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Business Process Reference Guide

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Generic Cross-Industry


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Table of Contents

User Notes: This reference guide is structured in line with the “Business Process Model” found at the beginning of this document. The hierarchical numbering system (i.e. 1.0, 1.1, 1.1.1, etc) used in this document is tied in with that of the “Business Process Model”. The figures in brackets, i.e. Process (x), found after a process are, where applicable, their APQC PCF hierarchy number / unique identification number cross-references.

It is intended that the practitioner uses Sections 5.0 and 6.0 respectively of this reference guide if the using organisation both produces a product and delivers an after-sales service related to that product. Alternatively, they should use Section 5.0 only (Section 6.0 being ignored) if they produce a product but no related after-sales service is offered and/or is relevant. In the case of a service-only organisation Section 5s.0 alone should be used and Sections 5.0 and 6.0 should be ignored.

Business Process Model ................................................................................................................. 13

1.0 Context to Capability (PCF 1.0 / 10002) ................................................................................... 14

1.1 Context to Vision (PCF 1.1 / 10014) ..................................................................................... 14

1.1.1 Assess the external environment (PCF 1.1.1 / 10017) .................................................. 14

1.1.2 Determine end customer and channel needs and wants (PCF 1.1.2 / 10018) ............. 14

1.1.3 Perform internal analysis (PCF 1.1.3 / 10019) .............................................................. 14

1.1.4 Establish strategic vision (PCF 1.1.4 / 10020) ............................................................... 14

1.2 Vision to Strategy (PCF 1.2 / 10015) .................................................................................... 15

1.2.1 Develop mission statement (PCF 1.2.1 / 10037) ........................................................... 15

1.2.2 Evaluate strategic options for achieving objectives (PCF 1.2.2 / 10038) ...................... 15

1.2.3 Select optimal business strategy (PCF 1.2.3 / 10039) ................................................... 15

1.2.4 Align functional & process strategies via business architecting (PCF 1.2.4 / 10040) 16

1.2.5 Create top-level organisational design (PCF 1.2.5 / 10041) ......................................... 16

1.2.6 Develop and set KPIs and targets mapped to top-level organisation (PCF 1.2.6 /

10042) .............................................................................................................................. 16

1.2.7 Formulate business unit strategies (PCF 1.2.7 / 10043) ............................................... 16

1.3 Strategy to Capability (PCF 1.3 / 10016) .............................................................................. 16

1.3.1 Review and implement capital structure ...................................................................... 16

1.3.2 Extend refine and agree business architecture ............................................................ 17




1.3.3 Develop business plan and set budget goals ................................................................ 17

2.0 Concept to Catalogue (PCF 2.0 / 10003) .................................................................................. 18

2.1 Concept to Competence (PCF 2.1.3 / 10065)....................................................................... 18

2.1.1 Maintain ideas bank ...................................................................................................... 18

2.1.2 Identify promising new technologies and trends (PCF 2.1.3.1 / 10070)....................... 18

2.1.3 Incubate and develop new technologies (PCF 2.1.3.2 / 10071) ................................... 19

2.1.4 Assess integrating new technology into products / services / production processes

(PCF 2.1.3.3 / 10072) ....................................................................................................... 20

2.1.5 Document and protect intellectual property ................................................................ 20

2.2 Competence to Confidence (PCF 2.1 / 10061) ..................................................................... 20

2.2.1 Evaluate market performance of existing products / services / production

processes (PCF 2.1.1 / 10063) ......................................................................................... 21

2.2.2 Define desired product / service / production process development requirements

(PCF 2.1.2 / 10064) .......................................................................................................... 21

2.2.3 Confirm product / service / production process concepts align with business goals

(PCF 2.1.4 / 10066) .......................................................................................................... 21

2.2.4 Manage product, service and production process lifecycle (PCF 2.1.5 / 10067) .... 22

2.3 Confidence to Catalogue (PCF 2.2 / 10062) ......................................................................... 22

2.3.1 Create an innovation and development framework .................................................... 23

2.3.2 Design, build, and evaluate products, services and processes (PCF 2.2.1 / 10080) 23

2.3.3 Test market for new or revised products / services / production processes (PCF

2.2.2 / 10081) .................................................................................................................. 24

2.3.4 Prepare for production launch (PCF 2.2.3 / 10082) ...................................................... 24

3.0 Budget to Plan (PCF 4.1 / 10215) ............................................................................................. 25

3.1 Budget to Forecast ............................................................................................................... 25

3.1.1 Develop sales forecast (PCF 3.3.1 / 10129)................................................................... 25

3.1.2 Develop capacity forecast (PCF 4.1.2 / 10222) ............................................................. 25

3.1.3 Develop tiered supply forecast (PCF 4.2.1 / 10277) ..................................................... 25




3.1.4 Develop financial forecast (PCF 8.1.1.3 / 10773) .......................................................... 25

3.2 Forecast to Constrain ........................................................................................................... 26

3.2.1 Conduct sales / key account plan reviews .................................................................... 26

3.2.2 Establish demand consensus and communicate agreed demand profile .................... 26

3.2.3 Establish supply chain capacity / constraints (e.g. manufacturing, logistics and

procurement) and communicate required supply profile............................................... 26

3.2.4 Hold S&OP meeting and publish agreed S&OP ............................................................. 26

3.3 Constrain to Plan .................................................................................................................. 27

3.3.1 Create inbound materials plan (PCF 4.1.3 / 10223) ...................................................... 27

3.3.2 Create and manage master production schedule [MPS] (PCF 4.1.4 / 10224) .............. 27

3.3.3 Plan distribution requirements (PCF 4.1.5 / 10225) ..................................................... 27

4 .0 Opportunity to Order (PCF 3.0 / 10004) ................................................................................. 28

4.1 Opportunity to Offering (PCF 3.1 / 10101) .......................................................................... 28

4.1.1 Perform end customer / channel and market intelligence analysis (PCF 3.1.1 /

10106) .............................................................................................................................. 28

4.1.2 Evaluate and prioritise market opportunities (PCF 3.1.2 / 10107) ............................... 28

4.1.3 Develop marketing strategy (PCF 3.2 / 10102) ............................................................. 28

4.2 Offering to Target (PCF 3.4 / 10104) .................................................................................... 28

4.2.1 Establish goals, objectives and metrics for products / services by end customer /

channel / segment (PCF 3.4.1 / 10148) ........................................................................... 29

4.2.2 Establish presence in emerging markets ...................................................................... 29

4.2.3 Develop message and manage media (PCF 3.4.3 / 10150) ........................................... 29

4.2.4 Develop and manage pricing (PCF 3.4.4 / 10151) ......................................................... 29

4.2.5 Develop and manage advertising and promotional activities (PCF 3.4.5 / 10152) . 29

4.2.6 Track end customer / channel partner management measures (PCF 3.4.6 / 10153)

......................................................................................................................................... 29

4.2.7 Develop and manage packaging / bundling strategy (PCF 3.4.7 / 10154) .................... 30




4.3 Target to Dialog (PCF 3.5 / 10105) ....................................................................................... 30

4.3.1 Manage sales force (PCF 3.5.5 / 10186) ....................................................................... 30

4.3.2 Generate end customer / channel partner leads (PCF 3.5.1 / 10182) .......................... 30

4.3.3 Respond to end customer and/or channel partner enquiries ...................................... 31

4.3.4 Sell to end customers and/or channel partners (PCF 3.5.3 / 10184)............................ 32

4.4 Dialog to Order (PCF 3.5.4 / 10184) ..................................................................................... 33

4.4.1 Accept and validate sales orders / bid awards (PCF 3.5.4.1 / 10194) ........................... 34

4.4.2 Collect and maintain end customer / channel partner account information (PCF

3.5.4.2 / 10195) ............................................................................................................... 34

4.4.3 Determine product / service availability [i.e. allocate ATP] (PCF 3.5.4.3 / 10196) . 34

4.4.4 Determine logistics and transportation options (PCF 3.5.4.4 / 10197) ........................ 35

4.4.5 Enter orders into system and identify / perform cross-sell / up-sell activity (PCF

3.5.4.5 / 10198) ............................................................................................................... 35

4.4.6 Process back orders and updates (PCF 3.5.4.6 / 10199) ............................................... 36

4.4.7 Handle post-order enquiries including post-order fulfillment transactions (PCF

3.5.4.7 / 10200) ............................................................................................................... 36

5.0 Order to Cash – Products ......................................................................................................... 37

5.1 Order to Purchase (PCF 4.2 / 10216) ................................................................................... 37

5.1.1 Process customer credit (PCF 8.2.1 / 10742) ................................................................ 37

5.1.2 Purchase materials, supplies and services (PCF 4.2.3 / 10279) .................................... 38

5.2 Purchase to Pay .................................................................................................................... 39

5.2.1 Plan inbound material flow logistics (PCF 4.5.2 / 10339) ............................................. 39

5.2.2 Manage / Operate inbound warehousing (PCF 4.5.3 / 10340) ..................................... 40

5.2.3 Manage payments to suppliers ..................................................................................... 41

5.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342) ............................. 41

5.2.5 Monitor environmental, health and safety (EH&S) performance ................................ 42

5.3 Pay to Produce (PCF 4.3. / 10217) ....................................................................................... 42




5.3.1 Schedule production (PCF 4.3.1 / 10303) ..................................................................... 42

5.3.2 Make and package product (PCF 4.3.2 / 10304) ........................................................... 43

5.3.3 Perform post-production random quality testing (PCF 4.3.4 / 10369) ......................... 44

5.3.4 Maintain production records and manage lot & batch / run traceability (PCF 4.3.5 /

10370) .............................................................................................................................. 44

5.3.5 Manage fixed assets ...................................................................................................... 44

5.3.6 Schedule and perform maintenance (PCF 4.3.3 / 10305) ............................................. 44


5.4 Produce to Cash (PCF 4.5 / 10219) ...................................................................................... 44

5.4.1 Manage / Operate outbound warehousing (PCF 4.5.3 / 10340) .................................. 45

5.4.2 Manage / Operate outbound transportation (PCF 4.5.4 / 10341) ................................ 46

5.4.3 Invoice the end customer / channel partner (PCF 8.2.2 / 10743) ................................ 46

5.4.4 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342) ........................... 47


5s.0 Order to Cash – Services (PCF 4.0 / 10005) ............................................................................ 49

5s.1 Order to Purchase (PCF 4.2 / 10216) .................................................................................. 49

5s.1.1 Process customer credit (PCF 8.2.1 / 10742) .............................................................. 49

5s.1.2 Purchase materials and supplies (PCF 4.2.3 / 10279) ................................................. 49

5s.2 Purchase to Pay .................................................................................................................. 49

5s.2.1 Plan inbound material flow (PCF 4.5.2 / 10339) ......................................................... 50

5s.2.2 Manage / Operate warehousing (PCF 4.5.3 / 10340) .................................................. 50

5s.2.3 Manage payments to suppliers ................................................................................... 50

5s.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342) ............................ 50

5s.2.5 Monitor environmental, health and safety (EH&S) performance ............................... 50

5s.3 Pay to Service (PCF 4.3 / 10217) ......................................................................................... 50

5s.3.1 Schedule service delivery (PCF 4.3.1 / 10303)............................................................. 51

5s.3.2 Deliver service (PCF 4.3.2 / 10304).............................................................................. 51




5s.3.3 Perform post-service random quality testing (PCF 4.3.4 / 10369) .............................. 51

5s.3.4 Maintain service records and manage materials traceability (PCF 4.3.5 / 10370) 51


5s.4 Service to Cash (PCF 4.5 / 10219) ....................................................................................... 51

5s.4.1 Invoice the end customer / channel partner (PCF 8.2.2 / 10743) ............................... 52

5s.4.2 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342) ......................... 52


6.0 Cash to Dispose (PCF 5.0 / 10006) ....................................................................................... 53

6.1 Cash to Care (PCF 5.2 & 5.3 / 10379 & 10380) .................................................................... 53

6.1.1 Plan and manage customer service work force (PCF 5.2.1 / 10387) ............................ 53

6.1.2 Manage customer service requests / enquiries (PCF 5.2.2 / 10388) ............................ 53

6.1.3 Manage end customer / channel complaints (PCF 5.2.3 / 10389) ............................... 54

6.1.4 Measure end customer / channel satisfaction on customer service requests /

enquiries handling (PCF 5.3.1 / 10401) ........................................................................... 54

6.1.5 Measure end customer / channel satisfaction on customer service complaint

handling and resolution (PCF 5.3.2 / 10402) ................................................................... 54

6.1.6 Measure end customer / channel satisfaction with products and services (PCF 5.3.3

/ 10403) ........................................................................................................................... 55


6.2 Care to Repair (PCF 4.4 / 10218) .......................................................................................... 55

6.2.1 Confirm specific service requirements for individual end customers / channel

partners (PCF 4.4.1 / 10320) ........................................................................................... 55

6.2.2 Identify, allocate and schedule resources to meet service requirements (PCF 4.4.2 /

10321) .............................................................................................................................. 56

6.2.3 Provide the service to specific end customers / channel partners (PCF 4.4.3 / 10322)

......................................................................................................................................... 56

6.2.4 Ensure quality of service (PCF 4.4.4 / 10323) ............................................................... 56




6.2.5 Update end customer / channel partner profiles & service records and analyse

performance / trends ...................................................................................................... 56


6.3 Repair to Dispose ................................................................................................................. 56

6.3.1 Confirm specific disposal service requirements for individual end customers /

channel partners (PCF 4.4.1 / 10320) .............................................................................. 57

6.3.2 Identify, allocate and schedule resources to meet disposal service requirements

(PCF 4.4.2 / 10321) .......................................................................................................... 57

6.3.3 Provide disposal service to specific end customers / channel partners (PCF 4.4.3 /

10322) .............................................................................................................................. 57

6.3.4 Manage returns and reverse logistics (PCF 4.5.5 / 10342) ........................................... 57

6.3.5 Manage dispositioning and safe disposal / scrappage ................................................. 57

6.3.6 Ensure quality of service (PCF 4.4.4 / 10323) ............................................................... 57

6.3.7 Update end customer / channel partner profiles & disposal records and analyse

performance / trends ...................................................................................................... 58


7.0 Woo to Renew......................................................................................................................... 59

7.1 Supply to Review .................................................................................................................. 59

7.1.1 Select tiered suppliers and develop/maintain contracts (PCF 4.2.2 / 10278) .............. 59

7.1.2 Appraise and develop tiered suppliers (PCF 4.2.4 / 10280) .......................................... 59

7.2 Collaborate to Refresh ......................................................................................................... 59

7.2.1 Manage distribution relationships ................................................................................ 59

7.2.2 Manage IT relationships ................................................................................................ 60

7.2.3 Manage physical facilities (e.g. premises) relationships (PCF 9.0 / 10010) .................. 60

7.3 Service to Retain .................................................................................................................. 60

