ORACLE BUSINESS INTELLIGENCE APPLICATIONS 7.9.6.

4 METRIC REFERENCE GUIDE

VERSION 1.1

January 2013

Disclaimer
This document is provided for information purposes only, and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor is it subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document, and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission.

Copyright 2009, Oracle. All Rights Reserved.

Contents
Chapter 1. Introduction
1.1 Document Structure ............................................................................................................. 1-1

Chapter 2. Contact Center Telephony Analytics

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 Service - ACD/CTI ............................................................................................................... 2-1 Service - Agent Activity........................................................................................................ 2-5 Service - Agent Benchmarks and Targets ........................................................................... 2-8 Service - Agent Performance Overview ............................................................................ 2-15 Service - Contact Center Benchmarks and Targets .......................................................... 2-21 Service - Contact Center Marketing .................................................................................. 2-26 Service - Contact Center Performance Overview ............................................................. 2-32 Service - Contact Center Sales ......................................................................................... 2-38 Service - Contact Center Sales Overview ......................................................................... 2-40 Service - Customer Service Overview ............................................................................. 2-42 Service - Enterprise Contact Center Overview................................................................ 2-44 Service - IVR ................................................................................................................... 2-46 Service - Service Delivery and Costs .............................................................................. 2-47 Service - Service Delivery and Costs Overview .............................................................. 2-49

Chapter 3. Enterprise Asset Management Analytics

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 EAM - Asset Failure Analysis ............................................................................................ 3-51 EAM - Asset History .......................................................................................................... 3-54 EAM - Asset Maintenance Cost......................................................................................... 3-55 EAM - Asset Maintenance Workorders ............................................................................. 3-58 EAM - Asset Meter Reading .............................................................................................. 3-63 EAM - Asset Quality .......................................................................................................... 3-63 EAM - Inventory Aging ....................................................................................................... 3-63 EAM - Maintenance Material Usage .................................................................................. 3-65 EAM - Maintenance Resource Availability ........................................................................ 3-66 EAM - Maintenance Resource Usage ............................................................................. 3-67 EAM - MRO Inventory ..................................................................................................... 3-70

Chapter 4. Financial Analytics

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide iii

Contents

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18

Financials - AP Balance .................................................................................................... 4-74 Financials - AP Invoice Aging ............................................................................................ 4-74 Financials - AP Overview .................................................................................................. 4-77 Financials - AP Transactions ............................................................................................. 4-81 Financials - AR Balance .................................................................................................... 4-82 Financials - AR Invoice Aging............................................................................................ 4-82 Financials - AR Overview .................................................................................................. 4-85 Financials - AR Transactions............................................................................................. 4-89 Financials - GL Balance Sheet .......................................................................................... 4-91 Financials - GL Budget and Expenses ............................................................................ 4-94 Financials - GL Cash Flow .............................................................................................. 4-99 Financials - GL Detail Transactions .............................................................................. 4-102 Financials - Profitability - Company ............................................................................... 4-103 Financials - Profitability - Customer............................................................................... 4-107 Financials - Profitability - Product .................................................................................. 4-109 Financials - Revenue Analysis ...................................................................................... 4-111 Financials - US Federal - GL Balance Sheet ................................................................ 4-111 Financials - US Federal - GL Detail Transactions ......................................................... 4-118

Chapter 5. Human Resources Analytics

5.1 5.2 5.3 5.4 5.5 5.6 5.7 Human Resources - Absence.......................................................................................... 5-119 Human Resources - Compensation ................................................................................ 5-120 Human Resources - Learning Enrollment and Completion ............................................. 5-126 Human Resources - Performance ................................................................................... 5-127 Human Resources - Recruitment .................................................................................... 5-129 Human Resources - US Statutory Compliance ............................................................... 5-138 Human Resources - Workforce Profile ............................................................................ 5-144

Chapter 6. Loyalty Analytics

6.1 6.2 6.3 6.4 6.5 6.6 Loyalty - Financials .......................................................................................................... 6-151 Loyalty - Members ........................................................................................................... 6-153 Loyalty - Partners ............................................................................................................ 6-157 Loyalty - Programs .......................................................................................................... 6-157 Loyalty - Promotions ........................................................................................................ 6-162 Loyalty - Transactions ..................................................................................................... 6-162

Chapter 7. Manufacturing Analytics

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide iv

Contents

7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 7.11 7.12 7.13 7.14 7.15 7.16 7.17 7.18 7.19 7.20 7.21

Manufacturing - Discrete Quality ..................................................................................... 7-169 Manufacturing - Kanban .................................................................................................. 7-170 Manufacturing - Plan to Produce ..................................................................................... 7-170 Manufacturing - Material Usage ...................................................................................... 7-171 Manufacturing - Pegging Details ..................................................................................... 7-172 Manufacturing - Production Cost ..................................................................................... 7-173 Manufacturing - Lot Genealogy ....................................................................................... 7-174 Manufacturing - Resource Usage .................................................................................... 7-176 Manufacturing - Work Order Aging ................................................................................ 7-176 Manufacturing - Work Order Performance .................................................................... 7-177 Manufacturing - Work Order Cycle Time ....................................................................... 7-179 Manufacturing - Production Plan ................................................................................... 7-179 Manufacturing - Resource Utilization ............................................................................ 7-180 Manufacturing - Process Quality ................................................................................... 7-181 Manufacturing - Resource Utilization ............................................................................ 7-181 Inventory - Balances ...................................................................................................... 7-181 Inventory - Aging ........................................................................................................... 7-185 Inventory - Customer and Supplier Returns .................................................................. 7-186 Inventory - Transactions ................................................................................................ 7-188 Cross Functional - Supply and Demand ........................................................................ 7-189

Chapter 8. Marketing Analytics

8.1 8.2 8.3 8.4 8.5 8.6 8.7 Marketing - CRM Campaigns .......................................................................................... 8-195 Marketing - CRM Consumers .......................................................................................... 8-202 Marketing - CRM Customers ........................................................................................... 8-207 Marketing - CRM Events ................................................................................................. 8-212 Marketing - CRM Lead to Order ...................................................................................... 8-216 Marketing - CRM Leads ................................................................................................... 8-217 Marketing - CRM Planning .............................................................................................. 8-218

Chapter 9. Price Analytics

9.1 9.2 9.3 9.4 Sales - CRM Price Waterfall ............................................................................................ 9-224 Sales - CRM Price Waterfall Orders ............................................................................. 9-247 Sales - CRM Price Waterfall Quotes ............................................................................ 9-247 Sales - CRM Price ........................................................................................................... 9-247

Chapter 10. Procurement and Spend Analytics

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide v

Contents

10.2 10.3 10.4 10.5 10.6 10.7 10.8 10.9 10.10

Procurement and Spend - Invoice Lines ..................................................................... 10-252 Procurement and Spend - Procure to Pay .................................................................. 10-256 Procurement and Spend - Purchase Cycle Lines ....................................................... 10-257 Procurement and Spend - Purchase Orders ............................................................... 10-259 Procurement and Spend - Purchase Receipts ............................................................ 10-263 Procurement and Spend - Purchase Requisition Status ............................................. 10-264 Procurement and Spend - Purchase Requisitions ...................................................... 10-264 Supplier Performance - Supplier AP Transactions ...................................................... 10-268 Supplier Performance - Supplier Performance.......................................................... 10-270

Chapter 11. Project Analytics

11.1 11.2 11.3 11.4 11.5 11.6 11.7 Project - Billing ............................................................................................................. 11-272 Project - Budget ........................................................................................................... 11-274 Project - Cost ............................................................................................................... 11-278 Project - Forecast ........................................................................................................ 11-281 Project - Funding ......................................................................................................... 11-284 Project - Performance.................................................................................................. 11-285 Project - Revenue ........................................................................................................ 11-297

Chapter 12. Sales Analytics

12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 Sales - CRM Customer Overview ............................................................................... 12-300 Sales - CRM Forecasting ............................................................................................ 12-303 Sales - CRM Orders .................................................................................................... 12-315 Sales - CRM Pipeline .................................................................................................. 12-319 Sales - CRM Products ................................................................................................. 12-322 Sales - CRM Quotes .................................................................................................... 12-324 Sales - CRM Sales Activity .......................................................................................... 12-329 Sales - CRM Usage Accelerator Current .................................................................... 12-330 Sales - CRM Usage Accelerator Summary ................................................................. 12-332

Chapter 13. Service Analytics

13.1 13.2 13.3 13.4 13.5 13.6 13.7 Service - CRM Activities .............................................................................................. 13-338 Service - CRM Agreements ......................................................................................... 13-340 Service - CRM Assets ................................................................................................. 13-346 Service - CRM Customer Satisfaction ......................................................................... 13-347 Service - CRM Email Response .................................................................................. 13-348 Service - CRM Orders ................................................................................................. 13-349 Service - CRM Products .............................................................................................. 13-353

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide vi

Contents

13.8 13.9 13.10 13.11 13.12

Service - CRM Real-Time Activities ............................................................................ 13-355 Service - CRM Real-Time Assets ................................................................................ 13-355 Service - CRM Real-Time Service Requests ............................................................ 13-355 Service - CRM Real-Time Solutions .......................................................................... 13-356 Service - CRM Service Requests .............................................................................. 13-356

Chapter 14. Supply Chain and Order Management Analytics

14.1 14.2 14.3 14.4 14.5 14.6 14.7 14.8 14.9 14.10 14.11 14.12 14.13 14.14 14.15 14.16 14.17 14.18 14.19 Inventory - Balances .................................................................................................... 14-360 Inventory - Bill of Materials .......................................................................................... 14-362 Inventory - Customer and Supplier Returns ................................................................ 14-363 Inventory - Transactions .............................................................................................. 14-364 Sales - Backlog History ............................................................................................... 14-365 Sales - Backlog Lines .................................................................................................. 14-366 Sales - Booking Lines .................................................................................................. 14-368 Sales - Customer Activity ............................................................................................ 14-368 Sales - Inventory and Backlog ..................................................................................... 14-369 Sales - Invoice Lines ................................................................................................. 14-370 Sales - Order Lines .................................................................................................... 14-372 Sales - Order Process ............................................................................................... 14-374 Sales - Orders and Invoices ...................................................................................... 14-375 Sales - Orders, Backlog and Invoices ....................................................................... 14-378 Sales - Pick Lines ...................................................................................................... 14-381 Sales - Sales Overview ............................................................................................. 14-382 Sales - Sales Receivables ......................................................................................... 14-383 Sales - Sales Revenue .............................................................................................. 14-384 Sales - Schedule Lines .............................................................................................. 14-386

Chapter 15. Additional Metrics Available

15.1 15.2 15.3 15.4 15.5 15.6 15.7 15.8 15.9 15.10 Fact Compound - Account Transactions Time Series ................................................ 15-387 Fact Compound - Active Asset History & Asset Churn .............................................. 15-388 Fact Compound - Asset & Asset FINS Contact.......................................................... 15-388 Fact Compound - Campaign Compund Facts ............................................................ 15-388 Fact Compound - Campaign History .......................................................................... 15-388 Fact Compound - Campaign History Response ......................................................... 15-389 Fact Compound - CampaignHistory & Marketing Cost .............................................. 15-389 Fact Compound - Marketing Goals Achieved............................................................. 15-389 Fact Compound - Order Item & Campaign History .................................................... 15-389 Fact Compound - Pipeline Rollup and Prior ............................................................. 15-390

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide vii

Contents

15.11 15.12 15.13 15.14 15.15 15.16 15.17 15.18 15.19 15.20 15.21 15.22 15.23 15.24 15.25 15.26 15.27 15.28 15.29 15.30 15.31 15.32 15.33 15.34 15.35 15.36 15.37 15.38 15.39 15.40 15.41 15.42 15.43 15.44 15.45 15.46 15.47 15.48

Fact Compound - Order Item Delta ........................................................................... 15-390 Fact - CRM - Activity.................................................................................................. 15-390 Fact - CRM - Asset .................................................................................................... 15-390 Fact - CRM - Campaign History ................................................................................ 15-392 Fact - CRM - Invoice .................................................................................................. 15-393 Fact - CRM - Order Item ............................................................................................ 15-393 Fact - CRM - Order Item Comparison ....................................................................... 15-394 Fact - CRM - Order Item Price Waterfall (Root Product) ........................................... 15-394 Fact - CRM - Order Item Price Waterfall Comparison (Root Product) ...................... 15-394 Fact - CRM - Order Item Quarter Ago ....................................................................... 15-395 Fact - CRM - Pipeline ................................................................................................ 15-395 Fact - CRM - Response ............................................................................................. 15-395 Fact - CRM - Revenue............................................................................................... 15-395 Fact - CRM - Service Request................................................................................... 15-396 Fact - CRM - Service Request Amount ..................................................................... 15-396 Fact - CRM - Service Request Last 6 Months ........................................................... 15-396 Fact - Fins - AP Posted Transaction ......................................................................... 15-397 Fact - Fins - AP Transaction ...................................................................................... 15-397 Fact - Fins - AR Posted Transaction ......................................................................... 15-398 Fact - Fins - AR Transaction...................................................................................... 15-398 Fact - Fins - Budget ................................................................................................... 15-399 Fact - Fins - Customer Account ................................................................................. 15-399 Fact - Fins - GL Balance............................................................................................ 15-399 Fact - Fins - GL Cost of Goods Sold ......................................................................... 15-405 Fact - Fins - GL Cost of Goods Sold Posted ............................................................. 15-406 Fact - Fins - GL Other................................................................................................ 15-406 Fact - Fins - GL Other Posted Transaction ............................................................... 15-406 Fact - Fins - GL Revenue .......................................................................................... 15-408 Fact - Fins - GL Revenue Posted .............................................................................. 15-408 Fact - Fins - GL Tax Posted ...................................................................................... 15-409 Fact - Fins Compound GL Detail Transactions ......................................................... 15-409 Fact - HR - Event Information .................................................................................... 15-409 Fact - HR - Event Information (Workforce) ................................................................ 15-409 Fact - HR - Learning Enrollment and Completion ..................................................... 15-410 Fact - HR - Learning Enrollment Events .................................................................... 15-411 Fact - HR - Operation ................................................................................................ 15-411 Fact - HR - Operation (Workforce) ............................................................................ 15-412 Fact - HR - Pay Grade ............................................................................................... 15-413

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide viii

Contents

15.49 15.50 15.51 15.52 15.53 15.54 15.55 15.56 15.57 15.58 15.59 15.60 15.61 15.62 15.63 15.64 15.65 15.66 15.67 15.68 15.69 15.70 15.71 15.72 15.73 15.74

Fact - HR - Payroll ..................................................................................................... 15-413 Fact - HR - Recruitment Event Information ............................................................... 15-413 Fact - Loyalty - Cost .................................................................................................. 15-414 Fact - Loyalty - Members By Tier Segment ............................................................... 15-415 Fact - Loyalty - Points ................................................................................................ 15-415 Fact - Loyalty - Revenue ........................................................................................... 15-415 Fact - Loyalty - Revenue By Tier Segment ............................................................... 15-415 Fact - Marketing - Cost .............................................................................................. 15-416 Fact - Marketing - Count ............................................................................................ 15-416 Fact - Marketing - Goal .............................................................................................. 15-416 Fact - Marketing - Lead ............................................................................................. 15-416 Fact - Project Budget ................................................................................................. 15-417 Fact - Project Cost ..................................................................................................... 15-418 Fact - Project Expenditure ......................................................................................... 15-419 Fact - Project Forecast .............................................................................................. 15-422 Fact - Project Funding ............................................................................................... 15-429 Fact - Project Performance........................................................................................ 15-431 Fact - Project Revenue .............................................................................................. 15-431 Fact - Purchasing - Receipt ....................................................................................... 15-432 Fact - Service - Contact Center Benchmark and Target ........................................... 15-433 Fact - Service - Contact Center Compound Metrics ................................................. 15-433 Fact - Service - Contact Center Performance ........................................................... 15-433 Fact - Service - IVR History ....................................................................................... 15-433 Fact - Service - Rep Activity ...................................................................................... 15-434 Fact - Supply Chain - Inventory Balance ................................................................... 15-434 Fact - Supply Chain - Inventory Transaction ............................................................. 15-434

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide ix

Introduction

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

1.1 Document Structure

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 1-1

Contact Center Telephony Analytics

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

2.1 Service - ACD/CTI

No 2.1.1 Metric Name Call Metrics - Call Volumes.Total Rep Call Volume Description Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of ACD calls that are answered by representatives or by automatic voice response system. An inbound call can be abandoned or answered by a rep or by IVR system. Answer volume can be used in conjunction with total volume and offer volume to determine the effectiveness of the representatives or organization at answering contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of calls answered by a representative or by an automatic voice response system vs. the total number of calls that are received by the ACD/switch system. In order to improve customer satisfaction, organizations should strive to increase their answer rates. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the number of customer-initiated hang ups or disconnects after the customer had been connected to speak with a representative / while talking to the representative. This measures those calls that are dropped by the customers before the agent releases the calls. Analyzing hang-ups is very crucial to improving customer satisfaction. Organizations should strive to reduce the number of hang-ups. Examining where in the conversation a customer drops a call and which representatives have the most dropped calls will help identify problem areas. If a call was handled by multiple agents it would be counted once against each agent. Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor. Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor. Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.1.2

Call Metrics - Call Volumes.Answered Call Volume

2.1.3

Call Metrics - Call Volumes.Answer Call Rate

2.1.4

Call Metrics - Call Volumes.Call Abandonment Rate Call Metrics - Call Volumes.Customer Hangup Volume

2.1.5

2.1.6

Call Metrics - Call Volumes.Average Call Volume Per Day Call Metrics - Call Volumes.Average Call Volume Per Hour Call Metrics - Call Volumes.Inbound Call Volume

2.1.7

2.1.8

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-1

Contact Center Telephony Analytics

No 2.1.9

Metric Name Call Metrics - Call Volumes.Total Held Calls

Description Measures the number of calls an agent puts on hold. This metric does not count the number of times a call was put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. If a call was put on hold by multiple agents it would be counted once against each of those agents. Measures the number of times calls were put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the number of calls abandoned by customers while in queue before they were connected to representatives. Analysis of abandonment rates and time-to abandonment provides insight into the callers tolerances for waiting and the organizations ability to efficiently handle contacts. Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of all answered calls that an agent puts on hold. Higher Held call rates can be an indication that representatives are not effective resolving customer issues and require additional time to research the issue. Measures the total number of outbound contacts automatically dialed by the contact system. Generally, these calls are part of a marketing campaign. Automatically dialed calls are generally used in outbound campaigns. Therefore, this metric can be used to analyze outbound campaign targets and effectiveness. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of outbound calls manually initiated by the representative. Manual outbound calls are those calls that are made by a representative, as opposed to those calls made by an automated dialer system. Analyzing the outbound contact volume provides an indication of how efficient the representatives and organization are at initiating outbound contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is seconds. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed. Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is seconds. The abandon duration can be used to gauge the callers tolerance and the organizations ability to sufficiently handle the call volume. Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction.

2.1.10

Call Metrics - Call Volumes.Hold Volume

2.1.11

Call Metrics - Call Volumes.Abandoned Call Volume Call Metrics - Call Volumes.Outbound Call Volume Call Metrics - Call Volumes.Held Calls Percent Call Metrics - Call Volumes.Dialer Call Volume

2.1.12

2.1.13

2.1.14

2.1.15

Call Metrics - Call Volumes.Manual Outbound Call Volume

2.1.16

Call Metrics - Call Volumes.Total Call Volume

2.1.17

Call Metrics - General.Max Answer Delay

2.1.18

Call Metrics - General.Max Abandoned Delay

2.1.19

Call Metrics General.Service Level

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-2

Contact Center Telephony Analytics

No 2.1.20

Metric Name Chat and Email Metrics.Email Volume

Description Measures the number of emails handled by the email system / representative. This metric includes both inbound and outbound emails. Analyzing the email contact volume provides an indication of how many contacts occur through the email channel and how efficient the representatives and organization are at handling email contacts. If an email was handled by multiple agents it would be counted once against each agent. Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is seconds. Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the number of chats that were disconnected by the customer before the resolution was completed by the agent. Disconnections can be the result of technical issues or it can be a result of unsatisfactory experience. In order to improve customer satisfaction, organizations should take action to reduce the number of disconnects. If a chat was handled by multiple agents it would be counted once against each agent. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat out of the total number of chats initiated. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower abandonment rates. Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is seconds. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower the number of abandonments. Measures the number of chats handled by the system. Chats are initiated by customer, and therefore, by definition, are inbound. Analyzing the chat contact volume provides an indication of how many contacts occur through the chat channel and how efficient the representatives and organization are at handling chat contacts. If a chat was handled by multiple agents it would be counted once against each agent. Provides the percentage difference between the forecasted email volume and the actual volume. This metric is calculated as the difference between the forecasted volume and the actual volume, divided by the forecasted volume, and then multiplied by 100. This metric is used to evaluate the effectiveness of the forecasted email volumes versus the actual email volumes. Provides the forecasted email volume to be handled by the organization for any given period of time. This metric includes both inbound and outbound emails. Forecast email volume can be used in conjunction with actual total volumes to evaluate how well the organization has forecasted email contact volume. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is seconds. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes.

2.1.21 2.1.22

Chat and Email Metrics.Total Chat Duration Chat and Email Metrics.Total Chat Hold Time Chat and Email Metrics.Chat Customer Disconnects

2.1.23

2.1.24

Chat and Email Metrics.Chat Abandonment Rate

2.1.25

Chat and Email Metrics.Average Chat Time to Abandonment Chat and Email Metrics.Average Chat Hold Time Chat and Email Metrics.Abandoned Chat Volume Chat and Email Metrics.Chat Volume

2.1.26

2.1.27

2.1.28

2.1.29

Chat and Email Metrics.Email Volume Delta Rate

2.1.30

Chat and Email Metrics.Email Volume Forecast Call Metrics - Average Times.Average Time to Abandonment

2.1.31

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-3

Contact Center Telephony Analytics

No 2.1.32

Metric Name Call Metrics - Average Times.Average Speed of Answer

Description Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls. Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.1.33

Call Metrics - Average Times.Average Handle Time

2.1.34

Call Metrics - Average Times.Average Hold Time

2.1.35

Call Metrics - Average Times.Average Queue Hold Time Call Metrics - Average Times.Average Talk Time

2.1.36

2.1.37

Call Metrics - Average Times.Average After Call Work Time Call Metrics - Average Times.Average Answer Delay Call Metrics - Total Times.Total Queue Hold Time Call Metrics - Total Times.Total Answer Delay Call Metrics - Total Times.Total Talk Time

2.1.38

2.1.39

2.1.40

2.1.41

2.1.42

Call Metrics - Total Times.Total After Call Work Time

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-4

Contact Center Telephony Analytics

No 2.1.43

Metric Name Call Metrics - Total Times.Total Handle Time

Description Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.1.44

Call Metrics - Total Times.Total Hold Time

2.2 Service - Agent Activity

No 2.2.1 Metric Name Agent Break Metrics.Scheduled # of Breaks Agent Break Metrics.Break Duration Compliance Category Description Identifies the number of breaks that were scheduled to be taken by the agent.

2.2.2

Break Duration Compliance Category by Break Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: 100%, E: > 100%, i.e. Out of Compliance. If the total break duration is larger than the scheduled break duration, the compliance percentage would be greater than 100%. If the total break duration is equal to or less than the scheduled break duration, the compliance percentage would be less than or equal to 100%. The total break duration as a percentage of the scheduled break duration. If the total break duration is larger than the scheduled break duration, this percentage would be greater than 100%. If the total break duration is equal to or less than the scheduled break duration, this percentage would be less than or equal to 100%. Unscheduled Breaks Duration Category by Unscheduled Break Duration %. Categories are A: < 10%, B: < 20%, C: < 30%, D: > 30%. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100% The duration of unscheduled breaks taken as a percentage of the total break duration. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100% Measures the time in minutes that a representative was on breaks. Can be used to analyze schedule adherence and representative availability. Measures the time in Seconds that a representative was on unscheduled breaks. Can be used to analyze schedule adherence and representative availability. Measures the time in minutes that a representative was scheduled to be on break. Can be used to analyze schedule adherence and representative availability.

2.2.3

Agent Break Metrics.Break Duration Compliance %

2.2.4

Agent Break Metrics.Unscheduled Break Duration Category Agent Break Metrics.Unscheduled Break Duration % Agent Break Metrics.Total Break Time Agent Break Metrics.Unscheduled Break Time Agent Break Metrics.Scheduled Break Time

2.2.5

2.2.6 2.2.7

2.2.8

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-5

Contact Center Telephony Analytics

No 2.2.9

Metric Name Agent Break Metrics.# of Breaks Compliance Category

Description # of Breaks Compliance Category by # of Breaks Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: 100%, E: > 100%, i.e. Out of Compliance. If the actual number of breaks is larger than the scheduled number of breaks, the compliance percentage would be greater than 100%. If the actual number of breaks is equal to or less than the scheduled number of breaks, then the compliance percentage would be less than or equal to 100% The actual number of breaks as a percentage of the scheduled number of breaks. If the actual number of breaks is larger than the scheduled number of breaks, this percentage would be greater than 100%. If the actual number of breaks is equal to or less than the scheduled number of breaks, then this percentage would be less than or equal to 100% Unscheduled Breaks Category by Unscheduled Breaks %. Categories are A: < 10%, B: < 20%, C: < 30%, D: > 30%. If the unscheduled breaks taken is smaller than the actual number of breaks taken then this percentage would be between 0% and 100%. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100% The number of unscheduled breaks taken as a percentage of the actual number of breaks. If the unscheduled breaks taken is smaller than the actual number of breaks taken then this percentage would be between 0% and 100%. If there are no unscheduled breaks taken, then this percentage would be 0%. This percentage cannot exceed 100% Identifies the number of unscheduled breaks that were taken by the agent.

2.2.10

Agent Break Metrics.# of Breaks Compliance %

2.2.11

Agent Break Metrics.Unscheduled Breaks Category

2.2.12

Agent Break Metrics.Unscheduled Breaks %

2.2.13

Agent Break Metrics.Unscheduled # of Breaks Agent Break Metrics.Actual # of Breaks Staffing Metrics.Actual # of Reps Staffing Metrics.Total Staffed Duration Staffing Metrics.Actual Login Duration Staffing Metrics.Login Duration Compliance Category

2.2.14 2.2.15

Identifies the number of breaks that were taken by the agent. Measures the number of representatives employed by the contact center (service center). This can be analyzed in conjunction with the scheduled number of representatives for insight into schedule compliance. Identifies the total duration in Seconds for which all the contact representatives were staffed to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence. Measures the actual time in Seconds that a representative is logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability. Login Duration Compliance Category by Login Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If employees are logged in longer than scheduled, the compliance percentage would be greater than 100%. If employees are logged in for less than the scheduled duration, the compliance percentage would be less than 100%. The actual login duration is expressed as a percentage of the scheduled login duration. If employees are logged in longer than scheduled, this percentage would be greater than 100%. If employees are logged in for less than the scheduled duration, this percentage would be less than 100%. Measures the time in Seconds that a representative was scheduled to be logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability.

2.2.16

2.2.17

2.2.18

2.2.19

Staffing Metrics.Login Duration Compliance %

2.2.20

Staffing Metrics.Scheduled Login Duration

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-6

Contact Center Telephony Analytics

No 2.2.21

Metric Name Staffing Metrics.# of Reps Compliance Category

Description # of Reps Compliance Category by # of Reps Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If actual number of employees present to work are larger than scheduled number of employees, compliance percentage would be greater than 100%. If actual number of employees present to work are less than scheduled number of employees, compliance percentage would be less than 100%. The actual number of representatives as a percentage of the scheduled number of representatives. If actual number of employees present to work are larger than scheduled number of employees, this percentage would be greater than 100%. If actual number of employees present to work are less than scheduled number of employees, this percentage would be less than 100%. Measures the number of representatives scheduled for that contact center (service center). This can be analyzed in conjunction with the actual number of representatives for insight into schedule compliance. Staffed Duration Compliance Category by Staffed Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If total staffed duration is larger than scheduled staffed duration, the compliance percentage would be greater than 100%. If total staffed duration is larger than scheduled staffed duration, the compliance percentage would be less than 100%. The total staffed duration as a percentage of the scheduled staffed duration. If total staffed duration is larger than scheduled staffed duration, this percentage would be greater than 100%. If total staffed duration is larger than scheduled staffed duration, this percentage would be less than 100%. Identifies the total duration in Seconds for which all the contact representatives were scheduled to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence. Measures the total duration in Seconds for which representatives are available to handle contacts. Identifies the total duration in hh:mi:ss for which all the contact representatives were staffed to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence. Measures the time in hh:mi:ss that a representative was scheduled to be logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability. Measures the actual time in hh:mi:ss that a representative is logged into the contact system, in order to handle contacts. Can be used to analyze schedule adherence and representative availability. Identifies the total duration in hh:mi:ss for which all the contact representatives were scheduled to work. Analysis of scheduled staff time against actual staff time provides insight into schedule adherence. Measures the total duration in hh:mi:ss for which representatives are available to handle contacts. Measures the time in hh:mi:ss that a representative was on unscheduled breaks. Can be used to analyze schedule adherence and representative availability. Measures the time in hh:mi:ss that a representative was scheduled to be on break. Can be used to analyze schedule adherence and representative availability.

2.2.22

Staffing Metrics.# of Reps Compliance %

2.2.23

Staffing Metrics.Scheduled # of Reps Staffing Metrics.Staffed Duration Compliance Category

2.2.24

2.2.25

Staffing Metrics.Staffed Duration Compliance %

2.2.26

Staffing Metrics.Scheduled Staffed Duration Staffing Metrics.Available Time Staffing Metrics.Total Staffed Duration in hh:mm:ss Staffing Metrics.Scheduled Login Duration in hh:mm:ss Staffing Metrics.Actual Login Duration in hh:mm:ss Staffing Metrics.Scheduled Staffed Duration in hh:mm:ss Staffing Metrics.Available Time in hh:mi:ss Agent Break Metrics.Unscheduled Break Time in hh:mm:ss Agent Break Metrics.Scheduled Break Time in hh:mm:ss

2.2.27 2.2.28

2.2.29

2.2.30

2.2.31

2.2.32 2.2.33

2.2.34

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-7

Contact Center Telephony Analytics

2.3 Service - Agent Benchmarks and Targets

No 2.3.1 Metric Name Call Metrics Benchmarks.Benchmark Average After Call Work Time in Seconds Call Metrics Benchmarks.Benchmark Average Answer Delay in Seconds Call Metrics Benchmarks.Benchmark Average Handle Time in Seconds Call Metrics Benchmarks.Benchmark Average Hold Time in Seconds Call Metrics Benchmarks.Benchmark Average Queue Hold Time in Seconds Call Metrics Benchmarks.Benchmark Average Talk Time in Seconds Call Metrics Benchmarks.% of Benchmark Average After Call Work Time Call Metrics Benchmarks.% of Benchmark Average Answer Delay Call Metrics Benchmarks.% of Benchmark Average Handle Time Call Metrics Benchmarks.% of Benchmark Average Hold Time Call Metrics Benchmarks.% of Benchmark Average Queue Hold Time Call Metrics Benchmarks.% of Benchmark Average Talk Time Description Identifies the industry-established standard duration that a contact center site can spend performing after-contact activity for each contact. Unit of measure is seconds.

2.3.2

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

2.3.3

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

2.3.4

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

2.3.5

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

2.3.6

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

2.3.7

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

2.3.8

2.3.9

2.3.10

2.3.11

2.3.12

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-8

Contact Center Telephony Analytics

No 2.3.13

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

Description The Average After Call Work Time as expressed as a percentage of the Target Average After Call Work Time. If Average After Call Work Time exceeds the Target Average After Call Work Time, this percentage would be greater than 100%. If Average After Call Work Time is below the Target Average After Call Work Time, this percentage would be less than 100%. The Average Answer Delay as expressed as a percentage of the Target Average Answer Delay. If Average Answer Delay exceeds the Target Average Answer Delay, this percentage would be greater than 100%. If Average Answer Delay is below the Target Average Answer Delay, this percentage would be less than 100%. The Average Handle Time as expressed as a percentage of the Target Average Handle Time. If Average Handle Time exceeds the Target Average Handle Time, this percentage would be greater than 100%. If Average Handle Time is below the Target Average Handle Time, this percentage would be less than 100%. The Average Hold Time as expressed as a percentage of the Target Average Hold Time. If Average Hold Time exceeds the Target Average Hold Time, this percentage would be greater than 100%. If Average Hold Time is below the Target Average Hold Time, this percentage would be less than 100%. The Average Queue Hold Time as expressed as a percentage of the Target Average Queue Hold Time. If Average Queue Hold Time exceeds the Target Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Target Average Queue Hold Time, this percentage would be less than 100%. The Average Talk Time as expressed as a percentage of the Target Average Talk Time. If Average Talk Time exceeds the Target Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Target Average Talk Time, this percentage would be less than 100%. Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is seconds. Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is seconds. Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is seconds. Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is seconds. Identifies the organization-established threshold duration that a customer contact spends waiting in a queue. Unit of measure is seconds.

2.3.14

Call Metrics - Targets.% of Target Average Answer Delay Call Metrics - Targets.% of Target Average Handle Time Call Metrics - Targets.% of Target Average Hold Time

2.3.15

2.3.16

2.3.17

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

2.3.18

Call Metrics - Targets.% of Target Average Talk Time

2.3.19

Call Metrics Targets.Target Average After Call Work Time in Seconds Call Metrics Targets.Target Average Answer Delay in Seconds Call Metrics Targets.Target Average Handle Time in Seconds Call Metrics Targets.Target Average Hold Time in Seconds Call Metrics Targets.Target Average Queue Hold Time in Seconds Call Metrics Targets.Target Average Talk Time in Seconds Call Metrics - Average Times.Average Time to Abandonment

2.3.20

2.3.21

2.3.22

2.3.23

2.3.24

Identifies the organization-established threshold duration that a contact representative can spend talknig to a customer contact. Unit of measure is seconds. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is seconds. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes.

2.3.25

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-9

Contact Center Telephony Analytics

No 2.3.26

Metric Name Call Metrics - Average Times.Average Speed of Answer

Description Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls. Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.3.27

Call Metrics - Average Times.Average Handle Time

2.3.28

Call Metrics - Average Times.Average Hold Time

2.3.29

Call Metrics - Average Times.Average Queue Hold Time Call Metrics - Average Times.Average Talk Time

2.3.30

2.3.31

Call Metrics - Average Times.Average Answer Delay Call Metrics - Average Times.Average After Call Work Time Call Metrics - Total Times.Total Queue Hold Time Call Metrics - Total Times.Total Answer Delay Call Metrics - Total Times.Total Talk Time

2.3.32

2.3.33

2.3.34

2.3.35

2.3.36

Call Metrics - Total Times.Total After Call Work Time

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-10

Contact Center Telephony Analytics

No 2.3.37

Metric Name Call Metrics - Total Times.Total Handle Time

Description Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of ACD calls that are answered by representatives or by automatic voice response system. An inbound call can be abandoned or answered by a rep or by IVR system. Answer volume can be used in conjunction with total volume and offer volume to determine the effectiveness of the representatives or organization at answering contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of calls answered by a representative or by an automatic voice response system vs. the total number of calls that are received by the ACD/switch system. In order to improve customer satisfaction, organizations should strive to increase their answer rates. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the number of customer-initiated hang ups or disconnects after the customer had been connected to speak with a representative / while talking to the representative. This measures those calls that are dropped by the customers before the agent releases the calls. Analyzing hang-ups is very crucial to improving customer satisfaction. Organizations should strive to reduce the number of hang-ups. Examining where in the conversation a customer drops a call and which representatives have the most dropped calls will help identify problem areas. If a call was handled by multiple agents it would be counted once against each agent. Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor. Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor. Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.3.38

Call Metrics - Total Times.Total Hold Time

2.3.39

Call Metrics - Call Volumes.Total Rep Call Volume

2.3.40

Call Metrics - Call Volumes.Answered Call Volume

2.3.41

Call Metrics - Call Volumes.Answer Call Rate

2.3.42

Call Metrics - Call Volumes.Call Abandonment Rate Call Metrics - Call Volumes.Customer Hangup Volume

2.3.43

2.3.44

Call Metrics - Call Volumes.Average Call Volume Per Day Call Metrics - Call Volumes.Average Call Volume Per Hour Call Metrics - Call Volumes.Inbound Call Volume

2.3.45

2.3.46

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-11

Contact Center Telephony Analytics

No 2.3.47

Metric Name Call Metrics - Call Volumes.Manual Outbound Call Volume

Description Measures the total number of outbound calls manually initiated by the representative. Manual outbound calls are those calls that are made by a representative, as opposed to those calls made by an automated dialer system. Analyzing the outbound contact volume provides an indication of how efficient the representatives and organization are at initiating outbound contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of all answered calls that an agent puts on hold. Higher Held call rates can be an indication that representatives are not effective resolving customer issues and require additional time to research the issue. Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of calls abandoned by customers while in queue before they were connected to representatives. Analysis of abandonment rates and time-to abandonment provides insight into the callers tolerances for waiting and the organizations ability to efficiently handle contacts. Measures the number of times calls were put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the number of calls an agent puts on hold. This metric does not count the number of times a call was put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. If a call was put on hold by multiple agents it would be counted once against each of those agents. Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction. Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is seconds. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed. Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is seconds. The abandon duration can be used to gauge the callers tolerance and the organizations ability to sufficiently handle the call volume. Identifies the industry-established standard duration that a contact center site can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.

2.3.48

Call Metrics - Call Volumes.Held Calls Percent Call Metrics - Call Volumes.Outbound Call Volume Call Metrics - Call Volumes.Abandoned Call Volume Call Metrics - Call Volumes.Hold Volume

2.3.49

2.3.50

2.3.51

2.3.52

Call Metrics - Call Volumes.Total Held Calls

2.3.53

Call Metrics - Call Volumes.Total Call Volume

2.3.54

Call Metrics General.Service Level

2.3.55

Call Metrics - General.Max Answer Delay

2.3.56

Call Metrics - General.Max Abandoned Delay

2.3.57

Call Metrics Benchmarks.Benchmark Average After Call Work Time in hh:mi:ss Call Metrics Targets.Target Average Talk Time in hh:mi:ss

2.3.58

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-12

Contact Center Telephony Analytics

No 2.3.59

Metric Name Call Metrics Targets.Target Average Queue Hold Time in hh:mi:ss Call Metrics Targets.Target Average Hold Time in hh:mi:ss Call Metrics Targets.Target Average Handle Time in hh:mi:ss Call Metrics Targets.Target Average Answer Delay in hh:mi:ss Call Metrics Targets.Target Average After Call Work Time in hh:mi:ss Call Metrics - Average Times.Average Time to Abandonment in hh:mi:ss Call Metrics - Average Times.Average Talk Time in hh:mi:ss

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

2.3.60

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is hh:mi:ss. Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is hh:mi:ss. Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is hh:mi:ss. Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average duration of the conversation between a customer and an agent. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is hh:mi:ss. Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is hh:mi:ss.

2.3.61

2.3.62

2.3.63

2.3.64

2.3.65

2.3.66

Call Metrics - Average Times.Average Queue Hold Time in hh:mi:ss Call Metrics - Average Times.Average Hold Time in hh:mi:ss Call Metrics - Average Times.Average Answer Delay in hh:mi:ss Call Metrics - Average Times.Average Handle Time in hh:mi:ss

2.3.67

2.3.68

2.3.69

2.3.70

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-13

Contact Center Telephony Analytics

No 2.3.71

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

Description Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of the conversation between customer and agent. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the duration of time the agent put the call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is hh:mi:ss. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed. Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge the callers tolerance and the organizations ability to sufficiently handle the call volume. Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is hh:mi:ss.

2.3.72

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

2.3.73

2.3.74

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

2.3.75

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

2.3.76

2.3.77

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

2.3.78

Call Metrics - General.Max Abandoned Delay in hh:mi:ss Call Metrics Benchmarks.Benchmark Average Talk Time in hh:mi:ss Call Metrics Benchmarks.Benchmark Average Queue Hold Time in hh:mi:ss

2.3.79

2.3.80

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-14

Contact Center Telephony Analytics

No 2.3.81

Metric Name Call Metrics Benchmarks.Benchmark Average Hold Time in hh:mi:ss Call Metrics Benchmarks.Benchmark Average Handle Time in hh:mi:ss Call Metrics Benchmarks.Benchmark Average Answer Delay in hh:mi:ss

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

2.3.82

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

2.3.83

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

2.4 Service - Agent Performance Overview

No 2.4.1 Metric Name Chat and Email Metrics.Chat Volume Description Measures the number of chats handled by the system. Chats are initiated by customer, and therefore, by definition, are inbound. Analyzing the chat contact volume provides an indication of how many contacts occur through the chat channel and how efficient the representatives and organization are at handling chat contacts. If a chat was handled by multiple agents it would be counted once against each agent. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower the number of abandonments. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is seconds. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat out of the total number of chats initiated. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower abandonment rates. Measures the number of chats that were disconnected by the customer before the resolution was completed by the agent. Disconnections can be the result of technical issues or it can be a result of unsatisfactory experience. In order to improve customer satisfaction, organizations should take action to reduce the number of disconnects. If a chat was handled by multiple agents it would be counted once against each agent. Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is seconds.

2.4.2

Chat and Email Metrics.Abandoned Chat Volume Chat and Email Metrics.Average Chat Hold Time Chat and Email Metrics.Average Chat Time to Abandonment Chat and Email Metrics.Chat Abandonment Rate

2.4.3

2.4.4

2.4.5

2.4.6

Chat and Email Metrics.Chat Customer Disconnects

2.4.7

Chat and Email Metrics.Total Chat Hold Time Chat and Email Metrics.Total Chat Duration

2.4.8

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-15

Contact Center Telephony Analytics

No 2.4.9

Metric Name Chat and Email Metrics.Email Volume

Description Measures the number of emails handled by the email system / representative. This metric includes both inbound and outbound emails. Analyzing the email contact volume provides an indication of how many contacts occur through the email channel and how efficient the representatives and organization are at handling email contacts. If an email was handled by multiple agents it would be counted once against each agent. Provides the percentage difference between the forecasted email volume and the actual volume. This metric is calculated as the difference between the forecasted volume and the actual volume, divided by the forecasted volume, and then multiplied by 100. This metric is used to evaluate the effectiveness of the forecasted email volumes versus the actual email volumes. Provides the forecasted email volume to be handled by the organization for any given period of time. This metric includes both inbound and outbound emails. Forecast email volume can be used in conjunction with actual total volumes to evaluate how well the organization has forecasted email contact volume. Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of ACD calls that are answered by representatives or by automatic voice response system. An inbound call can be abandoned or answered by a rep or by IVR system. Answer volume can be used in conjunction with total volume and offer volume to determine the effectiveness of the representatives or organization at answering contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of calls answered by a representative or by an automatic voice response system vs. the total number of calls that are received by the ACD/switch system. In order to improve customer satisfaction, organizations should strive to increase their answer rates. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the number of customer-initiated hang ups or disconnects after the customer had been connected to speak with a representative / while talking to the representative. This measures those calls that are dropped by the customers before the agent releases the calls. Analyzing hang-ups is very crucial to improving customer satisfaction. Organizations should strive to reduce the number of hang-ups. Examining where in the conversation a customer drops a call and which representatives have the most dropped calls will help identify problem areas. If a call was handled by multiple agents it would be counted once against each agent. Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor. Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor. Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.4.10

Chat and Email Metrics.Email Volume Delta Rate

2.4.11

Chat and Email Metrics.Email Volume Forecast Call Metrics - Call Volumes.Total Rep Call Volume

2.4.12

2.4.13

Call Metrics - Call Volumes.Answered Call Volume

2.4.14

Call Metrics - Call Volumes.Answer Call Rate

2.4.15

Call Metrics - Call Volumes.Call Abandonment Rate Call Metrics - Call Volumes.Customer Hangup Volume

2.4.16

2.4.17

Call Metrics - Call Volumes.Average Call Volume Per Day Call Metrics - Call Volumes.Average Call Volume Per Hour Call Metrics - Call Volumes.Inbound Call Volume

2.4.18

2.4.19

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-16

Contact Center Telephony Analytics

No 2.4.20

Metric Name Call Metrics - Call Volumes.Manual Outbound Call Volume

Description Measures the total number of outbound calls manually initiated by the representative. Manual outbound calls are those calls that are made by a representative, as opposed to those calls made by an automated dialer system. Analyzing the outbound contact volume provides an indication of how efficient the representatives and organization are at initiating outbound contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of all answered calls that an agent puts on hold. Higher Held call rates can be an indication that representatives are not effective resolving customer issues and require additional time to research the issue. Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of calls abandoned by customers while in queue before they were connected to representatives. Analysis of abandonment rates and time-to abandonment provides insight into the callers tolerances for waiting and the organizations ability to efficiently handle contacts. Measures the number of times calls were put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the number of calls an agent puts on hold. This metric does not count the number of times a call was put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. If a call was put on hold by multiple agents it would be counted once against each of those agents. Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction. Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is seconds. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed. Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is seconds. The abandon duration can be used to gauge the callers tolerance and the organizations ability to sufficiently handle the call volume. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is seconds. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed.

2.4.21

Call Metrics - Call Volumes.Held Calls Percent Call Metrics - Call Volumes.Outbound Call Volume Call Metrics - Call Volumes.Abandoned Call Volume Call Metrics - Call Volumes.Hold Volume

2.4.22

2.4.23

2.4.24

2.4.25

Call Metrics - Call Volumes.Total Held Calls

2.4.26

Call Metrics - Call Volumes.Total Call Volume

2.4.27

Call Metrics General.Service Level

2.4.28

Call Metrics - General.Max Answer Delay

2.4.29

Call Metrics - General.Max Abandoned Delay

2.4.30

Call Metrics - Average Times.Average Time to Abandonment Call Metrics - Average Times.Average Speed of Answer

2.4.31

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-17

Contact Center Telephony Analytics

No 2.4.32

Metric Name Call Metrics - Average Times.Average Handle Time

Description Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls. Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.4.33

Call Metrics - Average Times.Average Hold Time

2.4.34

Call Metrics - Average Times.Average Queue Hold Time Call Metrics - Average Times.Average Talk Time

2.4.35

2.4.36

Call Metrics - Average Times.Average Answer Delay Call Metrics - Average Times.Average After Call Work Time Call Metrics - Total Times.Total Queue Hold Time Call Metrics - Total Times.Total Answer Delay Call Metrics - Total Times.Total Talk Time

2.4.37

2.4.38

2.4.39

2.4.40

2.4.41

Call Metrics - Total Times.Total After Call Work Time

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-18

Contact Center Telephony Analytics

No 2.4.42

Metric Name Call Metrics - Total Times.Total Handle Time

Description Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge the callers tolerance and the organizations ability to sufficiently handle the call volume. Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is hh:mi:ss. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed. Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is hh:mi:ss. Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is hh:mi:ss. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average duration of the conversation between a customer and an agent. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing.

2.4.43

Call Metrics - Total Times.Total Hold Time

2.4.44

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

2.4.45

2.4.46

Chat and Email Metrics.Total Chat Hold Time in hh:mi:ss Chat and Email Metrics.Total Chat Duration in hh:mi:ss Chat and Email Metrics.Average Chat Time to Abandonment in hh:mi:ss Chat and Email Metrics.Average Chat Hold Time in hh:mi:ss Call Metrics - Average Times.Average Time to Abandonment in hh:mi:ss Call Metrics - Average Times.Average Talk Time in hh:mi:ss

2.4.47

2.4.48

2.4.49

2.4.50

2.4.51

2.4.52

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-19

Contact Center Telephony Analytics

No 2.4.53

Metric Name Call Metrics - Average Times.Average Hold Time in hh:mi:ss Call Metrics - Average Times.Average Answer Delay in hh:mi:ss Call Metrics - Average Times.Average Handle Time in hh:mi:ss

Description Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is hh:mi:ss. Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is hh:mi:ss. Measures the duration of the conversation between customer and agent. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the duration of time the agent put the call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.4.54

2.4.55

2.4.56

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

2.4.57

2.4.58

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

2.4.59

2.4.60

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

2.4.61

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

2.4.62

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-20

Contact Center Telephony Analytics

2.5 Service - Contact Center Benchmarks and Targets

No 2.5.1 Metric Name Call Metrics - Average Times.Average Time to Abandonment Call Metrics - Average Times.Average Speed of Answer Description Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is seconds. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds. The Average Talk Time as expressed as a percentage of the Benchmark Average Talk Time. If Average Talk Time exceeds the Benchmark Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Benchmark Average Talk Time, this percentage would be less than 100%. The Average Queue Hold Time as expressed as a percentage of the Benchmark Average Queue Hold Time. If Average Queue Hold Time exceeds the Benchmark Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Benchmark Average Queue Hold Time, this percentage would be less than 100%. The Average Hold Time as expressed as a percentage of the Benchmark Average Hold Time. If Average Hold Time exceeds the Benchmark Average Hold Time, this percentage would be greater than 100%. If Average Hold Time is below the Benchmark Average Hold Time, this percentage would be less than 100%.

2.5.2

2.5.3

Call Metrics - Average Times.Average Handle Time

2.5.4

Call Metrics - Average Times.Average Hold Time

2.5.5

Call Metrics - Average Times.Average Queue Hold Time Call Metrics - Average Times.Average Talk Time

2.5.6

2.5.7

Call Metrics - Average Times.Average Answer Delay Call Metrics - Average Times.Average After Call Work Time Call Metrics Benchmarks.% of Benchmark Average Talk Time Call Metrics Benchmarks.% of Benchmark Average Queue Hold Time Call Metrics Benchmarks.% of Benchmark Average Hold Time

2.5.8

2.5.9

2.5.10

2.5.11

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-21

Contact Center Telephony Analytics

No 2.5.12

Metric Name Call Metrics Benchmarks.% of Benchmark Average Handle Time Call Metrics Benchmarks.% of Benchmark Average Answer Delay Call Metrics Benchmarks.% of Benchmark Average After Call Work Time Call Metrics Benchmarks.Benchmark Average Talk Time in Seconds Call Metrics Benchmarks.Benchmark Average Queue Hold Time in Seconds Call Metrics Benchmarks.Benchmark Average Hold Time in Seconds Call Metrics Benchmarks.Benchmark Average Handle Time in Seconds Call Metrics Benchmarks.Benchmark Average Answer Delay in Seconds Call Metrics Benchmarks.Benchmark Average After Call Work Time in Seconds Call Metrics - Targets.% of Target Average After Call Work Time

Description The Average Handle Time as expressed as a percentage of the Benchmark Average Handle Time. If Average Handle Time exceeds the Benchmark Average Handle Time, this percentage would be greater than 100%. If Average Handle Time is below the Benchmark Average Handle Time, this percentage would be less than 100%. The Average Answer Delay as expressed as a percentage of the Benchmark Average Answer Delay. If Average Answer Delay exceeds the Benchmark Average Answer Delay, this percentage would be greater than 100%. If Average Answer Delay is below the Benchmark Average Answer Delay, this percentage would be less than 100%. The Average After Call Work Time as expressed as a percentage of the Benchmark Average After Call Work Time. If Average After Call Work Time exceeds the Benchmark Average After Call Work Time, this percentage would be greater than 100%. If Average After Call Work Time is below the Benchmark Average After Call Work Time, this percentage would be less than 100%. Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is seconds.

2.5.13

2.5.14

2.5.15

2.5.16

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

2.5.17

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

2.5.18

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

2.5.19

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

2.5.20

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

2.5.21

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

2.5.22

Call Metrics - Targets.% of Target Average Answer Delay Call Metrics - Targets.% of Target Average Handle Time Call Metrics - Targets.% of Target Average Hold Time

2.5.23

2.5.24

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-22

Contact Center Telephony Analytics

No 2.5.25

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

Description The Average Queue Hold Time as expressed as a percentage of the Target Average Queue Hold Time. If Average Queue Hold Time exceeds the Target Average Queue Hold Time, this percentage would be greater than 100%. If Average Queue Hold Time is below the Target Average Queue Hold Time, this percentage would be less than 100%. The Average Talk Time as expressed as a percentage of the Target Average Talk Time. If Average Talk Time exceeds the Target Average Talk Time, this percentage would be greater than 100%. If Average Talk Time is below the Target Average Talk Time, this percentage would be less than 100%. Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is seconds. Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is seconds. Identifies the organization-established threshold duration that a contact representative can spend talknig to a customer contact. Unit of measure is seconds. Identifies the organization-established threshold duration that a customer contact spends waiting in a queue. Unit of measure is seconds.

2.5.26

Call Metrics - Targets.% of Target Average Talk Time

2.5.27

Call Metrics Targets.Target Average After Call Work Time in Seconds Call Metrics Targets.Target Average Answer Delay in Seconds Call Metrics Targets.Target Average Talk Time in Seconds Call Metrics Targets.Target Average Queue Hold Time in Seconds Call Metrics Targets.Target Average Hold Time in Seconds Call Metrics Targets.Target Average Handle Time in Seconds Call Metrics - Total Times.Total Queue Hold Time Call Metrics - Total Times.Total Answer Delay Call Metrics - Total Times.Total Talk Time

2.5.28

2.5.29

2.5.30

2.5.31

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is seconds. Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is seconds. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls. Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency.

2.5.32

2.5.33

2.5.34

2.5.35

2.5.36

Call Metrics - Total Times.Total After Call Work Time

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-23

Contact Center Telephony Analytics

No 2.5.37

Metric Name Call Metrics - Total Times.Total Handle Time

Description Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Identifies the industry-established standard duration that a contact center site can take to answer each contact that is in queue. Unit of measure is hh:mi:ss.

2.5.38

Call Metrics - Total Times.Total Hold Time

2.5.39

Call Metrics Benchmarks.Benchmark Average Answer Delay in hh:mi:ss Call Metrics Benchmarks.Benchmark Average After Call Work Time in hh:mi:ss Call Metrics Targets.Target Average Talk Time in hh:mi:ss Call Metrics Targets.Target Average Queue Hold Time in hh:mi:ss Call Metrics Targets.Target Average Hold Time in hh:mi:ss Call Metrics Targets.Target Average Handle Time in hh:mi:ss Call Metrics Targets.Target Average Answer Delay in hh:mi:ss Call Metrics Targets.Target Average After Call Work Time in hh:mi:ss Call Metrics - Average Times.Average Time to Abandonment in hh:mi:ss Call Metrics - Average Times.Average Talk Time in hh:mi:ss

2.5.40

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

2.5.41

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

2.5.42

2.5.43

Identifies the organization-established threshold duration that a contact representative can place a customer contact on hold. Unit of measure is hh:mi:ss. Identifies the organization-established threshold duration that a contact representative can spend handling each contact. Unit of measure is hh:mi:ss. Identifies the organization-established threshold duration that a contact representative can take to answer each contact that is in queue. Unit of measure is hh:mi:ss. Identifies the organization-established threshold duration that a contact representative can spend performing after-contact activity for each contact. Unit of measure is hh:mi:ss. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average duration of the conversation between a customer and an agent. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.5.44

2.5.45

2.5.46

2.5.47

2.5.48

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-24

Contact Center Telephony Analytics

No 2.5.49

Metric Name Call Metrics - Average Times.Average Queue Hold Time in hh:mi:ss Call Metrics - Average Times.Average Hold Time in hh:mi:ss Call Metrics - Average Times.Average Handle Time in hh:mi:ss

Description Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is hh:mi:ss. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is hh:mi:ss. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the duration of time the agent put the call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Identifies the industry-established standard duration that a contact center site can spend talking to a customer contact. Unit of measure is hh:mi:ss.

2.5.50

2.5.51

2.5.52

Call Metrics - Average Times.Average Answer Delay in hh:mi:ss Call Metrics - Average Times.Average After Call Work Time in hh:mi:ss Call Metrics - Total Times.Total Queue Hold Time in hh:mi:ss Call Metrics - Total Times.Total Hold Time in hh:mi:ss

2.5.53

2.5.54

2.5.55

2.5.56

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

2.5.57

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

2.5.58

2.5.59

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-25

Contact Center Telephony Analytics

No 2.5.60

Metric Name Call Metrics Benchmarks.Benchmark Average Queue Hold Time in hh:mi:ss Call Metrics Benchmarks.Benchmark Average Hold Time in hh:mi:ss Call Metrics Benchmarks.Benchmark Average Handle Time in hh:mi:ss

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

2.5.61

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

2.5.62

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

2.6 Service - Contact Center Marketing

No 2.6.1 Metric Name Campaign Call Metrics Total Times.Total Campaign Queue Hold Time Campaign Call Metrics Total Times.% Chg Total Answer Delay Campaign Call Metrics Total Times.% Chg Total Queue Hold Time Campaign Call Metrics Total Times.Total Campaign After Call Work Time Description Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer a call that is campaign related. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the percentage change between the Total Campaign Answer Delay and Total Answer Delay. If the time taken to answer a campaign call is more than the time taken to answer all calls, then this returns a value that is between 0% and 100%. Measures the percentage change between the Total Campaign Queue Hold Time and Total Queue Hold Time. If the duration of time that a customer was on hold in a queue waiting for an agent to answer a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%. Measures the duration of time that an agent spends processing a campaign related call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this aftercall-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Measures the percentage change between the Total Campaign Hold Time and Total Hold Time. If the duration of time that a customer was put on hold by an agent in a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%. Measures the percentage change between the Total Campaign Handle Time and Total Handle Time. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. If the average handling time of a campaign related call is is more than the average handling time for all calls, then this returns a value that is between 0% and 100%.

2.6.2

2.6.3

2.6.4

2.6.5

Campaign Call Metrics Total Times.% Chg Total Hold Time Campaign Call Metrics Total Times.% Chg Total Handle Time

2.6.6

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-26

Contact Center Telephony Analytics

No 2.6.7

Metric Name Campaign Call Metrics Total Times.Total Campaign Handle Time

Description Calculates the total duration of time an agent spends handling the entire call that is campaign related. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the percentage change between the Total Campaign Talk Time and Total Talk Time. If the average duration of the conversation between a customer and an agent for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%. Measures the duration of the conversation between customer and agent while on a contact that is campaign related. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the total duration that the contact center site took to answer all the contacts that were campaign related. Unit of measure is seconds. This measure includes both answered calls and abandonded calls. Measures the duration of time the agent put the campaign related call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the percentage change between the Total Campaign After Call Work Time and Total After Call Work Time. If the after call work duration for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%. Measures the percentage change between the Average Campaign Answer Delay and Average Answer Delay. If the time taken to answer a campaign call is more than the time taken to answer all calls, then this returns a value that is between 0% and 100%. Measures the percentage change between the Average Campaign Queue Hold Time and Average Queue Hold Time. If the duration of time that a customer was on hold in a queue waiting for an agent to answer a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for campaign related contacts. Unit of measure is seconds. Measures the average duration that the contact representative at the contact center site took to answer all campaign related contacts that were in queue. Unit of measure is seconds. Measures the percentage change between the Average Campaign Hold Time and Average Hold Time. If the duration of time that a customer was put on hold by an agent in a campaign related call is more than the same duration for all calls, then this returns a value that is between 0% and 100%.

2.6.8

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

2.6.9

2.6.10

Campaign Call Metrics Total Times.Total Campaign Answer Delay Campaign Call Metrics Total Times.Total Campaign Hold Time

2.6.11

2.6.12

Campaign Call Metrics Total Times.% Chg Total After Call Work Time Campaign Call Metrics Average Times.% Chg Average Answer Delay Campaign Call Metrics Average Times.% Chg Average Queue Hold Time Campaign Call Metrics Average Times.Average Campaign After Call Work Time Campaign Call Metrics Average Times.Average Campaign Answer Delay Campaign Call Metrics Average Times.% Chg Average Hold Time

2.6.13

2.6.14

2.6.15

2.6.16

2.6.17

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-27

Contact Center Telephony Analytics

No 2.6.18

Metric Name Campaign Call Metrics Average Times.% Chg Average Handle Time

Description Measures the percentage change between the Average Campaign Handle Time and Average Handle Time. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. If the average handling time of a campaign related call is is more than the average handling time for all calls, then this returns a value that is between 0% and 100%. Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the percentage change between the Average Campaign Talk Time and Average Talk Time. If the average duration of the conversation between a customer and an agent for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%. Measures the average time the campaign related call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average handling time for each campaign related call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the percentage change between the Average Campaign After Call Work Time and Average After Call Work Time. If the after call work duration for a campaign related call is is more than that for all calls, then this returns a value that is between 0% and 100%. Measures the average duration the customer was on hold in the queue waiting for an agent to answer a campaign related call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.6.19

Campaign Call Metrics Average Times.Average Campaign Talk Time

2.6.20

Campaign Call Metrics Average Times.% Chg Average Talk Time Campaign Call Metrics Average Times.Average Campaign Hold Time

2.6.21

2.6.22

Campaign Call Metrics Average Times.Average Campaign Handle Time

2.6.23

Campaign Call Metrics Average Times.% Chg Average After Call Work Time Campaign Call Metrics Average Times.Average Campaign Queue Hold Time Call Metrics - Average Times.Average After Call Work Time Call Metrics - Average Times.Average Answer Delay Call Metrics - Average Times.Average Handle Time

2.6.24

2.6.25

2.6.26

2.6.27

2.6.28

Call Metrics - Average Times.Average Hold Time

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-28

Contact Center Telephony Analytics

No 2.6.29

Metric Name Call Metrics - Average Times.Average Queue Hold Time Call Metrics - Average Times.Average Talk Time

Description Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls. Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent.

2.6.30

2.6.31

Call Metrics - Total Times.Total Queue Hold Time Call Metrics - Total Times.Total Answer Delay Call Metrics - Total Times.Total Talk Time

2.6.32

2.6.33

2.6.34

Call Metrics - Total Times.Total After Call Work Time

2.6.35

Call Metrics - Total Times.Total Handle Time

2.6.36

Call Metrics - Total Times.Total Hold Time

2.6.37

Call Metrics - Call Volumes.Inbound Call Volume

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-29

Contact Center Telephony Analytics

No 2.6.38

Metric Name Call Metrics - Call Volumes.Outbound Call Volume Call Metrics - Call Volumes.Total Rep Call Volume

Description Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of calls abandoned by customers while in queue before they were connected to representatives. Analysis of abandonment rates and time-to abandonment provides insight into the callers tolerances for waiting and the organizations ability to efficiently handle contacts. Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the rate at which all inbound campaign related ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the total number of campaign related calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of campaign related inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of outbound campaign related contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of campaign related calls abandoned by customers while in queue before they were connected to representatives. Unit of measure is seconds. Analysis of abandonment rates and time to abandonment provides insight into the callers tolerances for waiting and the organizations ability to efficiently handle contacts. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing.

2.6.39

2.6.40

Call Metrics - Call Volumes.Abandoned Call Volume Call Metrics - Call Volumes.Total Call Volume

2.6.41

2.6.42

Call Metrics - Call Volumes.Call Abandonment Rate Campaign Call Metrics Call Volumes.Campaign Call Abandonment Rate Campaign Call Metrics Call Volumes.Campaign Total Call Volume

2.6.43

2.6.44

2.6.45

Campaign Call Metrics Call Volumes.Campaign Inbound Call Volume

2.6.46

Campaign Call Metrics Call Volumes.Campaign Outbound Call Volume Campaign Call Metrics Call Volumes.Campaign Abandoned Call Volume

2.6.47

2.6.48

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

2.6.49

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-30

Contact Center Telephony Analytics

No 2.6.50

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

Description Measures the duration of time the agent put the call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of the conversation between customer and agent. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for campaign related contacts. Unit of measure is hh:mi:ss. Measures the average duration the customer was on hold in the queue waiting for an agent to answer a campaign related call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration that the contact representative at the contact center site took to answer all campaign related contacts that were in queue. Unit of measure is hh:mi:ss. Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average time the campaign related call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.6.51

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

2.6.52

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

2.6.53

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

2.6.54

Campaign Call Metrics Average Times.Average Campaign After Call Work Time in hh:mi:ss Campaign Call Metrics Average Times.Average Campaign Queue Hold Time in hh:mi:ss Campaign Call Metrics Average Times.Average Campaign Answer Delay in hh:mi:ss Campaign Call Metrics Average Times.Average Campaign Talk Time in hh:mi:ss

2.6.55

2.6.56

2.6.57

2.6.58

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-31

Contact Center Telephony Analytics

No 2.6.59

Metric Name Campaign Call Metrics Average Times.Average Campaign Handle Time in hh:mi:ss

Description Measures the average handling time for each campaign related call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of time the agent put the campaign related call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Calculates the total duration of time an agent spends handling the entire call that is campaign related. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of the conversation between customer and agent while on a contact that is campaign related. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a campaign related call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this aftercall-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer a call that is campaign related. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total duration that the contact center site took to answer all the contacts that were campaign related. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls.

2.6.60

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

2.6.61

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

2.6.62

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

2.6.63

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

2.6.64

Campaign Call Metrics Total Times.Total Campaign Queue Hold Time in hh:mi:ss Campaign Call Metrics Total Times.Total Campaign Answer Delay in hh:mi:ss

2.6.65

2.7 Service - Contact Center Performance Overview

No 2.7.1 Metric Name IVR Metrics.# of Calls Entering IVR Description Measures the number of callers who entered the IVR. If on the same call, the caller entered the IVR multiple times, then the caller will be counted multiple times.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-32

Contact Center Telephony Analytics

No 2.7.2 2.7.3 2.7.4

Metric Name IVR Metrics.# of Calls Transferred Out of IVR IVR Metrics.# of Calls Completed in IVR IVR Metrics.% of Calls Transferred Out of IVR IVR Metrics.Time in IVR in Minutes IVR Metrics.IVR Event Volume

Description Measures the number of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. Measures the number of callers who successfully completed transactions within the IVR and hung up. Measures the percentage of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. This is calculated by taking the number of calls transferred out of IVR divided by total number of calls entering the IVR. The total length of time in minutes that a caller spends in the IVR. Measures the number of IVR events. An IVR event is defined as a user entry recorded by the IVR system while the customer is navigating through the IVR system. Provides insight into caller entered options for identifying the most popular menu options selected. Measures the number of distinct IVR menu options that were selected by the callers. Analyzing distinct IVR Menu Options selected provides insight into caller selected options. Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction. Identifies the maximum delay or hold time of a call in queue that is eventually answered by a service representative. Unit of meaure is seconds. The Max Answer Delay can be used instead of average speed to answer (ASA) to assess how efficient a contact center is at handling calls. High Max Answer Delay can be an indication that the contact center is not properly staffed. Identifies the maximum delay or hold time of a call in queue before the customer abandons the call. Unit of measure is seconds. The abandon duration can be used to gauge the callers tolerance and the organizations ability to sufficiently handle the call volume. Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of ACD calls that are answered by representatives or by automatic voice response system. An inbound call can be abandoned or answered by a rep or by IVR system. Answer volume can be used in conjunction with total volume and offer volume to determine the effectiveness of the representatives or organization at answering contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of calls answered by a representative or by an automatic voice response system vs. the total number of calls that are received by the ACD/switch system. In order to improve customer satisfaction, organizations should strive to increase their answer rates. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates.

2.7.5 2.7.6

2.7.7

IVR Metrics.IVR Options Volume Call Metrics General.Service Level

2.7.8

2.7.9

Call Metrics - General.Max Answer Delay

2.7.10

Call Metrics - General.Max Abandoned Delay

2.7.11

Call Metrics - Call Volumes.Total Rep Call Volume

2.7.12

Call Metrics - Call Volumes.Answered Call Volume

2.7.13

Call Metrics - Call Volumes.Answer Call Rate

2.7.14

Call Metrics - Call Volumes.Call Abandonment Rate

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-33

Contact Center Telephony Analytics

No 2.7.15

Metric Name Call Metrics - Call Volumes.Customer Hangup Volume

Description Measures the number of customer-initiated hang ups or disconnects after the customer had been connected to speak with a representative / while talking to the representative. This measures those calls that are dropped by the customers before the agent releases the calls. Analyzing hang-ups is very crucial to improving customer satisfaction. Organizations should strive to reduce the number of hang-ups. Examining where in the conversation a customer drops a call and which representatives have the most dropped calls will help identify problem areas. If a call was handled by multiple agents it would be counted once against each agent. Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor. Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor. Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of outbound calls manually initiated by the representative. Manual outbound calls are those calls that are made by a representative, as opposed to those calls made by an automated dialer system. Analyzing the outbound contact volume provides an indication of how efficient the representatives and organization are at initiating outbound contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of outbound contacts automatically dialed by the contact system. Generally, these calls are part of a marketing campaign. Automatically dialed calls are generally used in outbound campaigns. Therefore, this metric can be used to analyze outbound campaign targets and effectiveness. If a call was handled by multiple agents it would be counted once against each agent. Measures the percentage of all answered calls that an agent puts on hold. Higher Held call rates can be an indication that representatives are not effective resolving customer issues and require additional time to research the issue. Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of calls abandoned by customers while in queue before they were connected to representatives. Analysis of abandonment rates and time-to abandonment provides insight into the callers tolerances for waiting and the organizations ability to efficiently handle contacts. Measures the number of times calls were put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the number of calls an agent puts on hold. This metric does not count the number of times a call was put on hold. Higher volumes of holds may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. If a call was put on hold by multiple agents it would be counted once against each of those agents.

2.7.16

Call Metrics - Call Volumes.Average Call Volume Per Day Call Metrics - Call Volumes.Average Call Volume Per Hour Call Metrics - Call Volumes.Inbound Call Volume

2.7.17

2.7.18

2.7.19

Call Metrics - Call Volumes.Manual Outbound Call Volume

2.7.20

Call Metrics - Call Volumes.Dialer Call Volume

2.7.21

Call Metrics - Call Volumes.Held Calls Percent Call Metrics - Call Volumes.Outbound Call Volume Call Metrics - Call Volumes.Abandoned Call Volume Call Metrics - Call Volumes.Hold Volume

2.7.22

2.7.23

2.7.24

2.7.25

Call Metrics - Call Volumes.Total Held Calls

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-34

Contact Center Telephony Analytics

No 2.7.26

Metric Name Call Metrics - Call Volumes.Total Call Volume

Description Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is seconds. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is seconds. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is seconds. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is seconds. This measure includes both answered calls and abandonded calls.

2.7.27

Call Metrics - Average Times.Average Time to Abandonment Call Metrics - Average Times.Average Speed of Answer

2.7.28

2.7.29

Call Metrics - Average Times.Average Handle Time

2.7.30

Call Metrics - Average Times.Average Hold Time

2.7.31

Call Metrics - Average Times.Average Queue Hold Time Call Metrics - Average Times.Average Talk Time

2.7.32

2.7.33

Call Metrics - Average Times.Average Answer Delay Call Metrics - Average Times.Average After Call Work Time Call Metrics - Total Times.Total Handle Time

2.7.34

2.7.35

2.7.36

Call Metrics - Total Times.Total Answer Delay

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-35

Contact Center Telephony Analytics

No 2.7.37

Metric Name Call Metrics - Total Times.Total Hold Time in Second

Description Measures the duration of time the agent put the call on hold. Unit of measure is seconds. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the duration of the conversation between customer and agent. Unit of measure is seconds. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is seconds. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Measures the number of chats handled by the system. Chats are initiated by customer, and therefore, by definition, are inbound. Analyzing the chat contact volume provides an indication of how many contacts occur through the chat channel and how efficient the representatives and organization are at handling chat contacts. If a chat was handled by multiple agents it would be counted once against each agent. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower the number of abandonments. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is seconds. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat out of the total number of chats initiated. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower abandonment rates. Measures the number of chats that were disconnected by the customer before the resolution was completed by the agent. Disconnections can be the result of technical issues or it can be a result of unsatisfactory experience. In order to improve customer satisfaction, organizations should take action to reduce the number of disconnects. If a chat was handled by multiple agents it would be counted once against each agent.

2.7.38

Call Metrics - Total Times.Total Queue Hold Time Call Metrics - Total Times.Total Talk Time

2.7.39

2.7.40

Call Metrics - Total Times.Total After Call Work Time

2.7.41

Chat and Email Metrics.Chat Volume

2.7.42

Chat and Email Metrics.Abandoned Chat Volume Chat and Email Metrics.Average Chat Hold Time Chat and Email Metrics.Average Chat Time to Abandonment Chat and Email Metrics.Chat Abandonment Rate

2.7.43

2.7.44

2.7.45

2.7.46

Chat and Email Metrics.Chat Customer Disconnects

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-36

Contact Center Telephony Analytics

No 2.7.47

Metric Name Chat and Email Metrics.Total Chat Hold Time Chat and Email Metrics.Total Chat Duration Chat and Email Metrics.Email Volume

Description Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is seconds. Measures the number of emails handled by the email system / representative. This metric includes both inbound and outbound emails. Analyzing the email contact volume provides an indication of how many contacts occur through the email channel and how efficient the representatives and organization are at handling email contacts. If an email was handled by multiple agents it would be counted once against each agent. Provides the percentage difference between the forecasted email volume and the actual volume. This metric is calculated as the difference between the forecasted volume and the actual volume, divided by the forecasted volume, and then multiplied by 100. This metric is used to evaluate the effectiveness of the forecasted email volumes versus the actual email volumes. Provides the forecasted email volume to be handled by the organization for any given period of time. This metric includes both inbound and outbound emails. Forecast email volume can be used in conjunction with actual total volumes to evaluate how well the organization has forecasted email contact volume. Measures the total time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Calculates the total time an agent is engaged in chatting with a customer. Unit of measure is hh:mi:ss. Measures the average time the customer was on hold until the customer abandoned the chat before an agent accepted the chat invitation. Unit of measure is hh:mi:ss. This metric provides an indication of how long the customer is willing to wait for a representative and how efficient the organization is at handling chat requests. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Calculates the average time the caller spends in queue before abandoning the call. Unit of measure is hh:mi:ss. The abandon duration can be used to gauge callers tolerance and the organizations ability to sufficiently handle the call volumes. Measures the average duration of the conversation between a customer and an agent. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.7.48 2.7.49

2.7.50

Chat and Email Metrics.Email Volume Delta Rate

2.7.51

Chat and Email Metrics.Email Volume Forecast Chat and Email Metrics.Total Chat Hold Time in hh:mi:ss Chat and Email Metrics.Total Chat Duration in hh:mi:ss Chat and Email Metrics.Average Chat Time to Abandonment in hh:mi:ss Chat and Email Metrics.Average Chat Hold Time in hh:mi:ss Call Metrics - Average Times.Average Time to Abandonment in hh:mi:ss Call Metrics - Average Times.Average Talk Time in hh:mi:ss

2.7.52

2.7.53

2.7.54

2.7.55

2.7.56

2.7.57

2.7.58

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

2.7.59

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-37

Contact Center Telephony Analytics

No 2.7.60

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

Description Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average duration that the contact representative at the contact center site took to answer all contacts that were in queue. Unit of measure is hh:mi:ss. Measures the average duration spent by the contact representative at the contact center site in performing the after-contact activity for all contacts. Unit of measure is hh:mi:ss. Measures the duration of time that an agent spends processing a call after the actual phone conversation. Unit of measure is hh:mi:ss. After call work is characterized as work related to an inbound call and work immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. During this after-call-work (ACW) state, the agent is unavailable to receive another inbound call. Hence, it is important to analyze the average after-call work to determine agent efficiency. Measures the total duration that the contact center site took to answer all the contacts. Unit of measure is hh:mi:ss. This measure includes both answered calls and abandonded calls. Calculates the total duration of time an agent spends handling the entire call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. This metric includes both talk time and after-call work time. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive another inbound call while on another call, it is important to analyze the average handle time to determine agent efficiency. Measures the duration of the conversation between customer and agent. Unit of measure is hh:mi:ss. Talk time is measured from the time the agent picks up a call to the time an agent disconnects from the call. Therefore, it accounts for any time that the call was put on hold after the call was picked up. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent from servicing other calls. It is important to analyze the average talk time to determine agent efficiency and effectiveness. Measures the duration of time that the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This measure includes only answered calls and not abandonded calls. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the duration of time the agent put the call on hold. Unit of measure is hh:mi:ss. Does not include the pre-answer queue hold time. Long hold times may indicate the agent does not have the proper skills or information readily available to fulfill the customers request. Analyzing the hold volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness.

2.7.61

Call Metrics - Average Times.Average Answer Delay in hh:mi:ss Call Metrics - Average Times.Average After Call Work Time in hh:mi:ss Call Metrics - Total Times.Total After Call Work Time in hh:mi:ss

2.7.62

2.7.63

2.7.64

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

2.7.65

2.7.66

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

2.7.67

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

2.7.68

2.8 Service - Contact Center Sales

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-38

Contact Center Telephony Analytics

No 2.8.1

Metric Name Facts - Contact Center Sales Metrics.Sales Closure Call Volume Facts - Contact Center Sales Metrics.Call Close Rate Facts - Contact Center Sales Metrics.Revenue per Contact Center Facts - Contact Center Sales Metrics.Revenue per Employee Facts - Contact Center Sales Metrics.Total Sales Revenue

Description Provides the volume of calls that resulted in sales closure. If a call was handled by multiple agents it would be counted once against each agent. Measures the percent of calls that resulted in sales closure compared to the total number of calls handled. The call close rate provides an indication of the effectiveness of the organization at selling through the call center channel. Measures the revenue per contact center. This is calculated by taking the total sales revenue divided by total number of contact centers. Provides the average revenue generated per contact representative working in the contact center (service center) for all revenue generating calls, emails and chat going through the contact center. Provides the total revenue generated by calls, emails and chat going through the contact center. This metric accounts for all sales value of the sales transaction that occurred over the multiple channels. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Calculates the average revenue received per minute from the chat channel. Measures the average revenue generated by contacts going through the chat channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of chats handled by the contact centers. The average sales revenue is an indication of how successful organizations are at selling through the chat channel. Calculates the revenue received from the sales of product or services made using the chat channel. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from chats. Calculates the average revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel. Provides the total revenue generated by calls going through the call center channel. This metric only accounts for the sales value of the sales transaction that occurred over the phone. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Measures the average hourly revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of hours of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel at the hourly basis. Provides the average revenue generated per minute of talk time of calls going through the contact center. Provides the average revenue generated per call going through the contact center.

2.8.2

2.8.3

2.8.4

2.8.5

2.8.6

Facts - Contact Center Sales Metrics.Chat Revenue Per Minute

2.8.7

Facts - Contact Center Sales Metrics.Total Chat Revenue Facts - Contact Center Sales Metrics.Average Call Sales Value

2.8.8

2.8.9

Facts - Contact Center Sales Metrics.Total Call Sales Revenue Facts - Contact Center Sales Metrics.Average Hourly Call Sales Value

2.8.10

2.8.11

Facts - Contact Center Sales Metrics.Revenue per Minute Facts - Contact Center Sales Metrics.Revenue per Call Facts - Contact Center Sales Metrics.Sales Closure Call Time

2.8.12

2.8.13

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-39

Contact Center Telephony Analytics

2.9 Service - Contact Center Sales Overview

No 2.9.1 Metric Name Contact Center Marketing Metrics.Campaign Outbound Call Volume Contact Center Marketing Metrics.Campaign Inbound Call Volume Description Measures the total number of outbound campaign related contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of campaign related inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average time the campaign related call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average handling time for each campaign related call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the rate at which all inbound campaign related ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the total number of outbound contacts handled by the contact center. This includes both automatically and manually dialed calls. Provides an indication of the outbound volume of contacts handled by the contact center. If a call was handled by multiple agents it would be counted once against each agent. Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the average duration of the conversation between a customer and an agent. Unit of measure is seconds. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.9.2

2.9.3

Contact Center Marketing Metrics.Average Campaign Talk Time

2.9.4

Contact Center Marketing Metrics.Average Campaign Hold Time

2.9.5

Contact Center Marketing Metrics.Average Campaign Handle Time

2.9.6

Contact Center Marketing Metrics.Campaign Call Abandonment Rate Contact Center Marketing Metrics.Outbound Call Volume Contact Center Marketing Metrics.Inbound Call Volume

2.9.7

2.9.8

2.9.9

Contact Center Marketing Metrics.Average Talk Time

2.9.10

Contact Center Marketing Metrics.Average Hold Time

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-40

Contact Center Telephony Analytics

No 2.9.11

Metric Name Contact Center Marketing Metrics.Average Handle Time

Description Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Measures the revenue per contact center. This is calculated by taking the total sales revenue divided by total number of contact centers. Provides the average revenue generated per contact representative working in the contact center (service center) for all revenue generating calls, emails and chat going through the contact center. Provides the total revenue generated by calls, emails and chat going through the contact center. This metric accounts for all sales value of the sales transaction that occurred over the multiple channels. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Calculates the average revenue received per minute from the chat channel. Measures the average revenue generated by contacts going through the chat channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of chats handled by the contact centers. The average sales revenue is an indication of how successful organizations are at selling through the chat channel. Calculates the revenue received from the sales of product or services made using the chat channel. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from chats. Provides the total revenue generated by calls going through the call center channel. This metric only accounts for the sales value of the sales transaction that occurred over the phone. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Provides the average revenue generated per minute of talk time of calls going through the contact center. Provides the average revenue generated per call going through the contact center. Measures the average duration of the conversation between a customer and an agent while on a campaign related contact. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls.

2.9.12

Contact Center Marketing Metrics.Call Abandonment Rate Contact Center Marketing Metrics.Total Rep Call Volume

2.9.13

2.9.14

Contact Center Marketing Metrics.Total Call Volume

2.9.15

Contact Center Sales Metrics.Revenue per Contact Center Contact Center Sales Metrics.Revenue per Employee Contact Center Sales Metrics.Total Sales Revenue

2.9.16

2.9.17

2.9.18

Contact Center Sales Metrics.Chat Revenue Per Minute

2.9.19

Contact Center Sales Metrics.Total Chat Revenue Contact Center Sales Metrics.Total Call Sales Revenue Contact Center Sales Metrics.Revenue per Minute Contact Center Sales Metrics.Revenue per Call Contact Center Marketing Metrics.Average Campaign Talk Time in hh:mi:ss

2.9.20

2.9.21

2.9.22 2.9.23

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-41

Contact Center Telephony Analytics

No 2.9.24

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

Description Measures the average time the campaign related call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average handling time for each campaign related call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average duration of the conversation between a customer and an agent. Unit of measure is hh:mi:ss. It takes into account the total talk time between a representative and a customer, and divides that by the total number of calls that were answered. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Each second that an agent is servicing a call is associated with a cost and prevents the agent for servicing other calls. Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.9.25

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

2.9.26

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

2.9.27

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

2.9.28

2.10 Service - Customer Service Overview

No 2.10.1 2.10.2 2.10.3 2.10.4 Metric Name IVR Metrics.# of Calls Entering IVR IVR Metrics.# of Calls Transferred Out of IVR IVR Metrics.# of Calls Completed in IVR IVR Metrics.% of Calls Transferred Out of IVR Contact Metrics.Average Chat Hold Time Description Measures the number of callers who entered the IVR. If on the same call, the caller entered the IVR multiple times, then the caller will be counted multiple times. Measures the number of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. Measures the number of callers who successfully completed transactions within the IVR and hung up. Measures the percentage of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. This is calculated by taking the number of calls transferred out of IVR divided by total number of calls entering the IVR. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests.

2.10.5

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-42

Contact Center Telephony Analytics

No 2.10.6

Metric Name Contact Metrics.Chat Volume

Description Measures the number of chats handled by the system. Chats are initiated by customer, and therefore, by definition, are inbound. Analyzing the chat contact volume provides an indication of how many contacts occur through the chat channel and how efficient the representatives and organization are at handling chat contacts. If a chat was handled by multiple agents it would be counted once against each agent. Measures the number of emails handled by the email system / representative. This metric includes both inbound and outbound emails. Analyzing the email contact volume provides an indication of how many contacts occur through the email channel and how efficient the representatives and organization are at handling email contacts. If an email was handled by multiple agents it would be counted once against each agent. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat out of the total number of chats initiated. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower abandonment rates. Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction. Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor. Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor.

2.10.7

Contact Metrics.Email Volume

2.10.8

Contact Metrics.Chat Abandonment Rate

2.10.9

Contact Metrics.Service Level

2.10.10

Contact Metrics.Average Speed of Answer

2.10.11

Contact Metrics.Average Handle Time

2.10.12

Contact Metrics.Average Hold Time

2.10.13

Contact Metrics.Average Queue Hold Time

2.10.14

Contact Metrics.Total Rep Call Volume

2.10.15

Contact Metrics.Call Abandonment Rate Contact Metrics.Average Call Volume Per Day Contact Metrics.Average Call Volume Per Hour

2.10.16 2.10.17

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-43

Contact Center Telephony Analytics

No 2.10.18

Metric Name Contact Metrics.Inbound Call Volume

Description Measures the number of inbound calls that the phone system receives. This metric includes both calls that are eventually answered and calls that are abandoned by the caller. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency.

2.10.19

Contact Metrics.Total Call Volume

2.10.20

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

2.10.21

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

2.10.22

2.10.23

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

2.11 Service - Enterprise Contact Center Overview

No 2.11.1 Metric Name Call Metrics - Call Volumes.Total Rep Call Volume Description Measures the total number of calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. If a call was handled by multiple agents it would be counted once against each agent. Measures the rate at which all inbound ACD calls are abandoned by customers before they are connected to the representatives. In order to improve customer satisfaction, organizations should strive to decrease their abandonment rates. Calculates the percentage of calls that are answered before the queue hold time threshold. Service level is an important key performance indicator for call centers. Organizations must take measures to improve service levels in order to improve customer satisfaction. Calculates the average number of calls handled by the system in any given hour, by any given contact center site, or by any other analysis factor. Calculates the average number of calls handled by the system in any given day, by any given contact center site, or by any other analysis factor.

2.11.2

Call Metrics - Call Volumes.Call Abandonment Rate Call Metrics - Call Volumes.Service Level

2.11.3

2.11.4

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

2.11.5

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-44

Contact Center Telephony Analytics

No 2.11.6

Metric Name Call Metrics - Call Volumes.Total Call Volume

Description Measures the total number of unique calls handled by the system. This includes both inbound and outbound calls, and both manual and automated calls. Analyzing the contact volume provides an indication of how efficient the representatives and organization are at handling contacts. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is seconds. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the number of chats handled by the system. Chats are initiated by customer, and therefore, by definition, are inbound. Analyzing the chat contact volume provides an indication of how many contacts occur through the chat channel and how efficient the representatives and organization are at handling chat contacts. If a chat was handled by multiple agents it would be counted once against each agent. Measures the number of emails handled by the email system / representative. This metric includes both inbound and outbound emails. Analyzing the email contact volume provides an indication of how many contacts occur through the email channel and how efficient the representatives and organization are at handling email contacts. If an email was handled by multiple agents it would be counted once against each agent. Measures the number of chats where the customer abandoned the chat before an agent even accepted the chat out of the total number of chats initiated. In order to improve customer satisfaction and reduce the cost of customers contacting the organization through another channel, organizations should take measures to lower abandonment rates. Measures the average length of time the agent took to answer the call. Unit of measure is seconds. Measures the time a caller spends in queue, waiting for an agent to answer the call. The average speed to answer (ASA) is often used to assess how efficient a contact center is at handling calls. High ASA can be an indication that the contact center is not properly staffed. Measures the average handling time for each call. Unit of measure is seconds. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average time the call was put on hold by an agent. Unit of measure is seconds. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is seconds. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the number of callers who entered the IVR. If on the same call, the caller entered the IVR multiple times, then the caller will be counted multiple times. Measures the number of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. Measures the number of callers who successfully completed transactions within the IVR and hung up. Measures the percentage of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. This is calculated by taking the number of calls transferred out of IVR divided by total number of calls entering the IVR.

2.11.7

Chat and Email Metrics.Average Chat Hold Time Chat and Email Metrics.Chat Volume

2.11.8

2.11.9

Chat and Email Metrics.Email Volume

2.11.10

Chat and Email Metrics.Chat Abandonment Rate

2.11.11

Call Metrics - Average Times.Average Speed of Answer

2.11.12

Call Metrics - Average Times.Average Handle Time

2.11.13

Call Metrics - Average Times.Average Hold Time

2.11.14

Call Metrics - Average Times.Average Queue Hold Time IVR Metrics.# of Calls Entering IVR IVR Metrics.# of Calls Transferred Out of IVR IVR Metrics.# of Calls Completed in IVR IVR Metrics.% of Calls Transferred Out of IVR

2.11.15 2.11.16 2.11.17 2.11.18

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-45

Contact Center Telephony Analytics

No 2.11.19

Metric Name Contact Center Sales Metrics.Revenue per Contact Center Contact Center Sales Metrics.Revenue per Employee Contact Center Sales Metrics.Total Sales Revenue

Description Measures the revenue per contact center. This is calculated by taking the total sales revenue divided by total number of contact centers. Provides the average revenue generated per contact representative working in the contact center (service center) for all revenue generating calls, emails and chat going through the contact center. Provides the total revenue generated by calls, emails and chat going through the contact center. This metric accounts for all sales value of the sales transaction that occurred over the multiple channels. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Calculates the average revenue received per minute from the chat channel. Measures the average revenue generated by contacts going through the chat channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of chats handled by the contact centers. The average sales revenue is an indication of how successful organizations are at selling through the chat channel. Calculates the revenue received from the sales of product or services made using the chat channel. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from chats. Provides the total revenue generated by calls going through the call center channel. This metric only accounts for the sales value of the sales transaction that occurred over the phone. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Provides the average revenue generated per minute of talk time of calls going through the contact center. Provides the average revenue generated per call going through the contact center. Measures the average time the customer was on hold waiting for an agent to accept the chat invitation. Unit of measure is hh:mi:ss. This is an indication of how efficient the contact center is at staffing appropriate levels of representatives to handle chat requests. Measures the average handling time for each call. Unit of measure is hh:mi:ss. Handling time contains talk time and after-call work. Talk time involves everything that happens during the call. After-call work is work completed immediately following the call. Analysis of this metric is very important in determining how effective and knowledgeable representatives are at handling customer requests. Given that the agent is unavailable to receive an inbound call while attending another call, it is important to analyze the average handle time to determine agent efficiency. Measures the average duration the customer was on hold in the queue waiting for an agent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that are abandoned and calls that are answered. Analysis of this metric is important in determining service levels and appropriate staffing. Measures the average time the call was put on hold by an agent. Unit of measure is hh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed in queue waiting for a representative to attend to the call. The Hold Time metric refers to the duration of time a call that was placed on hold by a contact representative.

2.11.20

2.11.21

2.11.22

Contact Center Sales Metrics.Chat Revenue Per Minute

2.11.23

Contact Center Sales Metrics.Total Chat Revenue Contact Center Sales Metrics.Total Call Sales Revenue Contact Center Sales Metrics.Revenue per Minute Contact Center Sales Metrics.Revenue per Call Chat and Email Metrics.Average Chat Hold Time in hh:mi:ss Call Metrics - Average Times.Average Handle Time in hh:mi:ss

2.11.24

2.11.25

2.11.26 2.11.27

2.11.28

2.11.29

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

2.11.30

2.12 Service - IVR

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-46

Contact Center Telephony Analytics

No 2.12.1 2.12.2

Metric Name Facts - IVR Metrics.# of Calls Entering IVR Facts - IVR Metrics.# of Calls Transferred Out of IVR Facts - IVR Metrics.# of Calls Completed in IVR Facts - IVR Metrics.% of Calls Transferred Out of IVR Facts - IVR Metrics.Time in IVR in Minutes

Description Measures the number of callers who entered the IVR. If on the same call, the caller entered the IVR multiple times, then the caller will be counted multiple times. Measures the number of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. Measures the number of callers who successfully completed transactions within the IVR and hung up. Measures the percentage of callers who exited the IVR by selecting an option to speak with a representative or by abandoning the call. This is calculated by taking the number of calls transferred out of IVR divided by total number of calls entering the IVR. The total length of time in minutes that a caller spends in the IVR.

2.12.3 2.12.4

2.12.5

2.13 Service - Service Delivery and Costs

No 2.13.1 Metric Name Revenue Metrics.Revenue per Employee Revenue Metrics.Revenue per Call Revenue Metrics.Revenue per Minute Revenue Metrics.Average Call Sales Value Description Provides the average revenue generated per contact representative working in the contact center (service center) for all revenue generating calls, emails and chat going through the contact center. Provides the average revenue generated per call going through the contact center. Provides the average revenue generated per minute of talk time of calls going through the contact center. Calculates the average revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel. Measures the average hourly revenue generated by calls going through the call center channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of hours of calls handled by the call centers. The average sales revenue is an indication of how successful organizations are at selling through the call center channel at the hourly basis. Provides the volume of calls that resulted in sales closure. If a call was handled by multiple agents it would be counted once against each agent. Provides the amount of call time that resulted in sales closure. Unit of measure is seconds. Measures the percent of calls that resulted in sales closure compared to the total number of calls handled. The call close rate provides an indication of the effectiveness of the organization at selling through the call center channel. Calculates the revenue received from the sales of product or services made using the chat channel. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from chats. Calculates the average revenue received per minute from the chat channel. Measures the average revenue generated by contacts going through the chat channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of chats handled by the contact centers. The average sales revenue is an indication of how successful organizations are at selling through the chat channel.

2.13.2 2.13.3 2.13.4

2.13.5

Revenue Metrics.Average Hourly Call Sales Value

2.13.6 2.13.7 2.13.8

Revenue Metrics.Sales Closure Call Volume Revenue Metrics.Sales Closure Call Time Revenue Metrics.Call Close Rate Revenue Metrics.Total Chat Revenue Revenue Metrics.Chat Revenue Per Minute

2.13.9

2.13.10

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-47

Contact Center Telephony Analytics

No 2.13.11

Metric Name Revenue Metrics.Total Sales Revenue

Description Provides the total revenue generated by calls, emails and chat going through the contact center. This metric accounts for all sales value of the sales transaction that occurred over the multiple channels. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Provides the total revenue generated by calls going through the call center channel. This metric only accounts for the sales value of the sales transaction that occurred over the phone. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Measures the revenue per contact center. This is calculated by taking the total sales revenue divided by total number of contact centers. Average trunk cost per minute of talk time. This is calculated by taking the trunk cost divided by the total talk time. Average trunk cost per employee. This is calculated by taking the trunk cost divided by the number of contact center representatives. Average trunk cost per contact center. This is calculated by taking the trunk cost divided by the number of contact centers. Average cost per minute of talk time. This is calculated by taking the total cost divided by the total talk time. Average cost per employee. This is calculated by taking the total cost divided by the number of contact center representatives. Average cost per contact center. This is calculated by taking the total cost divided by the number of contact centers. Average trunk cost per call. This is calculated by taking the trunk cost divided by the total call volume. Measures the total miscellaneous cost incurred by the contact representative at the contact center site. Average cost per call. This is calculated by taking the total cost divided by the total call volume. Measures the total trunk cost incurred by the contact representative at the contact center site. Calculates the total cost incurred by the contact center. This includes trunk cost, contact cost and other costs. Cost analysis is extremely crucial to determining the success of organizations to reduce costs. Measures the total employee contribution to revenue. This is calculated by taking total sales revenue minus trunk cost. Calculates the profitability of an interaction between the organization and its customers by subtracting the costs of contact from the contact center generated revenues. Contact Profitability is extremely crucial to determining the success of the contact centers, especially at a time when contact centers are striving to be profit centers, rather than cost centers. Measures the total employee cost incurred for each contact representative at the contact center site. Measures the percentage of employee compensation to total sales revenue. This is calculated by taking the total employee compensation divided by total sales revenue. Measures the number of representatives working in the contact center (service center) that take calls.

2.13.12

Revenue Metrics.Total Call Sales Revenue

2.13.13 2.13.14 2.13.15 2.13.16

Revenue Metrics.Revenue per Contact Center Cost Metrics.Average Trunk Cost per Minute Cost Metrics.Average Trunk Cost per Employee Cost Metrics.Average Trunk Cost per Contact Center Cost Metrics.Average Cost per Minute Cost Metrics.Average Cost per Employee Cost Metrics.Average Cost per Contact Center Cost Metrics.Average Trunk Cost per Call Cost Metrics.Other Cost Amount Cost Metrics.Average Cost per Call Cost Metrics.Trunk Cost Cost Metrics.Total Cost

2.13.17 2.13.18 2.13.19 2.13.20 2.13.21 2.13.22 2.13.23 2.13.24

2.13.25

Employee and Profitability Metrics.Employee Contribution Employee and Profitability Metrics.Contact Profitability

2.13.26

2.13.27

Employee and Profitability Metrics.Employee Compensation Employee and Profitability Metrics.Payroll Cost of Sales Employee and Profitability Metrics.Headcount

2.13.28

2.13.29

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-48

Contact Center Telephony Analytics

2.14 Service - Service Delivery and Costs Overview

No 2.14.1 Metric Name Revenue Metrics.Revenue per Employee Revenue Metrics.Revenue per Call Revenue Metrics.Revenue per Minute Revenue Metrics.Total Chat Revenue Revenue Metrics.Total Sales Revenue Description Provides the average revenue generated per contact representative working in the contact center (service center) for all revenue generating calls, emails and chat going through the contact center. Provides the average revenue generated per call going through the contact center. Provides the average revenue generated per minute of talk time of calls going through the contact center. Calculates the revenue received from the sales of product or services made using the chat channel. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from chats. Provides the total revenue generated by calls, emails and chat going through the contact center. This metric accounts for all sales value of the sales transaction that occurred over the multiple channels. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Calculates the average revenue received per minute from the chat channel. Measures the average revenue generated by contacts going through the chat channel. This metrics is calculated by taking the total revenue, and dividing that by the total number of chats handled by the contact centers. The average sales revenue is an indication of how successful organizations are at selling through the chat channel. Provides the total revenue generated by calls going through the call center channel. This metric only accounts for the sales value of the sales transaction that occurred over the phone. It does not net off returns. Analyzing sales value provides insight into the organizations effectiveness in generating sales value from contacts. Measures the revenue per contact center. This is calculated by taking the total sales revenue divided by total number of contact centers. Measures the total trunk cost incurred by the contact representative at the contact center site. Average cost per minute of talk time. This is calculated by taking the total cost divided by the total talk time. Average cost per employee. This is calculated by taking the total cost divided by the number of contact center representatives. Average cost per contact center. This is calculated by taking the total cost divided by the number of contact centers. Average cost per call. This is calculated by taking the total cost divided by the total call volume. Calculates the total cost incurred by the contact center. This includes trunk cost, contact cost and other costs. Cost analysis is extremely crucial to determining the success of organizations to reduce costs. Measures the total miscellaneous cost incurred by the contact representative at the contact center site. Calculates the profitability of an interaction between the organization and its customers by subtracting the costs of contact from the contact center generated revenues. Contact Profitability is extremely crucial to determining the success of the contact centers, especially at a time when contact centers are striving to be profit centers, rather than cost centers.

2.14.2 2.14.3 2.14.4

2.14.5

2.14.6

Revenue Metrics.Chat Revenue Per Minute

2.14.7

Revenue Metrics.Total Call Sales Revenue

2.14.8 2.14.9 2.14.10 2.14.11 2.14.12 2.14.13 2.14.14

Revenue Metrics.Revenue per Contact Center Cost Metrics.Trunk Cost Cost Metrics.Average Cost per Minute Cost Metrics.Average Cost per Employee Cost Metrics.Average Cost per Contact Center Cost Metrics.Average Cost per Call Cost Metrics.Total Cost

2.14.15 2.14.16

Cost Metrics.Other Cost Amount Employee and Profitability Metrics.Contact Profitability

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-49

Contact Center Telephony Analytics

No 2.14.17

Metric Name Employee and Profitability Metrics.Employee Compensation Employee and Profitability Metrics.Payroll Cost of Sales Employee and Profitability Metrics.Headcount

Description Measures the total employee cost incurred for each contact representative at the contact center site. Measures the percentage of employee compensation to total sales revenue. This is calculated by taking the total employee compensation divided by total sales revenue. Measures the number of representatives working in the contact center (service center) that take calls.

2.14.18

2.14.19

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 2-50

Enterprise Asset Management Analytics

Enterprise Asset Management Analytics

This chapter describes metrics available in Enterprise Asset Management Analytics of Oracle Business Intelligence Applications 7.9.6.4 Subsections of this chapter correspond to different Subject Areas in Enterprise Asset Management Analytics.

3.1 EAM - Asset Failure Analysis

No 3.1.1 3.1.2 Metric Name Fact - Asset Failure Analysis.Failure Cost Fact - Asset Failure Analysis.Count of Failures Description This is the actual maintenance cost incurred on failure work orders. This is reported by failure date. The total number of failures reported for the given dimensionality. By time, this is the total number of failures reported in the period.

3.1.3

Fact - Asset Failure Analysis.Down Time Incurred

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

3.1.4

Fact - Asset Failure Analysis.Planned Downtime

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

3.1.5

Fact - Asset Failure Analysis.Unplanned Downtime

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

3.1.6

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

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

3.1.7

Fact - Asset Failure Analysis.Mean Time To Repair Fact - Asset Failure Analysis.Mean Time Between Repairs Fact - Asset Failure Analysis.Downtime %

This is the time taken in days between the work order completion date and the associated failure date This should be analyzed by completion date. The number of days where a asset was in working condition. Calculated as the difference between mtbf and mttr. 100* Down Time Incurred / sum of Down Time Incurred.

3.1.8

3.1.9

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-51

Enterprise Asset Management Analytics

No 3.1.10

Metric Name Fact - Asset Failure Analysis.Failure Count %

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

3.1.11

Fact - Asset Failure Analysis.Planned Downtime %

100 * Unplanned Downtime / sum of Downtime incurred.

3.1.12

Fact - Asset Failure Analysis.Unplanned Downtime % Fact - Asset Failure Analysis.Failure Cost - QTD

100 * Unplanned Downtime / sum of Downtime incurred.

3.1.13

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

3.1.14

Fact - Asset Failure Analysis.Count of Failures QTD Fact - Asset Failure Analysis.Failure Cost - YTD

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

3.1.15

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

3.1.16

Fact - Asset Failure Analysis.Count of Failures YTD Fact - Asset Failure Analysis.WAGO Failure Cost

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

3.1.17

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

3.1.18

Fact - Asset Failure Analysis.WAGO Count of Failures Fact - Asset Failure Analysis.MAGO Failure Cost Fact - Asset Failure Analysis.MAGO Count of Failures Fact - Asset Failure Analysis.QAGO Failure Cost Fact - Asset Failure Analysis.QAGO Count of Failures Fact - Asset Failure Analysis.YAGO Failure Cost

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

3.1.19

Month Ago actual maintenance cost incurred on failure work orders.

3.1.20

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

3.1.21

Quarter ago actual maintenance cost incurred on failure work orders.

3.1.22

Change in the Count of Failures from last quarter.

3.1.23

Year ago actual maintenance cost incurred on failure work orders.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-52

Enterprise Asset Management Analytics

No 3.1.24

Metric Name Fact - Asset Failure Analysis.YAGO Count of Failures Fact - Asset Failure Analysis.YAGO Downtime Incurred

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

3.1.25

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

3.1.26

Fact - Asset Failure Analysis.YAGO Downtime %

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

3.1.27

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

Change in the Failure Cost from from last Quarter.

3.1.28

Change in the Count of Failures from last quarter.

3.1.29

Change in the Failure Cost from from last Year.

3.1.30

Change in the Count of Failures from last year.

3.1.31

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

3.1.32

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

Quarter ago actual maintenance cost incurred on failure work orders.

3.1.33

Change in the Count of Failures from last quarter.

3.1.34

Percentage of change in the Failure Cost from last Year.

3.1.35

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-53

Enterprise Asset Management Analytics

3.2 EAM - Asset History

No 3.2.1 3.2.2 Metric Name Fact - Asset History.Asset Cost Fact - Asset History.Preventive Cost Description Cost of procurement of an asset. Reported by acquired date. The actual cost (material, equipment and labor) of maintenance work orders that originate from PMS. The total of Breakdown and Preventive costs account for the total maintenance costs in the organization. It is the sum of actual equipment, labor and material cost used for servicing the maintenance work order it includes PMS and Break down work orders. The actual cost (material, equipment and labor) for the Unplanned Work Orders where work order type is REACTIVE (i.e.) where the work order is not planned. This is the number of years since the asset was installed. Reported by acquired date.

3.2.3 3.2.4

Fact - Asset History.Actual Maintenance Cost Fact - Asset History.Unplanned Maintenance Cost Fact - Asset History.Number of Years Since Installation Fact - Asset History.Actual Maintenance Cost - YTD Fact - Asset History.YAGO Asset Cost Fact - Asset History.YAGO Preventive Cost Fact - Asset History.YAGO Actual Maintenance Cost Fact - Asset History.YAGO Unplanned Maintenance Cost Fact - Asset History.Chg YAGO Asset Cost Fact - Asset History.Chg YAGO Preventive Cost Fact - Asset History.Chg YAGO Actual Maintenance Cost Fact - Asset History.Chg YAGO Unplanned Maintenance Cost Fact - Asset History.% Chg YAGO Asset Cost Fact - Asset History.% Chg YAGO Preventive Cost

3.2.5

3.2.6 3.2.7 3.2.8 3.2.9 3.2.10

Year to Date actual usage cost of Maintenance used for servicing the maintenance work order. Year ago Cost of procurement of an asset. Year ago actual cost (material, equipment and labor) of maintenance work orders that originate from PMS. Year ago Actual Maintenance cost used for servicing the maintenance work order. Year ago actual cost (material, equipment and labor) for the Unplanned Work Orders where work order type is REACTIVE (i.e.) where the work order is not planned. Change in the Asset Cost from last year. Change in the Preventive Cost from last year. Change in the Actual Maintenance Cost from last year.

3.2.11 3.2.12 3.2.13

3.2.14

Change in the Unplanned Maintenance Cost from last year.

3.2.15 3.2.16

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-54

Enterprise Asset Management Analytics

No 3.2.17

Metric Name Fact - Asset History.% Chg YAGO Actual Maintenance Cost Fact - Asset History.% Chg YAGO Unplanned Maintenance Cost Fact - Asset History.Count of Failures

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

3.2.18

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

3.2.19

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

3.3 EAM - Asset Maintenance Cost

No 3.3.1 Metric Name Fact - Asset Maintenance Cost.Breakdown Cost Description The actual cost (material, equipment and labor) of maintenance work orders that do not originate from PMS. The total of Breakdown and Preventive costs account for the total maintenance costs in the organization. These also include the cost of the follow up work orders that get entered as part of the PMS activity but are not directly generated by the PMS Scheduling. The actual cost (material, equipment and labor) of maintenance work orders that originate from PMS. The total of Breakdown and Preventive costs account for the total maintenance costs in the organization. It is the ratio of Breakdown cost upon the Actual Maintenance cost i.e.100 * Breakdown cost /Actual Maintenance cost It is the ratio of Preventive Cost upon the Actual Maintenance cost i.e.100 * Preventive Cost /Actual Maintenance cost It is the sum of actual equipment, labor and material cost.

