OCs' KPIs
| Dimension | KPIs | 1 – Very low | 2 – Low | 3 – Medium | 4 – High | 5 – Very high | |
|---|---|---|---|---|---|---|---|
| OCs: 2nd ORDER | Autonomous Control | Decentralization Degree (movement of goods) | Operational decisions are made by management | Operational decisions are made by staff with management approval | Operational decisions are made without prior approval, within clearly defined procedures and limits | Operational decisions are made by staff within their area of responsibility | Operational decisions are made by Staff with significant autonomy |
| Standardization of Procedures (SOPs) | No SOPs exist for movements of goods activities | Some SOPs exist for the movement of goods activities, but they are incomplete, outdated or not consistently followed | There are SOPs for movements of goods activities but with gaps or inconsistencies. SOPs are generally followed but with some deviations | Detailed SOPs exist for the movement of goods activities. They are regularly reviewed, updated and consistently followed | All movements of goods activities are carried out according to well-documented SOPs | ||
| Connectivity | Traceability of Goods | No formal tracking system | Manual tracking with significant delays and inaccuracies | Tracking of goods using spreadsheets. Frequent discrepancies between records and physical inventory | Basic tracking systems. Minimal discrepancies between records and physical inventory | tracking of all goods at the item level. No discrepancies between the records and physical inventory | |
| Information Transfer (Goods Movement) | Information flow is fragmented and relies primarily on email/paper | Information flow relies heavily on paper-based records with manual data entry | Information flow relies on basic digital spreadsheets. However, they are inconsistent, outdated and incomplete | Information flow relies on database systems for data storage. However, they still rely on manual data entry | The information flow digital platforms and efficient data management practices. and minimal manual data entry | ||
| Coordination among Activities (movement of goods) | Activities related to goods movement are entirely uncoordinated | Coordination of goods movement activities is limited, resulting in frequent delays, inefficiencies and operational bottlenecks | Some coordination exists between activities, but it is primarily reactive and reliant on informal communication | Activities are consistently coordinated through established processes, with efficient resolution of minor issues | Activities related to goods movement are coordinated and optimized, ensuring maximum efficiency | ||
| Integration | Systems Integration (Goods Movement) | Multiple and separate systems are used for different aspects of goods activities | Few integrations among different systems for movement of goods activities | There is integration among a few different systems, but there are still significant gaps and manual processes | Key systems related to goods movement share data, but there may be some limitations or delays | A single, integrated system manages all aspects of goods movement | |
| Order Fulfilment Performance (Picked, packed, labelled and staged for loading) | Order fulfilment processes are highly inefficient and unpredictable | Order fulfilment is slow, inaccurate and unreliable due to predominantly manual processes | Order fulfilment processes are moderately efficient but exhibit inconsistencies and occasional delays | Order fulfilment processes are generally fast, accurate and reliable | Order fulfilment processes are highly efficient, predictable and seamlessly integrated |
| Dimension | KPIs | 1 – Very low | 2 – Low | 3 – Medium | 4 – High | 5 – Very high | |
|---|---|---|---|---|---|---|---|
| OCs: 2nd ORDER | Autonomous Control | Decentralization Degree (movement of goods) | Operational decisions are made by management | Operational decisions are made by staff with management approval | Operational decisions are made without prior approval, within clearly defined procedures and limits | Operational decisions are made by staff within their area of responsibility | Operational decisions are made by Staff with significant autonomy |
| Standardization of Procedures (SOPs) | No SOPs exist for movements of goods activities | Some SOPs exist for the movement of goods activities, but they are incomplete, outdated or not consistently followed | There are SOPs for movements of goods activities but with gaps or inconsistencies. SOPs are generally followed but with some deviations | Detailed SOPs exist for the movement of goods activities. They are regularly reviewed, updated and consistently followed | All movements of goods activities are carried out according to well-documented SOPs | ||
| Connectivity | Traceability of Goods | No formal tracking system | Manual tracking with significant delays and inaccuracies | Tracking of goods using spreadsheets. Frequent discrepancies between records and physical inventory | Basic tracking systems. Minimal discrepancies between records and physical inventory | tracking of all goods at the item level. No discrepancies between the records and physical inventory | |
| Information Transfer (Goods Movement) | Information flow is fragmented and relies primarily on email/paper | Information flow relies heavily on paper-based records with manual data entry | Information flow relies on basic digital spreadsheets. However, they are inconsistent, outdated and incomplete | Information flow relies on database systems for data storage. However, they still rely on manual data entry | The information flow digital platforms and efficient data management practices. and minimal manual data entry | ||
| Coordination among Activities (movement of goods) | Activities related to goods movement are entirely uncoordinated | Coordination of goods movement activities is limited, resulting in frequent delays, inefficiencies and operational bottlenecks | Some coordination exists between activities, but it is primarily reactive and reliant on informal communication | Activities are consistently coordinated through established processes, with efficient resolution of minor issues | Activities related to goods movement are coordinated and optimized, ensuring maximum efficiency | ||
| Integration | Systems Integration (Goods Movement) | Multiple and separate systems are used for different aspects of goods activities | Few integrations among different systems for movement of goods activities | There is integration among a few different systems, but there are still significant gaps and manual processes | Key systems related to goods movement share data, but there may be some limitations or delays | A single, integrated system manages all aspects of goods movement | |
| Order Fulfilment Performance (Picked, packed, labelled and staged for loading) | Order fulfilment processes are highly inefficient and unpredictable | Order fulfilment is slow, inaccurate and unreliable due to predominantly manual processes | Order fulfilment processes are moderately efficient but exhibit inconsistencies and occasional delays | Order fulfilment processes are generally fast, accurate and reliable | Order fulfilment processes are highly efficient, predictable and seamlessly integrated |
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