7.3.1 Confirm channel strategy (PCF3.2.3 / 10122) ............................................................... 60

7.3.2 Develop channel partner relationships (PCF 3.3.2 / 10130) ......................................... 60

7.3.3 Manage channel partners (PCF 3.5.6 / 10187) ............................................................. 61




7.3.4 Manage end customer key accounts (PCF 3.5.2 / 10183) ............................................ 61

7.4 Invest to Comply (PCF 11.0 / 10012).................................................................................... 61

7.4.1 Build and manage lender and analyst relationships (PCF 11.1.1 & 11.1.2 / 11035 &

11036) .............................................................................................................................. 61

7.4.2 Communicate [incl. corporate performance] with shareholders / stakeholders (PCF

11.1 & 11.1.3 / 11010 & 11037) ...................................................................................... 61

7.4.3 Manage government and industry relations (PCF 11.2 / 11011) .................................. 61

7.4.4 Manage relations with board of directors (PCF 11.3 / 11012) ..................................... 62

7.4.5 Manage legal and ethical issues (PCF 11.4 / 11013) ..................................................... 62

7.4.6 Manage public relations programme (PCF 11.5 / 11014) ............................................. 62

7.4.7 Manage compliance ...................................................................................................... 62

8.0 Record to Review ..................................................................................................................... 63

8.1 Manage financial resources ................................................................................................. 63

8.1.1 Manage cash flow ......................................................................................................... 63

8.1.2 Manage financial risk .................................................................................................... 64

8.2 Process finance and accounting transactions ...................................................................... 64

8.2.1 Process accounts payable [A/P] (PCF 8.6 & 8.6.1 / 10733 & 10756) ............................ 64

8.2.2 Process payroll .............................................................................................................. 65

8.2.3 Process accounts receivable, credit and collections (PCF 8.2 / 10729) ........................ 66

8.2.4 Manage fixed asset project accounting (PCF 8.4 / 10731) ........................................... 68

8.2.5 Perform general accounting and reporting (PCF 8.3 / 10730) ...................................... 68

8.2.6 Close the books ............................................................................................................. 69

8.2.7 Manage business expenses (PCF 8.6.2 / 10757) ........................................................... 70

8.2.8 Implement a transfer pricing policy .............................................................................. 70

8.3 Report information .............................................................................................................. 70

8.3.1 Provide external financial information ......................................................................... 71

8.3.2 Provide internal financial information (PCF 8.1 / 10728) ............................................. 71




8.3.3 Manage integrity risk .................................................................................................... 71

8.4 Conduct internal audits (PCF 8.8 / 10735) ........................................................................... 71

8.4.1 Establish internal controls, policies and procedures (PCF 8.8.1 / 10762) .................... 71

8.4.2 Operate controls & monitor compliance with internal policies and procedures

(PCF 8.8.2 / 10763) .......................................................................................................... 71

8.4.3 Manage fraud ................................................................................................................ 73

8.4.4 Report on internal controls compliance (PCF 8.8.3 / 10764)........................................ 73

8.5 Manage the tax function ...................................................................................................... 73

8.5.1 Manage tax compliance ................................................................................................ 73

8.5.2 Manage tax controversies ............................................................................................. 73

9.0 Recruit to Retain (PCF 6.0 / 10007).......................................................................................... 75

9.1 Develop and manage human resources (HR) plans and policies (PCF 6.1 / 10409) ........... 75

9.1.1 Develop and implement human resources plans (PCF 6.1.2 / 10416) ......................... 75

9.1.2 Monitor and update plans (PCF 6.1.3 / 10417) ............................................................. 75

9.2 Manage deployment of personnel ...................................................................................... 75

9.2.1 Forecast and plan workforce requirements ................................................................. 75

9.2.2 Recruit, select and hire employees (PCF 6.2 / 10410) .................................................. 76

9.2.3 Develop succession and career plans ........................................................................... 76

9.2.4 Manage international assignments .............................................................................. 76

9.2.5 Create and deploy teams .............................................................................................. 76

9.3 Develop and train employees (PCF 6.3 / 10411) ................................................................. 76

9.3.1 Manage employee orientation and deployment (PCF 6.3.1 / 10469) .......................... 76

9.3.2 Manage employee performance (PCF 6.3.2 / 10470) ................................................... 76

9.3.3 Manage employee relations (PCF 6.3.3 / 10471).......................................................... 77

9.3.4 Manage employee development (PCF 6.3.4 / 10472) .................................................. 77

9.3.5 Develop and train employees (PCF 6.3.5 / 10473) ....................................................... 77

9.4 Motivate and retain employees (PCF 6.4 / 10412) .............................................................. 77




9.4.1 Develop and manage reward, recognition, and motivation programmes (PCF 6.4.1

/ 10494) ........................................................................................................................... 77

9.4.2 Ensure employee involvement ..................................................................................... 77

9.4.3 Manage and administer benefits (PCF 6.4.2 / 10495) .................................................. 78

9.4.4 Manage employee work-life assistance and retention programmes (PCF 6.4.3 /

10496) .............................................................................................................................. 78

9.4.5 Administer payroll (PCF 6.4.4 / 10497) ......................................................................... 78

9.4.6 Manage workforce diversity ......................................................................................... 78

9.4.7 Manage labour-management relationships ................................................................. 78

9.4.8 Manage changes in employment status (PCF 6.5 / 10413) .......................................... 78

9.4.9 Manage employee information (PCF 6.6 / 10414)........................................................ 79

10.0 Encode to Enlighten (PCF 7.0 / 10008) .................................................................................. 80

10.1 Manage information resources ......................................................................................... 80

10.1.1 Manage records and information (PCF 7.4 / 10565) .................................................. 80

10.1.2 Leverage data and information (PCF 7.8 / 10569) ...................................................... 80

10.1.3 Leverage organisational knowledge ........................................................................... 80

10.2 Manage information technology ....................................................................................... 80

10.2.1 Develop frameworks to align business and technology (PCF 7.1 / 10563) ................ 80

10.2.2 Develop and manage IT customer relationships (PCF 7.2 / 10564) ............................ 81

10.2.3 Identify / Develop, implement and manage technology solutions (PCF 7.5 & 7.6

/ 10566 & 10567) ............................................................................................................. 81

10.2.4 Support end users (PCF 7.7 / 10568) .......................................................................... 81

10.2.5 Manage technical environment (PCF 7.1.6 / 10575) .................................................. 81

10.2.6 Manage security (PCF 7.3.4 / 11220) .......................................................................... 81

10.2.7 Ensure continuity of systems (PCF 7.3 / 11216) ......................................................... 81

11.0 Assess to Assure (PCF 10.0 / 11179) ...................................................................................... 83

11.1 Manage Environment, Health & Safety (EH&S) Policy & Practice ..................................... 83




11.1.1 Determine environmental, health and safety (EH&S) impact (PCF 10.1 / 11180)

......................................................................................................................................... 83

11.1.2 Develop and execute EH&S programme (PCF 10.2 / 11181) ...................................... 83

11.1.3 Communicate EH&S issues to stakeholders ............................................................... 83

11.1.4 Manage EH&S remediation efforts (PCF 10.6 / 11185) .............................................. 83

11.2 Manage physical risk (PCF 9.5 / 11207) ............................................................................. 83

11.3 Manage business continuity .............................................................................................. 84

12.0 Inform to Improve (PCF 12.0 / 10013) ................................................................................... 85

12.1 Confirm and apply top level KPIs and targets to organisational performance strategy

development & management ............................................................................................. 85

12.1.1 Create and manage organisational performance strategy (PCF 12.1 / 11071) ... 85

12.1.2 Develop product / service / production process physical quality standards /

procedures & conduct quality assessments (PCF 4.1.9 / 10368) ............................ 85

12.1.3 Benchmark performance (PCF 12.2 / 11072) ............................................................. 85

12.2 Apply good practice and manage change (PCF 12.4 / 11074) ........................................... 85

12.2.1 Plan for the change (PCF 12.4.1 / 11134) ................................................................... 86

12.2.2 Re-engineer business processes and systems ............................................................ 86

12.2.3 Implement and sustain continuous process improvement ........................................ 86

12.2.4 Develop enterprise-wide knowledge management [KM] capability (PCF 12.3 /

11073) .............................................................................................................................. 86




Business Process Model




1.0 Context to Capability (PCF 1.0 / 10002)

The process of understanding the external environment in which an organisation functions,

envisaging how the organisation can be successful in that context and the development of

the strategic structures, plans and resources needed to achieve the necessary operational

capabilities to realise that success.

1.1 Context to Vision (PCF 1.1 / 10014)

Definition

The process of preparing for future success with a largely externally oriented strategic vision

that considers both short-term and long-term business objectives.

1.1.1 Assess the external environment (PCF 1.1.1 / 10017)

Definition

The process of acquiring, analysing and disseminating relevant external information to

respond to and capitalise on competitive and marketplace opportunities.

1.1.2 Determine end customer and channel needs and wants (PCF 1.1.2 / 10018)

Definition

The process of identifying end customer and channel partner segments, critical contact

incidents and needs / wants to be able to meet their legitimate and reasonable demands.

1.1.3 Perform internal analysis (PCF 1.1.3 / 10019)

Definition

The process of gathering, analysing and understanding the current organisational baseline,

across a number of performance dimensions (e.g. finances, processes, systems), in terms of

identifying both strengths on which to build and weaknesses which may require remedial

action.

1.1.4 Establish strategic vision (PCF 1.1.4 / 10020)

Definition

The process of collaboratively fashioning a coherent strategic vision statement from the

information gathered in the internal, external and end customer / channel partner analysis




work and communicating it back to the stakeholder community to gain their feedback and

buy-in.

1.2 Vision to Strategy (PCF 1.2 / 10015)

Definition

The process of developing a strategic plan that typically answers some of the following

fundamental questions about the organisation and its purpose, e.g.:

Who are we?

What needs do we intend to meet?

Whose need is it?

How do we intend to do to meet the needs, i.e. what products / services do we

intend to provide and to whom?

What are our central values (e.g. what do we believe in, what are we committed to,

what is our philosophy/ideology)?

1.2.1 Develop mission statement (PCF 1.2.1 / 10037)

Definition

The process of developing a clear and compelling goal(s) that serves to unify an

organisation's effort. An effective mission statement must stretch and challenge the

organisation, yet be achievable.

1.2.2 Evaluate strategic options for achieving objectives (PCF 1.2.2 / 10038)

Definition

The process of developing a small number of strategic scenario options for achieving the

mission statement and assessing the implications and impacts of each in achieving the

organisation’s goals.

1.2.3 Select optimal business strategy (PCF 1.2.3 / 10039)

Definition

The process of selecting the optimal business strategy for achieving the goals set forth in an

organisation’s mission statement from amongst the scenario model options explored and

assessed.




1.2.4 Align functional & process strategies via business architecting (PCF 1.2.4 / 10040)

Definition

The process of gathering up, aligning and integrating the various functional and process

strategies and goals into a cogent and coherent whole that can serve as the definitive

communications and change roadmap for the disparate parts of an organisation such that

they can coordinate and deliver their portion of any required/desired business change in an

effective and efficient manner.

1.2.5 Create top-level organisational design (PCF 1.2.5 / 10041)

Definition

The process of developing an effective top-level design that will provide incentives for value

generation and determine an efficient power distribution within the organisation.

1.2.6 Develop and set KPIs and targets mapped to top-level organisation (PCF 1.2.6 / 10042)

Definition

The process of developing and setting the key financial and non-financial measures used to

help an organisation define and evaluate how successful it is, typically in terms of making

progress towards its long-term organisational goals. KPIs can often be specified by

answering the question "What is really important to our different stakeholders”?

1.2.7 Formulate business unit strategies (PCF 1.2.7 / 10043)

Definition

The process of developing strategy for distinct business units to focus activities and optimise

resources.

1.3 Strategy to Capability (PCF 1.3 / 10016)

Definition

The process of mobilising business strategy to harness available resources for achieving

stated goals in a manner which also allows for flexibility, speed and tolerance of risk.

1.3.1 Review and implement capital structure

Definition




The process of determining and achieving the optimum mix of debt and equity funding to

sustain operations and fuel growth.

1.3.2 Extend refine and agree business architecture

Definition

The process of designing, extending and refining the underlying strategic, legal,

organisational, process, informational and physical structure of a business.

1.3.3 Develop business plan and set budget goals

Definition

The process of developing the business plan and identifying performance goals and

operational benchmarks around available resources and capital, market position, general

business prospects and value creation potential.




2.0 Concept to Catalogue (PCF 2.0 / 10003)

The process of identifying and selecting key technologies and ideas for competitive products

and/or services , seeing them through the design and development stages onto their

successful launch into the marketplace and proactively managing them throughout their

lifecycles.

2.1 Concept to Competence (PCF 2.1.3 / 10065)

Definition

The process of identifying whether ideas are commercially viable, developing those ideas

into fundable concepts with an associated ROI and then protecting that IPR from being

exploited by competitors.

2.1.1 Maintain ideas bank

Definition

The process of establishing a systematic approach to capitalise on the creativity of

employee's, customers, business partners and other stakeholder groups.

2.1.1.1 Collect new or improved product / service / production process ideas from ALL internal and external stakeholders and sources 2.1.1.2 Collect positive and negative feedback about current products / services / production processes from ALL internal and external stakeholders and sources 2.1.1.3 Run new or improved product / service / production process brainstorming workshops, surveys and competitions 2.1.1.4 Analyse external media sources for new or improved product / service / production process market and/or competitive trends 2.1.1.5 Review ideas collected and categorise and rate them for possible business priority, quick win potential, likely difficulty & risk and relevant business owners 2.1.1.6 Distribute highest rated ideas to potential business owners to review for possible immediate action 2.1.1.7 Store and maintain ideas in ideas database

2.1.2 Identify promising new technologies and trends (PCF 2.1.3.1 / 10070)

Definition

The process of collecting information about selected target technology areas and attempting

to spot useful trend patterns in that data that may prove of commercial or other interest to

the organisation as a basis for the future development of new products, services or

production processes.




Typical Sub-Processes

2.1.2.1 Conduct secondary market research scanning on technologies and trend areas of interest 2.1.2.2 Conduct analysis of secondary market research data and assemble into relevant facts, opinions and supporting rationales relevant to each area of interest 2.1.2.3 Assemble expert panel to review, integrate and synthesise all of the collected and collated facts, opinions and supporting rationales on each area of interest 2.1.2.4 Aggregate integrated and synthesized information into forecasts for each area of interest and store in forecast database 2.1.2.5 Distribute forecast results to distribution list of interested parties 2.1.2.6 Iterate, refine, and update forecast for each area of interest and maintain forecast database

2.1.3 Incubate and develop new technologies (PCF 2.1.3.2 / 10071)

Definition

The process of providing an environment designed to accelerate the successful development

of entrepreneurial, and usually commercially interesting, technologies through an array of

business support resources and services. The purpose is to maximise the relevance and

competitiveness of the technology and thereby its chances of successful adoption into new

generations of products, services and production processes.