3.3.2

Fact - Asset Maintenance Cost.Preventive Cost

3.3.3

Fact - Asset Maintenance Cost.Breakdown Cost Ratio Fact - Asset Maintenance Cost.Preventive Cost Ratio Fact - Asset Maintenance Cost.Actual Maintenance Cost Fact - Asset Maintenance Cost.Actual Labor Cost Fact - Asset Maintenance Cost.Actual Material Cost

3.3.4

3.3.5

3.3.6 3.3.7

It is the actual usage cost of labor used for servicing the maintenance work order. Calculated by OLTP based on actual resource hours used (type labor) It is the actual usage cost of material issued for servicing the maintenance work order. Includes both material issues and non stock item issues that come in through purchase requisitions and are issue directly to the work order.

3.3.8

Fact - Asset Maintenance Cost.Actual Equipment Cost Fact - Asset Maintenance Cost.Estimated Cost Fact - Asset Maintenance Cost.Estimated Labor Cost

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

3.3.9 3.3.10

The Sum of the System estimated equipment, labor and material cost used for servicing the maintenance work order. This is the estimated usage cost of equipment that is calculated by the OLTP based on the operations involved in the Maintenance BOM and the cost of the labor resources required for the operations.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-55

Enterprise Asset Management Analytics

No 3.3.11

Metric Name Fact - Asset Maintenance Cost.Estimated Material Cost Fact - Asset Maintenance Cost.Estimated Equipment Cost Fact - Asset Maintenance Cost.Estimated Cost Variance Fact - Asset Maintenance Cost.Cost Variance %

Description It is the estimated usage cost of Material issued that is calculated by the source system based on the value of both stock items and non-stock items. Both items are valued at the cost at which they were issued to the WO. It is the estimated usage cost of equipment that is calculated by the source system based on the operations involved in the Maintenance BOM and the cost of the equipment resources required for the operations. Difference between the system estimated and the actual maintenance cost used for servicing the maintenance work order. 100 * Estimated Cost Variance / Estimated Cost i.e. Difference between the system estimated and the actual maintenance cost divided by actual maintenance cost

3.3.12

3.3.13

3.3.14

3.3.15 3.3.16 3.3.17 3.3.18 3.3.19 3.3.20 3.3.21 3.3.22 3.3.23 3.3.24 3.3.25 3.3.26 3.3.27 3.3.28 3.3.29

QTD Metrics.Actual Maintenance Cost - QTD QTD Metrics.Actual Labor Cost - QTD QTD Metrics.Actual Material Cost - QTD QTD Metrics.Actual Equipment Cost - QTD QTD Metrics.Estimated Cost - QTD YTD Metrics.Actual Maintenance Cost - YTD YTD Metrics.Actual Labor Cost - YTD YTD Metrics.Actual Material Cost - YTD YTD Metrics.Actual Equipment Cost - YTD YTD Metrics.Estimated Cost - YTD AGO Metrics.QAGO Actual Maintenance Cost AGO Metrics.QAGO Actual Labor Cost AGO Metrics.QAGO Actual Material Cost AGO Metrics.QAGO Actual Equipment Cost AGO Metrics.YAGO Actual Maintenance Cost

Quarter to Date actual usage cost of Maintenance used for servicing the maintenance work order. Quarter to Date actual usage cost of labor used for servicing the maintenance work order. Quarter to Date actual usage cost of material issued for Maintenance used for servicing the maintenance work order. Quarter to Date actual usage cost of equipment used for servicing the maintenance work order. Quarter to Date Estimated Cost is Sum of the System estimated equipment, labor and material cost used for servicing the maintenance work order. Year to Date actual usage cost of Maintenance used for servicing the maintenance work order. Year to Date actual usage cost of labor used for servicing the maintenance work order. Year to Date actual usage cost of material issued for Maintenance used for servicing the maintenance work order. Year to Date actual usage cost of equipment used for servicing the maintenance work order. Year to Date Estimated Cost is Sum of the System estimated equipment, labor and material cost used for servicing the maintenance work order. Quarter ago Actual Maintenance cost used for servicing the maintenance work order. Quarter ago Actual usage cost of labor used for servicing the maintenance work order. Quarter ago Actual usage cost of material issued for servicing the maintenance work order. Quarter ago Actual usage cost of equipment used for servicing the maintenance work order. Year ago Actual Maintenance cost used for servicing the maintenance work order.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-56

Enterprise Asset Management Analytics

No 3.3.30 3.3.31 3.3.32 3.3.33 3.3.34 3.3.35 3.3.36

Metric Name AGO Metrics.YAGO Actual Labor Cost AGO Metrics.YAGO Actual Material Cost AGO Metrics.YAGO Actual Equipment Cost AGO Metrics.YAGO Estimated Cost AGO Metrics.YAGO Estimated Labor Cost AGO Metrics.YAGO Estimated Material Cost AGO Metrics.YAGO Estimated Equipment Cost AGO Metrics.YAGO Breakdown Cost AGO Metrics.YAGO Preventive Cost AGO Metrics.YAGO Unplanned Maintenance Cost AGO Metrics.YAGO Cost Variance % AGO Metrics.Chg QAGO Actual Maintenance Cost AGO Metrics.Chg YAGO Actual Maintenance Cost AGO Metrics.Chg YAGO Actual Labor Cost AGO Metrics.Chg YAGO Actual Material Cost AGO Metrics.Chg YAGO Actual Equipment Cost AGO Metrics.Chg YAGO Estimated Cost AGO Metrics.Chg YAGO Estimated Labor Cost AGO Metrics.Chg YAGO Estimated Material Cost AGO Metrics.Chg YAGO Estimated Equipment Cost AGO Metrics.Chg YAGO Preventive Cost

Description Year ago Actual usage cost of labor used for servicing the maintenance work order. Year ago Actual usage cost of material issued for servicing the maintenance work order. Year ago Actual usage cost of equipment used for servicing the maintenance work order. Year ago System Estimated usage cost used for servicing the maintenance work order. Year ago System Estimated usage cost of labor used for servicing the maintenance work order. Year ago Estimated usage cost of material issued for servicing the maintenance work order. Year ago System Estimated usage cost of equipment used for servicing the maintenance work order. Year ago Breakdown Cost for maintenance work orders that do not originate from PMS. Year ago actual cost (material, equipment and labor) of maintenance work orders that originate from PMS. Year ago actual cost (material, equipment and labor) for the Unplanned Work Orders where work order type is REACTIVE (i.e.) where the work order is not planned.

3.3.37 3.3.38 3.3.39

3.3.40 3.3.41 3.3.42 3.3.43 3.3.44 3.3.45 3.3.46 3.3.47 3.3.48 3.3.49

Year ago Cost Variance percentage i.e. 100 * Estimated Cost Variance / Estimated Cost. Change in the Actual Maintenance Cost from last quarter. Change in the Actual Maintenance Cost from last year. Change in the Actual Labor Cost from last year. Change in the Actual Material Cost from last year. Change in the Actual Equipment Cost from last year. Change in the Estimated Cost from last year. Change in the Estimated Labor Cost from last year. Change in the Estimated Material Cost from last year. Change in the Estimated Equipment Cost from last year.

3.3.50

Change in the Preventive Cost from last year.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-57

Enterprise Asset Management Analytics

No 3.3.51 3.3.52

Metric Name AGO Metrics.Chg YAGO Breakdown Cost AGO Metrics.Chg YAGO Unplanned Maintenance Cost AGO Metrics.Chg YAGO Cost Variance % AGO Metrics.% Chg QAGO Actual Maintenance Cost AGO Metrics.% Chg YAGO Actual Maintenance Cost AGO Metrics.% Chg YAGO Actual Labor Cost AGO Metrics.% Chg YAGO Actual Material Cost AGO Metrics.% Chg YAGO Actual Equipment Cost AGO Metrics.% Chg YAGO Estimated Labor Cost AGO Metrics.% Chg YAGO Estimated Cost AGO Metrics.% Chg YAGO Estimated Equipment Cost AGO Metrics.% Chg YAGO Estimated Material Cost AGO Metrics.% Chg YAGO Preventive Cost AGO Metrics.% Chg YAGO Breakdown Cost AGO Metrics.% Chg YAGO Unplanned Maintenance Cost

Description Change in the Breakdown Cost from last year. Change in the Unplanned Maintenance Cost from last year.

3.3.53 3.3.54

Change in the Cost Variance percentage from last year. Percentage of change in the Actual Maintenance Cost from last quarter.

3.3.55

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

3.3.56 3.3.57

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

3.3.58

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

3.3.59

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

3.3.60 3.3.61

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

3.3.62

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

3.3.63 3.3.64 3.3.65

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

3.4 EAM - Asset Maintenance Workorders

No 3.4.1 Metric Name Fact - Asset Maintenance Work Orders.Cycle Time Description The time taken to complete a work order i.e. actual start date - actual complete date of work order (reported on completion dates)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-58

Enterprise Asset Management Analytics

No 3.4.2

Metric Name Fact - Asset Maintenance Work Orders.Days Delayed

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

3.4.3

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

3.4.4

3.4.5

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

100 * Planned work orders / count of Work orders.

3.4.6

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

3.4.7

Fact - Asset Maintenance Work Orders.Unplanned Work Orders % Fact - Asset Maintenance Work Orders.Count of Cancelled Work Orders Fact - Asset Maintenance Work Orders.Count of Completed Work Orders Fact - Asset Maintenance Work Orders.Count of Preventive Work Orders Fact - Asset Maintenance Work Orders.Count of Routine Work Orders Fact - Asset Maintenance Work Orders.Count of Emergency Work Orders Fact - Asset Maintenance Work Orders.Count of Reactive Work Orders Fact - Asset Maintenance Work Orders.Count of Work Orders

100 * Planned work orders / count of Work orders.

3.4.8

It is the count of Cancelled Work Orders that have work order status ='CANCELLED' these work orders fall under this category. It is the count of Completed Work Orders that have work order status ='COMPLETE' these work orders fall under this category. It is the number of preventive maintenance work orders which is originate from PMS. It is the count of Routine Work Orders that have work order priority <> 'Emergency' these work orders fall under this category.

3.4.9

3.4.10

3.4.11

3.4.12

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

3.4.13

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

3.4.14

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-59

Enterprise Asset Management Analytics

No 3.4.15

Metric Name Fact - Asset Maintenance Work Orders.Planned Work Order Ratio Fact - Asset Maintenance Work Orders.Unplanned Work Order Ratio Fact - Asset Maintenance Work Orders.YAGO Planned Work Orders

Description 100 * Planned work orders / count of Work orders.

3.4.16

100 * Unplanned work orders / count of Work orders.

3.4.17

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

3.4.18

Fact - Asset Maintenance Work Orders.YAGO Unplanned Work Orders Fact - Asset Maintenance Work Orders.YAGO Count of Completed Work Orders Fact - Asset Maintenance Work Orders.Chg YAGO Planned Work Orders Fact - Asset Maintenance Work Orders.Chg YAGO Unplanned Work Orders Fact - Asset Maintenance Work Orders.Chg YAGO Count of Completed Work Orders Fact - Asset Maintenance Work Orders.% Chg YAGO Planned Work Orders Fact - Asset Maintenance Work Orders.% Chg YAGO Unplanned Work Orders Fact - Asset Maintenance Work Orders.% Chg YAGO Count of Completed Work Orders Fact - Asset Maintenance Work Orders.YAGO Unplanned Work Order Ratio Fact - Asset Maintenance Work Orders.Chg YAGO Unplanned Work Order Ratio

Year ago Unplanned Work Orders that the number of work orders where work order type is REACTIVE (i.e.) where the work order is not planned. Change in the Count of Completed Work Orders from last year.

3.4.19

3.4.20

Change in the Planned Work Orders from last year.

3.4.21

Change in the Unplanned Work Orders from last year.

3.4.22

Percentage of change in the Count of Completed Work Orders from last year.

3.4.23

Percentage of change in the Planned Work Orders from last year.

3.4.24

Percentage of change in the Unplanned Work Orders from last year.

3.4.25

Percentage of change in the Count of Completed Work Orders from last year.

3.4.26

Year ago Unplanned Work Order Ratio i.e. 100 * Unplanned work orders / count of Work orders. Change in the Unplanned Work Order Ratio from last year.

3.4.27

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-60

Enterprise Asset Management Analytics

No 3.4.28

Metric Name Fact - Asset Maintenance Work Orders.% Chg YAGO Unplanned Work Order Ratio Fact - Asset Maintenance Work Orders.Work Order Completing Late Fact - Asset Maintenance Work Orders.Work Order Completing Late % Fact - Asset Maintenance Work Orders.On Time Completion

Description Percentage of change in the Unplanned Work Order Ratio from last year.

3.4.29

It is the count of work orders which are completed late then the scheduled date.

3.4.30

100 * Work Order Completing Late / count of Work orders.

3.4.31

On Time Completion is the count of all maintenance work orders that have a actual completion date less than the planned completion date.

3.4.32

Fact - Asset Maintenance Work Orders.YAGO On Time Completion

Year ago On Time Completion is the count of all maintenance work orders that have a actual completion date less than the planned completion date.

3.4.33

Fact - Asset Maintenance Work Orders.On Time Completion % Fact - Asset Maintenance Work Orders.QAGO On Time Completion % Fact - Asset Maintenance Work Orders.YAGO On Time Completion %

On Time Completion % is the percentage of On-Time Completed maintenance work orders to all completed maintenance work orders in that period.

3.4.34

It is the percentage of On Time Completion quarter ago.

3.4.35

Year ago On Time Completion % is the percentage of On-Time Completed maintenance work orders to all completed maintenance work orders in that period.

3.4.36

Fact - Asset Maintenance Work Orders.Down Time Incurred Fact - Asset Maintenance Work Orders.YAGO Downtime Incurred

DownTime incurred during maintenance work orders.

3.4.37

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

3.4.38

Fact - Asset Maintenance Work Orders.Chg YAGO Downtime Incurred Fact - Asset Maintenance Work Orders.% Chg YAGO Downtime Incurred Fact - Asset Maintenance Work Orders.Count of Released Work Orders

Change in the Downtime Incurred from last year.

3.4.39

Percentage of change in the Downtime Incurred from last year.

3.4.40

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-61

Enterprise Asset Management Analytics

No 3.4.41

Metric Name Fact - Asset Maintenance Work Orders.Count of Backlog Work Orders

Description Backlog indicates the count of all maintenance work orders that have yet to be addressed. All released work orders that are not in Completed, Closed or Cancelled statuses fall under this category.

3.4.42

Fact - Asset Maintenance Work Orders.Count of Past Due Backlog Fact - Asset Maintenance Work Orders.Past Due Backlog %

Count of all backlogged maintenance work orders that have a planned completion date in the past. It is the percentage of Past Due Backlog Work Orders to the Released maintenance Work Orders (100* Count of Past Due Backlog WO's / Count of Released WO's).

3.4.43

3.4.44

Fact - Asset Maintenance Work Orders.QAGO Past Due Backlog % Fact - Asset Maintenance Work Orders.YAGO Past Due Backlog % Fact - Asset Maintenance Work Orders.Backlog %

Quarter ago Past Due Backlog percentage (100* Count of Past Due Backlog WO's / Count of Released WO's).

3.4.45

Year ago Past Due Backlog percentage (100* Count of Past Due Backlog WO's / Count of Released WO's).

3.4.46

It is the percentage of Backlog work orders to the count of total work orders (100 * Count of Backlog WO / Count of total Work Orders).

3.4.47

Fact - Asset Maintenance Work Orders.QAGO Backlog % Fact - Asset Maintenance Work Orders.YAGO Backlog % Fact - Asset Maintenance Work Orders.QAGO Past Due Backlog Fact - Asset Maintenance Work Orders.QAGO Backlog Fact - Asset Maintenance Work Orders.YAGO Past Due Backlog Fact - Asset Maintenance Work Orders.YAGO Backlog Fact - Asset Maintenance Work Orders.Chg QAGO Past Due Backlog Fact - Asset Maintenance Work Orders.Chg QAGO Backlog Fact - Asset Maintenance Work Orders.Chg YAGO Past Due Backlog

Quarter ago Backlog percentage (100 * Count of Backlog WO divided by Count of total Work Orders). Year ago Backlog percentage (100 * Count of Backlog WO divided by Count of total Work Orders). Quarter ago Maintenance work order Past Due Backlog quantity.

3.4.48

3.4.49

3.4.50 3.4.51

Quarter ago Maintenance work order Backlog quantity. Year ago Maintenance work order Past Due Backlog quantity.

3.4.52 3.4.53

Year ago Maintenance work order Backlog quantity. Change in the Maintenance work order Past Due Backlog quantity from last quarter. Change in the Maintenance work order Backlog quantity from last quarter.

3.4.54

3.4.55

Change in the Maintenance work order Past Due Backlog quantity from last year.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-62

Enterprise Asset Management Analytics

No 3.4.56

Metric Name Fact - Asset Maintenance Work Orders.Chg YAGO Backlog Fact - Asset Maintenance Work Orders.% Chg QAGO Past Due Backlog Fact - Asset Maintenance Work Orders.% Chg QAGO Backlog Fact - Asset Maintenance Work Orders.% Chg YAGO Past Due Backlog Fact - Asset Maintenance Work Orders.% Chg YAGO Backlog

Description Change in the Maintenance work order Backlog quantity from last year.

3.4.57

Percentage of change in the Maintenance work order Past Due Backlog Quantity from last quarter. Percentage of change in the Maintenance work order Backlog quantity from last quarter. Percentage of change in the Maintenance work order Past Due Backlog Quantity from last year. Percentage of change in the Maintenance work order Backlog quantity from last year.

3.4.58

3.4.59

3.4.60

3.5 EAM - Asset Meter Reading

No 3.5.1 Metric Name Fact - Asset Meter Reading.Actual Reading Fact - Asset Meter Reading.Meter Reading Till Date Description The reading as on the Meter Reading date. For Change meters, this will be the incremental value and for Absolute meters, this will be the same as the current meter reading till date. The meter reading till date. For Absolute meters, this will be the same as the actual reading. For Change meters, this will be the summary of meter readings entered till date

3.5.2

3.5.3 3.5.4

Fact - Asset Meter Reading.Prior Reading Fact - Asset Meter Reading.Change in Reading Value

The last reading on the meter. Difference between Actual Reading and Prior Reading.

3.6 EAM - Asset Quality

No 3.6.1 3.6.2 3.6.3 Metric Name Fact - Asset Quality.Count of Tests Fact - Asset Quality.Test Quantity Fact - Asset Quality.Result Value Description Is the number of tests performed Test quantity is the quantity used in the test Result value of attribute being tested

3.7 EAM - Inventory Aging

No Metric Name Description

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-63

Enterprise Asset Management Analytics

No 3.7.1

Metric Name Facts - Inventory Aging.Available Quantity

Description This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified.

3.7.2

Facts - Inventory Aging.Available Amount

Available Amount represents the Available Quantity valued at the cost of an item

3.7.3

Facts - Inventory Aging.Obsolete Inventory Quantity

The quantity of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items is a summarized value from the lot level obsoletes.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-64

Enterprise Asset Management Analytics

No 3.7.4

Metric Name Facts - Inventory Aging.Obsolete Inventory Value

Description The value at standard cost of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items is a summarized value from the lot level obsoletes.

3.7.5

Facts - Inventory Aging.Year Ago Obsolete Inventory Value Facts - Inventory Aging.Days In Inventory Facts - Inventory Aging.Days Left Expiry

Year Ago obsolete inventory value based on the Gregorian and Enterprise Calendars

3.7.6

This is the total No.of Days since the inventory is lying

3.7.7

This is the number of days by when all the inventory of this item/lot will expire (maximum of days left expiry across receipt date)

3.7.8

Facts - Inventory Aging.Days Since Expired

This is the number of days since when the earliest lot/item available in inventory has expired (maximum of days since expired across receipt date)

3.8
No 3.8.1

EAM - Maintenance Material Usage

Metric Name Fact - Material Usage.Actual Material Quantity Description It is the actual quantity of materials that were issued to a maintenance work order. This includes issue of both stock items and non-stock items.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-65

Enterprise Asset Management Analytics

No 3.8.2

Metric Name Fact - Material Usage.Standard Material Quantity

Description It is the standard quantity of materials that should be used to service a maintenance work order as per the maintenance work order BOM. This could include both stock items and direct (non-stock) items.

3.8.3

Fact - Material Usage.Actual Material Cost

It is the actual value of the materials that were issued to a maintenance work order. This includes value of both stock items and non-stock items. Both items are valued at the cost at which they were issued to the WO

3.8.4

Fact - Material Usage.Standard Material Cost

It is the standard value of materials that should be used to service a maintenance work order as per the maintenance work order BOM. This could include both stock items and direct (non-stock) items and is valued at item cost.

3.8.5

Fact - Material Usage.YAGO Actual Material Cost Fact - Material Usage.YAGO Standard Material Cost

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

3.8.6

3.8.7

Fact - Material Usage.Chg YAGO Actual Material Cost Fact - Material Usage.Chg YAGO Standard Material Cost Fact - Material Usage.% Chg YAGO Actual Material Cost Fact - Material Usage.% Chg YAGO Standard Material Cost

Change in the Actual Material Cost from last year.

3.8.8

Change in the Planned Material Cost from past year.

3.8.9

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

3.8.10

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

3.9 EAM - Maintenance Resource Availability

No 3.9.1 Metric Name Fact - Resource Availability.Resource Availability Description It is the available hours of resources that were can be use for service a maintenance work order. This includes both equipment and Labor resources.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-66

Enterprise Asset Management Analytics

No 3.9.2

Metric Name Fact - Resource Availability.Resource Availability Value

Description It is the Cost of resources that were available to do the service a maintenance work order. This includes both equipment and people resources and is costed at the usage rate.

3.9.3 3.9.4 3.9.5 3.9.6

Fact - Resource Availability.YAGO Resource Availability Fact - Resource Availability.Chg YAGO Resource Availability Fact - Resource Availability.% Chg YAGO Resource Availability Fact - Resource Availability.Actual Resource Hours

Change in the Resource Availability from last year. Percentage of change in the Resource Availability from last year. Percentage of change in the Resource Availability from last year. This is the actual hours of resources that were used in order to service a maintenance work order. This includes both equipment and Labor resources. Year ago actual hours of resources that were used in order to service a maintenance work order. Change in the Actual Resource Hours from last year. Percentage of change in the Actual Resource Hours from last year. 100 * Resource actual hours / Resource available hours. Reported by transaction date. Percentage of Resource Utilization from last quarter. Percentage of Resource Utilization from last month. Percentage of Resource Utilization from last year. Percentage of change in the Resource Utilization from last year.

3.9.7 3.9.8 3.9.9 3.9.10 3.9.11 3.9.12 3.9.13 3.9.14

Fact - Resource Availability.YAGO Actual Resource Hours Fact - Resource Availability.Chg YAGO Actual Resource Hours Fact - Resource Availability.% Chg YAGO Actual Resource Hours Fact - Resource Availability.Resource Utilization % Fact - Resource Availability.% QAGO Resource Utilization Fact - Resource Availability.% MAGO Resource Utilization Fact - Resource Availability.% YAGO Resource Utilization Fact - Resource Availability.% Chg YAGO Resource Utilization

3.10 EAM - Maintenance Resource Usage

No 3.10.1 Metric Name Fact - Resource Usage.Actual Resource Cost Description It is the actual Cost of resources that were used in order to service a maintenance work order. This includes both equipment and people resources and is costed at the usage rate.

3.10.2

Fact - Resource Usage.Actual Resource Hours

This is the actual hours of resources that were used in order to service a maintenance work order. This includes both equipment and Labor resources.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-67

Enterprise Asset Management Analytics

No 3.10.3

Metric Name Fact - Resource Usage.Actual Equipment Hours

Description It is the actual hours of resources (type as Equipment) that were used in order to service a maintenance work order.

3.10.4 3.10.5

Fact - Resource Usage.Actual Labor Hours Fact - Resource Usage.Standard Resource Cost

It is the actual hours of resources (type as Labor) that were used in order to service a maintenance work order. It is the Planned Resource Cost of the resources (type as Equipment and Labor) used for service maintenance Work order.

3.10.6

Fact - Resource Usage.Standard Resource Hours Fact - Resource Usage.Standard Equipment Hours Fact - Resource Usage.Standard Labor Hours

It is the Planned Resource hours of the resources (type as Equipment and Labor) used for service maintenance Work order.

3.10.7

It is the Planned hours of the Equipment used for the service Maintenance for Work Order.

3.10.8

It is the Planned hours of the Labor used for the service Maintenance for Work Order.

3.10.9

Fact - Resource Usage.Resource Efficiency

It shows how efficiently the resources (type as Equipment and Labor) involved in a maintenance organization are able to fulfill the task. This is the actual hours of resources used in maintenance work orders upon the available hours.

3.10.10

Fact - Resource Usage.Equipment Efficiency

It shows how efficiently the resources (type as Equipment) involved in a maintenance organization are able to fulfill the task. It is the actual hours of resources used in maintenance work orders divided by available hours.

3.10.11

Fact - Resource Usage.Labor Efficiency

It shows how efficiently the resources (type as Labor) involved in a maintenance organization are able to fulfill the task. It is the actual hours of resources used in maintenance work orders upon the available hours.

3.10.12

Fact - Resource Usage.Resource Cost variance Fact - Resource Usage.Resource Usage Variance Fact - Resource Usage.Equipment Usage Variance Fact - Resource Usage.Labor Usage Variance

Difference between Standard Cost and the Actual Cost of the Resource (type as Equipment and Labor) work. Difference between Standard Time and the Actual Time of the Resource (type as Equipment and Labor) work. Difference between Standard Time and the Actual Time of the Resource (type as Equipment) work. Difference between Standard Time and the Actual Time of the Resource (type as Labor) work.

3.10.13

3.10.14

3.10.15

3.10.16

Fact - Resource Usage.YAGO Actual Resource Cost

Year ago actual Cost of resources that were used in order to service a maintenance work order.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-68

Enterprise Asset Management Analytics

No 3.10.17 3.10.18

Metric Name Fact - Resource Usage.Chg YAGO Actual Resource Cost Fact - Resource Usage.YAGO Actual Resource Hours

Description Change in the Actual Resource Cost from last year. Year ago actual hours of resources that were used in order to service a maintenance work order.

3.10.19

Fact - Resource Usage.Chg YAGO Actual Resource Hours

Change in the Actual Resource Hours from last year.

3.10.20

Fact - Resource Usage.% Chg YAGO Actual Resource Hours

Percentage of change in the Actual Resource Hours from last year.

3.10.21 3.10.22

Fact - Resource Usage.% Chg YAGO Resource Cost Fact - Resource Usage.YAGO Labor Efficiency

Percentage of change in the Actual Resource Cost from last year. Year ago Labor Efficiency shows how efficiently the resources (type as Labor) involved in a maintenance organization is able to fulfill the task.

3.10.23

Fact - Resource Usage.YAGO Equipment Efficiency

Year ago Equipment Efficiency shows how efficiently the resources (type as Equipment) used in a maintenance organization is able to fulfill the task.

3.10.24

Fact - Resource Usage.YAGO Resource Efficiency

Year ago Resource Efficiency shows how efficiently the resources (type as Equipment and Labor) involved in a maintenance organization is able to fulfill the task. Change in the Labor Efficiency year from last year. Change in the Equipment Efficiency from last year. Change in the Resource Efficiency from last year. Percentage of change in the Labor Efficiency from last year. Percentage of change in the Equipment Efficiency from last year.

3.10.25 3.10.26 3.10.27 3.10.28 3.10.29

Fact - Resource Usage.Chg YAGO Labor Efficiency Fact - Resource Usage.Chg YAGO Equipment Efficiency Fact - Resource Usage.Chg YAGO Resource Efficiency Fact - Resource Usage.% Chg YAGO Labor Efficiency Fact - Resource Usage.% Chg YAGO Equipment Efficiency

3.10.30

Fact - Resource Usage.% Chg YAGO Resource Efficiency

Percentage of change in the Resource Efficiency from last year.

3.10.31

Fact - Resource Usage.YAGO Resource Usage Variance

Change in the Resource Usage Variance from last year.

3.10.32

Fact - Resource Usage.YAGO Equipment Usage Variance

Year ago Equipment Usage Variance is difference between Standard Time and the Actual Time of the Resource (type as Equipment) work.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-69

Enterprise Asset Management Analytics

No 3.10.33

Metric Name Fact - Resource Usage.YAGO Labor Usage Variance

Description Year ago Labor Usage Variance is difference between Standard Time and the Actual Time of the Resource (type as Labor) work.

3.10.34

Fact - Resource Usage.YAGO Resource Cost variance

Year ago Resource Cost variance is difference between Standard Cost and the Actual Cost of the Resource (type as Equipment and Labor) work.

3.10.35

Fact - Resource Usage.Chg YAGO Resource Usage Variance Fact - Resource Usage.Chg YAGO Equipment Usage Variance Fact - Resource Usage.Chg YAGO Labor Usage Variance Fact - Resource Usage.Chg YAGO Resource Cost variance

Change in the Resource Usage Variance from last year.

3.10.36

Change in the Equipment Usage Variance from last year.

3.10.37 3.10.38

Change in the Labor Usage Variance from last year. Change in the Resource Cost variance from last year.

3.10.39

Fact - Resource Usage.% Chg YAGO Resource Usage Variance Fact - Resource Usage.% Chg YAGO Equipment Usage Variance Fact - Resource Usage.% Chg YAGO Labor Usage Variance Fact - Resource Usage.% Chg YAGO Resource Cost variance

Percentage of change in the Resource Usage Variance last year.

3.10.40

Percentage of change in the Equipment Usage Variance from last year.

3.10.41

Percentage of change in the Labor Usage Variance from last year.

3.10.42

Percentage of change in the Resource Cost variance from last year.

3.11 EAM - MRO Inventory

No 3.11.1 3.11.2 Metric Name Facts - MRO Inventory.Opening Quantity Facts - MRO Inventory.Available Quantity Description Available Quantity (Ending Balance) of the previos period. This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-70

Enterprise Asset Management Analytics

No 3.11.3

Metric Name Facts - MRO Inventory.Value Only Amount

Description Value Only Group Amount represents a group of material managed only on value basis and not on quantity basis. For these, materials quantity is never updated. Example: Hierarchy articles and group articles.

3.11.4

Facts - MRO Inventory.Standard Cost Amount Facts - MRO Inventory.In Transit Quantity Facts - MRO Inventory.Value Transfer Amount Facts - MRO Inventory.Inspection Quantity Facts - MRO Inventory.Restricted Quantity

The total inventory value in chart of accounts or group currency for the product at the standard cost. This is the total physical quantity in transit for the product (in inventory unit of measure). This is the in-transit amount of value-only group amount stated in group currency. This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders.

3.11.5 3.11.6 3.11.7

3.11.8

3.11.9

Facts - MRO Inventory.Blocked Quantity

This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

3.11.10

Facts - MRO Inventory.Replenishment Quantity Facts - MRO Inventory.Available Consignment Quantity Facts - MRO Inventory.Inspection Consignment Quantity Facts - MRO Inventory.Restricted Consignment Quantity Facts - MRO Inventory.Block Consignment Quantity Facts - MRO Inventory.Reorder Point

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. Reorder Point is the inventory level at the storage location that triggers a reorder for replenishment of this product.

3.11.11

3.11.12

3.11.13

3.11.14

3.11.15

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-71

Enterprise Asset Management Analytics

No 3.11.16

Metric Name Facts - MRO Inventory.# of Products Requiring Reorder

Description This metric tells us the number of inventory items that have a current available quantity less than the suggested inventory reorder point. By knowing the number of products that need re-ordeing we can better understand the related inventory processes required (e.g., purchase requisitions that need to be created and processed, etc.)

3.11.17

Facts - MRO Inventory.Inventory Turn

Inventory Turn measures the number of times that inventory turns over in a recent one year period. It is an indicator of how well a company's products are doing in the market. It is calculated as dividing annual inventory sold to customers by the average inventory level.

3.11.18

Facts - MRO Inventory.Inspection Amount Facts - MRO Inventory.Restricted Amount

This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders.

3.11.19

3.11.20

Facts - MRO Inventory.Blocked Amount

This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

3.11.21

Facts - MRO Inventory.Replenishment Amount Facts - MRO Inventory.Available Consignment Amount Facts - MRO Inventory.Inspection Consignment Amount Facts - MRO Inventory.Restricted Consignment Amount Facts - MRO Inventory.Block Consignment Amount Facts - MRO Inventory.WIP_Amount Facts - MRO Inventory.Days Inventory Outstanding

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. The value of inventory which is work in progress. DIO (Days Inventory Outstanding). Also called Inventory DSI (Days Sales of Inventory) DSI/DIO = (Average Inventory/Cost of Goods Sold) * 365 Or DSI/DIO = 365/Inventory Turns

3.11.22

3.11.23

3.11.24

3.11.25

3.11.26 3.11.27

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-72

Enterprise Asset Management Analytics

No 3.11.28 3.11.29 3.11.30 3.11.31 3.11.32 3.11.33 3.11.34

Metric Name Facts - MRO Inventory.YAGO Standard Cost Amount Facts - MRO Inventory.Chg YAGO Standard Cost Amount Facts - MRO Inventory.% Chg YAGO Standard Cost Amount Facts - MRO Inventory.YAGO Available Quantity Facts - MRO Inventory.Chg YAGO Available Quantity Facts - MRO Inventory.% Chg YAGO Available Quantity Facts - MRO Inventory.YAGO Available Consignment Quantity

Description The inventory value, a year ago, for the product at the standard cost in the chart of accounts in group currency. (Standard Cost Amount - Year Ago Standard Cost Amount) The total inventory value in chart of accounts or group currency for the product at the standard cost. (Standard Cost Amount - Year Ago Standard Cost Amount) * 100/ (Year Ago Standard Cost Amount) (Available Quantity - Year Ago Available Quantity) (Available Quantity - Year Ago Available Quantity) * 100/ (Year Ago Available Quantity) Quantity, a year ago, in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

3.11.35

Facts - MRO Inventory.Chg YAGO Available Consignment Quantity Facts - MRO Inventory.% Chg YAGO Available Consignment Quantity

(Available Consignment Quantity - Year Ago Available Consignment Quantity)

3.11.36

(Available Consignment Quantity - Year Ago Available Consignment Quantity)*100/(Year Ago Available Consignment Quantity)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 3-73

Financial Analytics

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

4.1 Financials - AP Balance

No 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 Metric Name Facts - AP Balance.AP Amount Facts - AP Balance.Closing Amount Facts - AP Balance.Closing Local Amount Facts - AP Balance.Opening Amount Facts - AP Balance.Opening Local Amount Description Amount of credit in Group level currency Closing balance for specified account(s) in Group level currency Closing balance for specified account(s) in Local level currency Closing balance for specified account(s) in Group level currency Opening balance for specified account(s) in Local level currency

4.2 Financials - AP Invoice Aging

No 4.2.1 Metric Name Facts - AP Balance Aging.AP Aging 1-30 Amount Facts - AP Balance Aging.AP Aging 1-30 Amount to Total % Facts - AP Balance Aging.AP Aging 31-60 Amount Facts - AP Balance Aging.AP Aging 31-60 Amount to Total % Facts - AP Balance Aging.AP Aging 61-90 Amount Facts - AP Balance Aging.AP Aging 61-90 Amount to Total % Facts - AP Balance Aging.AP Aging 90+ Amount Description This metric is the net payable outstanding to the supplier aged between 0 to 30 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 0 and 30 days. This metric computes the percentage of AP Aging 1-30 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged between 31 to 60 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 31 and 60 days. This metric computes the percentage of AP Aging 31-60 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged between 61 to 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 61 and 90 days. This metric computes the percentage of AP Aging 61-90 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is over 90 days

4.2.2

4.2.3

4.2.4

4.2.5

4.2.6

4.2.7

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-74

Financial Analytics

No 4.2.8

Metric Name Facts - AP Balance Aging.AP Aging 90+ Amount to Total % Facts - AP Balance Aging.AP Avg Invoice Days Outstanding Facts - AP Balance Aging.AP Count Open Transactions Facts - AP Balance Aging.Total AP Outstanding Amount Facts - AP Invoice Amount.Remaining AP Invoice Amount Facts - AP Invoice Amount.Total AP Invoice Amount Facts - AP Payments Due Aging.AP Avg Invoice Days Until Due Facts - AP Payments Due Aging.AP Count Days Until Due Transaction Facts - AP Payments Due Aging.AP Due 1-30 Amount Facts - AP Payments Due Aging.AP Due 1-30 Amount to Total Due % Facts - AP Payments Due Aging.AP Due 31-60 Amount Facts - AP Payments Due Aging.AP Due 31-60 Amount to Total Due % Facts - AP Payments Due Aging.AP Due 61-90 Amount Facts - AP Payments Due Aging.AP Due 61-90 Amount to Total Due % Facts - AP Payments Due Aging.AP Due 90+ Amount Facts - AP Payments Due Aging.AP Due 90+ Amount to Total Due % Facts - AP Payments Due Aging.AP Due Amount to Total %

Description This metric computes the percentage of AP Aging 90+ Amount to total outstanding AP Balance. This metric computes the average outstanding transaction days, basically how long it is open since the Invoice Date. This metric counts all open transactions related to Payables

4.2.9

4.2.10

4.2.11

This metric is the amount due to the supplier. It includes all line items that have the document status of Open. This metric shows the remaining balance at each invoice level after accounting for partial payments against each invoice line item. This is computed for only open invoice which are still not fully paid. The remaining amount will be equal to invoice amount if no payment is applied. Total AP Invoice amount for each each invoice line item.

4.2.12

4.2.13

4.2.14

This metric averages the days until due (Current Reporting Date < Payment Due Date) over the number of such transactions. This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric This metric is the amount due to the supplier aged 0 to 30 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 0 and 30 days. This metric computes the percetage of AP Due 1-30 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due to the supplier aged 31 to 60 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 31 and 60 days. This metric computes the percetage of AP Due 31-60 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due to the supplier aged 61 to 90 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 61 and 90 days. This metric computes the percetage of AP Due 61-90 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due to the supplier aged 90+ days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is over 90 days. This metric computes the percetage of AP Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances. This metric compares due balances with total outstanding amount. It is computed as follows: AP Due Balance / AP Balance * 100

4.2.15

4.2.16

4.2.17

4.2.18

4.2.19

4.2.20

4.2.21

4.2.22

4.2.23

4.2.24

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-75

Financial Analytics

No 4.2.25

Metric Name Facts - AP Payments Due Aging.Total AP Due Amount Facts - AP Payments Overdue Aging.AP Avg Invoice Days Overdue Facts - AP Payments Overdue Aging.AP Count Overdue Transaction Facts - AP Payments Overdue Aging.AP Overdue 1-30 Amount Facts - AP Payments Overdue Aging.AP Overdue 1-30 Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue 31-60 Amount Facts - AP Payments Overdue Aging.AP Overdue 31-60 Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue 61-90 Amount Facts - AP Payments Overdue Aging.AP Overdue 61-90 Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue Amount to Total % Facts - AP Payments Overdue Aging.AP Overdue Items to Total % Facts - AP Payments Overdue Aging.Total AP Due and Overdue Amount Facts - AP Payments Overdue Aging.Total AP Overdue Amount

Description This metric is the total amount due to the supplier. It is calculated as follows: sum of transaction amount where document status = Open and payment due date > current reporting date. This metric averages the days overdue (Current Reporting Date > Payment Due Date) over the number of such transactions. This metric counts transactions that are overdue. It is used in computing the Avg Days Overdue metric This metric is the amount past due to the supplier aged 0 to 30 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 0 and 30 days. This metric computes the percetage of AP Overue 1-30 Amount to Total Overdue balances.

4.2.26

4.2.27

4.2.28

4.2.29

4.2.30

This metric is the amount past due to the supplier aged 31 to 60 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 31 and 60 days. This metric computes the percetage of AP Overue 31-60 Amount to Total Overdue balances.

4.2.31

4.2.32

This metric is the amount past due to the supplier aged 61 to 90 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 61 and 90 days. This metric computes the percetage of AP Overue 61-90 Amount to Total Overdue balances.

4.2.33

4.2.34

This metric is the amount past due to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is over 90 days This metric computes the percetage of AP Overue 90+ Amount to Total Overdue balances.

4.2.35

4.2.36

This metric compares the AP Overdue balance with the total AP Balance. The formula is: AP Overdue balance / AP Balance * 100

4.2.37

This metric computes the ratio of overdue AP transactions to all open AP transactions

4.2.38

This metric computes the total due balances (before payment due date) and total overdue balances (past due) This metric is the total past due to suppliers. It is calculated as follows: sum of transaction amount where document status = Open and current reporting date is > payment due date.

4.2.39

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-76

Financial Analytics

4.3 Financials - AP Overview

No 4.3.1 Metric Name Facts - AP Balance Aging.AP Aging 1-30 Amount Facts - AP Balance Aging.AP Aging 1-30 Amount to Total % Facts - AP Balance Aging.AP Aging 31-60 Amount Facts - AP Balance Aging.AP Aging 31-60 Amount to Total % Facts - AP Balance Aging.AP Aging 61-90 Amount Facts - AP Balance Aging.AP Aging 61-90 Amount to Total % Facts - AP Balance Aging.AP Aging 90+ Amount Facts - AP Balance Aging.AP Aging 90+ Amount to Total % Facts - AP Balance Aging.AP Avg Invoice Days Outstanding Facts - AP Balance Aging.AP Count Open Transactions Facts - AP Balance Aging.Total AP Outstanding Amount Facts - AP Balance.Closing Amount Facts - AP Balance.Credit Amount Facts - AP Balance.Debit Amount Facts - AP Balance.Opening Amount Facts - AP Payment Performance.AP Avg Supplier Payment Days Facts - AP Payment Performance.AP Times Paid After Due Description This metric is the net payable outstanding to the supplier aged between 0 to 30 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 0 and 30 days. This metric computes the percentage of AP Aging 1-30 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged between 31 to 60 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 31 and 60 days. This metric computes the percentage of AP Aging 31-60 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged between 61 to 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 61 and 90 days. This metric computes the percentage of AP Aging 61-90 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is over 90 days This metric computes the percentage of AP Aging 90+ Amount to total outstanding AP Balance. This metric computes the average outstanding transaction days, basically how long it is open since the Invoice Date. This metric counts all open transactions related to Payables

4.3.2

4.3.3

4.3.4

4.3.5

4.3.6

4.3.7

4.3.8

4.3.9

4.3.10

4.3.11

This metric is the amount due to the supplier. It includes all line items that have the document status of Open. Closing balance for specified account(s) in Group level currency Amount of credit in Group level currency Amount of debit in Group level currency Closing balance for specified account(s) in Group level currency This metric computes the average days to pay to the suppliers

4.3.12 4.3.13 4.3.14 4.3.15 4.3.16

4.3.17

This metric shows the number of times paid after due date to the suppliers

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-77

Financial Analytics

No 4.3.18

Metric Name Facts - AP Payment Performance.AP Times Paid Before Due Facts - AP Payment Performance.AP Weighted Days in Payments Facts - AP Payments Due Aging.AP Avg Invoice Days Until Due Facts - AP Payments Due Aging.AP Count Days Until Due Transaction Facts - AP Payments Due Aging.AP Due 1-30 Amount Facts - AP Payments Due Aging.AP Due 1-30 Amount to Total Due % Facts - AP Payments Due Aging.AP Due 31-60 Amount Facts - AP Payments Due Aging.AP Due 31-60 Amount to Total Due % Facts - AP Payments Due Aging.AP Due 61-90 Amount Facts - AP Payments Due Aging.AP Due 61-90 Amount to Total Due % Facts - AP Payments Due Aging.AP Due 90+ Amount Facts - AP Payments Due Aging.AP Due 90+ Amount to Total Due % Facts - AP Payments Due Aging.AP Due Amount to Total % Facts - AP Payments Due Aging.Total AP Due Amount Facts - AP Payments Overdue Aging.AP Avg Invoice Days Overdue Facts - AP Payments Overdue Aging.AP Count Overdue Transaction Facts - AP Payments Overdue Aging.AP Overdue 1-30 Amount

Description This metric shows the number of times paid before due date to the suppliers

4.3.19

This metric computes the weighted average number of days to pay to the supplier. The payment interval at the line item level is weighted by payment amount to provide a weighted average. This metric averages the days until due (Current Reporting Date < Payment Due Date) over the number of such transactions. This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric This metric is the amount due to the supplier aged 0 to 30 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 0 and 30 days. This metric computes the percetage of AP Due 1-30 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due to the supplier aged 31 to 60 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 31 and 60 days. This metric computes the percetage of AP Due 31-60 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due to the supplier aged 61 to 90 days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is between 61 and 90 days. This metric computes the percetage of AP Due 61-90 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due to the supplier aged 90+ days, but not past due. It is calculated as follows: sum of transaction amount where document status = Open and (payment due date - current reporting date) is over 90 days. This metric computes the percetage of AP Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances. This metric compares due balances with total outstanding amount. It is computed as follows: AP Due Balance / AP Balance * 100 This metric is the total amount due to the supplier. It is calculated as follows: sum of transaction amount where document status = Open and payment due date > current reporting date. This metric averages the days overdue (Current Reporting Date > Payment Due Date) over the number of such transactions. This metric counts transactions that are overdue. It is used in computing the Avg Days Overdue metric This metric is the amount past due to the supplier aged 0 to 30 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 0 and 30 days.

4.3.20

4.3.21

4.3.22

4.3.23

4.3.24

4.3.25

4.3.26

4.3.27

4.3.28

4.3.29

4.3.30

4.3.31

4.3.32

4.3.33

4.3.34

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-78

Financial Analytics

No 4.3.35

Metric Name Facts - AP Payments Overdue Aging.AP Overdue 1-30 Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue 31-60 Amount Facts - AP Payments Overdue Aging.AP Overdue 31-60 Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue 61-90 Amount Facts - AP Payments Overdue Aging.AP Overdue 61-90 Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount Facts - AP Payments Overdue Aging.AP Overdue 90+ Amount to Total Overdue % Facts - AP Payments Overdue Aging.AP Overdue Amount to Total % Facts - AP Payments Overdue Aging.AP Overdue Items to Total % Facts - AP Payments Overdue Aging.Total AP Due and Overdue Amount Facts - AP Payments Overdue Aging.Total AP Overdue Amount Facts - AP Transactions.# Non Credit Card Invoices Paid Before due Facts - AP Transactions.% AP Payments without Invoice Facts - AP Transactions.% Electronic Payment Amount Facts - AP Transactions.% Interest Penalties Paid Facts - AP Transactions.% Non-Credit Card Invoices Paid on Time

Description This metric computes the percetage of AP Overue 1-30 Amount to Total Overdue balances.

4.3.36

This metric is the amount past due to the supplier aged 31 to 60 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 31 and 60 days. This metric computes the percetage of AP Overue 31-60 Amount to Total Overdue balances.

4.3.37

4.3.38

This metric is the amount past due to the supplier aged 61 to 90 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is between 61 and 90 days. This metric computes the percetage of AP Overue 61-90 Amount to Total Overdue balances.

4.3.39

4.3.40

This metric is the amount past due to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where the document status is Open and (current reporting date - payment due date) is over 90 days This metric computes the percetage of AP Overue 90+ Amount to Total Overdue balances.

4.3.41

4.3.42

This metric compares the AP Overdue balance with the total AP Balance. The formula is: AP Overdue balance / AP Balance * 100

4.3.43

This metric computes the ratio of overdue AP transactions to all open AP transactions

4.3.44

This metric computes the total due balances (before payment due date) and total overdue balances (past due) This metric is the total past due to suppliers. It is calculated as follows: sum of transaction amount where document status = Open and current reporting date is > payment due date. Total number of non credit card invoices that are paid on time

4.3.45

4.3.46

4.3.47

This metric is a measure of the percentage of payments that do not have an associated invoice number. The percentage of payments made to suppliers that are paid electronically

4.3.48

4.3.49 4.3.50

The amount of interest penalties paid on late invoices relative to total dollars paid % Non-Credit Card Invoices Paid on Time calculated as # Non Credit Card Invoices Paid Before due/AP Times Paid Before Due

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-79

Financial Analytics

No 4.3.51 4.3.52 4.3.53 4.3.54 4.3.55

Metric Name Facts - AP Transactions.AP Avg CR Memo Amount Facts - AP Transactions.AP Avg DR Memo Amount Facts - AP Transactions.AP Avg Invoice Amount Facts - AP Transactions.AP Avg Payment Amount Facts - AP Transactions.AP Count Payment Transactions Facts - AP Transactions.AP Count Payments without Invoice Facts - AP Transactions.AP CR Memo Amount to Invoice % Facts - AP Transactions.AP Credit Memo Amount Facts - AP Transactions.AP Credit Memo Count Facts - AP Transactions.AP Debit Memo Amount Facts - AP Transactions.AP Debit Memo Count Facts - AP Transactions.AP Invoice Amount Facts - AP Transactions.AP Invoice Count Facts - AP Transactions.AP Payment Amount to Invoice % Facts - AP Transactions.AP Total Payment Amount Facts - AP Transactions.Electronic Payment Amount Facts - AP Transactions.Interest Penalties Paid Facts - AP Transactions.Non-Credit Card Invoice Paid Amount Facts - AP Turnover.AP Turnover Facts - AP Turnover.Days Payables Outstanding Facts - AP Turnover.Overall Days Payables Outstanding

Description This metric shows average credit memo amount processed for a period. This metric shows average debit memo amount processed for a period. This metric shows the average invoice amount by : (AR Invoice Amount / AR Invoice Count) This metric shows average payment amount memo amount processed for a period (AP Total Payment Amount / AP Payment Count) This metric computes the count of all payment transactions

4.3.56

This metric is the count of payments without an associated invoice number.

4.3.57

This metric computes the percentage of CR Memo Amount to the total Invoice Amount for a period This metric shows the amount of credit memo(s) related to the supplier. This metric is a count of credit memos related to the supplier. This metric shows the amount of debit memo(s) related to the supplier. This metric is a count of debit memos related to the supplier. This metric is the amount on the invoice from the supplier(s). This metric is a count of invoices from the supplier. This metric computes the percentage of AP Payment Amount to the total Invoice Amount for a period This shows the total payments posted in the system against all suppliers. This can be analyze by individual suppliers as well as plotted against time for trending. The amount of electronic payments measures the extent to which suppliers are paid electronically The amount of interest penalties paid on late invoices relative to total amount paid

4.3.58 4.3.59 4.3.60 4.3.61 4.3.62 4.3.63 4.3.64

4.3.65 4.3.66

4.3.67

4.3.68

Total amount of non credit card invoices

4.3.69 4.3.70 4.3.71

Accounts Payables Turnover measures the number of times trade payables turnover during the year. This metric shows the average length of time the trade payables are outstanding before they are paid. This metric shows Days Payables Outstanding (DPO) at the overall level. This metric can be used to compare DPO at the Supplier or Organization level in order to identify those that perform below the overall value.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-80

Financial Analytics

4.4 Financials - AP Transactions

No 4.4.1 Metric Name Facts - AP Transactions.# Non Credit Card Invoices Paid Before due Facts - AP Transactions.% Electronic Payment Amount Facts - AP Transactions.% Interest Penalties Paid Facts - AP Transactions.% Non-Credit Card Invoices Paid on Time Facts - AP Transactions.AP Amount Facts - AP Transactions.AP Avg CR Memo Amount Facts - AP Transactions.AP Avg DR Memo Amount Facts - AP Transactions.AP Avg Invoice Amount Facts - AP Transactions.AP Avg Payment Amount Facts - AP Transactions.AP Count Payment Transactions Facts - AP Transactions.AP CR Memo Amount to Invoice % Facts - AP Transactions.AP Credit Memo Amount Facts - AP Transactions.AP Credit Memo Count Facts - AP Transactions.AP Debit Memo Amount Facts - AP Transactions.AP Debit Memo Count Facts - AP Transactions.AP Document Amount Facts - AP Transactions.AP Invoice Amount Facts - AP Transactions.AP Invoice Count Facts - AP Transactions.AP Local Amount Description Total number of non credit card invoices that are paid on time

4.4.2

The percentage of payments made to suppliers that are paid electronically

4.4.3 4.4.4

The amount of interest penalties paid on late invoices relative to total dollars paid % Non-Credit Card Invoices Paid on Time calculated as # Non Credit Card Invoices Paid Before due/AP Times Paid Before Due Amount in Group level currency This metric shows average credit memo amount processed for a period. This metric shows average debit memo amount processed for a period. This metric shows the average invoice amount by : (AR Invoice Amount / AR Invoice Count) This metric shows average payment amount memo amount processed for a period (AP Total Payment Amount / AP Payment Count) This metric computes the count of all payment transactions

4.4.5 4.4.6 4.4.7 4.4.8 4.4.9 4.4.10

4.4.11

This metric computes the percentage of CR Memo Amount to the total Invoice Amount for a period This metric shows the amount of credit memo(s) related to the supplier. This metric is a count of credit memos related to the supplier. This metric shows the amount of debit memo(s) related to the supplier. This metric is a count of debit memos related to the supplier. Amount in Document level currency This metric is the amount on the invoice from the supplier(s). This metric is a count of invoices from the supplier. Amount in Local level currency

4.4.12 4.4.13 4.4.14 4.4.15 4.4.16 4.4.17 4.4.18 4.4.19

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-81

Financial Analytics

No 4.4.20

Metric Name Facts - AP Transactions.AP Payment Amount to Invoice % Facts - AP Transactions.AP Payment Count Facts - AP Transactions.AP Times Paid After Due Facts - AP Transactions.AP Times Paid Before Due Facts - AP Transactions.AP Total Payment Amount Facts - AP Transactions.AP Total Payment Days Facts - AP Transactions.Electronic Payment Amount Facts - AP Transactions.Interest Penalties Paid Facts - AP Transactions.Non-Credit Card Invoice Paid Amount

Description This metric computes the percentage of AP Payment Amount to the total Invoice Amount for a period This metric is a count of payments to the supplier. This metric shows the number of times paid after due date to the suppliers This metric shows the number of times paid before due date to the suppliers This shows the total payments posted in the system against all suppliers. This can be analyze by individual suppliers as well as plotted against time for trending. This metric computes the total days to pay. The amount of electronic payments measures the extent to which suppliers are paid electronically The amount of interest penalties paid on late invoices relative to total amount paid

4.4.21 4.4.22 4.4.23 4.4.24 4.4.25 4.4.26

4.4.27

4.4.28

Total amount of non credit card invoices

4.5 Financials - AR Balance

No 4.5.1 4.5.2 4.5.3 4.5.4 4.5.5 Metric Name Facts - AR Balance.Closing Amount Facts - AR Balance.Credit Amount Facts - AR Balance.Credit Limit Used % Facts - AR Balance.Debit Amount Facts - AR Balance.Opening Amount Description Closing balance for specified account(s) in Group level currency Amount of credit in Group level currency This metric is calculated as: AR Balance / Credit Limit Allocated * 100. Amount of debit in Group level currency Opening balance for specified account(s) in Group currency

4.6 Financials - AR Invoice Aging

No 4.6.1 Metric Name Facts - AR Balance Aging.AR Aging 1-30 Amount Description This metric contains customer balance that is outstanding for less than or equal to 30 days. Computed as: Sum of transaction amount where document status = Open, and (current reporting date - baseline date or invoice date) is between 0 and 30 days.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-82

Financial Analytics

No 4.6.2

Metric Name Facts - AR Balance Aging.AR Aging 1-30 Amount to Total % Facts - AR Balance Aging.AR Aging 31-60 Amount Facts - AR Balance Aging.AR Aging 31-60 Amount to Total % Facts - AR Balance Aging.AR Aging 61-90 Amount Facts - AR Balance Aging.AR Aging 61-90 Amount to Total % Facts - AR Balance Aging.AR Aging 90+ Amount Facts - AR Balance Aging.AR Aging 90+ Amount to Total % Facts - AR Balance Aging.AR Avg Invoice Days Outstanding Facts - AR Balance Aging.AR Count Outstanding Transaction Facts - AR Balance Aging.Total AR Outstanding Amount Facts - AR Invoice Amount.Remaining AR Invoice Amount Facts - AR Invoice Amount.Total AR Invoice Amount Facts - AR Payments Due Aging.AR Avg Invoice Days Until Due Facts - AR Payments Due Aging.AR Count Days Until Due Transaction Facts - AR Payments Due Aging.AR Due 1-30 Amount Facts - AR Payments Due Aging.AR Due 1-30 Amount to Total Due %

Description This metric computes the percentage of AR Aging 1-30 Amount to total outstanding AR Balance. This metric contains net receivable outstanding from the customer that is aged between 31 to 60 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) between 31 and 60 days. This metric computes the percentage of AR Aging 31-60 Amount to total outstanding AR Balance. This metric contains net receivable outstanding from the customer that is aged between 61 to 90 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) between 61 and 90 days. This metric computes the percentage of AR Aging 61-90 Amount to total outstanding AR Balance. This metric contains net receivable outstanding from the customer that is aged over 90 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) over 90 days This metric computes the percentage of AR Aging 90+ Amount to total outstanding AR Balance. This mterics provides the average days an invoice is outstanding. Represents the efficiency of AR collection process This metric counts the number of outstanding transactions. It is used to compute the avg days outstanding metric. This metric is the amount due from the customer. It includes all line items that have the document status of Open. This metric shows the remaining balance at each invoice level after accounting for partial payments against each invoice line item. This is computed for only open invoice which are still not fully paid. The remaining amount will be equal to invoice amount if no payment is applied. Total AR Invoice amount for each each invoice line item.

4.6.3

4.6.4

4.6.5

4.6.6

4.6.7

4.6.8

4.6.9

4.6.10

4.6.11

4.6.12

4.6.13

4.6.14

This metric averages the days until due (sysdate < payment_due_date) over the number of such transactions. This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric This metric is the amount due from the customer between 0 and 30 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 0 and 30 days. This metric computes the percetage of AR Due 1-30 Amount to Total Due balances. The total due balance does not include the overdue balances.

4.6.15

4.6.16

4.6.17

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-83

Financial Analytics

No 4.6.18

Metric Name Facts - AR Payments Due Aging.AR Due 31-60 Amount Facts - AR Payments Due Aging.AR Due 31-60 Amount to Total Due % Facts - AR Payments Due Aging.AR Due 61-90 Amount Facts - AR Payments Due Aging.AR Due 61-90 Amount to Total Due % Facts - AR Payments Due Aging.AR Due 90+ Amount Facts - AR Payments Due Aging.AR Due 90+ Amount to Total Due % Facts - AR Payments Due Aging.AR Due Amount to Total % Facts - AR Payments Due Aging.Total AR Due Amount Facts - AR Payments Overdue Aging.AR Avg Invoice Days Overdue Facts - AR Payments Overdue Aging.AR Count Overdue Transaction Facts - AR Payments Overdue Aging.AR Overdue 1-30 Amount Facts - AR Payments Overdue Aging.AR Overdue 1-30 Amount to Total Overdue % Facts - AR Payments Overdue Aging.AR Overdue 31-60 Amount Facts - AR Payments Overdue Aging.AR Overdue 31-60 Amount to Total Overdue % Facts - AR Payments Overdue Aging.AR Overdue 61-90 Amount Facts - AR Payments Overdue Aging.AR Overdue 61-90 Amount to Total Overdue %

Description This metric is the amount due from the customer between 31 and 60 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 31 and 60 days. This metric computes the percetage of AR Due 31-60 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due from the customer between 61 and 90 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 61 and 90 days. This metric computes the percetage of AR Due 61-90 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due from the customer over 90 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is over 90 days This metric computes the percetage of AR Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances. This metric compares due balances with total outstanding amount. It is computed as follows: AR Due Balance / AR Balance * 100 This metric is the amount due from the customer. It includes all line items that have the document status of Open, and are within the payment due date. This metric averages the days overdue (sysdate> payment_due_date) over the number of such transactions. This metric counts transactions that are overdue. It is used in computing the Avg Days Overdue metric This metric is the amount overdue from the customers between 0 to 30 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 0 and 30 days. This metric computes the percetage of AR Overue 1-30 Amount to Total Overdue balances.

4.6.19

4.6.20

4.6.21

4.6.22

4.6.23

4.6.24

4.6.25

4.6.26

4.6.27

4.6.28

4.6.29

4.6.30

This metric is the amount overdue from the customers between 31 to 60 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 31 and 60 days. This metric computes the percetage of AR Overue 31-60 Amount to Total Overdue balances.

4.6.31

4.6.32

This metric is the amount overdue from the customers between 61 to 90 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 61 and 90 days. This metric computes the percetage of AR Overue 61-90 Amount to Total Overdue balances.

4.6.33

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-84

Financial Analytics

No 4.6.34

Metric Name Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount to Total Overdue % Facts - AR Payments Overdue Aging.AR Overdue Amount to Total % Facts - AR Payments Overdue Aging.AR Overdue Items to Total % Facts - AR Payments Overdue Aging.Overall AR Overdue Amount to Total % Facts - AR Payments Overdue Aging.Total AR Due and Overdue Amount Facts - AR Payments Overdue Aging.Total AR Overdue Amount

Description This metric is the amount overdue from the customers over 90 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is over 90 days This metric computes the percetage of AR Overue 90+ Amount to Total Overdue balances.

4.6.35

4.6.36

This metric compares the customer overdue balance with the total AR Balance. The formula is: AR Overdue balance / AR Balance * 100

4.6.37

AR Overdue Items to Total %

4.6.38

This metric shows the AR Overdue Amount to Total % at the overall level and can be used to identify customers that are below or above this overall value.

4.6.39

This metric shows the total of due balances (that are within Payment Due date) and overdue balances (that are past due) This metric is the amount overdue from the customer. It includes only those line items that have the document status of Open and where the current reporting date is past payment due date.

4.6.40

4.7 Financials - AR Overview

No 4.7.1 Metric Name Facts - AR Balance Aging.AR Aging 1-30 Amount Facts - AR Balance Aging.AR Aging 1-30 Amount to Total % Facts - AR Balance Aging.AR Aging 31-60 Amount Facts - AR Balance Aging.AR Aging 31-60 Amount to Total % Facts - AR Balance Aging.AR Aging 61-90 Amount Facts - AR Balance Aging.AR Aging 61-90 Amount to Total % Description This metric contains customer balance that is outstanding for less than or equal to 30 days. Computed as: Sum of transaction amount where document status = Open, and (current reporting date - baseline date or invoice date) is between 0 and 30 days. This metric computes the percentage of AR Aging 1-30 Amount to total outstanding AR Balance. This metric contains net receivable outstanding from the customer that is aged between 31 to 60 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) between 31 and 60 days. This metric computes the percentage of AR Aging 31-60 Amount to total outstanding AR Balance. This metric contains net receivable outstanding from the customer that is aged between 61 to 90 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) between 61 and 90 days. This metric computes the percentage of AR Aging 61-90 Amount to total outstanding AR Balance.

4.7.2

4.7.3

4.7.4

4.7.5

4.7.6

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-85

Financial Analytics

No 4.7.7

Metric Name Facts - AR Balance Aging.AR Aging 90+ Amount Facts - AR Balance Aging.AR Aging 90+ Amount to Total % Facts - AR Balance Aging.AR Avg Invoice Days Outstanding Facts - AR Balance Aging.AR Count Outstanding Transaction Facts - AR Balance Aging.Total AR Outstanding Amount Facts - AR Balance.Closing Group Amount Facts - AR Balance.Closing Local Amount Facts - AR Balance.Credit Limit Used % Facts - AR Balance.Opening Group Amount Facts - AR Balance.Opening Local Amount Facts - AR Payment Performance.AR Avg Customer Payment Days Facts - AR Payment Performance.AR Times Paid After Due Facts - AR Payment Performance.AR Times Paid Before Due Facts - AR Payment Performance.AR Weighted Days in Payments Facts - AR Payments Due Aging.AR Avg Invoice Days Until Due Facts - AR Payments Due Aging.AR Count Days Until Due Transaction Facts - AR Payments Due Aging.AR Due 1-30 Amount Facts - AR Payments Due Aging.AR Due 1-30 Amount to Total Due %

Description This metric contains net receivable outstanding from the customer that is aged over 90 days. Computed as: Sum of transaction amount where document status = Open and (current reporting date - baseline date or invoice date) over 90 days This metric computes the percentage of AR Aging 90+ Amount to total outstanding AR Balance. This mterics provides the average days an invoice is outstanding. Represents the efficiency of AR collection process This metric counts the number of outstanding transactions. It is used to compute the avg days outstanding metric. This metric is the amount due from the customer. It includes all line items that have the document status of Open. Closing balance for specified account(s) in Group level currency Closing balance for specified account(s) in local currency This metric is calculated as: AR Balance / Credit Limit Allocated * 100. Opening balance for specified account(s) in Group currency

4.7.8

4.7.9

4.7.10

4.7.11

4.7.12 4.7.13 4.7.14 4.7.15

4.7.16

Opening balance for specified account(s) in local currency

4.7.17

This metric computes the average days to pay by customers

4.7.18

This metric computes the number of times the customer paid after due date.

4.7.19

This metric computes the number of times the customer paid on or before due date.

4.7.20

This metric computes the weighted average balance for payments. It is weighted by payment amount for each transaction and then the average is computed. This metric averages the days until due (sysdate < payment_due_date) over the number of such transactions. This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric This metric is the amount due from the customer between 0 and 30 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 0 and 30 days. This metric computes the percetage of AR Due 1-30 Amount to Total Due balances. The total due balance does not include the overdue balances.

4.7.21

4.7.22

4.7.23

4.7.24

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-86

Financial Analytics

No 4.7.25

Metric Name Facts - AR Payments Due Aging.AR Due 31-60 Amount Facts - AR Payments Due Aging.AR Due 31-60 Amount to Total Due % Facts - AR Payments Due Aging.AR Due 61-90 Amount Facts - AR Payments Due Aging.AR Due 61-90 Amount to Total Due % Facts - AR Payments Due Aging.AR Due 90+ Amount Facts - AR Payments Due Aging.AR Due 90+ Amount to Total Due % Facts - AR Payments Due Aging.AR Due Amount to Total % Facts - AR Payments Due Aging.Total AR Due Amount Facts - AR Payments Overdue Aging.AR Avg Invoice Days Overdue Facts - AR Payments Overdue Aging.AR Count Overdue Transaction Facts - AR Payments Overdue Aging.AR Overdue 1-30 Amount Facts - AR Payments Overdue Aging.AR Overdue 1-30 Amount to Total Overdue % Facts - AR Payments Overdue Aging.AR Overdue 31-60 Amount Facts - AR Payments Overdue Aging.AR Overdue 31-60 Amount to Total Overdue % Facts - AR Payments Overdue Aging.AR Overdue 61-90 Amount Facts - AR Payments Overdue Aging.AR Overdue 61-90 Amount to Total Overdue %

Description This metric is the amount due from the customer between 31 and 60 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 31 and 60 days. This metric computes the percetage of AR Due 31-60 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due from the customer between 61 and 90 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is between 61 and 90 days. This metric computes the percetage of AR Due 61-90 Amount to Total Due balances. The total due balance does not include the overdue balances. This metric is the amount due from the customer over 90 days. It is computed as follows: Sum of transaction amount where document status = Open, and the (payment due date - current reporting date) is over 90 days This metric computes the percetage of AR Due 90+ Amount to Total Due balances. The total due balance does not include the overdue balances. This metric compares due balances with total outstanding amount. It is computed as follows: AR Due Balance / AR Balance * 100 This metric is the amount due from the customer. It includes all line items that have the document status of Open, and are within the payment due date. This metric averages the days overdue (sysdate> payment_due_date) over the number of such transactions. This metric counts transactions that are overdue. It is used in computing the Avg Days Overdue metric This metric is the amount overdue from the customers between 0 to 30 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 0 and 30 days. This metric computes the percetage of AR Overue 1-30 Amount to Total Overdue balances.

4.7.26

4.7.27

4.7.28

4.7.29

4.7.30

4.7.31

4.7.32

4.7.33

4.7.34

4.7.35

4.7.36

4.7.37

This metric is the amount overdue from the customers between 31 to 60 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 31 and 60 days. This metric computes the percetage of AR Overue 31-60 Amount to Total Overdue balances.

4.7.38

4.7.39

This metric is the amount overdue from the customers between 61 to 90 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is between 61 and 90 days. This metric computes the percetage of AR Overue 61-90 Amount to Total Overdue balances.

4.7.40

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-87

Financial Analytics

No 4.7.41

Metric Name Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount Facts - AR Payments Overdue Aging.AR Overdue 90+ Amount to Total Overdue % Facts - AR Payments Overdue Aging.AR Overdue Amount to Total % Facts - AR Payments Overdue Aging.AR Overdue Items to Total % Facts - AR Payments Overdue Aging.Overall AR Overdue Amount to Total % Facts - AR Payments Overdue Aging.Total AR Due and Overdue Amount Facts - AR Payments Overdue Aging.Total AR Overdue Amount Facts - AR Transactions.AR Avg CR Memo Amount Facts - AR Transactions.AR Avg DR Memo Amount Facts - AR Transactions.AR Avg Invoice Amount Facts - AR Transactions.AR Avg Payment Amount Facts - AR Transactions.AR Count Payment Transactions Facts - AR Transactions.AR CR Memo Amount to Invoice % Facts - AR Transactions.AR Credit Memo Amount Facts - AR Transactions.AR Credit Memo Count Facts - AR Transactions.AR Debit Memo Amount

Description This metric is the amount overdue from the customers over 90 days . The formula is: sum of transaction amount where the document status is Open, and the (current reporting date - payment due date) is over 90 days This metric computes the percetage of AR Overue 90+ Amount to Total Overdue balances.

4.7.42

4.7.43

This metric compares the customer overdue balance with the total AR Balance. The formula is: AR Overdue balance / AR Balance * 100

4.7.44

This metric computes the ratio of overdue AR transactions to all open AR transactions

4.7.45

This metric shows the AR Overdue Amount to Total % at the overall level and can be used to identify customers that are below or above this overall value.

4.7.46

This metric shows the total of due balances (that are within Payment Due date) and overdue balances (that are past due) This metric is the amount overdue from the customer. It includes only those line items that have the document status of Open and where the current reporting date is past payment due date. The metric provides Average CR Memo Amount processed by (AR Credit Memo Amount / CR Memo Count) for the period chosen. The metric provides Average DR Memo Amount processed by (AR Debit Memo Amount / DR Memo Count) for the period chosen. The metric provides Average Invoice Amount processed by (AR Invoice Amount / Invoice Count) for the period chosen. The metric provides Average Payment Amount processed by (AR Payment Amount / Payment Count) for the period chosen. This metric computes the count of all payment transactions

4.7.47

4.7.48

4.7.49

4.7.50

4.7.51

4.7.52

4.7.53

This metric calculates the proportion of Credit Memo Amount posted in a particular period to total Invoice Amount posted for the same period. This metric provides the value of Credit Memo Amount by summarizing all credit memo transactions. The count of credit memos issued for the customer

4.7.54

4.7.55

4.7.56

This metric shows debit memo amounts issued to the customers.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-88

Financial Analytics

No 4.7.57

Metric Name Facts - AR Transactions.AR Debit Memo Count Facts - AR Transactions.AR Invoice Amount Facts - AR Transactions.AR Invoice Count Facts - AR Transactions.AR Payment Amount to Invoice % Facts - AR Transactions.AR Total Payment Amount Facts - AR Transactions.AR Unapplied Payment Amount Facts - AR Turnover.AR Turnover Facts - AR Turnover.Days Sales Outstanding Facts - AR Turnover.Days Sales Outstanding (Revenue-YTD) Facts - AR Turnover.Overall Days Sales Outstanding

Description The count of debit memos issued for the customer

4.7.58

The total amount of the invoice sent to the cusotmer

4.7.59

The count of invoices for the customer

4.7.60

This metric calculates the total of all line items with CREDIT indicators to determine total credit postings by customer. This shows total payments received from the Customers that includes both applied and unapplied against outstanding invoices. This shows payments received from the Customers that are unapplied against outstanding invoices. Accounts Receivables Turnover measures the number of times the trade receivables turnover annually. The higher the AR Turnover, lower the working capital needs of the company. This metric computes Days Sales Outstanding - (AR Balance / Average Daily Posted Revenue). Average Daily Posted Revenue is computed by Posted Revenue for the period / Number of days in the period. Closing balance for specified account(s) in Group level currency

4.7.61

4.7.62

4.7.63

4.7.64

4.7.65

4.7.66

This metric shows DSO or Days Sales Outstanding at the overall level. This overall DSO value can be used to identify customers who are above or below this internal benchmark value and target those customers to improve the overall DSO.

4.8 Financials - AR Transactions

No 4.8.1 4.8.2 Metric Name Facts - AR Transactions.AR Amount Facts - AR Transactions.AR Avg CR Memo Amount Facts - AR Transactions.AR Avg DR Memo Amount Facts - AR Transactions.AR Avg Invoice Amount Facts - AR Transactions.AR Avg Payment Amount Description Amount in Group level currency. Group currency is generally the reporting currency for any corporation. The metric provides Average CR Memo Amount processed by (AR Credit Memo Amount / CR Memo Count) for the period chosen. The metric provides Average DR Memo Amount processed by (AR Debit Memo Amount / DR Memo Count) for the period chosen. The metric provides Average Invoice Amount processed by (AR Invoice Amount / Invoice Count) for the period chosen. The metric provides Average Payment Amount processed by (AR Payment Amount / Payment Count) for the period chosen.

4.8.3

4.8.4

4.8.5

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-89

Financial Analytics

No 4.8.6

Metric Name Facts - AR Transactions.AR Count Payment Transactions Facts - AR Transactions.AR CR Memo Amount to Invoice % Facts - AR Transactions.AR Credit Amount Facts - AR Transactions.AR Credit Memo Amount Facts - AR Transactions.AR Credit Memo Count Facts - AR Transactions.AR Debit Amount Facts - AR Transactions.AR Debit Memo Amount Facts - AR Transactions.AR Debit Memo Count Facts - AR Transactions.AR Document Amount Facts - AR Transactions.AR Invoice Amount Facts - AR Transactions.AR Invoice Count Facts - AR Transactions.AR Local Amount Facts - AR Transactions.AR Payment Amount to Invoice % Facts - AR Transactions.AR Times Paid After Due Facts - AR Transactions.AR Times Paid Before Due Facts - AR Transactions.AR Total Payment Amount Facts - AR Transactions.AR Total Payment Days

Description This metric computes the count of all payment transactions

4.8.7

This metric calculates the proportion of Credit Memo Amount posted in a particular period to total Invoice Amount posted for the same period. This is the amount of credit posting.

4.8.8

4.8.9

This metric provides the value of Credit Memo Amount by summarizing all credit memo transactions. The count of credit memos issued for the customer

4.8.10

4.8.11

This is the amount of debit posting.

4.8.12

This metric shows debit memo amounts issued to the customers.

4.8.13

The count of debit memos issued for the customer

4.8.14

Amount in Document level currency

4.8.15

The total amount of the invoice sent to the cusotmer

4.8.16

The count of invoices for the customer

4.8.17

Amount in Local level currency

4.8.18

This metric calculates the total of all line items with CREDIT indicators to determine total credit postings by customer. This metric computes the number of times the customer paid after due date.

4.8.19

4.8.20

This metric computes the number of times the customer paid on or before due date.

4.8.21

This shows total payments received from the Customers that includes both applied and unapplied against outstanding invoices. This metric computes the total days to pay

4.8.22

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-90

Financial Analytics

No 4.8.23

Metric Name Facts - AR Transactions.AR Unapplied Payment Amount

Description This shows payments received from the Customers that are unapplied against outstanding invoices.

4.9 Financials - GL Balance Sheet

No 4.9.1 4.9.2 Metric Name Facts - Asset Turnover Ratios.AP Turnover Facts - Asset Turnover Ratios.AR Turnover Facts - Asset Turnover Ratios.Avg Inventory Days Description This metric calculates Purchases / Accounts Payables; where Purchases = total purchases from various suppliers This metric calculates the Revenue to Accounts Receivable ratio and indicates the number of the receivables turnover for a particular level of sales and indicates the efficiency of working capital management This metric determines the ratio of inventory to cogs to measure the efficiency of the firms inventory management (number of days of Inventory held). A higher ratio or days indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale. This metric calculates an organizations cash cycle by subtracting the Operating Cycle in days from the Average Payables in days. This metric determines the average number of days in accounts receivable to measure the effectiveness of the firms credit policies and indicate the level of investment in receivables needed to maintain the firms sales level. This metric determines the average number of days in accounts receivable to measure the effectiveness of the firms credit policies and indicate the level of investment in receivables needed to maintain the firms sales level. This metric capture the Cost of Goods Sold to Inventories ratio to measure the efficiency of the firms inventory management. A higher ratio indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale. The long term assets turnover ratio measures the efficiency of long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient. The operating cycle of a merchandising firm is the sum of the number of days it takes to sell inventory and the number of days until the resultant receivables are converted to cash. A lower metric result means less working capital is needed and the is able to operate more efficiently. The assets turnover ratio measures the efficiency of total current assets and long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient. This metric determine the ratio of revenue to Working Capital where working capital = current assets - current liabilities. This metric is the ratio of operating cash flow to capital expenditure for the period. Since capital expenditure (CapEx) is not captured directly, the change between closing and opening balances of property, plant and equipment is taken as CapEx. This metric calculates the current assets to current liabilities ratio. This metric calculates (Cash + Accounts Receivable) / Minimum Operating Expenses ; where Minimum Operating Expenses = (Total Operating Expenses + Interest Expenses - Depreciation)

4.9.3

4.9.4 4.9.5

Facts - Asset Turnover Ratios.Cash Cycle Facts - Asset Turnover Ratios.Days Payables Outstanding Facts - Asset Turnover Ratios.Days Sales Outstanding Facts - Asset Turnover Ratios.Inventory Turnover

4.9.6

4.9.7

4.9.8

Facts - Asset Turnover Ratios.LT Assets Turnover Facts - Asset Turnover Ratios.Operating Cycle

4.9.9

4.9.10

Facts - Asset Turnover Ratios.Total Assets Turnover Facts - Asset Turnover Ratios.Working Capital Turnover Facts - Balance Sheet Ratios.Capex Ratio Facts - Balance Sheet Ratios.Current Ratio Facts - Balance Sheet Ratios.Days Cash in Hand

4.9.11

4.9.12

4.9.13 4.9.14

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-91

Financial Analytics

No 4.9.15 4.9.16

Metric Name Facts - Balance Sheet Ratios.Debt To Equity Facts - Balance Sheet Ratios.EBIT Facts - Balance Sheet Ratios.NWC to Assets Facts - Balance Sheet Ratios.Quick Ratio Facts - Balance Sheet Ratios.Times Interest Earned Facts - Balance Sheet Statement.Accounts Payable Facts - Balance Sheet Statement.Accounts Receivable Facts - Balance Sheet Statement.Accrued Liabilities Facts - Balance Sheet Statement.Accumulated Depreciation Facts - Balance Sheet Statement.Cash Facts - Balance Sheet Statement.Common Stock Facts - Balance Sheet Statement.Current Assets Facts - Balance Sheet Statement.Current Liabilities Facts - Balance Sheet Statement.Finished Goods Inventory Facts - Balance Sheet Statement.Goodwill Facts - Balance Sheet Statement.Inventories Facts - Balance Sheet Statement.Long Term Assets Facts - Balance Sheet Statement.Long Term Debt Facts - Balance Sheet Statement.Long Term Liabilities Facts - Balance Sheet Statement.Net PPE

Description This metric calculates the long-term debt to total equity ratio. This metric contributes to profitability analysis by calculating Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income This metric subtracts current assets from current liabilities, then divides the results into total assets to determine the ratio of networking capital to total assets. This metric provides liquidity information by calculating (Current Assets - Inventories) / Current Liabilities. This metric calculates (Earnings before interest and taxes) / Interest Expense Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income This metric shows Payables oustanding as of a particular date.

4.9.17 4.9.18 4.9.19

4.9.20

4.9.21

This metric shows receivables outstanding as of a particular date.

4.9.22

This metric sums up all GL Account balances comprising of accrued liabilities.

4.9.23

This metric provides the value of accumulated depreciation.

4.9.24 4.9.25

This metric shows the cash balance as of a particular time period. This metric provides the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately. This metric gives the total current assets, which is computed by adding cash, accounts receivable, inventory, prepaid expenses, and other current assets. This metric is the total current liabilities, calculated as the sum of short-term borrowings + accounts payable balances + accrued liabilities and all other current Liabilities This metric gives the total finished goods inventory for a selected period.

4.9.26 4.9.27

4.9.28

4.9.29 4.9.30 4.9.31

This metric provides the value of goodwill assets (or intangible assets) in the balance sheet. This metric gives the total inventory, which is comprised of raw materials, finished goods, and work-in-progress inventory. This metric gives the total of assets which are long term in nature, including PP&E.

4.9.32 4.9.33

This metric provides the amount of outstanding long tern debt. Long-term debt is defined as debt that is not expected to be repaid for at least one year. This metric gives the total of liabilities which are long term in nature, including long-term debt. This metric provides value of Property, Plant and Equipment after Depreciation of the assets.

4.9.34

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-92

Financial Analytics

No 4.9.35

Metric Name Facts - Balance Sheet Statement.Net Working Capital Facts - Balance Sheet Statement.Other Assets Facts - Balance Sheet Statement.Other Current Assets Facts - Balance Sheet Statement.Other Current Liabilities Facts - Balance Sheet Statement.Other Equity Facts - Balance Sheet Statement.Other Liabilities Facts - Balance Sheet Statement.PPE Facts - Balance Sheet Statement.Preferred Stock Facts - Balance Sheet Statement.Prepaid Expenses Facts - Balance Sheet Statement.Raw Material Inventory Facts - Balance Sheet Statement.Retained Earnings Facts - Balance Sheet Statement.Short Term Borrowing Facts - Balance Sheet Statement.Total Assets Facts - Balance Sheet Statement.Total Liabilities Facts - Balance Sheet Statement.Total Shareholders Funds Facts - Balance Sheet Statement.Work in Process Inventory Facts - GL Balance.Closing Amount Facts - GL Balance.Closing Local Amount Facts - GL Balance.Credit Amount Facts - GL Balance.Credit Local Amount

Description This metric shows the change in net working capital, which is computed as the total current assets less the total current liabilities. This metric provides the value of other long-term assets excluding Property, Plant and Equipment. This metric includes all current assets that are not cash, accounts receivable, inventory, or prepaid expenses. This metric provides the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately. This metric captures all other equity related capital. This metric provides the value of other long-term liabilities excluding Long Term Debt. This metric provides the value Property Plant and Equipment. This metric shows preferred stock as part of Equity capital of the company. This metric includes all expenses that are paid in advance, such as rent and electricity. The prepaid expense is treated as a current asset until it is charged to the Profit and Loss account. This metric gives the total raw material inventory for a selected period.

4.9.36 4.9.37

4.9.38

4.9.39 4.9.40 4.9.41 4.9.42 4.9.43

4.9.44

4.9.45

This metric provides the value retained earnings, one of the components of shareholders funds. The amount of short term borrowing on the balance sheet as of a particular date.

4.9.46

4.9.47 4.9.48

This metric is the sum of all different components of assets, such as current assets, property, plant and equipment, good will, and other long-term assets. This metric is a sum of different components of liabilities. It is computed as follows: Total Current Liabilities + Long-term Debt + Other Non-Current Liabilities + Total Sharedholder Funds This metric includes all components of total shareholders funds such as Common Stock, Preferred Stock, Retained Earnings and Other Equity Related Capital. This metric gives the total work in process inventory for a selected period.

4.9.49

4.9.50

4.9.51 4.9.52 4.9.53 4.9.54

Closing balance for specified account(s) in Group currency Closing balance for specified account(s) in Local currency Credit Amount in Group Currency Credit Amount in Local Currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-93

Financial Analytics

No 4.9.55 4.9.56 4.9.57 4.9.58

Metric Name Facts - GL Balance.Debit Amount Facts - GL Balance.Debit Local Amount Facts - GL Balance.Opening Amount Facts - GL Balance.Opening Local Amount

Description Debit Amount in Group Currency Debit Amount in Local Currency Opening balance for specified account(s) in Group currency Opening balance for specified account(s) in Local level currency

4.10 Financials - GL Budget and Expenses

No 4.10.1 4.10.2 4.10.3 4.10.4 Metric Name Facts - Actuals.Contracting Expenses Facts - Actuals.Contracting Expenses QTD Facts - Actuals.Contracting Expenses YTD Facts Actuals.Depreciation Expenses Facts Actuals.Depreciation Expenses QTD Facts Actuals.Depreciation Expenses YTD Facts - Actuals.Employee Benefits Expenses Facts - Actuals.Employee Benefits Expenses QTD Facts - Actuals.Employee Benefits Expenses YTD Facts - Actuals.Employee Overtime Expenses Facts - Actuals.Employee Overtime Expenses QTD Facts - Actuals.Employee Overtime Expenses YTD Facts - Actuals.Employee Support Expenses Facts - Actuals.Employee Support Expenses QTD Facts - Actuals.Employee Support Expenses YTD Description This metric tracks all Contracting Expenses by rolling up appropriate GL Accounts. This metric tracks all Contracting Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Contracting Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks depreciation expenses (relating to wear and tear of assets) for a given period. This metric tracks depreciation expenses (on a QTD basis) relating to wear and tear of assets for a given period. This metric tracks depreciation expenses (on a YTD basis) relating to wear and tear of assets for a given period. This metric tracks all Employee Benefit Expenses by rolling up appropriate GL Accounts. This metric tracks all Employee Benefit Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Benefit Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime Expenses by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Support Expenses by rolling up appropriate GL Accounts. This metric tracks all Employee Support Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Support Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.5

4.10.6

4.10.7 4.10.8 4.10.9 4.10.10 4.10.11 4.10.12 4.10.13 4.10.14 4.10.15

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-94

Financial Analytics

No 4.10.16 4.10.17 4.10.18 4.10.19 4.10.20

Metric Name Facts - Actuals.Freight Expenses Facts - Actuals.Freight Expenses QTD Facts - Actuals.Freight Expenses YTD Facts - Actuals.General Admin and Other Payroll Facts - Actuals.General Admin and Other Payroll QTD Facts - Actuals.General Admin and Other Payroll YTD Facts - Actuals.Marketing Payroll Expense QTD Facts - Actuals.Marketing Payroll Expense YTD Facts - Actuals.Marketing Payroll Expenses Facts - Actuals.Other Marketing Expenses Facts - Actuals.Other Marketing Expenses QTD Facts - Actuals.Other Marketing Expenses YTD Facts - Actuals.Other Operating Expense QTD Facts - Actuals.Other Operating Expense YTD Facts - Actuals.Other Operating Expenses Facts - Actuals.Other R&D Expenses Facts - Actuals.Other R&D Expenses QTD Facts - Actuals.Other R&D Expenses YTD Facts - Actuals.Other Sales Expenses Facts - Actuals.Other Sales Expenses QTD Facts - Actuals.Other Sales Expenses YTD Facts - Actuals.Product Variance Expenses Facts - Actuals.Product Variance Expenses QTD Facts - Actuals.Product Variance Expenses YTD

Description This metric tracks all Freight Expenses by rolling up appropriate GL Accounts. This metric tracks all Freight Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Freight Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll Expenses by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Marketing Payroll expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Marketing Payroll expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Marketing Payroll expenses by rolling up appropriate GL Accounts. This metric tracks all Other Marketing Expenses by rolling up appropriate GL Accounts. This metric tracks all Other Marketing Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other Marketing Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric calculates operating expenses (on a QTD basis) for all activities except sales, marketing, research and development for the chosen period. This metric calculates operating expenses (on a YTD basis) for all activities except sales, marketing, research and development for the chosen period. This metric calculates operating expenses for all activities except sales, marketing, research and development for the chosen period. This metric tracks all Other R&D Expenses by rolling up appropriate GL Accounts. This metric tracks all Other R&D Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other R&D Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other Sales Expenses by rolling up appropriate GL Accounts. This metric tracks all Other Sales Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other Sales Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Product Variance Expenses by rolling up appropriate GL Accounts. This metric tracks all Product Variance Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Product Variance Expenses (on a YTD basis) by rolling up appropriate GL Accounts.

4.10.21

4.10.22 4.10.23 4.10.24 4.10.25 4.10.26 4.10.27 4.10.28 4.10.29 4.10.30 4.10.31 4.10.32 4.10.33 4.10.34 4.10.35 4.10.36 4.10.37 4.10.38 4.10.39

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-95

Financial Analytics

No 4.10.40 4.10.41 4.10.42 4.10.43 4.10.44 4.10.45 4.10.46 4.10.47 4.10.48 4.10.49 4.10.50 4.10.51 4.10.52 4.10.53 4.10.54 4.10.55 4.10.56

Metric Name Facts - Actuals.R&D Expense QTD Facts - Actuals.R&D Expense YTD Facts - Actuals.R&D Expenses Facts - Actuals.R&D Payroll Expenses Facts - Actuals.R&D Payroll Expenses QTD Facts - Actuals.R&D Payroll Expenses YTD Facts - Actuals.Revenue Facts - Actuals.Revenue QTD Facts - Actuals.Revenue YTD Facts - Actuals.Sales & Marketing Expense QTD Facts - Actuals.Sales & Marketing Expense YTD Facts - Actuals.Sales & Marketing Expenses Facts - Actuals.Sales Payroll Expenses Facts - Actuals.Sales Payroll Expenses QTD Facts - Actuals.Sales Payroll Expenses YTD Facts - Actuals.Total Operating Expenses Facts - Actuals.Total Operating Expenses QTD Facts - Actuals.Total Operating Expenses YTD Facts - Actuals.Transaction Amount Facts - Actuals.Transaction Local Amount Facts - Budget.Budget Amount Facts - Budget.Budget Local Amount Facts - Budget.Contracting Expenses Facts - Budget.Contracting Expenses QTD

Description This metric tracks all research and development expenses (on a QTD basis) of the firm for the chosen period. This metric tracks all research and development expenses (on a YTD basis) of the firm for the chosen period. This metric tracks all research and development expenses of the firm for the chosen period. This metric tracks all R&D Payroll Expenses by rolling up appropriate GL Accounts. This metric tracks all R&D Payroll Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all R&D Payroll Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks revenue amount by rolling up appropriate GL Accounts. This metric tracks revenue amount (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks revenue amount (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all sales and marketing costs (on a QTD basis) of the firm for the chosen period. This metric tracks all sales and marketing costs (on a YTD basis) of the firm for the chosen period. This metric tracks all sales and marketing expenses of the firm for the chosen period. This metric tracks all Sales Payroll Expenses by rolling up appropriate GL Accounts. This metric tracks all Sales Payroll Expenses (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Sales Payroll Expenses (on a YTD basis) by rolling up appropriate GL Accounts. This metric calculates total operating expenses by adding sales and marketing expenses, research and development expenses and other operating expenses. This metric calculates total operating expenses (on a QTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses. This metric calculates total operating expenses (on a YTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses. Transaction Group Amount Transaction Document Amount Budget Group Amount Budget amount in local currency This metric tracks all Contracting expense budgets by rolling up appropriate GL Accounts. This metric tracks all Contracting expense budgets (on a QTD basis) by rolling up appropriate GL Accounts.

4.10.57

4.10.58 4.10.59 4.10.60 4.10.61 4.10.62 4.10.63

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-96

Financial Analytics

No 4.10.64 4.10.65

Metric Name Facts - Budget.Contracting Expenses YTD Facts Budget.Depreciation Expenses Facts Budget.Depreciation Expenses QTD Facts Budget.Depreciation Expenses YTD Facts - Budget.Employee Benefits Expenses Facts - Budget.Employee Benefits Expenses QTD Facts - Budget.Employee Benefits Expenses YTD Facts - Budget.Employee Overtime Expenses Facts - Budget.Employee Overtime Expenses QTD Facts - Budget.Employee Overtime Expenses YTD Facts - Budget.Employee Support Expenses Facts - Budget.Employee Support Expenses QTD Facts - Budget.Employee Support Expenses YTD Facts - Budget.Freight Expenses Facts - Budget.Freight Expenses QTD Facts - Budget.Freight Expenses YTD Facts - Budget.General Admin and Other Payroll Facts - Budget.General Admin and Other Payroll QTD Facts - Budget.General Admin and Other Payroll YTD Facts - Budget.Marketing Payroll Expense QTD Facts - Budget.Marketing Payroll Expense YTD Facts - Budget.Marketing Payroll Expenses

Description This metric tracks all Contracting expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks depreciation expense budgets (relating to wear and tear of assets) for a given period. This metric tracks depreciation expense budgets (on a QTD basis) relating to wear and tear of assets for a given period. This metric tracks depreciation expense budgets (on a YTD basis) relating to wear and tear of assets for a given period. This metric tracks all Employee Benefit expense budgets by rolling up appropriate GL Accounts. This metric tracks all Employee Benefit expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Benefit expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime expense budgets by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Support expense budgets by rolling up appropriate GL Accounts. This metric tracks all Employee Support expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Employee Support expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Freight expense budgets by rolling up appropriate GL Accounts. This metric tracks all Freight expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Freight expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll expense budgets by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Marketing Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Marketing Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Marketing Payroll expense budgets by rolling up appropriate GL Accounts.

4.10.66

4.10.67

4.10.68 4.10.69 4.10.70 4.10.71 4.10.72 4.10.73 4.10.74 4.10.75 4.10.76 4.10.77 4.10.78 4.10.79 4.10.80 4.10.81

4.10.82

4.10.83 4.10.84 4.10.85

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-97

Financial Analytics

No 4.10.86 4.10.87 4.10.88 4.10.89 4.10.90 4.10.91 4.10.92 4.10.93 4.10.94 4.10.95 4.10.96 4.10.97 4.10.98 4.10.99 4.10.100 4.10.101 4.10.102 4.10.103 4.10.104 4.10.105 4.10.106 4.10.107 4.10.108 4.10.109 4.10.110

Metric Name Facts - Budget.Other Marketing Expenses Facts - Budget.Other Marketing Expenses QTD Facts - Budget.Other Marketing Expenses YTD Facts - Budget.Other Operating Expense QTD Facts - Budget.Other Operating Expense YTD Facts - Budget.Other Operating Expenses Facts - Budget.Other R&D Expenses Facts - Budget.Other R&D Expenses QTD Facts - Budget.Other R&D Expenses YTD Facts - Budget.Other Sales Expenses Facts - Budget.Other Sales Expenses QTD Facts - Budget.Other Sales Expenses YTD Facts - Budget.Product Variance Expenses Facts - Budget.Product Variance Expenses QTD Facts - Budget.Product Variance Expenses YTD Facts - Budget.R&D Expenses Facts - Budget.R&D Expenses QTD Facts - Budget.R&D Expenses YTD Facts - Budget.R&D Payroll Expenses Facts - Budget.R&D Payroll Expenses QTD Facts - Budget.R&D Payroll Expenses YTD Facts - Budget.Revenue Facts - Budget.Revenue QTD Facts - Budget.Revenue YTD Facts - Budget.Sales & Marketing Expense QTD

Description This metric tracks all Other Marketing expense budgets by rolling up appropriate GL Accounts. This metric tracks all Other Marketing expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other Marketing expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric calculates operating expense budgets (on a QTD basis) for all activities except sales, marketing, research and development for the chosen period. This metric calculates operating expense budgets (on a YTD basis) for all activities except sales, marketing, research and development for the chosen period. This metric calculates operating expense budgets for all activities except sales, marketing, research and development for the chosen period. This metric tracks all Other R&D expense budgets by rolling up appropriate GL Accounts. This metric tracks all Other R&D expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other R&D expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other Sales expense budgets by rolling up appropriate GL Accounts. This metric tracks all Other Sales expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Other Sales expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all Product Variance expense budgets by rolling up appropriate GL Accounts. This metric tracks all Product Variance expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Product Variance expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all research and development expense budgets of the firm for the chosen period. This metric tracks all research and development expense budgets (on a QTD basis) of the firm for the chosen period. This metric tracks all research and development expense budgets (on a YTD basis) of the firm for the chosen period. This metric tracks all R&D Payroll expense budgets by rolling up appropriate GL Accounts. This metric tracks all R&D Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all R&D Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all revenue amount budgets by rolling up appropriate GL Accounts. This metric tracks all revenue amount budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks revenue amount budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric tracks all sales and marketing expense budgets (on a QTD basis) of the firm for the chosen period.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-98

Financial Analytics

No 4.10.111 4.10.112 4.10.113 4.10.114 4.10.115 4.10.116 4.10.117

Metric Name Facts - Budget.Sales & Marketing Expense YTD Facts - Budget.Sales & Marketing Expenses Facts - Budget.Sales Payroll Expenses Facts - Budget.Sales Payroll Expenses QTD Facts - Budget.Sales Payroll Expenses YTD Facts - Budget.Total Operating Expenses Facts - Budget.Total Operating Expenses QTD Facts - Budget.Total Operating Expenses YTD

Description This metric tracks all sales and marketing expense budgets (on a YTD basis) of the firm for the chosen period. This metric tracks all sales and marketing expense budgets of the firm for the chosen period. This metric tracks all Sales Payroll expense budgets by rolling up appropriate GL Accounts. This metric tracks all Sales Payroll expense budgets (on a QTD basis) by rolling up appropriate GL Accounts. This metric tracks all Sales Payroll expense budgets (on a YTD basis) by rolling up appropriate GL Accounts. This metric calculates total operating expense budgets by adding sales and marketing expenses, research and development expenses and other operating expenses. This metric calculates total operating expense budgets (on a QTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses. This metric calculates total operating expense budgets (on a YTD basis) by adding sales and marketing expenses, research and development expenses and other operating expenses.

4.10.118

4.11 Financials - GL Cash Flow

No 4.11.1 4.11.2 Metric Name Facts - Cash Flow Ratios.AP Turnover Facts - Cash Flow Ratios.AR Turnover Facts - Cash Flow Ratios.Avg Inventory Days Description This metric calculates Purchases / Accounts Payables; where Purchases = total purchases from various suppliers This metric calculates the Revenue to Accounts Receivable ratio and indicates the number of the receivables turnover for a particular level of sales and indicates the efficiency of working capital management This metric determines the ratio of inventory to cogs to measure the efficiency of the firms inventory management (number of days of Inventory held). A higher ratio or days indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale. This metric is the ratio of operating cash flow to capital expenditure for the period. Since capital expenditure (CapEx) is not captured directly, the change between closing and opening balances of property, plant and equipment is taken as CapEx. This metric is calculated as: Revenue - Change in Accounts Receivable This metric is calculated as Cash Collections / Revenue * 100, where Cash Collections = Revenue - Change in Accounts Receivable. This metric is calculated as: Cash Collections - Cash Inputs; Where Cash Collections = Revenue - Change in Accounts Receivable and Cash Inputs = Cost of Goods Sold + Change in Inventory - Change in Accounts Payable. Cash Gross Margin / Cash Collections * 100; Cash Gross Margin = (Cash Collections Cash Inputs); Where Cash Collections = Revenue - Change in Accounts Receivable Cash Inputs = Cost of Goods Sold + Change in Inventory - Change in Accounts Payable This metric is calculated as: Cost Of Goods Sold + Change in Inventory - Change in Accounts Payable

4.11.3

4.11.4

Facts - Cash Flow Ratios.Capex Ratio Facts - Cash Flow Ratios.Cash Collections Facts - Cash Flow Ratios.Cash Collections to Revenue % Facts - Cash Flow Ratios.Cash Gross Margin Facts - Cash Flow Ratios.Cash Gross Margin % Facts - Cash Flow Ratios.Cash Inputs

4.11.5 4.11.6

4.11.7

4.11.8

4.11.9

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-99

Financial Analytics

No 4.11.10

Metric Name Facts - Cash Flow Ratios.Cash Inputs to COGS % Facts - Cash Flow Ratios.Cash to Current Liabilities (CL) Facts - Cash Flow Ratios.Current Ratio Facts - Cash Flow Ratios.Financing Cash Flow Facts - Cash Flow Ratios.Gross Margin % Facts - Cash Flow Ratios.Gross Profit Facts - Cash Flow Ratios.Investing Cash Flow Facts - Cash Flow Ratios.Long Term Debt Facts - Cash Flow Ratios.Net Income Facts - Cash Flow Ratios.Operating Cash Flow Facts - Cash Flow Ratios.Operating Cash Flow to CL Facts - Cash Flow Ratios.Operating Cash Flow to LT Debt Facts - Cash Flow Ratios.Quick Ratio Facts - Cash Flow Ratios.Times Interest Earned Facts - Cash Flow Ratios.Working Capital Turnover Facts - Cash Flow Statement.Cash Facts - Cash Flow Statement.Financing Cash Flow Facts - Cash Flow Statement.Incr (Decr) in Accounts Payable Facts - Cash Flow Statement.Incr (Decr) in Accounts Receivable

Description This metric measures cash inputs against cost of goods sold (COGS).

4.11.11

This metric provides the ratio of Cash to Current Liabilities.

4.11.12 4.11.13

This metric calculates the current assets to current liabilities ratio. This metric is computed as follows: Change in Short-term borrowings + Change in Long-term debt + Change in Other liabilities + Change in Preferred Stock + Change in Common Stock + Change in Other Equity capital. This metric is computed as follows: (Gross Profit / Revenue * 100), where GROSS PROFIT = (Revenue - Cost of Goods Sold). This metric determines gross profit by computing the following: (Revenue - Cost of Goods Sold). This metric is computed as follows: Change in Purchases of Property, Plant and Equipment + Change in other assets. An increase will indicate that capital investments are made. This metric provides the amount of outstanding long tern debt. Long-term debt is defined as debt that is not expected to be repaid for at least one year. This metric is computed as follows : (Revenue - Cost of Goods Sold - Selling & Marketing Costs - Other Operating Expenses - R&D Expenditure + Other Income Interest Expense - Taxes - Depreciation). This metric measures the current operating cash flow (YTD). Operating cash flow is the actual cash flow arising out of operations of the firm and excludes any cash changes in lieu of financing and investing activities. This metric is calculated as follows: Operating Cash Flow / Current Liabilities.

4.11.14 4.11.15 4.11.16

4.11.17 4.11.18

4.11.19

4.11.20

4.11.21

This metric is computed as follows: Operating Cash flow / Long Term Debt.

4.11.22 4.11.23

This metric provides liquidity information by calculating (Current Assets - Inventories) / Current Liabilities. This metric calculates (Earnings before interest and taxes) / Interest Expense Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income This metric determine the ratio of revenue to Working Capital where working capital = current assets - current liabilities. This metric shows the cash balance as of a particular time period. This metric is computed as follows: Change in Short-term borrowings + Change in Long-term debt + Change in Other liabilities + Change in Preferred Stock + Change in Common Stock + Change in Other Equity capital. This metric shows the change in Payables oustanding as of a particular date.

4.11.24

4.11.25 4.11.26

4.11.27

4.11.28

This metric shows the change in receivables outstanding as of a particular date.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-100

Financial Analytics

No 4.11.29

Metric Name Facts - Cash Flow Statement.Incr (Decr) in Accrued Liabilities Facts - Cash Flow Statement.Incr (Decr) in Cash Facts - Cash Flow Statement.Incr (Decr) in Common Stock Facts - Cash Flow Statement.Incr (Decr) in Current Assets Facts - Cash Flow Statement.Incr (Decr) in Current Liabilities Facts - Cash Flow Statement.Incr (Decr) in Depreciation Expenses Facts - Cash Flow Statement.Incr (Decr) in Finished Goods Inventory Facts - Cash Flow Statement.Incr (Decr) in Goodwill Facts - Cash Flow Statement.Incr (Decr) in Interest Expense Facts - Cash Flow Statement.Incr (Decr) in Inventory Facts - Cash Flow Statement.Incr (Decr) in Long Term Assets Facts - Cash Flow Statement.Incr (Decr) in Long Term Debt Facts - Cash Flow Statement.Incr (Decr) in Long Term Liabilities Facts - Cash Flow Statement.Incr (Decr) in Other Assets Facts - Cash Flow Statement.Incr (Decr) in Other Current Assets Facts - Cash Flow Statement.Incr (Decr) in Other Current Liabilities

Description This metric shows the change in the sum of all GL Account balances comprising of accrued liabilities. This metric shows the change in cash balance as of a particular time period.

4.11.30

4.11.31

This metric shows the change in the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately. This metric shows the change for the total current assets, which is computed by adding cash, accounts receivable, inventory, prepaid expenses, and other current assets. This metric shows the change in the total current liabilities, calculated as the sum of short-term borrowings + accounts payable balances + accrued liabilities and all other current Liabilities This metric shows the change in depreciation expenses (relating to wear and tear of assets) of the firm for a given period This metric shows the change for the total finished goods inventory for a selected period. This metric shows the change in the value of goodwill assets (or intangible assets) in the balance sheet. This metric shows the change in all financial charges or interest expenses for the firm over a given period This metric shows the change of the total inventory, which is comprised of raw materials, finished goods, and work-in-progress inventory. This metric shows the change of the total of assets which are long term in nature, including PP&E. This metric shows the change in the amount of outstanding long tern debt. Long-term debt is defined as debt that is not expected to be repaid for at least one year. This metric shows the change of the total liabilities which are long term in nature, including long-term debt. This metric shows the change in the value of other long-term assets excluding Property, Plant and Equipment. This metric shows the change in all current assets that are not cash, accounts receivable, inventory, or prepaid expenses. This metric shows the change in the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately.

4.11.32

4.11.33

4.11.34

4.11.35

4.11.36

4.11.37

4.11.38

4.11.39

4.11.40

4.11.41

4.11.42

4.11.43

4.11.44

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-101

Financial Analytics

No 4.11.45

Metric Name Facts - Cash Flow Statement.Incr (Decr) in Other Equity Capital Facts - Cash Flow Statement.Incr (Decr) in Other Liabilities Facts - Cash Flow Statement.Incr (Decr) in PPE Facts - Cash Flow Statement.Incr (Decr) in Preferred Stock Facts - Cash Flow Statement.Incr (Decr) in Prepaid Expenses Facts - Cash Flow Statement.Incr (Decr) in Raw Material Inventory Facts - Cash Flow Statement.Incr (Decr) in Retained Earnings Facts - Cash Flow Statement.Incr (Decr) in Short Term Borrowing Facts - Cash Flow Statement.Incr (Decr) in Total Shareholders Funds Facts - Cash Flow Statement.Incr (Decr) in Work in Process Inventory Facts - Cash Flow Statement.Investing Cash Flow Facts - Cash Flow Statement.Net Income Facts - Cash Flow Statement.Operating Cash Flow

Description This metric shows the change in the Other Equity Capital balance (excluding Common Stock) for a given period. This metric primarily contains Retained Earnings. This metric shows the change in the value of other long-term liabilities excluding Long Term Debt. This metric shows the change in the value of Property Plant and Equipment.

4.11.46

4.11.47

4.11.48

This metric shows the change in preferred stock as part of Equity capital of the company. This metric shows the change in all expenses that are paid in advance, such as rent and electricity This metric shows the change in the total raw material inventory for a selected period.

