and Expenses ............................................................................ 3-71

Financials - GL Cash Flow .............................................................................................. 3-76

Financials - GL Detail Transactions ................................................................................ 3-79

Financials - Profitability - Company ................................................................................. 3-80

Financials - Profitability - Customer................................................................................. 3-84

Financials - Profitability - Product .................................................................................... 3-86

Financials - Revenue Analysis ........................................................................................ 3-88

Financials - US Federal - GL Balance Sheet .................................................................. 3-88

Financials - US Federal - GL Detail Transactions ........................................................... 3-95

Chapter 4. Human Resources Analytics

Human Resources - Absence............................................................................................ 4-96

Human Resources - Compensation .................................................................................. 4-97

Human Resources - Learning Enrollment and Completion ............................................. 4-103

Human Resources - Performance ................................................................................... 4-104

Human Resources - Recruitment .................................................................................... 4-106

Human Resources - US Statutory Compliance ............................................................... 4-115

Human Resources - Workforce Profile ............................................................................ 4-121

Chapter 5. Loyalty Analytics

Loyalty - Financials .......................................................................................................... 5-128

Loyalty - Members ........................................................................................................... 5-130

Loyalty - Partners ............................................................................................................ 5-134

Loyalty - Programs .......................................................................................................... 5-134

Loyalty - Promotions ........................................................................................................ 5-139

Loyalty - Transactions ..................................................................................................... 5-139

Chapter 6. Marketing Analytics

Marketing - CRM Campaigns .......................................................................................... 6-145

Marketing - CRM Consumers .......................................................................................... 6-152

Marketing - CRM Customers ........................................................................................... 6-157

Marketing - CRM Events ................................................................................................. 6-162

Marketing - CRM Lead to Order ...................................................................................... 6-166

Marketing - CRM Leads ................................................................................................... 6-167

Marketing - CRM Planning .............................................................................................. 6-168

Chapter 7. Price Analytics

Sales - CRM Price Waterfall ............................................................................................ 7-174