2.1.3.1 Develop / refresh technology incubation objectives, strategy, policy and high-level selection and assessment criteria 2.1.3.2 Ensure incubation facilities are adequately resourced 2.1.3.3 Assemble unconstrained list of all technology incubation candidates, with supporting rationale, and conduct screen-out review based on individual contribution of candidates 2.1.3.4 Conduct screen-in assessment of long-list, based on joint individual and portfolio contribution of candidates, to generate priority and resource ranked short-list of incubator portfolio candidates

2.1.3.5 Assign resources to technologies admitted to portfolio and agree detailed

incubation objectives and plans

2.1.3.6 Execute technology incubation plans 2.1.3.7 Review status and validate continued relevance of technologies being incubated versus plans 2.1.3.8 Communicate and roadshow more mature technology incubation projects to stakeholders responsible for adoption of new technologies into new or improved products / services / production processes 2.1.3.9 Close incubation projects taken on by mainstream product / service / production process development areas 2.2.3.10 Manage pending incubator portfolio candidates




2.1.4 Assess integrating new technology into products / services / production processes (PCF 2.1.3.3 / 10072)

Definition

The process of selecting the right technologies at the right time to make them available for

incorporation into new and upgraded products / services / production processes. It must

recognise that while newer and more advanced technologies may offer improved

performance, they also make the development process more risky, challenging and

unpredictable.


2.1.4.1 Define commercial, functional and technical requirements for proposed new or improved product / service / production process candidates 2.1.4.2 Identify all new technology candidate alternatives from both internal (e.g. incubation) and external sources 2.1.4.3 Assess new technology candidates against commercial, functional and technical criteria for each related product / service / production process candidate 2.1.4.4 Conduct negotiations for new technologies, as/if appropriate, for use in development of related new or improved products / services / production processes 2.1.4.5 Incorporate selected new technologies into new or improved product / service / production process development plans

2.1.5 Document and protect intellectual property

Definition

The process of protecting assets from infringement by others through strategic use of

copyrights, patents and trademarks.


2.1.5.1 Apply for and manage patents

2.1.5.2 Secure copyright and trademark protection

2.1.5.3 Protect trade secrets

2.2 Competence to Confidence (PCF 2.1 / 10061)

Definition

The process, also known as portfolio management, that allows organisations to clearly

articulate their strategic business direction and leverage this strategy through a rigorously

managed product / service / production process pipeline. Portfolio management enables




decision makers to make the right innovation investment and drive the operational

execution of their NPD projects.

2.2.1 Evaluate market performance of existing products / services / production processes (PCF 2.1.1 / 10063)

Definition

The process of understanding the differences between each individual existing product /

service / production process in terms of it’s customer need satisfaction features and it’s

contribution to the profit picture.


2.2.1.1 Conduct primary and secondary market research on product / service / production process performance 2.2.1.2 Compare product / service / production process actual performance against targeted performance 2.2.1.3 Sort products / services / production processes into ranked performance framework

2.2.2 Define desired product / service / production process development requirements (PCF 2.1.2 / 10064)

Definition

The process of packaging up proposals for new products / services / production processes,

or improvement specifications for existing products / services / production processes, into a

business case style format for submission into a portfolio management process.


2.2.2.1 Identify potential improvements to existing products / services / production processes (PCF 2.1.2.1 / 10068)

2.2.2.2 Identify potential new products / services / production processes (PCF 2.1.2.2 / 10069)

2.2.3 Confirm product / service / production process concepts align with business goals (PCF 2.1.4 / 10066)

Definition

The process of operating a cross-functional decision-making committee that assesses the

merits of new or upgraded product / service / production process proposals based on how

well they support the strategic intent and profit / performance objectives of the

organisation.





2.2.3.1 Develop or refresh product / service / production process portfolio objectives, strategy, policy and high-level selection and assessment criteria, including cost and quality targets (PCF 2.1.4.1 / 10073)

2.2.3.2 Develop business cases in support of product /service / production process portfolio submissions

2.1.3.3 Assemble unconstrained list of all product / service / production process, with supporting rationale, and conduct screen-out review based on individual contribution of candidates

2.1.3.4 Conduct screen-in assessment of long-list, based on joint individual and portfolio contribution of candidates, to generate priority and resource ranked short-list of portfolio candidates (PCF 2.1.4.2 / 10074)

2.2.3.5 Plan for existing portfolio product / service / production process offering modifications (PCF 2.1.4.4 / 10076)

2.1.3.6 Assign resources to products / services / production processes admitted to portfolio and agree detailed objectives, plans, development timings & budgets

against business cases (PCF 2.1.4.3 / 10075)

2.1.3.7 Execute portfolio plans

2.1.3.8 Review status and validate continued relevance of products / services / production processes being developed versus plans and business cases

2.2.3.9 Manage pending product / service / production process portfolio candidates

2.2.4 Manage product, service and production process lifecycle (PCF 2.1.5 / 10067)

Definition

The process of managing the full lifecycle of competitive products, services and production

processes from development and growth to maturity and decline.


2.2.4.1 Introduce and manage new/improved products / services / production processes (PCF 2.1.5.1 / 10077)

2.2.4.2 Retire outdated products / services / production processes (PCF 2.1.5.2 / 10078)

2.2.4.3 Identify / Review and refine performance indicators (PCF 2.1.5.3 / 10079)

2.3 Confidence to Catalogue (PCF 2.2 / 10062)

Definition

The process of designing, developing and delivering competitive products, services and

production processes to the marketplace and proactively managing them throughout their

lifecycle.




2.3.1 Create an innovation and development framework

Definition

The process of creating distinctive products, services, production processes and methods of

working.


2.3.1.1 Implement concurrent engineering

2.3.1.2 Implement value engineering

2.3.1.3 Implement ‘design for X’ environment

2.3.1.4 Implement project management

2.3.1.5 Identify design and development performance indicators (PCF 2.2.1.9 / 10091)

2.3.2 Design, build, and evaluate products, services and processes (PCF 2.2.1 / 10080)

Definition

The process of exploring, developing, testing and launching new products / services /

production processes, and reshaping existing ones to create new markets and growth

opportunities.


2.3.2.1 Assign resources to product / service / process projects (PCF 2.2.1.1 / 10083)

2.3.2.2 Refine / Detail plans and business cases, including performing technical assessment (PCF 2.2.1.2 / 10084)

2.3.2.3 Develop customer led new product / service / process design specifications (PCF 2.2.1.3 / 10085)

2.3.2.4 Refine existing product / service / process design specifications as per customer led improvement reviews

2.3.2.5 Document design specifications (PCF 2.2.1.4 / 10086)

2.3.2.6 Conduct mandatory and elective external reviews; e.g. regulatory (PCF 2.2.1.5 / 10087)

2.3.2.7 Build prototypes (PCF 2.2.1.6 / 10088)

2.3.2.8 Eliminate quality and reliability problems (PCF 2.2.1.7 / 10089)

2.3.2.9 Conduct in-house product / service / process testing & feasibility evaluation (PCF 2.2.1.8 / 10090)




2.3.2.10 Collaborate on design and development with suppliers and strategic alliance partners (PCF 2.2.1.10 / 10092)

2.3.3 Test market for new or revised products / services / production processes (PCF 2.2.2 / 10081)

Definition

The process of conducting a single, time-limited evaluation of new or upgraded products /

services / production processes prior to their general market launch such that any necessary

or desirable changes to the item or its launch process can be identified and rectified.


2.3.3.1 Prepare detailed market study (PCF 2.2.2.1 / 10093)

2.3.3.2 Conduct end customer / channel partner tests and interviews (PCF 2.2.2.2 / 10094)

2.3.3.3 Participate in end customer / channel partner tests and interviews

2.3.3.4 Analyse results and finalise product / service / production process features and functional characteristics and business cases (PCF 2.2.2.3 / 10095)

2.3.3.5 Finalise technical requirements (PCF 2.2.2.4 / 10096)

2.3.3.6 Identify requirements for changes to production / delivery processes (PCF 2.2.2.5 / 10097)

2.3.3.7 Launch product / service

2.3.4 Prepare for production launch (PCF 2.2.3 / 10082)

Definition

The process of integrating production activities with other functional areas in an effort to

meet marketplace demands for speed, quality and cost control when launching a new

product, service or production process.


2.3.4.1 Develop & test prototype product / service delivery process (PCF 2.2.3.1 / 10098)

2.3.4.2 Design and obtain necessary materials and equipment (PCF 2.2.3.2 / 10099)

2.3.4.3 Install and validate production process or methodology (PCF 2.2.3.3 / 10100)

2.3.4.4 Enter Product / Service data (e.g. Description, Pricing, BOM, Routing) into relevant IT systems and maintain data

2.3.4.5 Accomplish production handover




3.0 Budget to Plan (PCF 4.1 / 10215)

The process of turning unconstrained future projections about marketplace sales

opportunities and knowledge of available business budgets into constrained, balanced,

measurable, actionable and agreed plans for coordinated execution by all parts of the

organisation.

3.1 Budget to Forecast

Definition

The process by which organisations ponder and prepare for the future is called forecasting.

It involves predicting the future outcome of various business decisions e.g. the future of an

existing or proposed product or service line.

3.1.1 Develop sales forecast (PCF 3.3.1 / 10129)

Definition

The process of projecting future sales demand based on historical data and intelligence

information about likely changes in future market conditions (e.g. end customer / channel

partner sentiment).

3.1.2 Develop capacity forecast (PCF 4.1.2 / 10222)

Definition

The process of determining the necessary resources to meet the production objectives.

3.1.3 Develop tiered supply forecast (PCF 4.2.1 / 10277)

Definition

The process of identifying, communicating and securing the supply of raw materials

projected as needed to meet the forecast production and service delivery demands of the

organisation.

3.1.4 Develop financial forecast (PCF 8.1.1.3 / 10773)

Definition

The process of estimating the future financial outcomes of an organisation.




3.2 Forecast to Constrain

Definition

The process, commonly referred to as Sales & Operations Planning (S&OP), leading to one

common, achievable execution plan for the business. It takes into account demand, the

supply of available capacity and other key business constraints.

3.2.1 Conduct sales / key account plan reviews

Definition

The process of establishing, by sales region / area, whether and how actual / probable sales

to regular or key account customers will differ from those predicted in the most recent sales

forecast, typically with a particular focus on the next 1-3 months which are of particular

importance to accurate S&OP planning and its subsequent execution.

3.2.2 Establish demand consensus and communicate agreed demand profile

Definition

The process of agreeing a definitive version of a single ‘demand plan’ for the ‘global’

organisation from a combination of sales forecasts, sales team feedback and market

intelligence from all sales regions / areas and then communicating it through-out the ‘global’

organisation.

3.2.3 Establish supply chain capacity / constraints (e.g. manufacturing, logistics and procurement) and communicate required supply profile

Definition

The process of establishing the available ‘global’ supply chain capacity for the period

covered by the demand plan, and it’s constraints, such that decisions can be taken regarding

how and when to allocate resources to making different products / services and selling them

to different customers.

3.2.4 Hold S&OP meeting and publish agreed S&OP

Definition

The process of setting the overall, ‘global’ level of production output and other activities to

best satisfy the current planned levels of ‘global’ sales (i.e. as expressed in the demand plan)

while meeting general business objectives of profitability, productivity, competitive

customer lead times, etc as expressed in the overall business plan.




3.3 Constrain to Plan

Definition

The process for individual business units / sites of planning the optimal movements of raw

materials through the production process and then as finished products or services to be

transported to the end customer or channel partner by promoting efficiency, reducing

waste, executing speedy and accurate delivery and managing as for a total supply chain.

3.3.1 Create inbound materials plan (PCF 4.1.3 / 10223)

Definition

The process of managing the planning and control of all inbound materials (i.e. including

finished goods and raw materials / component parts) into individual business unit / site

organisations.

3.3.2 Create and manage master production schedule [MPS] (PCF 4.1.4 / 10224)

Definition

The process that translates the agreed S&OP plan into a dynamic and comprehensive

product production / service delivery schedule envelope for each individual business unit /

site organisation. This will be consumed by ATP order promising / confirmation activities in

response to end customer / channel partner orders as they are received and/or by meeting

stock replenishment objectives.

3.3.3 Plan distribution requirements (PCF 4.1.5 / 10225)

Definition

The process of planning logistics activities associated with outbound transportation,

warehousing, inventory levels, materials handling, order administration, and any industrial

packaging needed to support outbound distribution operations.




4 .0 Opportunity to Order (PCF 3.0 / 10004)

The process of developing strategies and procedures to position products and services in the

marketplace and achieve high levels of market share, revenue and profit margin.

4.1 Opportunity to Offering (PCF 3.1 / 10101)

Definition

The process of analysing market and end customer / channel partner information to create

and maintain a competitive business position.

4.1.1 Perform end customer / channel and market intelligence analysis (PCF 3.1.1 / 10106)

Definition

The process for discovering what end customers / channel partners want, need or believe. It

can also involve discovering how they act. Once that research is completed, it can be used

to determine how to market a product or service.

4.1.2 Evaluate and prioritise market opportunities (PCF 3.1.2 / 10107)

Definition

The process of giving a sales and marketing team actionable intelligence on what products

and services are of most interest to potential end customers / channel partners.

4.1.3 Develop marketing strategy (PCF 3.2 / 10102)

Definition

The process of enabling an organisation to concentrate its limited resources on the greatest

opportunities to increase sales & profits and achieve a sustainable competitive advantage. A

marketing strategy should be centred around the key concept that customer satisfaction is

the main goal.

4.2 Offering to Target (PCF 3.4 / 10104)

Definition

The process of translating marketplace changes into specific ideas for targeted business

opportunities and sales campaigns / programmes to take advantage of them.




4.2.1 Establish goals, objectives and metrics for products / services by end customer / channel / segment (PCF 3.4.1 / 10148)

Definition

The process of developing a marketing plan that contains the set of specific actions and

measures required to successfully implement the marketing strategy. Most commonly a

marketing plan is a written document detailing the necessary actions to achieve one or more

marketing strategy objectives.

4.2.2 Establish presence in emerging markets

Definition

The process of identifying opportunity, and expanding into new markets with strong sales

potential, to increase global market share.

4.2.3 Develop message and manage media (PCF 3.4.3 / 10150)

Definition

The process of designing the strategies to be adopted for influencing the buying public / end

customer in their uptake of a product or service, and deciding on the aspect to be advertised

and which channel(s) to employ, based on the desired image of the organisation and its

present marketing objectives.

4.2.4 Develop and manage pricing (PCF 3.4.4 / 10151)

Definition

The process of developing approaches to pricing designed to sustainably capture the

maximum revenue and profit potential from an organisation’s end customers / channel

partners.