4.11.49

4.11.50

4.11.51

This metric shows the change in the value of retained earnings, one of the components of shareholders funds. This metric shows the change in the amount of short term borrowing on the balance sheet as of a particular date. This metric shows the change in all components of total shareholders funds such as Common Stock, Preferred Stock, Retained Earnings and Other Equity Related Capital. This metric shows the change for the total work in process inventory for a selected period. This metric is computed as follows: Change in Purchases of Property, Plant and Equipment + Change in other assets. An increase will indicate that capital investments are made. This metric is computed as follows : (Revenue - Cost of Goods Sold - Selling & Marketing Costs - Other Operating Expenses - R&D Expenditure + Other Income Interest Expense - Taxes - Depreciation). This metric measures the current operating cash flow (YTD). Operating cash flow is the actual cash flow arising out of operations of the firm and excludes any cash changes in lieu of financing and investing activities.

4.11.52

4.11.53

4.11.54

4.11.55

4.11.56

4.11.57

4.12 Financials - GL Detail Transactions

No 4.12.1 Metric Name Facts - Financial GL Detail Transactions.Transaction Amount Description Transaction Group Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-102

Financial Analytics

4.13 Financials - Profitability - Company

No 4.13.1 4.13.2 4.13.3 Metric Name Facts - Cost Ratios.COGS to Revenue % Facts - Cost Ratios.Interest Expenses to Revenue % Facts - Cost Ratios.Other Operating Expenses to Revenue % Facts - Cost Ratios.R&D Expenses to Revenue % Facts - Cost Ratios.Sales & Marketing Expenses to Revenue % Facts - Other Operating Expenses.Contracting Expenses Facts - Other Operating Expenses.Depreciation Expenses Facts - Other Operating Expenses.Employee Benefits Expenses Facts - Other Operating Expenses.Employee Overtime Expenses Facts - Other Operating Expenses.Employee Support Expenses Facts - Other Operating Expenses.General Admin and Other Payroll Facts - Other Operating Expenses.Product Variance Expenses Facts - Profit and Loss YTD.Depreciation Expenses YTD Facts - Profit and Loss YTD.EBIT YTD Facts - Profit and Loss YTD.EBIT YTD Margin % Facts - Profit and Loss YTD.EBT YTD Facts - Profit and Loss YTD.EBT YTD Margin % Description Amount of COGS in Group level currency This metric tracks Interest Expenses to Revenue for the chosen period. This metric tracks other operating expenses to revenue for the chosen period.

4.13.4 4.13.5

This metric tracks all R&D Expenses of the firm for the chosen period. This metric tracks all sales and marketing costs of the firm for the chosen period.

4.13.6

This metric tracks all Contracting Expenses by rolling up appropriate GL Accounts.

4.13.7

This metric tracks depreciation expenses (relating to wear and tear of assets) for a given period. This metric tracks all Employee Benefit Expenses by rolling up appropriate GL Accounts. This metric tracks all Employee Overtime Expenses by rolling up appropriate GL Accounts. This metric tracks all Employee Support Expenses by rolling up appropriate GL Accounts. This metric tracks all General Admin and Other Payroll Expenses by rolling up appropriate GL Accounts. This metric tracks all Product Variance Expenses by rolling up appropriate GL Accounts. This metric tracks depreciation expenses on a year-to-date basis (relating to wear and tear of assets) of the firm. This metric calculates Revenue (YTD) - Cost of Goods Sold (YTD) - Selling and Marketing Costs (YTD) - Operating Expenses (YTD) - Research and Development Expenditure (YTD) + Other Income (YTD). This metric calculates EBIT / Revenue * 100, Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income. Revenue (YTD) - Cost of Goods Sold (YTD) - Selling and Marketing Costs (YTD) Operating Expenses (YTD) - R&D Expenditure (YTD) + Other Income (YTD) - Interest Expense (YTD) This metric calculates EBT /Revenue * 100, where EBT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income - Interest.

4.13.8

4.13.9

4.13.10

4.13.11

4.13.12

4.13.13

4.13.14

4.13.15

4.13.16

4.13.17

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-103

Financial Analytics

No 4.13.18 4.13.19 4.13.20

Metric Name Facts - Profit and Loss YTD.Gross Margin YTD % Facts - Profit and Loss YTD.Gross Profit YTD Facts - Profit and Loss YTD.Income Tax Expense YTD Facts - Profit and Loss YTD.Interest Expense YTD Facts - Profit and Loss YTD.Net Income Margin YTD % Facts - Profit and Loss YTD.Net Income YTD Facts - Profit and Loss YTD.Operating Margin YTD % Facts - Profit and Loss YTD.Operating Profit YTD Facts - Profit and Loss YTD.Other Income YTD Facts - Profit and Loss YTD.Other Operating Expense YTD Facts - Profit and Loss YTD.R&D Expense YTD Facts - Profit and Loss YTD.Sales & Marketing Expense YTD Facts - Profit and Loss YTD.Total Operating Expenses YTD Facts - Profit and Loss.Cost of Goods Sold Facts - Profit and Loss.Depreciation Expenses Facts - Profit and Loss.EBIT Facts - Profit and Loss.EBIT Margin % Facts - Profit and Loss.EBT

Description This metric is computed as follows: (Gross Profit YTD / Revenue YTD * 100), where Gross Profit = (Revenue - Cost of Goods Sold). This metric shows Gross Profit YTD = (Revenue YTD - COGS YTD). This metric tracks all sales and marketing costs of the firm for year-to-date.

4.13.21 4.13.22

This metric includes all financial charges or interest expense for the firm for year-todate. This metric calculates Net Income YTD / Revenue YTD * 100 Where Net Income = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income - Interest - Income Taxes. Revenue (YTD) - Cost of Goods Sold (YTD) - Selling & Marketing Costs (YTD) - Other Operating Expenses (YTD) - R&D Expenditure (YTD) + Other Income (YTD) - Interest Expense (YTD) - Income Taxes (YTD) - Depreciation (YTD) This metric calculates Operating Profit YTD / Revenue YTD *100 Where Operating Profit = Revenue - Cost of Goods Sold - Sales and Marketing Expenses - Other Operating Expenses - Research and Development Expenditure This metric provides profitability figures by calculating Revenue (YTD) - Cost of Goods Sold (YTD) - Selling, and Marketing Costs (YTD) - Other Operating Expenses (YTD) R and D Expenditure (YTD) This metric includes all non-operating income year-to-date (i.e., all miscellaneous income excluding revenue from core operations). This metric includes all operating expenses year-to-date, other than sales and marketing, and research and development. This metric tracks all research and development expenses of the firm for year-to-date. This metric tracks all sales and marketing costs of the firm for year-to-date.

4.13.23

4.13.24

4.13.25

4.13.26 4.13.27

4.13.28 4.13.29

4.13.30

This metric is a sum of operating expenses (YTD) and is computed as follows: Sales and Marketing Cost (YTD) + Research and Development Expenses (YTD) + Other Operating Expenses (YTD). This metric shows the change in the value of Cost of Goods Sold This metric tracks depreciation expenses (relating to wear and tear of assets) for a given period. This metric contributes to profitability analysis by calculating Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income This metric calculates EBIT / Revenue * 100, Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income. This metric calculates Earning Before Tax by computing Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income - Interest Expense. This metric calculates EBT /Revenue * 100, where EBT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - Research and Development Expenditure + Other Income - Interest.

4.13.31 4.13.32

4.13.33

4.13.34

4.13.35

4.13.36

Facts - Profit and Loss.EBT Margin %

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-104

Financial Analytics

No 4.13.37 4.13.38 4.13.39 4.13.40 4.13.41

Metric Name Facts - Profit and Loss.Gross Margin % Facts - Profit and Loss.Gross Profit Facts - Profit and Loss.Income Tax Expense Facts - Profit and Loss.Interest Expense Facts - Profit and Loss.Net Income Facts - Profit and Loss.Net Income Margin % Facts - Profit and Loss.Operating Margin % Facts - Profit and Loss.Operating Profit Facts - Profit and Loss.Other Income Facts - Profit and Loss.Other Operating Expenses Facts - Profit and Loss.R&D Expenses Facts - Profit and Loss.Revenue Facts - Profit and Loss.Sales & Marketing Expenses Facts - Profit and Loss.Total Operating Expenses Facts - R&D Expenses.Other R&D Expenses Facts - R&D Expenses.R&D Expenses Facts - R&D Expenses.R&D Payroll Expenses Facts - Return on Investment.Current Assets Facts - Return on Investment.Current Liabilities Facts - Return on Investment.Retained Earnings

Description This metric is computed as follows: (Gross Profit / Revenue * 100), where GROSS PROFIT = (Revenue - Cost of Goods Sold). This metric determines gross profit by computing the following: (Revenue - Cost of Goods Sold). This metric tracks Income Tax Expenses for a period. This metric includes all financial charges or interest expense of the firm for the chosen period. This metric is computed as follows : (Revenue - Cost of Goods Sold - Selling & Marketing Costs - Other Operating Expenses - R&D Expenditure + Other Income Interest Expense - Taxes - Depreciation). This metric calculates Net Income / Revenue * 100 Where Net Income = Revenue Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income - Interest - Income Taxes. This metric calculates Operating Profit / Revenue *100 Where Operating Profit = Revenue - Cost of Goods Sold - Sales and Marketing Expenses - Other Operating Expenses - Research and Development Expenditure This metric calculates (Revenue - Cost of Goods Sold - Selling, and Marketing Costs Other Operating Expenses - R and D Expenditure) to provide profitability data about a firm's core business. This metric calculates all non-operating income, which excludes revenue generated from an organization's core operations from a given period. This metric calculates operating expenses for all activities except sales, marketing, research and development for the chosen period. This metric tracks all research and development expenses of the firm for the chosen period. This metric shows the change in the value of revenue This metric tracks all sales and marketing costs of the firm for the chosen period.

4.13.42

4.13.43

4.13.44

4.13.45 4.13.46

4.13.47 4.13.48 4.13.49

4.13.50

This metric calculates total operating expenses by adding sales and marketing expenses, research and development expenses and other operating expenses. This metric tracks all Other R&D Expenses by rolling up appropriate GL Accounts.

4.13.51

4.13.52 4.13.53

This metric tracks all research and development expenses of the firm for the chosen period. This metric tracks all R&D Payroll Expenses by rolling up appropriate GL Accounts.

4.13.54 4.13.55

This metric gives the total current assets, which is computed by adding cash, accounts receivable, inventory, prepaid expenses, and other current assets. This metric is the total current liabilities, calculated as the sum of short-term borrowings + accounts payable balances + accrued liabilities and all other current Liabilities This metric provides the value retained earnings, one of the components of shareholders funds.

4.13.56

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-105

Financial Analytics

No 4.13.57

Metric Name Facts - Return on Investment.ROA (EBIT Basis) Facts - Return on Investment.ROA (PreInterest) Facts - Return on Investment.ROCE (EBIT Basis) Facts - Return on Investment.ROCE (Pre Interest) Facts - Return on Investment.ROE Facts - Return on Investment.ROE (PreInterest) Facts - Return on Investment.Total Assets Facts - Return on Investment.Total Liabilities Facts - Return on Investment.Total Shareholders Funds Facts - Revenue.Closing Amount Facts - Revenue.Credit Amount Facts - Revenue.Debit Amount Facts - Revenue.Opening Amount Facts - Revenue.Revenue Document Amount Facts - Revenue.Revenue Group Amount Facts - Revenue.Revenue Local Amount Facts - Sales and Marketing Expenses.Freight Expenses Facts - Sales and Marketing Expenses.Marketing Payroll Expenses Facts - Sales and Marketing Expenses.Other Marketing Expenses

Description Earnings Before Income and Taxes / Total Assets * 100

4.13.58

Pre-Tax Income / Total Assets * 100

4.13.59

Pre-Tax Income / Total Capital Employed * 100 ; Capital Employed = (Total Shareholders Funds + Long-term Debt) Pre-Tax Income / Total Capital Employed * 100; Total Capital Employed = Total Shareholders Funds + Long-Term Debt. Net Income / Total Shareholders Funds * 100 Pretax Income / Stockholder's equity * 100; Where Pre-Tax Income = Net Income + Income Tax This metric is the sum of all different components of assets, such as current assets, property, plant and equipment, good will, and other long-term assets. This metric is a sum of different components of liabilities. It is computed as follows: Total Current Liabilities + Long-term Debt + Other Non-Current Liabilities + Total Sharedholder Funds This metric includes all components of total shareholders funds such as Common Stock, Preferred Stock, Retained Earnings and Other Equity Related Capital. Closing balance for specified account(s) in Group currency Credit Amount in Group Currency Debit Amount in Group Currency Opening balance for specified account(s) in Group currency Amount of revenue in Document level currency Amount of revenue in Group level currency Amount of revenue in Local level currency This metric tracks all Freight Expenses by rolling up appropriate GL Accounts.

4.13.60

4.13.61 4.13.62

4.13.63 4.13.64

4.13.65

4.13.66 4.13.67 4.13.68 4.13.69 4.13.70 4.13.71 4.13.72 4.13.73

4.13.74

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

4.13.75

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-106

Financial Analytics

No 4.13.76

Metric Name Facts - Sales and Marketing Expenses.Other Sales Expenses Facts - Sales and Marketing Expenses.Sales & Marketing Expenses Facts - Sales and Marketing Expenses.Sales Payroll Expenses

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

4.13.77

This metric tracks all sales and marketing costs of the firm for the chosen period.

4.13.78

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

4.14 Financials - Profitability - Customer

No 4.14.1 Metric Name Fact - Customer Cost Lines.Customer Cost Line Amount Fact - Customer Cost Lines.Total Allocated Customer Expenses Fact - Customer Cost Lines.Total Direct Customer Expenses Fact - Customer Marketing Expenses.Customer Advertisement Expenses Fact - Customer Marketing Expenses.Customer Branding Expenses Fact - Customer Marketing Expenses.Customer Events Expenses Fact - Customer Marketing Expenses.Customer Marketing Salary Expenses Fact - Customer Marketing Expenses.Customer Other Marketing Expenses Fact - Customer Marketing Expenses.Customer Promotional Expenses Fact - Customer Other Expenses.Customer General Overhead Expenses Fact - Customer Other Expenses.Customer Other Operating Expenses Description This metric captures expenses at each line item which are categorized by cost types and allocation types. Instead of the pre-built metrics for marketing, sales, service etc., this metric along with the cost type and allocation type can be used to analyze the expense information at the customer level. This metric shows total allocated expenses at the customer level. The overhead expenses from cost centers are allocated to various customers depending on the allocation rules. This metric shows the direct expenses that are captured at the customer level while recording the original financial transactions. These are captured from the transaction systems instead of allocating it later. This metric captures Advertising expenses at the customer level including direct and allocated expenses. This metric captures Branding expenses at the customer level including direct and allocated expenses. This metric captures Marketing Events expenses at the customer level including direct and allocated expenses. This metric captures Marketing Salary expenses at the customer level including direct and allocated expenses. This metric captures Marketing Other expenses at the customer level including direct and allocated expenses. This metric captures Marketing Promotional expenses at the customer level including direct and allocated expenses. This metric captures general overhead expenses at the customer level including direct and allocated expenses.This rolls up into all other customer expenses at the customer level. This metric captures other operating expenses at the customer level including direct and allocated expenses.This rolls up into all other customer expenses.

4.14.2

4.14.3

4.14.4

4.14.5

4.14.6

4.14.7

4.14.8

4.14.9

4.14.10

4.14.11

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-107

Financial Analytics

No 4.14.12 4.14.13

Metric Name Fact - Customer Profitability.COGS Fact - Customer Profitability.Customer Gross Margin % Fact - Customer Profitability.Customer Gross Profit Fact - Customer Profitability.Customer Marketing Expenses Fact - Customer Profitability.Customer Marketing Expenses to Revenue % Fact - Customer Profitability.Customer Operating Profit Fact - Customer Profitability.Customer Operating Profit % Fact - Customer Profitability.Customer Other Expenses Fact - Customer Profitability.Customer Other Expenses to Revenue % Fact - Customer Profitability.Customer Sales Expenses Fact - Customer Profitability.Customer Sales Expenses to Revenue % Fact - Customer Profitability.Customer Service Expenses Fact - Customer Profitability.Customer Service Expenses to Revenue % Fact - Customer Profitability.Revenue Amount Fact - Customer Profitability.Total Customer Expenses Fact - Customer Profitability.Total Customer Expenses to Revenue % Fact - Customer Sales Expenses.Customer Freight Expenses

Description Amount of COGS in Group level currency This metric is computed as (Customer Gross Profit / Revenue) * 100

4.14.14

This metric shows Customer Gross Profit which is computed as (Revenue - Cost of Goods Sold) This metric captures all marketing expenses at the customer level including direct and allocated expenses. This metric shows the ratio of Customer Marketing Expenses with Revenue in percentage terms.

4.14.15

4.14.16

4.14.17

This metric is shows Customer Operating Profit which is computed as (Revenue - Cost of Goods Sold - All Operating Expenses). All operating expenses include direct and allocated expenses This metric is computed as (Operating Profit / Revenue * 100)

4.14.18

4.14.19

This metric captures all other expenses (excluding Sales, Service and Marketing) at the customer level including direct and allocated expenses. This metric shows the ratio of Customer Other Expenses with Revenue in percentage terms. This metric captures all sales expenses at the customer level including direct and allocated expenses. This metric shows the ratio of Customer Sales Expenses with Revenue in percentage terms. This metric captures all service expenses at the customer level including direct and allocated expenses. This metric shows the ratio of Customer Service Expenses with Revenue in percentage terms.

4.14.20

4.14.21

4.14.22

4.14.23

4.14.24

4.14.25

Amount of revenue in Group level currency

4.14.26

This metric rolls up all expenses at the customer level excluding cost of goods sold. This includes Marketing, Sales, Service and other Expenses. This metric computes the ratio of total customer expenses with revenue and expressed in percentage terms. This metric captures freight and transportation expenses at the customer level. This rolls up into total Sales expenses at the customer level.

4.14.27

4.14.28

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-108

Financial Analytics

No 4.14.29

Metric Name Fact - Customer Sales Expenses.Customer Other Sales Expenses Fact - Customer Sales Expenses.Customer Sales Compensation

Description This metric captures Other Sales expenses at the customer level. This rolls up into total Sales expenses at the customer level. This metric captures Sales Salary expenses at the customer level. This rolls up into total Sales expenses at the customer level.

4.14.30

4.15 Financials - Profitability - Product

No 4.15.1 Metric Name Fact - Product Cost Lines.Product Cost Line Amount Fact - Product Cost Lines.Total Allocated Product Expenses Fact - Product Cost Lines.Total Direct Product Expenses Fact - Product Marketing Expenses.Product Advertising Expenses Fact - Product Marketing Expenses.Product Branding Expenses Fact - Product Marketing Expenses.Product Events Expenses Fact - Product Marketing Expenses.Product Marketing Salary Expenses Fact - Product Marketing Expenses.Product Other Marketing Expenses Fact - Product Marketing Expenses.Product Promotional Expenses Fact - Product Other Expenses.Product Depreciation Expenses Fact - Product Other Expenses.Product General Overhead Expenses Fact - Product Other Expenses.Product Other Operating Expenses Description This metric captures expenses at each line item which are categorized by cost types and allocation types. Instead of the pre-built metrics for marketing, sales, service etc., this metric along with the cost type and allocation type can be used to analyze the expense information at the product level. This metric shows total allocated expenses at the product level. The overhead expenses from cost centers are allocated to various products depending on allocation rules. This metric shows the direct expenses that are captured at the product level while recording the original financial transactions. These are captured from the transaction systems instead of allocating it later. This metric captures Advertising expenses at the product level including direct and allocated expenses. This metric captures Branding expenses at the product level including direct and allocated expenses. This metric captures Marketing Events expenses at the product level including direct and allocated expenses. This metric captures Marketing Salary expenses at the product level including direct and allocated expenses. This metric captures other Marketing expenses at the product level including direct and allocated expenses. This rolls up into Marketing Expenses at the product level. This metric captures Marketing Promotions expenses at the product level including direct and allocated expenses. This metric captures Depreciation expenses at the product level including direct and allocated expenses.This rolls up into other product operating expenses at the product level. This metric captures general overhead expenses at the product level including direct and allocated expenses.This rolls up into other product operating expenses at the product level. This metric captures all other operating expenses excluding Marketing, Sales and Service expenses at the product level.

4.15.2

4.15.3

4.15.4

4.15.5

4.15.6

4.15.7

4.15.8

4.15.9

4.15.10

4.15.11

4.15.12

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-109

Financial Analytics

No 4.15.13

Metric Name Fact - Product Other Expenses.Product Variance Expenses Fact - Product Profitability.COGS Fact - Product Profitability.Overall Product Gross Margin % Fact - Product Profitability.Product Gross Margin % Fact - Product Profitability.Product Gross Profit Fact - Product Profitability.Product Marketing Expenses Fact - Product Profitability.Product Marketing Expenses to Revenue % Fact - Product Profitability.Product Operating Profit Fact - Product Profitability.Product Operating Profit % Fact - Product Profitability.Product Other Expenses Fact - Product Profitability.Product Other Expenses to Revenue % Fact - Product Profitability.Product Sales Expenses Fact - Product Profitability.Product Sales Expenses to Revenue % Fact - Product Profitability.Product Service Expenses Fact - Product Profitability.Product Service Expenses to Revenue % Fact - Product Profitability.Revenue Amount Fact - Product Profitability.Total Product Expenses

Description This metric captures Product Variance expenses at the product level including direct and allocated expenses.This rolls up into total other operating expenses at the product level. Amount of COGS in Group level currency This metric computes the overall product gross margin and is used to compare gross margin at the product level with the gross margin at the overall level and helps to identify underperforming products from a profitability standpoint. This metric is computed as (Product Gross Profit / Revenue) * 100

4.15.14 4.15.15

4.15.16

4.15.17

This metric is shows Product Gross Profit which is computed as (Revenue - Cost of Goods Sold) This metric captures all marketing expenses at the product level including direct and allocated expenses. This metric shows the ratio of Product Marketing Expenses with Revenue in percentage terms.

4.15.18

4.15.19

4.15.20

This metric is shows Product Operating Profit which is computed as (Revenue - Cost of Goods Sold - All Operating Expenses). All operating expenses include direct and allocated expenses This metric is computed as (Operating Profit / Revenue * 100)

4.15.21

4.15.22

This metric captures all other product expenses (apart from Marketing, Sales and Services) at the product level including direct and allocated expenses. This metric shows the ratio of Product Other Expenses with Revenue in percentage terms. This metric captures all sales expenses at the product level including direct and allocated expenses. This metric shows the ratio of Product Sales Expenses with Revenue in percentage terms. This metric captures all service expenses at the product level including direct and allocated expenses. This metric shows the ratio of Product Service Expenses with Revenue in percentage terms. Amount of revenue in Group level currency

4.15.23

4.15.24

4.15.25

4.15.26

4.15.27

4.15.28

4.15.29

This metric rolls up all expenses at the product level excluding cost of goods sold. This includes Marketing, Sales, Service and other Operating Expenses.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-110

Financial Analytics

No 4.15.30

Metric Name Fact - Product Profitability.Total Product Expenses to Revenue % Fact - Product Sales Expenses.Product Freight Expenses Fact - Product Sales Expenses.Product Other Sales Expenses Fact - Product Sales Expenses.Product Sales Compensation

Description This metric computes the ratio of total product expenses with revenue and expressed in percentage terms. This metric captures freight and transportation expenses at the product level. This rolls up into total Sales expenses at the product level. This metric captures other Sales related expenses at the product level. This rolls up into total Sales expenses at the product level. This metric captures Sales related salary expenses at the product level. This rolls up into total Sales expenses at the product level.

4.15.31

4.15.32

4.15.33

4.16 Financials - Revenue Analysis

No 4.16.1 Metric Name Fact - Revenue Analysis.Revenue Group Amount Fact - Revenue Analysis.Revenue YTD Description Amount of revenue in Group level currency

4.16.2

The metric shows financial revenue (on a YTD basis) booked in accounting or to the legal set of books for the chosen period.

4.17 Financials - US Federal - GL Balance Sheet

No 4.17.1 4.17.2 Metric Name Facts - Asset Turnover Ratios.AP Turnover Facts - Asset Turnover Ratios.AR Turnover Facts - Asset Turnover Ratios.Avg Inventory Days Description This metric calculates Purchases / Accounts Payables; where Purchases = total purchases from various suppliers This metric calculates the Revenue to Accounts Receivable ratio and indicates the number of the receivables turnover for a particular level of sales and indicates the efficiency of working capital management This metric determines the ratio of inventory to cogs to measure the efficiency of the firms inventory management (number of days of Inventory held). A higher ratio or days indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale. This metric calculates an organizations cash cycle by subtracting the Operating Cycle in days from the Average Payables in days. This metric determines the average number of days in accounts receivable to measure the effectiveness of the firms credit policies and indicate the level of investment in receivables needed to maintain the firms sales level. This metric determines the average number of days in accounts receivable to measure the effectiveness of the firms credit policies and indicate the level of investment in receivables needed to maintain the firms sales level. This metric capture the Cost of Goods Sold to Inventories ratio to measure the efficiency of the firms inventory management. A higher ratio indicates that inventory does not remain in the warehouses or on the shelves but rather turns over rapidly from the time of acquisition to sale.

4.17.3

4.17.4 4.17.5

Facts - Asset Turnover Ratios.Cash Cycle Facts - Asset Turnover Ratios.Days Payables Outstanding Facts - Asset Turnover Ratios.Days Sales Outstanding Facts - Asset Turnover Ratios.Inventory Turnover

4.17.6

4.17.7

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-111

Financial Analytics

No 4.17.8

Metric Name Facts - Asset Turnover Ratios.LT Assets Turnover Facts - Asset Turnover Ratios.Operating Cycle

Description The long term assets turnover ratio measures the efficiency of long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient. The operating cycle of a merchandising firm is the sum of the number of days it takes to sell inventory and the number of days until the resultant receivables are converted to cash. A lower metric result means less working capital is needed and the is able to operate more efficiently. The assets turnover ratio measures the efficiency of total current assets and long-term capital investment. The ratio reflects the level of sales generated by investments in productive capacity. Hence a higher turnover means that the company is more efficient. This metric determine the ratio of revenue to Working Capital where working capital = current assets - current liabilities. This metric is the ratio of operating cash flow to capital expenditure for the period. Since capital expenditure (CapEx) is not captured directly, the change between closing and opening balances of property, plant and equipment is taken as CapEx. This metric calculates the current assets to current liabilities ratio. This metric calculates (Cash + Accounts Receivable) / Minimum Operating Expenses ; where Minimum Operating Expenses = (Total Operating Expenses + Interest Expenses - Depreciation) This metric calculates the long-term debt to total equity ratio. This metric contributes to profitability analysis by calculating Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income This metric provides increase or decrease in Interest Expense in any given period

4.17.9

4.17.10

Facts - Asset Turnover Ratios.Total Assets Turnover Facts - Asset Turnover Ratios.Working Capital Turnover Facts - Balance Sheet Ratios.Capex Ratio Facts - Balance Sheet Ratios.Current Ratio Facts - Balance Sheet Ratios.Days Cash in Hand Facts - Balance Sheet Ratios.Debt To Equity Facts - Balance Sheet Ratios.EBIT Facts - Balance Sheet Ratios.Incr (Decr) in Interest Expense Facts - Balance Sheet Ratios.NWC to Assets Facts - Balance Sheet Ratios.Quick Ratio Facts - Balance Sheet Ratios.Times Interest Earned Facts - Balance Sheet Statement.% Available Allotment Facts - Balance Sheet Statement.% Available Apportionment Facts - Balance Sheet Statement.% Available Authority Facts - Balance Sheet Statement.% Spending to Total Allotment Facts - Balance Sheet Statement.% Spending to Total Apportionment

4.17.11

4.17.12

4.17.13 4.17.14

4.17.15 4.17.16

4.17.17

4.17.18 4.17.19 4.17.20

This metric subtracts current assets from current liabilities, then divides the results into total assets to determine the ratio of networking capital to total assets. This metric provides liquidity information by calculating (Current Assets - Inventories) / Current Liabilities. This metric calculates (Earnings before interest and taxes) / Interest Expense Where EBIT = Revenue - Cost of Goods Sold - Selling and Marketing Costs - Other Operating Expenses - R and D Expenditure + Other Income This metrics provides % of allotment available by calculating Available Allotment/Total Allotment This metrics provides % of apportionment available by calculating Available Apportionment/Total Apportionment Represents the percentage of the available authority balance available

4.17.21

4.17.22

4.17.23

4.17.24

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

4.17.25

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-112

Financial Analytics

No 4.17.26

Metric Name Facts - Balance Sheet Statement.% Spending to Total Authority Facts - Balance Sheet Statement.Accounts Payable Facts - Balance Sheet Statement.Accounts Receivable Facts - Balance Sheet Statement.Accrued Liabilities Facts - Balance Sheet Statement.Accumulated Depreciation Facts - Balance Sheet Statement.Allotment

Description This metrics computes % spending against the total authority by calculating Total Spending/Total Authority This metric shows Payables oustanding as of a particular date.

4.17.27

4.17.28

This metric shows receivables outstanding as of a particular date.

4.17.29

This metric sums up all GL Account balances comprising of accrued liabilities.

4.17.30

This metric provides the value of accumulated depreciation.

4.17.31

Represents authority delegated by the head or other authorized employee of an agency to agency employees to incur obligations within a specified amount, pursuant to OMB apportionment or reapportionment action or other statutory authority making funds available for obligation This metric provides opening balance for Allotment accounts

4.17.32

Facts - Balance Sheet Statement.Allotment Opening Facts - Balance Sheet Statement.Anticipated Resources Facts - Balance Sheet Statement.Anticipated Resources - Opening Facts - Balance Sheet Statement.Apportionment Facts - Balance Sheet Statement.Apportionment Opening Facts - Balance Sheet Statement.Appropriations Realized Facts - Balance Sheet Statement.Appropriations Realized - Opening Facts - Balance Sheet Statement.Available

4.17.33

Estimates of budget authority that will be realized, contingent on some event

4.17.34

This metric provides opening balance for Anticipated Resources accounts

4.17.35 4.17.36

Represents the amount of Authority that has actually been apportioned to the OMB approved apportionment level This metric provides opening balance for Apportionment accounts

4.17.37

The amount Congress has appropriated to an agency for the upcoming year

4.17.38

This metric provides opening balance for Appropriations Realized accounts

4.17.39

Represents authority delegated by the head or other authorized employee of an agency to agency employees to incur obligations within a specified amount, pursuant to OMB apportionment or reapportionment action or other statutory authority making funds available for obligation This metric provides opening balance for Available Allotment accounts

4.17.40

Facts - Balance Sheet Statement.Available Allotment - Opening Facts - Balance Sheet Statement.Available Apportionment Facts - Balance Sheet Statement.Available Apportionment - Opening

4.17.41

Represents the amount of Authority that has actually been apportioned to the OMB approved apportionment level This metric provides opening balance for Available Apportionment accounts

4.17.42

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-113

Financial Analytics

No 4.17.43

Metric Name Facts - Balance Sheet Statement.Available Authority Facts - Balance Sheet Statement.Available Authority - Opening Facts - Balance Sheet Statement.Borrowing Authority Facts - Balance Sheet Statement.Borrowing Authority - Opening Facts - Balance Sheet Statement.Cash Facts - Balance Sheet Statement.Commitment Facts - Balance Sheet Statement.Commitment Opening Facts - Balance Sheet Statement.Common Stock Facts - Balance Sheet Statement.Contract Authority Facts - Balance Sheet Statement.Contract Authority - Opening Facts - Balance Sheet Statement.Current Assets Facts - Balance Sheet Statement.Current Liabilities Facts - Balance Sheet Statement.Expenditure

Description Total Authority less Total Spending

4.17.44

This metric provides opening balance for Available Authority accounts

4.17.45

One of the basic forms of budget authority. Statutory authority that permits a Federal agency to incur obligations and make payments for specific purposes out of borrowed monies This metric provides opening balance for Borrowing Authority accounts

4.17.46

4.17.47 4.17.48 4.17.49

This metric shows the cash balance as of a particular time period. Commitments represent the amount of budget authority or allotment committed in anticipation of an obligation. Commitments typically result from requisition approvals. This metric provides opening balance for Commitment accounts

4.17.50

This metric provides the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately. A type of budget authority that permits obligations to be incurred in advance of either an appropriation of the cash to make outlays to liquidate the obligations or offsetting collections This metric provides opening balance for Contract Authority accounts

4.17.51

4.17.52

4.17.53 4.17.54

This metric gives the total current assets, which is computed by adding cash, accounts receivable, inventory, prepaid expenses, and other current assets. This metric is the total current liabilities, calculated as the sum of short-term borrowings + accounts payable balances + accrued liabilities and all other current Liabilities The amount accrued or due, paid/outlayed for services performed by employees, contractors, vendors, carriers, grantees, lessors, and other government funds or for goods and tangible property received, and amounts becoming owned under programs for which no current services or performance is required, such as annuities insurance claims, benefit payments, loans etc This metric provides opening balance for Expenditure accounts

4.17.55

4.17.56

Facts - Balance Sheet Statement.Expenditure Opening Facts - Balance Sheet Statement.Finished Goods Inventory Facts - Balance Sheet Statement.Goodwill Facts - Balance Sheet Statement.Incr (Decr) in Allotment Facts - Balance Sheet Statement.Incr (Decr) in Anticipated Resources

4.17.57

This metric gives the total finished goods inventory for a selected period.

4.17.58 4.17.59

This metric provides the value of goodwill assets (or intangible assets) in the balance sheet. This metric provides increase or decrease of balance for Allotment accounts

4.17.60

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-114

Financial Analytics

No 4.17.61

Metric Name Facts - Balance Sheet Statement.Incr (Decr) in Apportionment Facts - Balance Sheet Statement.Incr (Decr) in Appropriations Realized Facts - Balance Sheet Statement.Incr (Decr) in Available Allotment Facts - Balance Sheet Statement.Incr (Decr) in Available Apportionment Facts - Balance Sheet Statement.Incr (Decr) in Available Authority Facts - Balance Sheet Statement.Incr (Decr) in Borrowing Authority Facts - Balance Sheet Statement.Incr (Decr) in Commitment Facts - Balance Sheet Statement.Incr (Decr) in Contract Authority Facts - Balance Sheet Statement.Incr (Decr) in Expenditure Facts - Balance Sheet Statement.Incr (Decr) in Obligation Facts - Balance Sheet Statement.Incr (Decr) in Other Resources Facts - Balance Sheet Statement.Incr (Decr) in Total Allotment Facts - Balance Sheet Statement.Incr (Decr) in Total Apportionment Facts - Balance Sheet Statement.Incr (Decr) in Total Authority Facts - Balance Sheet Statement.Incr (Decr) in Total Spending Facts - Balance Sheet Statement.Inventories Facts - Balance Sheet Statement.Long Term Assets Facts - Balance Sheet Statement.Long Term Debt

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

4.17.62

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

4.17.63

4.17.64

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

4.17.65

4.17.66

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

4.17.67

This metric provides increase or decrease of balance for Commitment accounts

4.17.68

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

4.17.69

This metric provides increase or decrease of balance for Expenditure accounts

4.17.70

This metric provides increase or decrease of balance for Obligation accounts

4.17.71

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

4.17.72

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

4.17.73

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

4.17.74

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

4.17.75

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

4.17.76 4.17.77

This metric gives the total inventory, which is comprised of raw materials, finished goods, and work-in-progress inventory. This metric gives the total of assets which are long term in nature, including PP&E.

4.17.78

This metric provides the amount of outstanding long tern debt. Long-term debt is defined as debt that is not expected to be repaid for at least one year.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-115

Financial Analytics

No 4.17.79

Metric Name Facts - Balance Sheet Statement.Long Term Liabilities Facts - Balance Sheet Statement.Net PPE Facts - Balance Sheet Statement.Net Working Capital Facts - Balance Sheet Statement.Obligation Facts - Balance Sheet Statement.Obligation Opening Facts - Balance Sheet Statement.Other Assets Facts - Balance Sheet Statement.Other Current Assets Facts - Balance Sheet Statement.Other Current Liabilities Facts - Balance Sheet Statement.Other Equity Facts - Balance Sheet Statement.Other Liabilities Facts - Balance Sheet Statement.Other Resources - Opening Facts - Balance Sheet Statement.PPE Facts - Balance Sheet Statement.Preferred Stock Facts - Balance Sheet Statement.Prepaid Expenses Facts - Balance Sheet Statement.Raw Material Inventory Facts - Balance Sheet Statement.Retained Earnings Facts - Balance Sheet Statement.Short Term Borrowing Facts - Balance Sheet Statement.Total Allotment Facts - Balance Sheet Statement.Total Allotment Opening

Description This metric gives the total of liabilities which are long term in nature, including long-term debt. This metric provides value of Property, Plant and Equipment after Depreciation of the assets. This metric gives the net working capital, which is computed as the total current assets less the total current liabilities. Obligation are binding agreements that will result in outlays, immediately or in the future. Budgetary Authority must be available before obligations can be incurred legally This metric provides opening balance for Obligation accounts

4.17.80 4.17.81

4.17.82 4.17.83

4.17.84 4.17.85

This metric provides the value of other long-term assets excluding Property, Plant and Equipment. This metric includes all current assets that are not cash, accounts receivable, inventory, or prepaid expenses. This metric provides the value of common stock, which is defined as equity capital funded by shareholders at book value or cost value. Anything internally generated through profit etc., is added to retained earnings, which is reported separately. This metric captures all other equity related capital. This metric provides the value of other long-term liabilities excluding Long Term Debt. This metric provides opening balance for Other Resources accounts

4.17.86

4.17.87 4.17.88 4.17.89

4.17.90 4.17.91 4.17.92

This metric provides the value Property Plant and Equipment. This metric shows preferred stock as part of Equity capital of the company. This metric includes all expenses that are paid in advance, such as rent and electricity. The prepaid expense is treated as a current asset until it is charged to the Profit and Loss account. This metric gives the total raw material inventory for a selected period.

4.17.93

4.17.94

This metric provides the value retained earnings, one of the components of shareholders funds. The amount of short term borrowing on the balance sheet as of a particular date.

4.17.95

4.17.96 4.17.97

This mteric gives the Total Allotment, which is calculated by subtracting Total Spending from Allotment This metric provides opening balance for Total Allotment accounts

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-116

Financial Analytics

No 4.17.98

Metric Name Facts - Balance Sheet Statement.Total Apportionment Facts - Balance Sheet Statement.Total Apportionment - Opening Facts - Balance Sheet Statement.Total Assets Facts - Balance Sheet Statement.Total Authority Facts - Balance Sheet Statement.Total Authority Opening Facts - Balance Sheet Statement.Total Liabilities Facts - Balance Sheet Statement.Total Shareholders Funds Facts - Balance Sheet Statement.Total Spending Facts - Balance Sheet Statement.Total Spending Opening Facts - Balance Sheet Statement.Unapportioned Authority Facts - Balance Sheet Statement.Unapportioned Authority - Opening Facts - Balance Sheet Statement.Work in Process Inventory Facts - GL Balance.Closing Amount Facts - GL Balance.Closing Local Amount Facts - GL Balance.Credit Amount Facts - GL Balance.Credit Local Amount Facts - GL Balance.Debit Amount Facts - GL Balance.Debit Local Amount Facts - GL Balance.Opening Amount Facts - GL Balance.Opening Local Amount

Description This mteric gives the Total Apportionment, which is calculated by subtracting Total Spending from Apportionment This metric provides opening balance for Total Apportionment accounts

4.17.99

4.17.100 4.17.101 4.17.102

This metric is the sum of all different components of assets, such as current assets, property, plant and equipment, good will, and other long-term assets. Unexpended, uncommitted funding that has been authorized by Congress This metric provides opening balance for Total Authority accounts

4.17.103

This metric is a sum of different components of liabilities. It is computed as follows: Total Current Liabilities + Long-term Debt + Other Non-Current Liabilities + Total Sharedholder Funds This metric includes all components of total shareholders funds such as Common Stock, Preferred Stock, Retained Earnings and Other Equity Related Capital. Total spending will represent the sum of the Commitments, Obligations and Expenditures balances as of the designated period or for the activity for a given period This metric provides opening balance for Total Spending accounts

4.17.104

4.17.105 4.17.106

4.17.107

This metric provides the value of accumulated depreciation.

4.17.108

This metric provides opening balance for Unapportioned Authority accounts

4.17.109

This metric gives the total work in process inventory for a selected period.

4.17.110 4.17.111 4.17.112 4.17.113 4.17.114 4.17.115 4.17.116 4.17.117

Closing balance for specified account(s) in Group currency Closing balance for specified account(s) in Local currency Credit Amount in Group Currency Credit Amount in Local Currency Debit Amount in Group Currency Debit Amount in Local Currency Opening balance for specified account(s) in Group currency Opening balance for specified account(s) in Local level currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-117

Financial Analytics

4.18 Financials - US Federal - GL Detail Transactions

No 4.18.1 Metric Name Facts - Financial GL Detail Transactions.Transaction Amount Description Transaction Group Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 4-118

Human Resources Analytics

This chapter describes metrics available in Human Resources Analytics of Oracle Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Human Resources Analytics.

5.1 Human Resources - Absence

No 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9 Metric Name Absence Facts.# Absence Occurrences Absence Facts.Absence Days Absence Facts.Absence Hours Absence Facts.Days Notification Absence Facts.Notified Absence Days Absence Facts.Notified Absence Hours Absence Facts.Unnotified Absence Days Absence Facts.Unnotified Absence Hours Compound Facts Operations and Absence.% Frequency Rate Compound Facts Operations and Absence.Average Days per Employee Headcount Facts.Active Headcount Description Count of the number of distinct absences in the selected time period (regardless of whether the absence start/end is in the period or not). Days lost due to absence Hours lost due to absence (Notified Absence Days * # Absence Occurrences) - number of days between notification date and absence start date. Days lost due to absence for notified absences. Absence is considered as being notified when the notified date is before (not on) the absence start date. Hours lost due to absence for notified absences. Absence is considered as being notified when the notified date is before (not on) the absence start date. Days lost due to absence for unnotified absences. Absence is considered as being unnotified when the notified date is on or after the absence start date Hours lost due to absence for unnotified absences. Absence is considered as being unnotified when the notified date is on or after the absence start date. Frequency rate is the number of absence occurences among all employees, divided by the number of employees in total, expressed as a percentage. Absence Days / Employee Headcount

5.1.10

5.1.11

Headcount of full time and part time active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. (Employee Headcount + Prior Period Employee Headcount) / 2 Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension. Total headcount of Contingent Agency/Temporary staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Total headcount of Contingent College Intern staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.1.12 5.1.13

Headcount Facts.Average Employee Headcount Headcount Facts.Compa Ratio

5.1.14

Headcount Facts.Contingent Agency/Temp Headcount Headcount Facts.Contingent College Intern Headcount

5.1.15

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-119

Human Resources Analytics

No 5.1.16

Metric Name Headcount Facts.Contingent Worker Headcount Headcount Facts.Contractors Headcount Headcount Facts.Employee Headcount Headcount Facts.Full-Time Employee Headcount Headcount Facts.Manager Headcount Headcount Facts.Mean Performance Rating Headcount Facts.Part-Time Employee Headcount Headcount Facts.Supervisor Headcount Headcount Facts.Supervisor Span of Control Headcount Facts.Supervisor Span of Control (Contingent) Headcount Facts.Supervisor Span of Control (Employee) Headcount Facts.Time in Grade (Days) Headcount Facts.Time in Job (Days) Headcount Facts.Time in Organization (Days) Headcount Facts.Time in Position (Days) Headcount Facts.Total Length of Work (Days) Headcount Facts.Total Length of Work (Months)

Description Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active contractors, contactors are a sub-category of contingent workers and are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active full time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. Number of active employees that are flaged as managers in employement organization code (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. The average performance rating of all employees. Performance rating is typically given at the end of period as part of a performance review process. Number of active partl time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. Number of active full-time employees that are flaged as supervisors (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Active Headcount / Supervisor Headcount

5.1.17

5.1.18

5.1.19

5.1.20

5.1.21 5.1.22

5.1.23

5.1.24

5.1.25

Contingent Worker Headcount / Supervisor Headcount

5.1.26

Employee Headcount / Supervisor Headcount

5.1.27 5.1.28 5.1.29 5.1.30 5.1.31 5.1.32

Time spent in grade, in days, relative to the selected time period end date. Time spent in job, in days, relative to the selected time period end date. Time spent in organization, in days, relative to the selected time period end date. Time spent in position, in days, relative to the selected time period end date. # days the worker has been active at the enterprise (also known as the worker's tenure measured in days) # months the worker has been active at the enterprise (also known as the worker's tenure measured in months)

5.2 Human Resources - Compensation

No Metric Name Description

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-120

Human Resources Analytics

No 5.2.1

Metric Name Compensation Facts.# of Bonuses

Description Number of bonuses that an employee (or groups or employees) receives in a specified time period. Useful to comparing variable compensation rewards to different department or regions Total of payroll compensation of pay type = regular for a selected period divided by the number of employee-months in that period. Average Base compensation is analyzed by employee attributes like length of service, gender, educational qualification, ethnicity . Total of all bonuses divided by average headcount in the organization for that time period This metric totals the gross pay for all employees in a group and divides the result by the number of employee-months in the same period. The user may select the appropriate time period for study, such as calculating this metric by quarter or by year to date. This metric allows Human Resources to ensure equitable compensation amounts between business locations and business units commensurate with pay levels and pay grades. Average gross compensation minus average base compensation

5.2.2

Compensation Facts.Average Base Compensation

5.2.3

Compensation Facts.Average Bonus Compensation Facts.Average Gross Compensation

5.2.4

5.2.5

Compensation Facts.Average Variable Compensation Compensation Facts.Cash Compensation

5.2.6

This metric tracks the payroll component amount in Group currency for a given pay type by a given pay period. When performing compensation analysis, you can use this metric to get a deeper insight into pay types, such as bonus, overtime, and commissions. This metric tracks the total compensation amount. This metric can be used to provide managers with a quick overview of compensation information for a group of employees. You can identify potential inconsistencies that merit further analysis when analyzing high-level payroll information, such as performance, base compensation, variable compensation, and overtime pay. This metric tracks the total overtime expenses paid by the company. This metric enables you to see positive or negative overtime (OT) trends for a specific job group or job family Percent of an employees Total Gross Compensation that comes from Overtime Pay.

5.2.7

Compensation Facts.Net Pay

5.2.8

Compensation Facts.Overtime Compensation Compensation Facts.Overtime Expenses Percentage Compensation Facts.Total Base Compensation Compensation Facts.Total Bonus

5.2.9

5.2.10 5.2.11

Total compensation of payment type = regular. This totals all employees salaries. It is a good measure of minimum spend on employment salary expense. This metric is thee sum of payroll amounts belonging to the pay type category Bonus. All types of bonuses fall within this metric definition. The Total Bonus metric locates the Bonus type in all reports related to reward planning. This metric calculates total deductions, including taxes, benefit costs, insurance premiums, and pre-tax investments. This metric calculates the types and amount of deductions an employee takes each pay period.

5.2.12

Compensation Facts.Total Deductions

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-121

Human Resources Analytics

No 5.2.13

Metric Name Compensation Facts.Total Gross Compensation

Description This metric calculates the gross total of all compensations types received by an employee, including regular pay, bonuses, commissions, other incentives and special-circumstances payouts. The annual base salary (snapshot, not payroll) of all minority female employees.

5.2.14

Gender and Race Specific Salary Facts.Active Female Employee Minority Annual Salary Gender and Race Specific Salary Facts.Active Female Employee Non-Minority Annual Salary Gender and Race Specific Salary Facts.Active Male Employee Minority Annual Salary Gender and Race Specific Salary Facts.Active Male Employee Non-Minority Annual Salary Headcount Facts.Active Headcount

5.2.15

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

5.2.16

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

5.2.17

The annual base salary (snapshot, not payroll) of all non-minority male employees.

5.2.18

Headcount of full time and part time active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Ratio of active contingent workers to active workforce.

5.2.19

Headcount Facts.Contingent Worker Headcount Headcount Facts.Contingent Worker Headcount Ratio Headcount Facts.Employee Headcount Headcount Facts.Employee Headcount Ratio Headcount Facts.Full-Time Employee Headcount Headcount Facts.Full-Time Employee Headcount Ratio Headcount Facts.Manager Headcount Headcount Facts.Manager Headcount Ratio Headcount Facts.Mean Performance Rating Headcount Facts.Part-Time Employee Headcount

5.2.20

5.2.21

Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric tracks the ratio of employee headcount to all active workforce headcount. The employee ratio indicates the number of salaried employees to the total workforce in the company Number of active full time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. This ratio is the ratio of full-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects. Number of active employees that are flaged as managers in employement organization code (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. The ratio of active headcount who are managers The average performance rating of all employees. Performance rating is typically given at the end of period as part of a performance review process. Number of active partl time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension.

5.2.22

5.2.23

5.2.24

5.2.25

5.2.26 5.2.27 5.2.28

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-122

Human Resources Analytics

No 5.2.29

Metric Name Headcount Facts.Part-Time Employee Headcount Ratio Headcount Facts.Standard Weekly Hours Headcount Facts.Supervisor Employee Headcount Ratio Headcount Facts.Supervisor Headcount HR Event Facts.# of Promotions HR Event Facts.Contingent Worker Event - Placement End Headcount HR Event Facts.Contingent Worker Event Count HR Event Facts.Contingent Worker Placement End Count HR Event Facts.Employee Event - Performance Rating HR Event Facts.Employee Event - Termination Headcount HR Event Facts.Employee Event Count HR Event Facts.Employee Involuntary Termination Count HR Event Facts.Employee Involuntary Termination Ratio HR Event Facts.Employee Involuntary Turnover Rate % HR Event Facts.Employee Termination Count HR Event Facts.Employee Turnover Rate % HR Event Facts.Employee Voluntary Termination Count HR Event Facts.Employee Voluntary Termination Ratio

Description This ratio is the ratio of part-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects. Number of hours contracted to work in a week Ratio of supervisors to all employees. This counts # employees with direct reports divided by all reports. It is also known as manager span of control and approximates the average number of direct reports that each supervisor manages. Number of active full-time employees that are flaged as supervisors (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. # of the promotion events in the selected time period. The number of contingent workers whose placement have ended in a time period; The number of contingent worker placement ends in the period multiplied by the Headcount of the worker ended. Event count for Contingent Worker events; in parallel to "Employee Event Count", this is there for consistency as a sub-grouping of Event Count. Count of contingent worker placement ends.

5.2.30 5.2.31

5.2.32

5.2.33 5.2.34

5.2.35 5.2.36

5.2.37

This is the persons Performance rating as of the Event/Date being reported; This metric is used when employees' performance ratings need to be reported along with event The number of headcount associated with a termination event, which can be either an employee termination or the end of a contingent worker placement. This is the Termination Indicator multiple by the Terminated Persons headcount. This is the event count for Employee events. It is there for consistency as a subgrouping of Event Count. Number of involuntary terminations for all employees including contractors and temporary employees. Aggregation rule is sum with all dimensions This metric determines the ratio of employees who were terminated involuntarily to total Employee terminations. Total Involuntary Employee Terminations / Average Employee Headcount

5.2.38

5.2.39 5.2.40

5.2.41

5.2.42

5.2.43 5.2.44 5.2.45

Count of employee terminations, use with the Time dimension to restrict the reporting period. Total Employee Terminations / Average Employee Headcount This metric determines the number of employees who terminated voluntarily. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason. This metric determines the ratio of employees who were terminated voluntarily to total employee terminations. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason.

5.2.46

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-123

Human Resources Analytics

No 5.2.47 5.2.48 5.2.49 5.2.50

Metric Name HR Event Facts.Employee Voluntary Turnover Rate % HR Event Facts.Event Count HR Event Facts.Event Headcount HR Event Facts.Event Total Annual Base Salary HR Event Facts.Grade Change Count HR Event Facts.Hire Count HR Event Facts.HR Position Change Count HR Event Facts.Job Change Count HR Event Facts.Location Change Count HR Event Facts.Organization Change Count HR Event Facts.Performance Rating Change Count HR Event Facts.Prior Period # of Promotions HR Event Facts.Prior Period Employee Event Employee Performance Rating HR Event Facts.Prior Period Event Total Annual Base Salary HR Event Facts.Prior Period Hire Count HR Event Facts.Promotion Ratio

Description Total Voluntary Employee Terminations / Average Employee Headcount The number of job assignment or personnel action events Workforce Headcount for the selected HR Event Type. Use with the HR Event Type and Time dimension to obtain clear results. A worker's annual salary at the time of the event; Use this metric to along with "Event"related metrics, e.g. what was the employee's annual salary when he/she was terminated? The number of pay grade change events A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts). The number of position change events The number of job change events The number of location change events The number of organization or dept change events

5.2.51 5.2.52 5.2.53 5.2.54 5.2.55 5.2.56

5.2.57

The number of performance rating change events

5.2.58 5.2.59

# of the promotion events in the period prior to the selected time period. The Employee Performance Rating at the end of the period prior to the selected time period.

5.2.60

The Total Annual Base Salary at the end of the period prior to the selected time period.

5.2.61 5.2.62

# of the hire events in the period prior to the selected time period. This metric provides the ratio of employees who received a promotion against total headcount during the chosen period. The Promotions Ratio metric can be used to identify where in the organization the most promotional opportunities exist, and where they need to be developed to retain skilled workers. This metric counts the number of employees who retired from the company. The number of salary change events The number of supervisor change events Count of employee terminations and contingent worker placement ends. Percentage change in Average Annual Base Salary compared to prior selected period. Calculation: 100.0 * (Average Annual Base Salary - Prior Period Average Annual Base Salary) / Prior Period Average Annual Base Salary

5.2.63 5.2.64 5.2.65 5.2.66 5.2.67

HR Event Facts.Retiree Count HR Event Facts.Salary Change Count HR Event Facts.Supervisor Change Count HR Event Facts.Termination Count Salary Facts.% Chg Prior Period Average Annual Base Salary

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-124

Human Resources Analytics

No 5.2.68

Metric Name Salary Facts.% Chg Prior Period Total Annual Base Salary Salary Facts.Average Annual Base Salary

Description Percentage change in Total Annual Base Salary compared to prior selected period. Calculation: 100.0 * (Total Annual Base Salary - Prior Period Total Annual Base Salary) / Prior Period Total Annual Base Salary Average base salary of employees at time of inquiry. The Average Annual Base Salary metric provides information used in Employee Reward Planning initiatives by the Human Resource department. Use this metrics when looking at average compensation across employees. Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension. This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employees pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure. This metric tracks the maximum annual base salary for employees. This is a snapshot value of the maximum annual base salary, as of a particular date. This metric can be compared against the midpoint and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings. This metric tracks the midpoint annual base salary for employees. This is a snapshot value of the midpoint annual base salary, as of a particular date. This metric can be compared against the maximum and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings. This metric tracks the minimum annual base salary for employees. This is a snapshot value of the minimum annual base salary, as of a particular date. This metric can be compared against the midpoint and maximum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings. End of prior period Average base salary of employees at time of inquiry. This metric provides information used in Employee Reward Planning initiatives by the Human Resource department. Use this metrics when looking at average compensation across employees. End of prior period employee hourly rate. This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employees pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure. Total of all base salaries for all employees. Use this metric when looking at total compensation - as of the end of the prior period. Time since last salary incease (does not reflect decreases), in days, relative to the selected time period end date. Total of all base salaries for all employees in specific time period. Use this metric when looking at total compensation Percentage change in Average Length of Service compared to prior selected period. Calculation: 100.0 * (Average Length of Service (Years) - Prior Period Average Length of Service (Years) ) / Prior Period Average Length of Service (Years) Length of Service (Years) / Employee Headcount.

5.2.69

5.2.70

Salary Facts.Compa Ratio

5.2.71

Salary Facts.Employee Hourly Rate

5.2.72

Salary Facts.Max Annual Base Salary Range

5.2.73

Salary Facts.Mid Annual Base Salary Range

5.2.74

Salary Facts.Min Annual Base Salary Range

5.2.75

Salary Facts.Prior Period Average Annual Base Salary Salary Facts.Prior Period Employee Hourly Rate

5.2.76

5.2.77 5.2.78

Salary Facts.Prior Period Total Annual Base Salary Salary Facts.Time Since Last Salary Increase (Days) Salary Facts.Total Annual Base Salary Time in Service Facts.% Chg Prior Period Average Length of Service (Years) Time in Service Facts.Average Length of Service (Years)

5.2.79 5.2.80

5.2.81

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-125

Human Resources Analytics

No 5.2.82

Metric Name Time in Service Facts.Average Period of Placement (Months) Time in Service Facts.Length of Service (Years) Time in Service Facts.Period of Placement (Months) Time in Service Facts.Prior Period Average Length of Service (Years) Time in Service Facts.Prior Period Length of Service (Years) Time in Service Facts.Time in Grade (Days) Time in Service Facts.Time in Job (Days) Time in Service Facts.Time in Organization (Days) Time in Service Facts.Time in Position (Days)

Description Period of Placement (months) / Contingent Worker Headcount

5.2.83

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) # months the contingent worker has been active at the enterprise (also known as the contingent worker's tenure measured in months) Prior Period Length of Service (in Years) / Prior Period Employee Headcount.

5.2.84

5.2.85

5.2.86

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) - as of the end of the prior period. Time spent in grade, in days, relative to the selected time period end date. Time spent in job, in days, relative to the selected time period end date. Time spent in organization, in days, relative to the selected time period end date. Time spent in position, in days, relative to the selected time period end date.

5.2.87 5.2.88 5.2.89 5.2.90

5.3 Human Resources - Learning Enrollment and Completion

No 5.3.1 5.3.2 Metric Name Enrollment Event Facts.Event Count Enrollment Event Facts.Internal Learner Count Enrollment Facts.Average Enrollment Wait Time (Day) Enrollment Facts.Average Score Enrollment Facts.Course Passed Count Enrollment Facts.Course Required Count Enrollment Facts.Delivered Training Hours Enrollment Facts.Enrollment Count Enrollment Facts.Enrollment Wait Time (Days) Description Number of events occured. Number of internal learners (employees).

5.3.3 5.3.4 5.3.5 5.3.6 5.3.7 5.3.8 5.3.9

The average enrollment wait time in days. Average score Number of courses that are passed by learner. Number of enrollments with courses that are required courses Number of training hours delivered. It includes the hours for the following completion statuses: Completed, and Not Completed. Total number of enrollment and completions. Length of time from initial enrollment initiated to start of learning activity. If learner has to make multiple attemps to enroll in the course, the calculation from the first enrollment initiated date. This is valid only on the enrollments with "Enrolled" Status or the current enrollment for the same learner/course.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-126

Human Resources Analytics

No 5.3.10 5.3.11 5.3.12

Metric Name Enrollment Facts.Internal Learner Count Enrollment Facts.Score Enrollment Facts.Successful Completion Count Enrollment Facts.Successful Completion Rate Enrollment Facts.Successful Enrollment Count Enrollment Facts.Successful Enrollment Rate Enrollment Facts.Unique Employee Count

Description Number of internal learners (employees). Score received by learner. Number of course activities that are completed successfully by learner. It includes the following status: Completed and Waived. Number of completion with Completed or Waived status divided by number of completion with Completed, Waived, or Not Completed. Number of course activities that are successfully enrolled by learner. It excludes the folloiwng statuses: Dropped, Denied and Waitlisted. Number of successful enrollments divided by total enrollments.

5.3.13

5.3.14

5.3.15

5.3.16

Distinct employee count for the enrollments.

5.4 Human Resources - Performance

No 5.4.1 5.4.2 Metric Name Headcount Facts.# of Promotions Headcount Facts.Active Headcount Description # of the promotion events in the selected time period. Headcount of full time and part time active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Average Employee tenure in days

5.4.3

Headcount Facts.Average Employee Served Time Days Headcount Facts.Average Service (Days) Headcount Facts.Contingent Worker Headcount Headcount Facts.Dissatisfied Termination Count Headcount Facts.Employee Headcount Headcount Facts.Employee Involuntary Termination Count Headcount Facts.Employee Voluntary Termination Count

5.4.4 5.4.5

All workforce service (in days)/ Active Headcount. Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric tracks the number of employees who were dissatisfied with the organization when they voluntarily terminated. Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of involuntary terminations for all employees including contractors and temporary employees. Aggregation rule is sum with all dimensions This metric determines the number of employees who terminated voluntarily. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason.

5.4.6

5.4.7

5.4.8

5.4.9

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-127

Human Resources Analytics

No 5.4.10

Metric Name Headcount Facts.Employees Eligible for Bonus Headcount Facts.Female Employee Headcount Headcount Facts.Full-Time Employee Headcount Headcount Facts.Full-Time Employee Headcount Ratio Headcount Facts.High Potential Employee Headcount Headcount Facts.Hire Count Headcount Facts.Male Employee Headcount Headcount Facts.Manager Headcount Headcount Facts.Minority Employee Headcount

Description Headcount of employees hired within last 365 days.

5.4.11

Number of active female employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active full time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. This ratio is the ratio of full-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects. Employees with a normalized performance rating of 90 or above

5.4.12

5.4.13

5.4.14

5.4.15 5.4.16

A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts). Number of active male employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active employees that are flaged as managers in employement organization code (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active employees with ethnic code description NOT matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Ratio of supervisors to all employees. This counts # employees with direct reports divided by all reports. It is also known as manager span of control and approximates the average number of direct reports that each supervisor manages. Number of active full-time employees that are flaged as supervisors (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Temporary Employee Headcount; defined as part of the domainValue configuration.

5.4.17

5.4.18

5.4.19

Headcount Facts.Supervisor Employee Headcount Ratio Headcount Facts.Supervisor Headcount Headcount Facts.Temporary Employee Headcount Performance Facts.Average Cost per Active Workforce Headcount

5.4.20

5.4.21

5.4.22

This metric measures the total employee cost over a period divided by average headcount for the period. Total employee cost identifies the cost to the company for all active workforce. The Average Cost per Employee metric identifies what each employee costs the company, regardless of whether they are a permanent employee, or have been hired as a contractor or temporary worker. This metric is a useful tool when making cost cutting decisions. It also provides a means of comparing company employee costs against industry benchmarks or previous fiscal periods. The total indirect employee cost divided by the indirect employee period end count thus giving an average cost per indirect employee

5.4.23

Performance Facts.Average Cost per Contingent Worker Active Headcount Performance Facts.Average Cost per Employee Active Headcount

5.4.24

The total employee cost divided by the employee period end count thus giving an average cost per direct employee. This metric identifies the cost of retaining a employee. The broad cost components forming this metric are: payroll expenses, payment expense associated with a benefit plan, and employee support costs.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-128

Human Resources Analytics

No 5.4.25

Metric Name Performance Facts.Contingent Worker Cost Performance Facts.Contracting Expenses Performance Facts.Contribution per Workforce Headcount Performance Facts.Cost of Goods Sold Performance Facts.Employee Benefit Expenses Performance Facts.Employee Cost

Description Sum total of costs for all indirect employees, namely contracting expenses and employee support cost. This metric measures the cost to the company for indirect employees, such as contractors and other temporary workers NOT compensated by the companys own payroll. This metric tracks all Contracting Expenses by rolling up appropriate GL Accounts.

5.4.26

5.4.27

Revenue amount less the cost of goods sold divided by personnel count at the end period date gives the contribution amount per employee. This metric displays the Cost of Goods Sold, which is derived from the General Ledger balances. For manufacturing companies, this metric contains direct production expenses. For merchandising companies, this metric contains the cost of procurement. This metric tracks all Employee Benefit Expenses by rolling up appropriate GL Accounts. Sum total of costs for all direct employees, namely employee benefit cost, payroll amount, and employee support cost. Also provides a comparative picture of direct employee costs when calculated against company geographical locations, business units, or any other organizational entity. This metric is often used in conjunction with headcount to provide a more accurate employee cost analysis. This metric tracks all Employee Overtime Expenses by rolling up appropriate GL Accounts. This metric tracks all Employee Support Expenses by rolling up appropriate GL Accounts. This metric calculates operating expenses for all activities except sales, marketing, research and development for the chosen period. sum total of all employee-related payroll expenses from GL including general payroll expenses as well as payroll expenses in sales, marketing and research & development. Amount of credit in Group level currency Revenue amount divided by personnel count at the end period date gives the revenue amount per employee. A key measure of employee productivity especially in industries like software and professional services where employee headcount makes up the majority of costs. Sum total of employee benefit costs, payroll amount, employee support cost and contracting expenses

5.4.28

5.4.29

5.4.30

5.4.31

Performance Facts.Employee Overtime Expenses Performance Facts.Employee Support Expenses Performance Facts.Other Operating Expenses Performance Facts.Payroll Expenses Performance Facts.Revenue Performance Facts.Revenue Per Employee Headcount Performance Facts.Total Employee Cost

5.4.32

5.4.33 5.4.34 5.4.35 5.4.36

5.4.37

5.5 Human Resources - Recruitment

No 5.5.1 Metric Name Applicant Facts.Applicant Age Applicant Facts.Applicant Contingent Worker Count Description The age of an applicant (in years). The aggregation rule is the average age of all applicants. The number of applicants who are currently employed as a contingent worker in the organization.

5.5.2

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-129

Human Resources Analytics

No 5.5.3

Metric Name Applicant Facts.Applicant Contingent Worker Count (Period Begin) Applicant Facts.Applicant Contingent Worker Count (Period End) Applicant Facts.Applicant Count

Description The number of contingent workers who have applied for an opening at the beginning of a time period. The number of contingent workers who have applied for an opening at the end of a time period. The number of applicants who have submitted an application for a job opening. This doesn't include direct hires who are hired without an applicant record or casual job seekers who have submitted a resume but have not applied for a job opening. The number of applicants at the beginning of a time period. The number of applicants at the end of a time period. The number of applicants who are employees. This is commonly known as "Internal Applicant". The number of internal employee applicants at the beginning of a time period.

5.5.4

5.5.5

5.5.6 5.5.7 5.5.8

Applicant Facts.Applicant Count (Period Begin) Applicant Facts.Applicant Count (Period End) Applicant Facts.Applicant Employee Count Applicant Facts.Applicant Employee Count (Period Begin) Applicant Facts.Applicant Employee Count (Period End) Applicant Facts.Applicant Ex Employee Count Applicant Facts.Applicant Ex Employee Count (Period Begin) Applicant Facts.Applicant Ex Employee Count (Period End) Applicant Facts.Applicant New Count Applicant Facts.Applicant New Count (Period Begin) Applicant Facts.Applicant New Count (Period End) Applicant Facts.Interview Score Applicant Facts.Screening Score Quality of Hire Facts.Employee Separations Quality of Hire Facts.Employee Transfers Quality of Hire Facts.New Hire First Service Band Completed

5.5.9

5.5.10

The number of internal employee applicants at the end of a time period.

5.5.11 5.5.12

The number of applicants who are former employees. The number of applicants who are former employees at the end of a time period.

5.5.13

The number of applicants who are former employees at the end of a time period.

5.5.14

The number of first-time applicants. The metric is useful in assessing how effective an organization is at attracting new candidates in specific demographic or job areas. The number of first-time applicants at the beginning of a time period. The number of first-time applicants at the end of a time period. Interview scores for each applicant interview. The aggregation rule is SUM(). The applicant score from the initital screening. The number of new hires that were terminated in a time period; this metric gauges new hire retention The number of new hires that were transferred in a time period; The number of new hires who have reached the 1st service milestone. This is a quality of hire metric. The "1st Service" milestone is configured during the implementation. It can be 6, 12 months or any length of period appropriate to assess a new hire quality.

5.5.15 5.5.16 5.5.17 5.5.18 5.5.19

5.5.20 5.5.21

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-130

Human Resources Analytics

No 5.5.22

Metric Name Quality of Hire Facts.New Hire Performance Rating

Description The 1st performance rating of a new hire. This is a quality of hire metric. The performance rating is the normalized performance band as assigned in the Workforce Profile subject area. The normalized performance rating assigned to a new hire. The normalized performance band is configurable during implementation. It converts orginal performance rating into a range of percentage bands. The training score that a new hire has received in new hire training. The number of days since an applicant submitted an application. This metric monitors how long an application has been outstanding. Formula: Days between Application Start Date and the lastest Data Warehouse refresh date The number of days from when an application is initiated to when an application is terminated by either the application or the organization. The aggregation rule is the average duration time of requistions. The number of days from when an application is initiated to when the first applicant interview starts. This helps monitoring potential bottleneck in scheduling candidate interviews. The aggregation rule is the average duration time of requistions. The number of days from when an application is initiated to when the assessment stage starts. "Assessment Stage" is configurable during implementation. It may include interviews and/or background checks. The number of days from when an application is initiated to when the applicant is hired. The aggregation rule is the average duration time of the associated requisitions. The number of days from when an application is initiated to when an offer is accepted. The aggregation rule is the average duration time of the associated requisitions. The number of days from when an application is initiated to when an offer is extended. The aggregation rule is the average duration time of the associated requisitions. The number of days from when an application is initiated to when an offer is rejected. The aggregation rule is the average duration time of the associated requisitions. The duration time in days that an application remains in the assessment stage. The aggregation rule is the average of duration time for all associated requisitions. The duration time in days that an application remains in the initial screening stage. The aggregation rule is the average of duration time for all associated requisitions. The duration time in days that an application remains in the offer stage. The aggregation rule is the average of duration time for all associated requisitions. The duration time in days that an application remains in the start pending stage. The aggregation rule is the average of duration time for all associated requisitions. The number of hires who are currently employed as a contingent worker in the organization.

5.5.23

Quality of Hire Facts.Performance Rating (Normalized) Quality of Hire Facts.Training Score Recruitment Cycle Time Facts.Application Start Since (Days) Recruitment Cycle Time Facts.Application Start To Application Terminated (Days) Recruitment Cycle Time Facts.Application Start To Assessment Interview Start (Days) Recruitment Cycle Time Facts.Application Start To Assessment Start (Days) Recruitment Cycle Time Facts.Application Start To Hire (Days) Recruitment Cycle Time Facts.Application Start To Offer Accepted (Days) Recruitment Cycle Time Facts.Application Start To Offer Extended (Days) Recruitment Cycle Time Facts.Application Start To Offer Rejected (Days) Recruitment Cycle Time Facts.Time In Assessment Stage (Days) Recruitment Cycle Time Facts.Time In Initial Stage (Days) Recruitment Cycle Time Facts.Time In Offer Stage (Days) Recruitment Cycle Time Facts.Time In Start Pending Stage (Days) Recruitment Event Facts.Applicant Contingent Worker Hires

5.5.24 5.5.25

5.5.26

5.5.27

5.5.28

5.5.29

5.5.30

5.5.31

5.5.32

5.5.33

5.5.34

5.5.35

5.5.36

5.5.37

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-131

Human Resources Analytics

No 5.5.38

Metric Name Recruitment Event Facts.Applicant Employee Hires Recruitment Event Facts.Applicant Ex Employee Hires Recruitment Event Facts.Applicant Hires

Description The number of internal employee hires. This doesn't include employee hires who have not gone through an application process (without an applicant record). The number of hires who are former employees.

5.5.39

5.5.40

The number of applicants that have been hired. "Applicant Hires" doesn't include direct hires who are hired without an applicant record. This metric differs from "Hires" in that "Hires" include total hires regardless if the applicant has applied for a job opening or not. The number of first-time applicants who are hired. This metric is different from "Applicant Hires" that count all applicant hires including the first-time applicant hires. The number of applicants who have been interviewed.

5.5.41 5.5.42

Recruitment Event Facts.Applicant New Hires Recruitment Event Facts.Applicants Interviewed Recruitment Event Facts.Application Starts Recruitment Event Facts.Applications At Assessment Stage

5.5.43

The number of applications that were submitted. When an applicant applies for multiple jobs, each job application is counted separately. The number of applications that are in the assessment stage during a time period. "Assessment Stage" is configurable during implementation. It includes interviews or other forms of candidate assessments. This metric monitors the recruitment pipeline at a point in time. The aggregation rule is sum(). The number of applications that are currently in the assessment stage at the end of a time period. "Assessment Stage" is configurable during implementation. It includes interviews or other forms of candidate assessments. This metric monitors the recruitment pipeline at a point in time. The aggregation rule is sum(). The number of applications at the hire stage during a time period. "Hire Stage" is configurable during implementation. As delivered, an application goes into the "Hire" stage when a new hire is recorded. The aggregation rule is sum(). The number of applications at the hire stage at the end of a time period. "Hire Stage" is configurable during implementation. As delivered, an application goes into the "Hire" stage when a new hire is recorded. The aggregation rule is sum(). The number of applications at the initial screen stage during a time period. "Initial Stage" is configurable durint implementation. This may include on-line screening. The aggregation rule is sum(). The number of applications at the initial screen stage at the end of a time period. "Initial Stage" is configurable durint implementation. This may include on-line screening. The aggregation rule is sum(). The number of applications at the offer stage during a time period. "Offer Stage" is configurable durint implementation. An application goes into "Offer Stage" when an offer is extended. The aggregation rule is sum(). The number of applications at the offer stage at the end of a time period. "Offer Stage" is configurable durint implementation. An application goes into "Offer Stage" when an offer is extended. The aggregation rule is sum().

5.5.44

5.5.45

Recruitment Event Facts.Applications At Assessment Stage (Period End) Recruitment Event Facts.Applications At Hire Stage Recruitment Event Facts.Applications At Hire Stage (Period End) Recruitment Event Facts.Applications At Initial Stage Recruitment Event Facts.Applications At Initial Stage (Period End) Recruitment Event Facts.Applications At Offer Extended Stage Recruitment Event Facts.Applications At Offer Extended Stage (Period End)

5.5.46

5.5.47

5.5.48

5.5.49

5.5.50

5.5.51

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-132

Human Resources Analytics

No 5.5.52

Metric Name Recruitment Event Facts.Applications At Start Pending Stage Recruitment Event Facts.Applications At Start Pending Stage (Period End) Recruitment Event Facts.Applications Terminated Recruitment Event Facts.Applications Terminated At Assessment Stage Recruitment Event Facts.Applications Terminated At Initial Stage Recruitment Event Facts.Applications Terminated At Offer Stage Recruitment Event Facts.Applications Terminated At Start Pending Stage Recruitment Event Facts.Applications Terminated Involuntarily Recruitment Event Facts.Applications Terminated Involuntarily At Assessment Stage Recruitment Event Facts.Applications Terminated Involuntarily At Initial Stage Recruitment Event Facts.Applications Terminated Involuntarily At Offer Stage Recruitment Event Facts.Applications Terminated Involuntarily At Start Pending Stage Recruitment Event Facts.Applications Terminated Voluntarily Recruitment Event Facts.Applications Terminated Voluntarily At Assessment Stage

Description The number of applications at the Start Pending stage during a time period. "Start Pending" is configurable durint implementation. As delivered, an application goes into the "Start Pending" stage when an offer is accepted. The aggregation rule is sum(). The number of applications at the Start Pending stage at the end of a time period. "Start Pending" is configurable durint implementation. As delivered, an application goes into the "Start Pending" stage when an offer is accepted. The aggregation rule is sum(). The number of applications that were terminated by either the applicant or the hiring organization. The number of applications terminated during the assessment stage by either the applicant or the hiring organization.

5.5.53

5.5.54

5.5.55

5.5.56

The number of applications terminated during the initial stage by either the applicant or the hiring organization. The number of applications terminated during the offer stage by either the applicant or the hiring organization. The number of applications terminated during the Start Pending stage by either the applicant or the hiring organization.

5.5.57

5.5.58

5.5.59

The number of applications that were terminated by the hiring organization.

5.5.60

The number of applications that were terminated during the assessment stage by the hiring organization.

5.5.61

The number of applications that were terminated during the initial (screening) stage by the hiring organization.

5.5.62

The number of applications that were terminated during the offer stage by the hiring organization.

5.5.63

The number of applications that were terminated during the start pending stage by the hiring organization.

5.5.64

The number of applications that were terminated during the assessment stage by the applicant. The number of applications that were terminated during the assessment stage by the applicant.

5.5.65

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-133

Human Resources Analytics

No 5.5.66

Metric Name Recruitment Event Facts.Applications Terminated Voluntarily At Initial Stage Recruitment Event Facts.Applications Terminated Voluntarily At Offer Stage Recruitment Event Facts.Applications Terminated Voluntarily At Start Pending Stage Recruitment Event Facts.Assessment Ends

Description The number of applications that were terminated during the initial screening stage by the applicant.

5.5.67

The number of applications that were terminated during the offer stage by the applicant.

5.5.68

The number of applications that were terminated during the start pending stage by the applicant.

5.5.69

The number of assessments that have ended in a time period. An application assessment is deemed to have ended when an offer is extended or an application is terminated. The number of interviews in a time period. An application can have multiple interviews. This is a indicator of recruitment pipeline and workload. The number of applications that have initiated the assesment stage. The type of events that consistute "Assessment Stage" is configurable during implementation. It may include interviews and/or background checks. The number of new hires The number of offers accepted in a time period. The number of offers extended in a time period The number of offers rejected in a time period The count of recruitment events.

5.5.70

Recruitment Event Facts.Assessment Interviews Recruitment Event Facts.Assessment Starts

5.5.71

5.5.72 5.5.73 5.5.74 5.5.75 5.5.76

Recruitment Event Facts.Hires Recruitment Event Facts.Offers Accepted Recruitment Event Facts.Offers Extended Recruitment Event Facts.Offers Rejected Recruitment Event Facts.Recruitment Event Count Recruitment Ratio Facts.Applicant Hire Ratio

5.5.77

The percentage of applicants that have been hired including internal and external applicants. This measure is an indicator of the quality of qualified candidate pool. Formula: Applicant Hires/Total Applicants "The Number of applicants interviewed per applicant hire including internal and external applicant hires. Similar to Applicant Interview Rate, it provides an indicator of the right balancing of interviewing enough candidates. Formula: Applicants who have been hired / applicants who have been interviewed " The average number of interviews for each job applicant. This metric is an indicator of the quality of applicant pool and also monitors the right balance of interviewing "enough" applicants. Formula: Number of Interviews / Number of Applicants The number of applicants for a job requisition. This doesn't include direct hires who are hired without an applicant record or casual job seekers who have submitted a resume but have not applied for a job opening.

5.5.78

Recruitment Ratio Facts.Applicant Interview Hire Ratio

5.5.79

Recruitment Ratio Facts.Applicant Interview Rate Recruitment Ratio Facts.Applicants Per Requisition

5.5.80

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-134

Human Resources Analytics

No 5.5.81

Metric Name Recruitment Ratio Facts.External Hire Ratio

Description The percentage of new hires who are sourced externally. This excludes internal employee hires and contingent workers who are hired as regular employees. Formula: (Applicant Hires - Applicant Employee Hires - Applicant Contingent Hires) / Hires The percentage of new hires who are internal employees. This metric is iused to gauge internal mobility and "promotion from within". Formula: Applicant Employee Hires / Hires Offers extended as a percentage of the applicants interviewed during the period. Formula: Formula: Applicant who had offers extended / Applicants who have been interviewed in a reporting period Average number of interviews for each applicant hired. Formula: Interviews / Applicant Hires Percentage of new hires that have been terminated. This is a quality of hire metric to assess the retention of new hires by source. Formula: New Hire Separation / Hires Offer accepted as a percentage of offer extended during a time period. Formula: Offers accepted / Offer that were extended in a reporting period The percentage of hires that are referred by an internal employee. Formula: Referral Hires / Total Hires The number of hires that the applicant is referred by an internal employee. Formula: Hires where Referral Applicant ='Y' The percentage of applicant referrals that result in a new hire. Formula: Referral Hires / Total Applicant Referrals " Number of rehires as a percentage of total hires. Formula: Hires Who are former employees / Total Hires " The percentage of open requisitions that have been filled in a time period. Formula: Requisitions Filled / (Open Requisition at the Period Begin + Requisitions Opened during the Period) The number of full-time equivalent budgeted for a job requisition The number of headcount budgeted for a job requisition The headcount full-time equivalent specified for a job requisition Headcount of active employees The age of a requisition in months. This is a key metric that analyzes the aging of vacancies. Each requisition is assigned with the corresponding aging band that is configurable during implementation. The aggregation rule is the average age of all associated requisitions. Formula: Months Between Requisition Open Date and Requisition Close Date [ or the last data refresh date whichever is earlier].

5.5.82

Recruitment Ratio Facts.Internal Hire Ratio

5.5.83

Recruitment Ratio Facts.Interview Offer Rate

5.5.84

Recruitment Ratio Facts.Interviews Per Hire Recruitment Ratio Facts.New Hire Turnover Recruitment Ratio Facts.Offer Acceptance Rate Recruitment Ratio Facts.Referral Hire Ratio Recruitment Ratio Facts.Referral Hires Recruitment Ratio Facts.Referral Success Rate Recruitment Ratio Facts.Rehire Rate

5.5.85

5.5.86

5.5.87

5.5.88

5.5.89

5.5.90

5.5.91

Recruitment Ratio Facts.Vacancy Fill Rate

5.5.92 5.5.93 5.5.94 5.5.95 5.5.96

Requisition Facts.Budgeted FTE Requisition Facts.Budgeted Headcount Requisition Facts.FTE Requisition Facts.Headcount Requisition Facts.Job Requisition Age (Months)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-135

Human Resources Analytics

No 5.5.97

Metric Name Requisition Facts.Job Requisition Drafted to Approved (Days)

Description The number of days from when a job requisition is drafted to when it is approved. This metric monitors potential bottleneck in the requisition approval process. The aggregation rule is the average duration time for all associated requisitions. Formula: Requisition Request Date - Requisition Open Date The number of days that a job requisition has been open since it is opened. The aggregation rule is the average duration time for all associated requisitions. Formula: Days between Requistion Open Date and the lastest Data Warehouse refresh date The number of days from when a job requisition is opened to when the first application is received. The metric measures the speed of applicant sourcing. The number of days from when a job requisition is opened to when the application is terminated. The metric measures the speed of applicant sourcing. The aggregation rule is the average duration time for all associated requisitions. The number of days from when a job requisition is opened to when the assessment stage is terminated. "Assessment Stage" is configurable during implementation. It may include interviews and background checks. The aggregation rule is the average duration time for all associated requisitions. The number of days from when a job requisition is opened to when the interview stage starts. "Interview" is a substage of "Assessment Stage", which is configurable during implementation. "Interview" substage may include several rounds of interviews. The aggregation rule is the average duration time for all associated requisitions. The number of days from when a job requisition is opened to when the assessment stage is terminated. "Assessment Stage" is configurable during implementation. It may include initial screening and interviews. The aggregation rule is the average duration time for all associated requisitions. The number of days from when a job requisition is opened to when an offer is accepted. The aggregation rule is the average duration time for all associated requisitions. The number of days from when a job requisition is opened to when an offer is extended. The aggregation rule is the average duration time for all associated requisitions. The number of days from when a job requisition is opened to when an offer is rejected. The aggregation rule is the average duration time for all associated requisitions. The number of job requisitions that have approval rejected.

5.5.98

Requisition Facts.Job Requisition Open Since (Days) Requisition Facts.Job Requisition Open To Application Start (Days) Requisition Facts.Job Requisition Open To Application Terminated (Days) Requisition Facts.Job Requisition Open To Assessment End (Days)

5.5.99

5.5.100

5.5.101

5.5.102

Requisition Facts.Job Requisition Open To Assessment Interview Start (Days) Requisition Facts.Job Requisition Open To Assessment Start (Days)

5.5.103

5.5.104

Requisition Facts.Job Requisition Open To Offer Accepted (Days) Requisition Facts.Job Requisition Open To Offer Extended (Days) Requisition Facts.Job Requisition Open To Offer Rejected (Days) Requisition Facts.Job Requisition Requests Denied Requisition Facts.Job Requisitions Being Drafted Requisition Facts.Job Requisitions Being Requested Requisition Facts.Job Requisitions Cancelled

5.5.105

5.5.106

5.5.107

5.5.108 5.5.109

The number of job requistions that in the "Draft" status. The number of job requisitions that have been submitted and are waiting for approval

5.5.110

The number of job requisitions that have been cancelled without being filled in a time period.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-136

Human Resources Analytics

No 5.5.111 5.5.112 5.5.113 5.5.114

Metric Name Requisition Facts.Job Requisitions Closed Requisition Facts.Job Requisitions Count Requisition Facts.Job Requisitions Drafted Requisition Facts.Job Requisitions Held Requisition Facts.Job Requisitions On Hold Requisition Facts.Job Requisitions Open Requisition Facts.Job Requisitions Open (Period Begin) Requisition Facts.Job Requisitions Opened Requisition Facts.Job Requisitions Pending Approval Requisition Facts.Job Requisitions Requested Requisition Facts.Openings

Description The number of job requisitions that have been filled or closed. The number of job requisitions The number of job requisitions that have been drafted in a time period. The number of job requisitions that have been put on hold in a time period. These requisitions may or may no longer be on hold currently. The number of job requisitions that are on hold. The number of job requisitions that are in open status at the end of a time period. The number of job requisitions that are open at the beginning of a period.

5.5.115 5.5.116 5.5.117

5.5.118 5.5.119

The number of job requisitions that have been opened in a time period. The number of job requisitions that are in pending approval status.

5.5.120 5.5.121

The number of job requisitions that have been submitted for approval. The number of openings that remain to be filled. If a requisition has multiple openings, the "Remaining Openings" decreases as the requisition is filled. This is the metric used to calculate vacancy rate. The number of job openings at the beginning of a time period. The full-time equivalent that remains to be filled for a job requistion. Remaining headcount to be filled

5.5.122 5.5.123 5.5.124

Requisition Facts.Openings (Period Begin) Requisition Facts.Remaining FTE Requisition Facts.Remaining Headcount Requisition Facts.Time To Fill (Days)

5.5.125

Number of days from when a requisition is opened to when it is filled. This is the key metric that measures the recruitment cycle time and assess recruitment process efficiency. Formula: Days between Requisition Open Date Requisition Close Date. The aggregation rule is the average of Time to Fill for all associated requisitions Number of days from when a requisition is opened to when it is filled. This is the key metric that measures the recruitment cycle time and assess recruitment process efficiency. Formula: Days between Requisition Open Date Requisition Close Date. The aggregation rule is the average of Time to Fill for all associated requisitions The number of total openings specified for a job requisition when it is opened. (Employee Headcount + Prior Period Employee Headcount) / 2

5.5.126

Requisition Facts.Time to Hire (Days)

5.5.127 5.5.128

Requisition Facts.Total Openings Workforce Profile Facts.Average Employee Headcount Workforce Profile Facts.Contingent Worker Headcount

5.5.129

Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-137

Human Resources Analytics

No 5.5.130

Metric Name Workforce Profile Facts.Employee Headcount

Description Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.6 Human Resources - US Statutory Compliance

No 5.6.1 Metric Name Compensation Facts.# of Bonuses Description Number of bonuses that an employee (or groups or employees) receives in a specified time period. Useful to comparing variable compensation rewards to different department or regions Total of payroll compensation of pay type = regular for a selected period divided by the number of employee-months in that period. Average Base compensation is analyzed by employee attributes like length of service, gender, educational qualification, ethnicity . Average base salary for the specific time period for a specific group

5.6.2

Compensation Facts.Average Base Compensation

5.6.3

Compensation Facts.Average Base Salary Amount Compensation Facts.Average Bonus Compensation Facts.Average Current Year Base Salary Amount Compensation Facts.Average Gross Compensation

5.6.4

Total of all bonuses divided by average headcount in the organization for that time period Average base salary for the specific time period for a specific group

5.6.5

5.6.6

This metric totals the gross pay for all employees in a group and divides the result by the number of employee-months in the same period. The user may select the appropriate time period for study, such as calculating this metric by quarter or by year to date. This metric allows Human Resources to ensure equitable compensation amounts between business locations and business units commensurate with pay levels and pay grades. Average gross compensation minus average base compensation

5.6.7

Compensation Facts.Average Variable Compensation Compensation Facts.Cash Compensation

5.6.8

This metric tracks the payroll component amount in Group currency for a given pay type by a given pay period. When performing compensation analysis, you can use this metric to get a deeper insight into pay types, such as bonus, overtime, and commissions. This metric tracks the total compensation amount. This metric can be used to provide managers with a quick overview of compensation information for a group of employees. You can identify potential inconsistencies that merit further analysis when analyzing high-level payroll information, such as performance, base compensation, variable compensation, and overtime pay.

5.6.9

Compensation Facts.Net Pay

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-138

Human Resources Analytics

No 5.6.10

Metric Name Compensation Facts.Overtime Compensation Compensation Facts.Overtime Expenses Percentage Compensation Facts.Total Base Compensation Compensation Facts.Total Bonus

Description This metric tracks the total overtime expenses paid by the company. This metric enables you to see positive or negative overtime (OT) trends for a specific job group or job family Percent of an employees Total Gross Compensation that comes from Overtime Pay.

5.6.11

5.6.12 5.6.13

Total compensation of payment type = regular. This totals all employees salaries. It is a good measure of minimum spend on employment salary expense. This metric is thee sum of payroll amounts belonging to the pay type category Bonus. All types of bonuses fall within this metric definition. The Total Bonus metric locates the Bonus type in all reports related to reward planning. This metric calculates total deductions, including taxes, benefit costs, insurance premiums, and pre-tax investments. This metric calculates the types and amount of deductions an employee takes each pay period. This metric calculates the gross total of all compensations types received by an employee, including regular pay, bonuses, commissions, other incentives and special-circumstances payouts. FTE of active employees (inludes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. FTE of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. FTE of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Total headcount of employees who belong to the American Indian or Alaska Native ethnic group (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric can be used in the EEO-1 Survey Reports. Total headcount of employees who belong to the Asian ethnic group (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric can be used in the EEO-1 Survey Reports. Total headcount of employees who belong to the Black ethnic group (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric can be used in the EEO-1 Survey Reports. Number of active female employees with ethnic code description matching American Indian or Alaskan Native (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active female employees with ethnic code description matching Asian or Pacific Islander (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.14

Compensation Facts.Total Deductions

5.6.15

Compensation Facts.Total Gross Compensation

5.6.16

FTE Facts.FTE

5.6.17

FTE Facts.FTE (Contingent) FTE Facts.FTE (Employee)

5.6.18

5.6.19

Gender and Race Specific Headcount Facts.American Indian or Alaskan Native Employee Headcount Gender and Race Specific Headcount Facts.Asian Employee Headcount Gender and Race Specific Headcount Facts.Black Employee Headcount Gender and Race Specific Headcount Facts.Female American Indian or Alaskan Employee Headcount Gender and Race Specific Headcount Facts.Female Asian or Pacific Islander Employee Headcount

5.6.20

5.6.21

5.6.22

5.6.23

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-139

Human Resources Analytics

No 5.6.24

Metric Name Gender and Race Specific Headcount Facts.Female Black Employee Headcount Gender and Race Specific Headcount Facts.Female Employee Headcount Gender and Race Specific Headcount Facts.Female Hispanic Employee Headcount Gender and Race Specific Headcount Facts.Female White Employee Headcount Gender and Race Specific Headcount Facts.Hawaiian Other Pacific Employee Headcount Gender and Race Specific Headcount Facts.Hispanic or Latino (All Races) Employee Headcount Gender and Race Specific Headcount Facts.Male American Indian or Alaskan Employee Headcount Gender and Race Specific Headcount Facts.Male Asian or Pacific Islander Employee Headcount Gender and Race Specific Headcount Facts.Male Black Employee Headcount Gender and Race Specific Headcount Facts.Male Employee Headcount Gender and Race Specific Headcount Facts.Male Hispanic Employee Headcount Gender and Race Specific Headcount Facts.Male White Employee Headcount Gender and Race Specific Headcount Facts.Minority Employee Headcount

Description Number of active female employees with ethnic code description matching black (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active female employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active female employees with ethnic code description matching hispanic (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active female employees with ethnic code description matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports) Number of active employees with ethnic code description matching hawain or other pacific islander (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 reports. Number of active employees with ethnic code description matching hispanic (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active male employees with ethnic code description matching American Indian or Alaskan Native (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active male employees with ethnic code description matching Asian or Pacific Islander (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active male employees with ethnic code description matching Black (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active male employees (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active male employees with ethnic code description matching Hispanic (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active male employees with ethnic code description matching White (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports. Number of active employees with ethnic code description NOT matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

5.6.25

5.6.26

5.6.27

5.6.28

5.6.29

5.6.30

5.6.31

5.6.32

5.6.33

5.6.34

5.6.35

5.6.36

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-140

Human Resources Analytics

No 5.6.37

Metric Name Gender and Race Specific Headcount Facts.Other Protected Veterans Employee Headcount Gender and Race Specific Headcount Facts.Special Disabled Veteran Employee Headcount Gender and Race Specific Headcount Facts.Vietnam Era Veteran Employee Headcount Gender and Race Specific Salary Facts.Active Female Employee Minority Annual Salary Gender and Race Specific Salary Facts.Active Female Employee Non-Minority Annual Salary Gender and Race Specific Salary Facts.Active Male Employee Minority Annual Salary Gender and Race Specific Salary Facts.Active Male Employee Non-Minority Annual Salary Headcount Facts.Active Headcount

Description Number of active employees with veteran status equal to other protected veteran (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with VETS100 Reports. Number of active employees with veteran status equal to special disabled veteran (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with VETS100 Reports. Number of active employees with veteran status equal to Vietnam Era Veteran (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with VETS100 Reports. The annual base salary (snapshot, not payroll) of all minority female employees.

5.6.38

5.6.39

5.6.40

5.6.41

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

5.6.42

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

5.6.43

The annual base salary (snapshot, not payroll) of all non-minority male employees.

5.6.44

Headcount of full time and part time active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Ratio of active contingent workers to active workforce.

5.6.45

Headcount Facts.Contingent Worker Headcount Headcount Facts.Contingent Worker Headcount Ratio Headcount Facts.Contractor Ratio Headcount Facts.Contractors Headcount Headcount Facts.Employee Headcount Headcount Facts.Full-Time Employee Headcount Headcount Facts.Full-Time Employee Headcount Ratio

5.6.46

5.6.47 5.6.48

Ratio of active contractors to active workforce. Number of active contractors, contactors are a sub-category of contingent workers and are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active full time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. This ratio is the ratio of full-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects.

5.6.49

5.6.50

5.6.51

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-141

Human Resources Analytics

No 5.6.52

Metric Name Headcount Facts.Headcount

Description Headcount of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active employees that are flaged as managers in employement organization code (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Ratio of supervisors to all employees. This counts # employees with direct reports divided by all reports. It is also known as manager span of control and approximates the average number of direct reports that each supervisor manages. Number of active full-time employees that are flaged as supervisors (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. The average performance rating of all employees. Performance rating is typically given at the end of period as part of a performance review process. # days the worker has been active at the enterprise (also known as the worker's tenure measured in days) # months the worker has been active at the enterprise (also known as the worker's tenure measured in months) Average base salary of employees at time of inquiry. The Average Annual Base Salary metric provides information used in Employee Reward Planning initiatives by the Human Resource department. Use this metrics when looking at average compensation across employees. Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension. This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employees pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure. The metric provides a snapshot value of the annual base salary earned by an employee. The aggregated value is taken on the last day of a given period. This is a snapshot value of the annual base compensation as of a given date. This metric tracks the maximum annual base salary for employees. This is a snapshot value of the maximum annual base salary, as of a particular date. This metric can be compared against the midpoint and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings. This metric tracks the midpoint annual base salary for employees. This is a snapshot value of the midpoint annual base salary, as of a particular date. This metric can be compared against the maximum and minimum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings. This metric tracks the minimum annual base salary for employees. This is a snapshot value of the minimum annual base salary, as of a particular date. This metric can be compared against the midpoint and maximum values to obtain a relative comparison for a group of employees. Base compensation is used in employee listings.

5.6.53

Headcount Facts.Manager Headcount Headcount Facts.Supervisor Employee Headcount Ratio Headcount Facts.Supervisor Headcount Performance Facts.Mean Performance Rating Performance Facts.Total Length of Work (Days) Performance Facts.Total Length of Work (Months) Salary Facts.Average Annual Base Salary

5.6.54

5.6.55

5.6.56 5.6.57 5.6.58 5.6.59

5.6.60

Salary Facts.Compa Ratio

5.6.61

Salary Facts.Exempt Employee Hourly Rate

5.6.62

Salary Facts.Fixed Annual Base Salary

5.6.63

Salary Facts.Max Annual Base Salary Range

5.6.64

Salary Facts.Mid Annual Base Salary Range

5.6.65

Salary Facts.Min Annual Base Salary Range

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-142

Human Resources Analytics

No 5.6.66 5.6.67 5.6.68

Metric Name Salary Facts.Total Annual Base Salary Terminations and Hires Facts.# of Promotions Terminations and Hires Facts.Contingent Worker Event Count Terminations and Hires Facts.Dissatisfied Termination Count Terminations and Hires Facts.Dissatisfied Termination Ratio Terminations and Hires Facts.Employee Event Count Terminations and Hires Facts.Employee Involuntary Termination Count Terminations and Hires Facts.Employee Involuntary Termination Ratio Terminations and Hires Facts.Employee Termination Count Terminations and Hires Facts.Employee Turnover Rate % Terminations and Hires Facts.Employee Voluntary Termination Count Terminations and Hires Facts.Employee Voluntary Termination Ratio

Description Total of all base salaries for all employees in specific time period. Use this metric when looking at total compensation # of the promotion events in the selected time period. Event count for Contingent Worker events; in parallel to "Employee Event Count", this is there for consistency as a sub-grouping of Event Count. This metric tracks the number of employees who were dissatisfied with the organization when they voluntarily terminated. This metric tracks the ratio of the number of employees who were dissatisfied with the organization when they voluntarily terminated, to the number of employees who voluntarily terminated. This is the event count for Employee events. It is there for consistency as a subgrouping of Event Count. Number of involuntary terminations for all employees including contractors and temporary employees. Aggregation rule is sum with all dimensions

5.6.69

5.6.70

5.6.71

5.6.72

5.6.73

This metric determines the ratio of employees who were terminated involuntarily to total Employee terminations.

5.6.74

Count of employee terminations, use with the Time dimension to restrict the reporting period. Total Employee Terminations / Average Employee Headcount

5.6.75

5.6.76

This metric determines the number of employees who terminated voluntarily. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason. This metric determines the ratio of employees who were terminated voluntarily to total employee terminations. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason. The number of job assignment or personnel action events The number of female employee who have have terminated voluntarily or involuntarily.

5.6.77

5.6.78 5.6.79

Terminations and Hires Facts.Event Count Terminations and Hires Facts.Female Employee Termination Count Terminations and Hires Facts.Hire Count Terminations and Hires Facts.Male Employee Termination Count

5.6.80 5.6.81

A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts). The number of male employees who have been terminated voluntarily or involuntarily

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-143

Human Resources Analytics

No 5.6.82

Metric Name Terminations and Hires Facts.Promotion Ratio

Description This metric provides the ratio of employees who received a promotion against total headcount during the chosen period. The Promotions Ratio metric can be used to identify where in the organization the most promotional opportunities exist, and where they need to be developed to retain skilled workers. The number of rehires Rehires Ratio This metric determines the ratio of rehires to all employees hired during a specified period. This metric counts the number of employees who retired from the company. Percentage change in Average Length of Service compared to prior selected period. Calculation: 100.0 * (Average Length of Service (Years) - Prior Period Average Length of Service (Years) ) / Prior Period Average Length of Service (Years) Length of Service (Years) / Employee Headcount.

5.6.83 5.6.84

Terminations and Hires Facts.Rehires Count Terminations and Hires Facts.Rehires Ratio Terminations and Hires Facts.Retiree Count Time in Service Facts.% Chg Prior Period Average Length of Service (Years) Time in Service Facts.Average Length of Service (Years) Time in Service Facts.Average Period of Placement (Months) Time in Service Facts.Length of Service (Years) Time in Service Facts.Period of Placement (Months) Time in Service Facts.Prior Period Average Length of Service (Years) Time in Service Facts.Prior Period Length of Service (Years) Time in Service Facts.Time in Grade (Days) Time in Service Facts.Time in Job (Days) Time in Service Facts.Time in Organization (Days) Time in Service Facts.Time in Position (Days)

5.6.85 5.6.86

5.6.87

5.6.88

Period of Placement (months) / Contingent Worker Headcount

5.6.89

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) # months the contingent worker has been active at the enterprise (also known as the contingent worker's tenure measured in months) Prior Period Length of Service (in Years) / Prior Period Employee Headcount.

5.6.90

5.6.91

5.6.92

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) - as of the end of the prior period. Time spent in grade, in days, relative to the selected time period end date. Time spent in job, in days, relative to the selected time period end date. Time spent in organization, in days, relative to the selected time period end date. Time spent in position, in days, relative to the selected time period end date.

5.6.93 5.6.94 5.6.95 5.6.96

5.7 Human Resources - Workforce Profile

No 5.7.1 Metric Name HR Event Fact Indicators.Event - Manager Role Indicator Description This is an indicator (0/1) if the person in the event is in a Manager Role at the time of the event.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-144

Human Resources Analytics

No 5.7.2

Metric Name HR Event Fact Indicators.Event Supervisor Indicator HR Event Facts.# of Promotions HR Event Facts.% Chg Prior Period # of Promotions HR Event Facts.% Chg Prior Period Employee Involuntary Termination Count HR Event Facts.% Chg Prior Period Employee Termination Count HR Event Facts.% Chg Prior Period Employee Voluntary Termination Count HR Event Facts.% Chg Prior Period Hire Count HR Event Facts.Contingent Worker Event - Placement End Headcount HR Event Facts.Contingent Worker Event Count HR Event Facts.Contingent Worker Placement End Count HR Event Facts.Contingent Worker Placement Start Count HR Event Facts.Dissatisfied Termination Count HR Event Facts.Dissatisfied Termination Ratio HR Event Facts.Employee Event - Length of Service (Years) HR Event Facts.Employee Event - Performance Rating HR Event Facts.Employee Event - Termination Headcount HR Event Facts.Employee Event Count

Description Indicates if the fact record is a supervisor (0/1) as of the fact record event date.

5.7.3 5.7.4

# of the promotion events in the selected time period. Percentage change in the number of promotion events compared to those in the prior period. Calculation: 100.0 * (# of Promotions - Prior Period # of Promotions / Prior Period # of Promotions Percentage change in the number of Employee Involuntary Termination events compared to those in the prior period. Calculation: 100.0 * (Employee Involuntary Termination Count - Prior Period Employee Involuntary Termination Count) / Prior Period Employee Involuntary Termination Count. Percentage change in the number of Employee Termination events compared to those in the prior period. Calculation: 100.0 * (Employee Termination Count - Prior Period Employee Termination Count) / Prior Period Employee Termination Count. Percentage change in the number of Employee Voluntary Termination events compared to those in the prior period. Calculation: 100.0 * (Employee Voluntary Termination Count - Prior Period Employee Voluntary Termination Count) / Prior Period Employee Voluntary Termination Count. Percentage change in the number of Hire events compared to those in the prior period. Calculation: 100.0 * (Hire Count - Prior Period Hire Count) / Prior Period Hire Count. The number of contingent workers whose placement have ended in a time period; The number of contingent worker placement ends in the period multiplied by the Headcount of the worker ended. Event count for Contingent Worker events; in parallel to "Employee Event Count", this is there for consistency as a sub-grouping of Event Count. Count of contingent worker placement ends.

5.7.5

5.7.6

5.7.7

5.7.8 5.7.9

5.7.10 5.7.11

5.7.12

A count of Contingent Worker Placement Starts.

5.7.13

This metric tracks the number of employees who were dissatisfied with the organization when they voluntarily terminated. This metric tracks the ratio of the number of employees who were dissatisfied with the organization when they voluntarily terminated, to the number of employees who voluntarily terminated. # years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) This is the persons Performance rating as of the Event/Date being reported; This metric is used when employees' performance ratings need to be reported along with event The number of headcount associated with a termination event, which can be either an employee termination or the end of a contingent worker placement. This is the Termination Indicator multiple by the Terminated Persons headcount. This is the event count for Employee events. It is there for consistency as a subgrouping of Event Count.

5.7.14

5.7.15

5.7.16

5.7.17

5.7.18

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-145

Human Resources Analytics

No 5.7.19 5.7.20

Metric Name HR Event Facts.Employee Hire Count HR Event Facts.Employee Involuntary Termination Count HR Event Facts.Employee Involuntary Termination Ratio HR Event Facts.Employee Involuntary Turnover Rate % HR Event Facts.Employee Termination Count HR Event Facts.Employee Turnover Rate % HR Event Facts.Employee Voluntary Termination Count HR Event Facts.Employee Voluntary Termination Ratio

Description A count of employee hires. Number of involuntary terminations for all employees including contractors and temporary employees. Aggregation rule is sum with all dimensions This metric determines the ratio of employees who were terminated involuntarily to total Employee terminations. Total Involuntary Employee Terminations / Average Employee Headcount

5.7.21

5.7.22

5.7.23 5.7.24 5.7.25

Count of employee terminations, use with the Time dimension to restrict the reporting period. Total Employee Terminations / Average Employee Headcount This metric determines the number of employees who terminated voluntarily. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason. This metric determines the ratio of employees who were terminated voluntarily to total employee terminations. This metric allows management to determine how many of their employees terminated for voluntary reasons, such as marriage, relocation, or dissatisfaction. Use Event Reason and Event Category with this to see termination reason. Total Voluntary Employee Terminations / Average Employee Headcount The number of job assignment or personnel action events Workforce Headcount for the selected HR Event Type. Use with the HR Event Type and Time dimension to obtain clear results. The number of pay grade change events A count of hires (including re-hire) events of all workforce assignments (i.e. includes employee hires and contingent worker placement starts). The number of position change events The number of job change events The number of location change events The number of organization or dept change events

5.7.26

5.7.27 5.7.28 5.7.29 5.7.30 5.7.31 5.7.32 5.7.33 5.7.34 5.7.35

HR Event Facts.Employee Voluntary Turnover Rate % HR Event Facts.Event Count HR Event Facts.Event Headcount HR Event Facts.Grade Change Count HR Event Facts.Hire Count HR Event Facts.HR Position Change Count HR Event Facts.Job Change Count HR Event Facts.Location Change Count HR Event Facts.Organization Change Count HR Event Facts.Performance Rating Change Count HR Event Facts.Prior Period # of Promotions

5.7.36

The number of performance rating change events

5.7.37

# of the promotion events in the period prior to the selected time period.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-146

Human Resources Analytics

No 5.7.38

Metric Name HR Event Facts.Prior Period Employee Event Employee Performance Rating HR Event Facts.Prior Period Employee Involuntary Termination Count HR Event Facts.Prior Period Employee Termination Count HR Event Facts.Prior Period Employee Voluntary Termination Count HR Event Facts.Prior Period Event Headcount HR Event Facts.Prior Period Hire Count HR Event Facts.Promotion Ratio

Description The Employee Performance Rating at the end of the period prior to the selected time period.

5.7.39

# of the Employee Involuntary Termination events in the period prior to the selected time period.

5.7.40

# of the Employee Termination events in the period prior to the selected time period.

5.7.41

# of the Employee Voluntary Termination events in the period prior to the selected time period. The Event Headcount at the end of the period prior to the selected time period. # of the hire events in the period prior to the selected time period. This metric provides the ratio of employees who received a promotion against total headcount during the chosen period. The Promotions Ratio metric can be used to identify where in the organization the most promotional opportunities exist, and where they need to be developed to retain skilled workers. This metric counts the number of employees who retired from the company. The number of salary change events The number of supervisor change events A count of people who are hired and are supervisors of others on hire date. Count of supervisor - employee terminations or contingent worker placement ends . Count of employee terminations and contingent worker placement ends. A count of Transfer Events (configured during the implementation process against the Workforce Event dimension). Active Headcount / Supervisor Headcount

5.7.42 5.7.43 5.7.44

5.7.45 5.7.46 5.7.47 5.7.48 5.7.49 5.7.50 5.7.51 5.7.52

HR Event Facts.Retiree Count HR Event Facts.Salary Change Count HR Event Facts.Supervisor Change Count HR Event Facts.Supervisor Hire Count HR Event Facts.Supervisor Termination Count HR Event Facts.Termination Count HR Event Facts.Transfer Count Span of Control Facts.Supervisor Span of Control Span of Control Facts.Supervisor Span of Control (Contingent) Span of Control Facts.Supervisor Span of Control (Employee) Time in Service Facts.% Chg Prior Period Average Length of Service (Years) Time in Service Facts.Average Length of Service (Years)

5.7.53

Contingent Worker Headcount / Supervisor Headcount

5.7.54

Employee Headcount / Supervisor Headcount

5.7.55

Percentage change in Average Length of Service compared to prior selected period. Calculation: 100.0 * (Average Length of Service (Years) - Prior Period Average Length of Service (Years) ) / Prior Period Average Length of Service (Years) Length of Service (Years) / Employee Headcount.

5.7.56

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-147

Human Resources Analytics

No 5.7.57

Metric Name Time in Service Facts.Average Period of Placement (Months) Time in Service Facts.Length of Service (Years) Time in Service Facts.Period of Placement (Months) Time in Service Facts.Prior Period Average Length of Service (Years) Time in Service Facts.Prior Period Length of Service (Years) Time in Service Facts.Time in Grade (Days) Time in Service Facts.Time in Job (Days) Time in Service Facts.Time in Organization (Days) Time in Service Facts.Time in Position (Days) Workforce Profile Fact Indicators.Manager Role Indicator Workforce Profile Fact Indicators.Supervisor Indicator Workforce Profile Facts.% Chg Prior Period Employee Headcount Workforce Profile Facts.Active Headcount

Description Period of Placement (months) / Contingent Worker Headcount

5.7.58

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) # months the contingent worker has been active at the enterprise (also known as the contingent worker's tenure measured in months) Prior Period Length of Service (in Years) / Prior Period Employee Headcount.

5.7.59

5.7.60

5.7.61

# years (decimal) the employee has been active at the enterprise (also known as the employee's tenure measured in years) - as of the end of the prior period. Time spent in grade, in days, relative to the selected time period end date. Time spent in job, in days, relative to the selected time period end date. Time spent in organization, in days, relative to the selected time period end date. Time spent in position, in days, relative to the selected time period end date. A flag indicates if an employee is a manager; a manager may or may not supervisor employees. Indicates if the fact record is a supervisor (0/1) as of the fact record snapshot date.

5.7.62 5.7.63 5.7.64 5.7.65 5.7.66

5.7.67

5.7.68

Percentage change in Employee Headcount compared to prior selected period. Calculation: 100.0 * (Employee Headcount - Prior Period Employee Headcount) / Prior Period Employee Headcount Headcount of full time and part time active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. (Employee Headcount + Prior Period Employee Headcount) / 2

5.7.69

5.7.70

Workforce Profile Facts.Average Employee Headcount Workforce Profile Facts.Compa Ratio

5.7.71

Compa Ratio: the employee's base salary divided by average base salary for all employees in this employee's pay grade. Use this metrics with individual employees and a time dimension to see how they are compensated as compared to others in their paygrade. Avoid using this metrics with event type dimension. Total headcount of Contingent Agency/Temporary staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Total headcount of Contingent College Intern staff. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.72

Workforce Profile Facts.Contingent Agency/Temp Headcount Workforce Profile Facts.Contingent College Intern Headcount Workforce Profile Facts.Contingent Worker Headcount

5.7.73

5.7.74

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-148

Human Resources Analytics

No 5.7.75

Metric Name Workforce Profile Facts.Contingent Worker Headcount Ratio Workforce Profile Facts.Contractor Ratio Workforce Profile Facts.Contractors Headcount Workforce Profile Facts.Employee Headcount Workforce Profile Facts.Employee Headcount Ratio Workforce Profile Facts.FTE (Contingent) Workforce Profile Facts.FTE (Employee) Workforce Profile Facts.Full-Time Employee Headcount Workforce Profile Facts.Full-Time Employee Headcount Ratio Workforce Profile Facts.Headcount

Description Ratio of active contingent workers to active workforce.

5.7.76 5.7.77

Ratio of active contractors to active workforce. Number of active contractors, contactors are a sub-category of contingent workers and are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This metric tracks the ratio of employee headcount to all active workforce headcount. The employee ratio indicates the number of salaried employees to the total workforce in the company FTE of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. FTE of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active full time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. This ratio is the ratio of full-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects. Headcount of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Number of active employees that are flaged as managers in employement organization code (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. The average performance rating of all employees. Performance rating is typically given at the end of period as part of a performance review process. Number of active partl time employees (excludes part time employees and contractors, etc...) Aggregation rule is last value when used with Time dimension. Aggregation rule is sum when used with any other dimension. This ratio is the ratio of part-time employee active headcount to all employee active headcount. The number of full-time employees in relation to the total number of employees is a useful metric when staffing shortterm and long-term projects. End of prior period Headcount of active workforce (includes contractors and temporary employees). This excludes employees on leave. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. End of prior period Headcount of active contingent workers, contingent workers are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.78

5.7.79

5.7.80

5.7.81

5.7.82

5.7.83

5.7.84

5.7.85

Workforce Profile Facts.Manager Headcount Workforce Profile Facts.Mean Performance Rating Workforce Profile Facts.Part-Time Employee Headcount Workforce Profile Facts.Part-Time Employee Headcount Ratio Workforce Profile Facts.Prior Period Active Headcount Workforce Profile Facts.Prior Period Contingent Worker Headcount

5.7.86

5.7.87

5.7.88

5.7.89

5.7.90

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-149

Human Resources Analytics

No 5.7.91

Metric Name Workforce Profile Facts.Prior Period Employee Headcount Workforce Profile Facts.Prior Period Headcount

Description End of prior period Headcount of active employees, employees are modelled in the employment dimension. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. End of prior period Headcount of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. Ratio of supervisors to all employees. This counts # employees with direct reports divided by all reports. It is also known as manager span of control and approximates the average number of direct reports that each supervisor manages. Number of active full-time employees that are flaged as supervisors (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. FTE of all workforce including contractors, part time and full time (inactive employees are also included). Use this metric with employment category, job, or position dimension to see # employees in a certain dimension. You can filter for contractors, part time or full time through the Employment Category Description Field. Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum.

5.7.92

5.7.93

Workforce Profile Facts.Supervisor Employee Headcount Ratio Workforce Profile Facts.Supervisor Headcount Workforce Profile Facts.Total FTE

5.7.94

5.7.95

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 5-150

Loyalty Analytics

This chapter describes metrics available in Loyalty Analytics of Oracle Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Loyalty Analytics. Note: All Subject Areas in Loyalty Analytics application, except Partners, have a "-by tier segment" version with extra analysis on Customer segment dimension. All these metric definitions hold good for "-by tier segment" subject areas too.

6.1 Loyalty - Financials

No 6.1.1 Metric Name Loyalty Program Cost Facts.Member Points Monetary Liability Loyalty Program Cost Facts.Quarter Ago Member Points Monetary Liability Net Change Loyalty Program Cost Facts.Redemption Opportunity Cost Loyalty Program Cost Facts.Reward Cost of Partner Products Loyalty Program Cost Facts.Year Ago Member Points Monetary Liability Net Change Loyalty Program Liability Facts.Loyalty Program Liability Loyalty Program Liability Facts.Loyalty Program Liability - Member Cost Loyalty Program Liability Facts.Loyalty Program Liability - Partner Cost Loyalty Program Liability Facts.Quarter Ago Loyalty Program Liability Loyalty Program Liability Facts.Quarter Ago Loyalty Program Liability Net Change Description Member Points Monetary Liability is the monetary equivalent of all outstanding points across all members. Its equal to the number of outstanding points * cost per point Change in member points monetary liability during the last quarter. Member Points Monetary Liability Net Change is all of the available points across all members today minus a quarter ago. Redemption Opportunity Cost is the opportunity cost of all products redeemed against points; currency equivalent of all free products provided as reward/redemptions to date . It is calculated as the number of points * the cost per point retrieved from a flat file, and then add the price amount. Reward Cost of Partner Products is the partner price amount multiplied by the number of points. Change in member points monetary liability during the last year. Member Points Monetary Liability Net Change is all of the available points across all members today minus a year ago. Loyalty Program Liability is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact. This metric is calculated as, number of outstanding points times the Cost Per Point

6.1.2

6.1.3

6.1.4

6.1.5

6.1.6

6.1.7

6.1.8

Loyalty Program Liability - Partner Cost is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact. Loyalty Program Liability, a quarter back. Loyalty Program Liability is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact. Loyalty Program Liability Net Change is the difference between program liability today and a quarter ago

6.1.9

6.1.10

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-151

Loyalty Analytics

No 6.1.11

Metric Name Loyalty Program Liability Facts.Year Ago Loyalty Program Liability Loyalty Program Liability Facts.Year Ago Loyalty Program Liability Net Change Loyalty Program Revenue Facts.# of Service Requests Loyalty Program Revenue Facts.AR from Partners Loyalty Program Revenue Facts.Average Order Size

Description Loyalty Program Liability, an year back. Loyalty Program Liability is Total Points from the Partner Point Block Fact minus Points Consumed from the Point Block Dimension, times the Sale Price in the Partner Point Block Fact. Loyalty Program Liability Net Change is the difference between program liability today and an year ago

6.1.12

6.1.13

Number of service requests

6.1.14 6.1.15

Amount receivable from partners as sale of Loyalty points. Applicable to post-paid partners This metric helps to see what the average member spending is. It is the Order Size divided by the # of Orders. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. . Member Revenue is calculated at the member transaction grain. It is the toal revenue genrated by loyalty program members by participating in the loyalty program. Member Revenue % is the percentage of revenue from the Loyalty Program members to the total revenue. It is calculated as Member Revenue / Total Revenue * 100. Total Revenue is a user input value. Non Member Revenue is the total revenue generated from outside Loyalty programs. It's the revenue from those customers who are not loyalty program members Percentage revenue from customers not enrolled in Loyalty Programs to the total revenue. The Non Member Revenue divided by Total Revenue, multiplied by 100. Total Revenue is a user input value. This metric is calculated at the member transaction grain. When there is an external order number and an amount value against a loyalty transaction, the amount value will be summed; when there is no amount value, this will be calculated as Number of Points times Cost per Point. Partner Revenue is the currency equivalent of all point block points across all partner accounts. It is calculated as the total points times the sales price. The fees/charges collected by the Loyalty Program for various services offered to the Program members. When there is a service revenue for a member, sum the total amount. Total Revenue is input from a flat file. Percentage change in average order size during the last month. It is calculated as the Average Order Size minus the month ago average order size divided the month ago average order size, times 100. Percentage change in member revenue during the last month. % Change Month Ago Member Revenue is the Member Revenue to date minus the month ago member revenue, divided by the month ago member revenue, times 100. % Change Month Ago Non Member Revenue is the Non Member Revenue to date minus the month ago non member revenue, divided by the month ago non member revenue, times 100. Percentage change in average order size during the last quarter. It is calculates as the Average Order Size minus the quarter ago average order size divided the quarter ago average order size, times 100.

6.1.16 6.1.17

Loyalty Program Revenue Facts.Member Revenue Loyalty Program Revenue Facts.Member Revenue % Loyalty Program Revenue Facts.Non Member Revenue Loyalty Program Revenue Facts.Non Member Revenue % Loyalty Program Revenue Facts.Order Size

6.1.18

6.1.19

6.1.20

6.1.21 6.1.22

Loyalty Program Revenue Facts.Partner Revenue Loyalty Program Revenue Facts.Services Revenue Loyalty Total Revenue Input Facts.Total Revenue MAGO.% Change in Month Ago Average Order Size MAGO.% Change Month Ago Member Revenue MAGO.% Change Month Ago Non Member Revenue QAGO.% Change in Quarter Ago Average Order Size

6.1.23 6.1.24

6.1.25

6.1.26

6.1.27

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-152

Loyalty Analytics

No 6.1.28

Metric Name QAGO.% Change Quarter Ago Member Revenue QAGO.% Change Quarter Ago Non Member Revenue YAGO.% Change in Year Ago Average Order Size YAGO.% Change Year Ago Member Revenue YAGO.% Change Year Ago Non Member Revenue

Description Percentage change in member revenue during the last quarter. % Change Quarter Ago Member Revenue is the Member Revenue to date minus the quarter ago member revenue, divided by the quarter ago member revenue, times 100. Percentage change in non-member revenue during the last quarter. It is calculated as Non Member Revenue to date minus the quarter ago non member revenue, divided by the quarter ago non member revenue, times 100. Percentage change in average order size during the last year. It is calculate as the Average Order Size minus the year ago average order size divided the year ago average order size, times 100. Percentage change in member revenue during the last year. It's calculated as the Member Revenue to date minus the year ago member revenue, divided by the year ago member revenue, times 100. Percentage change in non-member revenue during the last year. It is calculated as Non Member Revenue to date minus year ago non member revenue, divided by the year ago non member revenue, times 100.

6.1.29

6.1.30

6.1.31

6.1.32

6.2 Loyalty - Members

No 6.2.1 6.2.2 Metric Name Loyalty Member Facts.# of Cancelled Members Loyalty Member Facts.# of Inactive Members Loyalty Member Facts.# of Members Loyalty Member Facts.# of Members 180 Days Moving Avg Loyalty Member Facts.# of Members in Millions Loyalty Member Facts.# of Members in Thousand Loyalty Member Facts.# of New Members Loyalty Member Facts.Enrollment Growth Rate Loyalty Member Point Facts.# of Points Accrued Loyalty Member Point Facts.# of Points Expired Loyalty Member Point Facts.# of Points Loaned Loyalty Member Point Facts.# of Points Redeemed Description Number of loyalty program members with status CANCELLED Number of members with a valid membership status but have not done any transaction in the past N number of days, where N is defined by the repository static variable LOY_NUM_OF_DAYS Number of members enrolled in the loyalty program, with a valid membership status # of members enrolled into the loyalty program, expressed as moving average for 6 months # of Members expressed in millions # of Members expressed in thousands # of members newly enrolled into the program within the selected time period New Members / # total members * 100

6.2.3 6.2.4

6.2.5 6.2.6 6.2.7 6.2.8

6.2.9 6.2.10 6.2.11 6.2.12

Total number of points accrued # of Points Expired are those redemption records which have an expired flag of 'Y'. The redemption type is 'Expired'. # of Points Loaned is the sum of the Number of Points (Accrued) where the transaction sub type is 'Loan'. Total number of points redeemed

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-153

Loyalty Analytics

No 6.2.13

Metric Name Loyalty Member Point Facts.Average # of Accrued Points Loyalty Member Point Facts.Average # of Expired Points Loyalty Member Point Facts.Average # of Redeemed Points Loyalty Member Point Facts.Burning Rate % Loyalty Member Point Facts.Earning Rate % Loyalty Member Point Facts.Expiration Rate % Loyalty Member Point Facts.Member Points Balance Loyalty Member Point Facts.Outstanding Member Point Balance Loyalty Member Tier Movement Facts.# of Members Moved to Higher Tier Loyalty Member Tier Movement Facts.# of Members Moved to Lower Tier Loyalty Member Tier Movement Facts.Avg Time to Move to a Higher Tier (in Days) Loyalty Member Tier Movement Facts.Avg Time to Move to a Tier (in Days) MAGO Points Facts.% Change Month Ago Burning Rate MAGO Points Facts.% Change Month Ago Earning Rate MAGO Points Facts.% Change Month Ago Expiration Rate MAGO Points Facts.Month # of Points Expiring MAGO Points Facts.Quarter Ago Member Points Balance Change

Description Average # of Accrued Points is the sum of the Number of Points Accrued divided by count of members. Average # of Expired Points is the sum of the Number of Points (Redeemed Value) where Expired Flag is 'Y' & Redemption Type is 'Expired', divided by count of members. Average # of Redeemed Points is the sum of the Number of rdeemed Points divided by count of members. Burning Rate % is the rate at which members are burning points. It is the # of points Redeemed / # points earned * 100. Earning Rate % is the rate at which members are earning points. It is the # of points Accrued / Member Points Balance * 100. Expiration Rate % is the rate at which points are expiring. It is the # of points Expired divided by the Member Points Balance * 100. Member Points Balance is the point balance (available points) in all members accounts. It is the # of points accrued minus the # of points redeemed minus # of points expired. Running sum of Member Point Balance. Total outstanding member point balance

6.2.14

6.2.15

6.2.16 6.2.17 6.2.18 6.2.19

6.2.20

6.2.21

Total number of members moving up in the tier hierarchy

6.2.22

Total number of members moving down in the tier hierarchy

6.2.23

Average time it takes for the members to move from one tier to another higher tier, in days

6.2.24

Average time it takes for the members to move from one tier to another, in days

6.2.25

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a month ago, divided by the # of points Redeemed a month ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a month ago, divided by the # of points Accrued a month ago. Itis the # of points Expired today minus the # of points Expired a month ago, divided by the # of points Expired a month ago. This is the number of points expiring within the next month. Change in member point balance during the last quarter

6.2.26

6.2.27

6.2.28 6.2.29

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-154

Loyalty Analytics

No 6.2.30

Metric Name Member Value Facts.Member Profitability Member Value Facts.Value Score Member Value Facts.Yield

Description 'Difference between the revenue earned from and the cost associated with a member. As with other group ranking metrics, group the members into different buckets and assign a rank to the group' Member Value at a given point in time. This metric is sourced directly from transactional application attribute, value score. Yield is typically used by Airlines. It is calculated as revenue earned per mile. The calculation for yield provided out of the box is just as an example. This logic should be changed based on the business needs. Calculation provided out of the box uses points instead of miles. Metric is defined as Total # of Points Accrued / Revenue. Total number of customers, including loyalty program members Total number of customers who are not loyalty program members Change in member to customer ratio during last year

6.2.31 6.2.32

6.2.33 6.2.34 6.2.35

Non Members Facts.# of Customers Non Members Facts.# of Non Members Non Members Facts.% Change Year Ago Member to Customer Ratio Non Members Facts.Member to Customer Ratio Non Members Facts.Year Ago Member to Customer Ratio QAGO Member Facts.% Change Quarter Ago # of Members QAGO Member Facts.% Change Quarter Ago Enrollment Growth Rate QAGO Member Facts.Quarter Ago # of Cancelled Members QAGO Member Facts.Quarter Ago # of Members QAGO Member Facts.Quarter Ago Enrollment Growth Rate QAGO Points Facts.% Change Quarter Ago Burning Rate QAGO Points Facts.% Change Quarter Ago Earning Rate QAGO Points Facts.% Change Quarter Ago Expiration Rate QAGO Points Facts.% Change Quarter Ago Member Point Balance QAGO Points Facts.Quarter # of Points Expiring

6.2.36

Ratio of loyalty program members to total customers

6.2.37

Ratio of members to total customers, an year back

6.2.38

Percentage change in number of loyalty program members during last quarter

6.2.39

Percentage change in enrollemnt growth during last quarter

6.2.40

Number of members dropped out of the program one quarter back

6.2.41

Number of program members, aquarter ago

6.2.42

Enrollment Growth rate that the program had, a quarter ago

6.2.43

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a quarter ago, divided by the # of points Redeemed a quarter ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a quarter ago, divided by the # of points Accrued a quarter ago. It is the # of points Expired today minus the # of points Expired a quarter ago, divided by the # of points Expired a quarter ago. Percentage change in member point balance during the last quarter. It is calculated as the current balance minus the balance a quarter ago, divided by the balance a quarter ago, times 100. This is the number of points expiring within the next quarter.

6.2.44

6.2.45

6.2.46

6.2.47

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-155

Loyalty Analytics

No 6.2.48

Metric Name QAGO Points Facts.Quarter Ago Member Points Balance Decrease QAGO Points Facts.Quarter Ago Member Points Balance Increase WAGO Points Facts.Week # of Points Expiring YAGO Member Facts.% Change Year Ago # of Members YAGO Member Facts.% Change Year Ago Enrollment Growth Rate YAGO Member Facts.Year Ago # of Cancelled Members YAGO Member Facts.Year Ago # of Members YAGO Member Facts.Year Ago Enrollment Growth Rate YAGO Member Facts.Year Ago Value Score YAGO Points Facts.% Change Year Ago Burning Rate YAGO Points Facts.% Change Year Ago Earning Rate YAGO Points Facts.% Change Year Ago Expiration Rate YAGO Points Facts.% Change Year Ago Member Point Balance YAGO Points Facts.Year # of Points Expiring YAGO Points Facts.Year Ago Member Points Balance Change YAGO Points Facts.Year Ago Member Points Balance Decrease YAGO Points Facts.Year Ago Member Points Balance Increase

Description Quarter Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a quarter ago. Quarter Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a quarter ago. This is the number of points expiring within the next week. Percentage change in number of loyalty program members during last year

6.2.49

6.2.50 6.2.51

6.2.52

Percentage change in enrollemnt growth during last year

6.2.53

Number of loyalty program members with status CANCELLED

6.2.54 6.2.55

Total number of program members, an year back Member Enrollment Growth rate, an year ago

6.2.56 6.2.57

Customer value score , an year back Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a year ago, divided by the # of points Redeemed a year ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a year ago, divided by the # of points Accrued a year ago. It is the # of points Expired today minus the # of points Expired a year ago, divided by the # of points Expired a year ago. Percentage change in member point balance during the last year. It is calculated as the current balance minus the balance a year ago, divided by the balance a year ago, times 100. This is the number of points expiring within the next year. Change in member point balance during the last year.

6.2.58

6.2.59

6.2.60

6.2.61 6.2.62

6.2.63

Year Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a year ago. Member Point Balance increase during the last year Year Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a year ago.

6.2.64

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-156

Loyalty Analytics

6.3 Loyalty - Partners

No 6.3.1 6.3.2 Metric Name Loyalty Partner Facts.# of Partners Loyalty Partner Facts.Invoice Billed Amount Loyalty Partner Facts.Partner Account Point Balance Loyalty Partner Facts.Partner Account Point Balance Increase Loyalty Partner Facts.Partner Account Points Balance Decreased Loyalty Partner Facts.Partner Points Liability Loyalty Partner Facts.Total # of Point Block Points QAGO.Quarter Ago Partner Point Balance QAGO.Quarter Ago Partner Point Balance Net Change QAGO.Quarter Ago Partner Points Liability Description Total # of partners Amount billed to partner for sale of loyalty points, applicable to pre-paid partners

6.3.3

Total # of points balance in partner accounts

6.3.4

increase in the points in partner accounts since the last time (Additonal points purchased by partners and Points returned back to the partner account (point blocks actually) as a result of cancellation / accrual reversal) decrease in the points in partner accounts since the last time (points debited to partner account as a result of accruals) Currency equivalent of point balance in partner accounts. Calculate the currency equivalent for all the points in Partner account based on Point Types and cost per point. Applicable to post-paid partners Total number points available in the partner point block Net change in the points in partner accounts for quater ago (points debited to partner account as a result of accruals) Change in Partner point balance during the last quarter Partner points liability, an year back. Partner points liability is the currency equivalent of point balance in partner accounts. Calculate the currency equivalent for all the points in Partner account based on Point Types and cost per point. Applicable to post-paid partners Change in Partner point balance during the last quarter Partner point balance, an year back Change in partner point balance during the last year Partner points liability, an year back Change in Partner points liability during the last year

6.3.5

6.3.6

6.3.7 6.3.8

6.3.9 6.3.10

6.3.11 6.3.12 6.3.13 6.3.14 6.3.15

QAGO.Quarter Ago Partner Points Liability Net Change YAGO.Year Ago Partner Point Balance YAGO.Year Ago Partner Point Balance Net Change YAGO.Year Ago Partner Points Liability YAGO.Year Ago Partner Points Liability Net Change

6.4 Loyalty - Programs

No 6.4.1 Metric Name Loyalty Member Facts.# of Cancelled Members Description Number of loyalty program members with status CANCELLED

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-157

Loyalty Analytics

No 6.4.2

Metric Name Loyalty Member Facts.# of Inactive Members Loyalty Member Facts.# of Members Loyalty Member Facts.# of Members 180 Days Moving Avg Loyalty Member Facts.# of Members in Millions Loyalty Member Facts.# of Members in Thousand Loyalty Member Facts.# of New Members Loyalty Member Facts.Enrollment Growth Rate Loyalty Member Point Facts.# of Points Accrued Loyalty Member Point Facts.# of Points Expired Loyalty Member Point Facts.# of Points Loaned Loyalty Member Point Facts.# of Points Redeemed Loyalty Member Point Facts.Average # of Accrued Points Loyalty Member Point Facts.Average # of Expired Points Loyalty Member Point Facts.Average # of Redeemed Points Loyalty Member Point Facts.Burning Rate % Loyalty Member Point Facts.Earning Rate % Loyalty Member Point Facts.Expiration Rate % Loyalty Member Point Facts.Member Points Balance Loyalty Member Point Facts.Outstanding Member Point Balance Loyalty Transaction Facts.# of Transactions Loyalty Transaction Facts.# of Transactions in Millions

Description Number of members with a valid membership status but have not done any transaction in the past N number of days, where N is defined by the repository static variable LOY_NUM_OF_DAYS Count number of members enrolled in a loyalty program, where the membership is currently valid # of members enrolled into the loyalty program, expressed as moving average for 6 months Total number of program members, expressed in Millions # of Members expressed in thousands # of members newly enrolled into the program within the selected time period New Members / # total members * 100

6.4.3 6.4.4

6.4.5 6.4.6 6.4.7 6.4.8

6.4.9 6.4.10 6.4.11 6.4.12

# of Points Accrued is the sum of Number of Points (Accrualed Value). # of Points Expired are those redemption records which have an expired flag of 'Y'. The redemption type is 'Expired'. # of Points Loaned is the sum of the Number of Points (Accrualed Value) where the transaction sub type is 'Loan'. # of Points Redeemed is the sum of Number of Points (Redeemed Value) excludes expired points. Average # of Accrued Points is the sum of the Number of Points (Accrualed Value) divided by count of members. Average # of Expired Points is the sum of the Number of Points (Redeemed Value) where Expired Flag is 'Y'; Redemption Type is 'Expired', divided by count of members. Average # of Redeemed Points is the sum of the Number of Points (Redeemed Value) divided by count of members. Burning Rate % is the rate at which members are burning points. It is the # of points Redeemed divided by the Member Points Balance, times 100. Earning Rate % is the rate at which members are earning points. It is the # of points Accrued divided by the Member Points Balance. Expiration Rate % is the rate at which points are expiring. It is the # of points Expired divided by the Member Points Balance. Member Points Balance is the point balance (available points) in all members accounts. It is the # of points accrued minus the # of points redeemed minus # of points expired. Running sum of Member Point Balance. Total outstanding member point balance

6.4.13

6.4.14

6.4.15

6.4.16 6.4.17 6.4.18 6.4.19

6.4.20

6.4.21 6.4.22

Total number of transactions that the program members participated in. Number of Transactions expressed in Millions.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-158

Loyalty Analytics

No 6.4.23

Metric Name Loyalty Transaction Facts.# of Transactions in Thousands Loyalty Transaction Facts.# of Vouchers Loyalty Transaction Facts.Average # of Transactions MAGO Points Facts.% Change Month Ago Burning Rate MAGO Points Facts.% Change Month Ago Earning Rate MAGO Points Facts.% Change Month Ago Expiration Rate MAGO Points Facts.Month # of Points Expiring MAGO Points Facts.Quarter Ago Member Points Balance Change MAGO Transaction Facts.% Change in Month Ago # of Transactions MAGO Transaction Facts.Month Ago # of Transactions Member Value Facts.Frequency Score

Description Number of Transactions expressed in thousands

6.4.24 6.4.25

# of Vouchers is the count of the Vouchers, issued over time, collected via the Activity Fact. Total Number of transactions across the programs divided by the total number of transactions per program. Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a month ago, divided by the # of points Redeemed a month ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a month ago, divided by the # of points Accrued a month ago. Expiration Rate % Change is the # of points Expired today minus the # of points Expired a month ago, divided by the # of points Expired a month ago, expressed as percentage. This is the number of points expiring within the next month. Change in member point balance during the last quarter

6.4.26

6.4.27

6.4.28

6.4.29 6.4.30

6.4.31

% Change in Month Ago # of Transactions is the # of transactions minus the month ago # of transactions, divided by the month ago # of transactions, times 100. Total number of transactions, a month back

6.4.32

6.4.33

Frequency Score metric will classify the entire members with a valid membership status into 6 buckets based on the frequency of transactions and assign a rank from 1 -10, 10 being the best. Calculation provided out of the box is as follows: # of Transactions in the last year relative to current date(Related Score) > 20 (10) > 15 and < 20 (8) > 10 and < 15 (5) > 5 and < 10 (3) > 2 and < 5 (2) 0 or 1 (1)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-159

Loyalty Analytics

No 6.4.34

Metric Name Member Value Facts.Monetary Value

Description Based on the member revenue generated last year, the members are grouped into 10 buckets and members in each decile gets a rank, 10 being the highest and 1 the lowest rank Calculation provided out of the box is as follows: The Member Revenue in decile (Related Score) = 1st decile (10) = 2nd decile (9) = 3rd decile (8) = 4th decile (7) = 5th decile (6) = 6th decile (5) = 7th decile (4) = 8th decile (3) = 9th decile (2) = 10th decile (1) Member Value at a given point in time This field is sourced from Siebel OLTP, directly. Not calculated on the BI side Yield is typically used by Airlines. It is calculated as number of miles flown for each dollar the member spends with the company. This is same as miles per dollar. Calculation provided out of the box uses points instead of miles. Total # of Points Accrued / Revenue. Percentage change in membership in the one last quarter

6.4.35 6.4.36

Member Value Facts.Value Score Member Value Facts.Yield

6.4.37

QAGO Member Facts.% Change Quarter Ago # of Members QAGO Member Facts.% Change Quarter Ago Enrollment Growth Rate QAGO Member Facts.Quarter Ago # of Members QAGO Member Facts.Quarter Ago Enrollment Growth Rate QAGO Points Facts.% Change Quarter Ago Burning Rate QAGO Points Facts.% Change Quarter Ago Earning Rate QAGO Points Facts.% Change Quarter Ago Expiration Rate QAGO Points Facts.% Change Quarter Ago Member Point Balance QAGO Points Facts.Quarter # of Points Expiring QAGO Points Facts.Quarter Ago Member Points Balance Decrease

6.4.38

Percentage change in membership growth rate in the last quarter

6.4.39

Number of members the program had one quarter back

6.4.40

Enrollment Growth rate that the program had, a quarter ago

6.4.41

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a quarter ago, divided by the # of points Redeemed a quarter ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a quarter ago, divided by the # of points Accrued a quarter ago. Expiration Rate % Change is the # of points Expired today minus the # of points Expired a quarter ago, divided by the # of points Expired a quarter ago. % Change Quarter Ago Member Point Balance is the current balance minus the balance a quarter ago, divided by the balance a quarter ago, times 100. This is the number of points expiring within the next quarter.

6.4.42

6.4.43

6.4.44

6.4.45

6.4.46

Quarter Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a quarter ago.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-160

Loyalty Analytics

No 6.4.47

Metric Name QAGO Points Facts.Quarter Ago Member Points Balance Increase QAGO Transaction Facts.% Change in Quarter Ago # of Transactions QAGO Transaction Facts.% Change in Quarter Ago # of Vouchers QAGO Transaction Facts.Quarter Ago # of Transactions QAGO Transaction Facts.Quarter Ago # of Vouchers WAGO Points Facts.Week # of Points Expiring YAGO Member Facts.% Change Year Ago # of Members YAGO Member Facts.% Change Year Ago Enrollment Growth Rate YAGO Member Facts.Year Ago # of Members YAGO Member Facts.Year Ago Enrollment Growth Rate YAGO Member Facts.Year Ago Value Score YAGO Points Facts.% Change Year Ago Burning Rate YAGO Points Facts.% Change Year Ago Earning Rate YAGO Points Facts.% Change Year Ago Expiration Rate YAGO Points Facts.% Change Year Ago Member Point Balance YAGO Points Facts.Year # of Points Expiring YAGO Points Facts.Year Ago Member Points Balance Change YAGO Points Facts.Year Ago Member Points Balance Decrease

Description Quarter Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a quarter ago. % Change in Quarter Ago # of Transactions is the # of transactions minus the quarter ago # of transactions, divided by the quarter ago # of transactions, times 100. % Change in Quarter Ago # of Vouchers is the # of vouchers minus the # of vouchers a quarter ago divided by the # of vouchers a quarter ago, times 100. Total number of transactions, a quarter back

6.4.48

6.4.49

6.4.50

6.4.51

# of vouchers issued, an quarter ago

6.4.52 6.4.53

This is the number of points expiring within the next week. Percentage change in loyalty program membership in the one last year

6.4.54

Percentage change in membership growth rate in the last year

6.4.55 6.4.56

Number of members the program had one year back Enrollment Growth rate that the program had, an year ago

6.4.57 6.4.58

Customer value score , an year back Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a year ago, divided by the # of points Redeemed a year ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a year ago, divided by the # of points Accrued a year ago. Expiration Rate % Change is the # of points Expired today minus the # of points Expired a year ago, divided by the # of points Expired a year ago. % Change Year Ago Member Point Balance is the current balance minus the balance a year ago, divided by the balance a year ago, times 100. This is the number of points expiring within the next year. Year Ago Member Points Balance Change is the net change between Points Balance Increase a year ago and Points Balance Decrease a year ago. Year Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a year ago.

6.4.59

6.4.60

6.4.61

6.4.62 6.4.63

6.4.64

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-161

Loyalty Analytics

No 6.4.65

Metric Name YAGO Points Facts.Year Ago Member Points Balance Increase YAGO Transaction Facts.% Change in Year Ago # of Transactions YAGO Transaction Facts.% Change in Year Ago # of Vouchers YAGO Transaction Facts.Year Ago # of Transactions YAGO Transaction Facts.Year Ago # of Vouchers

Description Year Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a year ago. % Change in Year Ago # of Transactions is the # of transactions minus the year ago # of transactions, divided by the year ago # of transactions, times 100. % Change in Year Ago # of Vouchers is the # of vouchers minus the # of vouchers a year ago divided by the # of vouchers a year ago, times 100. Total number of transactions, an year back

6.4.66

6.4.67

6.4.68

6.4.69

# of vouchers issued, an year ago

6.5 Loyalty - Promotions

No 6.5.1 6.5.2 6.5.3 Metric Name Loyalty Promotion Facts.# of Enrollees Loyalty Promotion Facts.# of Promotions Loyalty Promotion Facts.# of Responders for Accrual Loyalty Promotion Facts.# of Responders for Redemption Loyalty Promotion Facts.Promotion Response Rate Description Total # of members who are enrolled in a promotion. A count of the members. This is the count of the number of promotions. Total # of members who took advantage of a promotion, by means of creating a transaction and associated Accrual Items. When a promotion exists, count the number of transactions for that promotion. Total # of members who took advantage of a promotion, by means of creating a transaction and associated Redemption Items. When a promotion exists, count the number of transactions for that promotion. Comparison of the # of members targeted in a promotion versus the # of members who leveraged the promotion. # of Responders for Accrual divided by the # of Enrollees, times 100.

6.5.4

6.5.5

6.6 Loyalty - Transactions

No 6.6.1 6.6.2 6.6.3 6.6.4 Metric Name Loyalty Member Point Facts.# of Points Accrued Loyalty Member Point Facts.# of Points Expired Loyalty Member Point Facts.# of Points Loaned Loyalty Member Point Facts.# of Points Redeemed Description # of Points Accrued is the sum of Number of Points (Accrualed Value). Number of Points Expired .are those redemption records which have an expired flag of 'Y'. The redemption type is 'Expired'. # of Points Loaned is the sum of the Number of Points where the transaction sub type is 'Loan'. # of Points Redeemed is the sum of Number of Points (Redeemed Value) excludes expired points.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-162

Loyalty Analytics

No 6.6.5

Metric Name Loyalty Member Point Facts.Average # of Accrued Points Loyalty Member Point Facts.Average # of Expired Points Loyalty Member Point Facts.Average # of Redeemed Points Loyalty Member Point Facts.Burning Rate % Loyalty Member Point Facts.Earning Rate % Loyalty Member Point Facts.Expiration Rate % Loyalty Member Point Facts.Member Points Balance Loyalty Member Point Facts.Outstanding Member Point Balance Loyalty Program Revenue Facts.# of Service Requests Loyalty Program Revenue Facts.AR from Partners Loyalty Program Revenue Facts.Average Order Size

Description Average # of Accrued Points is the sum of the Number of Points (Accrualed Value) divided by count of members. Average # of Expired Points is the sum of the Expired Points divided by count of members. Average # of Redeemed Points is the sum of the Number of Points (Redeemed Value) divided by count of members. Burning Rate % is the rate at which members are burning points. It is the # of points Redeemed divided by the Member Points Balance, times 100. Earning Rate % is the rate at which members are earning points. It is the # of points Accrued divided by the Member Points Balance. Expiration Rate % is the rate at which points are expiring. It is the # of points Expired divided by the Member Points Balance * 100. Member Points Balance is the point balance (available points) in all member accounts. It is the # of points accrued minus the # of points redeemed minus number of point expired. Running sum of Member Point Balance. Total outstanding member point balance

6.6.6

6.6.7

6.6.8 6.6.9 6.6.10 6.6.11

6.6.12

6.6.13

Number of service requests

6.6.14 6.6.15

Amount receivable from partners as sale of Loyalty points. Accual Item Number of Points (Accrualed Value) times cost per point. This metric helps to see what the average spending is. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. It is the Order Size divided by the # of Orders. Member Revenue is calculated at the member transaction grain. It is the toal revenue genrated by loyalty program members by participating in the loyalty program. Member Revenue % is the percentage of revenue from the Loyalty Program members to the total revenue. The Member Revenue divided by Total Revenue, multiplied by 100. Total Revenue is a user input value. Non Member Revenue is the total revenue generated from outside Loyalty programs. It's the revenue from those customers who are not loyalty program members Non Member Revenue % is percentage revenue from people not enrolled in Loyalty Programs to the total revenue. The Non Member Revenue divided by Total Revenue, multiplied by 100. Total Revenue is a user input value. When there is an external order number and an amount value, the amount value will be summed. When there is no amount value, this will be calculated as Number of Points times Cost per Point. Partner Revenue is all the available points across all partner accounts. It is calculated as the total points times the sales price. The fees/charges collected by the Loyalty Program for various services offered to the Program members. When there is a service request for a member, sum the total amount. Overall revenue of the firm. Total Revenue is input from a flat file.

6.6.16 6.6.17

Loyalty Program Revenue Facts.Member Revenue Loyalty Program Revenue Facts.Member Revenue % Loyalty Program Revenue Facts.Non Member Revenue Loyalty Program Revenue Facts.Non Member Revenue % Loyalty Program Revenue Facts.Order Size Loyalty Program Revenue Facts.Partner Revenue Loyalty Program Revenue Facts.Services Revenue Loyalty Program Revenue Facts.Total Revenue

6.6.18

6.6.19

6.6.20

6.6.21 6.6.22

6.6.23

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-163

Loyalty Analytics

No 6.6.24 6.6.25 6.6.26

Metric Name Loyalty Transaction Facts.# of Transactions Loyalty Transaction Facts.# of Transactions in Millions Loyalty Transaction Facts.# of Transactions in Thousands Loyalty Transaction Facts.# of Vouchers Loyalty Transaction Facts.Average # of Transactions MAGO Points Facts.% Change Month Ago Burning Rate MAGO Points Facts.% Change Month Ago Earning Rate MAGO Points Facts.% Change Month Ago Expiration Rate MAGO Points Facts.Month # of Points Expiring MAGO Revenue Facts.% Change in Month Ago Average Order Size MAGO Revenue Facts.% Change Month Ago Member Revenue MAGO Revenue Facts.% Change Month Ago Non Member Revenue MAGO Revenue Facts.Month Ago Average Order Size

Description Total number of transactions that the program members participated in # of Transactions expressed in millions # of Transactions expressed in thousands

6.6.27 6.6.28

# of Vouchers is the count of the Vouchers, issued over time Total Number of transactions across the programs divided by the total number of transactions per program. Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a month ago, divided by the # of points Redeemed a month ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a month ago, divided by the # of points Accrued a month ago. Expiration Rate % Change is the # of points Expired today minus the # of points Expired a month ago, divided by the # of points Expired a month ago. This is the number of points expiring within the next month. % Change in Month Ago Average Order Size is the Average Order Size minus the month ago average order size divided the month ago average order size, times 100. % Change in member revenue during the last month.

6.6.29

6.6.30

6.6.31

6.6.32 6.6.33

6.6.34

6.6.35

% Change Month Ago Non Member Revenue is the Non Member Revenue to date minus the month ago non member revenue, divided by the month ago non member revenue, times 100. This metric helps to see what the average spending is. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. Member Revenue, a month ago

6.6.36

6.6.37

MAGO Revenue Facts.Month Ago Member Revenue MAGO Revenue Facts.Month Ago Member Revenue % MAGO Revenue Facts.Month Ago Non Member Revenue MAGO Transaction Facts.% Change in Month Ago # of Transactions

6.6.38

Percentage of Member Revenue to Overall revenue, an year ago

6.6.39

Non Member Revenue is the total revenue generated from outside Loyalty programs. When a member does not exist for a given revenue transaction, and an external order number exists, then sum the number of points times cost per point. If an external order number does not exist, sum the total amount. Percentage change in transactions in the last month. Calculated as (# of transactions - Month ago # of transactions) /Month ago # of transactions * 100

6.6.40

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-164

Loyalty Analytics

No 6.6.41

Metric Name MAGO Transaction Facts.Month Ago # of Transactions QAGO Points Facts.% Change Quarter Ago Burning Rate QAGO Points Facts.% Change Quarter Ago Earning Rate QAGO Points Facts.% Change Quarter Ago Expiration Rate QAGO Points Facts.% Change Quarter Ago Member Point Balance QAGO Points Facts.Quarter # of Points Expiring QAGO Points Facts.Quarter Ago Member Points Balance Decrease QAGO Points Facts.Quarter Ago Member Points Balance Increase QAGO Revenue Facts.% Change in Quarter Ago Average Order Size QAGO Revenue Facts.% Change Quarter Ago Member Revenue QAGO Revenue Facts.% Change Quarter Ago Non Member Revenue QAGO Revenue Facts.Quarter Ago Average Order Size

Description Total number of Transactions associated to the loyalty program, a month back

6.6.42

Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a quarter ago, divided by the # of points Redeemed a quarter ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a quarter ago, divided by the # of points Accrued a quarter ago. Expiration Rate % Change is the # of points Expired today minus the # of points Expired a quarter ago, divided by the # of points Expired a quarter ago. % Change Quarter Ago Member Point Balance is the current balance minus the balance a quarter ago, divided by the balance a quarter ago, times 100. This is the number of points expiring within the next quarter.

6.6.43

6.6.44

6.6.45

6.6.46

6.6.47

Year Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a year ago. Quarter Ago Member Points Balance Increase is the # of points credited to the member accounts since the last time. It is the # of points Accrued today minus the # of points Accrued a quarter ago. % Change in Quarter Ago Average Order Size is the Average Order Size minus the quarter ago average order size divided the quarter ago average order size, times 100. % Change in member revenue during the last quarter

6.6.48

6.6.49

6.6.50

6.6.51

% Change Quarter Ago Non Member Revenue is the Non Member Revenue to date minus the quarter ago non member revenue, divided by the quarter ago non member revenue, times 100. This metric helps to see what the average spending is. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. Member Revenue, a quarter ago

6.6.52

6.6.53

QAGO Revenue Facts.Quarter Ago Member Revenue QAGO Revenue Facts.Quarter Ago Member Revenue % QAGO Revenue Facts.Quarter Ago Non Member Revenue QAGO Transaction Facts.% Change in Quarter Ago # of Transactions

6.6.54

Percentage of Member Revenue to Overall revenue, a quarter ago

6.6.55

Non Member Revenue is the total revenue generated from outside Loyalty programs. When a member does not exist for a given revenue transaction, and an external order number exists, then sum the number of points times cost per point. If an external order number does not exist, sum the total amount. Percentage change in transactions in the last quarter. Calculated as (# of transactions - Quarter Ago # of transactions) /Quarter ago # of transactions * 100

6.6.56

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-165

Loyalty Analytics

No 6.6.57

Metric Name QAGO Transaction Facts.% Change in Quarter Ago # of Vouchers QAGO Transaction Facts.Quarter Ago # of Transactions QAGO Transaction Facts.Quarter Ago # of Vouchers WAGO Points Facts.Week # of Points Expiring YAGO Points Facts.% Change Year Ago Burning Rate YAGO Points Facts.% Change Year Ago Earning Rate YAGO Points Facts.% Change Year Ago Expiration Rate YAGO Points Facts.% Change Year Ago Member Point Balance YAGO Points Facts.Year # of Points Expiring YAGO Points Facts.Year Ago Member Points Balance Change YAGO Points Facts.Year Ago Member Points Balance Decrease YAGO Points Facts.Year Ago Member Points Balance Increase YAGO Revenue Facts.% Change in Year Ago Average Order Size YAGO Revenue Facts.% Change Year Ago Member Revenue YAGO Revenue Facts.% Change Year Ago Non Member Revenue YAGO Revenue Facts.Year Ago Average Order Size

Description Percentage change in number of vouchers issued during last quarter. Its calculated as ( # of vouchers - # of vouchers a quarter ago) / # of vouchers a quarter ago * 100. Total number of Transactions associated to the loyalty program, a quarter back

6.6.58

6.6.59

# of vouchers issued, an quarter ago

6.6.60 6.6.61

This is the number of points expiring within the next week. Burning Rate % Change is the # of points Redeemed today minus the # of points Redeemed a year ago, divided by the # of points Redeemed a year ago. Earning Rate % Change is the # of points Accrued today minus the # of points Accrued a year ago, divided by the # of points Accrued a year ago. Expiration Rate % Change is the # of points Expired today minus the # of points Expired a year ago, divided by the # of points Expired a year ago. Percentage change in member point balance during the last year. It is calculated as the current balance minus the balance a year ago, divided by the balance a year ago, times 100 This is the number of points expiring within the next year. Change in member point balance during the last year

6.6.62

6.6.63

6.6.64

6.6.65 6.6.66

6.6.67

Year Ago Member Points Balance Decrease is the # of points debited to the member accounts since the last time. It is the # of points Redeemed today minus the # of points Redeemed a year ago. Member Point Balance increase during the last year

6.6.68

6.6.69

% Change in Year Ago Average Order Size is the Average Order Size minus the year ago average order size divided the year ago average order size, times 100. % Change in member revenue during the last year

6.6.70

6.6.71

% Change Year Ago Non Member Revenue is the Non Member Revenue to date minus the year ago non member revenue, divided by the year ago non member revenue, times 100. This metric helps to see what the average spending is. If there is an external order number and an amount value, the amount value will be summed and divided by the count of external order numbers. When there is no amount value, the number of points times cost per point will be summed and divided by the count of external order numbers. Member Revenue, an year ago Percentage of Member Revenue to Overall revenue, an year ago

6.6.72

6.6.73 6.6.74

YAGO Revenue Facts.Year Ago Member Revenue YAGO Revenue Facts.Year Ago Member Revenue %

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-166

Loyalty Analytics

No 6.6.75

Metric Name YAGO Revenue Facts.Year Ago Non Member Revenue

Description Non Member Revenue is the total revenue generated from outside Loyalty programs. When a member does not exist for a given revenue transaction, and an external order number exists, then sum the number of points times cost per point. If an external order number does not exist, sum the total amount. % Change in Year Ago # of Transactions is the # of transactions minus the year ago # of transactions, divided by the year ago # of transactions, times 100. % Change in Year Ago # of Vouchers is the # of vouchers minus the # of vouchers a year ago divided by the # of vouchers a year ago, times 100. Number of Transactions, an year ago.

6.6.76

YAGO Transaction Facts.% Change in Year Ago # of Transactions YAGO Transaction Facts.% Change in Year Ago # of Vouchers YAGO Transaction Facts.Year Ago # of Transactions YAGO Transaction Facts.Year Ago # of Vouchers

6.6.77

6.6.78

6.6.79

# of Vouchers is the count of the Vouchers, issued over time, iin the Voucher Dimension.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 6-167

Manufacturing Analytics

Manufacturing Analytics

This chapter describes metrics available in Manufacturing Analytics of Oracle Business Intelligence Applications 7.9.6.4 Subsections of this chapter correspond to different Subject Areas in Manufacturing Analytics.

7.1 Manufacturing - Actual Production

No 7.1.1 7.1.2 7.1.3 Metric Name Fact - Actual Production.Produced Quantity Fact - Actual Production.Scrap Quantity Fact - Actual Production.Production Amount Description Actual production quantity based on WO completions The quantity moved to scrap during the intra-operation steps Actual value of production,based on WO completions

7.1.4 7.1.5

Fact - Actual Production.Scrap Amount Fact - Actual Production.Produced Quantity of Planned Item Fact - Actual Production.Late Completed Quantity Fact - Actual Production.Late Completed Amount Fact - Actual Production.DailyThroughput Ago Metrics.Produced Quantity Year Ago Ago Metrics.Produced Quantity Quarter Ago Ago Metrics.Produced Quantity Month Ago Ago Metrics.Scrap Quantity Year Ago Ago Metrics.Scrap Quantity Quarter Ago Ago Metrics.Scrap Quantity Month Ago Ago Metrics.Scrap Amount Quarter Ago Ago Metrics.Production Amount Quarter Ago

The value of quantity moved to scap Actual production quantity for only those items that were planned Quantity of items produced late Amount of items produced late Average daily quantity produced Produced Quantity Year Ago Produced Quantity Quarter Ago Produced Quantity Month Ago Scrap Quantity Year Ago Scrap Quantity Quarter Ago Scrap Quantity Month Ago Scrap Amount Quarter Ago Production Amount Quarter Ago

7.1.6 7.1.7 7.1.8 7.1.9 7.1.10 7.1.11 7.1.12 7.1.13 7.1.14 7.1.15 7.1.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-168

Manufacturing Analytics

No 7.1.17

Metric Name Ago Metrics.Change in Production Amount Quarter Ago

Description Change in Production Amount Quarter Ago

7.1.18

Ago Metrics.% Change in Production Amount Quarter Ago Ago Metrics.Change in Scrap Amount Quarter Ago Ago Metrics.% Change in Scrap Amount Quarter Ago Ago Metrics.Production Amount Year Ago Ago Metrics.Production Amount Month Ago Ago Metrics.Scrap Amount Year Ago Ago Metrics.Scrap Amount Month Ago ToDate Metrics.Scrap Amount WTD ToDate Metrics.Scrap Amount MTD ToDate Metrics.Scrap Quantity MTD ToDate Metrics.Scrap Quantity WTD ToDate Metrics.Produced Quantity MTD ToDate Metrics.Produced Quantity WTD ToDate Metrics.Production Amount WTD

% Change in Production Amount Quarter Ago

7.1.19 7.1.20 7.1.21 7.1.22 7.1.23 7.1.24 7.1.25 7.1.26 7.1.27 7.1.28 7.1.29 7.1.30 7.1.31

Change in Scrap Amount Quarter Ago % Change in Scrap Amount Quarter Ago Production Amount Year Ago Production Amount Month Ago Scrap Amount Year Ago Scrap Amount Month Ago Scrap Amount Week To Date Scrap Amount Month To Date Scrap Quantity Month To Date Scrap Quantity Week To Date Produced Quantity MTD Produced Quantity Week To Date Produced Amount Week To Date

7.2 Manufacturing - Discrete Quality

No 7.2.1 Metric Name Fact - Discrete Quality Results.Test Quantity Fact - Discrete Quality Results.Count of Tests Description Test quantity is the quantity used in the test

7.2.2

Is the number of tests performed

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-169

Manufacturing Analytics

No 7.2.3

Metric Name Fact - Discrete Quality Results.Result Value

Description This metric shows the value of test results for a given attribute or collection element associated with the quality test

7.3 Manufacturing - Kanban

No 7.3.1 Metric Name Facts - Kanban Replenishment Cycle.Replenishment CycleTime Description Gives the difference (in Hours) between Full and Empty statuses of a Kanban Card for selected Replenishment Cycle

7.3.2

Facts - Kanban Replenishment Cycle.Count of Kanban Cards Facts - Kanban Replenishment Cycle.Count of Replenishment Cycles Facts - Kanban Replenishment Cycle.Count of Lost Kanban Cards Facts - Kanban Replenishment Cycle.Count of Damaged Kanban Cards Facts - Kanban Replenishment Cycle.Replenishment Cycle Reference

Gives the Total number of Kanban Cards(Including Lost and Damaged) Gives the count of Replenishment Cycles for a selected Kanban Card Gives the number of Lost Kanban Cards

7.3.3

7.3.4

7.3.5

Gives the number of Damaged Kanban Cards

7.3.6

Difference in hours between full and empty status of a Kanban card

7.4 Manufacturing - Plan to Produce

No 7.4.1 7.4.2 7.4.3 Metric Name Fact - Plan To Produce.Plan To Produce ratio Fact - Plan To Produce.Plan To Produce % Fact - Plan To Produce.Plan To Produce Linearity Description Produced Qty /Planned Qty for baseline plan . If the ratio is greater than 1, it indicates production exceeds the plan Produced Qty*100/Planned Qty. If this metric is greater than 100, it indicates production exceeds the plan Production-to-plan linearity is an indicator of how closely actually produed quantities track planned production. It is caclulated as [1- SUM over all items|(Produced Quantity of an item -Planned Quantity for the item for the day)/Total Planned Quantity (f... (Produced Value at Standard Cost / Planned Value at Standard Cost ) Exclude by Products The total value of production, based on standard cost

7.4.4 7.4.5

Fact - Plan To Produce.Planned Amount Fact - Plan To Produce.Produced Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-170

Manufacturing Analytics

No 7.4.6

Metric Name Fact - Plan To Produce.Production Attainment - Monthly Fact - Plan To Produce.Production Attainment - Weekly Ago Metrics.Change in Production Amount from Previous Year Ago Metrics.Change in Production Amount from Previous Quarter Ago Metrics.Plan To Produce Change From Previous Quarter Ago Metrics.Plan To Produce Ration Year Ago Ago Metrics.Plan To Produce Ratio Quarter Ago Ago Metrics.Production Linearity Year Ago Ago Metrics.Production Linearity Quarter Ago

Description Production Attainment Monthly

7.4.7

Production Attainment Weekly

7.4.8

Change in Production Amount from Previous Year

7.4.9

Change in Production Amount from Previous Quarter

7.4.10

Plan To Produce Change From Previous Quarter

7.4.11 7.4.12 7.4.13 7.4.14

Plan To Produce Ration Year Ago Plan To Produce Ratio Quarter Ago Production Linearity Year Ago Production Linearity Quarter Ago

7.5 Manufacturing - Material Usage

No 7.5.1 7.5.2 7.5.3 Metric Name Fact - Material Usage.Actual Usage Amount Fact - Material Usage.Actual Usage Qty Fact - Material Usage.Planned Usage Amount Description Actual amount of material usage for the work order/job Actual quantity of material usage for the work order/job Planned material issues for a unit of the item, based on unit cost of current bill of material version. Quantity of material usage for the work order/job, based on standard bill of material issues Variance in material usage, based on planned material usage Material usage variance amount percentage Variance in material usage Qty, based on planned material usage Qty

7.5.4 7.5.5 7.5.6 7.5.7

Fact - Material Usage.Planned Usage Qty Fact - Material Usage.Usage Variance Amount Fact - Material Usage.Usage Variance Amount % Fact - Material Usage.Usage Variance Qty

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-171

Manufacturing Analytics

No 7.5.8 7.5.9 7.5.10 7.5.11 7.5.12

Metric Name Fact - Material Usage.Usage Variance Qty % Ago Metrics.Usage Variance Amount % QAGO Ago Metrics.Usage Variance Amount % MAGO Ago Metrics.Usage Variance Amount % YAGO Ago Metrics.Change in Usage Variance Amt from Previous Year Ago Metrics.Change in Usage Variance Amt from Previous Qtr Ago Metrics.Usage Variance Amt MTD

Description Material usage variance quantity percentage Material usage variance amount percentage Quarter Ago Material usage variance amount percentage Month Ago Material usage variance amount percentage Year Ago Change in Usage Variance Amount from Previous Year

7.5.13

Change in Usage Variance Amount from Previous Quarter

7.5.14

Material Usage Variance Amount of Month To Date

7.6 Manufacturing - Pegging Details

No 7.6.1 7.6.2 7.6.3 7.6.4 7.6.5 7.6.6 7.6.7 7.6.8 7.6.9 7.6.10

Metric Name Fact - Pegging Details.Allocated Quantity Fact - Pegging Details.Demand Quantity Fact - Pegging Details.0 - 15 Days Demand Quantity Fact - Pegging Details.16 - 30 Days Demand Quantity Fact - Pegging Details.31 - 45 Days Demand Quantity Fact - Pegging Details.46 - 60 Days Demand Quantity Fact - Pegging Details.60+ Days Demand Quantity Fact - Pegging Details.0 - 15 Days Supply Quantity Fact - Pegging Details.16 - 30 Days Supply Quantity Fact - Pegging Details.31 - 45 Days Supply Quantity

Description This is the Allocated Quantity for the Order Quantity Ordered in the Sales Order Line This is the Demand Quantity falling in between 0-15 days as of Plan Run Date to the Demand Date This is the Demand Quantity falling in between 16-30 days as of Plan Run Date to the Demand Date This is the Demand Quantity falling in between 31-45 days as of Plan Run Date to the Demand Date This is the Demand Quantity falling in between 46-60 days as of Plan Run Date to the Demand Date This is the Demand Quantity falling greater than 60+days as of Plan Run Date to the Demand Date This is the Supply Quantity falling in between 0-15 days as of Plan Run Date to the Schedule Supply Date This is the Supply Quantity falling in between 16-30 days as of Plan Run Date to the Schedule Supply Date This is the Supply Quantity falling in between 31-45 days as of Plan Run Date to the Schedule Supply Date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-172

Manufacturing Analytics

No 7.6.11 7.6.12

Metric Name Fact - Pegging Details.46 - 60 Days Supply Quantity Fact - Pegging Details.60+ Days Supply Quantity

Description This is the Supply Quantity falling in between 46-60 days as of Plan Run Date to the Schedule Supply Date This is the Supply Quantity falling greater than 60+days as of Plan Run Date to the Schedule Supply Date

7.7 Manufacturing - Production Cost

No 7.7.1 7.7.2 7.7.3 7.7.4 7.7.5 7.7.6 7.7.7 7.7.8 7.7.9 7.7.10 7.7.11 7.7.12 7.7.13 7.7.14 Metric Name Fact - Production Cost.Completion Cost Fact - Production Cost.Actual Cost Fact - Production Cost.Planned Cost Cost Relieved Variance.Cost Relieved Variance Cost Relieved Variance.Cost Relieved Variance % Cost Incurred Variance.Cost Incurred Variance Cost Incurred Variance.Cost Incurred Variance % Ago Metrics.Cost Incurred Variance % QAGO Ago Metrics.Cost Incurred Variance % MAGO Ago Metrics.Cost Incurred Variance % YAGO Ago Metrics.Cost Relieved Variance % QAGO Ago Metrics.Cost Relieved Variance % MAGO Ago Metrics.Cost Relieved Variance % YAGO Ago Metrics.Change in Cost Relieved Variance from Prev Year Ago Metrics.Change in Cost Incurred Variance from Prev Year Todate Metrics.Completion Cost MTD Description Cost relieved from the completed assemblies Actual total Cost of the completed assemblies Planned total Cost of the completed assemblies Variance between Actual Cost and Completions Cost Cost Relieved variance as a percentage Variance between Planned Cost and Actual Cost Cost incurred variance as a percentage Cost incurred variance as a percentage Quarter Ago Cost incurred variance as a percentage Month Ago Cost incurred variance as a percentage Year Ago Cost Relieved variance as a percentage Quarter Ago Cost Relieved variance as a percentage Month Ago Cost Relieved variance as a percentage Year Ago Change in Cost Relieved variance from previous year Change in Cost Incurred variance from previous year Completion cost of Month To Date

7.7.15

7.7.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-173

Manufacturing Analytics

No 7.7.17 7.7.18 7.7.19

Metric Name Todate Metrics.Actual Cost MTD Todate Metrics.Cost Relieved Variance MTD Todate Metrics.Cost Incurred Variance MTD

Description Actual cost of Month To Date Cost Relieved Variance of Month To Date Cost Incurred Variance of Month To Date

7.8 Manufacturing - Lot Genealogy

No 7.8.1 7.8.2 7.8.3 7.8.4 7.8.5 7.8.6 Metric Name Fact - Lot Genealogy. Level 1 - Lot Number Fact - Lot Genealogy. Level 1 - Work Order Number Fact - Lot Genealogy. Level 1 - Inventory Org Name Fact - Lot Genealogy. Level 1 - Transaction Date Fact - Lot Genealogy. Level 1 - Transaction Quantity Fact - Lot Genealogy. Level 1 - Manufacturing Product Number Fact - Lot Genealogy. Level 1 - Manufacturing Product Description Fact - Lot Genealogy. Level 1 - Inventory Category Fact - Lot Genealogy. Level 3 - Lot Number Fact - Lot Genealogy. Level 3 - Work Order Name Fact - Lot Genealogy. Level 3 - Inventory Org Name Fact - Lot Genealogy. Level 3 - Transaction Date Fact - Lot Genealogy. Level 3 - Transaction Quantity Fact - Lot Genealogy. Level 3 - Product Number Fact - Lot Genealogy. Level 3 - Make/Buy Description Lot Number of the Parent Manufacturing Item Work Order Number of the Parent Manufacturing Item Name of the Organization where the Item Produced Date of the Transaction Quantity of the Lot Number Item Number of the Parent level Manufacturing Item

7.8.7

Item Description of the Patent Level Manufacturing Item

7.8.8 7.8.9 7.8.10 7.8.11 7.8.12 7.8.13 7.8.14 7.8.15

Inventory Category Associated with the Manufacturing Item Lot Number of the Level1 Child of Parent Manufacturing Item Work Order Number of the Level1 Child of Parent Manufacturing Item Name of the Organization where the Level1 Child Item Produced Date of the Transaction for Level1 Child Quantity of the Lot Number for Level1 Child Item Number of the Level 1 Child of the Parent Manufacturing Item Make/Buy Flag of the Level 1 Child of the Parent Manufacturing Item

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-174

Manufacturing Analytics

No 7.8.16 7.8.17 7.8.18 7.8.19 7.8.20 7.8.21 7.8.22 7.8.23 7.8.24 7.8.26 7.8.27 7.8.28 7.8.29 7.8.30 7.8.31 7.8.32 7.8.33 7.8.34 7.8.35 7.8.36 7.8.37

Metric Name Fact - Lot Genealogy. Level 3 - Product Description Fact - Lot Genealogy. Level 5 - Lot Number Fact - Lot Genealogy. Level 5 - Work Order Name Fact - Lot Genealogy. Level 5 - Inventory Org Name Fact - Lot Genealogy. Level 5 - Transaction Date Fact - Lot Genealogy. Level 5 - Transaction Quantity Fact - Lot Genealogy. Level 5 - Product Number Fact - Lot Genealogy. Level 5 - Make/Buy Fact - Lot Genealogy. Level 5 - Product Description Fact - Lot Genealogy. Level 7 - Inventory Org Name Fact - Lot Genealogy. Level 7 - Product Number Fact - Lot Genealogy. Level 7 - Product Description Fact - Lot Genealogy. Level 7 - Work Order Name Fact - Lot Genealogy. Level 7 - Make/Buy Fact - Lot Genealogy. Level 9 - Supplier Number Fact - Lot Genealogy. Level 9 - Supplier Name Fact - Lot Genealogy. Level 9 - Vendor Lot Number Fact - Lot Genealogy. Level 9 - Lot Number Fact - Lot Genealogy. Level 9 - Inventory Org Name Fact - Lot Genealogy. Level 9 - Product Number Fact - Lot Genealogy. Level 9 - Product Description

Description Item Description of the Level 1 Child of the Parent Manufacturing Item Lot Number of the Level3 Child of Parent Manufacturing Item Work Order Number of the Level3 Child of Parent Manufacturing Item Name of the Organization where the Level3 Child Item Produced Date of the Transaction for Level3 Child Quantity of the Lot Number for Level3 Child Item Number of the Level 3 Child of the Parent Manufacturing Item Make/Buy Flag of the Level 3 Child of the Parent Manufacturing Item Item Description of the Level 3 Child of the Parent Manufacturing Item Name of the Organization where the Level5 Child Item Produced Item Number of the Level 5 Child of the Parent Manufacturing Item Item Description of the Level 5 Child of the Parent Manufacturing Item Work Order Number of the Level5 Child of Parent Manufacturing Item Make/Buy Flag of the Level 5 Child of the Parent Manufacturing Item Account Number of the Supplier for the Buy Components of Parent Lot Number Name of the Supplier for the Buy Components of Parent Lot Number Lot Number of the Supplier Lot Number of the Buy Component of the Parent Lot Number Name of the Organization where the Item Received Item Number of the Buy Component of the Parent Manufacturing Item Item Description of the Buy Component of the Parent Manufacturing Item

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-175

Manufacturing Analytics

No 7.8.38

Metric Name Fact - Lot Genealogy. Level 9 - Receipt Date

Description PO Receipt Date

7.9 Manufacturing - Resource Usage

No 7.9.1 7.9.2 7.9.3 7.9.4 7.9.5 7.9.6 Metric Name Fact - Resource Usage.Work Content Ratio Fact - Resource Usage.Usage Qty Variance % Fact - Resource Usage.Usage Qty Variance Fact - Resource Usage.Usage Amount Variance % Fact - Resource Usage.Usage Amount Variance Fact - Resource Usage.Planned Qty Usage Description Ratio of time that a job is worked on to the total time the job spend on the shop floor Quantity variance in resource usage percentage Variance between Planned resource qty usage and actual resource qty usage Amount variance in resource usage percentage Amount variance in resource usage Standard resource hours obtained from Oracle Engineering and Oracle Work in Process, from the routing used for the job. The standard hours are calculated using the actual quantity completed on the job, not the Job Start Quantity.

7.9.7

Fact - Resource Usage.Planned Amount Usage

Standard resource hours, multiplied by the standard rate for each resource. The standard resource hours are obtained from the routing used for the job. The system calculates standard hours using the actual quantity completed on the job, not the Job Start Q...

7.9.8 7.9.9

Fact - Resource Usage.Actual Time Charged Fact - Resource Usage.Actual Cost Charged

Actual resource hours charged to the completed assemblies (open or closed jobs). Actual resource cost charged to the completed assemblies (open or closed jobs).

7.10 Manufacturing - Work Order Aging

No 7.10.1 7.10.2 7.10.3 Metric Name Fact - Work Order Aging.# of Open Work Orders Fact - Work Order Aging.Work Order Age Fact - Work Order Aging.Work Orders Value Description Number of Open Work Orders Open Work Order Age in Days The value of the work order, based on the start quantity on the work order

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-176

Manufacturing Analytics

No 7.10.4 7.10.5

Metric Name Fact - Work Order Aging.Work Orders Start Quantity Fact - Work Order Aging.Work Orders Completed Quantity

Description The start quantity at the start of the work order Actual completions quantity for the work order

7.11 Manufacturing - Work Order Performance

No 7.11.1 Metric Name Fact - Work Order Performance.Parts Per Million Defects Description Parts Per Million Defects

7.11.2

Fact - Work Order Performance.# of Perfect Work Order Fact - Work Order Performance.Perfect Work Order % Fact - Work Order Performance.Late Work Order % Fact - Work Order Performance.# of Work Orders Completed Fact - Work Order Performance.# of On Time Work Orders

Number of work orders completed on or before schedule completion date with no scrap and rework Percentage of work orders that were completed on or before scheduled completion with no scrap and rework Percentage of work orders that were completed after scheduled completion Number of work orders completed

7.11.3

7.11.4

7.11.5

7.11.6

Number of work orders completed on time

7.11.7

Fact - Work Order Performance.# of Late Work Orders

Number of Late work orders

7.11.8

Fact - Work Order Performance.Average Work Order Size

Average size of WO's for a given product

7.11.9

Fact - Work Order Performance.Production Frequency

Production Frequency

7.11.10 7.11.11 7.11.12

ToDate Metrics.Scrap Quantity MTD ToDate Metrics.Scrap Quantity WTD Fact - Work Order Performance.Backlog %

Scrap Quantity Month to Date Scrap Quantity Week to Date Backlog quantity percentage

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-177

Manufacturing Analytics

Metric Name 7.11.13 7.11.14 7.11.15 7.11.16 7.11.17 7.11.18 7.11.19 7.11.20 7.11.21 7.11.22 7.11.23 ToDate Metrics.Rework Quantity MTD Fact - Work Order Performance.Rework % ToDate Metrics.Rework Quantity WTD Fact - Work Order Performance.On Time % ToDate Metrics.First Pass Yield MTD Fact - Work Order Performance.Scrap % ToDate Metrics.First Pass Yield WTD Fact - Work Order Performance.First Pass Yield Fact - Work Order Performance.Scrap Quantity Fact - Work Order Performance.Start Quantity Fact - Work Order Performance.Completed Quantity

Description Rework Quantity Month to Date Percentage of work order that are reworked Rework quantity Week to Date Percentage of work orders that were completed on or before scheduled completion First Pass Yield Month to Date Percentage of work orders that were scraped First Pass Yield Week to Date Ratio of units in a work order competed without any scrap or rework Scrap Quantity Start Qunatity Completed quantity

7.11.24 7.11.25 7.11.26 7.11.27 7.11.28 7.11.29 7.11.30 7.11.31 7.11.32 7.11.33 7.11.34

Fact - Work Order Performance.Rework Quantity Ago Metrics.First Pass Yield MAGO Ago Metrics.First Pass Yield QAGO Ago Metrics.First Pass Yield YAGO Ago Metrics.Scrap % MAGO Ago Metrics.Scrap % QAGO Ago Metrics.Scrap % YAGO Ago Metrics.Rework % MAGO Ago Metrics.Rework % QAGO Ago Metrics.Rework % YAGO Fact - Work Order Performance.Past Due Backlog

Rework Quantity First Pass Yield Month Ago First Pass Yield Quarter Ago First Pass Yield Year Ago Scrap percentage Month Ago Scrap percentage Quarter Ago Scrap percentage Year Ago Rework percentage Month Ago Rework percentage Quarter Ago Rework percentage Year Ago Count of open work orders that past due date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-178

Manufacturing Analytics

Metric Name 7.11.35 Fact - Work Order Performance.Past Due Backlog Quantity

Description Open quantity on open work orders that past due date

7.11.36

Fact - Work Order Performance.Past Due Backlog Amount

Open amount on open work orders that past due date

7.11.37 7.11.38

Fact - Work Order Performance.Backlog Quantity Fact - Work Order Performance.Backlog Amount

Backlog quantity on open work order at the workorder level Backlog amount on open work order

7.12 Manufacturing - Work Order Cycle Time

No 7.12.1 Metric Name Fact - Work Order Cycle Time.# of Work Orders Completed Fact - Work Order Cycle Time.Creation to Start Fact - Work Order Cycle Time.Creation to Completion Fact - Work Order Cycle Time.Start to Completion Fact - Work Order Cycle Time.Standard Lead Time Fact - Work Order Cycle Time.Actual Lead Time Fact - Work Order Cycle Time.Lead Time Variance Description Number of work orders completed

7.12.2 7.12.3 7.12.4 7.12.5 7.12.6 7.12.7

This metric tracks the average cycle time from WO creation to actual start in days This metric tracks the average cycle time from WO creation to completion in days This metric tracks the average cycle time from WO actual start to completion in days The standard engineered lead time, which is a summation of all the individual operation times, based on primary routing Actual lead time from start to completion of the work orders This metric helps identify wait times between operations and may indicate bottlenecks in the process. The calculation is Sum |( Actual Lead time design Lead time)| / Design lead time

7.13 Manufacturing - Production Plan

No 7.13.1 7.13.2 7.13.3 Metric Name Fact - Production Plan.Planned Value Fact - Production Plan.Planned Quantity Fact - Production Plan.Baseline Planned Quantity Description This is the Planned Value for the all Plans This is the Planned Quantity for all the Plans Planned Quantity for Baseline Plans

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-179

Manufacturing Analytics

No 7.13.4 7.13.5 7.13.6 7.13.7 7.13.8

Metric Name Fact - Production Plan.Baseline Planned Amount Ago Metrics.Planned Quantity Quarter Ago Ago Metrics.Planned Quantity Year Ago Fact - Production Plan.Baseline Planned Quantity Current Month Fact - Production Plan.Baseline Planned Quantity Current Week

Description Planned Value for Baseline Plans Planned Quantity Quarter Ago Planned Quantity Year Ago Baseline Planned Quantity Current Month Baseline Planned Quantity Current Week

7.14 Manufacturing - Resource Utilization

No 7.14.1 7.14.2 Metric Name Fact - Resource Utilization.Resource Capacity Fact - Resource Utilization.Resource Capacity Value Fact - Resource Utilization.Resource Utilization % Ago Metrics.Resource Utilization % QAGO Ago Metrics.Resource Utilization % MAGO Ago Metrics.Resource Utilization % YAGO Fact - Resource Utilization.Resource Cost Usage Fact - Resource Utilization.Resource Time Usage Ago Metrics.Resource Cost Usage QAGO Ago Metrics.Resource Cost Usage MAGO Ago Metrics.Resource Cost Usage YAGO Description Total Capacity of the Resource in a given time period (Comes from Engineering) Value of Resource capacity

7.14.3 7.14.4 7.14.5 7.14.6 7.14.7 7.14.8 7.14.9 7.14.10 7.14.11

Utilization of resource Resource Utilization % for previous quarter Resource Utilization % for previous month Resource Utilization % for previous year Actual resource cost charged to jobs (open or closed) in a given time period Actual resource hours charged to jobs (open or closed) in a given time period Actual Resource cost charged Quarter Ago Actual Resource cost charged Month Ago Actual Resource cost charged Year Ago

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-180

Manufacturing Analytics

7.15 Manufacturing - Process Quality

No 7.15.1 7.15.2 7.15.3 7.15.4 7.15.5 7.15.6 Metric Name Manufacturing - Process Quality.Test Result Manufacturing - Process Quality.Test Quantity Manufacturing - Process Quality.Consumed Quantity Manufacturing - Process Quality.Remaining Quantity Manufacturing - Process Quality.Sample Quantity Manufacturing - Process Quality.Count of Tests Conducted Description Test result value for the attribute tested as part of the sample Test quantity for the attribute tested as part of the sample Consumed quantity for the attribute tested as part of the sample Sample quantity not consumed Sample quantity for the attribute tested as part of the sample Count of Tests Conducted

7.16 Manufacturing - Resource Utilization

No 7.16.1 7.16.2 Metric Name Fact - Resource Utilization.Resource Capacity Fact - Resource Utilization.Resource Capacity Value Fact - Resource Utilization.Resource Utilization % Fact - Resource Utilization.Resource Time Usage Fact - Resource Utilization.Resource Cost Usage Ago Metrics.Resource Utilization % QAGO Ago Metrics.Resource Utilization % MAGO Ago Metrics.Resource Utilization % YAGO Description Total capacity of a resource for a given time period Total value of resource capacity for a given period

7.16.3

Percentage of the capacity of a resource that is consumed by time charged by work order completions Actual time charged in hours by work order completions

7.16.4

7.16.5

Cost of actual time charged in hours by work order completions

7.16.6 7.16.7 7.16.8

Resource Utilization % for previous quarter Resource Utilization % for previous month Resource Utilization % for previous year

7.17 Inventory - Balances

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-181

Manufacturing Analytics

No 7.17.1

Metric Name Facts - Inventory Balance.# of Products Requiring Reorder

Description This metric tells us the number of inventory items that have a current available quantity less than the suggested inventory reorder point. By knowing the number of products that need re-ordeing we can better understand the related inventory processes required (e.g., purchase requisitions that need to be created and processed, etc.) (Available Consignment Quantity - Year Ago Available Consignment Quantity)*100/(Year Ago Available Consignment Quantity)

7.17.2

Facts - Inventory Balance.% Chg Year Ago Available Consignment Quantity Facts - Inventory Balance.% Chg Year Ago Available Quantity Facts - Inventory Balance.% Chg Year Ago Returned Quantity Facts - Inventory Balance.% Chg Year Ago Standard Cost Amount Facts - Inventory Balance.Available Consignment Amount

7.17.3 7.17.4 7.17.5 7.17.6

(Available Quantity - Year Ago Available Quantity) * 100/ (Year Ago Available Quantity) (Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity) (Standard Cost Amount - Year Ago Standard Cost Amount) * 100/ (Year Ago Standard Cost Amount) Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.7

Facts - Inventory Balance.Available Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.8

Facts - Inventory Balance.Available Quantity

This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

7.17.9

Facts - Inventory Balance.Block Consignment Amount Facts - Inventory Balance.Block Consignment Quantity Facts - Inventory Balance.Blocked Amount

7.17.10

7.17.11

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-182

Manufacturing Analytics

No 7.17.12

Metric Name Facts - Inventory Balance.Blocked Quantity

Description This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

7.17.13

Facts - Inventory Balance.Chg Year Ago Available Consignment Quantity Facts - Inventory Balance.Chg Year Ago Available Quantity Facts - Inventory Balance.Chg Year Ago Returned Quantity Facts - Inventory Balance.Chg Year Ago Standard Cost Amount Facts - Inventory Balance.Days Inventory Outstanding

(Available Consignment Quantity - Year Ago Available Consignment Quantity)

7.17.14 7.17.15 7.17.16 7.17.17

(Available Quantity - Year Ago Available Quantity) (Returned Quantity - Year Ago Returned Quantity) (Standard Cost Amount - Year Ago Standard Cost Amount) DIO (Days Inventory Outstanding). Also called Inventory DSI (Days Sales of Inventory) DSI/DIO = (Average Inventory/Cost of Goods Sold) * 365 Or DSI/DIO = 365/Inventory Turns This is the total physical quantity in transit for the product (in inventory unit of measure). This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection.

7.17.18 7.17.19

Facts - Inventory Balance.In Transit Quantity Facts - Inventory Balance.Inspection Amount

7.17.20

Facts - Inventory Balance.Inspection Consignment Amount

Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.21

Facts - Inventory Balance.Inspection Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.22

Facts - Inventory Balance.Inspection Quantity

This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection.

7.17.23

Facts - Inventory Balance.Inventory Turn

Inventory Turn measures the number of times that inventory turns over in a recent one year period. It is an indicator of how well a company's products are doing in the market. It is calculated as dividing annual cost of goods sold by the average daily inventory level.

7.17.24

Facts - Inventory Balance.Opening Quantity

Available Quantity (Ending Balance) of the previos period.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-183

Manufacturing Analytics

No 7.17.25

Metric Name Facts - Inventory Balance.Reorder Point

Description Reorder Point is the inventory level at the storage location that triggers a reorder for replenishment of this product.

7.17.26

Facts - Inventory Balance.Replenishment Amount

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure).

7.17.27

Facts - Inventory Balance.Replenishment Quantity

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure).

7.17.28

Facts - Inventory Balance.Restricted Amount

This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders. Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.29

Facts - Inventory Balance.Restricted Consignment Amount

7.17.30

Facts - Inventory Balance.Restricted Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.31

Facts - Inventory Balance.Restricted Quantity

This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders. This is the total quantity of the product returns that currently exist (in inventory units of measure). This quantity would become available for use once they pass return inspection or merge into regular product inventory.

7.17.32

Facts - Inventory Balance.Returned Amount

7.17.33

Facts - Inventory Balance.Returned Quantity

This is the total quantity of the product returns that currently exist (in inventory units of measure). This quantity would become available for use once they pass return inspection or merge into regular product inventory.

7.17.34 7.17.35

Facts - Inventory Balance.Standard Cost Amount Facts - Inventory Balance.Value Only Amount

The total inventory value in chart of accounts or group currency for the product at the standard cost. Value Only Group Amount represents a group of material managed only on value basis and not on quantity basis. For these, materials quantity is never updated. Example: Hierarchy articles and group articles.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-184

Manufacturing Analytics

No 7.17.36 7.17.37 7.17.38

Metric Name Facts - Inventory Balance.Value Transfer Amount Facts - Inventory Balance.WIP_Amount Facts - Inventory Balance.Year Ago Available Consignment Quantity

Description This is the in-transit amount of value-only group amount stated in group currency. The value of inventory which is work in progress. Quantity, a year ago, in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.17.39 7.17.40

Facts - Inventory Balance.Year Ago Available Quantity Facts - Inventory Balance.Year Ago Returned Quantity

The quantity of a product available a year ago. Physical quantity of a product (In standard UOM) that is returned to a location either by supplier or customer a year ago.

7.17.41

Facts - Inventory Balance.Year Ago Standard Cost Amount

The inventory value, a year ago, for the product at the standard cost in the chart of accounts in group currency.

7.18 Inventory - Aging

No 7.18.1

Metric Name Facts - Inventory Aging.Available Quantity

Description This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified.

7.18.2 7.18.3

Facts - Inventory Aging.Available Amount Facts - Inventory Aging.Obsolete Inventory Quantity

Available Amount represents the Available Quantity valued at the cost of an item The quantity of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items, is a summarized value from the lot level obsoletes.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-185

Manufacturing Analytics

No 7.18.4

Metric Name Facts - Inventory Aging.Obsolete Inventory Value

Description The value at standard cost of items that is obsolete. Measurable for both lot-controlled and non-lot controlled items. For non-lot controlled items, if the shelf life plus the date on which the item was received into the inventory is lesser than the current date, then the item is considered as obsolete. For lot controlled items, if the lot expiration date is lesser than the current date, then the lot is considered as obsolete. The item level reporting for lot controlled items, is a summarized value from the lot level obsoletes.

7.18.4

Facts - Inventory Aging.Year Ago Obsolete Inventory Value Facts - Inventory Aging.Year Ago Obsolete Inventory Quantity Facts - Inventory Aging.Days In Inventory Facts - Inventory Aging.Days Left Expiry

Year Ago obsolete inventory value based on the Gregorian and Enterprise Calendars

7.18.5

Year Ago obsolete inventory quantity based on the Gregorian and Enterprise Calendars.

7.18.6 7.18.7

This is the total No.of Days since the inventory is lying This is the number of days by when all the inventory of this item/lot will expire (maximum of days left expiry across receipt date)

7.18.8

Facts - Inventory Aging.Days Since Expired

This is the number of days since when the earliest lot/item available in inventory has expired (maximum of days since expired across receipt date)

7.19 Inventory - Customer and Supplier Returns

No 7.19.1 Metric Name Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Amount Description (Customer Returned Amount - Year Ago Customer Returned Amount) * 100/ (Year Ago Customer Returned Amount)

7.19.1

Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Quantity

(Customer Returned Quantity - Year Ago Customer Returned Quantity) * 100/ (Year Ago Customer Returned Quantity)

7.19.3

Facts - Customer and Supplier Returns.% Chg Year Ago Returned Amount

(Returned Amount - Year Ago Returned Amount) * 100/ (Year Ago Returned Amount)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-186

Manufacturing Analytics

No 7.19.4

Metric Name Facts - Customer and Supplier Returns.% Chg Year Ago Returned Quantity

Description (Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity)

7.19.4

Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Amount

(Supplier Returned Amount - Year Ago Supplier Returned Amount) * 100/ (Year Ago Supplier Returned Amount)

7.19.5

Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Quantity

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity) * 100/ (Year Ago Supplier Returned Quantity)

7.19.6

Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Amount

(Customer Returned Amount - Year Ago Customer Returned Amount)

7.19.7

Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Quantity

(Customer Returned Quantity - Year Ago Customer Returned Quantity)

7.19.8

Facts - Customer and Supplier Returns.Chg Year Ago Returned Amount

(Returned Amount - Year Ago Returned Amount)

7.19.9

Facts - Customer and Supplier Returns.Chg Year Ago Returned Quantity

(Returned Quantity - Year Ago Returned Quantity)

7.19.10

Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Amount

(Supplier Returned Amount - Year Ago Supplier Returned Amount)

7.19.11

Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Quantity

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity)

7.19.12

Facts - Customer and Supplier Returns.Customer Returned Amount Facts - Customer and Supplier Returns.Customer Returned Quantity Facts - Customer and Supplier Returns.Returned Amount

Value of product that is returned to a location by customer.

7.19.13

Physical quantity of product that is returned to a location by customer. Value of product that is returned to a location either by supplier or customer.

7.19.14

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-187

Manufacturing Analytics

No 7.19.15

Metric Name Facts - Customer and Supplier Returns.Returned Quantity

Description Physical quantity of product that is returned to a location either by supplier or customer.

7.19.16

Facts - Customer and Supplier Returns.Supplier Returned Amount

Value of product that is returned to a location by supplier

7.19.18

Facts - Customer and Supplier Returns.Supplier Returned Quantity

Physical quantity of product that is returned to a location by supplier

7.19.19

Facts - Customer and Supplier Returns.Year Ago Customer Returned Amount

Value of product that is returned to a location by customer a year ago.

7.19.20

Facts - Customer and Supplier Returns.Year Ago Customer Returned Quantity Facts - Customer and Supplier Returns.Year Ago Returned Amount Facts - Customer and Supplier Returns.Year Ago Returned Quantity

Physical quantity of product that is returned to a location by customer a year ago. Value of product that is returned to a location either by supplier or customer a year ago. Physical quantity of a product (In standard UOM) that is returned to a location either by supplier or customer a year ago.

7.19.21

7.19.22

7.19.23

Facts - Customer and Supplier Returns.Year Ago Supplier Returned Amount Facts - Customer and Supplier Returns.Year Ago Supplier Returned Quantity

Value of product that is returned to a location by supplier a year ago. Physical quantity of product that is returned to a location by supplier a year ago.

7.19.24

7.20 Inventory - Transactions

No 7.20.1 Metric Name Fact - Inventory Transactions.% Chg Year Ago Actual Issue Quantity Description (Actual Issue Quantity - Year Ago Actual Issue Quantity) * 100/ (Year Ago Actual Issue Quantity)

7.20.1

Fact - Inventory Transactions.% Chg Year Ago Actual Receipt Quantity

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) * 100/ (Year Ago Actual Receipt Quantity)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-188

Manufacturing Analytics

No 7.20.3

Metric Name Fact - Inventory Transactions.% Chg Year Ago Material Amount

Description (Material Amount - Year Ago Material Amount) * 100/ (Year Ago Material Amount)

7.20.3

Fact - Inventory Transactions.Actual Issue Quantity

The actual quantity of the product that has been issued (in inventory unit of measure) from the inventory location during the day, for the date against which this row is being maintained.

7.20.4

Fact - Inventory Transactions.Actual Receipt Quantity

The actual quantity of the product that has been received (in inventory unit of measure) into the inventory location during the day, for the date against which this row is being maintained.

7.20.5

Fact - Inventory Transactions.Chg Year Ago Actual Issue Quantity

(Actual Issue Quantity - Year Ago Actual Issue Quantity) in standard UOM.

7.20.6

Fact - Inventory Transactions.Chg Year Ago Actual Receipt Quantity

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) in standard UOM.

7.20.7

Fact - Inventory Transactions.Chg Year Ago Material Amount

(Material Amount - Year Ago Material Amount)

7.20.8 7.20.9

Fact - Inventory Transactions.Material Amount Fact - Inventory Transactions.Year Ago Actual Issue Quantity

This is the currency value of the inventory transaction in group currency. The total quantity of a product (In standard UOM) that was issued from an inventory location a year ago.

7.20.10

Fact - Inventory Transactions.Year Ago Actual Receipt Quantity Fact - Inventory Transactions.Year Ago Material Amount

The total quantity of a product (In standard UOM) received a year ago.

7.20.11

This is the currency value of the inventory transaction, a year ago, in group currency.

7.21 Cross Functional - Supply and Demand

No 7.21.1 Metric Name Facts - Inventory Balance.Opening Quantity Description Available Quantity (Ending Balance) of the previos period.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-189

Manufacturing Analytics

No 7.21.2

Metric Name Facts - Inventory Balance.Available Quantity

Description This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified.

7.21.3

Facts - Inventory Balance.Value Only Amount

Value Only Group Amount represents a group of material managed only on value basis and not on quantity basis. For these, materials quantity is never updated. Example: Hierarchy articles and group articles. The total inventory value in chart of accounts or group currency for the product at the standard cost. This is the total physical quantity in transit for the product (in inventory unit of measure). This is the in-transit amount of value-only group amount stated in group currency. This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders. This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

7.21.4 7.21.5 7.21.6 7.21.7

Facts - Inventory Balance.Standard Cost Amount Facts - Inventory Balance.In Transit Quantity Facts - Inventory Balance.Value Transfer Amount Facts - Inventory Balance.Inspection Quantity

7.21.8

Facts - Inventory Balance.Restricted Quantity

7.21.9

Facts - Inventory Balance.Blocked Quantity

7.21.10

Facts - Inventory Balance.Replenishment Quantity Facts - Inventory Balance.Available Consignment Quantity

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.21.11

7.21.12

Facts - Inventory Balance.Inspection Consignment Quantity

Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-190

Manufacturing Analytics

No 7.21.13

Metric Name Facts - Inventory Balance.Restricted Consignment Quantity

Description Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.21.14

Facts - Inventory Balance.Block Consignment Quantity

Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc.

7.21.15 7.21.16

Facts - Inventory Balance.Reorder Point Facts - Inventory Balance.# of Products Requiring Reorder

Reorder Point is the inventory level at the storage location that triggers a re-order for replenishment of this product. This metric tells us the number of inventory items that have a current available quantity less than the suggested inventory reorder point. By knowing the number of products that need re-ordeing we can better understand the related inventory processes required (e.g., purchase requisitions that need to be created and processed, etc.)

7.21.17 7.21.18

Facts - Inventory Balance.Inventory Turn Facts - Inventory Balance.Inspection Amount

The value of inventory which is work in progress. This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders. This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

7.21.19

Facts - Inventory Balance.Restricted Amount

7.21.20

Facts - Inventory Balance.Blocked Amount

7.21.21

Facts - Inventory Balance.Replenishment Amount Facts - Inventory Balance.Available Consignment Amount

This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.21.22

7.21.23

Facts - Inventory Balance.Inspection Consignment Amount

Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-191

Manufacturing Analytics

No 7.21.24

Metric Name Facts - Inventory Balance.Restricted Consignment Amount

Description Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores.

7.21.25

Facts - Inventory Balance.Block Consignment Amount

Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc.

7.21.26 7.21.27 7.21.28 7.21.29 7.21.30 7.21.31 7.21.32 7.21.33 7.21.34

Facts - Inventory Balance.WIP_Amount Facts - Inventory Balance.Days Inventory Outstanding Facts - Inventory Balance.Year Ago Standard Cost Amount Facts - Inventory Balance.Chg Year Ago Standard Cost Amount Facts - Inventory Balance.% Chg Year Ago Standard Cost Amount Facts - Inventory Balance.Year Ago Available Quantity Facts - Inventory Balance.Chg Year Ago Available Quantity Facts - Inventory Balance.% Chg Year Ago Available Quantity Facts - Inventory Balance.Year Ago Available Consignment Quantity

The value of inventory which is work in progress. The inventory value, a year ago, for the product at the standard cost in the chart of accounts in group currency. The inventory value, a year ago, for the product at the standard cost in the chart of accounts in group currency. (Standard Cost Amount - Year Ago Standard Cost Amount) (Standard Cost Amount - Year Ago Standard Cost Amount)*100/(Year Ago Standard Cost Amount) (Standard Cost Amount - Year Ago Standard Cost Amount) * 100/ (Year Ago Standard Cost Amount) (Available Quantity - Year Ago Available Quantity) (Available Quantity - Year Ago Available Quantity) * 100/ (Year Ago Available Quantity) Quantity, a year ago, in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. (Available Consignment Quantity - Year Ago Available Consignment Quantity) (Available Consignment Quantity - Year Ago Available Consignment Quantity)*100/(Year Ago Available Consignment Quantity) The total quantity of product that has been booked but not yet invoiced by the organization. The total value of orders that have been booked but not yet invoiced by the organization. This metric measures the total quantity of products that has been booked but not yet shipped by the organization. This metric measures the total value of orders that have been booked but not yet shipped by the organization. The total value of the operational backlog orders that do not have a set date and time to be fulfilled.

7.21.35 7.21.36

Facts - Inventory Balance.Chg Year Ago Available Consignment Quantity Facts - Inventory Balance.% Chg Year Ago Available Consignment Quantity Fact - Sales Backlog Lines.Financial Backlog Quantity Fact - Sales Backlog Lines.Financial Backlog Amount Fact - Sales Backlog Lines.Operational Backlog Quantity Fact - Sales Backlog Lines.Operational Backlog Amount Fact - Sales Backlog Lines.Operate Unscheduled Backlog Quantity

7.21.37 7.21.38 7.21.39 7.21.40 7.21.41

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-192

Manufacturing Analytics

No 7.21.42 7.21.43 7.21.44 7.21.45 7.21.46 7.21.47 7.21.48

Metric Name Fact - Sales Backlog Lines.Operate Unscheduled Backlog Amount Fact - Sales Backlog Lines.Operate Scheduled Backlog Quantity Fact - Sales Backlog Lines.Operate Scheduled Backlog Amount Fact - Sales Backlog Lines.Operate Delinquent Backlog Quantity Fact - Sales Backlog Lines.Operate Delinquent Backlog Amount Fact - Sales Backlog Lines.Operate Blocked Backlog Quantity Fact - Sales Backlog Lines.Operate Blocked Backlog Amount

Description The total product quantity of the operational backlog orders that have a set date and time to be fulfilled. The total value of the operational backlog orders that have a set date and time to be fulfilled. The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total product quantity of the operational backlog orders that have been put on hold. The total value of the operational backlog orders that are on hold. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The percentage of line items on hold compared to regular line items. The percentage of line item revenue on hold compared to the revenue value of regular line items. Completed quantity Start Qunatity Scrap Quantity Rework Quantity Number of work orders completed Number of work orders completed on time Percentage of work order that are reworked Percentage of work orders that were completed on or before scheduled completion Percentage of work orders that were scraped

7.21.49

Fact - Sales Backlog Lines.Open RMA Value

7.21.50 7.21.51 7.21.52 7.21.53 7.21.54 7.21.55 7.21.56 7.21.57 7.21.58 7.21.59 7.21.60

Fact - Sales Backlog Lines.Hold Volume Rate Fact - Sales Backlog Lines.Hold Value Rate Fact - Work Order Performance.Completed Quantity Fact - Work Order Performance.Start Quantity Fact - Work Order Performance.Scrap Quantity Fact - Work Order Performance.Rework Quantity Fact - Work Order Performance.# of Work Orders Completed Fact - Work Order Performance.# of On Time Work Orders Fact - Work Order Performance.Rework % Fact - Work Order Performance.On Time % Fact - Work Order Performance.Scrap %

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-193

Manufacturing Analytics

No 7.21.61 7.21.62 7.21.63

Metric Name Fact - Work Order Performance.Perfect Work Order % Fact - Work Order Performance.Average Work Order Size Fact - Work Order Performance.Production Frequency

Description Percentage of work orders that were completed on or before scheduled completion with no scrap and rework Average size of WO's for a given product The frequency of production of a given product in weeks. For example if there are work orders for a product completed every week, the frequency is considered weekly Count of units scrapped or reworked for every million units that were processed Number of work orders completed on or before schedule completion date with no scrap and rework Ratio of units in a work order competed without any scrap or rework Total production quantity of open work orders that are open and pending completion Total production amount of open work orders that are open and pending completion Percentage of total work orders that are currently open and pending completion

7.21.64 7.21.65 7.21.66 7.21.67 7.21.68 7.21.69 7.21.70 7.21.71 7.21.72

Fact - Work Order Performance.Parts Per Million Defects Fact - Work Order Performance.# of Perfect Order Fact - Work Order Performance.First Pass Yield Fact - Work Order Performance.Backlog Quantity Fact - Work Order Performance.Backlog Amount Fact - Work Order Performance.Backlog % Fact - Work Order Performance.Past Due Backlog Fact - Work Order Performance.Past Due Backlog Quantity Fact - Work Order Performance.Past Due Backlog Amount

The total production quantity on open work orders that is past due The total amount of production on open work orders that is past due

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 7-194

Marketing Analytics

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

8.1 Marketing - CRM Campaigns

No 8.1.1 8.1.2 8.1.3 Metric Name Campaign Execution Facts.# Called Campaign Execution Facts.# Contacted Campaign Execution Facts.# E- Mail Messages Bounced Campaign Execution Facts.# E- Mail Messages Delivered Campaign Execution Facts.# E- Mail Messages Sent Campaign Execution Facts.# E-Mail Messages Opened Campaign Execution Facts.# Individual Called Campaign Execution Facts.# Individual Contacted Campaign Execution Facts.# of Accounts Called Campaign Execution Facts.# of Accounts Contacted Campaign Execution Facts.% Account Targets Called Campaign Execution Facts.% Account Targets Contacted Campaign Execution Facts.% Contacted Campaign Execution Facts.% of Individual Targets Called Description # of campaign contacts contacted by Telemarketing agent for a given Campaign # of campaign contacts contacted by Telemarketing agent or by e-mail during a given Campaign # E- Mail Messages Bounced

8.1.4

# E- Mail Messages Delivered

8.1.5

# E- Mail Messages Sent

8.1.6

# E-Mail Messages Opened

8.1.7 8.1.8

Total # of people targted in a campaign Total # of people targted in a campaign

8.1.9 8.1.10

# of Accounts targeted in a Campaign # of Accounts targeted in a Campaign

8.1.11

% of the # targeted in a campaign that have been called by the Telemarketing agents or through e-mail campaigns. Shows progress of a call center campaign % of the # targeted in a campaign that have been called by the Telemarketing agents or through e-mail campaigns. Shows progress of a call center campaign % of the # targeted in a campaign that have been called by the Telemarketing agents or through e-mail campaigns. Shows progress of a call center campaign % of the # targeted in a campaign that have been called by the Telemarketing agents or through e-mail campaigns. Shows progress of a call center campaign

8.1.12

8.1.13 8.1.14

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-195

Marketing Analytics

No 8.1.15

Metric Name Campaign Execution Facts.% of Individual Targets Contacted Campaign Execution Facts.Avg. Number of Attempts (Phone) Campaign Execution Facts.Avg. Number of Days to Contact Campaign Execution Facts.E- Mail Message Open Rate (%) Campaign Launch Facts.# of Accounts Targeted

Description % of the # targeted in a campaign that have been called by the Telemarketing agents or through e-mail campaigns. Shows progress of a call center campaign # of Attempts made by the Telemarketing agent to contact a specified campaign contact # of Days passed in contacting a specified campaign contact

8.1.16

8.1.17

8.1.18

Ratio of E- Mail Messages Opened to E- Mail Messages delivered

8.1.19

The above measures calculates the unique number of accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. The above measures calculates the unique number of contacts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. The above measures calculates the unique number of contacts or prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. The above measures calculates the unique number of prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. Number of opportunities targeted while planning a campaign # of Times an acccount was targeted in a campaign

8.1.20

Campaign Launch Facts.# of Contacts Targeted

8.1.21

Campaign Launch Facts.# of Individuals Targeted

8.1.22

Campaign Launch Facts.# of Prospects Targeted

8.1.23 8.1.24

Campaign Launch Facts.# of Targeted Opportunities Campaign Launch Facts.# of Times Promoted To Customer (Account) Campaign Launch Facts.# of Times Promoted To Customer (Contact) Campaign Launch Facts.# Targeted

8.1.25

# of Times a contact was targeted in a campaign

8.1.26

The above measures calculates the unique number of contacts or accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. # Targeted (Individuals) over a period of time

8.1.27

Campaign Launch Facts.Cumulative # Targeted (Unique) Campaign Load Facts.# Loaded Campaign Load Facts.# Loaded but not launched Campaign Load Facts.# of Accounts Loaded Campaign Load Facts.# of Accounts Loaded but not launched

8.1.28 8.1.29 8.1.30 8.1.31

Total # of people loaded in a Campaign # Loaded but not launched --includes accounts and individuals # of Accounts Loaded in a campaign # of Accounts Loaded but not launched

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-196

Marketing Analytics

No 8.1.32 8.1.33

Metric Name Campaign Load Facts.# of Individuals Loaded Campaign Load Facts.# of Individuals Loaded but not launched Campaign Load Facts.# Overlapping Accounts by Campaigns Campaign Load Facts.# Overlapping Contacts in Campaigns Goal Variance Lead Related (pre 7.9.6).Variance in # of Accounts with Leads with Revenue Goal Variance Lead Related (pre 7.9.6).Variance in # of Contacts with Leads with Revenue Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Account with Leads with Revenue Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Contact with Leads with Revenue Goal Variance.Variance in # Accounts Targeted Accounts Goal Variance.Variance in # Accounts with Opportunities Goal Variance.Variance in # Contacts Targeted Goal Variance.Variance in # Contacts with Opportunities Goal Variance.Variance in # Leads Goal Variance.Variance in # of Accounts with Orders Goal Variance.Variance in # of Contacts with Orders Goal Variance.Variance in Account % Conversion Rate to Orders

Description # of Individuals Loaded in a campaign # of Individuals Loaded but not launched

8.1.34

# of Accounts that Overlap between two specified campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab # of Accounts that Overlap between two specified unlaunced campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab Difference between actual and planned/predicted B2B Leads with associated revenue

8.1.35

8.1.36

8.1.37

Difference between actual and planned/predicted B2C Leads with associated revenue

8.1.38

Metric "Average Cost per Account with Leads with Revenue" is defined as Average cost across all B2Bleads with associated revenue. And this variance metric gives the difference between planned/predicted and actual value of "Average Cost per Account with Leads with Revenue" Metric "Average Cost per Contact with Leads with Revenue" is defined as Average cost across all B2C leads with associated revenue. And this variance metric gives the difference between planned/predicted and actual value of "Average Cost per Contact with Leads with Revenue" Difference between actual and planned number of accounts targeted

8.1.39

8.1.40

8.1.41

Difference between number of B2B opportunities actual and goal

8.1.42 8.1.43

Difference between actual and planned number of contacts targeted Difference between number of B2C opportunities actual and goal

8.1.44 8.1.45 8.1.46 8.1.47

Difference between planned and actual number of leads generated Difference between actual and planned/predicted B2B Leads with associated orders Difference between actual and planned/predicted B2C Leads with associated orders Metric "Account % Conversion Rate to Orders" is defined as the percentage of B2CB contacts converted to orders - # accounts with orders/ # accounts targeted * 100. And this variance metric gives the difference between planned/predicted and actual value of "Account % Conversion Rate to Orders"

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-197

Marketing Analytics

No 8.1.48 8.1.49

Metric Name Goal Variance.Variance in Account Response Rate Goal Variance.Variance in Average Cost per Account with Orders Goal Variance.Variance in Average Cost per Accounts with Opportunities Goal Variance.Variance in Average Cost per Contact with Orders Goal Variance.Variance in Average Cost per Contacts with Opportunities Goal Variance.Variance in Average Cost per Lead Goal Variance.Variance in Avg. Revenue per Sale to Accounts Goal Variance.Variance in Avg. Revenue per Sale to Individuals Goal Variance.Variance in Contact % Conversion Rate to Orders Goal Variance.Variance in Contact Response Rate Goal Variance.Variance in Revenue Goal Variance.Variance in ROI (%) Goal Variance.Variance in ROI Amount Goal Variance.Variance in Total Expense Lead Facts(pre 7.9.6).# of Accounts with Leads with Revenue Lead Facts(pre 7.9.6).# of Contacts with Leads with Revenue Lead Facts(pre 7.9.6).# of Leads with Revenue Lead Facts(pre 7.9.6).Account Conversion Rate to Leads (%) with Revenue

Description Difference between planned and actual response rate from accounts Metric "Avg .Cost per Account with Orders" is defined as Average cost across all B2CB customers who have placed an order. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Account with Orders" Metric "Avg .Cost per Accounts with Opportunities" is defined as Average cost across all B2B customers/prospects with an associated opportunity created. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Contact with Accounts" Metric "Avg .Cost per Contact with Orders" is defined as Average cost across all B2C customers who have placed an order. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Contact with Orders" Metric "Avg .Cost per Contacts with Opportunities" is defined as Average cost across all B2C customers/prospects with an associated opportunity created. And this variance metric gives the difference between planned/predicted and actual value of "Avg .Cost per Contacts with Opportunities" Difference between planned and actual cost per lead Metric "Avg .Revenue per sale to Accounts" is defined as Average sale across all B2B customers who placed an order. And this variance metric gives the difference between planned and actual value of "Avg .Revenue per sale to Accounts" Metric "Avg .Revenue per sale to Individuals" is defined as Average sale across all B2C customers who placed an order. And this variance metric gives the difference between planned and actual value of "Avg .Revenue per sale to Individuals" Metric "Contact % Conversion Rate to Orders" is defined as the percentage of B2C contacts converted to orders - # contacts with orders/ # individuals targeted * 100. And this variance metric gives the difference between planned/predicted and actual value of "Contact % Conversion Rate to Orders" Difference between planned and actual response rate from contacts Difference between planned and actual Revenue Difference between planned and actual percentage ROI Difference between planned and actual ROI Difference between planned and actual Marketing Expense Number of B2B leads with revenue associated

8.1.50

8.1.51

8.1.52

8.1.53 8.1.54

8.1.55

8.1.56

8.1.57 8.1.58 8.1.59 8.1.60 8.1.61 8.1.62

8.1.63

Number of B2C leads with revenue associated

8.1.64 8.1.65

Total number of leads with revenue associated (This is applicable to pre 8.1 Siebel CRM Application) B2B Lead conversion rate (Applicable to pre 8.1 Leads model from Siebel CRM)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-198

Marketing Analytics

No 8.1.66

Metric Name Lead Facts(pre 7.9.6).Average # of Days Open for Unqualified Leads with Revenue Lead Facts(pre 7.9.6).Average # of Days to Accept Leads with Revenue Lead Facts(pre 7.9.6).Contact Conversion Rate to Leads (%) with Revenue Lead Facts.# of Contacts with Leads Lead Facts.# of Customer with Leads Lead Facts.# of Leads Lead Facts.Avg # of Days Open for Unqualified Leads Marketing Source Counts.# of Campaigns Marketing Source Counts.# of Programs Marketing Source Counts.# of Stages Marketing Source Counts.# of Tactics Marketing Source Counts.# Segments Marketing Source Counts.# Stand Alone Campaigns Marketing Source Counts.# Vendors Marketing Source Counts.# Waves Offer Facts.# Offered Products Offer Facts.Order Margin Offer Facts.Order Revenue Offer Facts.Units Sold Opportunity Facts.# of Accounts with Opportunities Opportunity Facts.# of Losses Opportunity Facts.# of Opportunities Opportunity Facts.# of Targeted Opportunities

Description Average number of days lead remains unqualified and which has an associated opportunity revenue (Applicable to pre 8.1 Leads model from Siebel CRM)

8.1.67

Average number of days to accept the leads and which has an associated opportunity revenue (Applicable to pre 8.1 Leads model from Siebel CRM)

8.1.68

B2C Lead conversion rate (Applicable to pre 8.1 Leads model from Siebel CRM)

8.1.69 8.1.70 8.1.71 8.1.72 8.1.73 8.1.74 8.1.75 8.1.76 8.1.77 8.1.78 8.1.79 8.1.80 8.1.81 8.1.82 8.1.83 8.1.84 8.1.85

Number of B2B Contacts that create leads. Number of Customers that create leads. Number of leads created. Average number of days took to covert the leads to opportunity # of Campaign Plans # of Campaign Plans # of Campaign Plans Number of marketing tactics Total # of segments in a campaign # of Stand Alone Campaigns Total # of Vendors in a campaign Total # of Waves in a campaign Number of products offered Margin for ordered item Total Order revenue Number of units sold Total number of accounts with opportunities created

8.1.86 8.1.87 8.1.88

This metric measures the # of Closed-Lost Opportunities. Total number of opportunities Number of opportunities targeted while planning a campaign

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-199

Marketing Analytics

No 8.1.89 8.1.90 8.1.91 8.1.92 8.1.93 8.1.94 8.1.95 8.1.96 8.1.97 8.1.98 8.1.99 8.1.100 8.1.101 8.1.102 8.1.103 8.1.104 8.1.105 8.1.106 8.1.107 8.1.108 8.1.109 8.1.110 8.1.111 8.1.112 8.1.113 8.1.114

Metric Name Opportunity Facts.# of Wins Opportunity Facts.Actual Opty Conversion Rate Opportunity Facts.Closed Revenue Opportunity Facts.Opportunity Revenue Opportunity Facts.Win Rate Order Facts.# of Accounts with Orders Order Facts.# of Contacts with Orders Order Facts.# of Opportunities with Orders Order Facts.# of Order Line Items Order Facts.# of Orders Order Facts.# of Products Purchased by Contact Order Facts.Average Order Size Order Facts.Cumulative Revenue Earned Order Facts.Cumulative Units Sold Order Facts.Opty to Order Conversion Rate Order Facts.Order Item Margin Order Facts.Order Item Revenue Order Facts.Order Item Revenue per Order Order Facts.Order Number Order Facts.Purchase Rate (Contacts) Order Facts.Quantity Requested Order Facts.Quantity Shipped Order Facts.Revenue Per Order Order Facts.Total Order Revenue Predicted Goals.# Leads (Predicted) Predicted Goals.# Opportunities (Predicted)

Description This metric measures the # of Closed-Won Opportunities. # of Opportunities converted to Orders This metric measures Closed Revenue. This metric measures Opportunity Revenue. This metric displays the # of Wins divided by the Total # of Wins and Losses. Number of B2B orders Number of B2C orders Total # of Opportunities with Orders Number of order line items This metric measures the # of Orders. Total # of products pruchased by a specified contact This metric measures the average total order size excluding tax and freight. Revenue Earned from a product, cumulated over time. # of Units sold of product, cumulated over time. The value realized by dividing the # of Opportunities by # of Orders This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. Revenue per order item Credit Card Name (values based on LOV type 'PAY_ACCNT_CD') The ratio of campaign contacts who placed an order to the total # of contacts targeted by the campaign Quantity of order line items requested Quantity of order line items shipped Total Revenue earned in a campaign divided by total orders booked due to the campaign. Works only at the Campaign Plan and campaign level. This metric measures Total Order Revenue excluding Tax and Freight. the number of leads a marketing campaign aims to generate the number of opportunities a marketing campaign aims to generate

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-200

Marketing Analytics

No 8.1.115 8.1.116 8.1.117 8.1.118

Metric Name Predicted Goals.# Orders (Predicted) Predicted Goals.# Targeted (Predicted) Predicted Goals.Average Cost per Lead (Predicted) Predicted Goals.Average Cost per Opportunity (Predicted) Predicted Goals.Average Cost per Order (Predicted) Predicted Goals.Avg. Contribution Margin (Predicted) Predicted Goals.Avg. Revenue per Sale (Predicted) Predicted Goals.Conversion Rate (Predicted) Predicted Goals.Response Rate (%) (Predicted) Predicted Goals.Revenue (Predicted) Predicted Goals.ROI Amount (Predicted) Predicted Goals.ROI% (Predicted) Predicted Goals.Total Expenses (Predicted) Program Budget Facts.Campaign Budget Assigned Program Budget Facts.Campaign Budget Requested Program Budget Facts.Program Budget Assigned Program Budget Facts.Program Budget Requested Response Facts.# Accounts Responded Response Facts.# of Responded Accounts converted to Opportunities Response Facts.# Responders (B2B) Converted to Lead

Description the number of orders a marketing campaign aims to generate Predicted # of people to be targted in a campaign. the average cost expected per lead a marketing campaign aims to generate the average cost expected per opportunity a marketing campaign aims to generate

8.1.119 8.1.120

the average cost expected per order a marketing campaign aims to generate contribution margin predicted

8.1.121

Revenu eper sale predicted

8.1.122

This metric comes from the value specified in the Financial Modeler in Siebel Marketing

8.1.123 8.1.124 8.1.125 8.1.126 8.1.127 8.1.128

Predicted Response rate. Response rate is the percentage of customers that responded among all that were contacted Revenue that a marketing campaign aims to generate the expected return on investment from a marketing campaign the expected return on investment from a marketing campaign Predicted cost of a marketing tactic Budget assigned to marketing campaign

8.1.129

Budget requested for marketing campaign

8.1.130

Budget assigned to marketing program

8.1.131

Budget requested for marketing program

8.1.132 8.1.133

# of Accounts responding to a campaign. This metric should be used in a B2B campaign to asses the response level from Accounts # of Resonded Accounts converted into Opportunities for a Campaign plan

8.1.134

Total number of B2B responses converted to leads

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-201

Marketing Analytics

No 8.1.135

Metric Name Response Facts.# Responders (B2C) Converted to Lead Response Facts.# Responders (Contacts) Response Facts.# Responses Response Facts.# Responses by Account Response Facts.# Responses Converted to Lead Response Facts.% of Program Response Response Facts.% of Response Method Response Facts.% of Response Type Response Facts.% Responses converted to Leads Response Facts.Actual Opty Conversion Rate Response Facts.Average Response Lag in Days Response Facts.Cumulative # Responders (Unique) Response Facts.Cumulative Response Rate (Individuals) Response Facts.Rank by # of Unique Responders Response Facts.Response Rate (Accounts) Response Facts.Response Rate(Contacts)

Description Total number of B2C responses converted to leads

8.1.136 8.1.137 8.1.138 8.1.139

# of Unique Respondants. Total # of Responses. Works at the Program Plan, Program, Stage , Campaign plan and Campaign level # Responses by Account Total # of responses converted to leads

8.1.140 8.1.141 8.1.142 8.1.143

% of Response within a specified Program plan coming from the specified set (like Campaigns). % of Responses falling into the specified Response type category. This metric may also be constrained Campaigns etc. % of Responses falling into the specified Response type category. This metric may also be constrained Campaigns etc. # responses converted to lead / # responses * 100

8.1.144 8.1.145 8.1.146

# of Opportunities converted to Orders The lag is calculated from Campaign Start Date. The lag for each response is averaged. Will work at the Campaign level only cumulative # of Respondants.