4.2.5 Develop and manage advertising and promotional activities (PCF 3.4.5 / 10152)

Definition

The process of reaching target audiences with focused messages about the benefits of

products and services to encourage purchasing behaviours.

4.2.6 Track end customer / channel partner management measures (PCF 3.4.6 / 10153)

Definition




The process of measuring, managing and improving customer performance and focus to

determine whether an organisation is achieving an adequate return by customer from its

marketing investments in its selected target markets.

4.2.7 Develop and manage packaging / bundling strategy (PCF 3.4.7 / 10154)

Definition

The process of developing a strategy for enclosing or protecting products for marketing,

distribution, storage, information transmission, sale and use purposes. By extension

‘bundling’, which is the addition of further items into the purchase transaction related to an

otherwise ‘stand-alone’ product or service, usually for promotional reasons, is the process of

combining multiple normally separate items together into a single saleable unit.

4.3 Target to Dialog (PCF 3.5 / 10105)

Definition

The process of building market share capture opportunities by converting prospective end

customer and/or channel partner discussion of ‘ideas’ for doing business together to

‘engagement’ in a serious sales proposition dialog (e.g. bid request or formal enquiry) as

relates to those ideas.

4.3.1 Manage sales force (PCF 3.5.5 / 10186)

Definition

The process of attaining an organisation's sales goals in an effective & efficient manner

through planning, staffing, training, leading and controlling organisational resources.

4.3.2 Generate end customer / channel partner leads (PCF 3.5.1 / 10182)

Definition

The process of generating prospective end customer / channel partner interest or enquiry

into an organisation’s products or services.


4.3.2.1 Identify potential new end customer / channel partner prospects (PCF 3.5.1.1 / 10188)

4.3.2.1.1 Develop or refine target end customer / channel partner profiles

4.3.2.1.2 Research and develop long-list of organisations matching target profiles

4.3.2.1.3 Filter long-list to develop short-list of organisations most likely to soon be




interested in products/services on offer

4.3.2.1.4 Source contact information for short-listed organisations

4.3.2.2 Mine existing end customer / channel partner customer database

4.3.2.2.1 Develop or refine criteria for identifying current customers likely to

repurchase soon

4.3.2.2.2 Search database of current customers against criteria to develop list of

matches

4.3.2.2.3 Review histories of match list organisations for further information relevant

to sales

4.3.2.2.4 Compile brief dossier of match list organisations for sales use, including

contact information

4.3.2.3 Identify and qualify leads (i.e. new prospect AND existing customer) (PCF 3.5.1.2 / 10189)

4.3.2.3.1 Identify value proposition(s) most likely to succeed with the target

organisations

4.3.2.3.2 Review prospect / customer expressions of interest or enquiries recorded in

database for relevant queries

4.3.2.3.3 Contact target organisations and probe interest in value proposition(s)

4.3.2.3.4 Indicate likely level of interest in value proposition(s) put forward (if any)

4.3.2.3.5 Indicate (if possible) specific products/services of particular relevance

4.3.2.3.6 Indicate (if appropriate) budget, timeline and other high-level purchasing

criteria

4.3.2.3.7 Record target organisation responses for analysis

4.3.2.3.8 Analyse target organisation responses to identify/confirm, qualify and

prioritise leads

4.3.2.4 Enter qualified prospect and any additional existing customer data into customer database. Enter ALL qualified leads into sales pipeline tracker

4.3.2.5 Maintain data in sales pipeline tracker

4.3.3 Respond to end customer and/or channel partner enquiries

Definition

The process of receiving, processing and responding to end customer and/or channel

partner enquiries quickly and efficiently.


4.3.3.1 Respond to information requests

4.3.3.1.1 Prepare RFI (Request For Information)

4.3.3.1.2 Send RFI (Request For Information)

4.3.3.1.3 Receive RFI (Request For Information)




4.3.3.1.4 Record / Confirm Enquirer Details and Prepare information

4.3.3.1.5 Send information and update sales pipeline tracker

4.3.3.1.6 Receive information

4.3.3.1.7 Review information

4.3.4 Sell to end customers and/or channel partners (PCF 3.5.3 / 10184)

Definition

The process of taking a specific sales proposition……comprising features, benefits,

availability and commercial terms……and making it available to an end customer and/or

channel partner for purchase via a bidding process or order placement.


4.3.4.1 Perform sales calls (PCF 3.5.3.1 / 10190)

4.3.4.1.0 Identify product or service candidates (i.e. end customer or channel partner initiated sales call)

4.3.4.1.1 Sell through a field sales force

4.3.4.1.2 Sell through retail channel partners

4.3.4.1.3 Sell through the Internet 4.3.4.1.3.1 Populate website with online product / service offerings catalogue

4.3.4.1.3.2 Maintain website product / service offerings catalogue

4.3.4.1.3.3 Select products / services and terms required from online catalogue

4.3.4.1.3.4 Log-in and confirm product / service selections

4.3.4.1.3.5 Select payment method and transport mode, then checkout or cancel

4.3.4.1.3.6 Submit order and payment details

4.3.4.1.3.7 Receive order and payment details

4.3.4.1.3.8 Transmit payment and order details to seller. Copy information to buyer email

4.3.4.1.3.9 Receive payment and order details

4.3.4.1.3.10 Send payment declined message

4.3.4.1.3.11 Receive payment declined message

4.3.4.1.3.12 Send online order. Copy information to buyer email

4.3.4.1.3.13 Send offline payment

4.3.4.1.3.14 Receive online order 4.3.4.1.3.15 Hold online order(s) pending payment confirmation 4.3.4.1.3.16 Enter user contact & delivery details / preferences and register

4.3.4.1.3.17 Give registered user(s) access to online ‘customer only’ environment(s)

4.3.4.1.3.18 Send registered user ‘customer only’ access details

4.3.4.1.3.19 Receive registered user ‘customer only’ access details




4.3.4.1.4 Sell through telesales (a.k.a make sales calls)

4.3.4.1.4.1 Select qualified leads from sales pipeline tracker

4.3.4.1.4.2 Contact lead to confirm or establish product / service match to customer requirements and co-develop next steps 4.3.4.1.4.3 Receive contact from seller to confirm or establish product / service match to requirements and co-develop next steps 4.3.4.1.4.4 Agree next steps

4.3.4.1.4.5 Action next steps 4.3.4.1.4.6 Update sales pipeline tracker

4.3.4.1.5 Sell through direct marketing

4.3.4.1.6 Sell through wholesaler and distributor channel partners

4.3.4.2 Perform pre-sales activities [including bid responses] (PCF 3.5.3.2 / 10191)

4.3.4.2.1 Send RFQ (Request For Quotation)

4.3.4.2.2 Receive RFQ (Request For Quotation)

4.3.4.2.3 Qualify RFQ (Request For Quotation)

4.3.4.2.4 Assess risk

4.3.4.2.5 Prepare quote

4.3.4.2.6 Manage and approve quote

4.3.4.2.7 Send quote

4.3.4.2.8 Receive quote

4.3.4.2.9 Analyse quote

4.3.4.2.10 Send quote acceptance

4.3.4.2.11 Manage quote

4.3.4.2.12 Send quote rejection

4.3.4.2.13 Receive quote rejection

4.3.4.2.14 Send RFQ (Request For Quotation) rejection

4.3.4.2.15 Receive RFQ (Request For Quotation) rejection

4.3.4.2.16 Receive quote acceptance

4.3.4.3 Close the sale (PCF 3.5.3.3 / 10192)

4.3.4.3.1 Prepare sales order request

4.3.4.3.2 Send sales order request

4.3.4.4 Record outcome of sales process (PCF 3.5.3.4 / 10193)

4.4 Dialog to Order (PCF 3.5.4 / 10184)

Definition




The process of meeting end customer and/or channel partner needs and expectations

throughout all stages of the order management process (i.e. order placement or bid award).

4.4.1 Accept and validate sales orders / bid awards (PCF 3.5.4.1 / 10194)

Definition

The process of evaluating and approving all sales orders / bid awards before they are

entered into the organisations formal accounting & operations system(s) which has the

objective of reducing potential problems and ensuring the highest level of customer service /

satisfaction.


4.4.1.1 Receive and manage sales order form and update customer database

4.4.1.3 Manage pending quotes

4.4.1.4 Validate sales order (incl. holding non-credit offline orders pending payment confirmation)

4.4.1.5 Send invalid sales order notice

4.4.1.6 Receive invalid sales order notice

4.4.2 Collect and maintain end customer / channel partner account information (PCF 3.5.4.2 / 10195)

Definition

The process of gathering, creating, updating and maintaining key information about the end

customers / channel partners who buy an organisations products and services.


4.4.2.1 Enter or update all additional end customer / channel partner data emerging from prospect or customer enquiries and customer sales orders into customer database

4.4.2.2 Enter or update all salient end customer / channel partner data emerging from other prospect or customer contact (e.g. sales force visit notes, customer feedback and complaints, marketing campaign responses, blue-bird expressions of interest, etc) into customer database

4.4.2.3 Maintain end customer / channel partner contact information and enquiry / sales order history in customer database

4.4.3 Determine product / service availability [i.e. allocate ATP] (PCF 3.5.4.3 / 10196)

Definition




The process of providing a response to customer order enquiries based on resource

availability. It generates available (i.e. stock) or predicted (i.e. planned) quantities of the

requested product / service, and the associated anticipated delivery dates.


4.4.3.1 Create sales order (including shipping mode if applicable)

4.4.4 Determine logistics and transportation options (PCF 3.5.4.4 / 10197)

Definition

The process of establishing the options available for the selection, transport and if necessary

further storage of products and/or service related items (e.g. as for an installation) from the

end of the production line or finished goods warehouse to the end customer / channel

partner.

4.4.5 Enter orders into system and identify / perform cross-sell / up-sell activity (PCF 3.5.4.5 / 10198)

Definition

The process of entering validated / accepted end customer or channel partner orders (i.e.

finalised orders) in the selling organisation’s order book (or computer system that provides

the same function) and then cross-correlating that order with supplementary, enhancement

or add-on products or services that might be of interest to the customer for communication

back to the salesperson(s). This process also includes the ongoing management of those

finalised orders to ensure successful, accurate and timely delivery to end customers or

channel partners.


4.4.5.1 Confirm sales order

4.4.5.2 Send sales order confirmation

4.4.5.3 Receive sales order confirmation

4.4.5.4 Manage confirmed sales orders

4.4.5.5 Create registered user(s) and send ‘customer only’ online access details

4.4.5.6 Receive ‘customer only’ online access details




4.4.6 Process back orders and updates (PCF 3.5.4.6 / 10199)

Definition

The process of the further processing of a sales order / bid award, that was not completed

(e.g. not finalised due to lack of material, resources, etc) at the time it was originally placed

and hence was never confirmed in full to the customer for delivery at a certain date, at a

time when it can be completed.


4.4.6.1 Manage pending sales order backlog

4.4.6.2 Send backorder status note

4.4.6.3 Receive backorder status note

4.4.7 Handle post-order enquiries including post-order fulfillment transactions (PCF 3.5.4.7 / 10200)

Definition

The process of customer service management and reply to end customer / channel partner

supplementary enquires after order placement and/or order fill completion.




5.0 Order to Cash – Products (PCF 4.0 / 10005)

The process of managing the production process from resource and project management, to

materials handling and production, to inventory and warehousing, to delivery and hand-over

to service support.

5.1 Order to Purchase (PCF 4.2 / 10216)

Definition

The process of taking a confirmed end customer or channel partner order and doing final

checks on customer credit and also of planning for and acquiring the necessary resources to

ensure that the company has the capacity and materials / services availability needed to

produce its products.

5.1.1 Process customer credit (PCF 8.2.1 / 10742)

Definition

The process that enables a vendor of goods or services to validate to a reasonable degree of

probability that an end customer / channel partner placing an order with them is in a

position to make timely payment(s) for the ordered item(s) and is also likely to do so.


5.1.1.1 Establish credit policies (PCF 8.2.1.1 / 10789)

5.1.1.2 Analyse / Approve new account applications (PCF 8.2.1.2 / 10790)

5.1.1.3 Review existing accounts (PCF 8.2.1.3 / 10791)

5.1.1.4 Produce credit / collection reports (PCF 8.2.1.4 / 10792)

5.1.1.5 Reinstate or suspend accounts based on credit policies and checks (PCF 8.2.1.5 / 10793)

5.1.1.5.1 Update customer account credit status

5.1.1.6 Release or suspend orders based on account status

5.1.1.6.1 Check customer credit status

5.1.1.6.2 Place order(s) on credit hold

5.1.1.6.3 Send credit hold status

5.1.1.6.4 Receive credit hold status

5.1.1.6.5 Update customer order credit hold status




5.1.2 Purchase materials, supplies and services (PCF 4.2.3 / 10279)

Definition

The process of purchasing materials and supplies comprises procedures and activities to

acquire goods and services for the company of optimum quality, in the correct quantity, in a

timely manner, and at the lowest total cost.


5.1.2.0 Raise and manage purchase requisitions

5.1.2.0.1 Create purchase requisition(s)

5.1.2.0.2 Submit purchase requisition(s)

5.1.2.0.3 Receive purchase order

5.1.2.0.4 Receive purchase request rejection

5.1.2.0.5 Receive quote rejection note

5.1.2.1 Review and process requisitions (PCF 4.2.3.1 / 10292)

5.1.2.1.1 Receive purchase requisition(s)

5.1.2.1.2 Review purchase requisition(s)

5.1.2.2 Approve requisitions (PCF 4.2.3.2 / 10293)

5.1.2.2.1 Send purchase requisition rejection(s)

5.1.2.3 Solicit and track vendor quotes (PCF 4.2.3.3 / 10294)

5.1.2.3.1 Prepare RFQ (Request For Quotation)

5.1.2.3.2 Manage RFQs (Requests For Quotations)

5.1.2.3.3 Send RFQ (Request For Quotation)

5.1.2.3.4 Receive RFQ (Request For Quotation)

5.1.2.3.5 Review RFQ (Request For Quotation)

5.1.2.3.6 Prepare quote

5.1.2.3.7 Send quote

5.1.2.3.8 Receive quote

5.1.2.3.9 Analyse quote




5.1.2.3.10 Send quote rejection note

5.1.2.3.11 Receive quote rejection note

5.1.2.3.12 Send RFQ (Request For Quotation) rejection

5.1.2.3.13 Receive RFQ (Request For Quotation) rejection

5.1.2.3.14 Add supplier to approved database

5.1.2.4 Place and distribute purchase orders (PCF 4.2.3.4 / 10295)

5.1.2.4.1 Create purchase order (including shipping mode if applicable)

5.1.2.4.2 Send offline purchase order

5.1.2.4.3 Receive offline purchase order

5.1.2.4.4 Submit online purchase order

5.1.2.4.5 Receive online purchase order

5.1.2.5 Expedite orders and satisfy inquiries (PCF 4.2.3.5 / 10296)

5.1.2.5.1 Manage purchase orders

5.1.2.6 Record receipt of goods (PCF 4.2.3.6 / 10297)

5.1.2.6.1 Receive item(s)

5.1.2.7 Investigate and resolve exceptions (PCF 4.2.3.7 / 10298)

5.1.2.8 Enter supplier data into relevant IT systems and maintain data

5.2 Purchase to Pay

Definition

The process that covers the activities of receiving, inspecting, storing, paying for, accounting

for and managing inventories of goods and services purchased by the organisation.