8.1.147

The Response Rate for a Campaign plan as it cumulates over campaigns

8.1.148 8.1.149 8.1.150

Rank the values of a Dimensional attribute by Total # of Unique Responders % of # Targeted within a specified Campaign plan coming from the specified set (like Campaigns) % of # Targeted within a specified Campaign plan coming from the specified set (like Campaigns)

8.2 Marketing - CRM Consumers

No 8.2.1 8.2.2 8.2.3 Metric Name Customer Counts.# Accounts For All Contacts Customer Counts.# Active Household Contacts Customer Counts.# Active Households Description Total number of accounts across all parties Total # of Active household contacts Total # of Active households

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-202

Marketing Analytics

No 8.2.4 8.2.5 8.2.6 8.2.7 8.2.8 8.2.9 8.2.10 8.2.11 8.2.12 8.2.13 8.2.14 8.2.15 8.2.16 8.2.17 8.2.18

Metric Name Customer Counts.# Contacts for All Accounts Customer Counts.# Contacts with SRs Customer Counts.# Household Contacts Customer Counts.# Households Customer Counts.# of Contacts with Activities Customer Counts.# of Contacts with Orders Customer Counts.# of New Contacts Customer Counts.# Targeted (Contacts) Customer Counts.# Targeted (Individuals) Customer Counts.# Targeted (Prospects) Customer Counts.Contact Attrition Customer Counts.Total # of Profile Contacts Household Facts.# Active Households Household Facts.# Households Household Facts.Average # of Contacts per Household Household Facts.Average Household Income Household Facts.Average Household Net Worth Household Facts.Total Household Income Household Facts.Total Household Net Worth Marketing Interactions.# of Accounts Targeted

Description Total number of account contacts across all accounts Number of contacts with service requests Total # of contacts via households Total # of households Number of contacts with activities Total # of Contacts with Orders Number of additional contacts created since the time of the last ETL incremental update. # of Contacts targeted in a Campaign Total # of people targted in a campaign # of Prospects targeted in a Campaign The number of contacts that have become inactive or have been deleted since the last time the data warehouse was refreshed. Count of total contacts Total # of Active households Total # of households Average of the # of contacts across households

8.2.19 8.2.20 8.2.21 8.2.22 8.2.23

Average of the incomes of the individuals in a household Average of the net worth of the individuals in a household Total income of all individuals in a household The total of the net worths of the individuals in a household The above measures calculates the unique number of accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. Counts the number of planned campaigns The above measures calculates the unique number of contacts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW.

8.2.24 8.2.25

Marketing Interactions.# of Activity Campaign Plans Marketing Interactions.# of Contacts Targeted

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-203

Marketing Analytics

No 8.2.26

Metric Name Marketing Interactions.# of Individuals Targeted

Description The above measures calculates the unique number of contacts or prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. The above measures calculates the unique number of prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. Number of customer satisfaction surveys carried out # of Times a contact was targeted in a campaign

8.2.27

Marketing Interactions.# of Prospects Targeted

8.2.28 8.2.29

Marketing Interactions.# of Surveys Marketing Interactions.# of Times Promoted To Customer (Contact) Marketing Interactions.# Overlapping Contacts in Campaigns Marketing Interactions.# Responses Marketing Interactions.# Responses by Account Marketing Interactions.# Responses by Contact Marketing Interactions.# Responses Converted to Opportunities Marketing Interactions.# Targeted (Individuals) Marketing Interactions.Average Response Lag in Days Marketing Interactions.Average Weeks Between Promotions for Customer Marketing Interactions.Customer Promoted to within Days Marketing Interactions.First Time Promoted to Customer Marketing Interactions.Last Time Promoted to Customer Marketing Interactions.Marketing Cost Per Customer Marketing Interactions.Marketing Cost per Customer (Individuals)

8.2.30

# of Accounts that Overlap between two specified unlaunced campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab Total # of Responses. Works at the Program Plan, Program, Stage , Campaign plan and Campaign level # Responses by Account # Responses by Contact Total # of responses converted to opportunities

8.2.31 8.2.32 8.2.33 8.2.34

8.2.35 8.2.36

Total # of people targted in a campaign The lag is calculated from Campaign Start Date. The lag for each response is averaged. Will work at the Campaign level only The average time between promotions for a Customer expressed in weeks

8.2.37

8.2.38

Selects the customers that were targeted in a campaign within the specifed # of days from 'today' First time a product was promoted to the selected customer

8.2.39

8.2.40

Last time a product was promoted to the selected customer

8.2.41

Marketing Cost Per Customer

8.2.42

Total Marketing expenses on a specified contact

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-204

Marketing Analytics

No 8.2.43

Metric Name Marketing Interactions.Propensity To Respond to Promotions by Contact Marketing Interactions.Propensity to Respond to Promotions by Contact (Tertile) Marketing Interactions.Responses per Responder Next Product Purchased.# Purchasers of Next Product Next Product Purchased.# Purchasers Selected Product Next Product Purchased.% of Next Product Purchased (Contacts) Product Facts.# of Products Purchased by Contact Product Facts.# Orders with Market Basket Product Product Facts.# Orders with Selected Product Product Facts.% of Overlapping Purchases by Products (Accounts) Purchase Behavior.# of Accounts with Orders Purchase Behavior.# of Assets Purchase Behavior.# of items in Web Shopping cart Purchase Behavior.# of Orders Purchase Behavior.# of Products Purchased by Contact Purchase Behavior.Average Deal Size Purchase Behavior.Average Discount % across Web Shopping cart Purchase Behavior.Average Order Age

Description Total # of Responses for a contact divided by the # of times targeted in a campaign

8.2.44

See Metric "Propensity to Respond to Promotions". This metric breaks the range into three buckets based on range of values

8.2.45

# of Responses per Responder

8.2.46 8.2.47

Metric used in the Next Product Purchased Report # of Purchasers of selected Product

8.2.48

This metric is used in the Next Product Purchased Report

8.2.49

Total # of products pruchased by a specified contact

8.2.50 8.2.51 8.2.52

# of Orders for the Product in the Market Basket of Another specifed product. Please see Market Basket Report Number of orders for the selected product This metric measures the % of Orders for a given Product that also include a given Market Basket Product. Total # of Accounts with Orders Number of assets with service requests Number of quote items This metric measures the # of Orders. Total # of products pruchased by a specified contact

8.2.53 8.2.54 8.2.55 8.2.56 8.2.57

8.2.58

This metric measures the Average Opportunity Size for closed opportunities.

8.2.59

Average Discount% for the items quoted

8.2.60

Average number of days between order date and data warehouse refresh date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-205

Marketing Analytics

No 8.2.61

Metric Name Purchase Behavior.Average Order Item Discount Purchase Behavior.Average Order Size Purchase Behavior.Average Sales Cycle Purchase Behavior.Cumulative Revenue Earned Purchase Behavior.Cumulative Units Sold Purchase Behavior.Discount Amount of items in Web Shopping Cart Purchase Behavior.Loyal Customer Groups (Years) Purchase Behavior.Margin on items in Web shopping cart Purchase Behavior.Number of months since last order Purchase Behavior.Order Item Cost Purchase Behavior.Order Item Discount Amount Purchase Behavior.Order Item Margin Purchase Behavior.Order Item Revenue Purchase Behavior.Quantity Requested Purchase Behavior.Quantity Shipped Purchase Behavior.Quintile Order Item Margin Purchase Behavior.Total Order Costs Purchase Behavior.Total Order Revenue Purchase Behavior.Years Since First Order

Description Average order item discount amount

8.2.62

This metric measures the average total order size excluding tax and freight.

8.2.63

This metric measures the Average time in days from an Opportunity's creation to its closure as Closed-Won. Revenue Earned from a product, cumulated over time.

8.2.64

8.2.65

# of Units sold of product, cumulated over time.

8.2.66

Discount Amount for the item quoted

8.2.67 8.2.68

Based on the number of interactions in the lat one year , rank and group the B2C customers Margin for the item quoted

8.2.69 8.2.70 8.2.71 8.2.72 8.2.73 8.2.74

Selects all contacts/Accounts who have placed order within the specified # of months Total order item cost This metric measures Order Discount at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. Quantity of order line items requested

8.2.75 8.2.76 8.2.77 8.2.78 8.2.79

Quantity of order line items shipped Order item margin quintile rank, between 1-5, i.e. 1 means order item margin is in the top 20% Total cost of all order items This metric measures Total Order Revenue excluding Tax and Freight. Number of years since first order

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-206

Marketing Analytics

8.3 Marketing - CRM Customers

No 8.3.1 8.3.2 8.3.3 8.3.4 8.3.5 8.3.6 Metric Name Account Facts.# of Accounts Account Facts.# of Inbound Interaction Activities Account Facts.# of Interactions Account Facts.# of New Accounts Account Facts.# of New Contacts Account Facts.# of Outbound Interaction Activities Account Facts.Account Attrition Account Facts.Account Loyalty Account Facts.Account Loyalty Group Account Facts.Contact Attrition Account Facts.Cost to Serve the Customer (Account) Account Facts.Inbound Interaction Decile Account Facts.Interaction Groupings Account Facts.Outbound Interaction Decile Marketing Interaction Facts.# of Activity Campaign Plans Marketing Interaction Facts.# of Responded Accounts converted to Opportunities Marketing Interaction Facts.# of Surveys Marketing Interaction Facts.# of Times Promoted To Customer (Account) Marketing Interaction Facts.# of Times Promoted To Customer (Contact) Marketing Interaction Facts.# Overlapping Accounts by Campaigns Description Total number of B2B accounts # of Inbound interactions with a contact # of Inbound and outbound interactions with a contact Number of additional accounts created since the time of the last ETL incremental update. Number of additional contacts created since the time of the last ETL incremental update. # of outbound interactions with a contact

8.3.7 8.3.8 8.3.9 8.3.10 8.3.11

The number of accounts that have become inactive or have been deleted since the last time the data warehouse was refreshed. Actual cost per consumer orders Based on the number of interactions in the lat one year , rank and group the B2B customers The number of contacts that have become inactive or have been deleted since the last time the data warehouse was refreshed. Total Marketing Cost plus Service Cost

8.3.12 8.3.13 8.3.14 8.3.15

# of interactions for a contact broken in buckets of ranging from highest to lowest. This helps identify contacts with high and low inetractions This metric ranks and groups the B2B customers based on their frequency of interactions # of interactions for a contact broken in buckets of ranging from highest to lowest. This helps identify contacts with high and low inetractions Counts the number of planned campaigns

8.3.16

# of Resonded Accounts converted into Opportunities for a Campaign plan

8.3.17 8.3.18

Number of customer satisfaction surveys carried out # of Times an acccount was targeted in a campaign

8.3.19

# of Times a contact was targeted in a campaign

8.3.20

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

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-207

Marketing Analytics

No 8.3.21

Metric Name Marketing Interaction Facts.# Overlapping Contacts in Campaigns Marketing Interaction Facts.# Responses Marketing Interaction Facts.# Responses by Account Marketing Interaction Facts.# Responses by Contact Marketing Interaction Facts.# Responses Converted to Opportunities Marketing Interaction Facts.# Targeted (Accounts) Marketing Interaction Facts.# Targeted (Individuals) Marketing Interaction Facts.Average Response Lag in Days Marketing Interaction Facts.Average Weeks Between Promotions for Customer Marketing Interaction Facts.Customer Promoted to within Days Marketing Interaction Facts.Marketing Cost Per Account Marketing Interaction Facts.Marketing Cost per Customer Marketing Interaction Facts.Propensity to Respond To Promotions by Account Marketing Interaction Facts.Propensity to Respond to Promotions by Account (Tertile) Marketing Interaction Facts.Propensity To Respond to Promotions by Contact Marketing Interaction Facts.Propensity to Respond to Promotions by Contact (Tertile)

Description # of Accounts that Overlap between two specified unlaunced campaigns. Please see report on Customer Insight (B2B) dashboard, Interaction tab Total # of Responses. Works at the Program Plan, Program, Stage , Campaign plan and Campaign level # Responses by Account

8.3.22 8.3.23

8.3.24

# Responses by Contact

8.3.25

Total # of responses converted to opportunities

8.3.26

# of Accounts targeted in a Campaign

8.3.27

Total # of people targted in a campaign

8.3.28

The lag is calculated from Campaign Start Date. The lag for each response is averaged. Will work at the Campaign level only The average time between promotions for a Customer expressed in weeks

8.3.29

8.3.30

Selects the customers that were targeted in a campaign within the specifed # of days from 'today' Marketing Cost Per Account

8.3.31

8.3.32

To be used to get customer counts based on Marketing Spend as criterion

8.3.33

# of Responses by Accounts divided by # of times targeted in Campaigns

8.3.34

Propensity to Respond by Account broken in three buckets based on value.

8.3.35

Total # of Responses for a contact divided by the # of times targeted in a campaign

8.3.36

See Metric "Propensity to Respond to Promotions". This metric breaks the range into three buckets based on range of values

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-208

Marketing Analytics

No 8.3.37

Metric Name Marketing Interaction Facts.Responses per Responder Opportunity Facts.# Days in Stage Opportunity Facts.# of Accounts Opportunity Facts.# of Competitive Opportunities Opportunity Facts.# of Losses Opportunity Facts.# of Open Opportunities Opportunity Facts.# of Opportunities Opportunity Facts.# of Opportunities with Orders Opportunity Facts.# of Wins Opportunity Facts.Average Deal Size Opportunity Facts.Average Probability Opportunity Facts.Average Sales Cycle Opportunity Facts.Close Rate Opportunity Facts.Closed Cost Opportunity Facts.Closed Margin Opportunity Facts.Closed Revenue Opportunity Facts.Closed Revenue (000) Opportunity Facts.Closed Revenue (000,000) Opportunity Facts.Competitive Opportunity Revenue Opportunity Facts.Expected Revenue Opportunity Facts.Expected Revenue (000) Opportunity Facts.Expected Revenue (000,000) Opportunity Facts.Loss Rate

Description # of Responses per Responder

8.3.38 8.3.39 8.3.40 8.3.41 8.3.42 8.3.43 8.3.44 8.3.45 8.3.46 8.3.47 8.3.48 8.3.49 8.3.50 8.3.51 8.3.52 8.3.53 8.3.54 8.3.55

This metric measures the # of days between the latest ETL date and the date a given Opportunity entered its current Sales Stage. Total # of Accounts with Opportunities This metric measures the # of Opportunities that have a Primary Competitor. This metric measures the # of Closed-Lost Opportunities. This metric measures the # of Open Opportunities. This metric counts the # of Opportunities. Total # of Opportunities with Orders This metric measures the # of Closed-Won Opportunities. This metric measures the Average Opportunity Size for closed opportunities. This metric averages Win probability. This metric measures the Average time in days from an Opportunity's creation to its closure as Closed-Won. This metric displays the # of Wins divided by the # of Opportunities. This metric measures Closed Cost. This metric measures Closed Margin. This metric measures Closed Revenue. This metric measures Closed Opportunity Revenue in 1000s This metric measures Closed Revenue in 1,000,000s. This metric displays Opportunity Revenue for those Opportunities that have a Primary Competitor. This metric measures Expected Revenue. This metric displays Expected Revenue in 1000s.

8.3.56 8.3.57

8.3.58

This metric measures Expected Revenue in 1,000,000s

8.3.59

This metric displays the # of Losses divided by the Total # of Wins and Losses.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-209

Marketing Analytics

No 8.3.60 8.3.61 8.3.62 8.3.63

Metric Name Opportunity Facts.Lost Margin Opportunity Facts.Lost Revenue Opportunity Facts.Lost Revenue (000) Opportunity Facts.Opportunity Average Days Open Opportunity Facts.Opportunity Cost Opportunity Facts.Opportunity Detail Revenue (000) Opportunity Facts.Opportunity Revenue Opportunity Facts.Opportunity Revenue (000) Opportunity Facts.Opportunity Revenue (000,000) Opportunity Facts.Rank by % Closed Opportunity Facts.Win Rate Order Facts.# Contacts Orders Order Facts.# of Accounts with Orders Order Facts.# of Assets Order Facts.# of Orders Order Facts.# of Products Purchased by Account Order Facts.# of Products Purchased by Contact Order Facts.Average Order Age Order Facts.Average Order Discount (%) Order Facts.Average Order Item Discount Order Facts.Average Order Size Order Facts.Line Item Order Revenue (000) Order Facts.Line Item Shipped Revenue (000) Order Facts.Order Item Cost

Description This metric displays Lost Opportunity Margin. This metric displays Lost Opportunity Revenue. This metric measures Lost Opportunity Revenue in 1000s This metric measures the # of Days an Opportunity has been Open.

8.3.64 8.3.65

This metric measures Opportunity Cost. This metric measures Opportunity Revenue in 1000s for Revenue line items. This metric should be used with the Product dimension. This metric measures Opportunity Revenue. This metric displays Opportunity Revenue in 1000s.

8.3.66 8.3.67

8.3.68

This metric measures Opportunity Revenue in 1,000,000s

8.3.69 8.3.70 8.3.71 8.3.72 8.3.73 8.3.74 8.3.75 8.3.76 8.3.77 8.3.78 8.3.79 8.3.80 8.3.81

Rank the percentage of closed opportunity revenue to total opportunity revenue This metric displays the # of Wins divided by the Total # of Wins and Losses. Number of orders from consumers Total # of Accounts with Orders Number of assets with service requests This metric measures the # of Orders. Total # of products pruchased by a specified account Total # of products pruchased by a specified contact Average number of days between order date and data warehouse refresh date This metric measures the average order discount % at the order level. Average order item discount amount This metric measures the average total order size excluding tax and freight. This metric measures Order Revenue in 1000s based on Order date and does not include Tax, Freight or Header-level discounts. This metric should be used with the product dimension. This metric measures Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts Total order item cost

8.3.82 8.3.83

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-210

Marketing Analytics

No 8.3.84 8.3.85 8.3.86 8.3.87 8.3.88 8.3.89 8.3.90 8.3.91 8.3.92 8.3.93 8.3.94 8.3.95

Metric Name Order Facts.Order Item Discount Amount Order Facts.Order Item Margin Order Facts.Order Item Revenue Order Facts.Product Cost by Customer (Contact) Order Facts.Quantity Requested Order Facts.Quantity Shipped Order Facts.Quintile Order Item Margin Order Facts.Total Order Revenue Order Facts.Total Order Revenue (000) Order Facts.Total Shipped Revenue (000) Order Facts.Years Since First Order Product Facts.# of Products Purchased by Account Product Facts.# of Purchasers of Selected Product Product Facts.# Orders with Market Basket Product Product Facts.# Orders with Selected Product Product Facts.# Purchasers of Next Product (Accounts) Product Facts.# Purchasers Selected Product (Accounts) Product Facts.% of Next Product Purchase (Accounts) Product Facts.% of Overlapping Customers by Products (Accounts) Product Facts.Product Cost by Customer (Account)

Description This metric measures Order Discount at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. Total Cost of all the products sold to a contact Quantity of order line items requested Quantity of order line items shipped Order item margin quintile rank, between 1-5, i.e. 1 means order item margin is in the top 20% This metric measures Total Order Revenue excluding Tax and Freight. Total order header revenue after adjustments (in thousands) This metric measures the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts. Number of years since the contact ordered last time Total # of products pruchased by a specified account

8.3.96

# of Purchasers of selected Product

8.3.97 8.3.98 8.3.99

# of Orders for the Product in the Market Basket of Another specifed product. Please see Market Basket Report Number of orders for the selected product This metric measures the # of Accounts for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account. This metric measures the # of Accounts that purchased a given Product

8.3.100

8.3.101

This metric measures the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account. This metric is used in theProduct Propensity Report

8.3.102

8.3.103

Total Cost of all the products sold to an account

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-211

Marketing Analytics

8.4 Marketing - CRM Events

No 8.4.1 8.4.2 8.4.3 8.4.4 Metric Name Event Counts.# of Event Plans Event Counts.# of Events Event Counts.# of Sessions Event Opportunities.# of Accounts with Opportunities Event Opportunities.# of Contacts with Opportunities Event Opportunities.# of Losses Event Opportunities.# of Opportunities Event Opportunities.# of Wins Event Opportunities.Average Cost per Account with Opportunities Event Opportunities.Average Cost per Contact with Opportunities Event Opportunities.Closed Revenue Event Opportunities.Opportunity Revenue Event Opportunities.Win Rate Event Orders.# of Accounts with Orders Event Orders.# of Contacts with Orders Event Orders.# of Opportunities with Orders Event Orders.# of Order Line Items Event Orders.# of Orders Event Orders.# of Products Purchased by Contact Event Orders.Average Order Size Event Orders.Cumulative Revenue Earned Event Orders.Cumulative Units Sold Description Number of marketing event plans Number of marketing events Number of event sessions Number of accounts (B2B customer) with opportunities

8.4.5 8.4.6 8.4.7 8.4.8 8.4.9

Number of contacts (B2C customer) with opportunities This metric measures the # of Closed-Lost Opportunities. Number of opportunities resulted from a mrketing event This metric measures the # of Closed-Won Opportunities. Average cost per B2B opportunities, generated from the event

8.4.10

Average cost per B2C opportunities, generated from the event

8.4.11 8.4.12

This metric measures Closed Revenue. This metric measures Opportunity Revenue.

8.4.13 8.4.14 8.4.15 8.4.16 8.4.17 8.4.18 8.4.19 8.4.20 8.4.21 8.4.22

This metric displays the # of Wins divided by the Total # of Wins and Losses. Actual number of B2B customers with orders, generaetd from the event Number of B2B orders Total # of Opportunities with Orders Number of order line items This metric measures the # of Orders. Total # of products pruchased by a specified contact This metric measures the average total order size excluding tax and freight. Revenue Earned from a product, cumulated over time. # of Units sold of product, cumulated over time.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-212

Marketing Analytics

No 8.4.23 8.4.24 8.4.25 8.4.26 8.4.27 8.4.28 8.4.29 8.4.30 8.4.31 8.4.32 8.4.33

Metric Name Event Orders.Opty to Order Conversion Rate Event Orders.Order Item Margin Event Orders.Order Item Revenue Event Orders.Order Item Revenue per Order Event Orders.Order Number Event Orders.Purchase Rate (Contacts) Event Orders.Quantity Requested Event Orders.Quantity Shipped Event Orders.Revenue Per Order Event Orders.Total Order Revenue Event Targets.# of Accounts Targeted

Description The value realized by dividing the # of Opportunities by # of Orders This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. Number of B2C orders Credit Card Name (values based on LOV type 'PAY_ACCNT_CD') The ratio of campaign contacts who placed an order to the total # of contacts targeted by the campaign Quantity of order line items requested Quantity of order line items shipped Total Revenue earned in a campaign divided by total orders booked due to the campaign. Works only at the Campaign Plan and campaign level. This metric measures Total Order Revenue excluding Tax and Freight. The above measures calculates the unique number of accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. The above measures calculates the unique number of contacts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. The above measures calculates the unique number of contacts or accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. Budget Assigned for each campaign by cost type and cost category Fixed Cost (Actual) Actual Marketing Cost by cost Category and cost type Forecasted Marketing Cost by cost Category and cost type Budget Assigned for each campaign by cost type and cost category Actual number of B2B leads with revenue, generated from the event

8.4.34

Event Targets.# of Contacts Targeted

8.4.35

Event Targets.# Targeted

8.4.36 8.4.37 8.4.38 8.4.39 8.4.40 8.4.41

Expenses.Budget Assigned Expenses.Fixed Cost (Actual) Expenses.Marketing Cost (Actual) Expenses.Marketing Cost (Forecasted) Facts.Budget Assigned Goal Achievement Lead Related (pre 7.9.6).# of Accounts with Leads with Revenue Goal Achievement Lead Related (pre 7.9.6).# of Contacts with Leads with Revenue Goal Achievement.Actual Expenses

8.4.42

Actual number of B2C leads with revenue, generated from the event

8.4.43

Actual Expenses incurred on a Marketing Campaign

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-213

Marketing Analytics

No 8.4.44

Metric Name Goal Achievement.Average Cost per Account with Orders Goal Achievement.Average Cost per Contact with Orders Goal Achievement.Avg. Revenue per Sale to Accounts Goal Achievement.Avg. Revenue per Sale to Individuals Goal Achievement.Revenue Goal Achievement.ROI % Goal Achievement.ROI Amount Goal Variance Lead Related (pre 7.9.6).Variance in # of Accounts with Leads with Revenue Goal Variance Lead Related (pre 7.9.6).Variance in # of Contacts with Leads with Revenue Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Account with Leads with Revenue Goal Variance Lead Related (pre 7.9.6).Variance in Average Cost per Contact with Leads with Revenue Goal Variance.Variance in # Accounts with Opportunities Goal Variance.Variance in # Contacts with Opportunities Goal Variance.Variance in # Leads Goal Variance.Variance in # of Accounts with Orders Goal Variance.Variance in # of Contacts with Orders Goal Variance.Variance in Average Cost per Account with Orders

Description Actual cost per business orders

8.4.45

Actual cost per consumer orders

8.4.46

Actual revenue per business sale

8.4.47

Actual revenue per consumer sale

8.4.48 8.4.49 8.4.50 8.4.51

Actual Revenue Actual ROI percentage Actual ROI amount Difference between actual and planned number of B2B leads with revenue, generated from the event

8.4.52

Difference between actual and planned number of B2C leads with revenue, generated from the event

8.4.53

Difference between actual and planned average cost per B2B leads with revenue, generated from the event

8.4.54

Difference between actual and planned average cost per B2C leads with revenue, generated from the event

8.4.55

Difference between planned and actual number of accounts (B2B customer) with opportunities Difference between planned and actual number of contacts (B2C customer) with opportunities Difference between planned and actual number of leads generated Difference between actual and planned/predicted number of B2B orders, generated from the event Difference between actual and planned/predicted number of B2C orders, generated from the event Difference between actual and planned/predicted average cost per B2B orders , generated from the event

8.4.56

8.4.57 8.4.58 8.4.59 8.4.60

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-214

Marketing Analytics

No 8.4.61

Metric Name Goal Variance.Variance in Average Cost per Accounts with Opportunities Goal Variance.Variance in Average Cost per Contact with Orders Goal Variance.Variance in Average Cost per Contacts with Opportunities Goal Variance.Variance in Average Cost per Lead Goal Variance.Variance in Avg. Revenue per Sale to Accounts Goal Variance.Variance in Avg. Revenue per Sale to Individuals Goal Variance.Variance in Revenue Goal Variance.Variance in ROI (%) Goal Variance.Variance in ROI Amount Goal Variance.Variance in Total Expense Invitees and Registrants.# of Invitees Invitees and Registrants.# of Seats Taken Predicted Goals.# Leads (Predicted) Predicted Goals.# Opportunities (Predicted) Predicted Goals.# Orders (Predicted) Predicted Goals.# Targeted (Predicted) Predicted Goals.Average Cost per Lead (Predicted) Predicted Goals.Average Cost per Opportunity (Predicted) Predicted Goals.Average Cost per Order (Predicted) Predicted Goals.Avg. Contribution Margin (Predicted) Predicted Goals.Avg. Revenue per Sale (Predicted)

Description Difference between planned and actual cost per B2B opportunities

8.4.62

Difference between actual and planned/predicted average cost per B2C orders, generated from the event Difference between planned and actual cost per B2C opportunities

8.4.63

8.4.64 8.4.65

Difference between planned and actual cost per lead Difference between actual and planned/predicted B2B revenue per sale, generated from the event Difference between actual and planned/predicted B2C revenue per sale, generated from the event Difference between planned and actual Revenue Difference between planned and actual percentage ROI Difference between planned and actual ROI Amount Difference between planned and actual Expense Number of invitees for the event Number of seats taken the number of leads a marketing campaign aims to generate the number of opportunities a marketing campaign aims to generate the number of orders a marketing campaign aims to generate Predicted # of people to be targted in a campaign. the average cost expected per lead a marketing campaign aims to generate the average cost expected per opportunity a marketing campaign aims to generate

8.4.66

8.4.67 8.4.68 8.4.69 8.4.70 8.4.71 8.4.72 8.4.73 8.4.74 8.4.75 8.4.76 8.4.77 8.4.78

8.4.79 8.4.80

the average cost expected per order a marketing campaign aims to generate contribution margin predicted

8.4.81

Revenu e per sale predicted

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-215

Marketing Analytics

No 8.4.82

Metric Name Predicted Goals.Conversion Rate (Predicted) Predicted Goals.Response Rate (%) (Predicted) Predicted Goals.Revenue (Predicted) Predicted Goals.ROI Amount (Predicted) Predicted Goals.ROI% (Predicted) Predicted Goals.Total Expenses (Predicted)

Description This metric comes from the value specified in the Financial Modeler in Siebel Marketing

8.4.83 8.4.84 8.4.85 8.4.86 8.4.87

Predicted Response rate. Response rate is the percentage of customers that responded among all that were contacted Revenue that a marketing campaign aims to generate the expected return on investment from a marketing campaign the expected return on investment from a marketing campaign Predicted cost of a marketing tactic

8.5 Marketing - CRM Lead to Order

No 8.5.1 8.5.2 8.5.3 8.5.4 8.5.5 8.5.6 8.5.7 8.5.8 8.5.9 8.5.10 8.5.11 8.5.12 8.5.13 8.5.14 8.5.15 Metric Name Lead Facts.# Leads Converted Lead Facts.# of Leads Lead Facts.Actual Cost Lead Facts.Avg Cost Per Lead Lead Facts.Leads to Opportunity Conversion(%) Order Facts.# of Orders from Lead Order Facts.Revenue Per Lead Order Facts.Total Order Revenue Order Facts.Total Order Revenue from Lead Quote Facts.# of Quotes from Lead Quote Facts.Total Quote Revenue Revenue Facts.# of Opportunities Revenue Facts.# of Opportunities from Lead Revenue Facts.% Opportunities from Lead Revenue Facts.Opportunity Revenue Description Number of leads converted to opportunities. Number of leads created. Actual cost the generate lead. Average Marketing Cost to generate a lead. Leads converted to opportunity, in %. Number of orders leads resulted in. Total revenue from lead / # of leads This metric measures Total Order Revenue excluding Tax and Freight. Total order revenue generated from marketing leads Number of quotes leads resulted in. Sum of total quote revenue This metric counts the # of Opportunities. Total number of opportunities generated from leads What percentage of opportunities are generated from leads This metric measures Opportunity Revenue.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-216

Marketing Analytics

8.6 Marketing - CRM Leads

No 8.6.1 8.6.2 8.6.3 8.6.4 8.6.5 8.6.6 8.6.7 8.6.8 8.6.9 Metric Name Lead Facts.# Customer Leads Converted Lead Facts.# Excellent Leads Converted Lead Facts.# Leads Assigned Lead Facts.# Leads Converted Lead Facts.# Leads from B2B Customer Lead Facts.# Leads from B2C Customer Lead Facts.# Leads from Customer Lead Facts.# Leads from Prospect Lead Facts.# Leads Generated from Marketing Source Lead Facts.# Leads Generated from Non Marketing Source Lead Facts.# Leads Open Lead Facts.# Leads Rejected Lead Facts.# Leads Retired Lead Facts.# Leads Unassigned Lead Facts.# of Accepted Leads Lead Facts.# of B2B Customer with Leads Lead Facts.# of B2C Customer with Leads Lead Facts.# of Excellent Leads Lead Facts.# of Leads Lead Facts.# of Leads from Campaign Lead Facts.# of Leads from Event Lead Facts.# Prospect Leads Converted Lead Facts.% Leads Rejected Lead Facts.% Leads Retired Description of leads converted, who were already existing customers. Number of leads converted to opportunities with quality '1- Exellent'. Number of leads Assigned to a sales group / rep. Number of leads converted to opportunities. Number of Leads from B2B customers. Number of eads from B2C customers. Number of leads created from exiting customer. Number of leads created from prospects. Number of leads generated from marketing source

8.6.10

Leads generated through inbound marketing activity.

8.6.11 8.6.12 8.6.13 8.6.14 8.6.15 8.6.16 8.6.17 8.6.18 8.6.19 8.6.20 8.6.21 8.6.22 8.6.23 8.6.24

Number of leads in Open status (leads which are not acted upon). # Leads Rejected . Number of leads retired. Leads not assigned to anyone yet. Number of Leads accepted by the sales force. Number of B2B Customers that is a lead Number of B2C Customers that is a lead Number of leads created with quality = '1-Excellent' Number of leads created. Number of Leads from Campaign. Number of Leads from Events. Number of leads converted, who are not existing customers. Leads rejected, in %. Leads Retired, in %.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-217

Marketing Analytics

No 8.6.25 8.6.26 8.6.27 8.6.28

Metric Name Lead Facts.Actual Cost Lead Facts.Average # of Days to Assign Leads Lead Facts.Average # of Days to Convert Leads Lead Facts.Average Lead Age(Days) Lead Facts.Avg Cost Per Lead Lead Facts.Leads to Opportunity Conversion(%)

Description Actual cost the generate lead. Average number of days took to assign the leads. Average number of days took to covert the leads to opportunity Average # of Days before the lead is converted/ rejected / retired. # of days lead is open until having a final outcome Average Marketing Cost to generate a lead. Leads converted to opportunity, in %.

8.6.29 8.6.30

8.7 Marketing - CRM Planning

No 8.7.1 8.7.2 8.7.3 8.7.4 8.7.5 8.7.6 8.7.7 8.7.8 8.7.9 Metric Name Expenses.# of Invoices Expenses.# of Payable Invoices Expenses.Budget Assigned Expenses.Fixed Cost (Actual) Expenses.Invoice Amount Expenses.Marketing Cost (Actual) Expenses.Marketing Cost (Forecasted) Expenses.Total Invoiced Amount Goal Achievement Lead Related (pre 7.9.6).# of Accounts with Leads with Revenue Goal Achievement Lead Related (pre 7.9.6).# of Contacts with Leads with Revenue Goal Achievement Lead Related (pre 7.9.6).Account Conversion Rate to Leads (%) with Revenue Goal Achievement Lead Related (pre 7.9.6).Average Cost per Account with Leads with Revenue Description # of Invoices for marketing expenses # of Payable Invoices for marketing expenses Budget Assigned for each campaign by cost type and cost category Fixed Cost (Actual) Total invoiced amount as marketing expenses Actual Marketing Cost by cost Category and cost type Forecasted Marketing Cost by cost Category and cost type Total invoiced amount as marketing expenses Actual number of B2B leads with revenue

8.7.10

Actual number of B2C leads with revenue

8.7.11

B2B Response to Lead conversion rate

8.7.12

Actual cost spent on average for B2B leads with revenue

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-218

Marketing Analytics

No 8.7.13

Metric Name Goal Achievement Lead Related (pre 7.9.6).Average Cost per Contact with Leads with Revenue Goal Achievement Lead Related (pre 7.9.6).Contact Conversion Rate to Leads (%) with Revenue Goal Achievement.# of Accounts Targeted

Description Actual cost spent on average for B2C leads with revenue

8.7.14

B2C Response to Lead conversion rate

8.7.15

The above measures calculates the unique number of accounts that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. Actual achieved number of B2B opportunities

8.7.16

Goal Achievement.# of Accounts with Opportunities Goal Achievement.# of Contacts with Opportunities Goal Achievement.# of Contacts with Orders Goal Achievement.# of Individuals Targeted

8.7.17 8.7.18 8.7.19

Actual achieved number of B2C opportunities Actual number of B2C contacts with order The above measures calculates the unique number of contacts or prospects that were in a launched campaign. This does not necessarily mean that they were contacted. The information is latest as of the time it was loaded in the Siebel RMW. Total number of leads created. Actual number of opportunities Planned / targetted number of opportunities Percentage of B2B contacts converted to orders - # accounts with orders/ # accounts targeted * 100. Actual Expenses incurred on a Marketing Campaign Actual cost per B2B customer / prospect with opportunities

8.7.20 8.7.21 8.7.22 8.7.23

Goal Achievement.# of Leads Goal Achievement.# of Opporunities Goal Achievement.# of Targeted Opportunities Goal Achievement.Account Conversion Rate to Orders (%) Goal Achievement.Actual Expenses Goal Achievement.Average Cost per Account with Opportunities Goal Achievement.Average Cost per Account with Orders Goal Achievement.Average Cost per Contact with Opportunities Goal Achievement.Average Cost per Contact with Orders Goal Achievement.Avg Cost Per Lead Goal Achievement.Avg. Revenue per Sale to Accounts

8.7.24 8.7.25

8.7.26

Actual cost per B2B customer with orders

8.7.27

Actual cost per B2C customer / prospect with opportunities

8.7.28

Actual cost per B2C customer with orders

8.7.29 8.7.30

Average Marketing Cost to generate a lead. Actual revenue per sale to business customers

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-219

Marketing Analytics

No 8.7.31

Metric Name Goal Achievement.Avg. Revenue per Sale to Individuals Goal Achievement.Closed Revenue Goal Achievement.Contact Conversion Rate to Orders (%) Goal Achievement.Opportunity Revenue Goal Achievement.Response Rate (Accounts) Goal Achievement.Response Rate(Contacts) Goal Achievement.Revenue Goal Achievement.ROI % Goal Achievement.ROI Amount Goal Variance Lead Releated (pre 7.9.6).Variance in # of Accounts with Leads with Revenue Goal Variance Lead Releated (pre 7.9.6).Variance in # of Contacts with Leads with Revenue Goal Variance Lead Releated (pre 7.9.6).Variance in Average Cost per Account with Leads with Revenue Goal Variance Lead Releated (pre 7.9.6).Variance in Average Cost per Contact with Leads with Revenue Goal Variance.Variance in # Accounts Targeted Accounts Goal Variance.Variance in # Accounts with Opportunities Goal Variance.Variance in # Contacts Targeted

Description Actual revenue per sale to individual customers

8.7.32 8.7.33

This metric measures Closed Revenue. Percentage of B2C contacts converted to orders - # contacts with orders/ # individuals targeted * 100. This metric measures Opportunity Revenue.

8.7.34

8.7.35

% of # Targeted within a specified Campaign plan coming from the specified set (like Campaigns) % of # Targeted within a specified Campaign plan coming from the specified set (like Campaigns) Actual revenue Actual achieved percentage ROI Actual achieved ROI amount Difference between actual and planned / predicted number of B2B leads with revenue

8.7.36

8.7.37 8.7.38 8.7.39 8.7.40

8.7.41

Difference between actual and planned / predicted number of B2C leads with revenue

8.7.42

Difference between actual and planned average cost per B2B leads with revenue

8.7.43

Difference between actual and planned average cost per B2C leads with revenue

8.7.44

Difference between planned and actual B2B customers targeted

8.7.45

Difference between actual and planned / predicted number of B2B contacts with opportunities Difference between planned and actual B2C customers targeted

8.7.46

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-220

Marketing Analytics

No 8.7.47

Metric Name Goal Variance.Variance in # Contacts with Opportunities Goal Variance.Variance in # Leads Goal Variance.Variance in # of Accounts with Orders Goal Variance.Variance in # of Contacts with Orders Goal Variance.Variance in Account % Conversion Rate to Orders Goal Variance.Variance in Account Response Rate Goal Variance.Variance in Average Cost per Account with Orders Goal Variance.Variance in Average Cost per Accounts with Opportunities Goal Variance.Variance in Average Cost per Contact with Orders Goal Variance.Variance in Average Cost per Contacts with Opportunities Goal Variance.Variance in Average Cost per Lead Goal Variance.Variance in Avg. Revenue per Sale to Accounts Goal Variance.Variance in Avg. Revenue per Sale to Individuals Goal Variance.Variance in Contact % Conversion Rate to Orders Goal Variance.Variance in Contact Response Rate Goal Variance.Variance in Revenue Goal Variance.Variance in ROI (%) Goal Variance.Variance in ROI Amount Goal Variance.Variance in Total Expense Marketing Source Counts.# of Campaigns Marketing Source Counts.# of Event Plans

Description Difference between actual and planned / predicted number of B2C contacts with opportunities Difference between planned and actual number of leads generated Difference between actual and planned / predicted number of B2B contacts with orders Difference between actual and planned / predicted number of B2C contacts with orders Difference between actual and planned percentage B2B targets converted to orders

8.7.48 8.7.49 8.7.50 8.7.51

8.7.52 8.7.53

Difference between planned and actual B2B response rate Difference between actual and planned/predicted average cost per B2B orders

8.7.54

Difference between actual and planned/predicted average cost per B2B opportunities

8.7.55

Difference between actual and planned/predicted average cost per B2C orders

8.7.56

Difference between actual and planned/predicted average cost per B2C opportunities

8.7.57 8.7.58

Difference between planned and actual cost per lead Difference between planned and actual revenue per business sale

8.7.59

Difference between planned and actual revenue per consumer sale

8.7.60

Difference between actual and planned percentage B2C targets converted to orders

8.7.61 8.7.62 8.7.63 8.7.64 8.7.65 8.7.66 8.7.67

Difference between planned and actual B2C response rate Difference between planned and actual revenue Difference between planned and actual percentage ROI Difference between planned and actual ROI amount Difference between planned and actual expense # of Campaign Plans Number of marketing event plans

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-221

Marketing Analytics

No 8.7.68 8.7.69 8.7.70 8.7.71 8.7.72 8.7.73

Metric Name Marketing Source Counts.# of Events Marketing Source Counts.# of Marketing Plans Marketing Source Counts.# of Programs Marketing Source Counts.# of Sessions Marketing Source Counts.# of Tactics Marketing Source Counts.# of Tactics - including Event Plans Marketing Source Counts.# Stand Alone Campaigns Marketing Source Counts.# Vendors Predicted Goals.# Leads (Predicted) Predicted Goals.# Opportunities (Predicted) Predicted Goals.# Orders (Predicted) Predicted Goals.# Targeted (Predicted) Predicted Goals.Average Cost per Lead (Predicted) Predicted Goals.Average Cost per Opportunity (Predicted) Predicted Goals.Average Cost per Order (Predicted) Predicted Goals.Avg. Contribution Margin (Predicted) Predicted Goals.Avg. Revenue per Sale (Predicted) Predicted Goals.Conversion Rate (Predicted) Predicted Goals.Response Rate (%) (Predicted) Predicted Goals.Revenue (Predicted) Predicted Goals.ROI Amount (Predicted) Predicted Goals.ROI% (Predicted)

Description Number of marketing events # of Campaign Plans # of Campaign Plans Number of marketing event sessions Number of marketing tactics Number of marketing tactics including event plans

8.7.74 8.7.75 8.7.76 8.7.77 8.7.78 8.7.79 8.7.80 8.7.81

# of Stand Alone Campaigns Total # of Vendors in a campaign the number of leads a marketing campaign aims to generate the number of opportunities a marketing campaign aims to generate the number of orders a marketing campaign aims to generate Predicted # of people to be targted in a campaign. the average cost expected per lead a marketing campaign aims to generate the average cost expected per opportunity a marketing campaign aims to generate

8.7.82 8.7.83

the average cost expected per order a marketing campaign aims to generate Average contribution margin predicted / planned

8.7.84

Avergae revenue per sale predicted / planned.

8.7.85

This metric comes from the value specified in the Financial Modeler in Siebel Marketing

8.7.86 8.7.87 8.7.88 8.7.89

Predicted Response rate. Response rate is the percentage of customers that responded among all that were contacted Revenue that a marketing campaign aims to generate the expected return on investment from a marketing campaign the expected return on investment from a marketing campaign

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-222

Marketing Analytics

No 8.7.90

Metric Name Predicted Goals.Total Expenses (Predicted)

Description Predicted cost of a marketing tactic

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 8-223

Price Analytics

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

9.1 Sales - CRM Price Waterfall

No 9.1.1 Metric Name Conversion Facts.Opty to Order Conversion % (# Opportunities) Conversion Facts.Opty to Order Conversion % (Invoice Revenue) Conversion Facts.Opty to Order Conversion % (Qty) Conversion Facts.Quote to Order Conversion % (# Quotes) Conversion Facts.Quote to Order Conversion % (Invoice Revenue) Conversion Facts.Quote to Order Conversion % (Pocket Revenue) Conversion Facts.Quote to Order Conversion % (Qty) Order Detail Facts.# of Opportunities with Orders Order Detail Facts.# of Order Line Items Order Detail Facts.# of Orders Order Detail Facts.Order Average Invoice Revenue Order Detail Facts.Order Average Pocket Margin Order Detail Facts.Order Average Pocket Revenue Order Detail Facts.Order Item Approved Invoice Price Order Detail Facts.Order Item Approved Invoice Revenue Description The percentage of opportunities that become orders, relative to the total number of opportunities. Conv. Rate = # Opportunities with one or more Orders / [Total # Opportunities] The percentage of opportunity revenue that becomes orders revenue, relative to the total opportunity revenue. Conv. Rate = [Sum of Opportunity Revenue w/ one or more Orders] / [Total Opportunity Revenue] The percentage of opportunity volume that becomes orders volume, relative to the total opportunity volume.Conv. Rate = [Sum of Opportunity Quantity w/ one or more Orders] / [Total Opportunity Quantity] The percentage of quote that become orders, relative to the total number of quote. Conv. Rate = [# Quote w/ one or more Orders] / [Total # Quote] The percentage of quote invoice revenue that becomes orders invoice revenue, relative to the total quote invoice revenue. Conv. Rate = [Sum of Quote Invoice Revenue w/ one or more Orders] / [Total Quote Invoice Revenue] The percentage of quote pocket revenue that becomes orders pocket revenue, relative to the total quote pocket revenue. Conv. Rate = [Sum of Quote Pocket Revenue w/ one or more Orders] / [Total Quote Invoice Revenue] The percentage of quote volume that becomes orders volume, relative to the total quote volume. Conv. Rate = [Sum of Quote Quantity w/ one or more Orders] / [Total Opportunity Quantity] The count of opportunites that have orders associated with them. The count of order line items The count of orders Average amount of invoice revenue for the order (or set of orders) Average amount of pocket margin for the order (or set of orders) Average amount of pocket revenue for the order (or set of orders) The invoice price that was last approved for the order. If there was no price exception, this is the same as the actual invoice price. What the invoice revenue would have been for the order based on its quantity and invoice price that was last approved for the order. If there was no price exception, this is the same as the actual invoice revenue.

9.1.2

9.1.3

9.1.4

9.1.5

9.1.6

9.1.7

9.1.8 9.1.9 9.1.10 9.1.11 9.1.12 9.1.13 9.1.14

9.1.15

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-224

Price Analytics

No 9.1.16

Metric Name Order Detail Facts.Order Item Approved Pocket Margin Order Detail Facts.Order Item Approved Pocket Margin % on IR Order Detail Facts.Order Item Approved Pocket Price Order Detail Facts.Order Item Approved Pocket Revenue Order Detail Facts.Order Item Approved Pocket Revenue % on IR Order Detail Facts.Order Item Approved Unit Pocket Margin Order Detail Facts.Order Item Ceiling Price Order Detail Facts.Order Item Ceiling Revenue Order Detail Facts.Order Item COGS Order Detail Facts.Order Item COGS per Unit Order Detail Facts.Order Item DE Ratio

Description What the pocket margin amount would have been on the order the order based on its quantity and the invoice price that was last approved for the order. If there was no price exception, this is the same as the actual pocket margin. The Order Item Approved Pocket Margin as a percentage of Invoice Revenue.

9.1.17

9.1.18

The pocket price that was last approved for the order. If there was no price exception, this is the same as the actual pocket price. What the pocket revenue would have been for the order based on its quantity and pocket price that was last approved for the order. If there was no price exception, this is the same as the actual pocket revenue. The Order Item Approved Pocket Revenue as a percentage of Invoice Revenue.

9.1.19

9.1.20

9.1.21

What the unitized pocket margin amount would have been on the order the order based on its quantity and the pocket price that was last approved for the order. If there was no price exception, this is the same as the actual pocket margin. The Ceiling Price on the order, where Ceiling Price represents the highest value globally for the product. If not specified as a different Price List in Order Management, this is the same as List Price. Revenue at Ceiling Price The amount attributed to costs of goods sold. Costs of goods sold per unit. Discount Effectiveness Ratio compares Discount Amount against Pocket Margin. It measures for every dollar I discount, how much do I get in profit. It is often compared with Discount Demand Ratio which compares Discount Amount against Quantity, and measures for every dollar I discount, how much do I get in additional quantity. The amount attributed to expenses, categorized out differently from COGS. An example might be royalties, or free labor. Order item expense amount per product quantiry. Expenses / Quantity. Also known as Gross Profit, this is generally calcuated as Revenue Cost of Goods Sold. Some companies will calculate Gross Margin differently, including other expenses and costs. Some will calculate it outside of the price waterfall. The sales guideline (price policy) invoice price that was applied to the order. If there was no price exception, this is the same as the actual invoice price. What the invoice revenue would have been for the order based on its quantity and the guideline invoice price. If there was no price exception, this is the same as the actual invoice revenue. Order Item Guideline Invoice Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the highest revenues I should be able to charge for the product. Order Item Guideline Invoice Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segments list price.

9.1.22

9.1.23 9.1.24 9.1.25 9.1.26

9.1.27 9.1.28 9.1.29

Order Detail Facts.Order Item Expenses Order Detail Facts.Order Item Expenses per Unit Order Detail Facts.Order Item Gross Margin Order Detail Facts.Order Item Guideline Invoice Price Order Detail Facts.Order Item Guideline Invoice Revenue Order Detail Facts.Order Item Guideline Invoice Revenue % Order Detail Facts.Order Item Guideline Invoice Revenue % on SR

9.1.30

9.1.31

9.1.32

9.1.33

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-225

Price Analytics

No 9.1.34

Metric Name Order Detail Facts.Order Item Guideline Pocket Margin Order Detail Facts.Order Item Guideline Pocket Margin % Order Detail Facts.Order Item Guideline Pocket Margin % on IR Order Detail Facts.Order Item Guideline Pocket Margin % on SR Order Detail Facts.Order Item Guideline Pocket Price Order Detail Facts.Order Item Guideline Pocket Revenue Order Detail Facts.Order Item Guideline Pocket Revenue % Order Detail Facts.Order Item Guideline Pocket Revenue % on IR Order Detail Facts.Order Item Guideline Pocket Revenue % on SR Order Detail Facts.Order Item Guideline Unit Pocket Margin Order Detail Facts.Order Item Invoice Price Order Detail Facts.Order Item Invoice Revenue Order Detail Facts.Order Item Invoice Revenue % Order Detail Facts.Order Item Invoice Revenue % on SR Order Detail Facts.Order Item List Revenue Order Detail Facts.Order Item Negotiated Discount Order Detail Facts.Order Item Off-Invoice Discount Order Detail Facts.Order Item Pocket Margin Order Detail Facts.Order Item Pocket Margin %

Description What the pocket margin would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin. [Order Item Guideline Pocket Margin] / [Ceiling Revenue]

9.1.35

9.1.36

[Order Item Guideline Pocket Margin] / [Invoice Revenue]

9.1.37

[Order Item Guideline Pocket Margin] / [Segment Revenue]

9.1.38

The sales guideline (price policy) pocket price that was applied to the order, or the derived guideline pocket price based on the guideline invoice price. If there was no price exception, this is the same as the actual pocket price. What the pocket revenue would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket revenue. Order Item Guideline Pocket Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the highest revenues I should be able to charge for the product. Order Item Guideline Pocket Revenue as a percentage of Invoice Revenue. That is, what would my policy revenue be as a percentage of the revenues I actually negotiate. Order Item Guideline Pocket Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segments list price. What the pocket margin would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin. The actual invoice price on the order (or average invoice price across multiple transactions). The actual invoice amount on the order or summed invoice revenue across multiple transactions. The order item invoice revenue expressed as a percentage of ceiling revenue for the order item. Invoice Revenue] / [ Ceiling Revenue] The order item invoice revenue expressed as a percentage of segment revenue for the order item. [Invoice Revenue] / [ Segment Revenue] Order item revenue at List Price Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] [Segment Revenue] Revenue Adjustment between Invoice Revenue and Pocket Revenue. [Pocket Revenue] [Invoice Revenue] The actual Pocket Margin amount on the order or summed invoice revenue across multiple transactions. Order item pocket margin expressed as a percentage of ceiling revenue.

9.1.39

9.1.40

9.1.41

9.1.42

9.1.43

9.1.44 9.1.45 9.1.46 9.1.47

9.1.48 9.1.49 9.1.50 9.1.51 9.1.52

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-226

Price Analytics

No 9.1.53

Metric Name Order Detail Facts.Order Item Pocket Margin % on IR Order Detail Facts.Order Item Pocket Margin % on SR Order Detail Facts.Order Item Pocket Price

Description Order item pocket margin expressed as a percentage of invoice revenue.

9.1.54

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

9.1.55

The actual pocket price on the order (or average pocket price across multiple transactions). Pocket Price represents the realized price once all discounts, including off-invoice discounts, have been subtracted. In Siebel, this value corresponds with Net Price, though accruals have not generally been accounted for in Net. Revenue at Pocket Price [Order Item Pocket Revenue] / [Ceiling Revenue] [Order Item Pocket Revenue] / [Invoice Revenue]

9.1.56 9.1.57 9.1.58

Order Detail Facts.Order Item Pocket Revenue Order Detail Facts.Order Item Pocket Revenue % Order Detail Facts.Order Item Pocket Revenue % on IR Order Detail Facts.Order Item Pocket Revenue % on SR Order Detail Facts.Order Item Price Yield % Order Detail Facts.Order Item Requested Invoice Price Order Detail Facts.Order Item Requested Invoice Revenue Order Detail Facts.Order Item Requested Pocket Margin Order Detail Facts.Order Item Requested Pocket Margin % on IR Order Detail Facts.Order Item Requested Pocket Price Order Detail Facts.Order Item Requested Pocket Revenue Order Detail Facts.Order Item Requested Pocket Revenue % on IR Order Detail Facts.Order Item Requested Unit Pocket Margin Order Detail Facts.Order Item Segment Discount Order Detail Facts.Order Item Segment Price

9.1.59

[Order Item Pocket Revenue] / [Segment Revenue]

9.1.60

Price Yield % is the inverse of Total Discount %. If you consider Ceiling Revenue to be the highest value/revenues you can achieve for a sale, then Price Yield measures how much that value you actually achieved. [% Pocket Revenue] / [Ceiling Revenue] The invoice price that was requested (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual invoice price. What the invoice revenue would have been for the order based on its quantity and the requested invoice price. If there was no price exception, this is the same as the actual invoice revenue. What the pocket margin would have been for the order based on its quantity and the requested pocket price. If there was no price exception, this is the same as the actual pocket margin. Order Item Requested Pocket Margin as a percentage of Invoice Revenue. That is, what would the margin have been at the requested price as a percentage of the actual invoice revenue. The pocket price based on the requested invoice price (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual pocket price. [Order Item Requested Pocket Revenue] / [Ceiling Revenue] expressed as a percentage [Order Item Requested Pocket Revenue] / [Invoice Revenue] expressed as a percentage [Order Item Requested Pocket Margin]/[Quantity Requested] expressed as a percentage Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] [Ceiling Revenue] The Segment Price on the order, where Segment Price represents the List Price that was offered for the pricing segment that applied to this order.

9.1.61

9.1.62

9.1.63

9.1.64

9.1.65

9.1.66

9.1.67

9.1.68

9.1.69 9.1.70

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-227

Price Analytics

No 9.1.71 9.1.72 9.1.73 9.1.74 9.1.75

Metric Name Order Detail Facts.Order Item Segment Revenue Order Detail Facts.Order Item Segment Revenue % Order Detail Facts.Order Item Total Discount Order Detail Facts.Order Item Total Discount % Order Detail Facts.Order Item Unit Negotiated Discount Order Detail Facts.Order Item Unit Off-Invoice Discount Order Detail Facts.Order Item Unit Pocket Margin Order Detail Facts.Order Item Unit Segment Discount Order Detail Facts.Quantity Requested Order Detail Facts.Total Order Invoice Revenue Pipeline Detail Facts.# of Products Pipeline Detail Facts.Closed Detail Cost Pipeline Detail Facts.Closed Detail Margin Pipeline Detail Facts.Closed Detail Revenue Pipeline Detail Facts.Closed Detail Units Pipeline Detail Facts.Expected Detail Cost Pipeline Detail Facts.Expected Detail Margin Pipeline Detail Facts.Expected Detail Revenue Pipeline Detail Facts.Expected Detail Units Pipeline Detail Facts.Lost Detail Margin Pipeline Detail Facts.Lost Detail Revenue Pipeline Detail Facts.Lost Detail Units

Description Revenue at Segment Price [Order Item Segment Revenue] / [Ceiling Revenue] expressed as a percentage Sum of all discounts applied to the order. Calculated as [Pocket Revenue] [Ceiling Revenue] All discounts applied to the order as a percentage of Ceiling Revenue. Calculated as 100* ([Pocket Revenue] [Ceiling Revenue])/[Ceiling Revenue] Negotiated Discount amount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested] Off-Invoice Discount amount per unit sold. ([Pocket Revenue] - [Invoice Revenue]) / [Quantity Requested] Pocket Margin per unit sold. Calculated as [Pocket Margin] / [Quantity Requested] Segment Discount per unit sold. Calculated as ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested] Quantity for the order item Invoice Revenue for the entire order (not just the current line item) Count of distinct products on the opportunity revenue lines Total Cost amount of revenue lines with a Closed status Total Margin amount of revenue lines with a Closed status Total Revenue Amount of revenue lines with a Closed status

9.1.76

9.1.77 9.1.78

9.1.79 9.1.80 9.1.81 9.1.82 9.1.83 9.1.84

9.1.85 9.1.86 9.1.87

Product quantity of revenue line items with a Closed status Total Cost amount of the revenue line multiplied by the revenue line probability Total Margin amount of the revenue line multiplied by the revenue line probability

9.1.88

Total Revenue amount of the revenue line multiplied by revenue line probability

9.1.89 9.1.90 9.1.91 9.1.92

Product Quantity of the revenue line item multiplied by revenue line probability Total Margin amount of the revenue line items with a Lost status Amount of the revenue item line with a Lost status Total Quantity of products on revenue line items with a Lost status

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-228

Price Analytics

No 9.1.93

Metric Name Pipeline Detail Facts.Opportunity Detail Cost Pipeline Detail Facts.Opportunity Detail Margin Pipeline Detail Facts.Opportunity Detail Revenue Pipeline Detail Facts.Opportunity Detail Units Pipeline Facts.Closed Cost Pipeline Facts.Closed Margin Pipeline Facts.Closed Revenue Pipeline Facts.Expected Revenue Pipeline Facts.Lost Cost Pipeline Facts.Lost Margin Pipeline Facts.Lost Revenue Pipeline Facts.Opportunity Cost Pipeline Facts.Opportunity Margin Pipeline Facts.Opportunity Revenue Price Waterfall Orders Facts.Order Item PW Amount Price Waterfall Orders Facts.Order Item PW Ceiling Price Price Waterfall Orders Facts.Order Item PW Ceiling Revenue Price Waterfall Orders Facts.Order Item PW Cost Price Waterfall Orders Facts.Order Item PW Invoice Price Price Waterfall Orders Facts.Order Item PW Invoice Revenue Price Waterfall Orders Facts.Order Item PW Num of Unique Products

Description Total Cost amount of products on pportunity revenue line items

9.1.94

Total Margin amount of products on opportunity revenue line items

9.1.95

Total Revenue amount of opportunity line items

9.1.96

Total quantity of products on opportunity line items

9.1.97 9.1.98 9.1.99 9.1.100 9.1.101 9.1.102 9.1.103 9.1.104 9.1.105 9.1.106 9.1.107

Cost amount for the opportunity with a Closed status Margin amount for the opportunity with a Closed status Revenue amount for the opportunity with a Closed status Revenue amount for an opportunity that has an Open status multiplied by the opportunity win probability Total cost of all products on the opportunity with a Lost status Total margin of all products on the opportunity with a Lost status Total Revenue of opportunities with a Lost status The total cost of all products in the opportunity The total margin of all products in the opportunity Total Revenue of opportunities with an Open (not Closed) status, otherwise called Open Opportunity Revenue Amount for the selected Price Waterfall element

9.1.108

Ceiling Price for the order item.

9.1.109

Ceiling Revenue for the order item result set

9.1.110 9.1.111

Cost Amount for the order item result set Invoice Price for the order item.

9.1.112

Invoice Revenue for the order item result set

9.1.113

Count of distinct products in the result set

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-229

Price Analytics

No 9.1.114

Metric Name Price Waterfall Orders Facts.Order Item PW OffInvoice Discount Price Waterfall Orders Facts.Order Item PW Pocket Discount Price Waterfall Orders Facts.Order Item PW Pocket Discount % off Ceiling Price Waterfall Orders Facts.Order Item PW Pocket Margin Price Waterfall Orders Facts.Order Item PW Pocket Margin Volume Price Waterfall Orders Facts.Order Item PW Pocket Price Price Waterfall Orders Facts.Order Item PW Pocket Revenue Price Waterfall Orders Facts.Order Item PW Quantity Price Waterfall Orders Facts.Order Item PW Revenue Adjustment Price Waterfall Orders Facts.Order Item PW Segment Price Price Waterfall Orders Facts.Order Item PW Segment Revenue Price Waterfall Orders Facts.Order Item PW Unit Cost Price Waterfall Orders Facts.Order Item PW Unit Pocket Margin Price Waterfall Quotes Facts.Quote Item PW Amount Price Waterfall Quotes Facts.Quote Item PW Ceiling Price Price Waterfall Quotes Facts.Quote Item PW Ceiling Revenue Price Waterfall Quotes Facts.Quote Item PW Cost

Description Off-Invoice Discount amount for the order item result set

9.1.115

Pocket Discount amount for the order item result set

9.1.116

Pocket Discount amount as a percentage of ceiling revenue for the order item result set

9.1.117

Pocket Margin amount for the order item result set

9.1.118

Quantity for the order item result set when the selected Price Waterfall Element is Pocket Margin. Select this quantity metric to avoid double counting if your report filters for more than one Price Waterfall element Pocket Price for the order item result set.

9.1.119

9.1.120

Pocket Revenue amount for the order item result set

9.1.121

Quantity for the order item result set. This will double count for the order line if you filter for more than one Price Waterfall element. Amount of all Revenue Reducers for the comparison time period.

9.1.122

9.1.123

Segment Price for the order item result set.

9.1.124

Segment Revenue for the order item result set.

9.1.125

Unit Cost for the order item result set.

9.1.126

Pocket Margin Per Unit for the order item result set.

9.1.127

Amount for the selected Price Waterfall element

9.1.128

Ceiling Price for the quote item.

9.1.129

Ceiling Revenue for the quote item result set

9.1.130

Cost Amount for the quote item result set

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-230

Price Analytics

No 9.1.131

Metric Name Price Waterfall Quotes Facts.Quote Item PW Invoice Price Price Waterfall Quotes Facts.Quote Item PW Invoice Revenue Price Waterfall Quotes Facts.Quote Item PW Negotiated Discount Price Waterfall Quotes Facts.Quote Item PW OffInvoice Discount Price Waterfall Quotes Facts.Quote Item PW Pocket Discount Price Waterfall Quotes Facts.Quote Item PW Pocket Discount % off Ceiling Price Waterfall Quotes Facts.Quote Item PW Pocket Margin Price Waterfall Quotes Facts.Quote Item PW Pocket Price Price Waterfall Quotes Facts.Quote Item PW Pocket Revenue Price Waterfall Quotes Facts.Quote Item PW Quantity Price Waterfall Quotes Facts.Quote Item PW Segment Price Price Waterfall Quotes Facts.Quote Item PW Segment Revenue Price Waterfall Quotes Facts.Quote Item PW Tier Discount Price Waterfall Quotes Facts.Quote Item PW Unit Amount Price Waterfall Quotes Facts.Quote Item PW Unit Cost Price Waterfall Quotes Facts.Quote Item PW Unit Pocket Margin Quote Detail Facts.# of Quotes

Description Invoice Price for the quote item result set.

9.1.132

Invoice Revenue for the quote item result set

9.1.133

Negotiated Discount amount for the quote item result set

9.1.134

Off-Invoice Discount amount for the quote item result set

9.1.135

Pocket Discount amount for the quote item result set

9.1.136

Pocket Discount amount as a percentage of ceiling revenue for the quote item result set

9.1.137

Pocket Margin amount for the quote item result set

9.1.138

Pocket Price for the quote item result set.

9.1.139

Pocket Revenue amount for the quote item result set

9.1.140

Quantity for the quote item result set when the selected Price Waterfall Element is Pocket Margin. Select this quantity to avoid double counting if your report filters for more than one Price Waterfall element Segment Price for the quote item result set.

9.1.141

9.1.142

Segment Revenue for the quote item result set.

9.1.143

Same as Segment Discount. Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] - [Segment Revenue] Describes the unitized amount (price or unit cost or unitized adjustment) for the given Price Waterfall element. Unit Cost for the order item result set.

9.1.144

9.1.145

9.1.146

Pocket Margin Per Unit for the quote item result set.

9.1.147

Count of unique quotes (rather than line tems)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-231

Price Analytics

No 9.1.148 9.1.149 9.1.150 9.1.151 9.1.152

Metric Name Quote Detail Facts.Product Quantity Quoted Quote Detail Facts.Quote Average Invoice Revenue Quote Detail Facts.Quote Average Pocket Margin Quote Detail Facts.Quote Average Pocket Revenue Quote Detail Facts.Quote Item Approved Invoice Price Quote Detail Facts.Quote Item Approved Invoice Revenue Quote Detail Facts.Quote Item Approved Pocket Margin Quote Detail Facts.Quote Item Approved Pocket Margin % on IR Quote Detail Facts.Quote Item Approved Pocket Price Quote Detail Facts.Quote Item Approved Pocket Revenue Quote Detail Facts.Quote Item Approved Pocket Revenue % on IR Quote Detail Facts.Quote Item Approved Unit Pocket Margin Quote Detail Facts.Quote Item Ceiling Price Quote Detail Facts.Quote Item Ceiling Revenue Quote Detail Facts.Quote Item COGS Quote Detail Facts.Quote Item COGS per Unit Quote Detail Facts.Quote Item DE Ratio

Description Quantity for the quote Average amount of invoice revenue for the quote (or set of quotes) Average amount of pocket margin for the quote (or set of quotes) Average amount of pocket revenue for the quote (or set of quotes) The invoice price that was last approved for the quote. If there was no price exception, this is the same as the actual invoice price. What the invoice revenue would have been for the quote based on its quantity and invoice price that was last approved for the quote. If there was no price exception, this is the same as the actual invoice revenue. What the pocket margin amount would have been on the quote the order based on its quantity and the invoice price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket margin. The Quote Item Approved Pocket Margin as a percentage of Invoice Revenue.

9.1.153

9.1.154

9.1.155

9.1.156

The pocket price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket price. What the pocket revenue would have been for the quote based on its quantity and pocket price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket revenue. The Quote Item Approved Pocket Revenue as a percentage of Invoice Revenue.

9.1.157

9.1.158

9.1.159

What the unitized pocket margin amount would have been on the order the quote based on its quantity and the pocket price that was last approved for the quote. If there was no price exception, this is the same as the actual pocket margin. The Ceiling Price on the quote, where Ceiling Price represents the highest value globally for the product. If not specified as a different Price List in Order Management, this is the same as List Price. Revenue at Ceiling Price The amount attributed to costs of goods sold. Costs of goods sold per unit. Discount Effectiveness Ratio compares Discount Amount against Pocket Margin. It measures for every dollar I discount, how much do I get in profit. It is often compared with Discount Demand Ratio which compares Discount Amount against Quantity, and measures for every dollar I discount, how much do I get in additional quantity. Total Discount Amount applied to the quote. Same as [Quote Item Total Discount]. Difference between Ceiling Revenue and Pocket Revenue. The amount attributed to expenses, categorized out differently from COGS. An example might be royalties, or free labor.

9.1.160

9.1.161 9.1.162 9.1.163 9.1.164

9.1.165 9.1.166

Quote Detail Facts.Quote Item Discount Amount Quote Detail Facts.Quote Item Expenses/Costs

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-232

Price Analytics

No 9.1.167

Metric Name Quote Detail Facts.Quote Item Expenses/Costs per Unit Quote Detail Facts.Quote Item Gross Margin Quote Detail Facts.Quote Item Guideline Invoice Price Quote Detail Facts.Quote Item Guideline Invoice Revenue Quote Detail Facts.Quote Item Guideline Invoice Revenue % Quote Detail Facts.Quote Item Guideline Invoice Revenue % on SR Quote Detail Facts.Quote Item Guideline Pocket Margin Quote Detail Facts.Quote Item Guideline Pocket Margin % Quote Detail Facts.Quote Item Guideline Pocket Margin % on IR Quote Detail Facts.Quote Item Guideline Pocket Margin % on SR Quote Detail Facts.Quote Item Guideline Pocket Price Quote Detail Facts.Quote Item Guideline Pocket Revenue Quote Detail Facts.Quote Item Guideline Pocket Revenue % Quote Detail Facts.Quote Item Guideline Pocket Revenue % on IR Quote Detail Facts.Quote Item Guideline Pocket Revenue % on SR Quote Detail Facts.Quote Item Guideline Unit Pocket Margin Quote Detail Facts.Quote Item Invoice Price Quote Detail Facts.Quote Item Invoice Revenue

Description [Expenses/Costs] / [Quantity].

9.1.168

Also known as Gross Profit, this is generally calcuated as Revenue Cost of Goods Sold. Some companies will calculate Gross Margin differently, including other expenses and costs. Some will calculate it outside of the price waterfall. The sales guideline (price policy) invoice price that was applied to the quote. If there was no price exception, this is the same as the actual invoice price. What the invoice revenue would have been for the quote based on its quantity and the guideline invoice price. If there was no price exception, this is the same as the actual invoice revenue. Order Item Guideline Invoice Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the highest revenues I should be able to charge for the product. Order Item Guideline Invoice Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segments list price. What the pocket margin would have been for the quote based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin. [Order Item Guideline Pocket Margin] / [Ceiling Revenue]

9.1.169

9.1.170

9.1.171

9.1.172

9.1.173

9.1.174

9.1.175

[Order Item Guideline Pocket Margin] / [Invoice Revenue]

9.1.176

[Order Item Guideline Pocket Margin] / [Segment Revenue]

9.1.177

The sales guideline (price policy) pocket price that was applied to the quote, or the derived pocket price base don the sales guideline (price policy) invoice price. If there was no price exception, this is the same as the actual pocket price. What the pocket revenue would have been for the order based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket revenue. Quote Item Guideline Pocket Revenue as a percentage of Ceiling Revenue. That is, what would my policy revenue be as a percentage of the highest revenues I should be able to charge for the product. Quote Item Guideline Pocket Revenue as a percentage of Invoice Revenue. That is, what would my policy revenue be as a percentage of the revenues I actually negotiate. Quote Item Guideline Pocket Revenue as a percentage of Segment Revenue. That is, what would my policy revenue be as a percentage of the revenues I charge for this price segments list price. What the pocket margin would have been for the quote based on its quantity and the guideline pocket price. If there was no price exception, this is the same as the actual pocket margin. The actual invoice price on the quote (or average invoice price across multiple transactions). The actual invoice amount on the quote or summed invoice revenue across multiple transactions.

9.1.178

9.1.179

9.1.180

9.1.181

9.1.182

9.1.183 9.1.184

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-233

Price Analytics

No 9.1.185 9.1.186

Metric Name Quote Detail Facts.Quote Item Invoice Revenue % Quote Detail Facts.Quote Item Invoice Revenue % on SR Quote Detail Facts.Quote Item List Discount Quote Detail Facts.Quote Item List Revenue Quote Detail Facts.Quote Item Negotiated Discount Quote Detail Facts.Quote Item Off-Invoice Discount Quote Detail Facts.Quote Item Pocket Margin Quote Detail Facts.Quote Item Pocket Margin % Quote Detail Facts.Quote Item Pocket Margin % on IR Quote Detail Facts.Quote Item Pocket Margin % on SR Quote Detail Facts.Quote Item Pocket Price

Description [Invoice Revenue] / [ Ceiling Revenue] [Invoice Revenue] / [ Segment Revenue]

9.1.187 9.1.188 9.1.189 9.1.190 9.1.191 9.1.192 9.1.193

Same as Segment Discount. Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] - [Ceiling Revenue] Revenue at List Price Revenue Adjustments between Segment and Invoice Revenue. [Invoice Revenue] [Segment Revenue] Revenue Adjustment between Invoice Revenue and Pocket Revenue. [Pocket Revenue] [Invoice Revenue] The actual Pocket Margin amount on the quote or summed invoice revenue across multiple transactions. Quote item pocket margin expressed as a percetage of the ceiling revenue. 100* [Quote Item Pocket Margin] / [Ceiling Revenue] Quote item pocket margin expressed as a percetage of the invoice revenue. 100*[Quote Item Pocket Margin] / [Invoice Revenue] Quote item pocket margin expressed as a percetage of the segment revenue. 100*[Quote Item Pocket Margin] / [Segment Revenue] The actual pocket price on the quote (or average pocket price across multiple transactions). Pocket Price represents the realized price once all discounts, including off-invoice discounts, have been subtracted. In Siebel, this value corresponds with Net Price, though accruals have not generally been accounted for in Net. Revenue at Pocket Price Quote item pocket revenue expressed as a percetage of the ceiling revenue. 100*[Quote Item Pocket Revenue] / [Ceiling Revenue] Quote item pocket revenue expressed as a percetage of the invoice revenue. 100*[Quote Item Pocket Revenue] / [Invoice Revenue] Quote item pocket revenue expressed as a percetage of the segment revenue. 100*[Quote Item Pocket Revenue] / [Segment Revenue] Price Yield % is the inverse of Total Discount %. If you consider Ceiling Revenue to be the highest value/revenues you can achieve for a sale, then Price Yield measures how much that value you actually achieved. [% Pocket Revenue] / [Ceiling Revenue] The invoice price that was requested (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual invoice price. What the invoice revenue would have been for the quote based on its quantity and the requested invoice price. If there was no price exception, this is the same as the actual invoice revenue. What the pocket margin would have been for the quote based on its quantity and the requested pocket price. If there was no price exception, this is the same as the actual pocket margin.

9.1.194

9.1.195

9.1.196 9.1.197 9.1.198

Quote Detail Facts.Quote Item Pocket Revenue Quote Detail Facts.Quote Item Pocket Revenue % Quote Detail Facts.Quote Item Pocket Revenue % on IR Quote Detail Facts.Quote Item Pocket Revenue % on SR Quote Detail Facts.Quote Item Price Yield % Quote Detail Facts.Quote Item Requested Invoice Price Quote Detail Facts.Quote Item Requested Invoice Revenue Quote Detail Facts.Quote Item Requested Pocket Margin

9.1.199

9.1.200

9.1.201

9.1.202

9.1.203

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-234

Price Analytics

No 9.1.204

Metric Name Quote Detail Facts.Quote Item Requested Pocket Margin % on IR Quote Detail Facts.Quote Item Requested Pocket Price Quote Detail Facts.Quote Item Requested Pocket Revenue Quote Detail Facts.Quote Item Requested Pocket Revenue % on IR Quote Detail Facts.Quote Item Requested Unit Pocket Margin Quote Detail Facts.Quote Item Segment Discount Quote Detail Facts.Quote Item Segment Price Quote Detail Facts.Quote Item Segment Revenue Quote Detail Facts.Quote Item Segment Revenue % Quote Detail Facts.Quote Item Total Discount Quote Detail Facts.Quote Item Total Discount % Quote Detail Facts.Quote Item Unit Negotiated Discount Quote Detail Facts.Quote Item Unit Off-Invoice Discount Quote Detail Facts.Quote Item Unit Pocket Margin Quote Detail Facts.Quote Item Unit Segment Discount Quote Detail Facts.Quote Lost Invoice Revenue Quote Detail Facts.Total Quote Invoice Revenue

Description Quote Item Requested Pocket Margin as a percentage of Invoice Revenue. That is, what would the margin have been at the requested price as a percentage of the actual invoice revenue. The pocket price based on the requested invoice price (usually by sales) on the price exception request. If there was no price exception, this is the same as the actual pocket price. [Quote Item Requested Pocket Revenue] / [Ceiling Revenue]

9.1.205

9.1.206

9.1.207

[Quote Item Requested Pocket Revenue] / [Invoice Revenue]

9.1.208

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

9.1.209 9.1.210 9.1.211 9.1.212 9.1.213 9.1.214 9.1.215

Revenue Adjustments between Ceiling and Segment Revenue. [Segment Revenue] [Ceiling Revenue] The Segment Price on the quote, where Segment Price represents the List Price that was offered for the pricing segment that applied to this quote. Revenue at Segment Price Quote item segment revenue expressed as a percetage of the ceiling revenue. 100*[Quote Item Segment Revenue] / [Ceiling Revenue] All discounts applied to the quote. [Pocket Revenue] [Ceiling Revenue] All discounts applied to the quote as a percentage of Ceiling Revenue. ([Pocket Revenue] [Ceiling Revenue])/[Ceiling Revenue] Negotiated Discount amount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested] Off-Invoice Discount amount per unit sold. ([Pocket Revenue] - [Invoice Revenue]) / [Quantity Requested] Pocket Margin per unit sold. [Pocket Margin] / [Quantity Requested] Segment Discount per unit sold. ([Invoice Revenue] - [Segment Revenue]) / [Quantity Requested] Invoice Revenue if the quote status is lost; zero otherwise Invoice Revenue for the entire order (not just the current line item)

9.1.216

9.1.217 9.1.218

9.1.219 9.1.220

Comparison Facts
No 9.1.221 Metric Name Order Detail Facts.Comparison Order Item Invoice Revenue Description The Invoice Revenue for the comparison quarter

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-235

Price Analytics

No 9.1.222

Metric Name Order Detail Facts.Comparison Order Item Pocket Margin Order Detail Facts.Comparison Order Item Pocket Revenue Order Detail Facts.Comparison Order Item Quantity Requested Price Waterfall Orders Facts.Comparison Order Item PW Amount Price Waterfall Orders Facts.Comparison Order Item PW Ceiling Revenue Price Waterfall Orders Facts.Comparison Order Item PW Invoice Revenue Price Waterfall Orders Facts.Comparison Order Item PW Off-Invoice Discount Price Waterfall Orders Facts.Comparison Order Item PW Pocket Discount Price Waterfall Orders Facts.Comparison Order Item PW Pocket Discount % off Ceiling Price Waterfall Orders Facts.Comparison Order Item PW Pocket Margin Price Waterfall Orders Facts.Comparison Order Item PW Pocket Price Price Waterfall Orders Facts.Comparison Order Item PW Pocket Revenue Price Waterfall Orders Facts.Comparison Order Item PW Pocket Volume Price Waterfall Orders Facts.Comparison Order Item PW Quantity Price Waterfall Orders Facts.Comparison Order Item PW Revenue Adjustment Price Waterfall Orders Facts.Comparison Order Item PW Segment Revenue

Description The Pocket Margin for the comparison quarter

9.1.223

The Pocket Revenue for the comparison quarter

9.1.224

The order item quantity for the comparison quarter

9.1.225

Amount for the selected Price Waterfall Element for the comparison time period

9.1.226

Ceiling revenue for the comparison time period

9.1.227

Invoice revenue for the comparison time period

9.1.228

Off-Invoice Discount amount for the comparison time period

9.1.229

Pocket Discount amount for the comparison time period

9.1.230

Pocket Discount amount as a percentage of Ceiling Revenue for the comparison time period

9.1.231

Pocket Margin amount for the comparison time period

9.1.232

Pocket Price for the comparison time period.

9.1.233

Pocket Revenue for the comparison time period.

9.1.234

Quantity for the comparison time period when the selected Price Waterfall Element is Pocket Price. Select this quantity to avoid double counting if your report filters for more than one Price Waterfall element Quantity for the comparison time period. This will double count for the order line if you filter for more than one Price Waterfall element. Amount of all Revenue Reducers for the comparison time period.

9.1.235

9.1.236

9.1.237

Segment Revenue for the comparison time period

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-236

Price Analytics

No 9.1.238

Metric Name Price Waterfall Orders Facts.MTD Comparison Order Item PW Amount Price Waterfall Orders Facts.MTD Comparison Order Item PW Volume Price Waterfall Orders Facts.QTD Comparison Order Item PW Amount Price Waterfall Orders Facts.QTD Comparison Order Item PW Volume Price Waterfall Orders Facts.YTD Comparison Order Item PW Amount Price Waterfall Orders Facts.YTD Comparison Order Item PW Volume Price Waterfall Quotes Facts.Comparison Quote Item PW Amount Price Waterfall Quotes Facts.Comparison Quote Item PW Quantity Price Waterfall Quotes Facts.MTD Comparison Quote Item PW Amount Price Waterfall Quotes Facts.MTD Comparison Quote Item PW Quantity Price Waterfall Quotes Facts.QTD Comparison Quote Item PW Amount Price Waterfall Quotes Facts.QTD Comparison Quote Item PW Quantity Price Waterfall Quotes Facts.YTD Comparison Quote Item PW Amount Price Waterfall Quotes Facts.YTD Comparison Quote Item PW Quantity Quote Detail Facts.Comparison Quote Item Invoice Revenue Quote Detail Facts.Comparison Quote Item Pocket Margin Quote Detail Facts.Comparison Quote Item Pocket Revenue

Description Amount month-to-date for the comparison time period

9.1.239

Quantity month-to-date for the comparison time period

9.1.240

Amount quarter-to-date for the comparison time period

9.1.241

Quantity quarter-to-date for the comparison time period

9.1.242

Amount year-to-date for the comparison time period

9.1.243

Quantity year-to-date for the comparison time period

9.1.244

Amount for the selected Price Waterfall Element for the comparison time period

9.1.245

Quantity for the selected Price Waterfall Element for the comparison time period

9.1.246

Amount month-to-date for the comparison time period

9.1.247

Quantity month-to-date for the comparison time period

9.1.248

Amount quarter-to-date for the comparison time period

9.1.249

Quantity quarter-to-date for the comparison time period

9.1.250

Amount year-to-date for the comparison time period

9.1.251

Quantity year-to-date for the comparison time period

9.1.252

The Invoice Revenue for the comparison quarter

9.1.253

The Pocket Margin for the comparison quarter

9.1.254

The Pocket Revenue for the comparison quarter

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-237

Price Analytics

No 9.1.255

Metric Name Quote Detail Facts.Comparison Quote Item Quantity Requested

Description The Quantity for the comparison quarter

Period Facts
No 9.1.256 Metric Name Order Detail Facts.% Chg Quarter Ago Order Item Invoice Revenue Order Detail Facts.% Chg Quarter Ago Order Item Pocket Margin Order Detail Facts.% Chg Quarter Ago Order Item Pocket Revenue Order Detail Facts.% Chg Quarter Ago Order Item Quantity Requested Order Detail Facts.% Chg Year Ago Order Item Invoice Revenue Order Detail Facts.% Chg Year Ago Order Item Pocket Margin Order Detail Facts.% Chg Year Ago Order Item Pocket Revenue Order Detail Facts.% Chg Year Ago Order Item Quantity Requested Order Detail Facts.Chg Quarter Ago Order Item Invoice Revenue Order Detail Facts.Chg Quarter Ago Order Item Pocket Margin Order Detail Facts.Chg Quarter Ago Order Item Pocket Revenue Order Detail Facts.Chg Quarter Ago Order Item Quantity Requested Order Detail Facts.Chg Year Ago Order Item Invoice Revenue Order Detail Facts.Chg Year Ago Order Item Pocket Margin Description The percentage change in invoice revenue between this quarter and the previous quarter The percentage change in pocket margin between this quarter and the previous quarter

9.1.257

9.1.258

The percentage change in pocket revenue between this quarter and the previous quarter The percentage change in quantity between this quarter and the previous quarter

9.1.259

9.1.260

The percentage change in invoice revenue between this year and the previous year

9.1.261

The percentage change in pocket margin between this year and the previous year

9.1.262

The percentage change in pocket revenue between this year and the previous year

9.1.263

The percentage change in quantity between this year and the previous year

9.1.264

The amount change in invoice revenue between this quarter and the previous quarter

9.1.265

The amount change in pocket margin between this quarter and the previous quarter

9.1.266

The amount change in pocket revenue between this quarter and the previous quarter

9.1.267

The amount change in quantity between this quarter and the previous quarter

9.1.268

The amount change in invoice revenue between this year and the previous year

9.1.269

The amount change in pocket margin between this year and the previous year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-238

Price Analytics

No 9.1.270

Metric Name Order Detail Facts.Chg Year Ago Order Item Pocket Revenue Order Detail Facts.Chg Year Ago Order Item Quantity Requested Order Detail Facts.MTD Order Item Invoice Revenue Order Detail Facts.MTD Order Item Pocket Margin Order Detail Facts.MTD Order Item Pocket Revenue Order Detail Facts.QTD Order Item Invoice Revenue Order Detail Facts.QTD Order Item Pocket Margin Order Detail Facts.QTD Order Item Pocket Revenue Order Detail Facts.Quarter Ago Order Item Invoice Revenue Order Detail Facts.Quarter Ago Order Item Pocket Margin Order Detail Facts.Quarter Ago Order Item Pocket Revenue Order Detail Facts.Quarter Ago Order Item Quantity Requested Order Detail Facts.Year Ago Order Item Invoice Revenue Order Detail Facts.Year Ago Order Item Pocket Margin Order Detail Facts.Year Ago Order Item Pocket Revenue Order Detail Facts.Year Ago Order Item Quantity Requested Order Detail Facts.YTD Order Item Invoice Revenue Order Detail Facts.YTD Order Item Pocket Margin

Description The amount change in pocket revenue between this year and the previous year

9.1.271

The amount change in quantity between this year and the previous year

9.1.272

Month-to-Date Invoice Revenue summed

9.1.273 9.1.274

Month-to-Date Pocket Margin summed Month-to-Date Pocket Revenue summed

9.1.275

Invoice Revenue accumulated quarter-to-date based on todays date

9.1.276 9.1.277

Pocket Margin accumulated quarter-to-date based on todays date Pocket Revenue accumulated quarter-to-date based on todays date

9.1.278

Invoice Revenue for the previous quarter

9.1.279

Pocket Margin for the previous quarter

9.1.280

Pocket Revenue for the previous quarter

9.1.281

Quantity for the previous quarter

9.1.282

Invoice Revenue for the previous year

9.1.283

Pocket Margin for the previous year

9.1.284

Pocket Revenue for the previous year

9.1.285

Order item quantity for the previous year

9.1.286

Invoice Revenue accumulated year-to-date based on todays date

9.1.287

Pocket Margin accumulated year-to-date based on todays date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-239

Price Analytics

No 9.1.288

Metric Name Order Detail Facts.YTD Order Item Pocket Revenue Price Waterfall Orders Facts.% Chg Quarter Ago Order Item PW Amount Price Waterfall Orders Facts.% Chg Quarter Ago Order Item PW Quantity Price Waterfall Orders Facts.% Chg Year Ago Order Item PW Amount Price Waterfall Orders Facts.% Chg Year Ago Order Item PW Quantity Price Waterfall Orders Facts.Chg Quarter Ago Order Item PW Amount Price Waterfall Orders Facts.Chg Quarter Ago Order Item PW Quantity Price Waterfall Orders Facts.Chg Year Ago Order Item PW Amount Price Waterfall Orders Facts.Chg Year Ago Order Item PW Quantity Price Waterfall Orders Facts.MTD Order Item PW Amount Price Waterfall Orders Facts.MTD Order Item PW Quantity Price Waterfall Orders Facts.QTD Order Item PW Amount Price Waterfall Orders Facts.QTD Order Item PW Quantity Price Waterfall Orders Facts.Quarter Ago Order Item PW Amount Price Waterfall Orders Facts.Quarter Ago Order Item PW Quantity Price Waterfall Orders Facts.Year Ago Order Item PW Amount Price Waterfall Orders Facts.Year Ago Order Item PW Quantity

Description Pocket Revenue accumulated year-to-date based on todays date

9.1.289

Percentage change last quarter to this quarter of the Price Waterfall Element amount

9.1.290

Percentage change last quarter to this quarter of the order quantity.

9.1.291

Percentage change last year to this quarter of the Price Waterfall Element amount

9.1.292

Percentage change last year to this quarter of the order quantity.

9.1.293

Amount change between amount from a quarter ago vs. This quarters amount

9.1.294

Quantity change between quantity from a quarter ago vs. This quarters quantity

9.1.295

Amount change between amount from a year ago vs. this years amount

9.1.296

Quantity change between quantity from a year ago vs. this years amount

9.1.297

MTD PW Amount for selected date

9.1.298

MTD PW quantity for selected date

9.1.299

QTD PW Amount for selected date

9.1.300

QTD PW quantity for selected date

9.1.301

Amount for the given price waterfall element in the previous quarter

9.1.302

Quantity for the given price waterfall element in the previous quarter

9.1.303

Amount for the given price waterfall element in the previous year

9.1.304

Quantity for the given price waterfall element in the previous year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-240

Price Analytics

No 9.1.305

Metric Name Price Waterfall Orders Facts.YTD Order Item PW Amount Price Waterfall Orders Facts.YTD Order Item PW Quantity Price Waterfall Quotes Facts.% Chg Quarter Ago Quote Item PW Amount Price Waterfall Quotes Facts.% Chg Quarter Ago Quote Item PW Quantity Price Waterfall Quotes Facts.% Chg Year Ago Quote Item PW Amount Price Waterfall Quotes Facts.% Chg Year Ago Quote Item PW Quantity Price Waterfall Quotes Facts.Chg Quarter Ago Quote Item PW Amount Price Waterfall Quotes Facts.Chg Quarter Ago Quote Item PW Quantity Price Waterfall Quotes Facts.Chg Year Ago Quote Item PW Amount Price Waterfall Quotes Facts.Chg Year Ago Quote Item PW Quantity Price Waterfall Quotes Facts.MTD Quote Item PW Amount Price Waterfall Quotes Facts.MTD Quote Item PW Quantity Price Waterfall Quotes Facts.QTD Quote Item PW Amount Price Waterfall Quotes Facts.QTD Quote Item PW Quantity Price Waterfall Quotes Facts.Quarter Ago Quote Item PW Amount Price Waterfall Quotes Facts.Quarter Ago Quote Item PW Quantity Price Waterfall Quotes Facts.Year Ago Quote Item PW Amount

Description YTD PW Amount for selected date

9.1.306

YTD PW quantity for selected date

9.1.307

Percentage change last quarter to this quarter of the Price Waterfall Element amount

9.1.308

Percentage change last quarter to this quarter of the quote quantity.

9.1.309

Percentage change last year to this quarter of the Price Waterfall Element amount

9.1.310

Percentage change last year to this quarter of the quote quantity.

9.1.311

Amount change between amount from a quarter ago vs. this quarters amount

9.1.312

Quantity change between quantity from a quarter ago vs. this quarters quantity

9.1.313

Amount change between amount from a year ago vs. this years amount

9.1.314

Quantity change between quantity from a year ago vs. this years amount

9.1.315

MTD PW Amount for selected date

9.1.316

MTD PW quantity for selected date

9.1.317

QTD PW Amount for selected date

9.1.318

QTD PW quantity for selected date

9.1.319

Amount for the given price waterfall element in the previous quarter

9.1.320

Quantity for the given price waterfall element in the previous quarter

9.1.321

Amount for the given price waterfall element in the previous year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-241

Price Analytics

No 9.1.322

Metric Name Price Waterfall Quotes Facts.Year Ago Quote Item PW Quantity Price Waterfall Quotes Facts.YTD Quote Item PW Amount Price Waterfall Quotes Facts.YTD Quote Item PW Quantity Quote Detail Facts.% Chg Quarter Ago Quote Item Invoice Revenue Quote Detail Facts.% Chg Quarter Ago Quote Item Pocket Margin Quote Detail Facts.% Chg Quarter Ago Quote Item Pocket Revenue Quote Detail Facts.% Chg Quarter Ago Quote Item Quantity Requested Quote Detail Facts.% Chg Year Ago Quote Item Invoice Revenue Quote Detail Facts.% Chg Year Ago Quote Item Pocket Margin Quote Detail Facts.% Chg Year Ago Quote Item Pocket Revenue Quote Detail Facts.% Chg Year Ago Quote Item Quantity Requested Quote Detail Facts.Chg Quarter Ago Quote Item Invoice Revenue Quote Detail Facts.Chg Quarter Ago Quote Item Pocket Margin Quote Detail Facts.Chg Quarter Ago Quote Item Pocket Revenue Quote Detail Facts.Chg Quarter Ago Quote Item Quantity Requested Quote Detail Facts.Chg Year Ago Quote Item Invoice Revenue Quote Detail Facts.Chg Year Ago Quote Item Pocket Margin

Description Quantity for the given price waterfall element in the previous year

9.1.323

YTD PW Amount for selected date

9.1.324

YTD PW quantity for selected date

9.1.325

The percentage change in invoice revenue between this quarter and the previous quarter The percentage change in pocket margin between this quarter and the previous quarter

9.1.326

9.1.327

The percentage change in pocket revenue between this quarter and the previous quarter The percentage change in quantity between this quarter and the previous quarter

9.1.328

9.1.329

The percentage change in invoice revenue between this year and the previous year

9.1.330

The percentage change in pocket margin between this year and the previous year

9.1.331

The percentage change in pocket revenue between this year and the previous year

9.1.332

The percentage change in quantity between this year and the previous year

9.1.333

The amount change in invoice revenue between this quarter and the previous quarter

9.1.334

The amount change in pocket margin between this quarter and the previous quarter

9.1.335

The amount change in pocket revenue between this quarter and the previous quarter

9.1.336

The amount change in quantity between this quarter and the previous quarter

9.1.337

The amount change in invoice revenue between this year and the previous year

9.1.338

The amount change in pocket margin between this year and the previous year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-242

Price Analytics

No 9.1.339

Metric Name Quote Detail Facts.Chg Year Ago Quote Item Pocket Revenue Quote Detail Facts.Chg Year Ago Quote Item Quantity Requested Quote Detail Facts.MTD Quote Item Invoice Revenue Quote Detail Facts.MTD Quote Item Pocket Margin Quote Detail Facts.MTD Quote Item Pocket Revenue Quote Detail Facts.QTD Quote Item Invoice Revenue Quote Detail Facts.QTD Quote Item Pocket Margin Quote Detail Facts.QTD Quote Item Pocket Revenue Quote Detail Facts.Quarter Ago Quote Item Invoice Revenue Quote Detail Facts.Quarter Ago Quote Item Pocket Margin Quote Detail Facts.Quarter Ago Quote Item Pocket Revenue Quote Detail Facts.Quarter Ago Quote Item Quantity Requested Quote Detail Facts.Year Ago Quote Item Invoice Revenue Quote Detail Facts.Year Ago Quote Item Pocket Margin Quote Detail Facts.Year Ago Quote Item Pocket Revenue Quote Detail Facts.Year Ago Quote Item Quantity Requested Quote Detail Facts.YTD Quote Item Invoice Revenue Quote Detail Facts.YTD Quote Item Pocket Margin

Description The amount change in pocket revenue between this year and the previous year

9.1.340

The amount change in quantity between this year and the previous year

9.1.341

Month-to-Date Invoice Revenue summed

9.1.342 9.1.343

Month-to-Date Pocket Margin summed Month-to-Date Pocket Revenue summed

9.1.344

Invoice Revenue accumulated quarter-to-date based on todays date

9.1.345 9.1.346

Pocket Margin accumulated quarter-to-date based on todays date Pocket Revenue accumulated quarter-to-date based on todays date

9.1.347

Invoice Revenue for the previous quarter

9.1.348

Pocket Margin for the previous quarter

9.1.349

Pocket Revenue for the previous quarter

9.1.350

Quantity for the previous quarter

9.1.351

Invoice Revenue for the previous year

9.1.352

Pocket Margin for the previous year

9.1.353

Pocket Revenue for the previous year

9.1.354

Quantity for the previous year

9.1.355

Invoice Revenue accumulated year-to-date based on todays date

9.1.356

Pocket Margin accumulated year-to-date based on todays date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-243

Price Analytics

No 9.1.357

Metric Name Quote Detail Facts.YTD Quote Item Pocket Revenue

Description Pocket Revenue accumulated year-to-date based on todays date

Variance Facts
No 9.1.358 Metric Name Order Detail Facts.% Delta Order Item Invoice Revenue Order Detail Facts.% Delta Order Item Pocket Margin Order Detail Facts.% Delta Order Item Pocket Revenue Order Detail Facts.% Delta Order Item Quantity Requested Order Detail Facts.Delta Order Item Invoice Revenue Order Detail Facts.Delta Order Item Pocket Margin Order Detail Facts.Delta Order Item Pocket Revenue Order Detail Facts.Delta Order Item Quantity Requested Price Waterfall Orders Facts.% Delta Order Item PW Amount Price Waterfall Orders Facts.% Delta Order Item PW Quantity Price Waterfall Orders Facts.% MTD Delta Order Item PW Amount Price Waterfall Orders Facts.% MTD Delta Order Item PW Quantity Price Waterfall Orders Facts.% QTD Delta Order Item PW Amount Price Waterfall Orders Facts.% QTD Delta Order Item PW Quantity Price Waterfall Orders Facts.% YTD Delta Order Item PW Amount Description The percentage change in invoice revenue between this quarter and the comparison quarter The percentage change in pocket margin between this quarter and the comparison quarter The percentage change in pocket revenue between this quarter and the comparison quarter The percentage change in quantity between this quarter and the comparison quarter

9.1.359 9.1.360

9.1.361

9.1.362

The amount change in invoice revenue between this quarter and the comparison quarter The amount change in pocket margin between this quarter and the comparison quarter The amount change in pocket revenue between this quarter and the comparison quarter The amount change in quantity between this quarter and the comparison quarter

9.1.363 9.1.364

9.1.365

9.1.366

Percentage difference of the Price Waterfall Element amount as compared to the comparison Price Waterfall Element amount Percentage change the order quantity as compared to the comparison Price Waterfall Element order quantity Percentage difference between MTD Amount and Comparison MTD Amount

9.1.367

9.1.368

9.1.369

Percentage difference between MTD Quantity and Comparison MTD Quantity

9.1.370

Percentage difference between QTD Amount and Comparison QTD Amount

9.1.371

Percentage difference between QTD Quantity and Comparison QTD Quantity

9.1.372

Percentage difference between YTD Amount and Comparison YTD Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-244

Price Analytics

No 9.1.373

Metric Name Price Waterfall Orders Facts.% YTD Delta Order Item PW Quantity Price Waterfall Orders Facts.Delta Order Item PW Amount Price Waterfall Orders Facts.Delta Order Item PW Quantity Price Waterfall Orders Facts.MTD Delta Order Item PW Amount Price Waterfall Orders Facts.MTD Delta Order Item PW Quantity Price Waterfall Orders Facts.QTD Delta Order Item PW Amount Price Waterfall Orders Facts.QTD Delta Order Item PW Quantity Price Waterfall Orders Facts.YTD Delta Order Item PW Amount Price Waterfall Orders Facts.YTD Delta Order Item PW Quantity Price Waterfall Quotes Facts.% Delta Quote Item PW Amount Price Waterfall Quotes Facts.% Delta Quote Item PW Quantity Price Waterfall Quotes Facts.% MTD Delta Quote Item PW Amount Price Waterfall Quotes Facts.% MTD Delta Quote Item PW Quantity Price Waterfall Quotes Facts.% QTD Delta Quote Item PW Amount Price Waterfall Quotes Facts.% QTD Delta Quote Item PW Quantity Price Waterfall Quotes Facts.% YTD Delta Quote Item PW Amount Price Waterfall Quotes Facts.% YTD Delta Quote Item PW Quantity

Description Percentage difference between YTD Quantity and Comparison YTD Quantity

9.1.374

Change in PW amount between the Order Item PW Amount and Comparison Order Item PW Amount Change in quantity between the Order Item PW Quantity and Comparison Order Item PW Quantity Amount difference between MTD PW Amount in selected date vs. MTD PW Amount in comparison date Amount difference between MTD PW quantity in selected date vs. MTD PW quantity in comparison date Amount difference between QTD PW Amount in selected date vs. QTD PW Amount in comparison date Amount difference between QTD PW quantity in selected date vs. QTD PW quantity in comparison date Amount difference between YTD PW Amount in selected date vs. YTD PW Amount in comparison date Amount difference between YTD PW quantity in selected date vs. YTD PW quantity in comparison date Percentage difference of the Price Waterfall Element amount as compared to the comparison Price Waterfall Element amount Percentage change the quote quantity as compared to the comparison Price Waterfall Element quote quantity Percentage difference between MTD Amount and Comparison MTD Amount

9.1.375

9.1.376

9.1.377

9.1.378

9.1.379

9.1.380

9.1.381

9.1.382

9.1.383

9.1.384

9.1.385

Percentage difference between MTD Quantity and Comparison MTD Quantity

9.1.386

Percentage difference between QTD Amount and Comparison QTD Amount

9.1.387

Percentage difference between QTD Quantity and Comparison QTD Quantity

9.1.388

Percentage difference between YTD Amount and Comparison YTD Amount

9.1.389

Percentage difference between YTD Quantity and Comparison YTD Quantity

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-245

Price Analytics

No 9.1.390

Metric Name Price Waterfall Quotes Facts.Delta Quote Item PW Amount Price Waterfall Quotes Facts.Delta Quote Item PW Quantity Price Waterfall Quotes Facts.MTD Delta Quote Item PW Amount Price Waterfall Quotes Facts.MTD Delta Quote Item PW Quantity Price Waterfall Quotes Facts.QTD Delta Quote Item PW Amount Price Waterfall Quotes Facts.QTD Delta Quote Item PW Quantity Price Waterfall Quotes Facts.YTD Delta Quote Item PW Amount Price Waterfall Quotes Facts.YTD Delta Quote Item PW Quantity Quote Detail Facts.% Delta Quote Item Invoice Revenue Quote Detail Facts.% Delta Quote Item Pocket Margin Quote Detail Facts.% Delta Quote Item Pocket Revenue Quote Detail Facts.% Delta Quote Item Quantity Requested Quote Detail Facts.Delta Quote Item Invoice Revenue Quote Detail Facts.Delta Quote Item Pocket Margin Quote Detail Facts.Delta Quote Item Pocket Revenue Quote Detail Facts.Delta Quote Item Quantity Requested

Description Change in PW amount between the Quote Item PW Amount and Comparison Quote Item PW Amount Change in quantity between the Quote Item PW Quantity and Comparison Quote Item PW Quantity Amount difference between MTD PW Amount in selected date vs. MTD PW Amount in comparison date Amount difference between MTD PW quantity in selected date vs. MTD PW quantity in comparison date Amount difference between QTD PW Amount in selected date vs. QTD PW Amount in comparison date Amount difference between QTD PW quantity in selected date vs. QTD PW quantity in comparison date Amount difference between YTD PW Amount in selected date vs. YTD PW Amount in comparison date Amount difference between YTD PW quantity in selected date vs. YTD PW quantity in comparison date The percentage change in invoice revenue between this quarter and the comparison quarter The percentage change in pocket margin between this quarter and the comparison quarter The percentage change in pocket revenue between this quarter and the comparison quarter The percentage change in quantity between this quarter and the comparison quarter

9.1.391

9.1.392

9.1.393

9.1.394

9.1.395

9.1.396

9.1.397

9.1.398

9.1.399 9.1.400

9.1.401

9.1.402

The amount change in invoice revenue between this quarter and the comparison quarter The amount change in pocket margin between this quarter and the comparison quarter The amount change in pocket revenue between this quarter and the comparison quarter The amount change in quantity between this quarter and the comparison quarter

9.1.403 9.1.404

9.1.405

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-246

Price Analytics

9.2 Sales - CRM Price Waterfall Orders

Metrics in this Subject Area is a subset of metrics available in 'Sales - CRM Price Waterfall' (listed above). They can be found in Subject Area: 'Sales - CRM Price Waterfall' with their metric names prefixed with the folder name 'Price Waterfall Order Facts'.

9.3 Sales - CRM Price Waterfall Quotes

Metrics in this Subject Area is a subset of metrics available in 'Sales - CRM Price Waterfall' (listed above). They can be found in Subject Area: 'Sales - CRM Price Waterfall' with their metric names prefixed with the folder name 'Price Waterfall Quotes Facts'.

9.4 Sales - CRM Price

No 9.4.1 9.4.2 Metric Name Agreement Facts.# of Agreements Agreement Facts.Agreement Gross Margin Agreement Facts.Agreement % Margin Agreement Facts.Agreement Discount % Agreement Facts.Average Agreement Gross Margin Agreement Facts.# of Customers with Agreements Agreement Facts.# of Agreement Line Items Agreement Facts.# of Orders per Agreement Agreement Facts.# of Orders with Agreements Agreement Facts.Total Cost Agreement Facts.Agreement Line Item Quantity Agreement Facts.Agreement Line Item Price Agreement Facts.Agreement Line Item Cost Agreement Facts.Average Agreement Line Item Cost Description Count of number of Agreements Agreement line item gross margin

9.4.3 9.4.4

Percentage margin on each agreement line item Agreement line item discount percentage

9.4.5 9.4.6

Average agreement gross margin Number of accounts with agreements

9.4.7 9.4.8 9.4.9 9.4.10 9.4.11

Number of agreement line items Number of orders per associated agreement Number of orders with associated agreements Total cost of all service requests, activities and orders Pricing agreement line item quantity

9.4.12

Pricing agreement line item cost

9.4.13

Pricing agreement line item cost

9.4.14

Average pricing agreement line item cost

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-247

Price Analytics

No 9.4.15

Metric Name Agreement Facts.Agreement Line Item Gross Margin Agreement Facts.Agreement Line Item % Margin Agreement Facts.Agreement Line Item Discount % Agreement Facts.# of Order Line Items Agreement Facts.# of Orders Agreement Facts.Total Amounts Price List Facts.Maximum List Price Price List Facts.Minimum List Price Price List Facts.Average List Price Price List Facts.Maximum Cost Price List Facts.Minimum Cost Price List Facts.Average Cost Price List Facts.Average Margin Order Facts.Average Order Item Discount Order Facts.Order Item Revenue Order Facts.Order Item Margin Order Facts.Order Item Discount Amount Order Facts.Quantity Requested Order Facts.Average Ordered Selling Price Order Facts.# of Order Line Items Order Facts.Quintile Order Item Margin Order Facts.Total Order Revenue Order Facts.Quantity Shipped

Description Pricing agreement line item gross margin

9.4.16

Percentage margin on each pricing agreement line item

9.4.17

Agreement line item discount percentage

9.4.18 9.4.19 9.4.20 9.4.21 9.4.22 9.4.23 9.4.24 9.4.25 9.4.26 9.4.27 9.4.28 9.4.29 9.4.30 9.4.31 9.4.32 9.4.33 9.4.34 9.4.35 9.4.36 9.4.37

Number of order line items This metric measures the # of Orders. Total revenue generated from all agreements, all activities and all orders Maximun list price of the product across all active price lists Minimum list price of the product across all active price lists Average list price of the product across all active price lists Maximum cost of the product across all active price lists Minimum cost of the product across all active price lists Average cost of the product across all active price lists Average product margin across all active price lists Average order item discount amount Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension Order Discount at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension Quantity of order line items requested Average Order Selling price for a given product excluding header-level discount. Number of order line items Order item margin quintile rank, between 1-5, i.e. 1 means order item margin is in the top 20% Total Order Revenue excluding Tax and Freight. Quantity of order line items shipped

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-248

Price Analytics

No 9.4.38 9.4.39 9.4.40 9.4.41 9.4.42 9.4.43 9.4.44 9.4.45 9.4.46 9.4.47 9.4.48 9.4.49 9.4.50 9.4.51 9.4.52 9.4.53 9.4.54 9.4.55

Metric Name Order Facts.Order Item Cost Order Facts.# of Orders Order Facts.Total Order Revenue (000) Order Facts.Average Order Item Margin Order Facts.Quarter Ago # of Orders Order Facts.Chg Quarter Ago # of Orders Order Facts.% Chg Quarter Ago # of Orders Order Facts.Order Item Margin (%) Order Facts.Order Item Discount (%) Quote Facts.Quote Item Revenue Quote Facts.Quote Item Quantity Requested Quote Facts.Quoted Item Cost Quote Facts.Quoted Item Margin Quote Facts.Quote Item Discount Amount Quote Facts.Quote Item Average Discount % Quote Facts.Total Quote Revenue Quote Facts.# of Quote Items Quote Facts.# of NRC Quote Items

Description Total order item cost Count of the # of orders Total order header revenue after adjustments (in thousands) Average Order Margin at the line item level, excluding Tax and Freight and headerlevel discounts. This metric should be used with the Product dimension Number of orders as of a quarter ago Change in number of orders, this quarter over last quarter Percentage change in number of orders, this quarter over last quarter This metric displays Order Item Margin %. This metric displays Order Item Discount %. Revenue amount of the quote item. Calculated by multiplying the net price for the quoted product by the quote request quantity Product quantity requested for the quote line Total cost amount for the quoted product. Calculated by multiplying the unit cost of the product by the quote request quantity Quoted margin amount for the item. Calculated by multiplying the unit quoted net price by the quantity requested. Quoted net price is the price after discounts Total item discount amount for the quote line Quote item discount averaged across quote request quantities for the product,expressed as a percentage of the Start Price Quote item revenue based on the Start Price of the quote, i.e., price before adjustment. Count of items in a quote Count of NRC (Non Recurring Charge) items in a quote.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 9-249

Procurement and Spend Analytics

10

This chapter describes metrics available in Procurement and Spend Analytics of Oracle Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Procurement and Spend Analytics.

10.1 Employee Expenses

No 10.1.1 Metric Name Employee Expense Facts.# of Approved Expense Reports Employee Expense Facts.Cost Center Total Expense Amount Description Identifies the count of number of expense reports approved Only provides the data for approved expenses. Measures only approved expenses incurred by the company across Cost Centers. Combines flights, meals, MRO reimbursement, services, and other expense submitted for reimbursement, including company-paid or pre-paid expenses if they are submitted on the expense form measured against Cost Center to gauge which Cost Centers are spending the most money. Measures length of time between expense submission and the date the claim was approved by the last approver. Note that only expenses that are approved in the source system are tracked. This is a component of the expense cycle time. If this number is high, then it could indicate that approvers are either too bogged down with approvals or too busy to approve in a timely manner. Delays in processing expenses may not be related to employees but rather with approvers. This metric will only capture expenses that have been approved by all approvers. Measures length of time to submit the expense once it is incurred. Calculated by subtracting the Actual Expense Date from the Submitted Date. Measures length of time to reimburse the expense once it is submitted, which is the date that the claim is received by the company. Calculated by subtracting the Billing Date from the Submitted Date. This is a measure of internal performance. If this number moving down over time, then that means the company is improving its internal performance to reimburse employees. A fairly large number suggests that there are bottlenecks in the system that are causing the process to bog down. Measures only approved expenses incurred by the company across Operating Units. Combines flights, meals, MRO reimbursement, services, and other expense submitted for reimbursement, including company-paid or pre-paid expenses if they are submitted on the expense form measured against Operating Unit to gauge which Operating Units are spending the most money.

10.1.2

10.1.3

Employee Expense Facts.Expense Approval Cycle Time

10.1.4

Employee Expense Facts.Expense Filing Cycle Time Employee Expense Facts.Expense Reimbursement Cycle Time

10.1.5

10.1.6

Employee Expense Facts.Operating Unit Org Total Expense Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-250

Procurement and Spend Analytics

No 10.1.7

Metric Name Employee Expense Facts.Total Expense

Description Measures only approved expenses incurred by the company. Combines flights, meals, MRO reimbursement, services, and other expense submitted for reimbursement, including company-paid or pre-paid expenses if they are submitted on the expense form. This is most likely measured against cost center (department) to gauge which departments are spending the most money. For service related companies (like consulting firms), this might be measured against employees, who have numerous nonclient related expenses or against type. This metric can also be measured against Supplier (Vendor) to gauge which supplier the company is spending the most money on. Only approved expenses will be captured by this metric (have been gone through all approvals). Expenses will not include those that are reimbursed by the client. However, further analysis is required to analyze if how much of that money is actually recovered from the client. Using this metric in conjunction with MRO spend gives the company visibility into their total spend behavior. Total Expense Year Ago metric is used to analyze the total expenses spent in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).. Total Expense YTD metric tracks the total approved expenses on a year -to- date basis incurred by the company. This metric is used to analyze the expense on the Accommodation. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Accommodation. Only approved expenses will be captured by this metric (have been gone through all approvals). Accommodation Expense Amount Year Ago metric is used to analyze the expenses spent on Accommodation in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals). Measures only approved flight expenses incurred by the company. This is most likely measured against employees for Airfare Expense.Only approved expenses will be captured by this metric (have been gone through all approvals) Airfare Expense Amount Year Ago metric is used to analyze the expenses spent on Airfare in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals). This metric is used to analyze the expense on the Car Rental. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Car Rental. Only approved expenses will be captured by this metric (have been gone through all approvals). Car Rental Expense Amount Year Ago metric is used to analyze the expenses spent on Car Rentals in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals). This metric is used to analyze the expense on the food and beverages. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Meal. Only approved expenses will be captured by this metric (have been gone through all approvals). Meal Expense Amount Year Ago metric is used to analyze the expenses spent on Meals in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals).

10.1.8

Employee Expense Facts.Total Expense Year Ago Employee Expense Facts.Total Expense YTD Expense Amount by Expense Type Facts.Accomodation Expense Amount Expense Amount by Expense Type Facts.Accomodation Expense Amount Year Ago Expense Amount by Expense Type Facts.Airfare Expense Amount Expense Amount by Expense Type Facts.Airfare Expense Amount Year Ago Expense Amount by Expense Type Facts.Car Rental Expense Amount Expense Amount by Expense Type Facts.Car Rental Expense Amount Year Ago Expense Amount by Expense Type Facts.Meal Expense Amount Expense Amount by Expense Type Facts.Meal Expense Amount Year Ago

10.1.9 10.1.10

10.1.11

10.1.12

10.1.13

10.1.14

10.1.15

10.1.16

10.1.17

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-251

Procurement and Spend Analytics

No 10.1.18

Metric Name Expense Amount by Expense Type Facts.Mileage Expense Amount Expense Amount by Expense Type Facts.Mileage Expense Amount Year Ago Expense Amount by Expense Type Facts.Other Expense Amount

Description This metric is used to analyze the amount spent on Mileage per miles travelled across places. Users can use this for more granular analysis of their expense data to track down the specific amount spent on Mileage. Only approved expenses will be captured by this metric (have been gone through all approvals). Mileage Expense Amount Year Ago metric is used to analyze the expenses spent on Mileage in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals). This metric is used to analyze the amount spent on the miscellaneous expenses. This includes all the expenses under miscellaneous category. Users can use this for more granular analysis of their expense data to track down the specific amount spent on miscellaneous expenses. Only approved expenses will be captured by this metric (have been gone through all approvals). Other Expense Amount Year Ago metric is used to analyze the expenses spent on miscellaneous items in the prior year. Users can use this metric to understand the trends by comparing the prior year expenses with the current year expenses.Only approved expenses will be captured by this metric (have been gone through all approvals). Identifies the amount spent on a particular line item in group currency. Only provides data for approved expenses. This metric is used to analyze the expense on the expense line itself. Users can use this for more granular analysis of their expense data to track down the specific amount spent on each item. Only approved expenses will be captured by this metric (have been gone through all approvals). Identifies expenses that have not been paid to the employee for the billing period (approved but not posted). This is the amount of money that the company has already committed to reimburse to their employees. Used to analyze the potential liability of the company for amounts that they need to pay their employees. Can be used as a baseline for forecasting or budgeting expenses for a future quarter. This is a measure of the total expenses requested by the employee for reimbursement. It is a combination of flights, meals, MRO reimbursement, services, basically any expense that was submitted for reimbursement. This the amount requested by the employee (which would not include cash advance amount). Used to analyze the amount that the employee has requested for reimbursement. Can be used to compare to the amounts actually reimbursed to the employee by the company, which can differ due to adjustments made by the manager or expense department.

10.1.19

10.1.20

10.1.21

Expense Amount by Expense Type Facts.Other Expense Amount Year Ago

10.1.22

Expense Amount by Status Facts.Approved Expense Amount

10.1.23

Expense Amount by Status Facts.Outstanding Expense Amount

10.1.24

Expense Amount by Status Facts.Requested Expense Amount

10.2 Procurement and Spend - Invoice Lines

No 10.2.1 10.2.2 10.2.3 Metric Name Fact - Purchasing Invoice.# of Buyers Fact - Purchasing Invoice.# of Cost Centers Fact - Purchasing Invoice.# of Electronic Invoices Fact - Purchasing Invoice.# of Invoices Description Count of number of Buyers. Count of number of Cost Centers. Number of invoices that are electronically entered.

10.2.4

Count number of invoices, all status and all type.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-252

Procurement and Spend Analytics

No 10.2.5

Metric Name Fact - Purchasing Invoice.# of Manual Invoices Fact - Purchasing Invoice.# of Open Invoices Fact - Purchasing Invoice.# of Paid Invoices Fact - Purchasing Invoice.# of Perfect Invoices Fact - Purchasing Invoice.# of PO Matched Invoices Fact - Purchasing Invoice.# of Purchase Organizations Fact - Purchasing Invoice.# of Recipient Locations Fact - Purchasing Invoice.# of Supplier Sites Fact - Purchasing Invoice.# of Suppliers Fact - Purchasing Invoice.% Chg Year Ago Manual Invoices Fact - Purchasing Invoice.% Chg Year Ago Spend Fact - Purchasing Invoice.% Manual Invoices Fact - Purchasing Invoice.% of Invoice Price Variance Amount (IPV) Fact - Purchasing Invoice.Addressable Spend Fact - Purchasing Invoice.Agreement Leakage Amount Fact - Purchasing Invoice.Agreement Leakage Rate Fact - Purchasing Invoice.Agreement Purchase Amount Fact - Purchasing Invoice.Agreement Purchase Rate Fact - Purchasing Invoice.Average Invoice Unit Price

Description Number of invoices that are manually entered.

10.2.6 10.2.7 10.2.8

Count number of invoices with payment status as Not Paid or Partially Paid. Number of invoices that were Fully Paid in the current period. Number of invoices that have partially or fully matched to purchase order(s) with no price variance. Number of invoices that have partially or fully matched to purchase order(s).

10.2.9

10.2.10

Count of number of purchase organizations.

10.2.11

Count of number of recipient locations.

10.2.12 10.2.13 10.2.14

Number of Supplier Sites. Number of Suppliers. The percent change from last period in the number of manual invoices entered.

10.2.15

The percent change in spend amount compared to last year.

10.2.16 10.2.17

% of invoices that are manually entered relative to # of total invoices. % of Invoice Price Variance Amount relative to invoice amount.

10.2.18

Spend on a commodity or item that is addressable and can be controlled by the payable or procurement department. It usually excludes payments for taxes/freight/special charges. This metric is the portion of PO Matched Spend where the backing purchase orders are not based on agreements although there exists one. This value is part of NonAgreement Purchase Amount. % Agreement Leakage Amount to PO Matched Spend.

10.2.19

10.2.20

10.2.21

This metric is the portion of PO Matched Spend where the backing purchase orders are based on agreements. % Agreement Purchase Amount to PO Matched Spend.

10.2.22

10.2.23

Average Invoice Unit Price is computed by Sum(Invoiced Quantity*Invoice Unit Price)/Total Invoiced Quantity.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-253

Procurement and Spend Analytics

No 10.2.24

Metric Name Fact - Purchasing Invoice.Benchmark Price

Description The average unit price for the same item in the previous year in the same purchasing organization in which the purchase took place, across all suppliers. If the item was not purchased in the previous year, then the average unit price in the current year is used. The Spend amount change compared to last year.

10.2.25

Fact - Purchasing Invoice.Chg Year Ago Spend Fact - Purchasing Invoice.Invoice Price Variance Amount (IPV) Fact - Purchasing Invoice.Invoiced Amount Fact - Purchasing Invoice.Invoiced Quantity Fact - Purchasing Invoice.Max Invoice Unit Price Fact - Purchasing Invoice.Min Invoice Unit Price Fact - Purchasing Invoice.Non-Addressable Spend Fact - Purchasing Invoice.Non-Agreement Purchase Amount Fact - Purchasing Invoice.Non-Agreement Purchase Rate Fact - Purchasing Invoice.Others NonAgreement Purchase Amount Fact - Purchasing Invoice.Others NonAgreement Purchase Rate Fact - Purchasing Invoice.Payables Leakage Amount Fact - Purchasing Invoice.Payables Leakage Rate Fact - Purchasing Invoice.PO Matched Spend Fact - Purchasing Invoice.PO Not Required Spend Fact - Purchasing Invoice.PO Required Spend

10.2.26

This metric is the variance amount caused by difference between invoice price and PO price. IPV is calculated as (Invoice Unit Price - PO Unit Price) * Invoiced Quantity This metric is the total invoiced amount. It should be viewed by invoice type and should not be simply added across types. This metric is the total invoiced quantity. It should be viewed along with UOM. Maximum Invoice Unit Price.

10.2.27

10.2.28 10.2.29

10.2.30

Minimum Invoice Unit Price.

10.2.31

The portion of Spend that is non-addressable and can not be controlled by the payable or procurement department. It usually includes payments for taxes/freight/special charges. This metric is the portion of PO Matched Spend where the backing purchase orders are not based on agreements. It includes Agreement Leakage and Others Non-Agreement Purchase. % Non-Agreement Purchase Amount to PO Matched Spend.

10.2.32

10.2.33

10.2.34

This metric is the portion of PO Matched Spend where the backing purchase orders are not based on agreements and there exists no valid agreements that could have been used. This value is part of Non-Agreement Purchase Amount. % Others Non-Agreement Purchase Amount to PO Matched Spend.

10.2.35

10.2.36

Spend where the invoice does not have a backing purchase order when one is expected. Defined as Payables Leakage / PO Required Spend.

10.2.37

10.2.38 10.2.39

This metric is the portion of spend where the invoice has a backing purchase order. This metric is the portion of spend where the invoice is NOT expected to have a backing PO. This metric is the portion of spend where the invoice is expected to have a backing PO.

10.2.40

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-254

Procurement and Spend Analytics

No 10.2.41

Metric Name Fact - Purchasing Invoice.Price Change Amount Fact - Purchasing Invoice.Spend

Description The price savings amount shows how much was saved or lost because of a change in price. The savings are determined by comparing the transaction price with a benchmark price. It's calculated as Sum of [Quantity * (Price - Benchmark Price)] * -1 Spend is the approved invoice amount, including expense reports. Spend includes invoice distribution amount for items as well as for tax, freight and miscellaneous. Tax/Freight/Miscellaneous are by default attributed to the supplier, business units and cost centers as indicated on invoices. For Oracle EBS Payables invoices, Tax/Freight/Miscellaneous are not allocated to product, product categories, supplier geography, buyer and are considered unclassified spend on these dimensions. Average unit price for the same item in the previous year for a specific supplier in a commodity, across all operating units (Goods only) The amount change due to price increases or decreases for an item for specific suppliers by comparing the transaction prices with a supplier benchmark price. It's calculated as Sum of [Quantity * (Price - Supplier Benchmark Price)] * -1 Count number of invoices, all status and all type, for the prior period.

10.2.42

10.2.43

Fact - Purchasing Invoice.Supplier Benchmark Price Fact - Purchasing Invoice.Supplier Price Change Amount Fact - Purchasing Invoice.Year Ago # of Invoices Fact - Purchasing Invoice.Year Ago # of Manual Invoices Fact - Purchasing Invoice.Year Ago % Manual Invoices Fact - Purchasing Invoice.Year Ago Agreement Leakage Amount Fact - Purchasing Invoice.Year Ago Agreement Purchase Amount Fact - Purchasing Invoice.Year Ago Average Invoice Unit Price Fact - Purchasing Invoice.Year Ago Invoice Price Variance Amount (IPV) Fact - Purchasing Invoice.Year Ago Invoiced Amount Fact - Purchasing Invoice.Year Ago Invoiced Quantity Fact - Purchasing Invoice.Year Ago NonAgreement Purchase Amount Fact - Purchasing Invoice.Year Ago Others Non-Agreement Purchase Amount

10.2.44

10.2.45

10.2.46

Number of invoices that are manually entered for prior period.

10.2.47

% of invoices that are manually entered relative to # of total invoices, for the prior period. This metric is part of Non-Agreement Purchase Amount. Identifies Agreement Leakage Amount where the backing purchase orders are not based on agreements although there exits one from a year ago. Identifies Agreement Purchase Amount based on agreements from a year ago.

10.2.48

10.2.49

10.2.50

Year Ago Average Invoice Unit Price.

10.2.51

Year Ago Invoice Price Variance Amount (IPV)

10.2.52

Identifies the total invoiced amount by invoice type from a year ago.

10.2.53

Identifies the total invoiced quantity from a year ago. It should be viewed along with UOM. Identifies Non-Agreement Purchase Amount not based on agreements from a year ago.

10.2.54

10.2.55

This metric is part of Non-Agreement Purchase Amount. Identifies Others NonAgreement Purchase Amount from a year ago.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-255

Procurement and Spend Analytics

No 10.2.56

Metric Name Fact - Purchasing Invoice.Year Ago Payables Leakage Amount Fact - Purchasing Invoice.Year Ago PO Matched Spend Fact - Purchasing Invoice.Year Ago Spend

Description Identifies Payables Leakage Amount from year ago.

10.2.57

Identifies PO Matched Spend from a year ago.

10.2.58

Year ago spend.

10.3 Procurement and Spend - Procure to Pay

No 10.3.1 Metric Name Invoice Facts.Invoiced Amount Invoice Facts.Invoiced Quantity Purchase Order Facts.% Chg Year Ago PO Amount Purchase Order Facts.Approved PO Amount Purchase Order Facts.Approved PO Amount at Costing Description This metric is the total invoiced amount. It should be viewed by invoice type and should not be simply added across types. This metric is the total invoiced quantity. It should be viewed along with UOM. The metric stores the % difference in value of the purchase order for current and prior year in a warehouse currency. The total amount of approved purchase orders or releases (in Warehouse Currency). If there's partial or full cancellation, this metric excludes the cancelled Amount. The total approved PO amount at cost (in Warehouse Currency). This metric is calculated as PO quantity multiplying the item's inventory cost at the time PO was created. If there's partial or full cancellation, this metric excludes the cancelled value. It is useful to compare the item cost to the purchase price to estimate the price variance. The total quantity of approved purchase orders or releases. If there's partial or full cancellation, this metric excludes the cancelled Quantity. This metric calculates the average unit purchase price of item ordered, by dividing Total Approved PO amount by Total Approved PO Quantity. It should be view with Item or commodity. This metric is not applicable to service or amount based purchases, as unit price is not applicable to those orders. The total cancelled value (in warehouse currency). The total cancelled Quantity. The metric stores the difference in value of the purchase order for current and prior year in warehouse currency. The metric stores the value of the purchase order in a warehouse currency for the prior year. This metric is the % difference in actual values of the purchase receipt for the current and prior year.

10.3.2 10.3.3

10.3.4

10.3.5

10.3.6

Purchase Order Facts.Approved PO Quantity Purchase Order Facts.Avg Purchase Unit Price

10.3.7

10.3.8 10.3.9 10.3.10 10.3.11 10.3.12

Purchase Order Facts.Cancelled Amount Purchase Order Facts.Cancelled Quantity Purchase Order Facts.Chg Year Ago PO Amount Purchase Order Facts.Year Ago PO Amount Purchase Receiving Facts.% Chg Year Ago Receipt Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-256

Procurement and Spend Analytics

No 10.3.13 10.3.14

Metric Name Purchase Receiving Facts.Accepted Quantity Purchase Receiving Facts.Chg Year Ago Receipt Amount Purchase Receiving Facts.PO Received Price

Description The quantity of the product of the purchase order Schedules that have been received and accepted (passed inspection). This metric is the difference in actual values of the purchase receipt for the current and prior year. This metric calculates the average PO Receipt Price, by dividing total value received by total quantity received. In some application, Goods receipt price is the PO price and can not be changed, while in others it could be overridden. This metric should be view with Item or commodity and it's not applicable to service or amount based purchases. The quantity of the product that has been received on the purchase receipt line item.

10.3.15

10.3.16

Purchase Receiving Facts.PO Received Quantity Purchase Receiving Facts.Receipt Amount Purchase Receiving Facts.Received Quantity Purchase Receiving Facts.Rejected Quantity Purchase Receiving Facts.Returned Amount Purchase Receiving Facts.Returned Quantity Purchase Receiving Facts.Year Ago Receipt Amount Requisition Facts.Requisition Amount

10.3.17 10.3.18 10.3.19 10.3.20 10.3.21 10.3.22

This metric is the actual value of the purchase receipt in the warehouse currency. The quantity of the product that has been received to date on the purchase order line item. The quantity of the product of the purchase order Schedules that have been received and rejected (failed inspection). Amount returned to Vendor. Quantity returned to Vendor. This metric is the actual value of the purchase receipt in warehouse currency a year ago. This metric tracks the requisition line item's actual amount in a common currency. Purchase requisitions often have multiple line items, which sometimes may become parts of separate purchase orders, depending on the product and source. This metric can be used to analyze the requested value to be spent across various dimensions (receipt location, supplier) and compare it to actual spend or quoted (standard) spend. Total Quantity of the Requisitions

10.3.23

10.3.24

Requisition Facts.Requisition Quantity

10.4 Procurement and Spend - Purchase Cycle Lines

No 10.4.1 10.4.2 Metric Name Fact - Purchase Cycle Lines.% Accepted Fact - Purchase Cycle Lines.% PO Cost Variance Fact - Purchase Cycle Lines.% Received Description % Accepted by amount This is the % representation of purchase price variance. This is calculated as the difference between the PO cost specified at the order and the standard purchase cost, divided by the standard purchase cost, and then multiplied by 100 to yield the % value. The average quantity of the product received to-date as a percentage of the total quantity of the product that has been ordered on all the PO line items.This metric tracks the average percentage of completion in the ordering process.

10.4.3

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-257

Procurement and Spend Analytics

No 10.4.4

Metric Name Fact - Purchase Cycle Lines.% Received Early Fact - Purchase Cycle Lines.% Received Late Fact - Purchase Cycle Lines.% Received On Time Fact - Purchase Cycle Lines.% Rejected Fact - Purchase Cycle Lines.Accepted Amount Fact - Purchase Cycle Lines.Accepted Quantity Fact - Purchase Cycle Lines.Approved PO Amount Fact - Purchase Cycle Lines.Approved PO Amount at Costing

Description % Received Early is the percentage of items that were received early ( before the due date specified on the PO), of the total number of items ordered. PO received early rate gives an idea about the supplier's performance in terms of delivering goods on time % Received Late is the percentage of items that were received late ( beyond the due date specified on the PO), of the total number of items ordered. PO received late rate gives an idea about the supplier's performance in terms of delivering goods on time. This metric is the percentage of items that were received on time (beyond the due date specified on the PO), of the total number of items ordered. PO received on time gives an idea about the supplier's performance in terms of delivering goods on time. % Rejected by amount Accepted Amount Accepted Quantity Approved Purchase Order Amount, and does not include the amounts from the Purchase Orders pending approval The total approved PO amount at cost (in Warehouse Currency). This metric is calculated as PO quantity multiplying the item's inventory cost at the time PO was created. If there's partial or full cancellation, this metric excludes the cancelled value. It is useful to compare the item cost to the purchase price to estimate the price variance. The metric stores the approved quantity of the purchase order schedule

10.4.5

10.4.6

10.4.7 10.4.8 10.4.9 10.4.10

10.4.11

10.4.12

Fact - Purchase Cycle Lines.Approved PO Quantity Fact - Purchase Cycle Lines.Average Approval Cycle Time

10.4.13

This metric is the average elapsed time between when the requisition was submitted to when it was approved. when they are done in the same day, this metric will be 0. The Average Approval Cycle Time metric is useful in identifying the potential bottlenecks in the requisition approval process. Gains in productivity can be achieved by looking at this metric in combination with the number of approvers for a requisition, as well as the approval thresholds set in place in the source system. This metric is the average elapsed time between requisition approved and Purchase order creation time. This metric is the total elapsed time between PO creation and goods receipt. The Average Receipt Cycle Time measures the time taken by the supplier to process the PO and ship the products. This metric is the total elapsed time between requisition creation and goods receipt. It's the sum of Average Approval Cycle Time (Requisition submit to approve), Average Purchase Cycle Time (red approve to PO creation) and Average Receipt Cycle Time (PO creation to Receipt) The Requisition to Receipt Cycle Time metric is useful for determining the entire lifecycle of a requisition through receipt of goods. Component cycle times such as Requisition Approval, Order Submission, and Goods Receipt can also be calculated. This metric is the over all value across all dimension. It's the %Accepted by amount This metric is the over all value across all dimension. It's the percentage of items that were received early This metric is the over all value across all dimension. It's the percentage of items that were received late (beyond the due date )

10.4.14

Fact - Purchase Cycle Lines.Average Purchase Cycle Time Fact - Purchase Cycle Lines.Average Receipt Cycle Time Fact - Purchase Cycle Lines.Average Requisiton to Receipt Cycle Time

10.4.15

10.4.16

10.4.17 10.4.18

Fact - Purchase Cycle Lines.Overall % Accepted Fact - Purchase Cycle Lines.Overall % Received Early Fact - Purchase Cycle Lines.Overall % Received Late

10.4.19

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-258

Procurement and Spend Analytics

No 10.4.20 10.4.21 10.4.22

Metric Name Fact - Purchase Cycle Lines.Overall % Rejected Fact - Purchase Cycle Lines.Received Amount Fact - Purchase Cycle Lines.Received Early Amount Fact - Purchase Cycle Lines.Received Early Quantity Fact - Purchase Cycle Lines.Received Late Amount Fact - Purchase Cycle Lines.Received Late Quantity Fact - Purchase Cycle Lines.Received On Time Amount Fact - Purchase Cycle Lines.Received On Time Quantity Fact - Purchase Cycle Lines.Received Quantity Fact - Purchase Cycle Lines.Rejected Amount Fact - Purchase Cycle Lines.Rejected Quantity Fact - Purchase Cycle Lines.Supplier Score

Description This metric is the over all value across all dimension. It's the %Rejected by amount The quantity of the product that has been received to date on the purchase order line item. This is the value of all the items that were received early

10.4.23

The quantity of the product on the purchase order line item that has been received before the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available. This is the value of all the items that were received late

10.4.24

10.4.25

The quantity of the product on the purchase order line item that has been received after the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available. This is the value of all the items that were received on time

10.4.26

10.4.27

The quantity of the product on the purchase order line item that has been received on the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available. The quantity of the product that has been received to date on the purchase order line item. this is the rejected amount recorded for the purchase order shipment. this is the rejected quantity recorded for the purchase order shipment. This metric provides a supplier index that is the result of several combined statistics, such as Service Level, Quality, and Price Variance. This metric is very useful in contract negotiations with suppliers, because it provides an objective view of a supplier's historical service to the company. It can also be used to select a certain supplier as an alternate to an existing supplier.

10.4.28 10.4.29 10.4.30 10.4.31

10.5 Procurement and Spend - Purchase Orders

No 10.5.1 10.5.2 10.5.3 Metric Name Fact.# of Agreement Leakages Fact.# of Agreement Purchases Fact.# of Agreements Description The number of distinct approved purchase orders that are not based on agreements although there exists one The number of distinct approved purchase orders that are based on agreements. Each blanket release is considered a different purchase. The number of distinct approved purchase orders that is a agreement. It does not include consignment consumption documents.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-259

Procurement and Spend Analytics

No 10.5.4

Metric Name Fact.# of Approved POs

Description The number of distinct approved purchase orders to buy from suppliers. Each blanket release is considered a different PO. It does not include consignment consumption orders. This metric is used to identify ordering volume. Order volume is a major component of supply base rationalization. One useful form of analysis is to correlate an increase in order volume over time to its effect on a supplier service level (on-time, fill-rates, etc.). Analysis of future exposure derived from historical buying patterns and volume can be very helpful when rationalizing a large supply base. Number of Buyers. Number of Cost Centers. The number of distinct approved purchase orders that are not based on agreements. The number of distinct approved purchase orders that the purchase order is not 'Agreement Purchases' or there is no existing matching blanket purchase agreement for it to use. Total number of PO lines.This metric does not have any status or type filter. The number of distinct purchase orders to buy from suppliers. Each blanket release is considered a different PO. It does not include consignment consumption orders. It will include consignment consumption orders and it also includes PO of any statuses. Number of Purchase Organizations Number of Recipient Locations. This metric is the number of distinct purchase requisitions the purchase orders originated from. This metric does not include requisitions not associated with any PO. Number of distinct supplier sites Number of distinct suppliers This metric is the percentage of items accepted by received. The Acceptance Rate metric is the total accepted amount compared to the received amount. This metric provides an estimate of the quality of the goods sent by the suppliers. The metric stores the % difference in value of the purchase order for current and prior year in a warehouse currency. This is the % representation of purchase price variance. This is calculated as the difference between the PO Amount specified at the order and the PO amount at costing, divided by the PO amount at costing, and then multiplied by 100 to yield the % value. This metric is the percentage of items rejected by received. The Rejection Rate metric is the total rejected amount compared to the received amount. This metric provides an estimate of the quality of the goods sent by the suppliers. The value (in warehouse currency) of the product of the purchase order Schedules that have been received and accepted (passed inspection). The quantity of the product of the purchase order Schedules that have been received and accepted (passed inspection). This metric tracks the ADVANCE payment amount of the Complex works purchase order. average ( AGREEMENT_END_DT - today's date) The value (in warehouse currency) of the approved purchase orders that are not based on agreements although there exists one. This value is part of Non-Agreement Purchase Amount.

10.5.5 10.5.6 10.5.7 10.5.8 10.5.9 10.5.10

Fact.# of Buyers Fact.# of Cost Centers Fact.# of NonAgreement Purchases Fact.# of Others NonAgreement Purchases Fact.# of PO Lines Fact.# of POs

10.5.11 10.5.12 10.5.13 10.5.14 10.5.15 10.5.16

Fact.# of Purchase Organizations Fact.# of Recipient Locations Fact.# of Requisitions Fact.# of Supplier Sites Fact.# of Suppliers Fact.% Accepted

10.5.17

Fact.% Chg Year Ago PO Amount Fact.% Purchase Price Variance Fact.% Rejected

10.5.18

10.5.19

10.5.20 10.5.21 10.5.22 10.5.23 10.5.24

Fact.Accepted Amount Fact.Accepted Quantity Fact.Advance Payment Amount Fact.Agreement Expiring Days Fact.Agreement Leakage Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-260

Procurement and Spend Analytics

No 10.5.25 10.5.26 10.5.27 10.5.28 10.5.29 10.5.30 10.5.31

Metric Name Fact.Agreement Leakage Rate Fact.Agreement Purchase Amount Fact.Agreement Purchase Rate Fact.Agreement Target Amount Fact.Agreement Target Quantity Fact.Approved PO Amount Fact.Approved PO Amount at Costing

Description % Agreement Leakage to Total Approved Purchase Amount. The value (in warehouse currency) of the approved purchase orders and releases that are based on agreements % Agreement Purchase Amount to Total Approved Purchase Amount. The upper limit of the agreement amount The upper limit of the agreement quantity The total amount of approved purchase orders or releases (in Warehouse Currency). If there's partial or full cancellation, this metric excludes the cancelled Amount. The total approved PO amount at cost (in Warehouse Currency). This metric is calculated as PO quantity multiplying the item's inventory cost at the time PO was created. If there's partial or full cancellation, this metric excludes the cancelled value. It is useful to compare the item cost to the purchase price to estimate the price variance. The total quantity of approved purchase orders or releases. If there's partial or full cancellation, this metric excludes the cancelled Quantity. The total amount of agreement amount is still available to use. It is calculated as (Agreement Target Amount - Agreement Purchase Amount) average ( AGREEMENT_END_DT - AGREEMENT_START_DT) This metric calculates the average unit purchase price of item ordered, by dividing Total Approved PO amount by Total Approved PO Quantity. It should be view with Item or commodity. This metric is not applicable to service or amount based purchases, as unit price is not applicable to those orders. Potential savings that would have been realized if a blanket purchase agreement had been used instead of a standard purchase order. Best Price is the lowest price on any blanket purchase agreement that could have been used by the order. The total cancelled value (in warehouse currency). The total cancelled Quantity. The metric stores the difference in value of the purchase order for current and prior year in warehouse currency. This metric is specific to Complex Service Procurement. It tracks the financed amount in prepayment shipment type. This metric is specific to Complex Service Procurement. It tracks the financed quantity in prepayment shipment type. This metric tracks the PREPAYMENT amount of the Complex works purchase order. The purchase order amount for the purchase order that has leverage negotiated pricing of some sort. And the purchase order is approved. We use the following conditions: "Dim_W_XACT_TYPE_D_Purchase_AgreementLeverage_Type"."W_XACT_TYPE_CODE" = 'Negotiated' The value (in warehouse currency) of the approved purchase orders that are not based on agreements. It includes Agreement Leakage and Others Non-Agreement Purchase. % Non-Agreement Purchase Amount to Total Approved Purchase Amount.

10.5.32 10.5.33 10.5.34 10.5.35

Fact.Approved PO Quantity Fact.Available Amount Fact.Average Agreement Duration Fact.Avg Purchase Unit Price

10.5.36

Fact.Best Price Leakage Impact Fact.Cancelled Amount Fact.Cancelled Quantity Fact.Chg Year Ago PO Amount Fact.Financed Amount Fact.Financed Quantity Fact.Financing Payment Amount Fact.Negotiated Purchase Amount

10.5.37 10.5.38 10.5.39 10.5.40 10.5.41 10.5.42 10.5.43

10.5.44 10.5.45

Fact.Non-Agreement Purchase Amount Fact.Non-Agreement Purchase Rate

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-261

Procurement and Spend Analytics

No 10.5.46

Metric Name Fact.Non-Negotiated Purchase Amount

Description The purchase order amount for the purchase order that has not leverage negotiated pricing of some sort. And the purchase order is approved. We use the following conditions: "Dim_W_XACT_TYPE_D_Purchase_AgreementLeverage_Type"."W_XACT_TYPE_CODE" = 'Non-Negotiated' The value (in warehouse currency) of the approved purchase orders that are not based on agreements and there exists no valid agreements that could have been used. This value is part of Non-Agreement Purchase Amount. % Others Non-negotiated Purchases Amount to Total Approved Purchase Amount.

10.5.47

Fact.Others NonAgreement Purchase Amount Fact.Others NonAgreement Purchase Rate Fact.PO Amount

10.5.48

10.5.49

This metric is the total value display the PO document. It will include consignment consumption document and prepayment financing for complex work orders. It also includes PO of any statuses. This value is the original order quantity where canceled PO Quantity is tracked at a different column. It is intended for advanced analysis. It does not include any pre-built filters, so additional filters and conditions can be applied to fulfill various reporting requirements. This metric tracks the ratio of POs that come from Requisition. It is calculated by dividing the number of order distributions created from purchase requisition by total number of order distributions This metric is the total quantity display the PO document. It will include consignment consumption document and prepayment financing for complex work orders. It also includes PO of any statuses. This value is the original order quantity where canceled PO Quantity is tracked at a different column. It is intended for advanced analysis. It does not include any pre-built filters, so additional filters and conditions can be applied to fulfill various reporting requirements. This metric tracks the value (in warehouse currency) of purchase order shipment that were actually received. This metric excludes the returned value. This metric can be used as a baseline measure to compare what was actually received to what was expected. This metric tracks the quantity of purchase order shipment that were actually received. This metric excludes the returned value. This metric can be used as a baseline measure to compare what was actually received to what was expected. This metric is specific to Complex Service Procurement. It tracks in a standard payment, the amount of service is recouped by prepayment. This metric is specific to Complex Service Procurement. It tracks in a standard payment, the quantity of service is recouped by prepayment. The value (in warehouse currency) of the product of the purchase order Schedules that have been received and rejected (failed inspection). The quantity of the product of the purchase order Schedules that have been received and rejected (failed inspection). This metric is specific to Complex Service Procurement. It tracks the retainage released amount in a standard payment or prepayment. This metric is specific to Complex Service Procurement. It tracks the retainage withhold amount in a standard payment or prepayment . The value (in warehouse currency) of the approved purchase orders that are not based on agreements although there exists one from a year ago. This value is part of Non-Agreement Purchase Amount.

10.5.50

Fact.PO Input Ratio

10.5.51

Fact.PO Quantity

10.5.52

Fact.Received Amount

10.5.53

Fact.Received Quantity

10.5.54 10.5.55 10.5.56 10.5.57 10.5.58 10.5.59 10.5.60

Fact.Recouped Amount Fact.Recouped Quantity Fact.Rejected Amount Fact.Rejected Quantity Fact.Retainage Released Amount Fact.Retainage Withheld Amount Fact.Year Ago Agreement Leakage Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-262

Procurement and Spend Analytics

No 10.5.61

Metric Name Fact.Year Ago NonAgreement Purchase Amount Fact.Year Ago PO Amount

Description The value (in warehouse currency) of the approved purchase orders that are not based on agreements from a year ago. It includes Agreement Leakage and Others Non-Agreement Purchase. The metric stores the value of the purchase order in a warehouse currency for the prior year.

10.5.62

10.6 Procurement and Spend - Purchase Receipts

No 10.6.1 Metric Name Fact - Purchase Receipts (Complex Work).Financing Receipt Amount Fact - Purchase Receipts (Complex Work).Transaction Amount Fact - Purchase Receipts (Complex Work).Transaction Quantity Fact - Purchase Receipts.# of Return Transactions Fact - Purchase Receipts.% Chg Year Ago Receipt Amount Fact - Purchase Receipts.Avg Receipt Days Late Fact - Purchase Receipts.Chg Year Ago Receipt Amount Fact - Purchase Receipts.PO Received Price Description receipt amount for financing prepayments

10.6.2

Transaction Amount. Transaction type and shipment type should be viewed along with this metric. Transaction Quantity. Transaction type and shipment type should be viewed along with this metric. Total number of Return transactions. This metric is the % difference in actual values of the purchase receipt for the current and prior year. For the transactions received after the due day, this metric calculates the average days between the received date and the due day This metric is the difference in actual values of the purchase receipt for the current and prior year. This metric calculates the average PO Receipt Price, by dividing total value received by total quantity received. In some application, Goods receipt price is the PO price and can not be changed, while in others it could be overridden. This metric should be view with Item or commodity and it's not applicable to service or amount based purchases. The quantity of the product that has been received on the purchase receipt line item.

10.6.3

10.6.4 10.6.5

10.6.6

10.6.7

10.6.8

10.6.9

Fact - Purchase Receipts.PO Received Quantity Fact - Purchase Receipts.Receipt Amount Fact - Purchase Receipts.Received Early Amount Fact - Purchase Receipts.Received Late Amount Fact - Purchase Receipts.Received On-time Amount

10.6.10 10.6.11

This metric is the actual value of the purchase receipt in the warehouse currency. The amount received if the received date is earlier than the due date.

10.6.12

The amount received if the received date is later than the due date.

10.6.13

The amount received if the received date is the same as the due date.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-263

Procurement and Spend Analytics

No 10.6.14 10.6.15 10.6.16

Metric Name Fact - Purchase Receipts.Returned Amount Fact - Purchase Receipts.Returned Quantity Fact - Purchase Receipts.Year Ago Receipt Amount

Description Amount returned to Vendor. Quantity returned to Vendor. This metric is the actual value of the purchase receipt in warehouse currency a year ago.

10.7 Procurement and Spend - Purchase Requisition Status

Note:This Subject Area is applicable only for Universal Adapter No 10.7.1 Metric Name Fact - Purchase Requisition Status.# Purchase Requisitions Description This metric is the number of distinct purchase requests for an entity such as Buyer, or Cost Center etc. The Requisition Volume metric is used to identify requisitioning volume for a particular entity. Requisitioning volume forms the basis for any analysis of the procurement process of an organization. It is useful to compare cost centers via this metric to understand where the large requests are coming from. The currency value of the requisition in document or transaction at the time the action was performed. This metric can only be used with the From Status, To Status attributes from the Document Status dimension. This will allow the user to track changes in PR value when the PR moves through the approval process. If you want to find total anticipated value of PR, please use "Sourcing - Purchase Requisitions" subject area. This metric is the average time elapsed in performing a particular action on a requisition, such as submitting, approving, or declining. Requisitions may contain more than one action depending on the business rules of the sources system. The Average Time to Perform metric is used to determine the average time it takes to complete an action on a Purchase Requisition. This metric can also be used to help uncover bottlenecks in the overall requisition cycle.

10.7.2

Fact - Purchase Requisition Status.Requested Amount

10.7.3

Fact - Purchase Requisition Status.Time To Perform

10.8 Procurement and Spend - Purchase Requisitions

No 10.8.1 Metric Name Fact - Purchase Requisitions.# of Requisition Lines Fact - Purchase Requisitions.# of Requisitions Fact - Purchase Requisitions.Approval Cycle Time Description Count of number of requisition lines.

10.8.2

# of Requisitions

10.8.3

This metric is the elapsed day between when the requisition was submitted to when it was approved. when they are done in the same day, this metric will be 0. The Approval Cycle Time metric is useful in identifying the potential bottlenecks in the requisition approval process. Gains in productivity can be achieved by looking at this metric in combination with the number of approvers for a requisition, as well as the approval thresholds set in place in the source system.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-264

Procurement and Spend Analytics

No 10.8.4

Metric Name Fact - Purchase Requisitions.Average Number of Requisition Lines

Description This metric tracks the average number of lines for a requisition or group of requisitions. It can be analyzed over time or by various attributes such as department, cost center, location, or organization. This metric is very useful as a component of requisition transaction costs. It can also be helpful in rationalizing the selection of suppliers and requested delivery time windows. For example, you can analyze the correlation between the number of lines per requisition and the volume of orders placed with each supplier. Many times total transaction costs can be reduced by consolidating the number of discrete transactions with single lines into a single transaction with multiple lines. the sum of the number of days between the last approval date of the fulfilled requisition line and the receipt or invoice date. This sum is divided by the number of fulfilled requisition lines. Number of approved requisition lines that are not canceled, returned, or rejected, and that have a corresponding purchase order or release shipments that have been received within the receipt close tolerance percentage (if 3-Way or 4-Way matching is used), invoiced within the invoice close tolerance percentage (if 2-Way matching is used), or closed. The status of a fulfilled shipment is Closed for Receiving, Closed for Invoicing, or Closed. Number of Fulfilled Requisition Lines for which the fulfilled date is past the Promised Date or Need-By Date on the purchase order shipment or past the Need-By Date on the requisition line, whichever is available. Amount of approved requisition lines that are not canceled, returned, or rejected, and that have a corresponding purchase order or release shipments that have been received within the receipt close tolerance percentage (if 3-Way or 4-Way matching is used), invoiced within the invoice close tolerance percentage (if 2-Way matching is used), or closed. The status of a fulfilled shipment is Closed for Receiving, Closed for Invoicing, or Closed. Amount of Processed requisition lines that were manually turned into purchase orders or releases in Oracle Purchasing. Percent of processed lines amount that were manually turned into purchase orders or releases in Oracle Purchasing. Number of Processed requisition lines that were manually turned into purchase orders or releases in Oracle Purchasing. Percent of processed lines that were manually turned into purchase orders or releases in Oracle Purchasing. Amount of approved requisition lines that are not canceled, returned, or rejected, and that are on an approved purchase order or release Number of Days to Process / Processed Requisition Lines Number of Days to Process is the sum of the number of days between the processed requisition line's last approval date and the last approval date of the corresponding purchase order or release shipment; this number is divided by the number of processed requisition lines. Number of approved requisition lines that are not canceled, returned, or rejected, and that are on an approved purchase order or release Number of processed requisition lines for which the processed date is past the Promised Date or Need-By Date on the purchase order shipment or past the Need-By Date on the requisition line, whichever is available.

10.8.5

Fact - Purchase Requisitions.Fulfilled Average Age Days Fact - Purchase Requisitions.Fulfilled Requisition Lines

10.8.6

10.8.7

Fact - Purchase Requisitions.Fulfilled Requisition Lines Past Expected Date Fact - Purchase Requisitions.Fulfilled Requisitions Amount

10.8.8

10.8.9

Fact - Purchase Requisitions.Manual Requisition Amount Fact - Purchase Requisitions.Manual Requisition Amount Rate Fact - Purchase Requisitions.Manual Requisition Lines Fact - Purchase Requisitions.Manual Requisition Lines Rate Fact - Purchase Requisitions.Processed Amount Fact - Purchase Requisitions.Processed Average Age Days Fact - Purchase Requisitions.Processed Requisition Lines Fact - Purchase Requisitions.Processed Requisition Lines Past Expected Date

10.8.10

10.8.11

10.8.12

10.8.13

10.8.14

10.8.15

10.8.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-265

Procurement and Spend Analytics

No 10.8.17

Metric Name Fact - Purchase Requisitions.Requisition Amount

Description This metric tracks the requisition line item's actual amount in a common currency. Purchase requisitions often have multiple line items, which sometimes may become parts of separate purchase orders, depending on the product and source. This metric can be used to analyze the requested value to be spent across various dimensions (receipt location, supplier) and compare it to actual spend or quoted (standard) spend. Total Quantity of the Requisitions

10.8.18

Fact - Purchase Requisitions.Requisition Quantity Fact - Purchase Requisitions.Unapproved Requisitions Amount Fact - Purchase Requisitions.Unapproved Requisitions Lines Fact - Purchase Requisitions.Unfulfilled Amount Pending Processing Fact - Purchase Requisitions.Unfulfilled Amount Processed Pending Fulfillment Fact - Purchase Requisitions.Unfulfilled Average Age Days Fact - Purchase Requisitions.Unfulfilled Lines Pending Processing Fact - Purchase Requisitions.Unfulfilled Lines Processed Pending Fulfillment Fact - Purchase Requisitions.Unfulfilled Requisition Lines

10.8.19

Amount of requisition lines that are not approved yet.

10.8.20

Number of requisition lines that are not approved yet.

10.8.21

This is the amount of unfulfilled requisition lines that are not on an approved purchase order or release.

10.8.22

This is the amount of requisition lines that are on an approved purchase order or release but are not fulfilled.

10.8.23

Number of Days Pending is the sum of the number of days between the last approval date of the unfulfilled requisition line and the current date (the last ETL Date). This number is divided by the number of unfulfilled requisition lines. Of the Unfulfilled Lines Total, this is the number of unfulfilled requisition lines that are not on an approved purchase order or release. Of the Unfulfilled Lines Total, this is the number of requisition lines that are on an approved purchase order or release but are not fulfilled.

10.8.24

10.8.25

10.8.26

Number of approved requisition lines that are not canceled, returned, or rejected, and that were not: * Fully received within the receipt close tolerance percentage if 3-Way or 4-Way matching is used. * Fully invoiced within the invoice close tolerance percentage if 2-Way matching is used. * Closed for any other reason. Number of unfulfilled requisition lines for which the current date (the last ETL Date) is past the Promised Date or Need-By Date on the purchase order shipment or past the Need-By Date on the requisition line, whichever is available. Amount of approved requisition lines that are not canceled, returned, or rejected, and that were not: * Fully received within the receipt close tolerance percentage if 3-Way or 4-Way matching is used. * Fully invoiced within the invoice close tolerance percentage if 2-Way matching is used. * Closed for any other reason.

10.8.27

Fact - Purchase Requisitions.Unfulfilled Requisition Lines Past Expected Date Fact - Purchase Requisitions.Unfulfilled Requisitions Amount

10.8.28

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-266

Procurement and Spend Analytics

No 10.8.29

Metric Name Fact - Purchase Requisitions.Unprocessed Amount Pending Buyer Submission for Approval Fact - Purchase Requisitions.Unprocessed Amount Pending Buyers Workbench Fact - Purchase Requisitions.Unprocessed Amount Pending PO Approval Fact - Purchase Requisitions.Unprocessed Amount Pending Sourcing

Description Amount of unprocessed requisition lines that were placed on a purchase order or release that is not yet submitted for approval.

10.8.30

Amount of unprocessed requisition lines that are not yet on a purchase order or release and that do not contain an Oracle Sourcing document or RFQ reference. If the requisition were to gain an Oracle Sourcing document or RFQ reference, then it would move to the Pending Sourcing phase. Amount of unprocessed requisition lines that were placed on a purchase order or release that was submitted for approval but is not yet approved.

10.8.31

10.8.32

Amount of unprocessed requisition lines that contain a reference to a document in Oracle Sourcing or to a request for quotation (RFQ) in Oracle Purchasing, but are not yet on a purchase order or release. After the requisition line with the Oracle Sourcing document or RFQ reference is placed on a purchase order or release, it moves to the Pending Buyer Submission for the Approval phase. Number of Days Pending is the sum of the number of days between the last approval date of the unprocessed requisition line and the current date (that is, Last ETL Date). This number is then divided by the number of unprocessed requisition lines. Number of unprocessed requisition lines that were placed on a purchase order or release that is not yet submitted for approval.

10.8.33

Fact - Purchase Requisitions.Unprocessed Average Age Days Fact - Purchase Requisitions.Unprocessed Lines Pending Buyer Submission for Approval Fact - Purchase Requisitions.Unprocessed Lines Pending Buyers Workbench Fact - Purchase Requisitions.Unprocessed Lines Pending PO Approval Fact - Purchase Requisitions.Unprocessed Lines Pending Sourcing

10.8.34

10.8.35

Number of unprocessed requisition lines that are not yet on a purchase order or release and that do not contain an Oracle Sourcing document or RFQ reference. If the requisition were to gain an Oracle Sourcing document or RFQ reference, then it would move to the Pending Sourcing phase. Number of unprocessed requisition lines that were placed on a purchase order or release that was submitted for approval but is not yet approved. Number of unprocessed requisition lines that contain a reference to a document in Oracle Sourcing or to a request for quotation (RFQ) in Oracle Purchasing, but are not yet on a purchase order or release. After the requisition line with the Oracle Sourcing document or RFQ reference is placed on a purchase order or release, it moves to the Pending Buyer Submission for the Approval phase. Number of approved requisition lines that are not canceled, returned, or rejected and that are not on an approved purchase order or release. Number of unprocessed requisition lines for which the requester selected the Urgent option in Oracle iProcurement or Oracle Purchasing. Number of unprocessed requisition lines for which the current date (the last ETL Date) is past the Promised Date or Need-By Date on the purchase order or release shipment, or past the Need-By Date on the requisition line, whichever is available. Amount of approved requisition lines that are not canceled, returned, or rejected and that are not on an approved purchase order or release.

10.8.36

10.8.37

10.8.38

Fact - Purchase Requisitions.Unprocessed Requisition Lines Fact - Purchase Requisitions.Unprocessed Requisition Lines - Urgent Fact - Purchase Requisitions.Unprocessed Requisition Lines Past Expected Date Fact - Purchase Requisitions.Unprocessed Requisitions Amount

10.8.39

10.8.40

10.8.41

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-267

Procurement and Spend Analytics

10.9 Supplier Performance - Supplier AP Transactions

No 10.9.1 Metric Name Fact - Supplier AP Transactions.AP Aging 130 Amount Fact - Supplier AP Transactions.AP Aging 130 Amount to Total % Fact - Supplier AP Transactions.AP Aging 3160 Amount Fact - Supplier AP Transactions.AP Aging 3160 Amount to Total % Fact - Supplier AP Transactions.AP Aging 6190 Amount Fact - Supplier AP Transactions.AP Aging 6190 Amount to Total % Fact - Supplier AP Transactions.AP Aging 90+ Amount Fact - Supplier AP Transactions.AP Aging 90+ Amount to Total % Fact - Supplier AP Transactions.AP Amount Fact - Supplier AP Transactions.AP Avg CR Memo Amount Fact - Supplier AP Transactions.AP Avg DR Memo Amount Fact - Supplier AP Transactions.AP Avg Invoice Amount Fact - Supplier AP Transactions.AP Avg Invoice Days Outstanding Fact - Supplier AP Transactions.AP Avg Invoice Days Overdue Fact - Supplier AP Transactions.AP Avg Payment Amount Fact - Supplier AP Transactions.AP Avg Supplier Payment Days Fact - Supplier AP Transactions.AP Count Outstanding Transaction Description This metric is the net payable outstanding to the supplier aged between 0 to 30 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 0 and 30 days. This metric computes the percentage of AP Aging 1-30 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged between 31 to 60 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 31 and 60 days. This metric computes the percentage of AP Aging 31-60 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged between 61 to 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is between 61 and 90 days. This metric computes the percentage of AP Aging 61-90 Amount to total outstanding AP Balance. This metric is the net payable outstanding to the supplier aged over 90 days. It is calculated as follows: sum of transaction amount where document status = Open and (current reporting date - baseline date) is over 90 days This metric computes the percentage of AP Aging 90+ Amount to total outstanding AP Balance. Amount in Group level currency This metric shows average credit memo amount processed for a period.

10.9.2

10.9.3

10.9.4

10.9.5

10.9.6

10.9.7

10.9.8

10.9.9 10.9.10

10.9.11

This metric shows average debit memo amount processed for a period.

10.9.12

This metric shows the average invoice amount by : (AR Invoice Amount / AR Invoice Count) This metric computes the average outstanding transaction days, basically how long it is open since the Invoice Date. This metric averages the days overdue (Current Reporting Date > Payment Due Date) over the number of such transactions. This metric shows average payment amount memo amount processed for a period (AP Total Payment Amount / AP Payment Count) This metric computes the average days to pay to the suppliers

10.9.13

10.9.14

10.9.15

10.9.16

10.9.17

This metric counts the number of outstanding transactions. It is used to compute the average days outstanding metric.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-268

Procurement and Spend Analytics

No 10.9.18

Metric Name Fact - Supplier AP Transactions.AP Count Overdue Transaction Fact - Supplier AP Transactions.AP Count Payment Transactions Fact - Supplier AP Transactions.AP CR Memo Amount to Invoice % Fact - Supplier AP Transactions.AP Credit Memo Amount Fact - Supplier AP Transactions.AP Credit Memo Count Fact - Supplier AP Transactions.AP Debit Memo Amount Fact - Supplier AP Transactions.AP Debit Memo Count Fact - Supplier AP Transactions.AP Document Amount Fact - Supplier AP Transactions.AP Invoice Count Fact - Supplier AP Transactions.AP Local Amount Fact - Supplier AP Transactions.AP Overdue Amount to Total % Fact - Supplier AP Transactions.AP Overdue Items to Total % Fact - Supplier AP Transactions.AP Payment Amount to Invoice % Fact - Supplier AP Transactions.AP Times Paid After Due Fact - Supplier AP Transactions.AP Times Paid Before Due Fact - Supplier AP Transactions.AP Total Payment Amount Fact - Supplier AP Transactions.Total AP Outstanding Amount

Description This metric counts transactions that are overdue. It is used in computing the Average Days Overdue metric This metric computes the count of all payment transactions

10.9.19

10.9.20

This metric computes the percentage of CR Memo Amount to the total Invoice Amount for a period This metric shows the amount of credit memo(s) related to the supplier.

10.9.21

10.9.22

This metric is a count of credit memos related to the supplier.

10.9.23

This metric shows the amount of debit memo(s) related to the supplier.

10.9.24

This metric is a count of debit memos related to the supplier.

10.9.25

Amount in Document level currency

10.9.26

This metric is a count of invoices from the supplier.

10.9.27

Amount in Local level currency

10.9.28

This metric compares the AP Overdue balance with the total AP Balance. The formula is: AP Overdue balance / AP Balance * 100 This metric computes the ratio of overdue AP transactions to all open AP transactions

10.9.29

10.9.30

This metric computes the percentage of AP Payment Amount to the total Invoice Amount for a period This metric shows the number of times paid after due date to the suppliers

10.9.31

10.9.32

This metric shows the number of times paid before due date to the suppliers

10.9.33

This shows the total payments posted in the system against all suppliers. This can be analyze by individual suppliers as well as plotted against time for trending. This metric is the amount due to the supplier. It includes all line items that have the document status of Open.

10.9.34

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-269

Procurement and Spend Analytics

No 10.9.35

Metric Name Fact - Supplier AP Transactions.Total AP Overdue Amount

Description This metric is the total past due to suppliers. It is calculated as follows: sum of transaction amount where document status = Open and current reporting date is > payment due date.

10.10 Supplier Performance - Supplier Performance

No 10.10.1 Metric Name Facts - Supplier Performance.# of PO Facts - Supplier Performance.# of Suppliers Facts - Supplier Performance.% Accepted Facts - Supplier Performance.% PO Cost Variance Facts - Supplier Performance.% Received Early Facts - Supplier Performance.% Received Late Facts - Supplier Performance.% Received On Time Facts - Supplier Performance.% Rejected Facts - Supplier Performance.Approved PO Amount Facts - Supplier Performance.Approved PO Quantity Facts - Supplier Performance.Average Approval Cycle Time Description The number of distinct purchase orders to buy from suppliers. Each blanket release is considered a different PO. It does not include consignment consumption orders. It will include consignment consumption orders and it also includes PO of any statuses. Number of distinct suppliers % Accepted by amount This is the % representation of purchase price variance. This is calculated as the difference between the PO cost specified at the order and the standard purchase cost, divided by the standard purchase cost, and then multiplied by 100 to yield the % value. % Received Early based on amount

10.10.2 10.10.3 10.10.4

10.10.5

10.10.6

% Received Late by amount

10.10.7

% Received On Time by amount

10.10.8 10.10.9

% Rejected by amount The total amount of approved purchase orders or releases (in Warehouse Currency). If there's partial or full cancellation, this metric excludes the cancelled Amount. The total quantity of approved purchase orders or releases. If there's partial or full cancellation, this metric excludes the cancelled Quantity. This metric is the average elapsed time between when the requisition was submitted to when it was approved. when they are done in the same day, this metric will be 0. The Average Approval Cycle Time metric is useful in identifying the potential bottlenecks in the requisition approval process. Gains in productivity can be achieved by looking at this metric in combination with the number of approvers for a requisition, as well as the approval thresholds set in place in the source system. This metric is the average elapsed time between requisition approved and Purchase order creation time. This metric is the total elapsed time between PO creation and goods receipt. The Average Receipt Cycle Time measures the time taken by the supplier to process the PO and ship the products.

10.10.10

10.10.11

10.10.12

Facts - Supplier Performance.Average Purchase Cycle Time Facts - Supplier Performance.Average Receipt Cycle Time

10.10.13

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-270

Procurement and Spend Analytics

No 10.10.14

Metric Name Facts - Supplier Performance.Avg Purchase Unit Price

Description This metric calculates the average unit purchase price of item ordered, by dividing Total Approved PO amount by Total Approved PO Quantity. It should be view with Item or commodity. This metric is not applicable to service or amount based purchases, as unit price is not applicable to those orders. The total cancelled value (in warehouse currency).

10.10.15

Facts - Supplier Performance.Cancelled Amount Facts - Supplier Performance.Cancelled Quantity Facts - Supplier Performance.Overall % Accepted Facts - Supplier Performance.Overall % Received Early Facts - Supplier Performance.Overall % Received Late Facts - Supplier Performance.Overall % Rejected Facts - Supplier Performance.Received Early Quantity Facts - Supplier Performance.Received Late Quantity Facts - Supplier Performance.Received On Time Quantity Facts - Supplier Performance.Received Quantity Facts - Supplier Performance.Supplier Score

10.10.16

The total cancelled Quantity.

10.10.17

This metric is the over all value across all dimension. It's the %Accepted by amount

10.10.18

This metric is the over all value across all dimension. It's the percentage of items that were received early This metric is the over all value across all dimension. It's the percentage of items that were received late (beyond the due date ) This metric is the over all value across all dimension. It's the %Rejected by amount

10.10.19

10.10.20

10.10.21

The quantity of the product on the purchase order line item that has been received before the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available. The quantity of the product on the purchase order line item that has been received after the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available. The quantity of the product on the purchase order line item that has been received on the due date. Due date is the Promised Date or Need-By Date on the purchase order/release shipment, or the Need-By Date on the requisition line, whichever is available. This metric tracks the quantity of purchase order shipment that were actually received. This metric excludes the returned value. This metric can be used as a baseline measure to compare what was actually received to what was expected. This metric provides a supplier index that is the result of several combined statistics, such as Service Level, Quality, and Price Variance. This metric is very useful in contract negotiations with suppliers, because it provides an objective view of a supplier's historical service to the company. It can also be used to select a certain supplier as an alternate to an existing supplier.

10.10.22

10.10.23

10.10.24

10.10.25

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 10-271

Project Analytics

11

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

11.1 Project - Billing

No 11.1.1 11.1.2 11.1.3 11.1.4 11.1.5 Metric Name Fact - Project Billing.# of Approved Invoices Fact - Project Billing.# of Projects Fact - Project Billing.# of Unapproved Invoices Fact - Project Billing.# of Write-off Invoices Fact - Project Billing.Approved Invoice Amount Fact - Project Billing.Current Withheld Amount Fact - Project Billing.Invoice Amount Fact - Project Billing.Invoice Write-off Amount Fact - Project Billing.Retention Billed Fact - Project Billing.Retention Write-off Fact - Project Billing.Total Retained Amount Description Number of Approved Invoices Number of distinct Projects with an Invoice Line Number of Unapproved Invoices Number of Write-off Invoices Billed Amount in Approved Invoices

11.1.6

Part of the original invoice which has been retained as part of the customer agreement.

11.1.7 11.1.8

Full bill amount for each expenditure item. This is equal to Quantity Billed times the Bill rate per Unit Reduced amount outstanding of an invoice after applying a given amount. Writeoff credits a bad debt account. Amount that has been retained and billed as part of a customer agreement. Depreciated Billed Retention Amount. Part of the original invoice which has been retained according to the customer agreement and not billed yet. Invoice retention is used to reduce a project invoice by a percentage amount that you specify for a particular project. It applies to both expenditure item invoices and event billings Billed Amount in Unapproved Invoices

11.1.9 11.1.10 11.1.11

11.1.12

Fact - Project Billing.Unapproved Invoice Amount Fact - Project Billing.Unbilled Receivables Fact - Project Billing.Unearned Revenue Fact - Project Funding.Agreement Amount

11.1.13 11.1.14 11.1.15

Value of work done which has not been billed yet Value of revenue recognized for which the work has not been performed yet. Identifies the agreement or contract amount in chart of account/group/global currency as agreed by the customer to fund a project or multiple projects required to meet the customer deliverables.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-272

Project Analytics

No 11.1.16

Metric Name Fact - Project Funding.Agreement Amount - ITD Fact - Project Funding.Agreement Amount - MTD Fact - Project Funding.Agreement Amount - QTD Fact - Project Funding.Agreement Amount - YTD ITD Metrics.# of Projects ITD ITD Metrics.Approved Invoice Amount - ITD ITD Metrics.Current Withheld Amount - ITD ITD Metrics.Invoice Amount - ITD ITD Metrics.Invoice Writeoff Amount - ITD ITD Metrics.Retention Billed - ITD ITD Metrics.Retention Write-off - ITD ITD Metrics.Total Retained Amount - ITD ITD Metrics.Unapproved Invoice Amount - ITD ITD Metrics.Unbilled Receivables - ITD ITD Metrics.Unearned Revenue - ITD MTD Metrics.Approved Invoice Amount - MTD MTD Metrics.Current Withheld Amount - MTD MTD Metrics.Invoice Amount - MTD MTD Metrics.Invoice Writeoff Amount - MTD MTD Metrics.Retention Billed - MTD MTD Metrics.Retention Write-off - MTD MTD Metrics.Total Retained Amount - MTD MTD Metrics.Unapproved Invoice Amount - MTD

Description Inception to Date value of the agreement or contract amount

11.1.17

Month to Date value of the agreement or contract amount

11.1.18

Quarter to Date value of the agreement or contract amount

11.1.19

Year to Date value of the agreement or contract amount

11.1.20 11.1.21 11.1.22 11.1.23 11.1.24 11.1.25 11.1.26 11.1.27 11.1.28 11.1.29 11.1.30 11.1.31 11.1.32 11.1.33 11.1.34 11.1.35 11.1.36 11.1.37 11.1.38

Number of distinct Projects with an Invoice Line since the Project inception Inception to Date Billed Amount in Approved Invoices Inception to Date amount retained from the original invoice, as part of a customer agreement. Inception to Date value of all Invoiced expenditure items Inception to Date value of Invoice Write-Offs Inception to Date amount that has been retained and billed as part of a customer agreement. Inception to Date of Depreciated Billed Retention Amount. Inception to Date value retained from the original invoice according to the customer agreement and not billed yet. Inception to Date Billed Amount in Unapproved Invoices Inception to Date value of work done which has not been billed yet Inception to Date value of revenue recognized for which the work has not been performed yet. Month to Date Billed Amount in Approved Invoices Month to Date amount retained from the original invoice, as part of a customer agreement. Month to Date value of all Invoiced expenditure items Month to Date value of Invoice Write-Offs Month to Date amount that has been retained and billed as part of a customer agreement. Month to Date value of Depreciated Billed Retention Amount. Month to Date value retained from the original invoice according to the customer agreement and not billed yet. Month to Date Billed Amount in Unapproved Invoices

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-273

Project Analytics

No 11.1.39 11.1.40 11.1.41 11.1.42 11.1.43 11.1.44 11.1.45 11.1.46 11.1.47 11.1.48 11.1.49 11.1.50 11.1.51 11.1.52 11.1.53 11.1.54 11.1.55 11.1.56 11.1.57 11.1.58 11.1.59 11.1.60

Metric Name MTD Metrics.Unbilled Receivables - MTD MTD Metrics.Unearned Revenue - MTD QTD Metrics.Approved Invoice Amount - QTD QTD Metrics.Current Withheld Amount - QTD QTD Metrics.Invoice Amount - QTD QTD Metrics.Invoice Writeoff Amount - QTD QTD Metrics.Retention Billed - QTD QTD Metrics.Retention Write-off - QTD QTD Metrics.Total Retained Amount - QTD QTD Metrics.Unapproved Invoice Amount - QTD QTD Metrics.Unbilled Receivables - QTD QTD Metrics.Unearned Revenue - QTD YTD Metrics.Approved Invoice Amount - YTD YTD Metrics.Current Withheld Amount - YTD YTD Metrics.Invoice Amount - YTD YTD Metrics.Invoice Writeoff Amount - YTD YTD Metrics.Retention Billed - YTD YTD Metrics.Retention Write-off - YTD YTD Metrics.Total Retained Amount - YTD YTD Metrics.Unapproved Invoice Amount - YTD YTD Metrics.Unbilled Receivables - YTD YTD Metrics.Unearned Revenue - YTD

Description Month to Date value of work done which has not been billed yet Month to Date value of revenue recognized for which the work has not been performed yet. Quarter to Date Billed Amount in Approved Invoices Quarter to Date amount retained from the original invoice, as part of a customer agreement. Quarter to Date value of all Invoiced expenditure items Quarter to Date value of Invoice Write-Offs Quarter to Date amount that has been retained and billed as part of a customer agreement. Quarter to Date value of Depreciated Billed Retention Amount. Quarter to Date value retained from the original invoice according to the customer agreement and not billed yet. Quarter to Date Billed Amount in Unapproved Invoices Quarter to Date value of work done which has not been billed yet Quarter to Date value of revenue recognized for which the work has not been performed yet. Year to Date Billed Amount in Approved Invoices Year to Date amount retained from the original invoice, as part of a customer agreement. Year to Date value of all Invoiced expenditure items Year to Date value of Invoice Write-Offs Year to Date amount that has been retained and billed as part of a customer agreement. Year to Date value of Depreciated Billed Retention Amount. Year to Date value retained from the original invoice according to the customer agreement and not billed yet. Year to Date Billed Amount in Unapproved Invoices Year to Date value of work done which has not been billed yet Year to Date value of revenue recognized for which the work has not been performed yet.

11.2 Project - Budget

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-274

Project Analytics

No 11.2.1 11.2.2 11.2.3

Metric Name Budget ITD Metrics.# of Projects - ITD Budget ITD Metrics.Current Budget Cost - ITD Budget ITD Metrics.Current Budget Equipment Cost ITD Budget ITD Metrics.Current Budget Equipment Effort ITD Budget ITD Metrics.Current Budget Margin - ITD Budget ITD Metrics.Current Budget Margin Percent ITD Budget ITD Metrics.Current Budget People Cost - ITD Budget ITD Metrics.Current Budget People Effort - ITD Budget ITD Metrics.Current Budget Revenue - ITD Budget ITD Metrics.Original Budget Cost - ITD Budget ITD Metrics.Original Budget Equipment Cost ITD Budget ITD Metrics.Original Budget Equipment Effort ITD Budget ITD Metrics.Original Budget Margin - ITD Budget ITD Metrics.Original Budget Margin Percent ITD Budget ITD Metrics.Original Budget People Cost - ITD Budget ITD Metrics.Original Budget People Effort - ITD Budget ITD Metrics.Original Budget Revenue - ITD Budget MTD Metrics.Current Budget Cost - MTD Budget MTD Metrics.Current Budget Margin - MTD Budget MTD Metrics.Current Budget Margin Percent - MTD

Description Number of distinct Projects with Budgets since Project Inception Inception to date amount of raw and burden cost approved in the current version of the budget Inception to date amount of raw and burden costs related to equipment usage approved in the current version of the budget Inception to date amount of raw and burden costs related to equipment usage approved in the current version of the budget Inception to date Difference between the revenue and the raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the current version of the budget Inception to date amount of raw and burden costs related to people usage approved in the current version of the budget Inception to date amount of raw and burden costs related to people usage approved in the current version of the budget Inception to date revenue budget amount approved in the current version of the budget. Inception to date amount of raw and burden cost in the original approved baseline version of the budget Inception to date amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget Inception to date units of equipment in the original approved baseline version of the cost budget Inception to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the original approved baseline version of the budget Inception to date amount of raw and burden costs in the original approved baseline version of the cost budget Inception to date amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget Inception to date revenue amount in the original baseline approved version of the budget. Month to date amount of raw and burden cost approved in the current version of the budget Month to date Difference between the revenue and the raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the current version of the budget

11.2.4

11.2.5 11.2.6

11.2.7 11.2.8 11.2.9 11.2.10 11.2.11

11.2.12

11.2.13 11.2.14

11.2.15 11.2.16 11.2.17 11.2.18

11.2.19

11.2.20

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-275

Project Analytics

No 11.2.21

Metric Name Budget MTD Metrics.Current Budget Revenue - MTD Budget MTD Metrics.Original Budget Cost - MTD Budget MTD Metrics.Original Budget Margin - MTD Budget MTD Metrics.Original Budget Margin Percent - MTD Budget MTD Metrics.Original Budget Revenue - MTD Budget QTD Metrics.Current Budget Cost - QTD Budget QTD Metrics.Current Budget Margin - QTD Budget QTD Metrics.Current Budget Margin Percent - QTD Budget QTD Metrics.Current Budget Revenue - QTD Budget QTD Metrics.Original Budget Cost - QTD Budget QTD Metrics.Original Budget Margin - QTD Budget QTD Metrics.Original Budget Margin Percent - QTD Budget QTD Metrics.Original Budget Revenue - QTD Budget YTD Metrics.Current Budget Cost - YTD Budget YTD Metrics.Current Budget Margin - YTD Budget YTD Metrics.Current Budget Margin Percent - YTD Budget YTD Metrics.Current Budget Revenue - YTD

Description Month to date revenue budget amount approved in the current version of the budget.

11.2.22

Month to date amount of raw and burden cost in the original approved baseline version of the budget Month to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the initial version of the budget Month to date revenue amount in the original baseline approved version of the budget.

11.2.23

11.2.24

11.2.25

11.2.26

Quarter to date amount of raw and burden cost approved in the current version of the budget Quarter to date difference between the revenue and the total raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the current version of the budget Quarter to date revenue budget amount approved in the current version of the budget.

11.2.27

11.2.28

11.2.29

11.2.30

Quarter to date amount of raw and burden cost in the original approved baseline version of the budget Quarter to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the initial version of the budget Quarter to date revenue amount in the original baseline approved version of the budget. Year to date amount of raw and burden cost approved in the current version of the budget Year to date Difference between the revenue and the raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the current version of the budget Year to date revenue budget amount approved in the current version of the budget.

11.2.31

11.2.32

11.2.33

11.2.34

11.2.35

11.2.36

11.2.37

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-276

Project Analytics

No 11.2.38

Metric Name Budget YTD Metrics.Original Budget Cost - YTD Budget YTD Metrics.Original Budget Margin - YTD Budget YTD Metrics.Original Budget Margin Percent - YTD Budget YTD Metrics.Original Budget Revenue - YTD Fact - Project Budget.# of Projects Fact - Project Budget.Current Budget Billable Cost Fact - Project Budget.Current Budget Capitalizable Cost Fact - Project Budget.Current Budget Cost Fact - Project Budget.Current Budget Equipment Cost Fact - Project Budget.Current Budget Equipment Effort Fact - Project Budget.Current Budget Margin Fact - Project Budget.Current Budget Margin Percent Fact - Project Budget.Current Budget People Cost Fact - Project Budget.Current Budget People Effort Fact - Project Budget.Current Budget Revenue Fact - Project Budget.Original Budget Billable Cost Fact - Project Budget.Original Budget Capitalizable Cost

Description Year to date amount of raw and burden cost in the original approved baseline version of the budget Year to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the initial version of the budget Year to date revenue amount in the original baseline approved version of the budget.

11.2.39

11.2.40

11.2.41

11.2.42 11.2.43

Number of distinct Projects with Budgets Amount of billable costs directly attributable to work performed approved in the current version of the budget. Amount of costs directly attributable to work performed approved in the current version of the budget of an asset building project. These costs are posted to the asset's balance account until the asset is in service Amount of raw and burden cost approved in the current version of the budget

11.2.44

11.2.45

11.2.46

Amount of raw and burden costs related to equipment usage approved in the current version of the budget Amount of raw and burden costs related to equipment usage approved in the current version of the budget Difference between the revenue and the total raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amounts, shown as a percentage of the revenue amount. Figures come from the current version of the cost and revenue budgets Amount of raw and burden costs related to people usage approved in the current version of the budget Amount of raw and burden costs related to people usage approved in the current version of the budget Revenue budget amount approved in the current version of the budget.

11.2.47

11.2.48

11.2.49

11.2.50

11.2.51

11.2.52

11.2.53

Amount of billable raw and burden costs in the original approved baseline version of the budget. This total results from adding all chargeable items from tasks denoted as billable Amount raw and burden costs in the original baseline approved version of the budget. These costs are posted to the asset's balance account until the asset is in service

11.2.54

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-277

Project Analytics

No 11.2.55

Metric Name Fact - Project Budget.Original Budget Cost Fact - Project Budget.Original Budget Equipment Cost Fact - Project Budget.Original Budget Equipment Effort Fact - Project Budget.Original Budget Margin Fact - Project Budget.Original Budget Margin Percent Fact - Project Budget.Original Budget People Cost Fact - Project Budget.Original Budget People Effort Fact - Project Budget.Original Budget Revenue

Description Amount of raw and burden cost in the original approved baseline version of the budget

11.2.56

Amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget Units of equipment in the original approved baseline version of the cost budget

11.2.57

11.2.58

Difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden costs, shown as a percentage of the revenue amount. Figures come from the current version of the budget Amount of raw and burden costs in the original approved baseline version of the cost budget Amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget Revenue amount in the original baseline approved version of the budget.

11.2.59

11.2.60

11.2.61

11.2.62

11.3 Project - Cost

No 11.3.1 11.3.2 11.3.3 11.3.4 11.3.5 11.3.6 11.3.7 11.3.8 11.3.9 11.3.10 11.3.11 Metric Name Ago Measures.MAGO Cost Ago Measures.MAGO Equipment Cost Ago Measures.MAGO Equipment Effort Ago Measures.MAGO People Cost Ago Measures.MAGO People Effort Ago Measures.QAGO Cost Ago Measures.QAGO Equipment Cost Ago Measures.QAGO Equipment Effort Ago Measures.QAGO People Cost Ago Measures.QAGO People Effort Ago Measures.YAGO Cost Description Month Ago value of Total of raw and burden. Month ago value of Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. month ago Equipment expenditure items result from multiplying units by the corresponding usage rate Total direct and burden cost of labor month ago Units of labor used month ago. People expenditure items result from multiplying units by the corresponding usage rate Quarter Ago value of Total of raw and burden. Quarter ago value of Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. quarter ago Equipment expenditure items result from multiplying units by the corresponding usage rate Total direct and burden cost of labor quarter ago Units of labor used quarter ago. People expenditure items result from multiplying units by the corresponding usage rate Year Ago value of Total of raw and burden.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-278

Project Analytics

No 11.3.12 11.3.13 11.3.14 11.3.15 11.3.16 11.3.17 11.3.18 11.3.19 11.3.20 11.3.21 11.3.22 11.3.23 11.3.24 11.3.25 11.3.26 11.3.27 11.3.28 11.3.29 11.3.30 11.3.31 11.3.32 11.3.33 11.3.34 11.3.35 11.3.36

Metric Name Ago Measures.YAGO Equipment Cost Ago Measures.YAGO Equipment Effort Ago Measures.YAGO People Cost Ago Measures.YAGO People Effort Fact - Project Cost.# of Projects Fact - Project Cost.Billable Cost Fact - Project Cost.Burden Cost Fact - Project Cost.Capitalizable Cost Fact - Project Cost.Cost Fact - Project Cost.Equipment Cost Fact - Project Cost.Equipment Effort Fact - Project Cost.NonBillable Cost Fact - Project Cost.People Cost Fact - Project Cost.People Effort Fact - Project Cost.Quantity Fact - Project Cost.Raw Cost ITD Metrics.# of Projects ITD ITD Metrics.Billable Cost ITD ITD Metrics.Burden Cost ITD ITD Metrics.Capitalizable Cost - ITD ITD Metrics.Cost - ITD ITD Metrics.Equipment Cost - ITD ITD Metrics.Equipment Effort - ITD ITD Metrics.Non-Billable Cost - ITD ITD Metrics.People Cost ITD

Description Year ago value of Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. year ago Equipment expenditure items result from multiplying units by the corresponding usage rate Total direct and burden cost of labor year ago Units of labor used year ago. People expenditure items result from multiplying units by the corresponding usage rate Number of distinct Projects with Cost associated Total raw and burden costs flagged as billable as they result from transactions that are chargeable and tasks denoted as billable. Total of expenditure items not directly attributed to work performed, such as fringe benefits and office space. Raw and burden costs from asset building projects. These costs are posted to the asset's balance account and remain there until the asset is in service Total of raw and burden. Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. Equipment expenditure items result from multiplying units by the corresponding usage rate Raw and burden costs not flagged as billable because the transactions are not chargeable or the tasks where they were performed are not denoted as billable. Total direct and burden cost of labor Units of labor used. People expenditure items result from multiplying units by the corresponding usage rate Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed Direct cost, such as raw salaries and travel expenses. Number of distinct Projects with Cost associated since project inception Inception to Date total of raw and burden expenditure items Inception to Date cost not directly attributable to work performed Inception to Date raw and burden costs from asset building projects Inception-to-date raw and burden cost accrued Inception to Date expenditure items (raw and burden) related to equipment usage Inception to date units of equipment used Inception to Date raw and burdened costs not flagged as billable Inception to date direct and burden cost of labor

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-279

Project Analytics

No 11.3.37 11.3.38 11.3.39 11.3.40 11.3.41 11.3.42 11.3.43 11.3.44 11.3.45 11.3.46 11.3.47 11.3.48 11.3.49 11.3.50 11.3.51 11.3.52 11.3.53 11.3.54 11.3.55 11.3.56 11.3.57 11.3.58 11.3.59 11.3.60 11.3.61 11.3.62

Metric Name ITD Metrics.People Effort ITD ITD Metrics.Raw Cost - ITD MTD Metrics.Billable Cost MTD MTD Metrics.Burden Cost MTD MTD Metrics.Capitalizable Cost - MTD MTD Metrics.Cost - MTD MTD Metrics.Equipment Cost - MTD MTD Metrics.Equipment Effort - MTD MTD Metrics.Non-Billable Cost - MTD MTD Metrics.People Cost MTD MTD Metrics.People Effort - MTD MTD Metrics.Raw Cost MTD QTD Metrics.Billable Cost QTD QTD Metrics.Burden Cost QTD QTD Metrics.Capitalizable Cost - QTD QTD Metrics.Cost - QTD QTD Metrics.Equipment Cost - QTD QTD Metrics.Equipment Effort - QTD QTD Metrics.Non-Billable Cost - QTD QTD Metrics.People Cost QTD QTD Metrics.People Effort QTD QTD Metrics.Raw Cost QTD YTD Metrics.Billable Cost YTD YTD Metrics.Burden Cost YTD YTD Metrics.Capitalizable Cost - YTD YTD Metrics.Cost - YTD

Description Units of labor used. People expenditure items result from multiplying units by the corresponding usage rate Inception to Date direct cost. Month to Date total of raw and burden expenditure items Month to Date cost not directly attributable to work performed Month to Date raw and burden costs from asset building projects Month-to-date raw and burden cost accrued Month to Date expenditure items (raw and burden) related to equipment usage Month to date units of equipment used Month to Date raw and burdened costs not flagged as billable Month to date direct and burden cost of labor Month to Date units (time or quantity) of labor used Month to Date direct cost. Quarter to Date total of raw and burden expenditure items Quarter to Date cost not directly attributable to work performed Quarter to Date raw and burden costs from asset building projects Quarter-to-date raw and burden cost accrued Quarter to Date expenditure items (raw and burden) related to equipment usage Quarter to date units of equipment used Quarter to Date raw and burdened costs not flagged as billable Quarter to date direct and overhead cost of labor Quarter to Date units (time or quantity) of labor used Quarter to Date direct cost. Year to Date total of raw and burden expenditure items Year to Date cost not directly attributable to work performed Year to Date raw and burden costs from asset building projects Year-to-date raw and burden cost accrued

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-280

Project Analytics

No 11.3.63 11.3.64 11.3.65 11.3.66 11.3.67 11.3.68

Metric Name YTD Metrics.Equipment Cost - YTD YTD Metrics.Equipment Effort - YTD YTD Metrics.Non-Billable Cost - YTD YTD Metrics.People Cost YTD YTD Metrics.People Effort YTD YTD Metrics.Raw Cost YTD

Description Year to Date expenditure items (raw and burden) related to equipment usage Year to date units of equipment used Year to Date raw and burdened costs not flagged as billable Year to date direct and overhead cost of labor Year to Date units (time or quantity) of labor used Year to Date direct cost.

11.4 Project - Forecast

No 11.4.1 Metric Name Fact - Project Forecast.Current Actual Cost Fact - Project Forecast.Current Actual Effort Fact - Project Forecast.Current Actual Revenue Fact - Project Forecast.Current EAC Cost Fact - Project Forecast.Current EAC Effort Fact - Project Forecast.Current EAC Revenue Fact - Project Forecast.Current ETC Cost Fact - Project Forecast.Current ETC Effort Fact - Project Forecast.Current ETC Revenue Fact - Project Forecast.Forecast Margin Amount Description Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version Actual effort in the current primary cost forecast version

11.4.2

11.4.3

Actual revenue amount in the current primary revenue forecast version

11.4.4

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project Estimate at completion effort in the current primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project Estimate at completion revenue amount incurrent primary revenue forecast version

11.4.5

11.4.6

11.4.7

Estimate to complete Amount of raw plus burden cost that, according to the current forecast version, is needed to complete the remaining work for the selected items of the WBS Estimate to complete effort in the current primary forecast version.

11.4.8

11.4.9

Estimated to complete revenue amount in the current primary revenue forecast version

11.4.10

Estimate At Completion revenue minus Estimate At Completion Cost in the Current Forecast Primary Cost Version

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-281

Project Analytics

No 11.4.11

Metric Name Fact - Project Forecast.Forecast Margin Percent Fact - Project Forecast.Original Actual Cost Fact - Project Forecast.Original Actual Effort Fact - Project Forecast.Original Actual Revenue Fact - Project Forecast.Original EAC Cost Fact - Project Forecast.Original EAC Effort Fact - Project Forecast.Original EAC Revenue Fact - Project Forecast.Original ETC Cost Fact - Project Forecast.Original ETC Effort Fact - Project Forecast.Original ETC Revenue Forecast ITD Metrics.Current EAC Cost ITD Forecast ITD Metrics.Current EAC Equipment Cost - ITD Forecast ITD Metrics.Current EAC Equipment Effort - ITD Forecast ITD Metrics.Current EAC People Cost - ITD Forecast ITD Metrics.Current EAC People Effort - ITD Forecast ITD Metrics.Current EAC Revenue - ITD Forecast ITD Metrics.Original EAC Cost ITD

Description Forecast Margin Amount multiply 100 and divide by Current EAC Revenue

11.4.12

Actual burdened cost amount (Raw + burden cost) in the original primary cost forecast version Actual effort in the original primary cost forecast version

11.4.13

11.4.14

Actual revenue amount in the original primary revenue forecast version

11.4.15

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project Estimate at completion effort in the original primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project Estimate at completion revenue amount in the original primary revenue forecast version

11.4.16

11.4.17

11.4.18 11.4.19

Estimate to complete Amount burdened cost (Raw + burden cost) in the original primary forecast version needed to complete the remaining work Estimate to complete effort in the original primary forecast version.

11.4.20

Estimated to complete revenue amount in the original primary revenue forecast version

11.4.21

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started since project inception Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast Inception to date Estimate At Completion of Units of equipment used in the current version of the forecast Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast Inception to date Estimate At Completion of Units of labor used in the current version of the forecast Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since project inception Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started since project inception

11.4.22

11.4.23

11.4.24

11.4.25

11.4.26

11.4.27

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-282

Project Analytics

No 11.4.28

Metric Name Forecast ITD Metrics.Original EAC Equipment Cost - ITD Forecast ITD Metrics.Original EAC Equipment Effort - ITD Forecast ITD Metrics.Original EAC People Cost - ITD Forecast ITD Metrics.Original EAC People Effort - ITD Forecast ITD Metrics.Original EAC Revenue - ITD Forecast MTD Metrics.Current EAC Cost MTD Forecast MTD Metrics.Current EAC Revenue - MTD Forecast MTD Metrics.Original EAC Cost MTD Forecast MTD Metrics.Original EAC Revenue - MTD Forecast QTD Metrics.Current EAC Cost QTD Forecast QTD Metrics.Current EAC Revenue - QTD Forecast QTD Metrics.Original EAC Cost QTD Forecast QTD Metrics.Original EAC Revenue - QTD Forecast YTD Metrics.Current EAC Cost YTD Forecast YTD Metrics.Current EAC Revenue - YTD Forecast YTD Metrics.Original EAC Cost YTD Forecast YTD Metrics.Original EAC Revenue - YTD

Description Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the current version of the forecast Inception to date Estimate At Completion of Units of equipment used in the original version of the forecast Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the original version of the forecast Inception to date Estimate At Completion of Units of labor used in the original version of the forecast Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since project inception Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected month Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected month Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected month Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the month Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected quarter Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since in the selected quarter Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected quarter Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since in the selected quarter Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected year Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected year Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected year Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the year

11.4.29

11.4.30

11.4.31

11.4.32

11.4.33

11.4.34

11.4.35

11.4.36

11.4.37

11.4.38

11.4.39

11.4.40

11.4.41

11.4.42

11.4.43

11.4.44

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-283

Project Analytics

11.5 Project - Funding

No 11.5.1 11.5.2 11.5.3 Metric Name Amount Metrics.Additional Funding Amount Amount Metrics.Adjustment Funding Amount Amount Metrics.Agreement Amount Amount Metrics.Baselined Amount Amount Metrics.Cancelled Funding Amount Amount Metrics.Funding Amount Amount Metrics.Initial Funding Amount Amount Metrics.Invoiced Amount Amount Metrics.Not Allocated Amount Amount Metrics.Remaining Funding Amount Amount Metrics.Revenue Amount Description Amount of Funding Allocated to a project in addition to original funding. Amount of Adjusted Funding Amount. Adjustments might be in the form of corrections, revaluations and transfers. Identifies the agreement or contract amount in chart of account/group/global currency as agreed by the customer to fund a project or multiple projects required to meet the customer deliverables. Amount of funding allocated to a project which has been baselined. Only Baselined Amount can be used for Revenue or Invoice Generation Funding Header Metric - Cannot be analyzed by Time Amount of Funding Allocated to a project which is cancelled subsequently. Funding amount for a particular line at the project or task level Amount of proposed/planned Funding to be given initially to perform a project or a task. Value of Amount Billed to a customer against this agreement / project Funding Header Metric - Cannot be analyzed by Time Value of Agreement Amount which has not been allocated to projects. Value of Funding Amount which has not been recognized yet through revenue accrual. Funding Header Metric - Cannot be analyzed by Time Identifies the potential revenue amount of the expenditure item to be charged to the GL account which is attributable to the revenue generated as a part of a particular transaction. Funding Header Metric - Cannot be analyzed by Time Amount of Funding Allocated to a project which has not been baselined. This amount can't be used for revenue or invoice generation. Funding Header Metric - Cannot be analyzed by Time Number of Projects with Additional Funding Number of Projects which have Cancelled Funding Number of Projects which have Funding Adjustments Number of Projects which have Initial Funding Number of Tasks which have Additional Funding Number of Tasks which have Cancelled Funding Number of Tasks which have Funding Adjustments Number of Tasks which have Initial Funding Total number of Agreements

11.5.4

11.5.5 11.5.6 11.5.7 11.5.8 11.5.9 11.5.10 11.5.11

11.5.12

Amount Metrics.Unbaselined Amount Count Metrics.# of Projects with Additional Funding Count Metrics.# of Projects with Cancelled Funding Count Metrics.# of Projects with Funding Adjustments Count Metrics.# of Projects with Initial Funding Count Metrics.# of Tasks with Additional Funding Count Metrics.# of Tasks with Cancelled Funding Count Metrics.# of Tasks with Funding Adjustments Count Metrics.# of Tasks with Initial Funding Count Metrics.Total Number of Agreements

11.5.13 11.5.14 11.5.15 11.5.16 11.5.17 11.5.18 11.5.19 11.5.20 11.5.21

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-284

Project Analytics

No 11.5.22

Metric Name Count Metrics.Total Number of Expired Agreements Count Metrics.Total Number of Unexpired Agreements

Description Total Number of Expired Agreements

11.5.23

Total Number of Unexpired Agreements

11.6 Project - Performance

No 11.6.1 11.6.2 11.6.3 Metric Name Budget ITD Metrics.# of Projects - ITD Budget ITD Metrics.Current Budget Cost - ITD Budget ITD Metrics.Current Budget Equipment Cost ITD Budget ITD Metrics.Current Budget Equipment Effort ITD Budget ITD Metrics.Current Budget Margin - ITD Budget ITD Metrics.Current Budget Margin Percent ITD Budget ITD Metrics.Current Budget People Cost - ITD Budget ITD Metrics.Current Budget People Effort - ITD Budget ITD Metrics.Current Budget Revenue - ITD Budget ITD Metrics.Original Budget Cost - ITD Budget ITD Metrics.Original Budget Equipment Cost ITD Budget ITD Metrics.Original Budget Equipment Effort ITD Budget ITD Metrics.Original Budget Margin - ITD Budget ITD Metrics.Original Budget Margin Percent ITD Budget ITD Metrics.Original Budget People Cost - ITD Budget ITD Metrics.Original Budget People Effort - ITD Description Number of distinct Projects with Budgets since Project Inception Inception to date amount of raw and burden cost approved in the current version of the budget Inception to date amount of raw and burden costs related to equipment usage approved in the current version of the budget Inception to date amount of raw and burden costs related to equipment usage approved in the current version of the budget Inception to date Difference between the revenue and the raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the current version of the budget Inception to date amount of raw and burden costs related to people usage approved in the current version of the budget Inception to date amount of raw and burden costs related to people usage approved in the current version of the budget Inception to date revenue budget amount approved in the current version of the budget. Inception to date amount of raw and burden cost in the original approved baseline version of the budget Inception to date amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget Inception to date units of equipment in the original approved baseline version of the cost budget Inception to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are inception to date and come from the original approved baseline version of the budget Inception to date amount of raw and burden costs in the original approved baseline version of the cost budget Inception to date amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget

11.6.4

11.6.5 11.6.6

11.6.7 11.6.8 11.6.9 11.6.10 11.6.11

11.6.12

11.6.13 11.6.14

11.6.15 11.6.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-285

Project Analytics

No 11.6.17 11.6.18

Metric Name Budget ITD Metrics.Original Budget Revenue - ITD Budget MTD Metrics.Current Budget Cost - MTD Budget MTD Metrics.Current Budget Margin - MTD Budget MTD Metrics.Current Budget Margin Percent - MTD Budget MTD Metrics.Current Budget Revenue - MTD Budget MTD Metrics.Original Budget Cost - MTD Budget MTD Metrics.Original Budget Margin - MTD Budget MTD Metrics.Original Budget Margin Percent - MTD Budget MTD Metrics.Original Budget Revenue - MTD Budget QTD Metrics.Current Budget Cost - QTD Budget QTD Metrics.Current Budget Margin - QTD Budget QTD Metrics.Current Budget Margin Percent - QTD Budget QTD Metrics.Current Budget Revenue - QTD Budget QTD Metrics.Original Budget Cost - QTD Budget QTD Metrics.Original Budget Margin - QTD Budget QTD Metrics.Original Budget Margin Percent - QTD Budget QTD Metrics.Original Budget Revenue - QTD

Description Inception to date revenue amount in the original baseline approved version of the budget. Month to date amount of raw and burden cost approved in the current version of the budget Month to date Difference between the revenue and the raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the current version of the budget Month to date revenue budget amount approved in the current version of the budget.

11.6.19

11.6.20

11.6.21

11.6.22

Month to date amount of raw and burden cost in the original approved baseline version of the budget Month to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are month to date and come from the initial version of the budget Month to date revenue amount in the original baseline approved version of the budget.

11.6.23

11.6.24

11.6.25

11.6.26

Quarter to date amount of raw and burden cost approved in the current version of the budget Quarter to date difference between the revenue and the total raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the current version of the budget Quarter to date revenue budget amount approved in the current version of the budget.

11.6.27

11.6.28

11.6.29

11.6.30

Quarter to date amount of raw and burden cost in the original approved baseline version of the budget Quarter to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are quarter to date and come from the initial version of the budget Quarter to date revenue amount in the original baseline approved version of the budget.

11.6.31

11.6.32

11.6.33

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-286

Project Analytics

No 11.6.34

Metric Name Budget YTD Metrics.Current Budget Cost - YTD Budget YTD Metrics.Current Budget Margin - YTD Budget YTD Metrics.Current Budget Margin Percent - YTD Budget YTD Metrics.Current Budget Revenue - YTD Budget YTD Metrics.Original Budget Cost - YTD Budget YTD Metrics.Original Budget Margin - YTD Budget YTD Metrics.Original Budget Margin Percent - YTD Budget YTD Metrics.Original Budget Revenue - YTD Cost Ago Measures.MAGO Cost Cost Ago Measures.MAGO Equipment Cost Cost Ago Measures.MAGO Equipment Effort Cost Ago Measures.MAGO People Cost Cost Ago Measures.MAGO People Effort Cost Ago Measures.QAGO Cost Cost Ago Measures.QAGO Equipment Cost Cost Ago Measures.QAGO Equipment Effort Cost Ago Measures.QAGO People Cost Cost Ago Measures.QAGO People Effort Cost Ago Measures.YAGO Cost Cost Ago Measures.YAGO Equipment Cost Cost Ago Measures.YAGO Equipment Effort

Description Year to date amount of raw and burden cost approved in the current version of the budget Year to date Difference between the revenue and the raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the current version of the budget Year to date revenue budget amount approved in the current version of the budget.

11.6.35

11.6.36

11.6.37

11.6.38

Year to date amount of raw and burden cost in the original approved baseline version of the budget Year to date difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden cost amount, shown as a percentage of the revenue amount. Amounts are year to date and come from the initial version of the budget Year to date revenue amount in the original baseline approved version of the budget.