5.2.1 Plan inbound material flow logistics (PCF 4.5.2 / 10339)

Definition

The process of planning and managing the logistical flow of raw materials, components,

subassemblies, services and information into the enterprise…… commonly termed ‘inbound

materials management’.





5.2.1.1 Plan inbound material receipts (PCF 4.5.2.1 / 10349)

5.2.1.2 Manage inbound material flow (PCF 4.5.2.2 / 10350)

5.2.1.2.1 Load, send and track item(s)

5.2.1.3 Monitor inbound delivery performance (PCF 4.5.2.3 / 10351)

5.2.1.4 Manage flow of returned and/or rejected items (PCF 4.5.2.4 / 10352)

5.2.2 Manage / Operate inbound warehousing (PCF 4.5.3 / 10340)

Definition

The process of warehousing or storing items begins when the warehouse receives the raw

materials and ends when goods are moved into the production area for use in scheduled

production operations……at the lowest cost consistent with operational requirements and

expectations.


5.2.2.1 Track inbound inventory deployment (PCF 4.5.3.1 / 10353)

5.2.2.2 Receive, inspect, and store inbound deliveries (PCF 4.5.3.3 / 10354)

5.2.2.2.1 Inspect item(s)

5.2.2.2.2 Generate GRN (Goods Received Note)

5.2.2.2.3 Place item(s) in inventory

5.2.2.2.4 Send item collection note

5.2.2.2.5 Receive item collection note

5.2.2.3 Track raw materials & spares availability and inventory accuracy (PCF 4.5.3.5 / 10357)

5.2.2.3.1 Update inventory records

5.2.2.3.2 Send inventory update note

5.2.2.3.3 Receive inventory update note

5.2.2.4 Track 3PL / VMI shipping and storage performance (PCF 4.5.3.6 / 10358)

5.2.2.5 Manage physical raw materials& spares inventory (PCF 4.5.3.7 / 10359)

5.2.2.5.1 Move materials to storage area

5.2.2.5.2 Return materials to storage

5.2.2.5.3 Update materials inventory




5.2.2.5.4 Disposition materials

5.2.3 Manage payments to suppliers

Definition

The process of ensuring that authorisation is given for payments to suppliers for products

and services provided such that they will be paid in line with existing T&Cs.


5.2.3.1 Verify accounts payables [A/P] pay file with PO vendor master file (PCF 8.6.1.1 / 10869)

5.2.3.2 Maintain / manage electronic commerce (PCF 8.6.1.2 / 10870)

5.2.3.3 Audit invoices and key data [e.g. 3-way match] in A/P system

(PCF 8.6.1.3 / 10871)

5.2.3.4 Approve payments (PCF 8.6.1.4 / 10872)

5.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342)

Definition

The process of planning, implementing and controlling the efficient, cost effective flow of

raw materials, in-process inventory, finished goods, reusable packaging and/or related

information from the point of consumption back to the point of origin for the purpose of

maintenance / repair, recapturing value or proper disposal.


5.2.4.1 Identify, authorise and process returns (PCF 4.5.5.1 / 10364)

5.2.4.1.1 Prepare RMA (Returned Material Authorisation) request

5.2.4.1.2 Send RMA (Returned Material Authorisation) request

5.2.4.1.3 Receive RMA (Returned Material Authorisation) request

5.2.4.1.4 Send RMA (Returned Material Authorisation) authorization

5.2.4.1.5 Send RMA (Returned Material Authorisation) rejection

5.2.4.2 Perform reverse logistics (PCF 4.5.5.2 / 10365)

5.2.4.2.1 Load, return and track item(s)

5.2.4.2.2 Receive returned item(s)




5.2.4.2.3 Load, send and track replacement item(s)

5.2.4.2.4 Send returns rejection

5.2.4.2.5 Raise and send credit note(s)

5.2.4.3 Manage and process warranties and claims (PCF 4.5.5.4 / 10367)

5.2.4.3.1 Manage returned items

5.2.4.4 Track and analyse return categories [e.g. DOAs] for improvement opportunities

5.2.5 Monitor environmental, health and safety (EH&S) performance

Definition

The process of recording, measuring and reporting the effect of production operations on

employee health, safety and the environment.

5.3 Pay to Produce (PCF 4.3. / 10217)

Definition

The process of converting resources or inputs into products is about mining, managing and

leveraging the expertise of employees and appropriate production technologies / techniques

in a manufacturing environment to gain the highest possible levels of efficiency and

productivity as relates to product output.

5.3.1 Schedule production (PCF 4.3.1 / 10303)

Definition

The process of determining the sequence of activities for a smooth and efficient flow of

product through the manufacturing process while balancing resources, eliminating

bottlenecks and keeping output matched to customer demand.


5.3.1.1 Generate line level plan (PCF 4.3.1.1 / 10306)

5.3.1.1.1 Manage product fill request(s)

5.3.1.1.2 Request material(s)

5.3.1.2 Generate detailed run / batch schedule (PCF 4.3.1.2 / 10307)

5.3.1.3 Schedule production orders and create raw material lots / kits (PCF 4.3.1.3 / 10308)




5.3.1.3.1 Schedule production

5.3.1.3.2 Submit materials call-off request

5.3.1.3.3 Receive materials call-off request

5.3.1.3.4 Create materials kitting list

5.3.1.3.5 Kit materials

5.3.1.4 Release production orders and release raw material lots / kits (PCF 4.3.1.4 / 10309)

5.3.1.4.1 Raise, release and manage production orders

5.3.2 Make and package product (PCF 4.3.2 / 10304)

Definition

The process of utilising raw materials, subassemblies, parts, and services to create a

company's products and packaging them for distribution to end customers and channel

partners.


5.3.2.1 Manage and move raw material inventory to production area (PCF 4.3.2.1 / 10310)

5.3.2.1.1 Release materials and move to production area

5.3.2.2 Execute detailed line run / batch schedule (PCF 4.3.2.2 / 10311)

5.3.2.2.1 Access materials

5.3.2.2.2 Execute production

5.3.2.2.3 Update production order(s)

5.3.2.2.4 Close production order(s)

5.3.2.3 Perform in-line quality testing (PCF 4.3.4 / 10369)

5.3.2.3.1 Perform testing using the standard testing procedure (PCF 4.3.4.1 / 10374)

a.k.a. Inspect / Test item(s)

5.3.2.3.2 Record test results (PCF 4.3.4.2 / 10375)

5.3.2.4 Package and move finished goods to storage area

5.3.2.4.1 Package item(s) as finished goods

5.3.2.4.2 Move item(s) to finished goods storage

5.3.2.5 Rerun / Rework / Scrap defective items (PCF 4.3.2.3 / 10313)




5.3.2.6 Assess production performance (PCF 4.3.2.4 / 10314)

5.3.3 Perform post-production random quality testing (PCF 4.3.4 / 10369)

Definition

The process of assuring product quality entails ensuring that a company's products (whether

goods or services) conform to end customer and channel partner requirements and are fit

for end customer use.

5.3.4 Maintain production records and manage lot & batch / run traceability (PCF 4.3.5 / 10370)

Definition

The process of maintaining production records for the purposes of accounting, business

management, product recall / traceability, statutory tax and regulatory compliance reasons.

5.3.5 Manage fixed assets

Definition

The process of maximising financial return on investments in long-lived, tangible assets such

as plant, property and equipment.

5.3.6 Schedule and perform maintenance (PCF 4.3.3 / 10305)

Definition

The process of monitoring the performance of production equipment, machines and tools;

determining optimum maintenance intervals; and acquiring services, replacement parts and

supplies as necessary for effective maintenance and operational safety / reliability.


Definition



5.4 Produce to Cash (PCF 4.5 / 10219)

Definition




The process of creating and implementing efficient, accurate and cost-effective delivery of

goods to end customers and channel partners and where appropriate providing reverse

logistics operations.

5.4.1 Manage / Operate outbound warehousing (PCF 4.5.3 / 10340)

Definition

The process of warehousing or storing products begins when the warehouse receives the

finished product and ends when goods are loaded onto a vehicle for delivery or received by

a carrier……at the lowest cost consistent with end customer / channel partner requirements

and expectations.


5.4.1.1 Track outbound inventory deployment (PCF 4.5.3.1 / 10353)

5.4.1.1.1 Select confirmed orders to fill

5.4.1.2 Receive and store finished goods (PCF 4.5.3.2 / 10354)

5.4.1.2.1 Store finished goods

5.4.1.2.2 Update finished goods inventory

5.4.1.3 Track product availability and inventory accuracy (PCF 4.5.3.3 & 4.5.3.5 / 10355 & 10357)

5.4.1.3.1 Request product(s)

5.4.1.4 Pick, pack, and ship product for delivery to end customers / channel partners (PCF 4.5.3.4 / 10356)

5.4.1.4.1 Create pick list(s)

5.4.1.4.2 Pick item(s)

5.4.1.4.3 Inspect and pack item(s)

5.4.1.4.4 Create delivery note

5.4.1.4.5 Load, send and track OR provision item(s)

5.4.1.4.6 Send despatch advice

5.4.1.4.7 ID and disposition faulty item(s)

5.4.1.4.8 Receive despatch advice

5.4.1.4.9 Receive and inspect item(s)

5.4.1.5 Track 3PL / VMI shipping and storage performance (PCF 4.5.3.6 / 10358)

5.4.1.6 Manage physical finished goods inventory (PCF 4.5.3.7 / 10359)




5.4.2 Manage / Operate outbound transportation (PCF 4.5.4 / 10341)

Definition

The process of deploying, maintaining, protecting, tracking and disposing of transportation

vehicles and other mechanised / mobile equipment used in the outbound distribution of

goods and services to customers.


5.4.2.1 Plan, transport, and deliver outbound product to end customers / channel partners (PCF 4.5.4.1 / 10360)

5.4.2.2 Track carrier delivery performance (PCF 4.5.4.2 / 10361)

5.4.2.3 Manage (own) transportation fleet (PCF 4.5.4.3 / 10362)

5.4.2.4 Review and audit carrier invoices and documents (PCF 4.5.4.4 / 10363)

5.4.3 Invoice the end customer / channel partner (PCF 8.2.2 / 10743)

Definition

The process of invoicing end customers and channel partners for products and services.


5.4.3.1 Maintain end customer / channel partner and product master files (PCF 8.2.2.1 / 10794)

5.4.3.2 Generate customer invoicing data (PCF 8.2.2.2 / 10795)

5.4.3.2.1 Prepare invoice(s), including periodic auto-repeaters

5.4.3.3 Transmit invoicing data to end customers / channel partners (PCF 8.2.2.3 / 10796)

5.4.3.3.1 Send invoice(s)

5.4.3.3.2 Receive invoice(s) / credit note(s)

5.4.3.4 Post receivable entries (PCF 8.2.2.4 / 10797)

5.4.3.4.1 Pay invoice(s)

5.4.3.4.2 Receive payment(s)

5.4.3.5 Respond / Resolve end customer / channel partner billing enquires (PCF 8.2.2.5 / 10798)

5.4.3.5.1 Send invoice(s) / credit note(s) query

5.4.3.5.2 Receive invoice / credit note queries

5.4.3.5.3 Make invoice / credit note adjustments




5.4.3.5.4 Advise NO adjustments

5.4.3.5.5 Send adjusted invoice(s) / credit note(s) / advice

5.4.3.5.6 Raise credit note(s)

5.4.3.5.7 Send credit note(s)

5.4.4 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342)

Definition






5.4.4.1 Authorise and process returns (PCF 4.5.5.1 / 10364)

5.4.4.1.1 Request RMA (Returned Material Authorisation)

5.4.4.1.2 Receive RMA (Returned Material Authorisation) request

5.4.4.1.3 Send RMA (Returned Material Authorisation) authorization

5.4.4.1.4 Receive RMA (Returned Material Authorisation) authorization

5.4.4.1.5 Send RMA (Returned Material Authorisation) rejection

5.4.4.1.6 Receive RMA (Returned Material Authorisation) rejection

5.4.4.2 Perform reverse logistics (PCF 4.5.5.2 / 10365)

5.4.4.2.1 Load, return and track item(s)

5.4.4.2.2 Receive returned item(s)

5.4.4.2.3 Load, send and track replacement item(s)

5.4.4.2.4 Send returns rejection

5.4.4.2.5 Receive returns rejection

5.4.4.3 Perform salvage activities (PCF 4.5.5.3 / 10366)

5.4.4.4 Manage and process warranties and claims (PCF 4.5.5.4 / 10367)

5.4.4.5 Track and analyse return categories [e.g. DOAs] for improvement opportunities





Definition

The process of recording, measuring and reporting the effect of delivery operations on





5s.0 Order to Cash – Services (PCF 4.0 / 10005)

The process of managing the service delivery process from resource and project

management, to employee support and end customer / channel relations, to service delivery

and quality assurance.

5s.1 Order to Purchase (PCF 4.2 / 10216)

Definition

The process of taking a confirmed end customer or channel partner order and doing final

checks on customer credit and also of planning for and acquiring the necessary resources to

ensure that the company has the capacity and materials availability needed to deliver its

services.

5s.1.1 Process customer credit (PCF 8.2.1 / 10742)

Definition

The process that enables a vendor of goods or services to validate to a reasonable degree of

probability that an end customer / channel partner placing an order with them is in a

position to make timely payment(s) for the ordered item(s) and is also likely to do so.

5s.1.2 Purchase materials and supplies (PCF 4.2.3 / 10279)

Definition

The process of planning for and acquiring the necessary resources to ensure that the

company has the capacity and materials needed to deliver its services at the required level

of performance. This includes the requirement to purchase materials and supplies for the

company of optimum quality, in the correct quantity, in a timely manner, and at the lowest

total cost.

5s.2 Purchase to Pay

Definition

The process that covers the activities of receiving, inspecting, storing, paying for, accounting

for and managing inventories of goods and services purchased by the organisation.




5s.2.1 Plan inbound material flow (PCF 4.5.2 / 10339)

Definition

The process of planning and managing the logistical flow of raw materials, components,

subassemblies, services and information into the enterprise…… commonly termed ‘inbound

materials management’.

5s.2.2 Manage / Operate warehousing (PCF 4.5.3 / 10340)

Definition

The process of warehousing or storing / forwarding items begins when the warehouse

receives the materials and ends when goods are moved into the despatch area for use in

scheduled service delivery operations……at the lowest cost consistent with operational

requirements and expectations.