11.6.39

11.6.40

11.6.41

11.6.42 11.6.43 11.6.44 11.6.45 11.6.46 11.6.47 11.6.48 11.6.49 11.6.50 11.6.51 11.6.52 11.6.53 11.6.54

Month Ago value of Total of raw and burden. Month ago value of Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. month ago Equipment expenditure items result from multiplying units by the corresponding usage rate Total direct and burden cost of labor month ago Units of labor used month ago. People expenditure items result from multiplying units by the corresponding usage rate Quarter Ago value of Total of raw and burden. Quarter ago value of Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. quarter ago Equipment expenditure items result from multiplying units by the corresponding usage rate Total direct and burden cost of labor quarter ago Units of labor used quarter ago. People expenditure items result from multiplying units by the corresponding usage rate Year Ago value of Total of raw and burden. Year ago value of Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. year ago Equipment expenditure items result from multiplying units by the corresponding usage rate

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-287

Project Analytics

No 11.6.55 11.6.56 11.6.57 11.6.58 11.6.59

Metric Name Cost Ago Measures.YAGO People Cost Cost Ago Measures.YAGO People Effort Cost ITD Metrics.# of Projects - ITD Cost ITD Metrics.Billable Cost - ITD Cost ITD Metrics.Capitalizable Cost ITD Cost ITD Metrics.Cost - ITD Cost ITD Metrics.Cost Percent Complete - ITD Cost ITD Metrics.Cost Variance - ITD Cost ITD Metrics.Equipment Cost ITD Cost ITD Metrics.Equipment Effort ITD Cost ITD Metrics.Forecast Cost Variance - ITD Cost ITD Metrics.NonBillable Cost - ITD Cost ITD Metrics.People Cost - ITD Cost ITD Metrics.People Effort - ITD Cost MTD Metrics.Billable Cost - MTD Cost MTD Metrics.Capitalizable Cost MTD Cost MTD Metrics.Cost MTD Cost MTD Metrics.Equipment Cost MTD Cost MTD Metrics.Equipment Effort MTD Cost MTD Metrics.NonBillable Cost - MTD Cost MTD Metrics.People Cost - MTD Cost MTD Metrics.People Effort - MTD

Description Total direct and burden cost of labor year ago Units of labor used year ago. People expenditure items result from multiplying units by the corresponding usage rate Number of distinct Projects with Cost associated since project inception Inception to Date total of raw and burden expenditure items Inception to Date raw and burden costs from asset building projects

11.6.60 11.6.61 11.6.62

Inception-to-date raw and burden cost accrued Percentage of cost expended in comparison with current approved cost budget since project inception Difference between Actual Cost and Current Cost Budget (Actual Cost ITD Current Cost Budget ITD) since project inception Inception to Date expenditure items (raw and burden) related to equipment usage

11.6.63

11.6.64

Inception to date units of equipment used

11.6.65

Difference between Current EAC Cost and Current Budget Cost (Current EAC Cost ITD Current Budget Cost ITD) since project inception Inception to Date raw and burdened costs not flagged as billable Inception to date direct and burden cost of labor Units of labor used. People expenditure items result from multiplying units by the corresponding usage rate Month to Date total of raw and burden expenditure items Month to Date raw and burden costs from asset building projects

11.6.66 11.6.67 11.6.68 11.6.69 11.6.70

11.6.71 11.6.72

Month-to-date raw and burden cost accrued Month to Date expenditure items (raw and burden) related to equipment usage

11.6.73

Month to date units of equipment used

11.6.74 11.6.75 11.6.76

Month to Date raw and burdened costs not flagged as billable Month to date direct and burden cost of labor Month to Date units (time or quantity) of labor used

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-288

Project Analytics

No 11.6.77 11.6.78

Metric Name Cost QTD Metrics.Billable Cost - QTD Cost QTD Metrics.Capitalizable Cost QTD Cost QTD Metrics.Cost QTD Cost QTD Metrics.Equipment Cost QTD Cost QTD Metrics.Equipment Effort QTD Cost QTD Metrics.NonBillable Cost - QTD Cost QTD Metrics.People Cost - QTD Cost QTD Metrics.People Effort - QTD Cost YTD Metrics.Billable Cost - YTD Cost YTD Metrics.Capitalizable Cost YTD Cost YTD Metrics.Cost YTD Cost YTD Metrics.Equipment Cost YTD Cost YTD Metrics.Equipment Effort YTD Cost YTD Metrics.NonBillable Cost - YTD Cost YTD Metrics.People Cost - YTD Cost YTD Metrics.People Effort - YTD Fact - Project Budget.# of Projects Fact - Project Budget.Current Budget Billable Cost Fact - Project Budget.Current Budget Capitalizable Cost Fact - Project Budget.Current Budget Cost

Description Quarter to Date total of raw and burden expenditure items Quarter to Date raw and burden costs from asset building projects

11.6.79 11.6.80

Quarter-to-date raw and burden cost accrued Quarter to Date expenditure items (raw and burden) related to equipment usage

11.6.81

Quarter to date units of equipment used

11.6.82 11.6.83 11.6.84 11.6.85 11.6.86

Quarter to Date raw and burdened costs not flagged as billable Quarter to date direct and overhead cost of labor Quarter to Date units (time or quantity) of labor used Year to Date total of raw and burden expenditure items Year to Date raw and burden costs from asset building projects

11.6.87 11.6.88

Year-to-date raw and burden cost accrued Year to Date expenditure items (raw and burden) related to equipment usage

11.6.89

Year to date units of equipment used

11.6.90 11.6.91 11.6.92 11.6.93 11.6.94

Year to Date raw and burdened costs not flagged as billable Year to date direct and overhead cost of labor Year to Date units (time or quantity) of labor used Number of distinct Projects with Budgets Amount of billable costs directly attributable to work performed approved in the current version of the budget. Amount of costs directly attributable to work performed approved in the current version of the budget of an asset building project. These costs are posted to the asset's balance account until the asset is in service Amount of raw and burden cost approved in the current version of the budget

11.6.95

11.6.96

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-289

Project Analytics

No 11.6.97

Metric Name Fact - Project Budget.Current Budget Equipment Cost Fact - Project Budget.Current Budget Equipment Effort Fact - Project Budget.Current Budget Margin Fact - Project Budget.Current Budget Margin Percent Fact - Project Budget.Current Budget People Cost Fact - Project Budget.Current Budget People Effort Fact - Project Budget.Current Budget Revenue Fact - Project Budget.Original Budget Billable Cost Fact - Project Budget.Original Budget Capitalizable Cost Fact - Project Budget.Original Budget Cost Fact - Project Budget.Original Budget Equipment Cost Fact - Project Budget.Original Budget Equipment Effort Fact - Project Budget.Original Budget Margin Fact - Project Budget.Original Budget Margin Percent Fact - Project Budget.Original Budget People Cost Fact - Project Budget.Original Budget People Effort Fact - Project Budget.Original Budget Revenue

Description Amount of raw and burden costs related to equipment usage approved in the current version of the budget Amount of raw and burden costs related to equipment usage approved in the current version of the budget Difference between the revenue and the total raw and burden costs approved in the current budget Difference between the revenue amount and the raw and burden cost amounts, shown as a percentage of the revenue amount. Figures come from the current version of the cost and revenue budgets Amount of raw and burden costs related to people usage approved in the current version of the budget Amount of raw and burden costs related to people usage approved in the current version of the budget Revenue budget amount approved in the current version of the budget.

11.6.98

11.6.99

11.6.100

11.6.101

11.6.102

11.6.103

11.6.104

Amount of billable raw and burden costs in the original approved baseline version of the budget. This total results from adding all chargeable items from tasks denoted as billable Amount raw and burden costs in the original baseline approved version of the budget. These costs are posted to the asset's balance account until the asset is in service Amount of raw and burden cost in the original approved baseline version of the budget

11.6.105

11.6.106

11.6.107

Amount of raw and burden costs related to equipment usage in the original approved baseline version of the budget Units of equipment in the original approved baseline version of the cost budget

11.6.108

11.6.109

Difference between the revenue and the total raw and burden costs in the original approved baseline version of the budget Difference between the revenue amount and the raw and burden costs, shown as a percentage of the revenue amount. Figures come from the current version of the budget Amount of raw and burden costs in the original approved baseline version of the cost budget Amount of raw and burden costs related to people usage in the original approved baseline version of the cost budget Revenue amount in the original baseline approved version of the budget.

11.6.110

11.6.111

11.6.112

11.6.113

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-290

Project Analytics

No 11.6.114 11.6.115 11.6.116 11.6.117 11.6.118 11.6.119 11.6.120

Metric Name Fact - Project Cost.# of Projects Fact - Project Cost.Billable Cost Fact - Project Cost.Burden Cost Fact - Project Cost.Capitalizable Cost Fact - Project Cost.Cost Fact - Project Cost.Cost Percent Complete Fact - Project Cost.Cost Variance Fact - Project Cost.Equipment Cost Fact - Project Cost.Equipment Effort Fact - Project Cost.Forecast Cost Variance Fact - Project Cost.NonBillable Cost Fact - Project Cost.People Cost Fact - Project Cost.People Effort Fact - Project Cost.Raw Cost Fact - Project Forecast.Current Actual Cost Fact - Project Forecast.Current Actual Effort Fact - Project Forecast.Current Actual Revenue Fact - Project Forecast.Current EAC Cost Fact - Project Forecast.Current EAC Effort Fact - Project Forecast.Current EAC Equipment Cost Fact - Project Forecast.Current EAC Equipment Effort

Description Number of distinct Projects with Cost associated Total raw and burden costs flagged as billable as they result from transactions that are chargeable and tasks denoted as billable. Total of expenditure items not directly attributed to work performed, such as fringe benefits and office space. Raw and burden costs from asset building projects. These costs are posted to the asset's balance account and remain there until the asset is in service Total of raw and burden. Percentage of cost expended in comparison with current approved cost budget Difference between Actual Cost and Current Cost Budget (Actual Cost Current Cost Budget) Expenditure items (raw and burden) related to equipment usage Total units (time or quantity) of equipment used. Equipment expenditure items result from multiplying units by the corresponding usage rate Difference between Current EAC Cost and Current Budget Cost (Current EAC Cost Current Budget Cost) Raw and burden costs not flagged as billable because the transactions are not chargeable or the tasks where they were performed are not denoted as billable. Total direct and burden cost of labor Units of labor used. People expenditure items result from multiplying units by the corresponding usage rate Direct cost, such as raw salaries and travel expenses. Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version Actual effort in the current primary cost forecast version

11.6.121 11.6.122 11.6.123

11.6.124 11.6.125 11.6.126 11.6.127 11.6.128

11.6.129

11.6.130

Actual revenue amount in the current primary revenue forecast version

11.6.131

Estimate at completion amount (raw + burden costs) in the current primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project Estimate at completion effort in the current primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast Estimate At Completion of Units of equipment used in the current version of the forecast

11.6.132

11.6.133

11.6.134

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-291

Project Analytics

No 11.6.135

Metric Name Fact - Project Forecast.Current EAC People Cost Fact - Project Forecast.Current EAC People Effort Fact - Project Forecast.Current EAC Revenue Fact - Project Forecast.Current ETC Cost Fact - Project Forecast.Current ETC Effort Fact - Project Forecast.Current ETC Equipment Cost Fact - Project Forecast.Current ETC Equipment Effort Fact - Project Forecast.Current ETC People Cost Fact - Project Forecast.Current ETC People Effort Fact - Project Forecast.Current ETC Revenue Fact - Project Forecast.Forecast Margin Amount Fact - Project Forecast.Forecast Margin Percent Fact - Project Forecast.Original Actual Cost Fact - Project Forecast.Original Actual Effort Fact - Project Forecast.Original Actual Revenue Fact - Project Forecast.Original EAC Cost Fact - Project Forecast.Original EAC Effort

Description Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast Estimate At Completion of Units of labor used in the current version of the forecast

11.6.136

11.6.137

Estimate at completion revenue amount incurrent primary revenue forecast version

11.6.138

Estimate to complete Amount of raw plus burden cost that, according to the current forecast version, is needed to complete the remaining work for the selected items of the WBS Estimate to complete effort in the current primary forecast version.

11.6.139

11.6.140

Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast Estimate To Complete of Units of equipment used in the current version of the forecast

11.6.141

11.6.142

Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast Estimate To Complete of Units of labor used in the current version of the forecast

11.6.143

11.6.144

Estimated to complete revenue amount in the current primary revenue forecast version

11.6.145

Estimate At Completion revenue minus Estimate At Completion Cost in the Current Forecast Primary Cost Version Forecast Margin Amount multiply 100 and divide by Current EAC Revenue

11.6.146

11.6.147

Actual burdened cost amount (Raw + burden cost) in the original primary cost forecast version Actual effort in the original primary cost forecast version

11.6.148

11.6.149

Actual revenue amount in the original primary revenue forecast version

11.6.150

Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project Estimate at completion effort in the original primary cost forecast version. EAC equals actual effort + remaining forecasted effort as required to complete the project

11.6.151

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-292

Project Analytics

No 11.6.152

Metric Name Fact - Project Forecast.Original EAC Equipment Cost Fact - Project Forecast.Original EAC Equipment Effort Fact - Project Forecast.Original EAC People Cost Fact - Project Forecast.Original EAC People Effort Fact - Project Forecast.Original EAC Revenue Fact - Project Forecast.Original ETC Cost Fact - Project Forecast.Original ETC Effort Fact - Project Forecast.Original ETC Equipment Cost Fact - Project Forecast.Original ETC Equipment Effort Fact - Project Forecast.Original ETC People Cost Fact - Project Forecast.Original ETC People Effort Fact - Project Forecast.Original ETC Revenue Fact - Project Revenue.# of Projects Fact - Project Revenue.Bill Amount Fact - Project Revenue.Margin Fact - Project Revenue.Margin Percent Fact - Project Revenue.Revenue Amount

Description Estimate At Completion of raw and burden costs, related to equipment usage, in the current version of the forecast Estimate At Completion of Units of equipment used in the original version of the forecast Estimate At Completion of raw and burden costs, related to people usage, in the original version of the forecast Estimate At Completion of Units of labor used in the original version of the forecast

11.6.153

11.6.154

11.6.155

11.6.156

Estimate at completion revenue amount in the original primary revenue forecast version

11.6.157 11.6.158

Estimate to complete Amount burdened cost (Raw + burden cost) in the original primary forecast version needed to complete the remaining work Estimate to complete effort in the original primary forecast version.

11.6.159

Estimate To Complete of raw and burden costs, related to equipment usage, in the current version of the forecast Estimate To Complete of Units of equipment used in the original version of the forecast

11.6.160

11.6.161

Estimate To Complete of raw and burden costs, related to people usage, in the original version of the forecast Estimate To Complete of Units of labor used in the original version of the forecast

11.6.162

11.6.163

Estimated to complete revenue amount in the original primary revenue forecast version

11.6.164 11.6.165 11.6.166 11.6.167 11.6.168

Number of distinct Projects with a Revenue Distribution Line The amount to be billed for the distribution line Difference between the project revenue and burdened cost Margin as a percentage of the accrued revenue Identifies the potential revenue amount of the expenditure item to be charged to the GL account, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. Number of Units (of Material or Hours) used for this Revenue Distribution Line Unbilled receivables is the amount of open receivables that have not yet been billed for a project

11.6.169 11.6.170

Fact - Project Revenue.Revenue Quantity Fact - Project Revenue.Unbilled Receivables

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-293

Project Analytics

No 11.6.171

Metric Name Fact - Project Revenue.Unearned Revenue Forecast ITD Metrics.Current EAC Cost ITD Forecast ITD Metrics.Current EAC Equipment Cost - ITD Forecast ITD Metrics.Current EAC Equipment Effort - ITD Forecast ITD Metrics.Current EAC People Cost - ITD Forecast ITD Metrics.Current EAC People Effort - ITD Forecast ITD Metrics.Current EAC Revenue - ITD Forecast ITD Metrics.Forecast Margin Amount - ITD Forecast ITD Metrics.Forecast Margin Percent - ITD Forecast ITD Metrics.Original EAC Cost ITD Forecast ITD Metrics.Original EAC Equipment Cost - ITD Forecast ITD Metrics.Original EAC Equipment Effort - ITD Forecast ITD Metrics.Original EAC People Cost - ITD Forecast ITD Metrics.Original EAC People Effort - ITD Forecast ITD Metrics.Original EAC Revenue - ITD Forecast MTD Metrics.Current EAC Cost MTD Forecast MTD Metrics.Current EAC Revenue - MTD

Description Revenue received and recorded as a liability or revenue before the revenue has been earned by providing goods or services to a customer. Oracle Projects calculates unearned revenue using the following formula: (Unearned Revenue = Amount Invoiced - Revenue Accrued) Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started since project inception Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast Inception to date Estimate At Completion of Units of equipment used in the current version of the forecast Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast Inception to date Estimate At Completion of Units of labor used in the current version of the forecast Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since project inception Inception to date Estimate At Completion revenue minus Estimate At Completion Cost in the Current Forecast Primary Cost Version Inception to date Forecast Margin Amount multiply 100 and divide by Current EAC Revenue Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started since project inception Inception to date Estimate At Completion of raw and burden costs, related to equipment usage, in the current version of the forecast Inception to date Estimate At Completion of Units of equipment used in the original version of the forecast Inception to date Estimate At Completion of raw and burden costs, related to people usage, in the original version of the forecast Inception to date Estimate At Completion of Units of labor used in the original version of the forecast Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since project inception Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected month Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected month

11.6.172

11.6.173

11.6.174

11.6.175

11.6.176

11.6.177

11.6.178

11.6.179

11.6.180

11.6.181

11.6.182

11.6.183

11.6.184

11.6.185

11.6.186

11.6.187

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-294

Project Analytics

No 11.6.188

Metric Name Forecast MTD Metrics.Original EAC Cost MTD Forecast MTD Metrics.Original EAC Revenue - MTD Forecast QTD Metrics.Current EAC Cost QTD Forecast QTD Metrics.Current EAC Revenue - QTD Forecast QTD Metrics.Original EAC Cost QTD Forecast QTD Metrics.Original EAC Revenue - QTD Forecast YTD Metrics.Current EAC Cost YTD Forecast YTD Metrics.Current EAC Revenue - YTD Forecast YTD Metrics.Original EAC Cost YTD Forecast YTD Metrics.Original EAC Revenue - YTD Revenue Ago Measures.MAGO Bill Amount Revenue Ago Measures.MAGO Revenue Amount

Description Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected month Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the month Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected quarter Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started since in the selected quarter Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected quarter Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started since in the selected quarter Estimate at completion amount (raw + burden costs) in the current primary cost forecast version for items of the WBS started in the selected year Estimate at completion revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected year Estimate at completion burdened cost amount (raw + burden costs) in the original primary cost forecast version for items of the WBS started in the selected year Estimate at completion revenue amount in the original primary revenue forecast version for the items of the WBS started in the year The amount to be billed for the distribution line a month ago

11.6.189

11.6.190

11.6.191

11.6.192

11.6.193

11.6.194

11.6.195

11.6.196

11.6.197

11.6.198

11.6.199

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a month ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. Margin as a percentage of the accrued revenue for the last quarter

11.6.200

Revenue Ago Measures.Margin Percent Quarter Ago Revenue Ago Measures.Margin Percent Quarterly Change Revenue Ago Measures.Margin Percent Year Ago Revenue Ago Measures.Margin Percent Yearly Change

11.6.201

Difference between the Margin percentage from the last quarter and the Margin percentage from the current quarter Margin as a percentage of the accrued revenue for the last year

11.6.202

11.6.203

Difference between the Margin percentage from the last year and the Margin percentage from the current year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-295

Project Analytics

No 11.6.204

Metric Name Revenue Ago Measures.Margin Quarter Ago Revenue Ago Measures.Margin Year Ago Revenue Ago Measures.QAGO Bill Amount Revenue Ago Measures.QAGO Revenue Amount

Description Difference between the project revenue and burdened cost for the last quarter

11.6.205 11.6.206

Difference between the project revenue and burdened cost for the year previous to that currently selected. The amount to be billed for the distribution line a quarter ago

11.6.207

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a quarter ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. Difference between the Revenue from the last quarter and the Revenue from the current quarter Difference between the Revenue from the last year and the Revenue from the current year The amount to be billed for the distribution line a year ago

11.6.208

Revenue Ago Measures.Revenue Quarterly Change Revenue Ago Measures.Revenue Yearly Change Revenue Ago Measures.YAGO Bill Amount Revenue Ago Measures.YAGO Revenue Amount

11.6.209

11.6.210

11.6.211

Identifies the potential revenue amount of the expenditure item to be charged to the GL account a year ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. Number of distinct Projects with a Revenue Distribution Line since the Project Inception Inception to Date billed amount for the distribution lines Inception to date difference between the project revenue and burdened cost Margin as a percentage of the accrued revenue since project inception

11.6.212 11.6.213 11.6.214 11.6.215

Revenue ITD Metrics.# of Projects - ITD Revenue ITD Metrics.Bill Amount - ITD Revenue ITD Metrics.Margin - ITD Revenue ITD Metrics.Margin Percent ITD Revenue ITD Metrics.Revenue Amount ITD Revenue ITD Metrics.Unbilled Receivables - ITD Revenue ITD Metrics.Unearned Revenue - ITD Revenue MTD Metrics.Bill Amount - MTD Revenue MTD Metrics.Revenue Amount MTD

11.6.216

Revenue amount accrued since project inception by the selected items of the WBS

11.6.217

Inception to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project) Inception to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned Period to Date billed amount for the distribution lines Period to Date value for the revenue amount of the expenditure item or event

11.6.218

11.6.219 11.6.220

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-296

Project Analytics

No 11.6.221

Metric Name Revenue MTD Metrics.Unbilled Receivables - MTD Revenue MTD Metrics.Unearned Revenue - MTD Revenue QTD Metrics.Bill Amount - QTD Revenue QTD Metrics.Revenue Amount QTD Revenue QTD Metrics.Unbilled Receivables - QTD Revenue QTD Metrics.Unearned Revenue - QTD Revenue YTD Metrics.Bill Amount - YTD Revenue YTD Metrics.Revenue Amount YTD Revenue YTD Metrics.Unbilled Receivables - YTD Revenue YTD Metrics.Unearned Revenue - YTD

Description Period to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project) Period to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned Quarter to Date billed amount for the distribution lines Quarter to Date value for the revenue amount of the expenditure item or event

11.6.222

11.6.223 11.6.224

11.6.225

Quarter to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project) Quarter to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned Year to Date billed amount for the distribution lines Year to Date for the revenue amount of the expenditure item or event

11.6.226

11.6.227 11.6.228

11.6.229

Year to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project) Year to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned

11.6.230

11.7 Project - Revenue

No 11.7.1 11.7.2 Metric Name Ago Measures.MAGO Bill Amount Ago Measures.MAGO Revenue Amount Description The amount to be billed for the distribution line a month ago Identifies the potential revenue amount of the expenditure item to be charged to the GL account a month ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. a decrease in revenues a month ago when payment for a receivable cannot be collected. The amount to be billed for the distribution line a quarter ago Identifies the potential revenue amount of the expenditure item to be charged to the GL account a quarter ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction.

11.7.3

Ago Measures.MAGO Revenue Write-Off Amount Ago Measures.QAGO Bill Amount Ago Measures.QAGO Revenue Amount

11.7.4 11.7.5

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-297

Project Analytics

No 11.7.6

Metric Name Ago Measures.QAGO Revenue Write-Off Amount Ago Measures.YAGO Bill Amount Ago Measures.YAGO Revenue Amount

Description a decrease in revenues a quarter ago when payment for a receivable cannot be collected. The amount to be billed for the distribution line a year ago Identifies the potential revenue amount of the expenditure item to be charged to the GL account a year ago, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. a decrease in revenues year ago when payment for a receivable cannot be collected. Number of distinct Projects with a Revenue Distribution Line The amount to be billed for the distribution line Identifies the potential revenue amount of the expenditure item to be charged to the GL account, in chart of account/ group/ global currency of the organization against which a transaction is carried out, which is attributable to the revenue generated as a part of a particular transaction. Number of Units (of Material or Hours) used for this Revenue Distribution Line Revenue write-off is a decrease in revenues when payment for a receivable cannot be collected. Unbilled receivables is the amount of open receivables that have not yet been billed for a project Revenue received and recorded as a liability or revenue before the revenue has been earned by providing goods or services to a customer. Oracle Projects calculates unearned revenue using the following formula: (Unearned Revenue = Amount Invoiced - Revenue Accrued) Number of distinct Projects with a Revenue Distribution Line since the Project Inception Inception to Date billed amount for the distribution lines Inception to date difference between the project revenue and burdened cost Margin as a percentage of the accrued revenue since project inception Revenue amount accrued since project inception by the selected items of the WBS Inception to Date write-off amount for revenue Inception to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project) Inception to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned Period to Date billed amount for the distribution lines Period to Date value for the revenue amount of the expenditure item or event

11.7.7 11.7.8

11.7.9 11.7.10 11.7.11 11.7.12

Ago Measures.YAGO Revenue Write-Off Amount Fact - Project Revenue.# of Projects Fact - Project Revenue.Bill Amount Fact - Project Revenue.Revenue Amount

11.7.13 11.7.14

Fact - Project Revenue.Revenue Quantity Fact - Project Revenue.Revenue WriteOff Amount Fact - Project Revenue.Unbilled Receivables Fact - Project Revenue.Unearned Revenue ITD Metrics.# of Projects ITD ITD Metrics.Bill Amount ITD ITD Metrics.Margin - ITD ITD Metrics.Margin Percent - ITD ITD Metrics.Revenue Amount - ITD ITD Metrics.Revenue Write-Off Amount - ITD ITD Metrics.Unbilled Receivables - ITD ITD Metrics.Unearned Revenue - ITD MTD Metrics.Bill Amount MTD MTD Metrics.Revenue Amount - MTD

11.7.15

11.7.16

11.7.17 11.7.18 11.7.19 11.7.20 11.7.21 11.7.22 11.7.23 11.7.24 11.7.25 11.7.26

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-298

Project Analytics

No 11.7.27 11.7.28 11.7.29 11.7.30 11.7.31 11.7.32 11.7.33 11.7.34 11.7.35 11.7.36 11.7.37 11.7.38 11.7.39

Metric Name MTD Metrics.Revenue Write-Off Amount - MTD MTD Metrics.Unbilled Receivables - MTD MTD Metrics.Unearned Revenue - MTD QTD Metrics.Bill Amount QTD QTD Metrics.Revenue Amount - QTD QTD Metrics.Revenue Write-Off Amount - QTD QTD Metrics.Unbilled Receivables - QTD QTD Metrics.Unearned Revenue - QTD YTD Metrics.Bill Amount YTD YTD Metrics.Revenue Amount - YTD YTD Metrics.Revenue Write-Off Amount - YTD YTD Metrics.Unbilled Receivables - YTD YTD Metrics.Unearned Revenue - YTD

Description Period to Date write-off amount for revenue Period to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project) Period to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned Quarter to Date billed amount for the distribution lines Quarter to Date value for the revenue amount of the expenditure item or event Quarter to Date write-off amount for revenue Quarter to Date value of Unbilled receivables (amount of open receivables that have not yet been billed for a project) Quarter to Date value for Revenue received and recorded as a liability or revenue before the revenue has been earned Year to Date billed amount for the distribution lines Year to Date for the revenue amount of the expenditure item or event Year to Date write-off amount for revenue Year to Date for Unbilled receivables (amount of open receivables that have not yet been billed for a project) Year to Date for Revenue received and recorded as a liability or revenue before the revenue has been earned

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 11-299

Sales Analytics

12

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

12.1 Sales - CRM Customer Overview

No 12.1.1 12.1.2 12.1.3 12.1.4 12.1.5 12.1.6 12.1.7 12.1.8 12.1.9 12.1.10 12.1.11 12.1.12 12.1.13 Metric Name Activity Facts.# of Activities Activity Facts.# of Closed Activities Activity Facts.# of Customers with Activities Activity Facts.# of Employees with Activities Activity Facts.# of Open Activities Activity Facts.# of Opportunities with Activities Activity Facts.# of Partners with Activities Activity Facts.# of Products with Activities Activity Facts.Average # of Activities per Employee Activity Facts.Average # of Activities per Opportunity Activity Facts.Average Days per Activity Activity Facts.Average Duration Days Historical Pipeline Facts.% Chg Quarter Ago Historical Expected Revenue Historical Pipeline Facts.% Chg Quarter Ago Historical Opportunity Revenue Historical Pipeline Facts.% Chg Year Ago Historical Expected Revenue Historical Pipeline Facts.% Chg Year Ago Historical Opportunity Revenue Description Number of additional employees created since the time of the last ETL incremental update Number of activities that are in the statuses of Declined, Cancelled or Done Number of accounts with activities Number of employees with activities Number of activities that are not in the statuses of Declined, Cancelled or Done Number of opportunities with activities Number of partners that have activities associated with them Number of products with activities Average number of activities per employee Average number of activities per opportunity # of Activities Moving Average (3 periods) Average time, in days, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date) Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior % change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior % change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.1.14

12.1.15

12.1.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-300

Sales Analytics

No 12.1.17

Metric Name Historical Pipeline Facts.Chg Quarter Ago Historical Expected Revenue Historical Pipeline Facts.Chg Quarter Ago Historical Opportunity Revenue Historical Pipeline Facts.Chg Year Ago Historical Expected Revenue Historical Pipeline Facts.Chg Year Ago Historical Opportunity Revenue Historical Pipeline Facts.Historical Expected Revenue Historical Pipeline Facts.Historical Opportunity Revenue Historical Pipeline Facts.Quarter Ago Historical Expected Revenue Historical Pipeline Facts.Quarter Ago Historical Opportunity Revenue Historical Pipeline Facts.Year Ago Historical Expected Revenue Historical Pipeline Facts.Year Ago Historical Opportunity Revenue Order Facts.# of Opportunities with Orders Order Facts.# of Order Line Items Order Facts.# of Orders Order Facts.Average Ordered Selling Price Order Facts.Line Item Shipped Revenue Order Facts.Order Item Revenue Order Facts.Total Order Revenue Order Facts.Total Shipped Revenue

Description Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.1.18

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.1.19

Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.1.20

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.1.21

displays historical Expected Revenue from the W_PIPELINE_F table

12.1.22

displays historical Opportunity Revenue from the W_PIPELINE_F table

12.1.23

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.1.24

Historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.1.25

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date displays historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date Total # of Opportunities with Orders Number of order line items Count of # of Orders Average Order Selling price for a given product excluding header-level discount Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts Order Revenue at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Order Revenue excluding Tax and Freight the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts

12.1.26

12.1.27 12.1.28 12.1.29 12.1.30 12.1.31 12.1.32 12.1.33 12.1.34

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-301

Sales Analytics

No 12.1.35 12.1.36 12.1.37 12.1.38 12.1.39 12.1.40

Metric Name Pipeline Facts.# of Accounts Pipeline Facts.# of Open Opportunities Pipeline Facts.# of Opportunities Pipeline Facts.Closed Detail Revenue Pipeline Facts.Closed Revenue Pipeline Facts.Cumulative % of All Employee Closed Revenue Pipeline Facts.Cumulative % of Sales Method Opportunity Revenue Pipeline Facts.Cumulative Closed Revenue Pipeline Facts.Cumulative Expected Revenue Pipeline Facts.Cumulative Opportunity Revenue Pipeline Facts.Expected Detail Revenue Pipeline Facts.Expected Revenue Pipeline Facts.Opportunity Detail Revenue Pipeline Facts.Opportunity Revenue Pipeline Facts.Sales Method Cumulative Opportunity Revenue Pipeline Facts.Sales Method Opportunity Revenue Quote Facts.# of Quotes Quote Facts.Quote Item Revenue Quote Facts.Quote Lost Revenue Quote Facts.Quote to Order Conversion % (# Quotes) Quote Facts.Total Quote Revenue Sales Cycle Facts.# Days in Stage Sales Cycle Facts.# of Moved Deals

Description Total # of Accounts with Opportunities # of Open Opportunities counts the # of Opportunities Closed Revenue at the detail Revenue item level Use with the Product dimension Closed Revenue Running sum of opportunity revenue expressed a percentage of opportunity revenue associated across all opportunity owners Running sum of opportunity revenue across all sales methods expressed a percentage of opportunity revenue across all sales methods is a running sum of Closed Revenue Running sum of Expected Revenue Running sum of Opportunity Revenue Expected Revenue at the detail Revenue item level Use with the Product dimension Expected Revenue Opportunity Revenue at the detail Revenue item level Use with the Product dimension Opportunity Revenue Running sum of opportunity revenue across all sales methods

12.1.41

12.1.42 12.1.43 12.1.44 12.1.45 12.1.46 12.1.47 12.1.48 12.1.49

12.1.50

Total opportunity revenue across all sales methods

12.1.51 12.1.52 12.1.53 12.1.54

Count of # of quotes Revenue amount of the quote item Calculated by multiplying the net price for the quoted product by the requested quantity Net Revenue amount of the quote with a lost status Calculated by summing up the product of roll up net price for the quote item by the requested quantity Number of quotes converted to orders expressed as a percentage of the total number of quotes Total revenue for the quote Calculated by multiplying quote rolled up net price by quantity requested # of days between the latest ETL date and the date a given Opportunity entered its current Sales Stage # of Opportunities that have started a new Sales Stage in a given period It is only applicable to dimension Time and Opportunity

12.1.55 12.1.56 12.1.57

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-302

Sales Analytics

No 12.1.58 12.1.59 12.1.60 12.1.61

Metric Name Sales Cycle Facts.Average Deal Size Sales Cycle Facts.Average Sales Cycle Sales Cycle Facts.Max Days in Stage Sales Cycle Facts.Opportunity Average Days Open Win Loss Facts.# of Competitive Opportunities Win Loss Facts.# of Losses Win Loss Facts.# of Wins Win Loss Facts.Close Rate Win Loss Facts.Competitive Opportunity Revenue Win Loss Facts.Loss Rate Win Loss Facts.Lost Detail Revenue Win Loss Facts.Lost Revenue Win Loss Facts.Win Rate

Description Average Opportunity Size for closed opportunities Average time in days from an Opportunity's creation to its closure as Closed-Won displays the maximum number of days an opportunity should be in a given Sales Stage # of Days an Opportunity has been Open

12.1.62 12.1.63 12.1.64 12.1.65 12.1.66

# of Opportunities that have a Primary Competitor # of Closed-Lost Opportunities # of Closed-Won Opportunities # of Wins divided by the # of Opportunities Opportunity Revenue for those Opportunities that have a Primary Competitor

12.1.67 12.1.68 12.1.69 12.1.70

displays the # of Losses divided by the Total # of Wins and Losses displays Lost Opportunity Revenue at the detail Revenue item level Use with the Product dimension displays Lost Opportunity Revenue # of Wins divided by the Total # of Wins and Losses

12.2 Sales - CRM Forecasting

No 12.2.1 12.2.2 12.2.3 Metric Name Actuals Facts.# of Orders Actuals Facts.# of Shipped Orders Actuals Facts.% Chg Quarter Ago Actual Order Revenue Actuals Facts.% Chg Quarter Ago Actual Ship Revenue Actuals Facts.% Chg Year Ago Actual Order Revenue Actuals Facts.% Chg Year Ago Actual Ship Revenue Actuals Facts.Chg Quarter Ago Actual Order Revenue Actuals Facts.Chg Quarter Ago Actual Ship Revenue Actuals Facts.Chg Year Ago Actual Order Revenue Actuals Facts.Chg Year Ago Actual Ship Revenue Description Count of # of Orders Count # of Orders that have been fully shipped Percentage change in Total Order Revenue versus one quarter prior

12.2.4

Percentage change in Shipped Revenue versus one quarter prior

12.2.5 12.2.6 12.2.7 12.2.8 12.2.9 12.2.10

Percentage change in Total Order Revenue versus one year prior Percentage change in Shipped Revenue versus one year prior Change in Total Order Revenue versus one quarter prior Change in Shipped Revenue versus one quarter prior Change in Total Order Revenue versus one year prior The change in Shipped Revenue versus one year prior

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-303

Sales Analytics

No 12.2.11 12.2.12 12.2.13 12.2.14

Metric Name Actuals Facts.Cumulative Order Revenue Actuals Facts.Cumulative Order Revenue (000) Actuals Facts.Cumulative Total Order Revenue (000) Actuals Facts.Cumulative Total Shipped Revenue (000) Actuals Facts.Line Item Order Revenue (000) Actuals Facts.Order Size Actuals Facts.Quarter Ago Actual Order Revenue Actuals Facts.Quarter Ago Actual Ship Revenue Actuals Facts.Quarter Ago Rollup Total Order Revenue (000) Actuals Facts.Quarter Ago Total Cumulative Order Revenue (000) Actuals Facts.Quarter Ago Total Cumulative Shipped Revenue (000) Actuals Facts.Rollup Total Order Revenue (000) Actuals Facts.Total Order Revenue Actuals Facts.Total Order Revenue (000) Actuals Facts.Total Shipped Revenue Actuals Facts.Total Shipped Revenue (000) Actuals Facts.Year Ago Actual Order Revenue Actuals Facts.Year Ago Actual Ship Revenue Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Best Case Totals Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Cost Totals Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Expected Revenue Totals

Description Running sum of open opportunity revenue Running sum of order revenue Running sum of Total Order Revenue (000) Running sum of Total Shipped Revenue (000)

12.2.15 12.2.16 12.2.17 12.2.18 12.2.19

Order Revenue in 1000s at the Line Item level Use with the Product dimension Categorizes Orders based on their revenue size Quarter ago Total Order Revenue excluding Tax and Freight quarter ago Shipped Revenue excluding Tax, Freight and header-level discounts Roll up total order revenue as of a quarter ago

12.2.20

Running sum of Total Order Revenue (000) one quarter prior to a given period

12.2.21

is a running sum of Total Shipped Revenue (000) one quarter prior to a given period

12.2.22 12.2.23 12.2.24 12.2.25 12.2.26 12.2.27 12.2.28 12.2.29

Roll up total order revenue Order Revenue based on Order Date and does not include Tax or Freight Order Revenue in 1000s based on Order Date and does not include Tax or Freight Shipped Revenue based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts Year Ago Total Order Revenue excluding Tax and Freight Year Ago Shipped Revenue excluding Tax, Freight and header-level discounts Percentage change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.30

12.2.31

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-304

Sales Analytics

No 12.2.32

Metric Name Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Margin Totals Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Revenue Totals Detail Forecast Facts.% Chg Quarter Ago Forecast Detail Worst Case Totals Detail Forecast Facts.% Chg Year Ago Forecast Detail Best Case Totals Detail Forecast Facts.% Chg Year Ago Forecast Detail Cost Totals Detail Forecast Facts.% Chg Year Ago Forecast Detail Expected Revenue Totals Detail Forecast Facts.% Chg Year Ago Forecast Detail Margin Totals Detail Forecast Facts.% Chg Year Ago Forecast Detail Revenue Totals Detail Forecast Facts.% Chg Year Ago Forecast Detail Worst Case Totals Detail Forecast Facts.Change in Detail Forecast from Prior (000) Detail Forecast Facts.Chg Quarter Ago Forecast Detail Best Case Totals Detail Forecast Facts.Chg Quarter Ago Forecast Detail Cost Totals Detail Forecast Facts.Chg Quarter Ago Forecast Detail Expected Revenue Totals Detail Forecast Facts.Chg Quarter Ago Forecast Detail Margin Totals Detail Forecast Facts.Chg Quarter Ago Forecast Detail Revenue Totals Detail Forecast Facts.Chg Quarter Ago Forecast Detail Worst Case Totals

Description Percentage change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior percentage change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.33

12.2.34

12.2.35

12.2.36

12.2.37

12.2.38

Percentage change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Change in Frontline Detail Revenue for a given individual in a given forecast series between one forecast date and the immediately preceeding forecast date Change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.39

12.2.40

12.2.41

12.2.42

12.2.43

12.2.44

12.2.45

Change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.46

12.2.47

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-305

Sales Analytics

No 12.2.48

Metric Name Detail Forecast Facts.Chg Year Ago Forecast Detail Best Case Totals Detail Forecast Facts.Chg Year Ago Forecast Detail Cost Totals Detail Forecast Facts.Chg Year Ago Forecast Detail Expected Revenue Totals Detail Forecast Facts.Chg Year Ago Forecast Detail Margin Totals Detail Forecast Facts.Chg Year Ago Forecast Detail Revenue Totals Detail Forecast Facts.Chg Year Ago Forecast Detail Worst Case Totals Detail Forecast Facts.Cumulative Forecast Detail Revenue (000) Detail Forecast Facts.Forecast Detail Best Case Totals Detail Forecast Facts.Forecast Detail Cost Totals Detail Forecast Facts.Forecast Detail Expected Revenue Totals Detail Forecast Facts.Forecast Detail Margin Totals Detail Forecast Facts.Forecast Detail Revenue Totals Detail Forecast Facts.Forecast Detail Revenue Totals (000) Detail Forecast Facts.Forecast Detail Worst Case Totals Detail Forecast Facts.Prior Forecast Detail Revenue Totals (000) Detail Forecast Facts.Quarter Ago Forecast Detail Best Case Totals Detail Forecast Facts.Quarter Ago Forecast Detail Cost Totals

Description Change in Detail Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior change in Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Change in Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Change in Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Change in Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Change in Detail Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior is a running sum of Frontline Detail Revenue (000)

12.2.49

12.2.50

12.2.51

12.2.52

12.2.53

12.2.54

12.2.55

Detail Best Case Revenue for a given individual in a given forecast series on a given forecast date Detail Cost for a given individual in a given forecast series on a given forecast date

12.2.56

12.2.57

Detail Expected Revenue for a given individual in a given forecast series on a given forecast date Detail Margin for a given individual in a given forecast series on a given forecast date

12.2.58

12.2.59

Detail Revenue for a given individual in a given forecast series on a given forecast date

12.2.60

Forecast Detail Revenue in 1000s for a given individual in a given forecast series on a given forecast date Detail Worst Case Revenue for a given individual in a given forecast series on a given forecast date Summary Expected Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Detail Best Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.61

12.2.62

12.2.63

12.2.64

Detail Cost for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-306

Sales Analytics

No 12.2.65

Metric Name Detail Forecast Facts.Quarter Ago Forecast Detail Expected Revenue Totals Detail Forecast Facts.Quarter Ago Forecast Detail Margin Totals Detail Forecast Facts.Quarter Ago Forecast Detail Revenue Totals Detail Forecast Facts.Quarter Ago Forecast Detail Worst Case Totals Detail Forecast Facts.Year Ago Forecast Detail Best Case Totals Detail Forecast Facts.Year Ago Forecast Detail Cost Totals Detail Forecast Facts.Year Ago Forecast Detail Expected Revenue Totals Detail Forecast Facts.Year Ago Forecast Detail Margin Totals Detail Forecast Facts.Year Ago Forecast Detail Revenue Totals Detail Forecast Facts.Year Ago Forecast Detail Worst Case Totals Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Best Case Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Cost Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Margin Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Revenue Frontline Forecast Fact.% Chg Quarter Ago Frontline Forecast Detail Worst Case

Description Detail Expected Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.66

Detail Margin for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.67

Detail Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.68

Detail Worst Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.69

Detail Best Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Detail Cost for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Detail Expected Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Detail Margin for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Detail Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Detail Worst Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Percentage change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior Percentage change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.70

12.2.71

12.2.72

12.2.73

12.2.74

12.2.75

12.2.76

12.2.77

12.2.78

12.2.79

12.2.80

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-307

Sales Analytics

No 12.2.81

Metric Name Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Best Case Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Cost Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Margin Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Revenue Frontline Forecast Fact.% Chg Year Ago Frontline Forecast Detail Worst Case Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Best Case Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Cost Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Margin Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Revenue Frontline Forecast Fact.Chg Quarter Ago Frontline Forecast Detail Worst Case Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Best Case Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Cost

Description percentage change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.82

12.2.83

12.2.84

Percentage change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Percentage change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior Change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.85

12.2.86

12.2.87

12.2.88

Change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.89

Change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.90

Change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.91

Change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.92

Change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.93

Change in Frontline Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.94

Change in Frontline Detail Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-308

Sales Analytics

No 12.2.95

Metric Name Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Margin Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Revenue Frontline Forecast Fact.Chg Year Ago Frontline Forecast Detail Worst Case Frontline Forecast Fact.Frontline Forecast Detail Best Case Frontline Forecast Fact.Frontline Forecast Detail Cost Frontline Forecast Fact.Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.Frontline Forecast Detail Margin Frontline Forecast Fact.Frontline Forecast Detail Revenue Frontline Forecast Fact.Frontline Forecast Detail Worst Case Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Best Case Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Cost Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Margin Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Revenue Frontline Forecast Fact.Quarter Ago Frontline Forecast Detail Worst Case

Description Change in Frontline Detail Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.96

Change in Frontline Detail Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.97

Change in Frontline Detail Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.98

Change in Frontline Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.99

Original Detail Best Case Revenue for a given individual's Details in a given forecast series on given forecast date Original Detail Cost for a given individual's Details in a given forecast series on given forecast date Original Detail Expected Revenue for a given individual's Details in a given forecast series on given forecast date Original Detail Margin for a given individual's Details in a given forecast series on given forecast date Original Detail Revenue for a given individual's Details in a given forecast series on given forecast date Original Detail Worst Case Revenue for a given individual's Details in a given forecast series on given forecast date Frontline Best Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date Frontline Detail Cost for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date Frontline Detail Expected Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.100

12.2.101

12.2.102

12.2.103

12.2.104

12.2.105

12.2.106

12.2.107

12.2.108

Frontline Detail Margin for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date Frontline Detail Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date Frontline Worst Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.109

12.2.110

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-309

Sales Analytics

No 12.2.111

Metric Name Frontline Forecast Fact.Year Ago Frontline Forecast Detail Best Case Frontline Forecast Fact.Year Ago Frontline Forecast Detail Cost Frontline Forecast Fact.Year Ago Frontline Forecast Detail Expected Revenue Frontline Forecast Fact.Year Ago Frontline Forecast Detail Margin Frontline Forecast Fact.Year Ago Frontline Forecast Detail Revenue Frontline Forecast Fact.Year Ago Frontline Forecast Detail Worst Case Opportunity Facts.# of Accepted Leads Opportunity Facts.# of Days in Stage Opportunity Facts.# of Open Critical SRs Opportunity Facts.# of Open SRs Opportunity Facts.# of Opportunities Opportunity Facts.# of Rejected Leads Opportunity Facts.# of Sales Reps Opportunity Facts.# of SRs Opportunity Facts.# of Wins Opportunity Facts.Cumulative Opportunity Revenue (000) Opportunity Facts.Incentive Compensation Paid (000) Opportunity Facts.Opportunity Closed Revenue (000) Opportunity Facts.Opportunity Detail Revenue (000) Opportunity Facts.Opportunity Lost Revenue (000)

Description Frontline Best Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Frontline Detail Cost for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Frontline Detail Expected Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.112

12.2.113

12.2.114

Frontline Detail Margin for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Frontline Detail Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Frontline Worst Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Counts the number of Opportunities where Status is "Accepted" Number of days the opportunity resides in a particular sales stage Number of open, critical Service Requests Number of open Service Requests Count of # of Opportunities Counts the number of Opportunities where Status is "Rejected" Counts the # of Sales Representatives Number of Service Requests Count of of Closed-Won Opportunities Running sum of Rollup Opportunity Revenue (000)

12.2.115

12.2.116

12.2.117 12.2.118 12.2.119 12.2.120 12.2.121 12.2.122 12.2.123 12.2.124 12.2.125 12.2.126

12.2.127 12.2.128

Incentive Compensation payments in 1000s Total Revenue of opportunities with a close status

12.2.129

Opportunity Revenue (000) at the Revenue line items level Use when using the Products dimension Total Revenue of opportunities that were lost

12.2.130

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-310

Sales Analytics

No 12.2.131 12.2.132

Metric Name Opportunity Facts.Opportunity Revenue Opportunity Facts.Opportunity Revenue (000) Opportunity Facts.Rollup Expected Best Case Revenue (000) Opportunity Facts.Rollup Expected Revenue Opportunity Facts.Rollup Expected Revenue (000) Opportunity Facts.Rollup Expected Worst Case Revenue (000) Opportunity Facts.Rollup Opportunity Revenue (000) Prior Forecast Facts.Prior Forecast Detail Best Case Totals Prior Forecast Facts.Prior Forecast Detail Cost Totals Prior Forecast Facts.Prior Forecast Detail Expected Revenue Totals Prior Forecast Facts.Prior Forecast Detail Margin Totals Prior Forecast Facts.Prior Forecast Detail Revenue Totals Prior Forecast Facts.Prior Forecast Detail Worst Case Totals Prior Forecast Facts.Prior Forecast Summary Best Case Prior Forecast Facts.Prior Forecast Summary Cost Prior Forecast Facts.Prior Forecast Summary Expected Revenue Prior Forecast Facts.Prior Forecast Summary Margin Prior Forecast Facts.Prior Forecast Summary Revenue Prior Forecast Facts.Prior Forecast Summary Worst Case

Description Opportunity Revenue Opportunity Revenue (000) for Opportunities at the Opportunity level

12.2.133

Rolled up revenue line expected best case revenue

12.2.134 12.2.135 12.2.136

Rolled up revenue line expected revenue Rolled up revenue line expected revenue in 000 Rolled up revenue line expected worst case revenue

12.2.137 12.2.138

Roll up open opportunity revenue Detail Best Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Detail Cost for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Detail Expected Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Detail Margin for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Detail Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Detail Worst Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Best Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Cost for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Expected Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Margin for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Worst Case Revenue for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.139 12.2.140

12.2.141

12.2.142

12.2.143

12.2.144

12.2.145 12.2.146

12.2.147 12.2.148

12.2.149

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-311

Sales Analytics

No 12.2.150 12.2.151 12.2.152

Metric Name Quota Facts.Quota Target Revenue Quota Facts.Quota Target Revenue (000) Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Best Case Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Cost Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Expected Revenue Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Margin Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Revenue Summary Forecast Facts.% Chg Quarter Ago Forecast Summary Worst Case Summary Forecast Facts.% Chg Year Ago Forecast Summary Best Case Summary Forecast Facts.% Chg Year Ago Forecast Summary Cost Summary Forecast Facts.% Chg Year Ago Forecast Summary Expected Revenue Summary Forecast Facts.% Chg Year Ago Forecast Summary Margin Summary Forecast Facts.% Chg Year Ago Forecast Summary Revenue Summary Forecast Facts.% Chg Year Ago Forecast Summary Worst Case Summary Forecast Facts.Change in Summary Forecast from Prior (000)

Description Quota Revenue for a given individual on a given quota or quota plan in a given time period Quota Revenue in 1000s for a given individual on a given quota or quota plan in a given time period percentage change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.153

Percentage change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior percentage change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.154

12.2.155

Percentage change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior percentage change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.156

12.2.157

percentage change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.158

percentage change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.159

percentage change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior percentage change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.160

12.2.161

percentage change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior percentage change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.162

12.2.163

percentage change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.164

Change in Summary Forecast Revenue for a given individual in a given forecast series between one forecast date and the immediately preceeding forecast date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-312

Sales Analytics

No 12.2.165

Metric Name Summary Forecast Facts.Chg Quarter Ago Forecast Summary Best Case Summary Forecast Facts.Chg Quarter Ago Forecast Summary Cost Summary Forecast Facts.Chg Quarter Ago Forecast Summary Expected Revenue Summary Forecast Facts.Chg Quarter Ago Forecast Summary Margin Summary Forecast Facts.Chg Quarter Ago Forecast Summary Revenue Summary Forecast Facts.Chg Quarter Ago Forecast Summary Worst Case Summary Forecast Facts.Chg Year Ago Forecast Summary Best Case Summary Forecast Facts.Chg Year Ago Forecast Summary Cost Summary Forecast Facts.Chg Year Ago Forecast Summary Expected Revenue Summary Forecast Facts.Chg Year Ago Forecast Summary Margin Summary Forecast Facts.Chg Year Ago Forecast Summary Revenue Summary Forecast Facts.Chg Year Ago Forecast Summary Worst Case Summary Forecast Facts.Forecast Summary Best Case Summary Forecast Facts.Forecast Summary Best Case (000) Summary Forecast Facts.Forecast Summary Cost

Description change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.166

change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.167

12.2.168

Change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.169

12.2.170

change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one quarter prior

12.2.171

change in Summary Best Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.172

change in Summary Cost for a given individual in a given forecast series between a given forecast date and a forecast date one year prior change in Summary Expected Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.173

12.2.174

change in Summary Margin for a given individual in a given forecast series between a given forecast date and a forecast date one year prior change in Summary Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.175

12.2.176

change in Summary Worst Case Revenue for a given individual in a given forecast series between a given forecast date and a forecast date one year prior

12.2.177

Summary Best Case Revenue for a given individual in a given forecast series on a given forecast date Summary Best Case Revenue in 1000s for a given individual in a given forecast series on a given forecast date Summary Cost for a given individual in a given forecast series on a given forecast date

12.2.178

12.2.179

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-313

Sales Analytics

No 12.2.180

Metric Name Summary Forecast Facts.Forecast Summary Cost (000) Summary Forecast Facts.Forecast Summary Expected Revenue Summary Forecast Facts.Forecast Summary Expected Revenue (000) Summary Forecast Facts.Forecast Summary Margin Summary Forecast Facts.Forecast Summary Margin (000) Summary Forecast Facts.Forecast Summary Revenue Summary Forecast Facts.Forecast Summary Revenue (000) Summary Forecast Facts.Forecast Summary Worst Case Summary Forecast Facts.Forecast Summary Worst Case (000) Summary Forecast Facts.Prior Forecast Summary Best Case (000) Summary Forecast Facts.Prior Forecast Summary Expected Revenue (000) Summary Forecast Facts.Prior Forecast Summary Revenue (000) Summary Forecast Facts.Prior Forecast Summary Worst Case (000) Summary Forecast Facts.Quarter Ago Forecast Summary Best Case Summary Forecast Facts.Quarter Ago Forecast Summary Cost Summary Forecast Facts.Quarter Ago Forecast Summary Expected Revenue

Description Summary Cost in 1000s for a given individual in a given forecast series on a given forecast date Summary Expected Revenue for a given individual in a given forecast series on a given forecast date Summary Expected Revenue in 1000s for a given individual in a given forecast series on a given forecast date Summary Margin for a given individual in a given forecast series on a given forecast date Summary Margin in 1000s for a given individual in a given forecast series on a given forecast date Summary Revenue for a given individual in a given forecast series on a given forecast date Summary Revenue in 1000s for a given individual in a given forecast series on a given forecast date Summary Worst Case Revenue for a given individual in a given forecast series on a given forecast date Summary Worst Case Revenue in 1000s for a given individual in a given forecast series on a given forecast date Summary Best Case Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Expected Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.181

12.2.182

12.2.183

12.2.184

12.2.185

12.2.186

12.2.187

12.2.188

12.2.189

12.2.190

12.2.191

Summary Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date Summary Worst Case Revenue in 1000s for a given individual in a given forecast series on a forecast date immediately preceeding a given forecast date

12.2.192

12.2.193

Summary Best Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.194

Summary Cost for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date Summary Expected Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.195

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-314

Sales Analytics

No 12.2.196

Metric Name Summary Forecast Facts.Quarter Ago Forecast Summary Margin Summary Forecast Facts.Quarter Ago Forecast Summary Revenue Summary Forecast Facts.Quarter Ago Forecast Summary Worst Case Summary Forecast Facts.Year Ago Forecast Summary Best Case Summary Forecast Facts.Year Ago Forecast Summary Cost Summary Forecast Facts.Year Ago Forecast Summary Expected Revenue Summary Forecast Facts.Year Ago Forecast Summary Margin Summary Forecast Facts.Year Ago Forecast Summary Revenue Summary Forecast Facts.Year Ago Forecast Summary Worst Case

Description Summary Margin for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date Summary Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.197

12.2.198

Summary Worst Case Revenue for a given individual in a given forecast series on a forecast date one quarter prior to a given forecast date

12.2.199

Summary Best Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Summary Cost for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Summary Expected Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.200

12.2.201

12.2.202

Summary Margin for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Summary Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date Summary Worst Case Revenue for a given individual in a given forecast series on a forecast date one year prior to a given forecast date

12.2.203

12.2.204

12.3 Sales - CRM Orders

No 12.3.1 Metric Name Order Discounts and Margin.% Chg Quarter Ago Order Item Margin Order Discounts and Margin.% Chg Year Ago Order Item Margin Order Discounts and Margin.Average Order Discount (%) Order Discounts and Margin.Average Order Item Discount Order Discounts and Margin.Average Order Item Margin Description Percentage change in order item margin, this quarter over last quarter

12.3.2

Percentage change in order item margin, this year over last year

12.3.3

Average order discount % at the order level

12.3.4

Average order item discount amount

12.3.5

Total order item margin averaged over product quantity should be used with the Product dimension

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-315

Sales Analytics

No 12.3.6

Metric Name Order Discounts and Margin.Chg Quarter Ago Order Item Margin Order Discounts and Margin.Chg Year Ago Order Item Margin Order Discounts and Margin.Order Costs Contract Order Discounts and Margin.Order Costs NonContract Order Discounts and Margin.Order Item Discount (%) Order Discounts and Margin.Order Item Discount Amount Order Discounts and Margin.Order Item Margin Order Discounts and Margin.Order Item Margin (%) Order Discounts and Margin.Quarter Ago Order Item Margin Order Discounts and Margin.Quintile Order Item Margin Order Discounts and Margin.Total Order Costs Order Discounts and Margin.Year Ago Order Item Margin Order Execution.# Obsolete Order Line Items Order Execution.# of Accounts with Orders Order Execution.# of Contacts with Orders Order Execution.# of Opportunities with Orders Order Execution.# of Order Line Items Order Execution.# of Orders Order Execution.# of Orders Moving Avg Order Execution.# of Products with Orders

Description Change in order item margin, this quarter over last quarter

12.3.7

Change in order item margin, this year over last year

12.3.8

Total cost of all order items covered under contract

12.3.9

Total cost of all order items not covered under contract

12.3.10

Order Item Discount %

12.3.11

Order Discount at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Order Margin at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Order Item Margin expressed as a % of Revenue

12.3.12 12.3.13

12.3.14

Order item margin from a quarter ago

12.3.15

Order item margin quintile rank, between 1-5, ie 1 means order item margin is in the top 20% Total cost of all order items Order item margin from a year ago

12.3.16 12.3.17

12.3.18

Number of order line items that have a requested ship date earlier then or equal to the product obsolescence date The product obsolescence date is the 'Effective To' date on the product dimension record Total # of Accounts with Orders Total # of Contacts with Orders Total # of Opportunities with Orders Number of order line items Count of # of Orders 3 period moving average for number of orders Total # of Products with at least one order

12.3.19 12.3.20 12.3.21 12.3.22 12.3.23 12.3.24 12.3.25

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-316

Sales Analytics

No 12.3.26

Metric Name Order Execution.% Chg Quarter Ago Average Days Outstanding Order Execution.Average # of days from Quote Order Execution.Average Days Outstanding Order Execution.Average Order Age Order Execution.Average Order Size Order Execution.Chg Quarter Ago Average Days Outstanding Order Execution.Cumulative Shipped Revenue Order Execution.Line Item Shipped Revenue Order Execution.Quantity Requested Order Execution.Quantity Shipped Order Execution.Quarter Ago Average Days Outstanding Order Execution.Quarter Ago Cumulative Shipped Revenue Order Execution.Quote to Order Conversion % (Qty) Order Execution.Requested Ship Days Order Execution.Shipping Days Order Execution.Shipping Delay Order Execution.Total # of Order Contacts Order Execution.Total Shipped Revenue Order Item Revenue.% Chg Quarter Ago Average Order Item Revenue Order Item Revenue.% Chg Quarter Ago Order Item Revenue Order Item Revenue.% Chg Year Ago Average Order Item Revenue

Description Percentage change in order average days outstanding, this quarter over last quarter

12.3.27 12.3.28 12.3.29 12.3.30 12.3.31

Average number of days between order date and quote date Average number of days that order is outstanding, ie data warehouse refresh date is greater than order requested ship date Average number of days between order date and data warehouse refresh date Average total order size excluding tax and freight Change in order average days outstanding, this quarter over last quarter

12.3.32

Running sum of Total Shipped Revenue

12.3.33 12.3.34 12.3.35 12.3.36

Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts Quantity of order line items requested Quantity of order line items shipped Order average days outstanding from a quarter ago

12.3.37

Running sum of Total Shipped Revenue for a period one quarter before a given period

12.3.38 12.3.39

Requested product quantity on a quote line expressed as a percentage of requested product quantity on the converted order line Number of days between order date and requested ship date

12.3.40 12.3.41 12.3.42 12.3.43 12.3.44

Number of days between order date and must deliver by date Number of days between the 'Must Deliver Date' of an order item and its requested shipping date The number of contacts that have placed at least 1 order the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts Percentage change in average order item revenue, this quarter over last quarter

12.3.45

Percentage change in order item revenue, this quarter over last quarter

12.3.46

Percentage change in average order item revenue, this year over last year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-317

Sales Analytics

No 12.3.47

Metric Name Order Item Revenue.% Chg Year Ago Order Item Revenue Order Item Revenue.Average Order Item Revenue Order Item Revenue.Average Order Starting Price Order Item Revenue.Average Ordered Selling Price Order Item Revenue.Chg Quarter Ago Average Order Item Revenue Order Item Revenue.Chg Quarter Ago Order Item Revenue Order Item Revenue.Chg Year Ago Average Order Item Revenue Order Item Revenue.Chg Year Ago Order Item Revenue Order Item Revenue.Child Product Order Quantity Order Item Revenue.Order Item Revenue Order Item Revenue.Parent Product Order Quantity Order Item Revenue.Quarter Ago Average Order Item Revenue Order Item Revenue.Quarter Ago Order Item Revenue Order Item Revenue.Year Ago Average Order Item Revenue Order Item Revenue.Year Ago Order Item Revenue Order Revenue.# of Orders Order Revenue.# of Orders Moving Avg Order Revenue.% Chg Quarter Ago # of Orders Order Revenue.% Chg Quarter Ago Total Order Revenue

Description Percentage change in order item revenue, this year over last year

12.3.48

the average order item revenue excluding header-level discounts should be used with the Product dimension Order item price before discounts averaged over quantity should be used with the Product dimension Average Order Selling price for a given product excluding header-level discount

12.3.49

12.3.50

12.3.51

Change in average order item revenue, this quarter over last quarter

12.3.52

Change in order item revenue, this quarter over last quarter

12.3.53

Change in average order item revenue, this year over last year

12.3.54

Change in order item revenue, this year over last year

12.3.55 12.3.56 12.3.57 12.3.58

Ordered quantity of the child product This metric is used in comparison with the parent product order quantity in product bundle analysis Order Revenue at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Ordered quantity of the parent product This metric is used in comparison with the child product order quantity in product bundle analysis Average order item revenue from a quarter ago

12.3.59

Order item revenue from a quarter ago

12.3.60

Average order item revenue from a year ago

12.3.61 12.3.62 12.3.63 12.3.64 12.3.65

Order item revenue from a year ago Count of # of Orders 3 period moving average for number of orders Percentage change in number of orders, this quarter over last quarter Percentage change in total order revenue, this quarter over last quarter

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-318

Sales Analytics

No 12.3.66

Metric Name Order Revenue.% Chg Year Ago Total Order Revenue Order Revenue.Average Order Size Order Revenue.Chg Quarter Ago # of Orders Order Revenue.Chg Quarter Ago Total Order Revenue Order Revenue.Chg Year Ago Total Order Revenue Order Revenue.Cumulative Order Revenue Order Revenue.Order Revenue Moving Avg Order Revenue.Quarter Ago # of Orders Order Revenue.Quarter Ago Total Order Revenue Order Revenue.Quarterago Cumulative Order Revenue Order Revenue.Return Order Amount Order Revenue.Return to Total Order % Order Revenue.Total Order Revenue Order Revenue.Total Order Revenue Moving Avg Order Revenue.Year Ago Total Order Revenue

Description Percentage change in total order revenue, this year over last year

12.3.67 12.3.68 12.3.69

Average total order size excluding tax and freight Change in number of orders, this quarter over last quarter Change in total order revenue, this quarter over last quarter

12.3.70 12.3.71 12.3.72 12.3.73 12.3.74 12.3.75

Change in total order revenue, this year over last year is a running sum of Total Order Revenue measured 3 period moving average for total order item revenue without adjustments Number of orders from a quarter ago Total order revenue from a quarter ago is a running sum of Total Order Revenue measured for a period one quarter prior to a given period Total order amount of return orders It is calculated by adding to the gross order amount, the freight and taxs and subtracting the adjustments (discounts) Return order amount expressed as a percentage of the total order revenue Order Revenue excluding Tax and Freight 3 period moving average for total order header revenue after adjustments Total order revenue from a year ago

12.3.76 12.3.77 12.3.78 12.3.79 12.3.80

12.4 Sales - CRM Pipeline

No 12.4.1 Metric Name Historical Pipeline Facts.% Chg Quarter Ago Historical Expected Revenue Historical Pipeline Facts.% Chg Quarter Ago Historical Opportunity Revenue Historical Pipeline Facts.% Chg Year Ago Historical Expected Revenue Historical Pipeline Facts.% Chg Year Ago Historical Opportunity Revenue Description Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior % change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior % change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.4.2

12.4.3

12.4.4

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-319

Sales Analytics

No 12.4.5

Metric Name Historical Pipeline Facts.Chg Quarter Ago Historical Expected Revenue Historical Pipeline Facts.Chg Quarter Ago Historical Opportunity Revenue Historical Pipeline Facts.Chg Year Ago Historical Expected Revenue Historical Pipeline Facts.Chg Year Ago Historical Opportunity Revenue Historical Pipeline Facts.Historical Expected Revenue Historical Pipeline Facts.Historical Opportunity Revenue Historical Pipeline Facts.Quarter Ago Historical Expected Revenue Historical Pipeline Facts.Quarter Ago Historical Opportunity Revenue Historical Pipeline Facts.Year Ago Historical Expected Revenue Historical Pipeline Facts.Year Ago Historical Opportunity Revenue Lead Facts (pre 7.9.6).# Contacts with Leads with Revenue Lead Facts (pre 7.9.6).# of Accounts with Leads with Revenue Lead Facts (pre 7.9.6).# of Leads with Revenue Lead Facts (pre 7.9.6).Average # of Days Open for Unqualified Leads with Revenue Lead Facts (pre 7.9.6).Average # of Days to Accept Leads with Revenue

Description Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.4.6

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one quarter prior

12.4.7

Change in historical Expected Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.4.8

Change in historical Opportunity Revenue in W_PIPELINE_F from a given Pipeline Snapshot Date and the Pipeline Snapshot Date one year prior

12.4.9

Historical Expected Revenue from the W_PIPELINE_F table

12.4.10

Historical Opportunity Revenue from the W_PIPELINE_F table

12.4.11

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.4.12

Displays historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one quarter prior to a given Pipeline Snapshot Date

12.4.13

Historical Expected Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date Historical Opportunity Revenue from the W_PIPELINE_F table for a Pipeline Snapshot Date one year prior to a given Pipeline Snapshot Date Total # of Contacts with Opportunities

12.4.14

12.4.15

12.4.16

Total # of Accounts with Opportunities

12.4.17 12.4.18

Count of # of Opportunities with a 'Lead' status The average number of daysthat unqualified leads are in an 'open'status Leads with revenue are opportunities with an 'Unqualified Lead' status

12.4.19

The number of days, averaged over opportunity owners, taken to accept leads Leads with revenue are opportunities with a 'Lead' status

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-320

Sales Analytics

No 12.4.20 12.4.21 12.4.22 12.4.23 12.4.24 12.4.25 12.4.26 12.4.27 12.4.28 12.4.29

Metric Name Lead Facts.# Leads Converted Lead Facts.# Leads Rejected Lead Facts.# of Accepted Leads Lead Facts.# of Contacts with Leads Lead Facts.# of Customer with Leads Lead Facts.# of Leads Lead Facts.Avg # of Days Open for Unqualified Leads Lead Facts.Leads to Opportunity Conversion(%) Pipeline Detail Facts.# of Products Pipeline Detail Facts.Closed Detail Revenue Pipeline Detail Facts.Expected Detail Revenue Pipeline Detail Facts.Opportunity Detail Revenue Pipeline Facts.# of Accounts Pipeline Facts.# of Open Opportunities Pipeline Facts.# of Opportunities Pipeline Facts.Closed Detail Revenue Pipeline Facts.Closed Revenue Pipeline Facts.Cumulative % of All Employee Closed Revenue Pipeline Facts.Cumulative % of Sales Method Opportunity Revenue Pipeline Facts.Cumulative Closed Revenue Pipeline Facts.Cumulative Expected Revenue Pipeline Facts.Cumulative Opportunity Revenue Pipeline Facts.Expected Detail Revenue

Description Number of leads converted to opportunities # Leads rejected by assignee Number of Leads accepted by assignee Number of B2B Contacts that create leads Number of Customers that create leads Number of leads created Average number of days took to covert the leads to opportunity Number of leads converted to opportunity expressed as a percentage counts the # of Products Closed Revenue at the detail Revenue item level Use with the Product dimension

12.4.30

Expected Revenue at the detail Revenue item level Use with the Product dimension

12.4.31

Opportunity Revenue at the detail Revenue item level Use with the Product dimension

12.4.32 12.4.33 12.4.34 12.4.35 12.4.36 12.4.37

Total # of Accounts with Opportunities Count # of Opportunities that are in 'Open' status category Count of # of Opportunities Closed Revenue at the detail Revenue item level Use with the Product dimension Total Revenue of opportunities with an Open (not Closed) status Running sum of opportunity revenue expressed a percentage of opportunity revenue associated across all opportunity owners Running sum of sales method opportunity revenue to opportunity revenue expressed as a percentage Running sum of Closed Revenue Running sum of Expected Revenue Running sum of Opportunity Revenue Expected Revenue at the detail Revenue item level Use with the Product dimension

12.4.38

12.4.39 12.4.40 12.4.41 12.4.42

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-321

Sales Analytics

No 12.4.43 12.4.44 12.4.45 12.4.46

Metric Name Pipeline Facts.Expected Revenue Pipeline Facts.Opportunity Detail Revenue Pipeline Facts.Opportunity Revenue Pipeline Facts.Sales Method Cumulative Opportunity Revenue Pipeline Facts.Sales Method Opportunity Revenue Sales Cycle Facts.# Days in Stage Sales Cycle Facts.# of Moved Deals Sales Cycle Facts.Average Deal Size Sales Cycle Facts.Average Sales Cycle Sales Cycle Facts.Max Days in Stage Sales Cycle Facts.Opportunity Average Days Open Win Loss Facts.# of Competitive Opportunities Win Loss Facts.# of Losses Win Loss Facts.# of Wins Win Loss Facts.Close Rate Win Loss Facts.Competitive Opportunity Revenue Win Loss Facts.Loss Rate Win Loss Facts.Lost Detail Revenue Win Loss Facts.Lost Revenue Win Loss Facts.Win Rate

Description Expected Revenue for the opportunity Opportunity Revenue at the detail Revenue item level Use with the Product dimension Revenue at the opportunity header level Running sum of opportunity revenue consolidated for a sales method

12.4.47

Opportunity revenue consolidated for a sales method

12.4.48 12.4.49 12.4.50 12.4.51 12.4.52 12.4.53

# of days between the latest ETL date and the date a given Opportunity entered its current Sales Stage # of Opportunities that have started a new Sales Stage in a given period It is only applicable to dimension Time and Opportunity Average Opportunity Size for closed opportunities Average time in days from an Opportunity's creation to its closure as Closed-Won Maximum number of days an opportunity should be in a given Sales Stage # of Days an Opportunity has been Open

12.4.54 12.4.55 12.4.56 12.4.57 12.4.58

# of Opportunities that have a Primary Competitor # of Closed-Lost Opportunities # of Closed-Won Opportunities Displays the # of Wins divided by the # of Opportunities Opportunity Revenue for those Opportunities that have a Primary Competitor

12.4.59 12.4.60 12.4.61 12.4.62

# of Losses divided by the Total # of Wins and Losses Lost Opportunity Revenue at the detail Revenue item level Use with the Product dimension Lost Opportunity Revenue # of Wins divided by the Total # of Wins and Losses

12.5 Sales - CRM Products

No 12.5.1 12.5.2 12.5.3 Metric Name Order Facts.# of Accounts with Orders Order Facts.# of Opportunities with Orders Order Facts.# of Orders Description Total # of Accounts with Orders Total # of Opportunities with Orders Count of # of Orders

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-322

Sales Analytics

No 12.5.4 12.5.5 12.5.6 12.5.7 12.5.8 12.5.9 12.5.10 12.5.11 12.5.12 12.5.13 12.5.14 12.5.15 12.5.16 12.5.17 12.5.18 12.5.19 12.5.20 12.5.21 12.5.22

Metric Name Order Facts.% Chg Quarter Ago # of Orders Order Facts.Actual Net Margin per Order Order Facts.Average Order Item Discount Order Facts.Average Ordered Selling Price Order Facts.Chg Quarter Ago # of Orders Order Facts.Order Item Discount (%) Order Facts.Order Item Margin Order Facts.Order Item Margin (%) Order Facts.Order Item Revenue Order Facts.Placed order within months Order Facts.Quantity Requested Order Facts.Quarter Ago # of Orders Order Facts.Quintile Order Item Margin Order Facts.Shipping Delay Order Facts.Total Order Revenue Product Facts.# of Attribute Values Product Facts.# of Attributes Product Facts.# of Products Product Facts.# of Products Purchased by Account Product Facts.# of Products Purchased by Contact Product Facts.# Purchasers of Next Product Product Facts.# Purchasers Selected Product Product Facts.% of Next Product Purchase (Accounts)

Description Percentage change in number of orders, this quarter over last quarter Total net margin earned from the orders booked (includes deducting marketing cost) divided by the # of Orders Average order item discount amount Average Order Selling price for a given product excluding header-level discount Change in number of orders, this quarter over last quarter Order Item Discount expressed as a % of Revenue Order Margin at the line item level, excluding Tax and Freight and header-level discounts Should be used with the Product dimension Order Item Margin expressed as a % of Revenue Order Revenue at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Selects all contacts/Accounts who have placed order within the specified # of months Quantity of order line items requested Number of orders from a quarter ago Order item margin quintile rank, between 1-5, ie 1 means order item margin is in the top 20% Number of days between the 'Must Deliver Date' of an order item and its requested shipping date0 Order Revenue excluding Tax and Freight Count of product attribute values Count of product attributes counts the # of Products Total # of products pruchased by a specified account

12.5.23

Total # of products pruchased by a specified contact

12.5.24 12.5.25

Metric used in the Next Product Purchased Report # of Purchasers of selected Product

12.5.26

the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-323

Sales Analytics

No 12.5.27

Metric Name Product Facts.% of Next Product Purchased (Contacts) Product Facts.% of Overlapping Customers by Products (Accounts) Product Facts.% of Overlapping Purchases by Products (Accounts) Product Facts.Cumulative Revenue Earned Product Facts.Cumulative Units Sold Product Facts.Maximum Product Quantity Ordered Product Facts.Minimum Product Quantity Ordered Product Facts.Product Quantity Ordered

Description the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Contact This metric is used in the Product Propensity Report

12.5.28

12.5.29

% of Orders for a given Product that also include a given Market Basket Product

12.5.30 12.5.31 12.5.32 12.5.33 12.5.34

Revenue Earned from a product, cumulated over time # of Units sold of product, cumulated over time The maximum order quantity for a product The minimum order quantity for a product Quantity of product at the order item level

12.6 Sales - CRM Quotes

No 12.6.1 12.6.2 12.6.3 12.6.4 12.6.5 12.6.6 12.6.7 12.6.8 12.6.9 12.6.10 12.6.11 12.6.12 12.6.13 Metric Name Order Facts.# of Orders Order Facts.Average # of days from Quote Order Facts.Order Item Cost Order Facts.Order Item Discount (%) Order Facts.Order Item Margin Order Facts.Order Item Margin (%) Order Facts.Order Item Revenue Order Facts.Quantity Requested Order Facts.Quantity Shipped Order Facts.Total Order Revenue Product Facts.# of Attribute Values Product Facts.# of Attributes Product Facts.# of Products Description Count of # of Orders Average number of days between order date and quote date Total order item cost Order Item Discount % Order Margin at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Order Item Margin expressed as a % of Revenue Order Revenue at the line item level, excluding Tax and Freight and header-level discounts should be used with the Product dimension Quantity of order line items requested Quantity of order line items shipped Order Revenue excluding Tax and Freight Count of number of attribute values for a product Count of number of attributes for a product Counts the # of Products

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-324

Sales Analytics

No 12.6.14

Metric Name Product Facts.# of Products Purchased by Account Product Facts.# of Products Purchased by Contact Product Facts.# Purchasers of Next Product Product Facts.# Purchasers of Next Product (Accounts) Product Facts.# Purchasers Selected Product Product Facts.% of Next Product Purchase (Accounts) Product Facts.% of Next Product Purchased (Contacts) Product Facts.% of Overlapping Customers by Products (Accounts) Product Facts.% of Overlapping Purchases by Products (Accounts) Product Facts.Cumulative Revenue Earned Product Facts.Cumulative Units Sold Product Facts.Maximum Product Quantity Ordered Product Facts.Minimum Product Quantity Ordered Product Facts.Product Quantity Ordered Quote Discounts and Margin.% Chg Quarter Ago Quote Item Average Discount % Quote Discounts and Margin.% Chg Quarter Ago Quote Item Ordered Margin Quote Discounts and Margin.% Chg Quarter Ago Quoted Item Cost Quote Discounts and Margin.% Chg Quarter Ago Quoted Item Margin Quote Discounts and Margin.% Chg Year Ago Quoted Item Cost

Description Total # of products pruchased by a specified account

12.6.15

Total # of products pruchased by a specified contact

12.6.16 12.6.17

Metric used in the Next Product Purchased Report # of Accounts for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account # of Purchasers of selected Product

12.6.18

12.6.19

% of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account Used in the Next Product Purchased Report

12.6.20

12.6.21

Used in the Product Propensity Report

12.6.22

% of Orders for a given Product that also include a given Market Basket Product

12.6.23 12.6.24 12.6.25 12.6.26 12.6.27 12.6.28

Revenue Earned from a product, cumulated over time # of Units sold of product, cumulated over time The maximum quantity for which an order has been placed for a product The minimum quantity for which an order has been placed for a product Quantity of product at the order item level Percentage change in Quote Item Average Discount % between current and previous quarter

12.6.29

Percent change in Quote Item Ordered Margin between current and previous quarter

12.6.30

Percent change in Quoted item cost between current and previous quarter

12.6.31

Percent change in quoted item margin between current and previous quarter

12.6.32

Percent change in Quoted item cost between current and previous year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-325

Sales Analytics

No 12.6.33

Metric Name Quote Discounts and Margin.% Chg Year Ago Quoted Item Margin Quote Discounts and Margin.Chg Quarter Ago Quote Item Average Discount % Quote Discounts and Margin.Chg Quarter Ago Quote Item Ordered Margin Quote Discounts and Margin.Chg Quarter Ago Quoted Item Cost Quote Discounts and Margin.Chg Quarter Ago Quoted Item Margin Quote Discounts and Margin.Chg Year Ago Quoted Item Cost Quote Discounts and Margin.Chg Year Ago Quoted Item Margin Quote Discounts and Margin.Quarter Ago Quote Item Average Discount % Quote Discounts and Margin.Quarter Ago Quote Item Ordered Margin Quote Discounts and Margin.Quarter Ago Quoted Item Cost Quote Discounts and Margin.Quarter Ago Quoted Item Margin Quote Discounts and Margin.Quote Item Average Discount % Quote Discounts and Margin.Quote Item Discount Amount Quote Discounts and Margin.Quote Item Ordered Cost Quote Discounts and Margin.Quote Item Ordered Margin Quote Discounts and Margin.Quoted Item Cost Quote Discounts and Margin.Quoted Item Margin

Description Percent change in Quoted item margin between current and previous year

12.6.34

Change in Quote Item Average Discount % between current and previous quarter

12.6.35

Change in Quote Item Ordered Margin between current and previous quarter

12.6.36

Change in Quoted item cost between current and previous quarter

12.6.37

Change in quoted item margin between current and previous quarter

12.6.38

Change in Quoted item cost between current and previous year

12.6.39

Change in Quoted item margin between current and previous year

12.6.40

Quote item average discount % as of a quarter ago

12.6.41

Quote Item Ordered Margin as of a quarter ago

12.6.42

Quoted item cost as of a quarter ago

12.6.43

Quoted item margin as of a quarter ago from current date

12.6.44

Quote item discount averaged across quote request quantities for the product,expressed as a percentage of the Start Price Total item discount amount for the quote line

12.6.45

12.6.46

Product cost of quote items that have been converted to orders

12.6.47

Margin for quote items that have been converted to orders

12.6.48 12.6.49

Total cost amount for the quoted product Calculated by multiplying the unit cost of the product by the quote request quantity Quoted margin amount for the item Calculated by multiplying the unit quoted net price by the quantity requested Quoted net price is the price after discounts

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-326

Sales Analytics

No 12.6.50

Metric Name Quote Discounts and Margin.Year Ago Quoted Item Cost Quote Discounts and Margin.Year Ago Quoted Item Margin Quote Item Facts.# of NRC Quote Items Quote Item Facts.# of Quote Items Quote Item Facts.% Chg Quarter Ago # of NRC Quote Items Quote Item Facts.% Chg Quarter Ago # of Quote Items Quote Item Facts.% Chg Quarter Ago Quote Item Ordered Revenue Quote Item Facts.% Chg Quarter Ago Quote Item Revenue Quote Item Facts.% Chg Year Ago # of NRC Quote Items Quote Item Facts.% Chg Year Ago # of Quote Items Quote Item Facts.% Chg Year Ago Quote Item Revenue Quote Item Facts.Average Item Start Price Quote Item Facts.Average Item Unit Net Price Quote Item Facts.Chg Quarter Ago # of NRC Quote Items Quote Item Facts.Chg Quarter Ago # of Quote Items Quote Item Facts.Chg Quarter Ago Quote Item Ordered Revenue Quote Item Facts.Chg Quarter Ago Quote Item Revenue Quote Item Facts.Chg Year Ago # of NRC Quote Items Quote Item Facts.Chg Year Ago # of Quote Items

Description Total cost amount for the quoted product as of a year ago

12.6.51

Year ago quoted margin amount for the item

12.6.52 12.6.53 12.6.54

Number of quote lines that have Non Recurring Charge products Total number of of quote lines Percent change in # of NRC Quote Items between current and previous quarter

12.6.55

Percentage change in # of quote items between this quarter and the previous quarter

12.6.56

Percent change in Quote Item Ordered Revenue between this quarter and the previous quarter Percentage change in quote item revenue between this quarter and the previous quarter Percent Change in # of NRC Quote Items between this year and the previous year

12.6.57

12.6.58

12.6.59 12.6.60

Percent change in # of quote items between this year and the previous year Percentage change in quote item revenue between this year and the previous year

12.6.61 12.6.62 12.6.63

The average start price for a quoted product Start price is the price before discounts Average net price for a quoted product Net price is the price after discounts Change in # of NRC Quote Items between current and previous quarter

12.6.64

Change in # of quote items between this quarter and the previous quarter

12.6.65

Change in Quote Item Ordered Revenue between this quarter and the previous quarter

12.6.66

Change in quote item revenue between this quarter and the previous quarter

12.6.67 12.6.68

Change in # of NRC Quote Items between this year and the previous year Change in # of quote items between this year and the previous year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-327

Sales Analytics

No 12.6.69 12.6.70 12.6.71 12.6.72

Metric Name Quote Item Facts.Chg Year Ago Quote Item Revenue Quote Item Facts.Quarter Ago # of NRC Quote Items Quote Item Facts.Quarter Ago # of Quote Items Quote Item Facts.Quarter Ago Quote Item Ordered Revenue Quote Item Facts.Quarter Ago Quote Item Revenue Quote Item Facts.Quote Item # of Accounts Quote Item Facts.Quote Item # of Contacts Quote Item Facts.Quote Item # of Opportunities Quote Item Facts.Quote Item # of Products Quote Item Facts.Quote Item Ordered Revenue Quote Item Facts.Quote Item Quantity Requested Quote Item Facts.Quote Item Quantity Shipped Quote Item Facts.Quote Item Revenue Quote Item Facts.Year Ago # of NRC Quote Items Quote Item Facts.Year Ago # of Quote Items Quote Item Facts.Year Ago Quote Item Revenue Quote Revenue.# of Quotes Quote Revenue.% Chg Quarter Ago Quote Lost Revenue Quote Revenue.% Chg Quarter Ago Total Quote Revenue Quote Revenue.% Chg Year Ago Quote Lost Revenue Quote Revenue.% Chg Year Ago Total Quote Revenue Quote Revenue.Chg Quarter Ago Quote Lost Revenue

Description Change in quote item revenue between this year and the previous year # of Non Recurring Charge quote items as of a quarter ago from current date # of quote items as of a quarter ago Quote item ordered revenue as of a quarter ago from current date

12.6.73 12.6.74 12.6.75 12.6.76 12.6.77 12.6.78 12.6.79 12.6.80 12.6.81 12.6.82 12.6.83 12.6.84 12.6.85 12.6.86

Quote item revenue as of a quarter ago from current date Number of customers associated to at least one quote Number of contacts associated to at least one quote Distinct number of opportunities that have at least quote associated to them Distinct numner of products associated to at least one quote Order revenue of the quote item Product quantity requested for the quote item Product quantity shipped for the quote item Revenue amount of the quote item Calculated by multiplying the net price for the quoted product by the quote request quantity # of Non Recurring Charge quote items as of a year ago from current date Number of lines across all quotes as of a year ago Revenue amount of the quote item as of a year ago Count of # of quotes Percentage change in quote lost revenue between this quarter and the previous quarter

12.6.87

Percentage change in total quote revenue between this quarter and the previous quarter Percentage change in quote lost revenue between this year and the previous year

12.6.88

12.6.89

Percentage change in total quote revenue between this year and the previous year

12.6.90

Change in quote lost revenue between this quarter and the previous quarter

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-328

Sales Analytics

No 12.6.91

Metric Name Quote Revenue.Chg Quarter Ago Total Quote Revenue Quote Revenue.Chg Year Ago Quote Lost Revenue Quote Revenue.Chg Year Ago Total Quote Revenue Quote Revenue.Quarter Ago Quote Lost Revenue Quote Revenue.Quarter Ago Total Quote Revenue Quote Revenue.Quote Lost Revenue Quote Revenue.Quote to Order Conversion % (# Quotes) Quote Revenue.Total Quote Revenue Quote Revenue.Year Ago Quote Lost Revenue Quote Revenue.Year Ago Total Quote Revenue

Description Change in total quote revenue between this quarter and the previous quarter

12.6.92 12.6.93 12.6.94 12.6.95 12.6.96 12.6.97

Change in quote lost revenue between this year and the previous year Change in total quote revenue between this year and the previous year Quote lost revenue as of a quarter ago from current date Total quote lost revenue as of a quarter ago from current date Net Revenue amount of the quote with a lost status Calculated by summing up the product of roll up net price for the quote item by the requested quantity Number of quotes converted to orders expressed as a percentage of the total number of quotes0 Quote item revenue based on the Start Price of the quote, ie, price before discount Net Revenue amount of the quote with a lost status as of a year ago Total revenue for the quote as of a year agoCalculated by multiplying quote rolled up net price by quantity requested

12.6.98 12.6.99 12.6.100

12.7 Sales - CRM Sales Activity

No 12.7.1 12.7.2 12.7.3 12.7.4 12.7.5 12.7.6 12.7.7 12.7.8 12.7.9 12.7.10 12.7.11 12.7.12 12.7.13 12.7.14 Metric Name Facts.# of Activities Facts.# of Cancelled SRs Facts.# of Closed Activities Facts.# of Closed SRs Facts.# of Contacts with Activities Facts.# of Critical SRs Facts.# of Customers with Activities Facts.# of Employees with Activities Facts.# of Open Activities Facts.# of Open SRs Facts.# of Partners with Activities Facts.Activity Completion Rate % Facts.Average # of Activities per Employee Facts.Average # of Activities per Opportunity Description Number of additional employees created since the time of the last ETL incremental update Number of cancelled service requests Number of activities that are in the statuses of Declined, Cancelled or Done Number of closed service requests Number of contacts with activities Number of critical service requests Number of accounts with activities Number of employees with activities Number of activities that are not in the statuses of Declined, Cancelled or Done Number of open service requests Number of partners that have activities associated with them Percentage of closed activities (Declined, Cancelled & Done) over total number of activities Average number of activities per employee Average number of activities per opportunity

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-329

Sales Analytics

12.8 Sales - CRM Usage Accelerator Current

No 12.8.1 12.8.2 Metric Name Fact - Account.# Accounts needing Coverage Fact - Account.# Accounts needing New Activity Fact - Account.# Accounts needing New Contact Fact - Account.# Accounts w/ Missing Address Fact - Account.# Accounts w/ Missing City Fact - Account.# Accounts w/ Missing Phone Fact - Account.# Accounts w/ Missing State Fact - Account.# Accounts w/ Missing Zipcode Fact - Account.# Accounts with No Activity Fact - Account.# Accounts with No Contact Fact - Account.# Active Accounts Fact - Account.# Complete Accounts Fact - Account.# Incomplete Accounts Fact - Account.Account Completeness Score Fact - Account.Account Coverage Score Fact - Contact.# Active Contacts Fact - Contact.# Complete Contacts Fact - Contact.# Contacts needing Coverage Fact - Contact.# Contacts needing New Activity Fact - Contact.# Contacts w/ Missing Address Description Number of Accounts that need a new Contact or a new Activity Number of Accounts that have not had a new activity within the specified time frame (time frame variable : NEED_ACT_NUMDAYS) Accounts who have no Contact associated (in S_PARTY_PER), or whose last associated contact was associated long time ago (variable NEED_CON_NUMDAYS) Number of Accounts whose primary address has no data in the Address field Number of Accounts whose primary address has no data in the City field Number of Accounts whose primary address has no data in the Phone field Number of Accounts whose primary address does not have data in the State field Number of Accounts whose primary address has no data in the Zipcode field Number of Accounts without any associated Activities Number of Accounts that have not had a contact associated to them within the specified time frame (time frame variable NEED_CON_NUMDAYS) Number of Active Accounts Accounts whose primary address in S_ADDR_ORG has all of the fields (Address, City, State, Phone or Zipcode) NOT NULL Accounts whose primary address in S_ADDR_ORG has one of the fields (Address, City, State, Phone or Zipcode) NULL Ratio of the number of Complete Accounts to the number of Active Accounts Ratio of Covered Accounts (do not need a new Contact or Activity) to the number of Active Accounts Number of Active Contacts Number of Contacts whose primary address has data in all of the required address fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode) Number of Contacts who need a new Activity Number of Contacts that have not had a new activity within the specified time frame (time frame variable: NEED_ACT_NUMDAYS) Number of Contacts whose Primary Organization Address has no data in the Address field

12.8.3

12.8.4 12.8.5 12.8.6 12.8.7 12.8.8 12.8.9 12.8.10

12.8.11 12.8.12 12.8.13 12.8.14 12.8.15

12.8.16 12.8.17

12.8.18 12.8.19

12.8.20

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-330

Sales Analytics

No 12.8.21 12.8.22 12.8.23 12.8.24 12.8.25

Metric Name Fact - Contact.# Contacts w/ Missing City Fact - Contact.# Contacts w/ Missing Email Fact - Contact.# Contacts w/ Missing State Fact - Contact.# Contacts w/ Missing Title Fact - Contact.# Contacts w/ Missing Work Phone Fact - Contact.# Contacts w/ Missing Zipcode Fact - Contact.# Contacts with No Activity Fact - Contact.# Incomplete Contacts Fact - Contact.Contacts Completeness Score Fact - Contact.Contacts Coverage Score Fact - Opportunity.# Open Opportunities Fact - Opportunity.# Opportunities - Close Date Past Fact - Opportunity.# Opportunities needing Coverage Fact - Opportunity.# Opportunities needing New Activity Fact - Opportunity.# Opportunities needing New Contact Fact - Opportunity.# Opportunities needing Update Fact - Opportunity.# Opportunities with No Activity Fact - Opportunity.# Opportunities with No Contact Fact - Opportunity.# Unchanged Opportunities

Description Number of Contacts whose Primary Organization Address has no data in the City field Number of Contacts who have no data in the Email address field Number of Contacts whose Primary Organization Address has no data in the State field Number of Contacts who have no data in the Personal Title field Number of Contacts whose Primary Organization Address has no data in the Phone number field Number of Contacts whose Primary Organization Address has no data in the Zipcode field Number of Contacts without any associated Activities Number of Contacts that are missing data in one or more of the required fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode) Ratio of the number of Complete Contacts to the number of Active Contacts Ratio of Number of Contacts who need Coverage to the number of Active Contacts Number of Open Opportunities Number of Open Opportunities whose Closed Date has passed the current date

12.8.26

12.8.27 12.8.28

12.8.29 12.8.30 12.8.31 12.8.32

12.8.33

Number of Opportunities which need a New Contact or a New Activity

12.8.34

Number of Opportunities that have not had a new activity within the specified time frame (time frame variable: OPT_NEED_ACT_NUMDAYS) Number of Opportunities that have not had a contact associated to them within the specified time frame (time frame variable: OPT_NEED_CON_NUMDAYS) Number of Opportunities whose Closed Date has passed the current date, or who haven't been updated in the specified time frame (time frame variable: OUTDATED_NUMDAYS) Number of Opportunities without any associated Activities

12.8.35

12.8.36

12.8.37

12.8.38

Number of Opportunities without any associated Contacts

12.8.39

Number of Open Opportunities which have not been updated within the specified time frame (time frame variable: OUTDATED_NUMDAYS)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-331

Sales Analytics

No 12.8.40

Metric Name Fact Opportunity.Opportunities Coverage Score Fact Opportunity.Opportunities Update Score FINS Facts.# Active Financial Accounts FINS Facts.# Active Insurance Policies FINS Facts.# Financial Accounts needing Coverage FINS Facts.# Financial Accounts needing New Activity FINS Facts.# Financial Accounts with No Activity FINS Facts.# Insurance Policies needing Coverage FINS Facts.# Insurance Policies needing New Activity FINS Facts.# Insurance Policies with No Activity FINS Facts.Financial Account Coverage Score FINS Facts.Insurance Policy Coverage Score

Description Ratio of Number of Covered Opportunities (do not need a new Contact or Activity) to the number of Open Opportunities Ratio of opportunities which do not need an Update to the Number of Open Opportunities Number of Active Financial Accounts Number of Active Insurance Policies Number of Financial Accounts that need a new Activity for a given employee and their positional subordinates Number of Financial Accounts that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS) Number of Financial Accounts without any associated Activities for a given employee Number of Insurance Policies that need a new Activity for a given employee and their positional subordinates Number of Insurance Policies that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS) Number of Insurance Policies without any associated Activities for a given employee Ratio of Covered Financial Accounts (do not need a new Activity) to the number of Active Financial Accounts for a given employee Ratio of Covered Insurance Policies (do not need a new Activity) to the number of Active Insurance Policies for a given employee

12.8.41

12.8.42 12.8.43 12.8.44

12.8.45

12.8.46 12.8.47 12.8.48

12.8.49 12.8.50 12.8.51

12.9 Sales - CRM Usage Accelerator Summary

No 12.9.1 Metric Name Fact - Account Summary.# Accounts needing Coverage Fact - Account Summary.# Accounts needing New Activity Fact - Account Summary.# Accounts needing New Contact Fact - Account Summary.# Accounts w/ Missing Address Fact - Account Summary.# Accounts w/ Missing City Fact - Account Summary.# Accounts w/ Missing Phone Description Number of Accounts that need a new Contact or a new Activity

12.9.2

Number of Accounts that have not had a new activity within the specified time frame (time frame variable : NEED_ACT_NUMDAYS) Number of Accounts that have not had a contact associated to them within the specified time frame (time frame variable NEED_CON_NUMDAYS) Number of Accounts whose primary address has no data in the Address field

12.9.3

12.9.4

12.9.5 12.9.6

Number of Accounts whose primary address has no data in the City field Number of Accounts whose primary address has no data in the Phone field

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-332

Sales Analytics

No 12.9.7 12.9.8

Metric Name Fact - Account Summary.# Accounts w/ Missing State Fact - Account Summary.# Accounts w/ Missing Zipcode Fact - Account Summary.# Accounts with No Activity Fact - Account Summary.# Accounts with No Contact Fact - Account Summary.# Active Accounts Fact - Account Summary.# Complete Accounts Fact - Account Summary.# Incomplete Accounts Fact - Account Summary.Account Completeness Score Fact - Account Summary.Account Coverage Score Fact - Account Usage.# Account Updates Fact - Account Usage.# Created Accounts Fact - Account Usage.Average Weekly Number of Account Updates Fact - Account Usage.Average Weekly Number of Accounts Created Fact - Activity Usage.# Activity Updates Fact - Activity Usage.# Created Activities Fact - Activity Usage.Average Weekly Number of Activities Created Fact - Activity Usage.Average Weekly Number of Activity Updates Fact - Contact Summary.# Active Contacts Fact - Contact Summary.# Complete Contacts

Description Number of Accounts whose primary address does not have data in the State field Number of Accounts whose primary address has no data in the Zipcode field

12.9.9 12.9.10 12.9.11 12.9.12

Number of Accounts for whom there is no activity in S_EVT_ACT Number of Accounts without any associated Contacts Number of Active Accounts Accounts whose primary address in S_ADDR_ORG has all of the fields (Address, City, State, Phone or Zipcode) NOT NULL Accounts whose primary address in S_ADDR_ORG has one of the fields (Address, City, State, Phone or Zipcode) NULL Ratio of the number of Complete Accounts to the number of Active Accounts

12.9.13

12.9.14

12.9.15

Ratio of Covered Accounts (do not need a new Contact or Activity) to the number of Active Accounts Number of updates to an existing account Number of accounts created Total number of updates over a period of time to an existing Account, divided by the number of weeks in this period

12.9.16 12.9.17 12.9.18

12.9.19

Total number of Accounts created over a period of time, divided by the number of weeks in this period

12.9.20 12.9.21 12.9.22

Number of updates to an existing activity Number of Activities created Total number of Activities created over a period of time, divided by the number of weeks in this period

12.9.23

Total number of updates over a period of time to an existing Activity, divided by the number of weeks in this period Number of Active Contacts Number of Contacts whose primary address has data in all of the required address fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode)

12.9.24 12.9.25

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-333

Sales Analytics

No 12.9.26

Metric Name Fact - Contact Summary.# Contacts needing Coverage Fact - Contact Summary.# Contacts needing New Activity Fact - Contact Summary.# Contacts w/ Missing Address Fact - Contact Summary.# Contacts w/ Missing City Fact - Contact Summary.# Contacts w/ Missing Email Fact - Contact Summary.# Contacts w/ Missing State Fact - Contact Summary.# Contacts w/ Missing Title Fact - Contact Summary.# Contacts w/ Missing Work Phone Fact - Contact Summary.# Contacts w/ Missing Zipcode Fact - Contact Summary.# Contacts with No Activity Fact - Contact Summary.# Incomplete Contacts Fact - Contact Summary.Contact Completeness Score Fact - Contact Summary.Contact Coverage Score Fact - Contact Usage.# Contact Updates Fact - Contact Usage.# Created Contacts Fact - Contact Usage.Average Weekly Number of Contact Updates Fact - Contact Usage.Average Weekly Number of Contacts Created Fact - Opportunity Summary.# Open Opportunities Fact - Opportunity Summary.# Opportunities Close Date Past

Description Number of Contacts who need a new Activity

12.9.27

Number of Contacts that have not had a new activity within the specified time frame (time frame variable: NEED_ACT_NUMDAYS) Number of Contacts whose Primary Organization Address has no data in the Address field Number of Contacts whose Primary Organization Address has no data in the City field Number of Contacts who have no data in the Email address field Number of Contacts whose Primary Organization Address has no data in the State field Number of Contacts who have no data in the Personal Title field Number of Contacts whose Primary Organization Address has no data in the Phone number field Number of Contacts whose Primary Organization Address has no data in the Zipcode field Number of Contacts without any associated Activities Number of Contacts that are missing data in one or more of the required fields (Address, City, State, Work Phone, Job Title, Email Address or Zipcode) Ratio of the number of Complete Contacts to the number of Active Contacts

12.9.28

12.9.29 12.9.30 12.9.31 12.9.32 12.9.33

12.9.34

12.9.35 12.9.36

12.9.37

12.9.38

Ratio of Number of Contacts who need Coverage to the number of Active Contacts

12.9.39 12.9.40 12.9.41

Number of updates to an existing Contact Number of Contacts created Total number of updates over a period of time to an existing Contact, divided by the number of weeks in this period

12.9.42

Total number of Contacts created over a period of time, divided by the number of weeks in this period

12.9.43

Count of opportunities that are in a Closed status

12.9.44

Number of Open Opportunities whose Closed Date has passed the current date

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-334

Sales Analytics

No 12.9.45

Metric Name Fact - Opportunity Summary.# Opportunities needing Coverage Fact - Opportunity Summary.# Opportunities needing New Activity Fact - Opportunity Summary.# Opportunities needing New Contact Fact - Opportunity Summary.# Opportunities needing Update Fact - Opportunity Summary.# Opportunities with No Activity Fact - Opportunity Summary.# Opportunities with No Contact Fact - Opportunity Summary.# Unchanged Opportunities Fact - Opportunity Summary.Opportunities Coverage Score Fact - Opportunity Summary.Opportunities Updates Score Fact - Opportunity Usage.# Created Opportunity Fact - Opportunity Usage.# Opportunity Updates Fact - Opportunity Usage.Average Weekly Number of Opportunities Created Fact - Opportunity Usage.Average Weekly Number of Opportunity Updates Fact - Quote Usage.# Created Quotes Fact - Quote Usage.# Quote Updates Fact - Quote Usage.Average Weekly Number of Quote Updates Fact - Quote Usage.Average Weekly Number of Quotes Created

Description Number of Opportunities which need a New Contact or a New Activity

12.9.46

Number of Opportunities that have not had a new activity within the specified time frame (time frame variable: OPT_NEED_ACT_NUMDAYS) Number of Opportunities that have not had a contact associated to them within the specified time frame (time frame variable: OPT_NEED_CON_NUMDAYS) Number of Opportunities whose Closed Date has passed the current date, or who haven't been updated in the specified time frame (time frame variable: OUTDATED_NUMDAYS) Count of opportunities that do not have at least one associated activity

12.9.47

12.9.48

12.9.49

12.9.50

Count of opportunities that do not have at least one associated contact

12.9.51

Number of Open Opportunities which have not been updated within the specified time frame (time frame variable: OUTDATED_NUMDAYS) Ratio of Number of Covered Opportunities (do not need a new Contact or Activity) to the number of Open Opportunities Ratio of opportunities which do not need an Update to the Number of Open Opportunities Number of created Opportunities Number of updates to an existing Opportunity Total number of Opportunities created over a period of time, divided by the number of weeks in this period

12.9.52

12.9.53

12.9.54 12.9.55 12.9.56

12.9.57

Total number of updates over a period of time to an existing Opportunity, divided by the number of weeks in this period

12.9.58 12.9.59 12.9.60

Number of Quotes Created Number of updates to an existing quote Total number of updates over a period of time to an existing Quote, divided by the number of weeks in this period Total number of Quotes created over a period of time, divided by the number of weeks in this period

12.9.61

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-335

Sales Analytics

No 12.9.62

Metric Name Fact - User Adoption.# Active Users

Description Number of Users who meet the login and sync requirements for a week The number of logins and syncs required is configured in the following variables (login variable: ACTIVE_NUMLOGINS sync variable: ACTIVE_NUMSYNCS ) Number of days between the last time the user logged in to the Operational Siebel Application and the last snapshot date Number of days between the last time the user synched up their local db with the master operational db Number of Users who do not meet the login and sync requirements for a week The number of logins and syncs required is configured in the following variables (login variable: ACTIVE_NUMLOGINS sync variable: ACTIVE_NUMSYNCS ) Number of times this user has logged in to the Siebel Operational Application Number of days the user synched their local db with the master operational db Percentage of Active users to the Total number of users Percentage of Inactive users to the Total number of users Average Number of Active users over all Dimensions

12.9.63

Fact - User Adoption.# Days since Last Login Fact - User Adoption.# Days since Last Sync Fact - User Adoption.# Inactive Users

12.9.64

12.9.65

12.9.66 12.9.67 12.9.68 12.9.69 12.9.70

Fact - User Adoption.# Logins Fact - User Adoption.# Syncs Fact - User Adoption.% of Active Users Fact - User Adoption.% of Inactive Users Fact - User Adoption.Average Number of Active Users Fact - User Adoption.Average Number of Days since Last Login Fact - User Adoption.Average Number of Days since Last Sync Fact - User Adoption.Average Number of Logins Fact - User Adoption.Average Number of Syncs Fact - User Adoption.Date of Last Login Fact - User Adoption.Date of Last Sync

12.9.71

Average number of days separating the Snapshot Date to the Last Login date preceding it This is an average over all Dimensions, including the Snapshot Dimension Average number of days separating the Snapshot Date to the Last Sync date preceding it This is an average over all Dimensions, including the Snapshot Dimension Average number of times this user logged in to the system, over all Dimensions

12.9.72

12.9.73

12.9.74

Average number of times the user synched their local db with the master operational db

12.9.75 12.9.76

Date the user last logged in to the System This measure is aggregate using the Max function over All dimensions, to give the overall Last Date of Login Date the user last synched up his local db with the master operational db This measure is aggregate using the Max function over All dimensions, to give the overall Last Date of Sync Total number of users tracked by the Usage Accelerator Application Number of Active Financial Accounts Number of Active Insurance Policies Number of Financial Accounts that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS)

12.9.77 12.9.78 12.9.79 12.9.80

Fact - User Adoption.Total Number of Users FINS Facts - Summary.# Active Financial Accounts FINS Facts - Summary.# Active Insurance Policies FINS Facts - Summary.# Financial Accounts needing Coverage

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-336

Sales Analytics

No 12.9.81

Metric Name FINS Facts - Summary.# Financial Accounts needing New Activity FINS Facts - Summary.# Financial Accounts with No Activity FINS Facts - Summary.# Insurance Policies needing Coverage FINS Facts - Summary.# Insurance Policies needing New Activity FINS Facts - Summary.# Insurance Policies with No Activity FINS Facts Summary.Financial Account Coverage Score FINS Facts Summary.Insurance Policy Coverage Score FINS Facts - Usage.# Created Financial Accounts FINS Facts - Usage.# Created Insurance Policies FINS Facts - Usage.# Financial Account Updates FINS Facts - Usage.# Insurance Policy Updates FINS Facts Usage.Average Weekly Number of Financial Account Updates FINS Facts Usage.Average Weekly Number of Financial Accounts Created FINS Facts Usage.Average Weekly Number of Insurance Policies Created FINS Facts Usage.Average Weekly Number of Insurance Policy Updates

Description Number of Financial Accounts that need a new Activity for a given employee and their positional subordinates Number of Financial Accounts without any associated Activities for a given employee

12.9.82

12.9.83

Number of Insurance Policies that have not had a new activity within the specified time frame for a given employee (time frame variable: AST_NEED_ACT_NUMDAYS) Number of Insurance Policies that need a new Activity for a given employee and their positional subordinates Number of Insurance Policies without any associated Activities for a given employee

12.9.84

12.9.85

12.9.86

Ratio of Covered Financial Accounts (do not need a new Activity) to the number of Active Financial Accounts for a given employee Ratio of Covered Insurance Policies (do not need a new Activity) to the number of Active Insurance Policies for a given employee Number of Created Financial Accounts Number of Created Insurance Policies Number of Financial Account Updates Number of Insurance Policy Updates Average Weekly Number of Financial Accounts updated over a period of time, divided by the number of weeks in this period

12.9.87

12.9.88 12.9.89 12.9.90 12.9.91 12.9.92

12.9.93

Average Weekly Number of Financial Accounts created over a period of time, divided by the number of weeks in this period

12.9.94

Average Weekly Number of Insurance Policies created over a period of time, divided by the number of weeks in this period

12.9.95

Average Weekly Number of Insurance Policies updated over a period of time, divided by the number of weeks in this period

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 12-337

Service Analytics

13

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

13.1 Service - CRM Activities

No 13.1.1 Metric Name Activity Completion Facts.Activity Completion Rate % Activity Completion Facts.Average Call Duration Activity Completion Facts.Average Days per Activity Activity Completion Facts.Average Duration Days Activity Completion Facts.Average Duration Hours Activity Completion Facts.Average Duration Minutes Activity Completion Facts.Average Hours per Activity Activity Completion Facts.Average Minutes per Activity Activity Cost Facts.Activity Costs Activity Cost Facts.Activity Price Activity Cost Facts.Average Activity Costs Activity Cost Facts.Average Activity Price Activity Cost Facts.Estimated Cost Activity Cost Facts.Expense Cost Contract Activity Cost Facts.Expense Cost NonContract Description Percentage of closed activities (Declined, Cancelled & Done) over total number of activities Average call duration