5s.2.3 Manage payments to suppliers

Definition

The process of ensuring that authorisation is given for payments to suppliers for products

and services provided such that they will be paid in line with existing T&Cs.

5s.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342)

Definition





5s.2.5 Monitor environmental, health and safety (EH&S) performance

Definition



5s.3 Pay to Service (PCF 4.3 / 10217)

Definition




The process of successfully delivering services to the end customer / channel partner that

meet their requirements and expectations.

5s.3.1 Schedule service delivery (PCF 4.3.1 / 10303)

Definition


service delivery while balancing resources, eliminating bottlenecks and keeping progress

matched to customer requirements.

5s.3.2 Deliver service (PCF 4.3.2 / 10304)

Definition

The process of utilising materials, supplies and skilled staff to deliver a company's services to

end customers and channel partners.

5s.3.3 Perform post-service random quality testing (PCF 4.3.4 / 10369)

Definition

The process of assuring service quality entails ensuring that a company's services conform to

end customer and channel partner requirements and are fit for end customer use /

operation.

5s.3.4 Maintain service records and manage materials traceability (PCF 4.3.5 / 10370)

Definition

The process of maintaining service records for the purposes of accounting, business

management, part recall / traceability, statutory tax and regulatory compliance reasons.


Definition

The process of recording, measuring and reporting the effect of service delivery operations

on employee health, safety and the environment.

5s.4 Service to Cash (PCF 4.5 / 10219)

Definition




The process of operating invoicing processes and systems to expedite collection of revenue,

provide superior customer service, and where appropriate offer reverse logistics services.

5s.4.1 Invoice the end customer / channel partner (PCF 8.2.2 / 10743)

Definition

The process of billing end customers and channel partners for services rendered.

5s.4.2 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342)

Definition


defective spares / support materials, defective / damaged or returned products, reusable

packaging and/or related information from the point of consumption back to the point of

origin for the purpose of maintenance / repair, recapturing value or proper disposal.


Definition

The process of recording, measuring and reporting the effect of service delivery operations

on employee health, safety and the environment.




6.0 Cash to Dispose (PCF 5.0 / 10006)

The process of providing after-sales support and problem resolution to retain end customers

and channel partners and build their loyalty.

6.1 Cash to Care (PCF 5.2 & 5.3 / 10379 & 10380)

Definition

The process of ensuring end customer and/or channel partner satisfaction after the point-of-

purchase / delivery by solving problems, responding to enquiries and maintaining ongoing

communication about activities and product / service offerings.

6.1.1 Plan and manage customer service work force (PCF 5.2.1 / 10387)

Definition

The process of achieving and maintaining an appropriately sized, productive, professional

and motivated customer service workforce.

6.1.2 Manage customer service requests / enquiries (PCF 5.2.2 / 10388)

Definition

The process of enabling a customer service request to be reliably and efficiently submitted,

routed, approved, monitored, delivered against and the outcome recorded.


6.1.2.1 Make customer service requests / enquiries

6.1.2.2 Receive and route customer service requests / enquiries

(PCF 5.2.2.1 & PCF 5.2.2.2 / 10394 & 10395)

6.1.2.3 Send customer service rejection with rationale

6.1.2.4 Receive customer service rejection with rationale

6.1.2.5 Log and handle warranty, claims and refund requests

6.1.2.6 Notify customer of warranty, claims or refund dispositions and/or further

actions they can / must take

6.1.2.7 Receive customer service notification

6.1.2.8 Open /Update support ticket. Analyse and resolve service request, together with

customer as necessary (PCF 5.2.2.3 / 10396)

6.1.2.9 Notify customer of resolution and/or further actions they can / must take.

Close / Update support ticket as appropriate

6.1.2.10 Prepare enquiry response and notify to customer

6.1.2.11 Notify customer of conditions applying and will terminate accordingly

6.1.2.12 Terminate product(s) / service(s)




6.1.2.13 Notify customer of termination

6.1.2.14 Delete ‘customer only’ online access as/if appropriate

6.1.2.15 Update customer profiles & service records and analyse

performance / trends

6.1.3 Manage end customer / channel complaints (PCF 5.2.3 / 10389)

Definition

The process of ensuring end customer and/or channel partner problems are identified and

resolved immediately and courteously so as to stem end customer and/or channel defection

and maintain high integrity of products, services and reputation.


6.1.3.1 Make customer feedback / complaints

6.1.3.2 Receive and route customer feedback / complaints

(PCF 5.2.3.1 & PCF 5.2.3.2 / 10397 & 10398)

6.1.3.3 Analyse feedback / complaints

6.1.3.4 Take actions as appropriate (PCF 5.2.3.3 / 10399)

6.1.3.5 Incorporate lessons as appropriate (PCF 5.2.3.3 / 10399)

6.1.3.6 Give feedback / response to customer (PCF 5.2.3.4 / 10400)

6.1.3.7 Receive feedback / response

6.1.2.8 Update customer profiles & records and analyse performance / trends

6.1.4 Measure end customer / channel satisfaction on customer service requests / enquiries handling (PCF 5.3.1 / 10401)

Definition

The process of systematically gathering data about customer satisfaction with the

organisation’s handling of requests / enquiries, analysing the data, and using the information

gleaned for making improvements to the customer service request / enquiry handing

process.

6.1.5 Measure end customer / channel satisfaction on customer service complaint handling and resolution (PCF 5.3.2 / 10402)

Definition


organisation’s complaint handling, analysing the data, and using the information gleaned for

making improvements to the customer service complaint handling handing process.




6.1.6 Measure end customer / channel satisfaction with products and services (PCF 5.3.3 / 10403)

Definition


organisation’s products and services, analysing the data, and using the information gleaned

for making improvements to those products and services.


Definition

The process of recording, measuring and reporting the effect of after-sales service

operations on employee health, safety and the environment.

6.2 Care to Repair (PCF 4.4 / 10218)

Definition

The process of providing end customers and channel partners with wide ranging support in

relation to goods and services to build satisfaction and loyalty as well as maintain

competitive advantage. This can include the process of delivering products to end

customers and ensuring a problem-free initial installation / commissioning according to

customer and product requirements. Whether product installation / commissioning is

required or not it will also include arranging a smooth hand-over to the customer service

support team as well as the provision of any necessary orientation to safe and effective use

of products.

6.2.1 Confirm specific service requirements for individual end customers / channel partners (PCF 4.4.1 / 10320)

Definition

The process of ensuring any applicable service support schemes and systems are properly

initiated such that they are able to address and resolve any problems end customers and/or

channel partners may encounter with products after the point-of-purchase and delivery.

Further, to also seek to ensure that any product issues when communicated by those

customers are correctly noted, diagnosed and understood……or, ideally, resolved……..to the

greatest extent feasible before any service visit is undertaken.




6.2.2 Identify, allocate and schedule resources to meet service requirements (PCF 4.4.2 / 10321)

Definition


service delivery while balancing resources, eliminating bottlenecks and keeping progress

matched to customer requirements.

6.2.3 Provide the service to specific end customers / channel partners (PCF 4.4.3 / 10322)

Definition

The process of utilising materials, supplies and skilled staff to deliver a company's services to

end customers and channel partners.

6.2.4 Ensure quality of service (PCF 4.4.4 / 10323)

Definition

The process of assuring service quality entails ensuring that a company's services conform to

end customer and channel partner requirements and are fit for end customer use /

6.2.5 Update end customer / channel partner profiles & service records and analyse performance / trends

Definition

The process of maintaining service records for the purposes of accounting, business



Definition

The process of recording, measuring and reporting the effect of after-sales service


6.3 Repair to Dispose

Definition

The process of decommissioning / uninstalling, making safe, removing / transporting and

appropriately disposing of goods, plant and equipment which have reached the end of their

economic life at which it is more cost effective to replace rather than repair or upgrade

them.




6.3.1 Confirm specific disposal service requirements for individual end customers / channel partners (PCF 4.4.1 / 10320)

Definition

The process of ensuring that any product disposal service requirements communicated by

customers are correctly noted and understood to the greatest extent feasible before any

disposal service work is scheduled or undertaken.

6.3.2 Identify, allocate and schedule resources to meet disposal service requirements (PCF 4.4.2 / 10321)

Definition


disposal service delivery while balancing resources, eliminating bottlenecks and keeping

progress matched to customer requirements.

6.3.3 Provide disposal service to specific end customers / channel partners (PCF 4.4.3 / 10322)

Definition

The process of utilising materials, equipment and skilled staff to deliver a company's disposal

services to end customers and channel partners.

6.3.4 Manage returns and reverse logistics (PCF 4.5.5 / 10342)

Definition

The process of planning, implementing and controlling the safe, efficient, cost effective flow

of disposed spares, products, reusable packaging and/or related information from the point

of consumption back to the point of dispositioning for the purpose of recapturing value or

proper disposal.

6.3.5 Manage dispositioning and safe disposal / scrappage

Definition

The process of deciding the ultimate disposal path and destination of defunct parts and

equipment such that their disposal / scrappage is safe, compliant with EH&S and other

regulation and maximises the recapture of value (e.g. reuse, refurbishment, recycling) where

feasible.

6.3.6 Ensure quality of service (PCF 4.4.4 / 10323)

Definition




The process of assuring disposal service quality entails ensuring that a company's disposal

services conform to end customer / channel partner, applicable statutory / regulatory and

other good practice requirements.

6.3.7 Update end customer / channel partner profiles & disposal records and analyse performance / trends

Definition

The process of maintaining disposal records for the purposes of accounting, business



Definition

The process of recording, measuring and reporting the effect of after-sales service disposal





7.0 Woo to Renew

The process of proactively managing all stakeholder relationships throughout an

organisation’s value chain from materials suppliers through to end customers and channel

partners, inclusive of the wider investment, industry and regulatory communities.

7.1 Supply to Review

Definition

The process of overseeing, and looking for mutually beneficial opportunities to improve,

supplier performance and quality in the fulfillment of contractual duties and obligations

between buyer and seller.

7.1.1 Select tiered suppliers and develop/maintain contracts (PCF 4.2.2 / 10278)

Definition

The process of finding, and then managing the relationship with, upstream (i.e. relative to

your own supply chain) vendors that can reliably and economically provide required raw

materials, components, subassemblies, input products or services to your organisation.

7.1.2 Appraise and develop tiered suppliers (PCF 4.2.4 / 10280)

Definition

The process of helping and developing your tiered supplier base such that the upstream

supply chain remains healthy and capable of good performance, as well as continuing to

improve its overall capabilities and offerings to the mutual benefit of both supplier(s) and

customer(s).

7.2 Collaborate to Refresh

Definition

The process of managing the organisational and contractual relationship between a

customer who is outsourcing some or all of an internal business function and the supplier

who has been selected to deliver that capability on the customer’s behalf.

7.2.1 Manage distribution relationships

Definition





customer who is outsourcing some or all of their distribution logistics supply chain and the

supplier (i.e. often a 3PL / 4PL) who has been selected to deliver that capability on the

customer’s behalf.

7.2.2 Manage IT relationships

Definition


customer who is outsourcing some or all of their internal IT / MIS function and the supplier

who has been selected to deliver that capability on the customer’s behalf.

7.2.3 Manage physical facilities (e.g. premises) relationships (PCF 9.0 / 10010)

Definition

The process of selecting/building, modifying, maintaining and protecting real estate, plants

& offices and furnishings to preserve or enhance their value.

7.3 Service to Retain

Definition

The process of managing overall operations more effectively around end customer and/or

channel partner behaviours to build long-term relationships that will optimise profitability

and revenue.

7.3.1 Confirm channel strategy (PCF3.2.3 / 10122)

Definition

The process of determining the most effective method of selling and distributing products,

and associated services, to end customers.

7.3.2 Develop channel partner relationships (PCF 3.3.2 / 10130)

Definition

The process of selecting and building a relationship with the channel, or combination of

channels, that will most effectively and successfully sell and distribute the organisations

products and services to end customers.




7.3.3 Manage channel partners (PCF 3.5.6 / 10187)

Definition

The process of organising the ways in which organisations reach and satisfy their end

customers. Channel management involves more than just distribution, and has been

described as management of how and where a product is used and of how the end customer

and the product interact.

7.3.4 Manage end customer key accounts (PCF 3.5.2 / 10183)

Definition

The process of managing those end customer and/or channel partner relationships that are

most important to an organisation. Key accounts are those end customers / channel

partners who produce most profit for an organisation, have the potential to do so, or are

those who are of strategic importance.

7.4 Invest to Comply (PCF 11.0 / 10012)

Definition

The process of ensuring the support and loyalty of key stakeholders through effective

relationship management.

7.4.1 Build and manage lender and analyst relationships (PCF 11.1.1 & 11.1.2 / 11035 & 11036)

Definition

The process of building strong relationships with banks and other financial institutions to

ensure access to low cost financing when needed.

7.4.2 Communicate [incl. corporate performance] with shareholders / stakeholders (PCF 11.1 & 11.1.3 / 11010 & 11037)

Definition

The process of providing the investment community with thorough, accurate and timely

information on business activities and finances and ensuring high levels of transparency in

corporate reporting to meet the information needs of key stakeholders and be seen as

ethically responsible.

7.4.3 Manage government and industry relations (PCF 11.2 / 11011)

Definition




The process of building strategic partnerships to exert influence into the legislative,

regulatory, political and industrial environments.

7.4.4 Manage relations with board of directors (PCF 11.3 / 11012)

Definition

The process of ensuring senior management and board members maintain open and

dynamic communication to guarantee knowledgeable and vigilant oversight of activities.

7.4.5 Manage legal and ethical issues (PCF 11.4 / 11013)

Definition

The process of managing legal and ethical issues through leadership example, sound policies,

strong internal communication and deep knowledge of business laws and regulations to

build a reputation for integrity, trust and good corporate citizenship.

7.4.6 Manage public relations programme (PCF 11.5 / 11014)

Definition

The process of using publicity, special events, public service and other brand enhancing

communications to create a positive public image that will protect and enhance the

company’s reputation.

7.4.7 Manage compliance

Definition

The process of ensuring government rules and regulations are followed in a timely and

responsible manner.




8.0 Record to Review

The process of defining, measuring, reporting, managing and protecting the performance of

financial resources and compliance obligations fundamental to the viability of the business.

8.1 Manage financial resources

Definition

The process of establishing policies and procedures to control spending, predict cash flow

and profit, maximise funding resources and minimise exposure to financial risks.

8.1.1 Manage cash flow

Definition

The process of mobilising funds, collecting payments, controlling disbursements, covering

shortfalls, forecasting cash needs, investing idle funds and compensating the banks that

support these actions.


8.1.1.1 Manage treasury and working capital

8.1.1.1.1 Manage treasury policies and procedures (PCF 8.7.1 / 10758)

8.1.1.1.2 Manage cash (PCF 8.7.2 / 10759)

8.1.1.1.2.1 Manage and reconcile cash positions (PCF 8.7.2.1 / 10893) 8.1.1.1.2.1.1 Receive bank account statements

8.1.1.1.2.1.2 Compare bank statement line items with internal records

8.1.1.1.2.1.3 Annotate cash account(s) as reconciled

8.1.1.1.2.1.4 Investigate discrepancy(s)

8.1.1.1.2.1.5 Adjust errant account(s)

8.1.1.1.2.1.6 Make statement(s) query

8.1.1.1.2.1.7 Receive statement(s) query

8.1.1.1.2.1.8 Send adjusted statement(s)

8.1.1.1.2.1.9 Receive adjusted statement(s)

8.1.1.1.2.1.10 Send NO error advice

8.1.1.1.2.1.11 Receive NO error advice

8.1.1.1.2.1.12 Conduct further investigations to resolve error

8.1.1.1.2.2 Manage international funds / consolidation (PCF 8.10 / 10737)

8.1.1.1.2.3 Manage cash equivalents (PCF 8.7.2.2 / 10894)




8.1.1.1.2.4 Process and oversee electronic fund transfers [EFTs] (PCF 8.7.2.3 / 10895)

8.1.1.1.2.5 Develop cash flow forecasts (PCF 8.7.2.4 / 10896)

8.1.1.1.2.6 Manage cash flows (PCF 8.7.2.5 / 10897)

8.1.1.1.2.7 Produce cash management accounting transactions and reports (PCF 8.7.2.6 / 10898)

8.1.1.1.2.8 Manage and oversee banking relationships (PCF 8.7.2.7 / 10899)

8.1.1.1.2.9 Analyse, negotiate, resolve and confirm bank fees (PCF 8.7.2.8 / 10900)

8.1.1.1.3 Manage in-house bank accounts (PCF 8.7.3 / 10760)

8.1.1.1.4 Manage debt and investment (PCF 8.7.4 / 10761)

8.1.2 Manage financial risk

Definition

The process of applying strategies and approaches to minimise exposure to financial risks.

8.2 Process finance and accounting transactions

Definition

The process of maintaining and analysing accurate financial performance data to support

strategic, tactical and operational decision making.

8.2.1 Process accounts payable [A/P] (PCF 8.6 & 8.6.1 / 10733 & 10756)

Definition

The process of paying bills on time and to optimise cash flow.


8.2.1.1 Process financial accruals and reversals (PCF 8.6.1.5 / 10873)

8.2.1.2 Process taxes (PCF 8.6.1.6 / 10874)

8.2.1.3 Research / resolve exceptions (PCF 8.6.1.7 / 10875)

8.2.1.4 Process / Make payments (PCF 8.6.1.8 / 10876)

8.2.1.4.1 Send despatch advice note

8.2.1.4.2 Send invoice(s)

8.2.1.4.3 Receive invoice(s)




8.2.1.4.4 Receive GRN(s) (Goods Received Note)

8.2.1.4.5 Receive purchase order(s)

8.2.1.4.6 Enter invoice(s)

8.2.1.4.7 Manage pending supplier invoice(s)

8.2.1.4.8 Pay supplier(s)

8.2.1.4.9 Receive payment(s)

8.2.1.4.10 Receive credit note(s)

8.2.1.4.11 Enter credit note(s)

8.2.1.4.12 Send credit note(s) query

8.2.1.4.13 Receive credit note(s) query

8.2.1.5 Respond to A/P inquires (PCF 8.6.1.9 / 10877)

8.2.1.5.1 Query payment(s)

8.2.1.5.2 Receive payment(s) query

8.2.1.5.3 Check query

8.2.1.5.4 Send payment(s) confirmation

8.2.1.5.5 Receive payment(s) confirmation

8.2.1.5.6 Amend invoice(s) payment details

8.2.1.6 Retain records (PCF 8.6.1.10 / 10878)

8.2.1.7 Adjust accounting records (PCF 8.6.1.11 / 10879)

8.2.2 Process payroll

Definition

The process of paying employee salaries, wages and other compensation in accordance with

company policies and government regulations.


8.2.2.1 Report time (PCF 8.5.1 / 10753)

8.2.2.1.1 Establish policies and procedures (PCF 8.5.1.1 / 10853)

8.2.2.1.2 Collect and record employee / contractor time worked (PCF 8.5.1.2 / 10854)

8.2.2.1.2.1 Complete timesheet form and attach supporting documentation

8.2.2.1.2.2 Submit completed timesheet form for approval

8.2.2.1.2.3 Review employee / contractor timesheet submission(s)

8.2.2.1.2.4 Notify employee / contractor of rejection and reasons

8.2.2.1.2.5 Submit timesheets for payments processing




8.2.2.1.2.6 Receive salary / wages payment(s)

8.2.2.1.3 Analyse and report paid and unpaid leave (PCF 8.5.1.3 / 10855)

8.2.2.1.4 Monitor regular, overtime and other hours (PCF 8.5.1.4 / 10856)

8.2.2.1.5 Analyse and report employee / contractor utilisation (PCF 8.5.1.5 / 10857)

8.2.2.2 Manage pay (PCF 8.5.2 / 10754)

8.2.2.2.1 Enter employee / contractor time worked into payroll system (PCF 8.5.2.1 / 10858)

8.2.2.2.2 Maintain and administer employee / contractor earnings information (PCF 8.5.2.2 / 10859)

8.2.2.2.3 Maintain and administer applicable deductions (PCF 8.5.2.3 / 10860)

8.2.2.2.4 Monitor changes in tax status of employees / contractors (PCF 8.5.2.4 / 10861)

8.2.2.2.5 Process and distribute payments (PCF 8.5.2.5 / 10862)

8.2.2.2.6 Process and distribute manual cheques (PCF 8.5.2.6 / 10863)

8.2.2.2.7 Process period end adjustments (PCF 8.5.2.7 / 10864)

8.2.2.2.8 Respond to employee / contractor payroll enquires (PCF 8.5.2.8 / 10865)

8.2.2.3 Process payroll taxes (PCF 8.5.3 / 10755)

8.2.2.3.1 Calculate and pay applicable payroll taxes (PCF 8.5.3.1 / 10866)

8.2.2.3.2 Produce and distribute employee / contractor annual tax statements (PCF 8.5.3.2 / 10867)

8.2.2.3.3 File regulatory payroll tax forms (PCF 8.5.3.3 / 10868)

8.2.3 Process accounts receivable, credit and collections (PCF 8.2 / 10729)

Definition

The process of collecting payment from customers for products delivered or services

rendered.


8.2.3.1 Process accounts receivable [A/R] (PCF 8.2.3 / 10744)

8.2.3.1.1 Establish A/R policies (PCF 8.2.3.1 / 10799)

8.2.3.1.2 Receive / Deposit customer payments (PCF 8.2.3.2 / 10800)

8.2.3.1.2.1 Manage pending customer invoices




8.2.3.1.2.2 Match payment(s)

8.2.3.1.2.3 Deposit payments

8.2.3.1.2.4 Send remittance advice / receipt

8.2.3.1.2.5 Review remittance advice / receipt

8.2.3.1.3 Apply cash remittances (PCF 8.2.3.3 / 10801)

8.2.3.1.4 Prepare A/R reports (PCF 8.2.3.4 / 10802)

8.2.3.1.5 Post A/R activity to the general ledger [G/L] (PCF 8.2.3.5 / 10803)

8.2.3.1.5.1 Post receivables entry

8.2.3.2 Manage and process collections (PCF 8.2.4 / 10745)

8.2.3.2.1 Establish policies for delinquent accounts (PCF 8.2.4.1 / 10804)

8.2.3.2.2 Analyse delinquent account balances (PCF 8.2.4.2 / 10805)

8.2.3.2.2.1 Review invoice aging

8.2.3.2.2.2 Identify delinquencies

8.2.3.2.3 Correspond / Negotiate with delinquent accounts (PCF 8.2.4.3 / 10806)

8.2.3.2.3.1 Take collection actions

8.2.3.2.4 Discuss account resolution with internal parties (PCF 8.2.4.4 / 10807)

8.2.3.2.5 Process adjustments / write-off balances (PCF 8.2.4.5 / 10808)

8.2.3.2.5.1 Secure payments

8.2.3.2.5.2 Reclassify & write off

8.2.3.2.5.3 Adjust accounts receivable entry(s)

8.2.3.3 Manage and process adjustments / deductions (PCF 8.2.5 / 10746)

8.2.3.3.1 Establish policies / procedures for adjustments (PCF 8.2.5.1 / 10809)

8.2.3.3.2 Analyse adjustments (PCF 8.2.5.2 / 10810)

8.2.3.3.3 Correspond / Negotiate with customers (PCF 8.2.5.3 / 10811)

8.2.3.3.3.1 Send payment(s) query

8.2.3.3.3.2 Receive payment(s) query




8.2.3.3.3.3 Make payment(s) adjustment(s)

8.2.3.3.3.4 Advise NO adjustments

8.2.3.3.3.5 Send payment(s) advice response

8.2.3.3.3.6 Raise payment(s) dispute

8.2.3.3.3.7 Review payment(s) dispute

8.2.3.3.4 Discuss resolution with internal parties (PCF 8.2.5.4 / 10812)

8.2.3.3.5 Prepare chargeback invoices (PCF 8.2.5.5 / 10813)

8.2.3.3.6 Process-related entries (PCF 8.2.5.6 / 10814)

8.2.4 Manage fixed asset project accounting (PCF 8.4 / 10731)

Definition

The process of accounting for new fixed assets that are procured & commissioned, or

existing fixed assets that are materially improved & upgraded, as part of a project delivery

process. This is done for purposes of financial accounting, preventive maintenance, theft

deterrence and other business reasons.

8.2.5 Perform general accounting and reporting (PCF 8.3 / 10730)

Definition

The process of analysing, interpreting and reporting on records in general areas of

accounting such as accounts payable, accounts receivable, inventory, reconciliations, payroll

and procurement.


8.2.5.1 Manage policies and procedures (PCF 8.3.1 / 10747)

8.2.5.2 Perform general accounting (PCF 8.3.2 / 10748)

8.2.5.3 Perform fixed asset accounting (PCF 8.3.3 / 10749)

8.2.5.3.1 Establish fixed asset policies and procedures (PCF 8.3.3.1 / 10828)

8.2.5.3.2 Maintain fixed asset master data files (PCF 8.3.3.2 / 10829)

8.2.5.3.3 Track fixed asset additions and retires (PCF 8.3.3.3 / 10830)

8.2.5.3.3.1 Register asset

8.2.5.3.3.2 Send asset registration details




8.2.5.3.3.3 Receive asset registration details

8.2.5.3.4 Track fixed asset adjustments, enhancements, revaluations and transfers (PCF 8.3.3.4 / 10831)

8.2.5.3.5 Track fixed asset maintenance and repair expenses (PCF 8.3.3.5 / 10832)

8.2.5.3.6 Calculate and record depreciation expense (PCF 8.3.3.6 / 10833)

8.2.5.3.7 Reconcile fixed asset ledger (PCF 8.3.3.7 / 10834)

8.2.5.3.8 Track fixed assets including physical inventory (PCF 8.3.3.8 / 10835)

8.2.5.3.9 Provide fixed asset data to support tax, statutory and regulatory reporting (PCF 8.3.3.9 / 10836)

8.2.5.4 Perform financial reporting (PCF 8.3.4 / 10750)

8.2.6 Close the books

Definition

The process of reconciling, consolidating and reporting financial information on a periodic

basis.


8.2.6.1 Ensure all journal entries relating to the period's transactions have been

posted

8.2.6.2 Review all journals and registers looking for any other entries still unposted.

If any are found post them to the General Ledger

8.2.6.3 Run a Trial Balance of all General Ledger accounts

8.2.6.4 Make adjusting entries as required to apportion the period's share of any

unallocated revenue or expenses (e.g. prepaid expenses, revenue collected

prior to the work being performed, unpaid expenses, uncollected revenue,

depreciation on Fixed Assets, income tax expense, etc).

8.2.6.5 Post the adjusting entries to relevant General Ledger accounts

8.2.6.6 Locate and correct any errors and re-run the Trial Balance. Repeat until all

General Ledger accounts balance

8.2.6.7 Make closing entries required to "close out" the accounts on the Income

Statement (i.e. dividends paid, owner's draws, owner's capital contributions,

and/or public issues or sales of treasury stock to retained earnings if sole

proprietorship or partnership, or shareholder's equity if a corporation)




8.2.6.8 Post the closing entries to relevant General Ledger accounts

8.2.6.9 Run Trial Balance to verify closing entries posted correctly

8.2.6.10 Locate and correct any errors. Re-run Trial Balance. Repeat until all General

Ledger accounts balance

8.2.6.11 Run Financial Statements

8.2.7 Manage business expenses (PCF 8.6.2 / 10757)

Definition

The process of controlling business costs related to travel, accommodation, meals,

entertainment, etc.


8.2.7.1 Establish and communicate business expense reimbursement policies and approval limits (PCF 8.6.2.1 / 10880)

8.2.7.2 Capture and report relevant tax data (PCF 8.6.2.2 / 10881)

8.2.7.3 Approve reimbursements and advances (PCF 8.6.2.3 / 10882)

8.2.7.3.1 Complete expenses form and attach supporting receipts / documentation

8.2.7.3.2 Submit completed expenses form for approval

8.2.7.3.3 Review employee expenses form(s)

8.2.7.3.4 Notify employee of rejection and reasons

8.2.7.3.5 Submit expenses for payments processing

8.2.7.3.6 Receive expenses payment(s)

8.2.7.4 Process reimbursements and advances (PCF 8.6.2.4 / 10883)

8.2.7.5 Manage personal accounts (PCF 8.6.2.5 / 10884)

8.2.8 Implement a transfer pricing policy

Definition

The process of arranging prices within an organisation, or between organisations belonging

to the same corporate group, to minimise business costs between different jurisdictions.

8.3 Report information

Definition

The process of conveying relevant historical and forward-looking company data to key

stakeholders.




8.3.1 Provide external financial information

Definition

The process of reporting past and expected financial performance to key stakeholders in

accordance with accounting principles and regulatory guidelines.

8.3.2 Provide internal financial information (PCF 8.1 / 10728)

Definition

Providing internal financial information is the process of disseminating specific financial

metrics to executives, managers and employees to facilitate and support operational and

strategic decision making.

8.3.3 Manage integrity risk

Definition

The process of ensuring financial information provided to internal and external stakeholders

is both accurate and reliable.

8.4 Conduct internal audits (PCF 8.8 / 10735)

Definition

The process of examining and critiquing internal controls, operations and corporate

governance by an independent third-party to uncover inefficiencies and risk as well as

improvement opportunities.

8.4.1 Establish internal controls, policies and procedures (PCF 8.8.1 / 10762)

Definition

The process of establishing internal controls is defined as developing a governance

mechanism effected by an organisation's structure, work and authority flows, people and

management information systems, designed to help the organisation accomplish specific

goals or objectives.

8.4.2 Operate controls & monitor compliance with internal policies and procedures (PCF 8.8.2 / 10763)

Definition

The process of operating internal controls is defined as using a governance mechanism

effected by an organisation's structure, work and authority flows, people and management




information systems, conducted to help the organisation accomplish specific goals or

objectives.


8.4.2.1 Design and implement control activities (PCF 8.8.2.1 / 10917)

8.4.2.2 Monitor control effectiveness (PCF 8.8.2.2 / 10918)

8.4.2.3 Remediate control deficiencies (PCF 8.8.2.3 / 10919)

8.4.2.4 Create compliance function (PCF 8.8.2.4 / 10920)

8.4.2.5 Operate compliance function (PCF 8.8.2.5 / 10921)

8.4.2.5.1 Operate stock take

8.4.2.5.1.1 Clearly identify what stock is owned by the organisation and

where it is (i.e. separate stock that has been invoiced to a

customer, but is still in the warehouse. Likewise, stock received,

but not yet recorded in the books should be distinguished. Ensure

stock held at different locations or on a consignment basis is

accounted for). If feasible reduce or eliminate any related WIP

before beginning the stock take process

8.4.2.5.1.2 Ensure the stock storage area is clean and tidy, the inventory items are clearly identifiable, and the counting procedure is well

understood (i.e. give the stock counters guidance in the way they should count, e.g. start at the top shelf and work down, while moving from left to right)

8.4.2.5.1.3 Prepare and have on hand tools for the stock take (e.g. clipboards; stock sheets - do not include current inventory levels; if inventory is barcoded ensure barcodes are on stock sheets; write- off sheets – for recording the condition of inventory; pens - the audit trail can be easily followed if the first counter uses a blue pen, second counter uses a red pen, and the sheets are submitted to the stock take coordinator who uses a purple pen; calculators; and held scanners for bar-coded inventory)

8.4.2.5.1.4 Prohibit radios, personal electronic devices and idle chatter (i.e. distractions can easily lead to errors)

8.4.2.5.1.5 Count every item of relevant inventory. DON’T estimate or guess

8.4.2.5.1.6 Check the physical count against accounting records and recheck discrepancies. Make a note about variances and follow up where necessary

8.4.2.5.1.7 Where necessary gain input on the disposition and treatment of damaged or degraded stock items




8.4.2.5.1.8 When the stock take has been finalised, report the results and, once approved, update the master inventory records

8.4.2.5.1.9 Ensure that damaged or degraded stock items have been removed and treated as agreed

8.4.2.6 Implement and maintain controls related enabling technologies and tools

(PCF 8.8.2.6 / 10922)

8.4.3 Manage fraud

Definition

The process of fostering a healthy culture through education, awareness, judicious controls

and a top-down commitment to integrity such that the financial and reputation risks

associated with fraud are mitigated and minimised.

8.4.4 Report on internal controls compliance (PCF 8.8.3 / 10764)

Definition

The process of reporting on internal controls compliance is defined as analysing the

outcomes achieved through a governance mechanism effected by an organisation's

structure, work and authority flows, people and management information systems, and

generating documentary performance evidence to help the organisation accomplish specific

goals or objectives.

8.5 Manage the tax function

Definition

The process of strategically managing tax rates by identifying the tax implications of all

business decisions at the time those decisions are made to lower the company's tax burden

while still complying with legal and regulatory requirements.

8.5.1 Manage tax compliance

Definition

The process of ensuring tax related disclosures, obligations and deadlines are met.

8.5.2 Manage tax controversies

Definition




The process of developing internal and external strategies to manage government tax audits

and other regulatory tax issues.




9.0 Recruit to Retain (PCF 6.0 / 10007)

The process of planning and monitoring issues pertaining to the workforce, including

recruitment, hiring, compensation, administration of benefits, training of employees and

their retention planning.

9.1 Develop and manage human resources (HR) plans and policies (PCF 6.1 / 10409)

Definition

The process of creating detailed plans and policies for amassing a workforce that will carry

out strategic activities to achieve business objectives.

9.1.1 Develop and implement human resources plans (PCF 6.1.2 / 10416)

Definition

The process of developing and implementing a plan which enables the organisation to align

people resources to corporate and HR strategy.

9.1.2 Monitor and update plans (PCF 6.1.3 / 10417)

Definition

The process of monitoring and updating implementation plans which enable the

organisation to align people resources to corporate and HR strategy.

9.2 Manage deployment of personnel

Definition

The process of planning, growing and monitoring the workforce to ensure employees are

available to meet projected demand and assigned responsibilities in a way that supports

strategic goals.

9.2.1 Forecast and plan workforce requirements

Definition

The process of determining future workforce requirements to maintain operational

efficiency as well as to keep pace with marketplace changes and competitive challenges.




9.2.2 Recruit, select and hire employees (PCF 6.2 / 10410)

Definition

The process of finding employees with the skills and competencies that match operational

and business demands.

9.2.3 Develop succession and career plans

Definition

The process of preparing employees for future leadership roles to ensure the smooth

transition of responsibilities and the continuity of the business in the event key positions are

vacated.

9.2.4 Manage international assignments

Definition

The process of developing policies and procedures to oversee and assist employees who are

working in company operations outside their native countries.

9.2.5 Create and deploy teams

Definition

The process of identifying groups of employees with diverse skills and competencies to share

responsibility for projects and activities to achieve quality and efficiency goals.

9.3 Develop and train employees (PCF 6.3 / 10411)

Definition

The process of identifying and creating learning opportunities that will advance employee's

skills and competencies as well as job satisfaction.

9.3.1 Manage employee orientation and deployment (PCF 6.3.1 / 10469)

Definition

The process of indoctrinating new employees into their positions and responsibilities such

that they can become an effective member of the organisation in a relatively short time.

9.3.2 Manage employee performance (PCF 6.3.2 / 10470)

Definition




The process of setting employees tangible and intangible performance objectives and

regularly checking progress toward achieving those goals.

9.3.3 Manage employee relations (PCF 6.3.3 / 10471)

Definition

The process concerned with maintaining employer-employee relationships that contribute

to satisfactory productivity, motivation and morale. Essentially, employee relations are

concerned with preventing and resolving problems involving individuals which arise out of or

affect work situations.

9.3.4 Manage employee development (PCF 6.3.4 / 10472)

Definition

The process concerned with organisational activity aimed at bettering the performance of

individuals and groups in organisational settings.

9.3.5 Develop and train employees (PCF 6.3.5 / 10473)

Definition

The process of employees acquiring knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relate to specific competencies

that will be useful to the successful functioning of the organisation.

9.4 Motivate and retain employees (PCF 6.4 / 10412)

Definition

The process of stimulating employee enthusiasm for work and dedication to excellence.

9.4.1 Develop and manage reward, recognition, and motivation programmes (PCF 6.4.1 / 10494)

Definition

The process of creating an equitable and competitive salary, wages and benefits plan that

will attract, motivate and retain skilled workers.

9.4.2 Ensure employee involvement

Definition




The process of engaging employees at all levels more fully in the business by empowering

them to assume certain responsibilities and contribute to operational and product / service

improvements.

9.4.3 Manage and administer benefits (PCF 6.4.2 / 10495)

Definition

The process of overseeing and directing cost-effective benefits that meet employee needs,

reward service and support corporate strategies.

9.4.4 Manage employee work-life assistance and retention programmes (PCF 6.4.3 / 10496)

Definition

The process of enabling employees to balance career and personal / family obligations while

still achieving the company's desired business goals.

9.4.5 Administer payroll (PCF 6.4.4 / 10497)

Definition

The process of managing all the tasks involved in paying an organisation’s employees.

9.4.6 Manage workforce diversity

Definition

The process of achieving and supporting a workforce representative of wide ranging

demographics within the local population such as race, age, gender, religion, sexual

orientation and abilities.

9.4.7 Manage labour-management relationships

Definition

The process of maintaining positive relations with union employees by forging and

complying with contractual agreements that protect the interests of both the unions and the

company.

9.4.8 Manage changes in employment status (PCF 6.5 / 10413)

Definition




The process of ensuring obligations and legal requirements are met when employees depart,

change work hours, assume new positions or otherwise change their relationship with the

company.

9.4.9 Manage employee information (PCF 6.6 / 10414)

Definition

The process of managing all relevant employee documents and transactions through the

employment lifecycle from ‘hire to retire’ including the necessary updates and maintenance

to them along the way.




10.0 Encode to Enlighten (PCF 7.0 / 10008)

The process of ensuring timely and affordable access to information resources, state-of-the

art information tools and related technologies.

10.1 Manage information resources

Definition

The process of acknowledging, protecting and developing the financial value of intellectual

assets and using them to create added value for end customers, channel partners and

company stakeholders.

10.1.1 Manage records and information (PCF 7.4 / 10565)

Definition

The process of creating and maintaining records and documents from inception through

permanent retention or destruction.

10.1.2 Leverage data and information (PCF 7.8 / 10569)

Definition

The process of gathering, analysing and transforming stakeholder data into action producing

knowledge that will support strategic decision making.

10.1.3 Leverage organisational knowledge

Definition

The process of using the company's intellectual capital to strengthen competitive standing

throughout all processes and relationships.

10.2 Manage information technology

Definition

The process of using electronic communication tools to achieve the organisation's business

goals.

10.2.1 Develop frameworks to align business and technology (PCF 7.1 / 10563)

Definition




The process of determining how IT can assist with implementing the organisation's business

strategy by delivering technology improvements relating to revenue growth, profitability and

cost effectiveness.

10.2.2 Develop and manage IT customer relationships (PCF 7.2 / 10564)

Definition

The process of ensuring that the key customers / stakeholders of the IT function’s strategy,

plans and implementations are aware of and involved in those contributions, feel that they

are aligned with the organisation’s performance goals, believe they are of practical &

tangible value to the ongoing success of the organisation, and increasingly see them as a

source of cohesion & sustainable competitive advantage for the business.

10.2.3 Identify / Develop, implement and manage technology solutions (PCF 7.5 & 7.6 / 10566 & 10567)

Definition

The process of selecting / developing and implementing software and hardware to support

all functional areas.

10.2.4 Support end users (PCF 7.7 / 10568)

Definition

The process of providing employees with ongoing training as well as support services to

maximise their use of technology.

10.2.5 Manage technical environment (PCF 7.1.6 / 10575)

Definition

The process of ensuring technology has the functionality and operational efficiency to

connect and respond to the needs of all key stakeholders.

10.2.6 Manage security (PCF 7.3.4 / 11220)

Definition

The process of safeguarding technology to prevent internal malfunctions and also the

malicious penetration and abuse by any unauthorised parties.

10.2.7 Ensure continuity of systems (PCF 7.3 / 11216)

Definition




The process of ensuring uninterrupted access to technology that supports critical business

processes and stakeholder needs.




11.0 Assess to Assure (PCF 10.0 / 11179)

The process of fostering top-down, proactive Environmental, Health and Safety (EH&S)

awareness and management to improve performance and achieve goodwill among key

stakeholders.

11.1 Manage Environment, Health & Safety (EH&S) Policy & Practice

Definition

The process of managing responsibility for the leadership, planning, and coordination of

various programmes which promote or maintain a reasonably safe and healthful working

environment for all employees, contractors, customers, suppliers and visitors.

11.1.1 Determine environmental, health and safety (EH&S) impact (PCF 10.1 / 11180)

Definition

The process of analysing the ongoing EH&S impact of products, services or processes on key

stakeholders and the environment.

11.1.2 Develop and execute EH&S programme (PCF 10.2 / 11181)

Definition

The process of implementing comprehensive EH&S strategies that involve the entire

organisation as well as end customers, channel partners and suppliers.

11.1.3 Communicate EH&S issues to stakeholders

Definition

The process of establishing and maintaining an effective dialogue for EH&S issues with key

stakeholders.

11.1.4 Manage EH&S remediation efforts (PCF 10.6 / 11185)

Definition

The process of providing an appropriate remedy to an EH&S related issue.

11.2 Manage physical risk (PCF 9.5 / 11207)

Definition




The process of protecting properties, assets and people as well as recouping costs and

minimising liability in the event of damage or loss.

11.3 Manage business continuity

Definition

The process of minimising disruptions to business operations in the event of natural or man-

made disasters that threaten facilities, systems and people.




12.0 Inform to Improve (PCF 12.0 / 10013)

The process of ensuring that necessary changes in the work environment and business

processes / systems are well understood and supported by solid transition plans such that

they are built on a solid ‘learning’ foundation and are thus sustainable.

12.1 Confirm and apply top level KPIs and targets to organisational performance strategy development & management

Definition

The process of extending and deploying an organisation’s top level KPIs into an integrated

and consistent performance management framework such that current performance can be

systematically ‘rolled up’ and measured and future performance improvement targets set.

12.1.1 Create and manage organisational performance strategy (PCF 12.1 / 11071)

Definition

The process of creating, implementing and managing measurement systems to engineer

genuine and lasting strategic change in the workplace.

12.1.2 Develop product / service / production process physical quality standards / procedures & conduct quality assessments (PCF 4.1.9 / 10368)

Definition

The process of developing physical quality standards / procedures and then assessing quality

in the context of continuous quality improvement once a company defines its quality

imperatives and develops specific goals for reaching them.

12.1.3 Benchmark performance (PCF 12.2 / 11072)

Definition

The process of comparing a company’s processes and performance in a specific area to that

of others with a goal to improve operations by identifying relevant good practice

approaches.

12.2 Apply good practice and manage change (PCF 12.4 / 11074)

Definition




The process of identifying and adopting the optimum way to perform a business process,

and manage the associated business change, in order to lower costs, reduce time-on-task

and increase quality.

12.2.1 Plan for the change (PCF 12.4.1 / 11134)

Definition

The process of translating selected (i.e. prioritised) portions of the business architecture into

a coherent, integrated and executable plan for business change that can be communicated

as a participative ‘call to action’ to the change team as well as the wider stakeholder

community.

12.2.2 Re-engineer business processes and systems

Definition

The process of managing and improving business process performance by identifying and

aligning key stakeholder needs and developing and sustaining a disciplined approach that

defines the business processes and their performance targets in clear terms. This infers the

need to examine how business processes and systems are managed in order to achieve

greater efficiencies in cost, quality and time.

12.2.3 Implement and sustain continuous process improvement (PCF 12.4.4 / 11137) Definition

The process of creating a workplace environment and systems dedicated to sustaining

existing improvements as well as implementing a continuous process improvement regime

that advocates ongoing improvements to efficiencies in cost, quality and time.

12.2.4 Develop enterprise-wide knowledge management [KM] capability (PCF 12.3 / 11073)

Definition

The process of managing the range of practices used in an organisation to identify, create,

represent, distribute, share and enable adoption of insights and experiences (e.g. lessons

learned). Such insights and experiences comprise knowledge, either embodied in individuals

or embedded in organisational processes or practice.

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