13.1.2

13.1.3

# of Activities Moving Average (3 periods)

13.1.4

Average time, in days, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date) Average time, in hours, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date) Average time, in minutes, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date) Average time, in hours, it took to complete activities divided by total number of activities

13.1.5

13.1.6

13.1.7

13.1.8

Average time, in minutes, it took to complete activities divided by total number of activities Total activity costs (time, expenses, parts) Total activity price (time, expenses, parts) Average activity costs (time, expenses, parts) Average activity price (time, expenses, parts) Estimated cost of activity (time, expenses, parts) Total contract covered cost of expenses

13.1.9 13.1.10 13.1.11 13.1.12 13.1.13 13.1.14

13.1.15

Total non-contract covered cost of expenses

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-338

Service Analytics

No 13.1.16 13.1.17 13.1.18 13.1.19 13.1.20 13.1.21 13.1.22 13.1.23 13.1.24 13.1.25 13.1.26 13.1.27 13.1.28 13.1.29 13.1.30

Metric Name Activity Cost Facts.Parts Cost Contract Activity Cost Facts.Parts Cost Non-Contract Activity Cost Facts.Time Cost Contract Activity Cost Facts.Time Cost Non-Contract Activity Facts.# of Activities Activity Facts.# of Activities Moving Avg Activity Facts.# of Activities Range Activity Facts.# of Activities with Agreements Activity Facts.# of Billable Activities Activity Facts.# of Closed Activities Activity Facts.# of Contacts with Activities Activity Facts.# of Customers with Activities Activity Facts.# of Employees with Activities Activity Facts.# of Inbound Activities Activity Facts.# of Interaction Activities Activity Facts.# of NonBillable Activities Activity Facts.# of Open Activities Activity Facts.# of Opportunities with Activities Activity Facts.# of Outbound Activities Activity Facts.# of Partners with Activities Activity Facts.# of Products with Activities Activity Facts.# of Service Requests with Activities Activity Facts.Average # of Activities per Employee Activity Travel Facts.Actual Travel Costs

Description Total contract covered cost of parts Total non-contract covered cost of parts Total contract covered cost of time Total non-contract covered cost of time Number of additional employees created since the time of the last ETL incremental update. # of Activities Moving Average (3 periods) Activity Volume Category by number of activities. Categories are, A: 0-24, B: 25-49, C: 50-99, D: 100-199 and E: 200+ Number of activities with associated agreements Total number of activities that are billable Number of activities that are in the statuses of Declined, Cancelled or Done Number of contacts with activities Number of accounts with activities Number of employees with activities # of Activities generated by inbound interactions Total sum of all activities of the type 'Call - Inbound', 'Call - Outbound', 'Email Inbound', 'Email - Outbound', 'Fax - Inbound', 'Fax - Outbound'. This equates to the total number of activities related to interactions. Total number of activities that are billable Number of activities that are not in the statuses of Declined, Cancelled or Done Number of opportunities with activities # of Activities generated by Outbound interactions Number of partners that have activities associated with them Number of products with activities Number of service requests with activities Average number of activities per employee Actual activity travel costs

13.1.31 13.1.32 13.1.33 13.1.34 13.1.35 13.1.36 13.1.37 13.1.38 13.1.39

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-339

Service Analytics

No 13.1.40 13.1.41

Metric Name Activity Travel Facts.Actual Travel Time in Minutes Activity Travel Facts.Average Travel Speed Activity Travel Facts.Estimated Travel Costs Activity Travel Facts.Estimated Travel Time in Minutes Activity Travel Facts.Min Travel Time in Minutes Activity Travel Facts.Travel Cost Activity Travel Facts.Travel Cost Variance Activity Travel Facts.Travel Time Variance Service Request Facts.# of Closed SRs Service Request Facts.# of Open SRs Service Request Facts.# of Products with SRs Service Request Facts.# of SRs Service Request Facts.Average Days Open Service Request Facts.Average Resolution Rate

Description Actual activity travel time in minutes Average travel speed in a service region

13.1.42

Estimated activity travel costs, calculated from Travel Cost, Average Travel Speed and Estimated Travel Time in minutes Estimated activity travel time in minutes

13.1.43

13.1.44 13.1.45 13.1.46 13.1.47 13.1.48 13.1.49 13.1.50 13.1.51 13.1.52 13.1.53

Minimum travel time in minutes for a service region Standard travel cost (per unit distance) for a service region Percentage variance between Actual Travel Costs and Estimated Travel Costs Percentage variance between Actual Travel Time in Minutes and Estimated Travel Time in Minutes Number of closed service requests Number of open service requests Number of products with service requests Number of service requests Average age, in days, of open service requests since last data refresh Percentage of closed service requests over total number of service requests

13.2 Service - CRM Agreements

No 13.2.1 13.2.2 13.2.3 13.2.4 13.2.5 Metric Name Activity Facts.# of Activities Activity Facts.# of Activities Moving Avg Activity Facts.# of Billable Activities Activity Facts.# of Closed Activities Activity Facts.# of Contacts with Activities Description Number of additional employees created since the time of the last ETL incremental update. # of Activities Moving Average (3 periods) Total number of activities that are billable Number of activities that are in the statuses of Declined, Cancelled or Done Number of contacts with activities

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-340

Service Analytics

No 13.2.6 13.2.7 13.2.8 13.2.9 13.2.10 13.2.11 13.2.12 13.2.13 13.2.14 13.2.15 13.2.16 13.2.17 13.2.18 13.2.19 13.2.20 13.2.21 13.2.22 13.2.23 13.2.24 13.2.25 13.2.26 13.2.27 13.2.28 13.2.29 13.2.30

Metric Name Activity Facts.# of Customers with Activities Activity Facts.# of Employees with Activities Activity Facts.# of NonBillable Activities Activity Facts.# of Open Activities Activity Facts.# of Products with Activities Activity Facts.# of Service Requests with Activities Activity Facts.Activity Costs Activity Facts.Activity Price Activity Facts.Average Activity Costs Activity Facts.Average Activity Price Activity Facts.Average Call Duration Activity Facts.Average Days per Activity Activity Facts.Average Duration Days Activity Facts.Average Duration Hours Activity Facts.Average Hours per Activity Activity Facts.Estimated Cost Activity Facts.Expense Cost Contract Activity Facts.Expense Cost Non-Contract Activity Facts.Parts Cost Contract Activity Facts.Parts Cost Non-Contract Activity Facts.Time Cost Contract Activity Facts.Time Cost Non-Contract Agreement Facts.# of Activities per Agreement Agreement Facts.# of Activities with Agreements Agreement Facts.# of Agreement Line Items

Description Number of accounts with activities Number of employees with activities Total number of activities that are billable Number of activities that are not in the statuses of Declined, Cancelled or Done Number of products with activities Number of service requests with activities Total activity costs (time, expenses, parts) Total activity price (time, expenses, parts) Average activity costs (time, expenses, parts) Average activity price (time, expenses, parts) Average call duration # of Activities Moving Average (3 periods) Average time, in days, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date) Average time, in hours, it took to complete activities (between Activity Actual Start Date and Activity Actual End Date) Average time, in hours, it took to complete activities divided by total number of activities Estimated cost of activity (time, expenses, parts) Total contract covered cost of expenses Total non-contract covered cost of expenses Total contract covered cost of parts Total non-contract covered cost of parts Total contract covered cost of time Total non-contract covered cost of time Number of activities per associated agreement Number of activities with associated agreements Number of agreement line items

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-341

Service Analytics

No 13.2.31 13.2.32

Metric Name Agreement Facts.# of Agreements Agreement Facts.# of Customers with Agreements Agreement Facts.# of Invoices per Agreement Agreement Facts.# of Invoices with Agreements Agreement Facts.# of NRC Agreement Line Items Agreement Facts.# of Orders per Agreement Agreement Facts.# of Orders with Agreements Agreement Facts.# of SRs per Agreement Agreement Facts.# of SRs with Agreements Agreement Facts.Agreement % Margin Agreement Facts.Agreement Amount Agreement Facts.Agreement Cost Agreement Facts.Agreement Discount % Agreement Facts.Agreement Gross Margin Agreement Facts.Agreement Line Item Quantity Agreement Facts.Average # of NRC Agreement Line Items Agreement Facts.Average Agreement Gross Margin Agreement Facts.Average Agreement Line Item Cost Agreement Facts.Total Amounts Agreement Facts.Total Cost Assets Facts.# of Assets Invoice Facts.# of Invoices Invoice Facts.# of Late Invoices

Description Number of agreements Number of accounts with agreements

13.2.33 13.2.34 13.2.35 13.2.36 13.2.37 13.2.38 13.2.39 13.2.40 13.2.41 13.2.42 13.2.43

Number of invoices per associated agreement Number of invoices with associated agreements Number of agreement line items Number of orders per associated agreement Number of orders with associated agreements Number of service requests per associated agreement Number of service requests with associated agreements Percentage margin on each agreement line item Agreement line item price - Old definition "Oracle Data Warehouse"."Catalog"."dbo"."Fact_W_AGREE_F"."AGREE_NRC" Agreement line item cost Agreement line item discount percentage

13.2.44

Agreement line item gross margin

13.2.45

Agreement line item quantity

13.2.46

Average number of agreement line items

13.2.47 13.2.48 13.2.49 13.2.50 13.2.51 13.2.52 13.2.53

Average agreement gross margin Average agreement line item cost Total revenue generated from all agreements, all activities and all orders Total cost of all service requests, activities and orders Number of assets with service requests Number of invoices Number of late invoices

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-342

Service Analytics

No 13.2.54 13.2.55 13.2.56 13.2.57 13.2.58 13.2.59 13.2.60 13.2.61 13.2.62 13.2.63 13.2.64 13.2.65 13.2.66 13.2.67 13.2.68 13.2.69 13.2.70 13.2.71 13.2.72 13.2.73 13.2.74 13.2.75 13.2.76 13.2.77 13.2.78 13.2.79

Metric Name Invoice Facts.# of Open Invoices Invoice Facts.# of Open Late Invoices Invoice Facts.# of Open Payable Invoices Invoice Facts.# of Payable Invoices Invoice Facts.% of Late Invoices Invoice Facts.Average Days Open for Invoices Invoice Facts.Average Due Invoice Facts.Average Invoiced Amount Invoice Facts.Average Payments Invoice Facts.Total Due Invoice Facts.Total Invoiced Amount Invoice Facts.Total Payable Invoices Invoice Facts.Total Payments Order Facts.# of Order Line Items Order Facts.# of Orders Order Facts.# of Orders Moving Avg Order Facts.# of Products with Orders Order Facts.Average # of days from Quote Order Facts.Average Days Outstanding Order Facts.Average Order Age Order Facts.Average Order Item Discount Order Facts.Average Order Size Order Facts.Average Ordered Selling Price Order Facts.Order Costs Contract Order Facts.Order Costs Non-Contract Order Facts.Order Item Cost

Description Number of open invoices Number of open late invoices Number of open payable invoices Number of payable invoices Percentage of invoices that are late Average number of days between invoiced date and closed date Average invoiced due amount Average invoiced amount Average payments made on invoices Total invoiced due amount Total invoiced amount Total payable invoices Total payments made on invoices Number of order line items This metric measures the # of Orders. 3 period moving average for number of orders Total # of Products with at least one order Average number of days between order date and quote date Average number of days that order is outstanding, i.e. data warehouse refresh date is greater than order requested ship date Average number of days between order date and data warehouse refresh date Average order item discount amount This metric measures the average total order size excluding tax and freight. This metric measures the Average Order Selling price for a given product excluding header-level discount. Total cost of all order items covered under contract Total cost of all order items not covered under contract Total order item cost

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-343

Service Analytics

No 13.2.80 13.2.81 13.2.82 13.2.83 13.2.84 13.2.85 13.2.86 13.2.87 13.2.88

Metric Name Order Facts.Order Item Margin Order Facts.Order Item Revenue Order Facts.Order Revenue Moving Avg Order Facts.Quantity Requested Order Facts.Quantity Shipped Order Facts.Total Order Costs Order Facts.Total Order Revenue Order Facts.Total Order Revenue Moving Avg Service Request Cost and Price Facts.# of Billable SRs Service Request Cost and Price Facts.% Margin for SR Service Request Cost and Price Facts.Average Invoiced for SR Service Request Cost and Price Facts.Average Service Cost Service Request Cost and Price Facts.Average Service Price Service Request Cost and Price Facts.Average SR Savings Service Request Cost and Price Facts.Service Billable Expense Cost Service Request Cost and Price Facts.Service Billable Order Cost Service Request Cost and Price Facts.Service Billable Parts Cost Service Request Cost and Price Facts.Service Billable Time Cost Service Request Cost and Price Facts.Service Costs Service Request Cost and Price Facts.Service Costs Billable

Description This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. 3 period moving average for total order item revenue without adjustments Quantity of order line items requested Quantity of order line items shipped Total cost of all order items This metric measures Total Order Revenue excluding Tax and Freight. 3 period moving average for total order header revenue after adjustments Total number of service requests that are billable

13.2.89

Percentage margin for service requests

13.2.90

Average invoiced amount for service requests

13.2.91

Average service request cost for all service requests

13.2.92

Average service request price for all service requests

13.2.93

Average service request savings

13.2.94

Cost of billable service expenses incurred

13.2.95

Cost of billable service orders generated

13.2.96

Cost of billable service parts used

13.2.97

Cost of billable service time spent

13.2.98 13.2.99

Total service request costs Total service request billable costs

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-344

Service Analytics

No 13.2.100

Metric Name Service Request Cost and Price Facts.Service Costs Non-Billable Service Request Cost and Price Facts.Service NonBillable Expense Cost Service Request Cost and Price Facts.Service NonBillable Order Cost Service Request Cost and Price Facts.Service NonBillable Parts Cost Service Request Cost and Price Facts.Service NonBillable Time Cost Service Request Cost and Price Facts.Service Price Service Request Cost and Price Facts.Service Price Billable Service Request Cost and Price Facts.Service Price Non-Billable Service Request Cost and Price Facts.Service Savings Service Request Cost and Price Facts.Service Time Hours Billable Service Request Cost and Price Facts.Service Time Hours Non-Billable Service Request Cost and Price Facts.Total Invoiced for SR Service Request Facts.# of Cancelled SRs Service Request Facts.# of Closed SRs Service Request Facts.# of Critical SRs Service Request Facts.# of Open SRs Service Request Facts.# of Pending SRs Service Request Facts.# of Products with SRs Service Request Facts.# of Service Reps Service Request Facts.# of SRs

Description Total service request non-billable costs

13.2.101

Cost of non-billable service expenses incurred

13.2.102

Cost of non-billable service orders generated

13.2.103

Cost of non-billable service parts used

13.2.104

Cost of non-billable service time spent

13.2.105 13.2.106

Total service request price Total service request billable price

13.2.107

Total service request non-billable price

13.2.108

Customer savings under contract, Total Invoiced for SR subtracted from Service Price Billable Number of billable service hours spent

13.2.109

13.2.110

Number of non-billable service hours spent

13.2.111

Total invoiced amount for service requests

13.2.112 13.2.113 13.2.114 13.2.115 13.2.116 13.2.117 13.2.118 13.2.119

Number of cancelled service requests Number of closed service requests Number of critical service requests Number of open service requests Number of pending service requests Number of products with service requests Number of service representatives Number of service requests

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-345

Service Analytics

No 13.2.120 13.2.121

Metric Name Service Request Facts.Average Days Open Service Request Facts.Average Resolution Rate Service Request Facts.Average SR Duration Days Service Request Facts.Average SR Duration Hours Service Request Facts.SLA Compliance %

Description Average age, in days, of open service requests since last data refresh Percentage of closed service requests over total number of service requests

13.2.122

Average time, in days, it took to complete service requests

13.2.123

Average time, in hours, it took to complete service requests

13.2.124

A percentage measure of the actual duration of a Service Request divided by the SLA time, i.e. the actual duration of a Service Request as compared to the promised duration of a Service Request. A number less than 100% represents a faster rate of closure of service issues compared to committed rate and may represent over investment. A number close to 100% represents a rate of closure equivalent to the committed rate and a number above 100% represents a slower rate of closure of service issues compared to commited rate. If the number is above 100%, this will lead to customer dissatisfaction Categorization of SLA Compliance % into the following values 'A: <50% of SLA', 'B: <100% of SLA', 'C: <150% of SLA', 'D: >150% of SLA', 'E: NO SLA' Time in hours between the Actual Start Date and the Expected Close Date on a Service Request. This is a measure of the service level agreement or entitlement provided to a customer

13.2.125 13.2.126

Service Request Facts.SLA Compliance Category Service Request Facts.SLA Time (Hours)

13.3 Service - CRM Assets

No 13.3.1 13.3.2 13.3.3 13.3.4 13.3.5 13.3.6 13.3.7 13.3.8 13.3.9 13.3.10 13.3.11 13.3.12 Metric Name Facts.# of Activities Facts.# of Assets Facts.# of Assets Moving Average Facts.# of Assets Under Warranty Facts.# of Assets with Service Requests Facts.# of Order Line Items Facts.# of Orders Facts.# of Products as Assets Facts.# of SRs Facts.Average Age Based on Install Date Facts.Average Days Left in Warranty Facts.Average Original Cost Description Number of additional employees created since the time of the last ETL incremental update. Number of assets with service requests 3 period moving average for number of assets Number of assets that are under warranty as of last data warehouse refresh Number of assets with service requests Number of order line items This metric measures the # of Orders. Number of products from product catalog that are assets Number of service requests Average age of an asset based on its installed date and the data warehouse refresh date Average days left in asset's primary warranty from day of last data warehouse refresh date to warranty end date Average original value or cost of assets as displayed in the warehouse currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-346

Service Analytics

No 13.3.13 13.3.14 13.3.15 13.3.16 13.3.17

Metric Name Facts.Average Value of Assets Facts.Order Item Cost Facts.Quantity of Assets Facts.Total Original Cost Facts.Total Value of Assets

Description Average current value of assets as displayed in the warehouse currency Total order item cost Quantity or total number of assets being tracked Sum of the total declared original value or cost of assets as displayed in the warehouse currency Total value of assets

13.4 Service - CRM Customer Satisfaction

No 13.4.1 Metric Name Customer Satisfaction Survey Facts.# of Surveyed Contacts Customer Satisfaction Survey Facts.# of Surveyed Customers Customer Satisfaction Survey Facts.# of Surveyed Partners Customer Satisfaction Survey Facts.# of Surveys Customer Satisfaction Survey Facts.Average Service Accessibility Customer Satisfaction Survey Facts.Average Service Quality Customer Satisfaction Survey Facts.Average Service Rep Knowledge Level Customer Satisfaction Survey Facts.Average Service Resolution Satisfaction Customer Satisfaction Survey Facts.Average Service Resolution Timeliness Score Customer Satisfaction Survey Facts.Average Survey Score Revenue Facts.Closed Revenue Revenue Facts.Opportunity Revenue Description Number of contacts surveyed by customer satisfaction survey

13.4.2

Number of accounts surveyed by customer satisfaction survey

13.4.3

Number of partners that have been surveyed where the organization of the service request owner is the Number of customer satisfaction surveys carried out Average Service Accessibility Score (number from 0 to 20). This information is only available for a customer as provided through a survey. Hence this column should not be used when Product, Account or Asset is part of the query. Average Service Quality Score (number from 0 to 20) as reported by the customer in a survey. This column should not be used when Product, Account or Asset is part of the query. Average Service Rep Knowledge Level Score (number from 0 to 20) as reported by the customer. This column should not be used when Product, Account or Asset is part of the query. Average Service Resolution Satisfaction Score (number from 0 to 20) for a customer as reported through a survey. This column should not be used when Product, Account or Asset is part of the query. Average Service Resolution Timeliness Score (number from 0 to 20) for a customer as reported through a survey. This column should not be used when Product, Account or Asset is part of the query. Average Survey Score (number from 0 to 100) for a customer as reported through a survey. This column should not be used when Product, Account or Asset is part of the query. This metric measures Closed Revenue. This metric measures Opportunity Revenue.

13.4.4 13.4.5

13.4.6

13.4.7

13.4.8

13.4.9

13.4.10

13.4.11 13.4.12

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-347

Service Analytics

No 13.4.13 13.4.14 13.4.15 13.4.16 13.4.17 13.4.18

Metric Name Service Request Facts.# of Closed SRs Service Request Facts.# of Open SRs Service Request Facts.# of Service Reps Service Request Facts.# of SRs Service Request Facts.Average Days Open Service Request Facts.Average Open SRs per Rep Service Request Facts.Average Resolution Rate Service Request Facts.Average SR Duration Days Service Request Facts.Average SRs per Rep

Description Number of closed service requests Number of open service requests Number of service representatives Number of service requests Average age, in days, of open service requests since last data refresh Average open service request per service representative

13.4.19

Percentage of closed service requests over total number of service requests

13.4.20

Average time, in days, it took to complete service requests

13.4.21

Number of service requests divided by the number of service representatives

13.5 Service - CRM Email Response

No 13.5.1 13.5.2 13.5.3 13.5.4 13.5.5 13.5.6 13.5.7 13.5.8 13.5.9 13.5.10 Metric Name Facts.# of Emails Facts.# of Emails Escalated to Opportunity Facts.# of Emails Escalated to SR Facts.Average Time to Opty Escalation (Hours) Facts.Average Time to SR Escalation (Hours) Facts.Escalated Closed Revenue Facts.Escalated Closed Revenue (000) Facts.Escalated Expected Detail Revenue Facts.Escalated Expected Detail Revenue (000) Facts.Escalated Opportunity Expected Revenue Description Number of emails sent and received Number of emails that generated follow-on opportunities Number of emails that generated follow-on service requests Average time it took to generate follow-on opportunity from email received Average time it took to generate follow-on service request from email received Closed revenue of follow-on opportunity from email received Closed revenue (in thousands) of follow-on opportunity from email received Expected detail revenue of follow-on opportunity from email received Expected detail revenue (in thousands) of follow-on opportunity from email received Expected revenue of follow-on opportunity from email received

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-348

Service Analytics

No 13.5.11

Metric Name Facts.Escalated Opportunity Expected Revenue (000) Facts.Escalated Opportunity Revenue Facts.Escalated Opportunity Revenue (000)

Description Expected revenue (in thousands) of follow-on opportunity from email received

13.5.12 13.5.13

Opportunity revenue of follow-on opportunity from email received Opportunity revenue (in thousands) of follow-on opportunity from email received

13.6 Service - CRM Orders

No 13.6.1 Metric Name Order Discounts and Margin.% Chg Quarter Ago Order Item Margin Order Discounts and Margin.% Chg Year Ago Order Item Margin Order Discounts and Margin.Average Order Discount (%) Order Discounts and Margin.Average Order Item Discount Order Discounts and Margin.Average Order Item Margin Order Discounts and Margin.Chg Quarter Ago Order Item Margin Order Discounts and Margin.Chg Year Ago Order Item Margin Order Discounts and Margin.Order Costs Contract Order Discounts and Margin.Order Costs NonContract Order Discounts and Margin.Order Item Discount (%) Order Discounts and Margin.Order Item Discount Amount Order Discounts and Margin.Order Item Margin Order Discounts and Margin.Order Item Margin (%) Description Percentage change in order item margin, this quarter over last quarter

13.6.2

Percentage change in order item margin, this year over last year

13.6.3

This metric measures the average order discount % at the order level.

13.6.4

Average order item discount amount

13.6.5

This is an average order margin at the line item level across all ordered quantities. Order margin excludes tax, freight and header-level discounts. Change in order item margin, this quarter over last quarter

13.6.6

13.6.7

Change in order item margin, this year over last year

13.6.8

Total cost of all order items covered under contract

13.6.9

Total cost of all order items not covered under contract

13.6.10

This metric displays Order Item Discount %.

13.6.11

This metric measures Order Discount at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric displays Order Item Margin %.

13.6.12 13.6.13

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-349

Service Analytics

No 13.6.14

Metric Name Order Discounts and Margin.Quarter Ago Order Item Margin Order Discounts and Margin.Quintile Order Item Margin Order Discounts and Margin.Total Order Costs Order Discounts and Margin.Year Ago Order Item Margin Order Execution.# Obsolete Order Line Items Order Execution.# of Accounts with Orders Order Execution.# of Contacts with Orders Order Execution.# of Opportunities with Orders Order Execution.# of Order Line Items Order Execution.# of Orders Order Execution.# of Orders Moving Avg Order Execution.# of Products with Orders Order Execution.% Chg Quarter Ago Average Days Outstanding Order Execution.Average # of days from Quote Order Execution.Average Days Outstanding Order Execution.Average Order Age Order Execution.Average Order Size Order Execution.Chg Quarter Ago Average Days Outstanding Order Execution.Cumulative Shipped Revenue Order Execution.Line Item Shipped Revenue Order Execution.Quantity Requested Order Execution.Quantity Shipped

Description Order item margin from a quarter ago

13.6.15

Order item margin quintile rank, between 1-5, i.e. 1 means order item margin is in the top 20% Total cost of all order items Order item margin from a year ago

13.6.16 13.6.17

13.6.18 13.6.19 13.6.20 13.6.21 13.6.22 13.6.23 13.6.24 13.6.25 13.6.26

Total number of order line items that contain a product which is no longer current, i.e. obsolete product, before the order has shipped Total # of Accounts with Orders Total # of Contacts with Orders Total # of Opportunities with Orders Number of order line items This metric measures the # of Orders. 3 period moving average for number of orders Total # of Products with at least one order Percentage change in order average days outstanding, this quarter over last quarter

13.6.27 13.6.28 13.6.29 13.6.30 13.6.31

Average number of days between order date and quote date Average number of days that order is outstanding, i.e. data warehouse refresh date is greater than order requested ship date Average number of days between order date and data warehouse refresh date This metric measures the average total order size excluding tax and freight. Change in order average days outstanding, this quarter over last quarter

13.6.32

This metric is a running sum of Total Shipped Revenue

13.6.33 13.6.34 13.6.35

This metric measures Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and does not include Tax, Freight or Header-level discounts Quantity of order line items requested Quantity of order line items shipped

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-350

Service Analytics

No 13.6.36

Metric Name Order Execution.Quarter Ago Average Days Outstanding Order Execution.Quarter Ago Cumulative Shipped Revenue Order Execution.Quote to Order Conversion % (Qty) Order Execution.Requested Ship Days Order Execution.Shipping Days Order Execution.Shipping Delay Order Execution.Total # of Order Contacts Order Execution.Total Shipped Revenue Order Item Revenue.% Chg Quarter Ago Average Order Item Revenue Order Item Revenue.% Chg Quarter Ago Order Item Revenue Order Item Revenue.% Chg Year Ago Average Order Item Revenue Order Item Revenue.% Chg Year Ago Order Item Revenue Order Item Revenue.Average Order Item Revenue Order Item Revenue.Average Order Starting Price Order Item Revenue.Average Ordered Selling Price Order Item Revenue.Chg Quarter Ago Average Order Item Revenue Order Item Revenue.Chg Quarter Ago Order Item Revenue Order Item Revenue.Chg Year Ago Average Order Item Revenue Order Item Revenue.Chg Year Ago Order Item Revenue

Description Order average days outstanding from a quarter ago

13.6.37

This metric is a running sum of Total Shipped Revenue for a period one quarter before a given period. A percentage measure of the quantity of items that are ordered divided by the quantity of items that are quoted. A conversion ratio based on quantity of items. Number of days between order date and requested ship date

13.6.38 13.6.39

13.6.40 13.6.41 13.6.42 13.6.43 13.6.44

Number of days between order date and must deliver by date A measure in days of the shipping delay between the Required Ship Date and the Latest Delivery Date, if the Required Ship Date is earlier than the Latest Delivery Date The number of contacts that have placed at least 1 order. This metric measures the Total Shipped Revenue in 1000s based on MUST_DLVR_BY_DT and excluding tax, freight and header-level discounts. Percentage change in average order item revenue, this quarter over last quarter

13.6.45

Percentage change in order item revenue, this quarter over last quarter

13.6.46

Percentage change in average order item revenue, this year over last year

13.6.47

Percentage change in order item revenue, this year over last year

13.6.48

This metric measures the average order item revenue excluding header-level discounts. This metric should be used with the Product dimension. Sum of the starting prices of products on all orders divided by the order item quantity. This gives the average order starting price across all orders and products This metric measures the Average Order Selling price for a given product excluding header-level discount. Change in average order item revenue, this quarter over last quarter

13.6.49

13.6.50

13.6.51

13.6.52

Change in order item revenue, this quarter over last quarter

13.6.53

Change in average order item revenue, this year over last year

13.6.54

Change in order item revenue, this year over last year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-351

Service Analytics

No 13.6.55 13.6.56 13.6.57 13.6.58

Metric Name Order Item Revenue.Child Product Order Quantity Order Item Revenue.Order Item Revenue Order Item Revenue.Parent Product Order Quantity Order Item Revenue.Quarter Ago Average Order Item Revenue Order Item Revenue.Quarter Ago Order Item Revenue Order Item Revenue.Year Ago Average Order Item Revenue Order Item Revenue.Year Ago Order Item Revenue Order Revenue.# of Orders Order Revenue.# of Orders Moving Avg Order Revenue.% Chg Quarter Ago # of Orders Order Revenue.% Chg Quarter Ago Total Order Revenue Order Revenue.% Chg Year Ago Total Order Revenue Order Revenue.Average Order Size Order Revenue.Chg Quarter Ago # of Orders Order Revenue.Chg Quarter Ago Total Order Revenue Order Revenue.Chg Year Ago Total Order Revenue Order Revenue.Cumulative Order Revenue Order Revenue.Order Revenue Moving Avg Order Revenue.Quarter Ago # of Orders Order Revenue.Quarter Ago Total Order Revenue Order Revenue.Quarterago Cumulative Order Revenue Order Revenue.Return Order Amount

Description Ordered quantity of a child product This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. Ordered quantity of a parent product Average order item revenue from a quarter ago

13.6.59

Order item revenue from a quarter ago

13.6.60

Average order item revenue from a year ago

13.6.61 13.6.62 13.6.63 13.6.64 13.6.65

Order item revenue from a year ago This metric measures the # of Orders. 3 period moving average for number of orders Percentage change in number of orders, this quarter over last quarter Percentage change in total order revenue, this quarter over last quarter

13.6.66

Percentage change in total order revenue, this year over last year

13.6.67 13.6.68 13.6.69

This metric measures the average total order size excluding tax and freight. Change in number of orders, this quarter over last quarter Change in total order revenue, this quarter over last quarter

13.6.70 13.6.71 13.6.72 13.6.73 13.6.74 13.6.75

Change in total order revenue, this year over last year This metric is a running sum of Total Order Revenue measured 3 period moving average for total order item revenue without adjustments Number of orders from a quarter ago Total order revenue from a quarter ago This metric is a running sum of Total Order Revenue measured for a period one quarter prior to a given period. Total value of goods returned. This number does not take into account amounts on an order attributed to tax or freight or header-level discounts

13.6.76

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-352

Service Analytics

No 13.6.77 13.6.78 13.6.79 13.6.80

Metric Name Order Revenue.Return to Total Order % Order Revenue.Total Order Revenue Order Revenue.Total Order Revenue Moving Avg Order Revenue.Year Ago Total Order Revenue

Description A percentage measure of the value of returned orders divided by total value of all orders. A higher number is bad and a lower number is good. This metric measures Total Order Revenue excluding Tax and Freight. 3 period moving average for total order header revenue after adjustments Total order revenue from a year ago

13.7 Service - CRM Products

No 13.7.1 13.7.2 13.7.3 13.7.4 13.7.5 13.7.6 13.7.7 13.7.8 13.7.9 13.7.10 13.7.11 13.7.12 13.7.13 13.7.14 13.7.15 13.7.16 13.7.17 Metric Name Order Facts.# of Accounts with Orders Order Facts.# of Opportunities with Orders Order Facts.# of Orders Order Facts.% Chg Quarter Ago # of Orders Order Facts.Actual Net Margin per Order Order Facts.Average Days Outstanding Order Facts.Average Order Age Order Facts.Average Order Item Discount Order Facts.Average Ordered Selling Price Order Facts.Chg Quarter Ago # of Orders Order Facts.Order Item Cost Order Facts.Order Item Discount (%) Order Facts.Order Item Margin Order Facts.Order Item Margin (%) Order Facts.Order Item Revenue Order Facts.Placed Order Within Months Order Facts.Placed Order Within Year Description Total # of Accounts with Orders Total # of Opportunities with Orders This metric measures the # of Orders. Percentage change in number of orders, this quarter over last quarter Total net margin earned from the orders booked (includes deducting marketing cost) divided by the # of Orders Average number of days that order is outstanding, i.e. data warehouse refresh date is greater than order requested ship date Average number of days between order date and data warehouse refresh date Average order item discount amount This metric measures the Average Order Selling price for a given product excluding header-level discount. Change in number of orders, this quarter over last quarter Total order item cost This metric displays Order Item Discount %. This metric measures Order Margin at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. This metric displays Order Item Margin %. This metric measures Order Revenue at the line item level, excluding Tax and Freight and header-level discounts. This metric should be used with the Product dimension. Selects all contacts/Accounts who have placed order within the specified # of months A flag with either a value of 'T' or 'F' or 'Unspecified'. If the contact has executed an order within the past year (from time of last ETL refresh), then the value is 'T'. If the contact has executed an order more than a year ago (from time of last ETL fresh), then the value is 'F'.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-353

Service Analytics

No 13.7.18 13.7.19 13.7.20 13.7.21 13.7.22 13.7.23 13.7.24

Metric Name Order Facts.Quantity Requested Order Facts.Quarter Ago # of Orders Order Facts.Quintile Order Item Margin Order Facts.Shipping Delay Order Facts.Total Order Revenue Order Facts.Total Order Revenue (000) Order Facts.Years Since First Order Product Facts.# of Attribute Values Product Facts.# of Attributes Product Facts.# of Products Product Facts.# of Products Purchased by Account Product Facts.# of Products Purchased by Contact Product Facts.# of Purchasers of Next Product Product Facts.# of Purchasers of Selected Product Product Facts.% of Next Product Purchase (Accounts) Product Facts.% of Next Product Purchased (Contacts) Product Facts.% of Overlapping Customers by Products (Accounts) Product Facts.% of Overlapping Purchases by Products (Accounts) Product Facts.Cumulative Revenue Earned Product Facts.Cumulative Units Sold Product Facts.Maximum Product Quantity Ordered

Description Quantity of order line items requested Number of orders from a quarter ago Order item margin quintile rank, between 1-5, i.e. 1 means order item margin is in the top 20% A measure in days of the shipping delay between the Required Ship Date and the Latest Delivery Date, if the Required Ship Date is earlier than the Latest Delivery Date This metric measures Total Order Revenue excluding Tax and Freight. Total order header revenue after adjustments (in thousands) If a contact has executed an order within the past year (from time of ETL refresh), then this is a number (in years) which represents the time since the very first order executed by the contact. This shows a measure of lifetime of a customer. Number of product attributes Number of product attributes This metric counts the # of Products. Total # of products pruchased by a specified account

13.7.25 13.7.26 13.7.27 13.7.28

13.7.29

Total # of products pruchased by a specified contact

13.7.30 13.7.31

Metric used in the Next Product Purchased Report # of Purchasers of selected Product

13.7.32

This metric measures the % of Orders for a given Product that were immediately followed by the purchase of a given Next Product Purchased by the same Account. This metric is used in the Next Product Purchased Report

13.7.33

13.7.34

This metric is used in theProduct Propensity Report

13.7.35

This metric measures the % of Orders for a given Product that also include a given Market Basket Product. Revenue Earned from a product, cumulated over time. # of Units sold of product, cumulated over time. The maximum quantity of product ordered by a customer. This information is stored at the order line item and excludes product quantities of products that are part of a recurring charge product

13.7.36 13.7.37 13.7.38

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-354

Service Analytics

No 13.7.39

Metric Name Product Facts.Maximum Product Quantity Quoted Product Facts.Minimum Product Quantity Ordered Product Facts.Minimum Product Quantity Quoted Product Facts.Product Quantity Ordered Product Facts.Product Quantity Quoted

Description The maximum quantity of product quoted or requested by a customer. This information is stored at the quote line item and excludes product quantities of products that are part of a recurring charge product The minimum quantity of product ordered by a customer. This information is stored at the order line item and excludes product quantities of products that are part of a recurring charge product The minimum quantity of product quoted or requested by a customer. This information is stored at the quote line item and excludes product quantities of products that are part of a recurring charge product Quantity of product ordered by a customer. This information is stored at the order line item and excludes product quantities of products that are part of a recurring charge product Quantity of product quoted or requested by a customer. This information is stored at the quote line item and excludes product quantities of products that are part of a recurring charge product

13.7.40

13.7.41

13.7.42

13.7.43

13.8 Service - CRM Real-Time Activities

No 13.8.1 13.8.2 13.8.3 13.8.4 13.8.5 13.8.6 13.8.7 13.8.8 Metric Name Facts.# of Activities Facts.Activity Start Slippage (Days) Facts.Average Duration (Hours) Facts.Average Travel Time (Minutes) Facts.Average Work Time (Minutes) Facts.Total Duration (Hours) Facts.Total Travel Time (Minutes) Facts.Total Work Time (Minutes) Description Number of activities Number of days between the activity planned start date and the data warehouse refresh date for activities that have not started by the data warehouse refresh date Average duration of activity (in hours) Average travel time of activity (in minutes) Average work duration of activity (in minutes) Total duration of activity (in hours) Total travel time of activity (in minutes) Total work duration of activity (in minutes)

13.9 Service - CRM Real-Time Assets

No 13.9.1 Metric Name Facts.# of Assets Description Number of assets

13.10 Service - CRM Real-Time Service Requests

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-355

Service Analytics

No 13.10.1 13.10.2 13.10.3 13.10.4

Metric Name Facts.# of Open Critical SRs Facts.# of Open SRs Facts.# of SRs Facts.Average Open Hours

Description Number of closed service requests Number of open service requests Number of service requests Number of critical service requests

13.11 Service - CRM Real-Time Solutions

No 13.11.1 Metric Name Facts.# of Solutions Description A real-time measure that provides the number of Solutions that are present in the Knowledge Base. This measure goes directly against the Siebel transactional system

13.12 Service - CRM Service Requests

No 13.12.1 13.12.2 13.12.3 13.12.4 13.12.5 13.12.6 13.12.7 13.12.8 13.12.9 13.12.10 13.12.11 13.12.12 13.12.13 13.12.14 Metric Name Opportunity Facts.# of Open Opportunities Opportunity Facts.# of Opportunities Opportunity Facts.Closed Revenue Opportunity Facts.Expected Revenue Opportunity Facts.Opportunity Revenue Service Request Facts.# of Activities Service Request Facts.# of Assets Service Request Facts.# of Assets with SRs Service Request Facts.# of Cancelled SRs Service Request Facts.# of Closed SRs Service Request Facts.# of Contacts with SRs Service Request Facts.# of Critical SRs Service Request Facts.# of One and Done SRs Service Request Facts.# of Open SRs Description This metric measures the # of Open Opportunities. This metric counts the # of Opportunities. This metric measures Closed Revenue. This metric measures Expected Revenue. This metric measures Opportunity Revenue. Number of additional employees created since the time of the last ETL incremental update. Number of assets with service requests Number of assets with service requests Number of cancelled service requests Number of closed service requests Number of contacts with service requests Number of critical service requests Number of service requests closed on the same date Number of open service requests

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-356

Service Analytics

No 13.12.15 13.12.16 13.12.17 13.12.18 13.12.19 13.12.20 13.12.21 13.12.22

Metric Name Service Request Facts.# of Orders Service Request Facts.# of Pending SRs Service Request Facts.# of Products with SRs Service Request Facts.# of Service Reps Service Request Facts.# of SRs Service Request Facts.# Requested SRs Service Request Facts.Average Days Open Service Request Facts.Average Open SRs per Rep Service Request Facts.Average Resolution Rate Service Request Facts.Average Service Quality Service Request Facts.Average SR Duration Days Service Request Facts.Average SR Duration Hours Service Request Facts.Average SR Duration Minutes Service Request Facts.Average SRs Closed per Rep Service Request Facts.Average SRs per Rep Service Request Facts.SLA Compliance %

Description This metric measures the # of Orders. Number of pending service requests Number of products with service requests Number of service representatives Number of service requests Total number of Serivce Requests of type 'Authorization Request', 'Referral Request' Average age, in days, of open service requests since last data refresh Average open service request per service representative

13.12.23

Percentage of closed service requests over total number of service requests

13.12.24

Average Service Quality Score (number from 0 to 20) as reported by the customer in a survey. This column should not be used when Product, Account or Asset is part of the query. Average time, in days, it took to complete service requests

13.12.25

13.12.26

Average time, in hours, it took to complete service requests

13.12.27

Average time, in minutes, it took to complete service requests

13.12.28

Number of service requests divided by the number of service representatives

13.12.29

Number of service requests divided by the number of service representatives

13.12.30

A percentage measure of the actual duration of a Service Request divided by the SLA time, i.e. the actual duration of a Service Request as compared to the promised duration of a Service Request. A number less than 100% represents a faster rate of closure of service issues compared to committed rate and may represent over investment. A number close to 100% represents a rate of closure equivalent to the committed rate and a number above 100% represents a slower rate of closure of service issues compared to commited rate. If the number is above 100%, this will lead to customer dissatisfaction Categorization of SLA Compliance % into the following values 'A: <50% of SLA', 'B: <100% of SLA', 'C: <150% of SLA', 'D: >150% of SLA', 'E: NO SLA' Time in hours between the Actual Start Date and the Expected Close Date on a Service Request. This is a measure of the service level agreement or entitlement provided to a customer

13.12.31 13.12.32

Service Request Facts.SLA Compliance Category Service Request Facts.SLA Time (Hours)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-357

Service Analytics

No 13.12.33

Metric Name Service Request History Facts.% Chg Quarter Ago # of Critical SRs Service Request History Facts.% Chg Quarter Ago # of Open SRs Service Request History Facts.% Chg Quarter Ago # of Service Reps Service Request History Facts.% Chg Quarter Ago # of SRs Service Request History Facts.% Chg Quarter Ago Average Days Open Service Request History Facts.% Chg Quarter Ago Average SR Duration Days Service Request History Facts.% Chg Year Ago # of Critical SRs Service Request History Facts.% Chg Year Ago # of Open SRs Service Request History Facts.% Chg Year Ago # of Service Reps Service Request History Facts.% Chg Year Ago # of SRs Service Request History Facts.% Chg Year Ago Average Days Open Service Request History Facts.% Chg Year Ago Average SR Duration Days Service Request History Facts.Quarter Ago # of Critical SRs Service Request History Facts.Quarter Ago # of Open SRs Service Request History Facts.Quarter Ago # of Service Reps Service Request History Facts.Quarter Ago # of SRs Service Request History Facts.Quarter Ago Average Days Open

Description Percentage change in number of critical service requests, this quarter over last quarter

13.12.34

Percentage change in number of open service requests, this quarter over last quarter

13.12.35

Percentage change in number of service representatives, this quarter over last quarter

13.12.36

Percentage change in number of service requests, this quarter over last quarter

13.12.37

Percentage change in average age of open service requests, this quarter over last quarter Percentage change in average days it took to complete service requests, this quarter over last quarter Percentage change in number of critical service requests, this year over last year

13.12.38

13.12.39

13.12.40

Percentage change in number of open service requests, this year over last year

13.12.41

Percentage change in number of service representatives, this year over last year

13.12.42

Percentage change in number of service requests, this year over last year

13.12.43

Percentage change in average age of open service requests, this year over last year

13.12.44

Percentage change in average days it took to complete service requests, this year over last year Number of critical service requests from a quarter ago

13.12.45

13.12.46

Number of open service requests from a quarter ago

13.12.47

Number of service representatives from a quarter ago

13.12.48 13.12.49

Number of service requests from a quarter ago Average age, in days, of open service requests last quarter

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-358

Service Analytics

No 13.12.50

Metric Name Service Request History Facts.Quarter Ago Average SR Duration Days Service Request History Facts.Year Ago # of Critical SRs Service Request History Facts.Year Ago # of Open SRs Service Request History Facts.Year Ago # of Service Reps Service Request History Facts.Year Ago # of SRs Service Request History Facts.Year Ago Average Days Open Service Request History Facts.Year Ago Average SR Duration Days

Description Average time, in days, it took to complete service requests last quarter

13.12.51

Number of critical service requests from a year ago

13.12.52

Number of open service requests from a year ago

13.12.53

Number of service representatives from a year ago

13.12.54 13.12.55

Number of service requests from a year ago Average age, in days, of open service requests last year

13.12.56

Average time, in days, it took to complete service requests last year

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 13-359

Supply Chain and Order Management Analytics

14

This chapter describes metrics available in Supply Chain and Order Management Analytics of Oracle Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Supply Chain and Order Management Analytics.

14.1 Inventory - Balances

No 14.1.1 Metric Name Facts - Inventory Balance.# of Products Requiring Reorder Description This metric tells us the number of inventory items that have a current available quantity less than the suggested inventory reorder point. By knowing the number of products that need re-ordeing we can better understand the related inventory processes required (e.g., purchase requisitions that need to be created and processed, etc.) (Available Consignment Quantity - Year Ago Available Consignment Quantity)*100/(Year Ago Available Consignment Quantity)

14.1.2

Facts - Inventory Balance.% Chg Year Ago Available Consignment Quantity Facts - Inventory Balance.% Chg Year Ago Available Quantity Facts - Inventory Balance.% Chg Year Ago Returned Quantity Facts - Inventory Balance.% Chg Year Ago Standard Cost Amount Facts - Inventory Balance.Available Consignment Amount Facts - Inventory Balance.Available Consignment Quantity Facts - Inventory Balance.Available Quantity

14.1.3

(Available Quantity - Year Ago Available Quantity) * 100/ (Year Ago Available Quantity)

14.1.4

(Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity)

14.1.5

(Standard Cost Amount - Year Ago Standard Cost Amount) * 100/ (Year Ago Standard Cost Amount) Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc.

14.1.6

14.1.7

14.1.8

14.1.9

Facts - Inventory Balance.Block Consignment Amount Facts - Inventory Balance.Block Consignment Quantity Facts - Inventory Balance.Blocked Amount

14.1.10

14.1.11

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-360

Supply Chain and Order Management Analytics

No 14.1.12

Metric Name Facts - Inventory Balance.Blocked Quantity

Description This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc. (Available Consignment Quantity - Year Ago Available Consignment Quantity)

14.1.13

Facts - Inventory Balance.Chg Year Ago Available Consignment Quantity Facts - Inventory Balance.Chg Year Ago Available Quantity Facts - Inventory Balance.Chg Year Ago Returned Quantity Facts - Inventory Balance.Chg Year Ago Standard Cost Amount Facts - Inventory Balance.Days Inventory Outstanding Facts - Inventory Balance.In Transit Quantity Facts - Inventory Balance.Inspection Amount Facts - Inventory Balance.Inspection Consignment Amount Facts - Inventory Balance.Inspection Consignment Quantity Facts - Inventory Balance.Inspection Quantity Facts - Inventory Balance.Inventory Turn

14.1.14

(Available Quantity - Year Ago Available Quantity)

14.1.15

(Returned Quantity - Year Ago Returned Quantity)

14.1.16

(Standard Cost Amount - Year Ago Standard Cost Amount)

14.1.17

DIO (Days Inventory Outstanding). Also called Inventory DSI (Days Sales of Inventory) DSI/DIO = (Average Inventory/Cost of Goods Sold) * 365 Or DSI/DIO = 365/Inventory Turns This is the total physical quantity in transit for the product (in inventory unit of measure). This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. Inventory Turn measures the number of times that inventory turns over in a recent one year period. It is an indicator of how well a company's products are doing in the market. It is calculated as dividing annual cost of goods sold by the average daily inventory level. Available Quantity (Ending Balance) of the previos period. Reorder Point is the inventory level at the storage location that triggers a re-order for replenishment of this product. This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders.

14.1.18 14.1.19 14.1.20

14.1.21

14.1.22

14.1.23

14.1.24 14.1.25 14.1.26

Facts - Inventory Balance.Opening Quantity Facts - Inventory Balance.Reorder Point Facts - Inventory Balance.Replenishment Amount Facts - Inventory Balance.Replenishment Quantity Facts - Inventory Balance.Restricted Amount

14.1.27

14.1.28

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-361

Supply Chain and Order Management Analytics

No 14.1.29

Metric Name Facts - Inventory Balance.Restricted Consignment Amount Facts - Inventory Balance.Restricted Consignment Quantity Facts - Inventory Balance.Restricted Quantity

Description Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders. This is the total quantity of the product returns that currently exist (in inventory units of measure). This quantity would become available for use once they pass return inspection or merge into regular product inventory. This is the total quantity of the product returns that currently exist (in inventory units of measure). This quantity would become available for use once they pass return inspection or merge into regular product inventory. The total inventory value in chart of accounts or group currency for the product at the standard cost. Value Only Group Amount represents a group of material managed only on value basis and not on quantity basis. For these, materials quantity is never updated. Example: Hierarchy articles and group articles. This is the in-transit amount of value-only group amount stated in group currency.

14.1.30

14.1.31

14.1.32

Facts - Inventory Balance.Returned Amount Facts - Inventory Balance.Returned Quantity Facts - Inventory Balance.Standard Cost Amount Facts - Inventory Balance.Value Only Amount Facts - Inventory Balance.Value Transfer Amount Facts - Inventory Balance.WIP_Amount Facts - Inventory Balance.Year Ago Available Consignment Quantity Facts - Inventory Balance.Year Ago Available Quantity Facts - Inventory Balance.Year Ago Returned Quantity Facts - Inventory Balance.Year Ago Standard Cost Amount

14.1.33

14.1.34

14.1.35

14.1.36

14.1.37 14.1.38

The value of inventory which is work in progress. Quantity, a year ago, in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. The quantity of a product available a year ago.

14.1.39

14.1.40

Physical quantity of a product (In standard UOM) that is returned to a location either by supplier or customer a year ago. The inventory value, a year ago, for the product at the standard cost in the chart of accounts in group currency.

14.1.41

14.2 Inventory - Bill of Materials

No Metric Name Description

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-362

Supply Chain and Order Management Analytics

No 14.2.1

Metric Name Facts - BOM Items.Extended Item Quantity

Description This metric describes the total amount of product required at each level in the bill of materials. At an aggregate level, this quantity can be used to determine supplier demand for raw materials or components. This metric can also be used as a link in the supply/demand chains to help determine the suppliers of raw materials used in finished products and vice versa. The quantity of the BOM item/component that is required to manufacture unit quantity of the end product mentioned in the related BOM header information.

14.2.2

Facts - BOM Items.Quantity Per Assembly

14.3 Inventory - Customer and Supplier Returns

No 14.3.1 Metric Name Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Amount Facts - Customer and Supplier Returns.% Chg Year Ago Customer Returned Quantity Facts - Customer and Supplier Returns.% Chg Year Ago Returned Amount Facts - Customer and Supplier Returns.% Chg Year Ago Returned Quantity Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Amount Facts - Customer and Supplier Returns.% Chg Year Ago Supplier Returned Quantity Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Amount Facts - Customer and Supplier Returns.Chg Year Ago Customer Returned Quantity Facts - Customer and Supplier Returns.Chg Year Ago Returned Amount Facts - Customer and Supplier Returns.Chg Year Ago Returned Quantity Description (Customer Returned Amount - Year Ago Customer Returned Amount) * 100/ (Year Ago Customer Returned Amount)

14.3.2

(Customer Returned Quantity - Year Ago Customer Returned Quantity) * 100/ (Year Ago Customer Returned Quantity)

14.3.3

(Returned Amount - Year Ago Returned Amount) * 100/ (Year Ago Returned Amount)

14.3.4

(Returned Quantity - Year Ago Returned Quantity) * 100/ (Year Ago Returned Quantity)

14.3.5

(Supplier Returned Amount - Year Ago Supplier Returned Amount) * 100/ (Year Ago Supplier Returned Amount)

14.3.6

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity) * 100/ (Year Ago Supplier Returned Quantity)

14.3.7

(Customer Returned Amount - Year Ago Customer Returned Amount)

14.3.8

(Customer Returned Quantity - Year Ago Customer Returned Quantity)

14.3.9

(Returned Amount - Year Ago Returned Amount)

14.3.10

(Returned Quantity - Year Ago Returned Quantity)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-363

Supply Chain and Order Management Analytics

No 14.3.11

Metric Name Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Amount Facts - Customer and Supplier Returns.Chg Year Ago Supplier Returned Quantity Facts - Customer and Supplier Returns.Customer Returned Amount Facts - Customer and Supplier Returns.Customer Returned Quantity Facts - Customer and Supplier Returns.Returned Amount Facts - Customer and Supplier Returns.Returned Quantity Facts - Customer and Supplier Returns.Supplier Returned Amount Facts - Customer and Supplier Returns.Supplier Returned Quantity Facts - Customer and Supplier Returns.Year Ago Customer Returned Amount Facts - Customer and Supplier Returns.Year Ago Customer Returned Quantity Facts - Customer and Supplier Returns.Year Ago Returned Amount Facts - Customer and Supplier Returns.Year Ago Returned Quantity Facts - Customer and Supplier Returns.Year Ago Supplier Returned Amount Facts - Customer and Supplier Returns.Year Ago Supplier Returned Quantity

Description (Supplier Returned Amount - Year Ago Supplier Returned Amount)

14.3.12

(Supplier Returned Quantity - Year Ago Supplier Returned Quantity)

14.3.13

Value of product that is returned to a location by customer.

14.3.14

Physical quantity of product that is returned to a location by customer.

14.3.15

Value of product that is returned to a location either by supplier or customer.

14.3.16

Physical quantity of product that is returned to a location either by supplier or customer.

14.3.17

Value of product that is returned to a location by supplier

14.3.18

Physical quantity of product that is returned to a location by supplier

14.3.19

Value of product that is returned to a location by customer a year ago.

14.3.20

Physical quantity of product that is returned to a location by customer a year ago.

14.3.21

Value of product that is returned to a location either by supplier or customer a year ago.

14.3.22

Physical quantity of a product (In standard UOM) that is returned to a location either by supplier or customer a year ago. Value of product that is returned to a location by supplier a year ago.

14.3.23

14.3.24

Physical quantity of product that is returned to a location by supplier a year ago.

14.4 Inventory - Transactions

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-364

Supply Chain and Order Management Analytics

No 14.4.1

Metric Name Fact - Inventory Transactions.% Chg Year Ago Actual Issue Quantity Fact - Inventory Transactions.% Chg Year Ago Actual Receipt Quantity Fact - Inventory Transactions.% Chg Year Ago Material Amount Fact - Inventory Transactions.Actual Issue Quantity Fact - Inventory Transactions.Actual Receipt Quantity Fact - Inventory Transactions.Chg Year Ago Actual Issue Quantity Fact - Inventory Transactions.Chg Year Ago Actual Receipt Quantity Fact - Inventory Transactions.Chg Year Ago Material Amount Fact - Inventory Transactions.Material Amount Fact - Inventory Transactions.Year Ago Actual Issue Quantity Fact - Inventory Transactions.Year Ago Actual Receipt Quantity Fact - Inventory Transactions.Year Ago Material Amount

Description (Actual Issue Quantity - Year Ago Actual Issue Quantity) * 100/ (Year Ago Actual Issue Quantity) (Actual Receipt Quantity - Year Ago Actual Receipt Quantity) * 100/ (Year Ago Actual Receipt Quantity)

14.4.2

14.4.3

(Material Amount - Year Ago Material Amount) * 100/ (Year Ago Material Amount)

14.4.4

The actual quantity of the product that has been issued (in inventory unit of measure) from the inventory location during the day, for the date against which this row is being maintained. The actual quantity of the product that has been received (in inventory unit of measure) into the inventory location during the day, for the date against which this row is being maintained. (Actual Issue Quantity - Year Ago Actual Issue Quantity) in standard UOM.

14.4.5

14.4.6

14.4.7

(Actual Receipt Quantity - Year Ago Actual Receipt Quantity) in standard UOM.

14.4.8

(Material Amount - Year Ago Material Amount)

14.4.9

This is the currency value of the inventory transaction in group currency.

14.4.10

The total quantity of a product (In standard UOM) that was issued from an inventory location a year ago. The total quantity of a product (In standard UOM) received a year ago.

14.4.11

14.4.12

This is the currency value of the inventory transaction, a year ago, in group currency.

14.5 Sales - Backlog History

No 14.5.1 Metric Name Fact - Sales Backlog History.Financial Backlog Amount Fact - Sales Backlog History.Financial Backlog Quantity Description The total value of orders that have been booked but not yet invoiced by the organization at the last snapshot. The total quantity of product that has been booked but not yet invoiced by the organization.

14.5.2

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-365

Supply Chain and Order Management Analytics

No 14.5.3

Metric Name Fact - Sales Backlog History.Open Credit Memo Request Value Fact - Sales Backlog History.Open Debit Memo Request Value Fact - Sales Backlog History.Open RMA Value Fact - Sales Backlog History.Operate Blocked Backlog Amount Fact - Sales Backlog History.Operate Blocked Backlog Quantity Fact - Sales Backlog History.Operate Delinquent Backlog Amount Fact - Sales Backlog History.Operate Delinquent Backlog Quantity Fact - Sales Backlog History.Operate Scheduled Backlog Amount Fact - Sales Backlog History.Operate Scheduled Backlog Quantity Fact - Sales Backlog History.Operate Unscheduled Backlog Amount Fact - Sales Backlog History.Operate Unscheduled Backlog Quantity Fact - Sales Backlog History.Operational Backlog Amount Fact - Sales Backlog History.Operational Backlog Quantity

Description The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total value of the operational backlog orders that are on hold.

14.5.4

14.5.5

14.5.6

14.5.7

The total product quantity of the operational backlog orders that have been put on hold.

14.5.8

The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total value of the operational backlog orders that have a set date and time to be fulfilled. The total product quantity of the operational backlog orders tha have a set date and time to be fulfilled. The total value of the operational backlog orders that do not have a set date and time to be fulfilled.

14.5.9

14.5.10

14.5.11

14.5.12

14.5.13

The total product quantity of the operational backlog orders that do not have a set date and time to be fulfilled.

14.5.14

The total value of orders that have been booked but not yet shipped by the organization. The total quantity of products that has been booked but not yet shipped by the organization.

14.5.15

14.6 Sales - Backlog Lines

No 14.6.1 Metric Name Fact - Sales Backlog Lines.Financial Backlog Amount Description The total value of orders that have been booked but not yet invoiced by the organization.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-366

Supply Chain and Order Management Analytics

No 14.6.2

Metric Name Fact - Sales Backlog Lines.Financial Backlog Quantity Fact - Sales Backlog Lines.Hold Value Rate Fact - Sales Backlog Lines.Hold Volume Rate Fact - Sales Backlog Lines.Open Credit Memo Request Value Fact - Sales Backlog Lines.Open Debit Memo Request Value Fact - Sales Backlog Lines.Open RMA Value Fact - Sales Backlog Lines.Operate Blocked Backlog Amount Fact - Sales Backlog Lines.Operate Blocked Backlog Quantity Fact - Sales Backlog Lines.Operate Delinquent Backlog Amount Fact - Sales Backlog Lines.Operate Delinquent Backlog Quantity Fact - Sales Backlog Lines.Operate Scheduled Backlog Amount Fact - Sales Backlog Lines.Operate Scheduled Backlog Quantity Fact - Sales Backlog Lines.Operate Unscheduled Backlog Amount Fact - Sales Backlog Lines.Operate Unscheduled Backlog Quantity Fact - Sales Backlog Lines.Operational Backlog Amount Fact - Sales Backlog Lines.Operational Backlog Quantity

Description The total quantity of product that has been booked but not yet invoiced by the organization. The percentage of line item revenue on hold compared to the revenue value of regular line items. The percentage of line items on hold compared to regular line items. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total value of the operational backlog orders that are on hold.

14.6.3 14.6.4 14.6.5

14.6.6

14.6.7

14.6.8

14.6.9

The total product quantity of the operational backlog orders that have been put on hold.

14.6.10

The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total value of the operational backlog orders that have a set date and time to be fulfilled. The total product quantity of the operational backlog orders that have a set date and time to be fulfilled. The total value of the operational backlog orders that do not have a set date and time to be fulfilled.

14.6.11

14.6.12

14.6.13

14.6.14

14.6.15

The total product quantity of the operational backlog orders that do not have a set date and time to be fulfilled.

14.6.16

This metric measures the total value of orders that have been booked but not yet shipped by the organization. This metric measures the total quantity of products that has been booked but not yet shipped by the organization.

14.6.17

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-367

Supply Chain and Order Management Analytics

14.7 Sales - Booking Lines

No 14.7.1 14.7.2 14.7.3 14.7.4 14.7.5 Metric Name Fact - Sales Booking Lines.Adjustment Amount Fact - Sales Booking Lines.Booked Amount Fact - Sales Booking Lines.Booked List Amount Fact - Sales Booking Lines.Booked Quantity Fact - Sales Booking Lines.Discount Booked Amount Fact - Sales Booking Lines.Number of Adjustments Fact - Sales Booking Lines.RMA Value Rate Fact - Sales Booking Lines.RMA Volume Rate Description The total value of booked amount in booking lines that were adjusted, Excludes returned or cancelled lines. This metric tracks the total value of bookings, but excludes returns and exchanges. The product list price booked across the organization. The total quantity of the booked products, but the value excludes return and exchange quantities. This metric tracks the total discount granted when the order was booked. It is the difference between the actual selling price and the list price of the product. The number of booking lines adjusted, excluding returned or cancelled lines.

14.7.6

14.7.7 14.7.8

The percentage of goods returned on RMAs (return material authorizations) compared to the overall booked order revenue during a given time period. The percentage of goods returned on RMAs (return material authorizations) compared to the overall total of booked orders during a given time period.

14.8 Sales - Customer Activity

No 14.8.1 14.8.2 14.8.3 14.8.4 14.8.5 14.8.6 14.8.7 14.8.8 14.8.9 Metric Name Fact - Customer Activity.# Active Customers Fact - Customer Activity.# Dormant Customers Fact - Customer Activity.# Existing Customers Fact - Customer Activity.# Inactive Customers Fact - Customer Activity.# Lost Customers Fact - Customer Activity.# New Customers Fact - Customer Activity.# Recent Customers Fact - Customer Activity.# Total Customers Fact - Customer Activity.Customer Inactivity Ratio Description The number of customers whose last purchase is within 2 periods The number of customers whose last purchase is within 3 periods excluding those whose last purchase is within 2 periods The total number of customers minus the number of new customers The total number of customers minus the number of active customers The number of customers whose last purchase is not within 3 periods The number of customers whose first purchase has occurred in the 1st period The number of customers whose last purchase is within 2 periods excluding those whose first purchase has occurred in the 1st period Total number of customers The ratio of Current Inactive Customers to the total number of customers

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-368

Supply Chain and Order Management Analytics

14.9 Sales - Inventory and Backlog

No 14.9.1 Metric Name Fact - Inventory Activity Balance.Available Consignment Quantity Fact - Inventory Activity Balance.Available Quantity Description Quantity in the warehouse that belongs to a consignment vendor and is not subject to usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. This metric is the quantity of product available to fill open orders. Available product is defined as unrestricted inventory that is not reserved, blocked or otherwise unavailable for immediate demand fulfillment. The Available Quantity metric is an important component for understanding historical inventory fluctuations, stockouts, and allocation situations. By analyzing available inventory activity over time, slow-moving and obsolete materials can be identified. Quantity of all blocked batches that belong to a consignment vendor. Examples of batches are: Production lots, delivery lots etc. This is the total physical quantity of the product under hold for specific reasons (in inventory unit if measure). This quantity would become available for use once the hold is released -- these would typically include stocks that may have been damaged slightly and need to undergo a re-certification process etc. This is the total physical quantity in transit for the product (in inventory unit of measure). Quantity in the warehouse that belongs to a consignment vendor and is in quality inspection. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. This is the total physical quantity of the product under inspection (in inventory unit of measure). This quantity would become available for use once they pass inspection. This represents the standard re-order quantity size for replenishment of inventory of this product (in inventory units of measure). Quantity in the warehouse that belongs to a consignment vendor and has usage restrictions. A consignment vendor retains ownership of the quantity until it is withdrawn from stores. This metric is the balance of inventory that is on reserve and restricted from use for open orders or manufacturing production orders. This type of inventory is also known as allocated or assigned material. The Restricted Quantity metric is useful in determining the amount of material that is on reserve for future production or customer orders. This is the total quantity of the product returns that currently exist (in inventory units of measure). This quantity would become available for use once they pass return inspection or merge into regular product inventory. The total value of orders that have been booked but not yet invoiced by the organization. The total quantity of product that has been booked but not yet invoiced by the organization. The percentage of line item revenue on hold compared to the revenue value of regular line items. The percentage of line items on hold compared to regular line items.

14.9.2

14.9.3

Fact - Inventory Activity Balance.Block Consignment Quantity Fact - Inventory Activity Balance.Blocked Quantity

14.9.4

14.9.5 14.9.6

Fact - Inventory Activity Balance.In Transit Quantity Fact - Inventory Activity Balance.Inspection Consignment Quantity Fact - Inventory Activity Balance.Inspection Quantity Fact - Inventory Activity Balance.Replenishment Quantity Fact - Inventory Activity Balance.Restricted Consignment Quantity Fact - Inventory Activity Balance.Restricted Quantity

14.9.7

14.9.8

14.9.9

14.9.10

14.9.11

Fact - Inventory Activity Balance.Returned Quantity Fact - Sales Backlog Lines.Financial Backlog Amount Fact - Sales Backlog Lines.Financial Backlog Quantity Fact - Sales Backlog Lines.Hold Value Rate Fact - Sales Backlog Lines.Hold Volume Rate

14.9.12

14.9.13

14.9.14 14.9.15

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-369

Supply Chain and Order Management Analytics

No 14.9.16

Metric Name Fact - Sales Backlog Lines.Open RMA Value Fact - Sales Backlog Lines.Operate Blocked Backlog Amount Fact - Sales Backlog Lines.Operate Blocked Backlog Quantity Fact - Sales Backlog Lines.Operate Delinquent Backlog Amount Fact - Sales Backlog Lines.Operate Delinquent Backlog Quantity Fact - Sales Backlog Lines.Operate Scheduled Backlog Amount Fact - Sales Backlog Lines.Operate Scheduled Backlog Quantity Fact - Sales Backlog Lines.Operate Unscheduled Backlog Amount Fact - Sales Backlog Lines.Operate Unscheduled Backlog Quantity Fact - Sales Backlog Lines.Operational Backlog Amount Fact - Sales Backlog Lines.Operational Backlog Quantity

Description The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total value of the operational backlog orders that are on hold.

14.9.17

14.9.18

The total product quantity of the operational backlog orders that have been put on hold.

14.9.19

The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total value of the operational backlog orders that have a set date and time to be fulfilled. The total product quantity of the operational backlog orders that have a set date and time to be fulfilled. The total value of the operational backlog orders that do not have a set date and time to be fulfilled.

14.9.20

14.9.21

14.9.22

14.9.23

14.9.24

The total product quantity of the operational backlog orders that do not have a set date and time to be fulfilled.

14.9.25

This metric measures the total value of orders that have been booked but not yet shipped by the organization. This metric measures the total quantity of products that has been booked but not yet shipped by the organization.

14.9.26

14.10 Sales - Invoice Lines

No 14.10.1 Metric Name Fact - Sales Invoice Lines.Average Discount Paid Fact - Sales Invoice Lines.Average Invoice Value Fact - Sales Invoice Lines.Charge Back Amount Description The value of discounts paid to customers

14.10.2

The average invoiced amount calculated based on Net Invoiced Amount

14.10.3

The invoice values of Charge Backs

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-370

Supply Chain and Order Management Analytics

No 14.10.4

Metric Name Fact - Sales Invoice Lines.Charge Back Quantity Fact - Sales Invoice Lines.Credit Memo Amount Fact - Sales Invoice Lines.Credit Memo Quantity Fact - Sales Invoice Lines.Cumulative Invoice Revenue Fact - Sales Invoice Lines.Debit Memo Amount Fact - Sales Invoice Lines.Debit Memo Quantity Fact - Sales Invoice Lines.Invoice to List Price Rate Fact - Sales Invoice Lines.Invoiced Amount Fact - Sales Invoice Lines.Invoiced Discount Amount Fact - Sales Invoice Lines.Invoiced Freight Amount Fact - Sales Invoice Lines.Invoiced List Amount Fact - Sales Invoice Lines.Invoiced Quantity Fact - Sales Invoice Lines.Invoiced Sales Tax Amount Fact - Sales Invoice Lines.Net Invoiced Amount Fact - Sales Invoice Lines.Net Invoiced Quantity Fact - Sales Invoice Lines.Number of Invoice Lines Fact - Sales Invoice Lines.Number of Invoices Fact - Sales Invoice Lines.Quarter Ago Cumulative Invoiced Amount Fact - Sales Invoice Lines.Quarter Ago Invoiced Amount

Description The total invoiced quantity (In standard UOM) of charge back invoices.

14.10.5 14.10.6

The invoice value of Credit Memos The invoiced quantity of Credit Memos.

14.10.7

The running sum of Total Invoice Amount, to be used with the Time dimension

14.10.8 14.10.9 14.10.10

The invoice value of Debit Memos The invoice quantity of Debit Memos. The ratio of invoiced price to the list price

14.10.11

The total value of products bought by customers and subsequently invoiced by the organization, excluding credit memos, debit memos and cancellations. The total discount granted and reported at the point of sale based on the product's list price when the order was invoiced. It is the difference between the actual selling price and the list price of the product. The invoiced freight amount in the Group Currency

14.10.12

14.10.13

14.10.14 14.10.15

The value of an invoice item based on the list price excluding credit memos and debit memos The total quantity of products bought by the customers and subsequently invoiced by the organization, excluding credit memos , debit memos and cancellations The invoiced sales tax amount in the Group Currency

14.10.16

14.10.17

The Net Invoiced Amount for selling the organization's products. Net Invoiced Amount is Total Invoiced Amount plus the Debit Memo Amount minus Credit Memo Amount minus Charge Back Amount The Net Invoiced Quantity for selling the organization's products. Net Invoiced Quantity is Total Invoiced Quantity plus the Debit Memo Quantity minus Credit Memo Quantity. The total number of invoice lines excluding credit memos and debit memos

14.10.18 14.10.19

14.10.20 14.10.21

The total number of invoices excluding credit memos and debit memos The running sum of Total Invoice Amount from the prior quarter, to be used with the Time dimension

14.10.22

The total invoiced revenue for a set of order line items from the prior quarter.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-371

Supply Chain and Order Management Analytics

14.11 Sales - Order Lines

No 14.11.1 14.11.2 14.11.3 14.11.4 14.11.5 Metric Name Fact - Sales Order Lines.# of First Customers Fact - Sales Order Lines.# of Order Lines Fact - Sales Order Lines.# of Orders Fact - Sales Order Lines.% Order Discount Fact - Sales Order Lines.Average # of Products per Order Fact - Sales Order Lines.Average Order Size Fact - Sales Order Lines.Cancelled Amount Fact - Sales Order Lines.Cancelled Quantity Fact - Sales Order Lines.Cumulative Order Revenue Fact - Sales Order Lines.Discount Amount Fact - Sales Order Lines.First Ordered Amount Description The number of customers who ordered for the first time. Excludes returned or cancelled order lines. Number of regular order lines The number of unique orders The percent discount for an order calculated from Discount Amount The average number of distinct products per order

14.11.6 14.11.7 14.11.8 14.11.9

The Average Order Amount for a set of orders The order amount of fully cancelled order lines plus amount equivalent of cancelled quantity in partially cancelled order lines. The quantity of a given product that has been cancelled from a set of orders The running sum of total order revenue, to be used with the Time dimension

14.11.10 14.11.11

This is the discount amount applied to the order measured in Group Currency. The value of an order made by a customer for the first time. List Ordered Amount minus Discount Amount is First Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount. The total quantity of products ordered by a customer for the first time. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity. The value of an order based on list price. Ordered Quantity multiplied with List Price. List Ordered Amount doesn't exclude discount amount. Total Margin of ordered products that were not returned. The Total cost of goods for ordered products minus cost of returned goods. The value of an order after discounts and returns have been applied to the order. Ordered Amount minus Return Amount is Net Ordered Amount. The total quantity of products ordered excluding returns and exchanges. Ordered Quantity minus Return Quantity is Net Ordered Quantity. The number of booked orders

14.11.12

Fact - Sales Order Lines.First Ordered Quantity Fact - Sales Order Lines.List Ordered Amount Fact - Sales Order Lines.Net Amount Margin Fact - Sales Order Lines.Net COGS Fact - Sales Order Lines.Net Ordered Amount Fact - Sales Order Lines.Net Ordered Quantity Fact - Sales Order Lines.Number of Bookings

14.11.13

14.11.14 14.11.15 14.11.16

14.11.17

14.11.18

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-372

Supply Chain and Order Management Analytics

No 14.11.19

Metric Name Fact - Sales Order Lines.Ordered Amount

Description The value of an order after discount has been applied to the order. List Ordered Amount minus Discount Amount is Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount. Total Margin of ordered products. Doesn't exclude returns.

14.11.20

Fact - Sales Order Lines.Ordered Amount Margin Fact - Sales Order Lines.Ordered COGS Fact - Sales Order Lines.Ordered Quantity Fact - Sales Order Lines.Orders to Booking Close Rate Fact - Sales Order Lines.Quarter Ago Cumulative Order Amount Fact - Sales Order Lines.Quarter Ago First Ordered Amount Fact - Sales Order Lines.Quarter Ago Ordered Amount Fact - Sales Order Lines.Return Amount Fact - Sales Order Lines.Return Amount Margin Fact - Sales Order Lines.Return COGS Fact - Sales Order Lines.Return Quantity Fact - Sales Order Lines.Rollup Discount Amount Fact - Sales Order Lines.Rollup List Ordered Amount Fact - Sales Order Lines.Rollup Net Ordered Amount Fact - Sales Order Lines.Rollup Ordered Amount Fact - Sales Order Lines.Rollup Ordered Quantity Fact - Sales Order Lines.Rollup Return Amount

14.11.21 14.11.22

The Total cost of goods for ordered products. Doesn't exclude cost of returned goods. The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity. The percentage of orders received by an organization that have been booked.

14.11.23

14.11.24

The running sum of total order revenue from the prior quarter, to be used with the Time dimension Total Order Revenue from the prior quarter

14.11.25

14.11.26

Total Order Revenue from the prior quarter

14.11.27 14.11.28

The total ordered value of all return materials authorizations (RMA) across the organization. Total Margin of ordered products.

14.11.29 14.11.30 14.11.31

The Total cost of goods for returned products. The total quantity of products returned as return materials authorizations (RMA) across the organization. Sum total of Discount Amounts for root level products.

14.11.32

Sum total of List Ordered Amounts for root level products.

14.11.33

Sum total of Net Ordered Amounts for root level products.

14.11.34

Sum total of Ordered Amounts for root level products.

14.11.35

Sum total of Ordered Quantities for root level products.

14.11.36

Sum total of Return Amounts for root level products.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-373

Supply Chain and Order Management Analytics

14.12 Sales - Order Process

No 14.12.1 Metric Name Fact - Sales Backlog Lines.Financial Backlog Amount Fact - Sales Backlog Lines.Financial Backlog Quantity Fact - Sales Backlog Lines.Hold Value Rate Fact - Sales Backlog Lines.Hold Volume Rate Fact - Sales Backlog Lines.Open RMA Value Fact - Sales Backlog Lines.Operate Blocked Backlog Amount Fact - Sales Backlog Lines.Operate Blocked Backlog Quantity Fact - Sales Backlog Lines.Operate Delinquent Backlog Amount Fact - Sales Backlog Lines.Operate Delinquent Backlog Quantity Fact - Sales Backlog Lines.Operate Scheduled Backlog Amount Fact - Sales Backlog Lines.Operate Scheduled Backlog Quantity Fact - Sales Backlog Lines.Operate Unscheduled Backlog Amount Fact - Sales Backlog Lines.Operate Unscheduled Backlog Quantity Fact - Sales Backlog Lines.Operational Backlog Amount Fact - Sales Backlog Lines.Operational Backlog Quantity Fact - Sales Cycle Lines.# of Order Lines Description The total value of orders that have been booked but not yet invoiced by the organization. The total quantity of product that has been booked but not yet invoiced by the organization. The percentage of line item revenue on hold compared to the revenue value of regular line items. The percentage of line items on hold compared to regular line items. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total value of the operational backlog orders that are on hold.

14.12.2

14.12.3 14.12.4 14.12.5

14.12.6

14.12.7

The total product quantity of the operational backlog orders that have been put on hold.

14.12.8

The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total value of the operational backlog orders that have a set date and time to be fulfilled. The total product quantity of the operational backlog orders that have a set date and time to be fulfilled. The total value of the operational backlog orders that do not have a set date and time to be fulfilled.

14.12.9

14.12.10

14.12.11

14.12.12

14.12.13

The total product quantity of the operational backlog orders that do not have a set date and time to be fulfilled.

14.12.14

This metric measures the total value of orders that have been booked but not yet shipped by the organization. This metric measures the total quantity of products that has been booked but not yet shipped by the organization. Number of regular order lines

14.12.15

14.12.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-374

Supply Chain and Order Management Analytics

No 14.12.17 14.12.18 14.12.19

Metric Name Fact - Sales Cycle Lines.# of Orders Fact - Sales Cycle Lines.Cancelled Quantity Fact - Sales Cycle Lines.Hold Duration in Minutes Fact - Sales Cycle Lines.Invoice Amount Fact - Sales Cycle Lines.Invoiced Quantity Fact - Sales Cycle Lines.List Amount Fact - Sales Cycle Lines.Order To Invoice Days Lag Fact - Sales Cycle Lines.Order to Pick Days Lag Fact - Sales Cycle Lines.Order To Ship Days Lag Fact - Sales Cycle Lines.Ordered Amount Fact - Sales Cycle Lines.Ordered Quantity Fact - Sales Cycle Lines.Pick Quantity Fact - Sales Cycle Lines.Pick to Ship Days Lag Fact - Sales Cycle Lines.Sales Quantity Fact - Sales Cycle Lines.Ship Early Quantity Fact - Sales Cycle Lines.Ship Late Quantity Fact - Sales Cycle Lines.Ship Ontime Quantity Fact - Sales Cycle Lines.Ship Quantity Fact - Sales Cycle Lines.Ship to Invoice Days Lag

Description Number of regular orders The cancelled quantity of product for a set of order line items. The total time in minutes that an order line item was held

14.12.20 14.12.21 14.12.22 14.12.23

Total Invoiced Value The total invoiced quantity for a set of order line items The list value of a set of order items calculated by multiplying list price by quantity. This metric displays time lag between order date and invoice date

14.12.24

This metric displays time lag between order date and pick date

14.12.25

This metric displays time lag between order date and ship date

14.12.26 14.12.27 14.12.28 14.12.29

The total value of products that are ordered by customers, excluding returns and exchanges. The quantity of product for a set of order line items. The total picked quantity for a set of order line items This metric displays time lag between pick date and ship date

14.12.30 14.12.31 14.12.32 14.12.33 14.12.34 14.12.35

The quantity of product in a set of order line items in sales units The total quantity of products (In standard UOM) shipped earlier than the scheduled ship date. The total quantity of products (In standard UOM) shipped later than the scheduled ship date. The total quantity of products (In standard UOM) shipped on the scheduled ship date. The total shipped quantity for a set of order line items This metric displays time lag between ship date and invoice date

14.13 Sales - Orders and Invoices

No Metric Name Description

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-375

Supply Chain and Order Management Analytics

No 14.13.1

Metric Name Fact - Sales Invoice Lines.Average Discount Paid Fact - Sales Invoice Lines.Average Invoice Value Fact - Sales Invoice Lines.Credit Memo Amount Fact - Sales Invoice Lines.Credit Memo Quantity Fact - Sales Invoice Lines.Cumulative Invoice Revenue Fact - Sales Invoice Lines.Debit Memo Amount Fact - Sales Invoice Lines.Debit Memo Quantity Fact - Sales Invoice Lines.Invoice to List Price Rate Fact - Sales Invoice Lines.Invoiced Amount Fact - Sales Invoice Lines.Invoiced Discount Amount Fact - Sales Invoice Lines.Invoiced Freight Amount Fact - Sales Invoice Lines.Invoiced List Amount Fact - Sales Invoice Lines.Invoiced Quantity Fact - Sales Invoice Lines.Invoiced Sales Tax Amount Fact - Sales Invoice Lines.Net Invoiced Amount Fact - Sales Invoice Lines.Net Invoiced Quantity Fact - Sales Invoice Lines.Number of Invoice Lines Fact - Sales Invoice Lines.Number of Invoices Fact - Sales Invoice Lines.Quarter Ago Cumulative Invoiced Amount

Description The value of discounts paid to customers

14.13.2

The average invoiced amount calculated based on Net Invoiced Amount

14.13.3 14.13.4

The invoice value of Credit Memos The invoiced quantity of Credit Memos.

14.13.5

The running sum of Total Invoice Amount, to be used with the Time dimension

14.13.6 14.13.7 14.13.8

The invoice value of Debit Memos The invoice quantity of Debit Memos. The ratio of invoiced price to the list price

14.13.9

The total value of products bought by customers and subsequently invoiced by the organization, excluding credit memos, debit memos and cancellations. The total discount granted and reported at the point of sale based on the product's list price when the order was invoiced. It is the difference between the actual selling price and the list price of the product. The invoiced freight amount in the Group Currency

14.13.10

14.13.11

14.13.12 14.13.13

The value of an invoice item based on the list price excluding credit memos and debit memos The total quantity of products bought by the customers and subsequently invoiced by the organization, excluding credit memos , debit memos and cancellations The invoiced sales tax amount in the Group Currency

14.13.14

14.13.15

The Net Invoiced Amount for selling the organization's products. Net Invoiced Amount is Total Invoiced Amount plus the Debit Memo Amount minus Credit Memo Amount minus Charge Back Amount The Net Invoiced Quantity for selling the organization's products. Net Invoiced Quantity is Total Invoiced Quantity plus the Debit Memo Quantity minus Credit Memo Quantity. The total number of invoice lines excluding credit memos and debit memos

14.13.16 14.13.17

14.13.18 14.13.19

The total number of invoices excluding credit memos and debit memos The running sum of Total Invoice Amount from the prior quarter, to be used with the Time dimension

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-376

Supply Chain and Order Management Analytics

No 14.13.20

Metric Name Fact - Sales Invoice Lines.Quarter Ago Invoiced Amount Fact - Sales Order Lines.# of Order Lines Fact - Sales Order Lines.# of Orders Fact - Sales Order Lines.% Order Discount Fact - Sales Order Lines.Average # of Products per Order Fact - Sales Order Lines.Average Order Size Fact - Sales Order Lines.Cancelled Quantity Fact - Sales Order Lines.Cumulative Order Revenue Fact - Sales Order Lines.Discount Amount Fact - Sales Order Lines.List Ordered Amount Fact - Sales Order Lines.Net Ordered Amount Fact - Sales Order Lines.Net Ordered Quantity Fact - Sales Order Lines.Number of Bookings Fact - Sales Order Lines.Ordered Amount

Description The total invoiced revenue for a set of order line items from the prior quarter.

14.13.21 14.13.22 14.13.23 14.13.24

Number of regular order lines The number of unique orders The percent discount for an order calculated from Discount Amount The average number of distinct products per order

14.13.25 14.13.26 14.13.27

The Average Order Amount for a set of orders The quantity of a given product that has been cancelled from a set of orders The running sum of total order revenue, to be used with the Time dimension

14.13.28 14.13.29

This is the discount amount applied to the order measured in Group Currency. The value of an order based on list price. Ordered Quantity multiplied with List Price. List Ordered Amount doesn't exclude discount amount. The value of an order after discounts and returns have been applied to the order. Ordered Amount minus Return Amount is Net Ordered Amount. The total quantity of products ordered excluding returns and exchanges. Ordered Quantity minus Return Quantity is Net Ordered Quantity. The number of booked orders The value of an order after discount has been applied to the order. List Ordered Amount minus Discount Amount is Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount. The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity. The percentage of orders received by an organization that have been booked.

14.13.30

14.13.31

14.13.32 14.13.33

14.13.34

Fact - Sales Order Lines.Ordered Quantity Fact - Sales Order Lines.Orders to Booking Close Rate Fact - Sales Order Lines.Quarter Ago Cumulative Order Amount Fact - Sales Order Lines.Quarter Ago Ordered Amount Fact - Sales Order Lines.Return Amount

14.13.35

14.13.36

The running sum of total order revenue from the prior quarter, to be used with the Time dimension Total Order Revenue from the prior quarter

14.13.37

14.13.38

The total ordered value of all return materials authorizations (RMA) across the organization.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-377

Supply Chain and Order Management Analytics

No 14.13.39

Metric Name Fact - Sales Order Lines.Return Quantity

Description The total quantity of products returned as return materials authorizations (RMA) across the organization.

14.14 Sales - Orders, Backlog and Invoices

No 14.14.1 Metric Name Fact - Sales Backlog Lines.Financial Backlog Amount Fact - Sales Backlog Lines.Financial Backlog Quantity Fact - Sales Backlog Lines.Hold Value Rate Fact - Sales Backlog Lines.Hold Volume Rate Fact - Sales Backlog Lines.Open RMA Value Fact - Sales Backlog Lines.Operate Blocked Backlog Amount Fact - Sales Backlog Lines.Operate Blocked Backlog Quantity Fact - Sales Backlog Lines.Operate Delinquent Backlog Amount Fact - Sales Backlog Lines.Operate Delinquent Backlog Quantity Fact - Sales Backlog Lines.Operate Scheduled Backlog Amount Fact - Sales Backlog Lines.Operate Scheduled Backlog Quantity Fact - Sales Backlog Lines.Operate Unscheduled Backlog Amount Fact - Sales Backlog Lines.Operate Unscheduled Backlog Quantity Fact - Sales Backlog Lines.Operational Backlog Amount Description The total value of orders that have been booked but not yet invoiced by the organization. The total quantity of product that has been booked but not yet invoiced by the organization. The percentage of line item revenue on hold compared to the revenue value of regular line items. The percentage of line items on hold compared to regular line items. The total sales amount from all open return materials authorizations (RMA). Total Open RMA Value is the sales value from the returned orders that have been requested from the customers but not yet received. The total value of the operational backlog orders that are on hold.

14.14.2

14.14.3 14.14.4 14.14.5

14.14.6

14.14.7

The total product quantity of the operational backlog orders that have been put on hold.

14.14.8

The total value of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total product quantity of the operational backlog orders that have been delayed in shipment due to lack of fulfillment. The total value of the operational backlog orders that have a set date and time to be fulfilled. The total product quantity of the operational backlog orders that have a set date and time to be fulfilled. The total value of the operational backlog orders that do not have a set date and time to be fulfilled.

14.14.9

14.14.10

14.14.11

14.14.12

14.14.13

The total product quantity of the operational backlog orders that do not have a set date and time to be fulfilled.

14.14.14

This metric measures the total value of orders that have been booked but not yet shipped by the organization.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-378

Supply Chain and Order Management Analytics

No 14.14.15

Metric Name Fact - Sales Backlog Lines.Operational Backlog Quantity Fact - Sales Invoice Lines.Average Discount Paid Fact - Sales Invoice Lines.Average Invoice Value Fact - Sales Invoice Lines.Credit Memo Amount Fact - Sales Invoice Lines.Credit Memo Quantity Fact - Sales Invoice Lines.Cumulative Invoice Revenue Fact - Sales Invoice Lines.Debit Memo Amount Fact - Sales Invoice Lines.Debit Memo Quantity Fact - Sales Invoice Lines.Invoice to List Price Rate Fact - Sales Invoice Lines.Invoiced Amount Fact - Sales Invoice Lines.Invoiced Discount Amount Fact - Sales Invoice Lines.Invoiced Freight Amount Fact - Sales Invoice Lines.Invoiced List Amount Fact - Sales Invoice Lines.Invoiced Quantity Fact - Sales Invoice Lines.Invoiced Sales Tax Amount Fact - Sales Invoice Lines.Net Invoiced Amount Fact - Sales Invoice Lines.Net Invoiced Quantity Fact - Sales Invoice Lines.Number of Invoice Lines Fact - Sales Invoice Lines.Number of Invoices

Description This metric measures the total quantity of products that has been booked but not yet shipped by the organization. The value of discounts paid to customers

14.14.16

14.14.17

The average invoiced amount calculated based on Net Invoiced Amount

14.14.18 14.14.19

The invoice value of Credit Memos The invoiced quantity of Credit Memos.

14.14.20

The running sum of Total Invoice Amount, to be used with the Time dimension

14.14.21 14.14.22 14.14.23

The invoice value of Debit Memos The invoice quantity of Debit Memos. The ratio of invoiced price to the list price

14.14.24

The total value of products bought by customers and subsequently invoiced by the organization, excluding credit memos, debit memos and cancellations. The total discount granted and reported at the point of sale based on the product's list price when the order was invoiced. It is the difference between the actual selling price and the list price of the product. The invoiced freight amount in the Group Currency

14.14.25

14.14.26

14.14.27 14.14.28

The value of an invoice item based on the list price excluding credit memos and debit memos The total quantity of products bought by the customers and subsequently invoiced by the organization, excluding credit memos , debit memos and cancellations The invoiced sales tax amount in the Group Currency

14.14.29

14.14.30

The Net Invoiced Amount for selling the organization's products. Net Invoiced Amount is Total Invoiced Amount plus the Debit Memo Amount minus Credit Memo Amount minus Charge Back Amount The Net Invoiced Quantity for selling the organization's products. Net Invoiced Quantity is Total Invoiced Quantity plus the Debit Memo Quantity minus Credit Memo Quantity. The total number of invoice lines excluding credit memos and debit memos

14.14.31 14.14.32

14.14.33

The total number of invoices excluding credit memos and debit memos

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-379

Supply Chain and Order Management Analytics

No 14.14.34

Metric Name Fact - Sales Invoice Lines.Quarter Ago Cumulative Invoiced Amount Fact - Sales Invoice Lines.Quarter Ago Invoiced Amount Fact - Sales Order Lines.# of Order Lines Fact - Sales Order Lines.# of Orders Fact - Sales Order Lines.% Order Discount Fact - Sales Order Lines.Average # of Products per Order Fact - Sales Order Lines.Average Order Size Fact - Sales Order Lines.Cancelled Quantity Fact - Sales Order Lines.Cumulative Order Revenue Fact - Sales Order Lines.Discount Amount Fact - Sales Order Lines.List Ordered Amount Fact - Sales Order Lines.Net Ordered Amount Fact - Sales Order Lines.Net Ordered Quantity Fact - Sales Order Lines.Number of Bookings Fact - Sales Order Lines.Ordered Amount

Description The running sum of Total Invoice Amount from the prior quarter, to be used with the Time dimension

14.14.35

The total invoiced revenue for a set of order line items from the prior quarter.

14.14.36 14.14.37 14.14.38 14.14.39

Number of regular order lines The number of unique orders The percent discount for an order calculated from Discount Amount The average number of distinct products per order

14.14.40 14.14.41 14.14.42

The Average Order Amount for a set of orders The quantity of a given product that has been cancelled from a set of orders The running sum of total order revenue, to be used with the Time dimension

14.14.43 14.14.44

This is the discount amount applied to the order measured in Group Currency. The value of an order based on list price. Ordered Quantity multiplied with List Price. List Ordered Amount doesn't exclude discount amount. The value of an order after discounts and returns have been applied to the order. Ordered Amount minus Return Amount is Net Ordered Amount. The total quantity of products ordered excluding returns and exchanges. Ordered Quantity minus Return Quantity is Net Ordered Quantity. The number of booked orders The value of an order after discount has been applied to the order. List Ordered Amount minus Discount Amount is Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount. The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity. The percentage of orders received by an organization that have been booked.

14.14.45

14.14.46

14.14.47 14.14.48

14.14.49

Fact - Sales Order Lines.Ordered Quantity Fact - Sales Order Lines.Orders to Booking Close Rate Fact - Sales Order Lines.Quarter Ago Cumulative Order Amount Fact - Sales Order Lines.Quarter Ago Ordered Amount

14.14.50

14.14.51

The running sum of total order revenue from the prior quarter, to be used with the Time dimension Total Order Revenue from the prior quarter

14.14.52

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-380

Supply Chain and Order Management Analytics

No 14.14.53 14.14.54

Metric Name Fact - Sales Order Lines.Return Amount Fact - Sales Order Lines.Return Quantity

Description The total ordered value of all return materials authorizations (RMA) across the organization. The total quantity of products returned as return materials authorizations (RMA) across the organization.

14.15 Sales - Pick Lines

No 14.15.1 Metric Name Fact - Sales Pick Lines.Actual Picked Quantity Fact - Sales Pick Lines.Actual Shipped Quantity Fact - Sales Pick Lines.Late Pick Rate Fact - Sales Pick Lines.Late Ship Rate Fact - Sales Pick Lines.Number of On Time Picks Fact - Sales Pick Lines.Number of On Time Shippings Fact - Sales Pick Lines.On Time Pick Performance Fact - Sales Pick Lines.On Time Pick Rate Fact - Sales Pick Lines.On Time Picked Quantity Fact - Sales Pick Lines.On Time Ship Performance Fact - Sales Pick Lines.On Time Ship Rate Fact - Sales Pick Lines.On Time Shipped Quantity Fact - Sales Pick Lines.Picked Early Quantity Fact - Sales Pick Lines.Picked Late Quantity Fact - Sales Pick Lines.Planned Pick Quantity Fact - Sales Pick Lines.Shipped Early Quantity Description The total quantity of products that have been picked from the organization's inventory.

14.15.2

The total quantity of products (In standard UOM) that have already been shipped.

14.15.3 14.15.4 14.15.5

This KPI is calculated as "Number of Late Picks" / "Number of Picks". This KPI is calculated as "Number of Late Shippings" / "Number of Shippings". The number of on-time picking lines.

14.15.6

This metric depicts the total number of picking lines which have been shipped on time.

14.15.7 14.15.8 14.15.9 14.15.10 14.15.11 14.15.12 14.15.13 14.15.14 14.15.15

This KPI is calculated as percentage of "On Time Picked Quantity" / "Actual Picked Quantity". This KPI is calculated as "Number of On Time Picks" / "Number of Picks". The total quantity of products that have been picked on-time from the organization's inventory. This KPI is calculated as percentage of "On Time Shipped Quantity" / "Actual Shipped Quantity". This KPI is calculated as "Number of On Time Shippings" / "Number of Shippings". The total quantity of products (In standard UOM) shipped on the scheduled ship date. The total quantity of products picked earlier than the planned pick date. The total quantity of products picked later than the planned pick date. The total quantity of products that are planned to be picked from the organization's inventory (the number of items scheduled for picking). The total quantity of products (In standard UOM) shipped earlier than the scheduled ship date.

14.15.16

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-381

Supply Chain and Order Management Analytics

No 14.15.17

Metric Name Fact - Sales Pick Lines.Shipped Late Quantity

Description The total quantity of products (In standard UOM) shipped later than the scheduled ship date.

14.16 Sales - Sales Overview

No 14.16.1 Metric Name Fact - Sales Invoice Lines.Average Discount Paid Fact - Sales Invoice Lines.Average Invoice Value Fact - Sales Invoice Lines.Credit Memo Amount Fact - Sales Invoice Lines.Credit Memo Quantity Fact - Sales Invoice Lines.Cumulative Invoice Revenue Fact - Sales Invoice Lines.Debit Memo Amount Fact - Sales Invoice Lines.Debit Memo Quantity Fact - Sales Invoice Lines.Invoiced Amount Fact - Sales Invoice Lines.Invoiced Discount Amount Fact - Sales Invoice Lines.Invoiced Quantity Fact - Sales Invoice Lines.Net Invoiced Amount Fact - Sales Invoice Lines.Net Invoiced Quantity Fact - Sales Invoice Lines.Number of Invoice Lines Fact - Sales Invoice Lines.Number of Invoices Fact - Sales Invoice Lines.Quarter Ago Cumulative Invoiced Amount Description The value of discounts paid to customers

14.16.2

The average invoiced amount calculated based on Net Invoiced Amount

14.16.3 14.16.4

The invoice value of Credit Memos The invoiced quantity of Credit Memos.

14.16.5

The running sum of Total Invoice Amount, to be used with the Time dimension

14.16.6 14.16.7 14.16.8

The invoice value of Debit Memos The invoice quantity of Debit Memos. The total value of products bought by customers and subsequently invoiced by the organization, excluding credit memos, debit memos and cancellations. The total discount granted and reported at the point of sale based on the product's list price when the order was invoiced. It is the difference between the actual selling price and the list price of the product. The total quantity of products bought by the customers and subsequently invoiced by the organization, excluding credit memos , debit memos and cancellations The Net Invoiced Amount for selling the organization's products. Net Invoiced Amount is Total Invoiced Amount plus the Debit Memo Amount minus Credit Memo Amount minus Charge Back Amount The Net Invoiced Quantity for selling the organization's products. Net Invoiced Quantity is Total Invoiced Quantity plus the Debit Memo Quantity minus Credit Memo Quantity. The total number of invoice lines excluding credit memos and debit memos

14.16.9

14.16.10

14.16.11

14.16.12 14.16.13

14.16.14 14.16.15

The total number of invoices excluding credit memos and debit memos The running sum of Total Invoice Amount from the prior quarter, to be used with the Time dimension

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-382

Supply Chain and Order Management Analytics

No 14.16.16

Metric Name Fact - Sales Invoice Lines.Quarter Ago Invoiced Amount Fact - Sales Order Lines.# of Order Lines Fact - Sales Order Lines.% Order Discount Fact - Sales Order Lines.Average # of Products per Order Fact - Sales Order Lines.Average Order Size Fact - Sales Order Lines.Cancelled Quantity Fact - Sales Order Lines.Cumulative Order Revenue Fact - Sales Order Lines.Net Ordered Amount Fact - Sales Order Lines.Net Ordered Quantity Fact - Sales Order Lines.Ordered Amount

Description The total invoiced revenue for a set of order line items from the prior quarter.

14.16.17 14.16.18 14.16.19

Number of regular order lines The percent discount for an order calculated from Discount Amount The average number of distinct products per order

14.16.20 14.16.21 14.16.22

The Average Order Amount for a set of orders The quantity of a given product that has been cancelled from a set of orders The running sum of total order revenue, to be used with the Time dimension

14.16.23

The value of an order after discounts and returns have been applied to the order. Ordered Amount minus Return Amount is Net Ordered Amount. The total quantity of products ordered excluding returns and exchanges. Ordered Quantity minus Return Quantity is Net Ordered Quantity. The value of an order after discount has been applied to the order. List Ordered Amount minus Discount Amount is Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount. The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity. The percentage of orders received by an organization that have been booked.

14.16.24

14.16.25

14.16.26

Fact - Sales Order Lines.Ordered Quantity Fact - Sales Order Lines.Orders to Booking Close Rate Fact - Sales Order Lines.Quarter Ago Cumulative Order Amount Fact - Sales Order Lines.Quarter Ago Ordered Amount Fact - Sales Order Lines.Return Amount Fact - Sales Order Lines.Return Quantity

14.16.27

14.16.28

The running sum of total order revenue from the prior quarter, to be used with the Time dimension Total Order Revenue from the prior quarter

14.16.29

14.16.30 14.16.31

The total ordered value of all return materials authorizations (RMA) across the organization. The total quantity of products returned as return materials authorizations (RMA) across the organization.

14.17 Sales - Sales Receivables

No Metric Name Description

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-383

Supply Chain and Order Management Analytics

No 14.17.1

Metric Name Facts - AR Balance.AR Overdue Amount to Total % Facts - AR Balance.AR Overdue Items to Total % Facts - AR Balance.Closing Group Amount Facts - AR Balance.Closing Local Amount Facts - AR Balance.Credit Limit Used % Facts - AR Balance.Opening Group Amount Facts - AR Balance.Opening Local Amount Facts - AR Balance.Total AR Due and Overdue Amount Facts - AR Balance.Total AR Overdue Amount Facts - AR Turnover.AR Turnover Facts - AR Turnover.Days Sales Outstanding

Description This metric compares the customer overdue balance with the total AR Balance. The formula is: AR Overdue balance / AR Balance * 100 This metric computes the ratio of overdue AR transactions to all open AR transactions Closing balance for specified account(s) in Group level currency Closing balance for specified account(s) in local currency This metric is calculated as: AR Balance / Credit Limit Allocated * 100. Opening balance for specified account(s) in Group currency

14.17.2 14.17.3 14.17.4 14.17.5 14.17.6

14.17.7

Opening balance for specified account(s) in local currency

14.17.8

This metric shows the total of due balances (that are within Payment Due date) and overdue balances (that are past due) This metric is the amount overdue from the customer. It includes only those line items that have the document status of Open and where the current reporting date is past payment due date. Accounts Receivables Turnover measures the number of times the trade receivables turnover annually. The higher the AR Turnover, lower the working capital needs of the company. This metric computes Days Sales Outstanding - (AR Balance / Average Daily Posted Revenue). Average Daily Posted Revenue is computed by Posted Revenue for the period / Number of days in the period.

14.17.9

14.17.10

14.17.11

14.18 Sales - Sales Revenue

No 14.18.1 14.18.2 Metric Name Fact - Fins GL Revenue.Revenue Amount Fact - Sales Invoice Lines.Average Discount Paid Fact - Sales Invoice Lines.Average Invoice Value Fact - Sales Invoice Lines.Credit Memo Amount Fact - Sales Invoice Lines.Credit Memo Quantity Description Amount of revenue in Group level currency The value of discounts paid to customers

14.18.3

The average invoiced amount calculated based on Net Invoiced Amount

14.18.4 14.18.5

The invoice value of Credit Memos The invoiced quantity of Credit Memos.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-384

Supply Chain and Order Management Analytics

No 14.18.6

Metric Name Fact - Sales Invoice Lines.Cumulative Invoice Revenue Fact - Sales Invoice Lines.Debit Memo Amount Fact - Sales Invoice Lines.Debit Memo Quantity Fact - Sales Invoice Lines.Invoiced Amount Fact - Sales Invoice Lines.Invoiced Discount Amount Fact - Sales Invoice Lines.Invoiced Quantity Fact - Sales Invoice Lines.Net Invoiced Amount Fact - Sales Invoice Lines.Net Invoiced Quantity Fact - Sales Invoice Lines.Number of Invoice Lines Fact - Sales Invoice Lines.Number of Invoices Fact - Sales Invoice Lines.Quarter Ago Cumulative Invoiced Amount Fact - Sales Invoice Lines.Quarter Ago Invoiced Amount Fact - Sales Order Lines.# of Order Lines Fact - Sales Order Lines.% Order Discount Fact - Sales Order Lines.Average # of Products per Order Fact - Sales Order Lines.Average Order Size Fact - Sales Order Lines.Cancelled Quantity Fact - Sales Order Lines.Cumulative Order Revenue Fact - Sales Order Lines.Net Ordered Amount

Description The running sum of Total Invoice Amount, to be used with the Time dimension

14.18.7 14.18.8 14.18.9

The invoice value of Debit Memos The invoice quantity of Debit Memos. The total value of products bought by customers and subsequently invoiced by the organization, excluding credit memos, debit memos and cancellations. The total discount granted and reported at the point of sale based on the product's list price when the order was invoiced. It is the difference between the actual selling price and the list price of the product. The total quantity of products bought by the customers and subsequently invoiced by the organization, excluding credit memos , debit memos and cancellations The Net Invoiced Amount for selling the organization's products. Net Invoiced Amount is Total Invoiced Amount plus the Debit Memo Amount minus Credit Memo Amount minus Charge Back Amount The Net Invoiced Quantity for selling the organization's products. Net Invoiced Quantity is Total Invoiced Quantity plus the Debit Memo Quantity minus Credit Memo Quantity. The total number of invoice lines excluding credit memos and debit memos

14.18.10

14.18.11

14.18.12

14.18.13 14.18.14

14.18.15 14.18.16

The total number of invoices excluding credit memos and debit memos The running sum of Total Invoice Amount from the prior quarter, to be used with the Time dimension

14.18.17

The total invoiced revenue for a set of order line items from the prior quarter.

14.18.18 14.18.19 14.18.20

Number of regular order lines The percent discount for an order calculated from Discount Amount The average number of distinct products per order

14.18.21 14.18.22 14.18.23

The Average Order Amount for a set of orders The quantity of a given product that has been cancelled from a set of orders The running sum of total order revenue, to be used with the Time dimension

14.18.24

The value of an order after discounts and returns have been applied to the order. Ordered Amount minus Return Amount is Net Ordered Amount.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-385

Supply Chain and Order Management Analytics

No 14.18.25

Metric Name Fact - Sales Order Lines.Net Ordered Quantity Fact - Sales Order Lines.Ordered Amount

Description The total quantity of products ordered excluding returns and exchanges. Ordered Quantity minus Return Quantity is Net Ordered Quantity. The value of an order after discount has been applied to the order. List Ordered Amount minus Discount Amount is Ordered Amount. Ordered Amount excludes Cancelled Amount and doesn't exclude Return Amount. The total quantity of products ordered. Ordered Quantity excludes Cancelled Quantity and doesn't exclude Return Quantity. The percentage of orders received by an organization that have been booked.

14.18.26

14.18.27

Fact - Sales Order Lines.Ordered Quantity Fact - Sales Order Lines.Orders to Booking Close Rate Fact - Sales Order Lines.Quarter Ago Cumulative Order Amount Fact - Sales Order Lines.Quarter Ago Ordered Amount Fact - Sales Order Lines.Return Amount Fact - Sales Order Lines.Return Quantity

14.18.28

14.18.29

The running sum of total order revenue from the prior quarter, to be used with the Time dimension Total Order Revenue from the prior quarter

14.18.30

14.18.31 14.18.32

The total ordered value of all return materials authorizations (RMA) across the organization. The total quantity of products returned as return materials authorizations (RMA) across the organization.

14.19 Sales - Schedule Lines

No 14.19.1 Metric Name Fact - Sales Schedule Lines.Confirmed Scheduled Quantity Fact - Sales Schedule Lines.Scheduled Amount Description Confirmed scheduled quantity ready to be picked

14.19.2

The total value of the products that are scheduled across the organization.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 14-386

Additional Metrics Available

Additional Metrics Available

15

This section describes additional metrics which can be made accessible for analyses by means of minimal configuration. These additional metrics are included in the Business Modeling and Mapping Layer of the Oracle Business Intelligence Applications repository. Configuration required before using them merely involves exposing these metrics to the Presentation Layer within the underlying repository. These metrics are categorized by folders to which they belong within the Business Modeling and Mapping Layer of the Oracle Business Intelligence Applications repository. They can be made available for use in Answers by configuring the Oracle Business Intelligence Applications repository using the Oracle Business Intelligence Administration Tool.

15.1 Fact Compound - Account Transactions Time Series

No 15.1.1 15.1.2 15.1.3 15.1.4 Metric Name % Chg 2 Months Ago # TXNs % Chg 2 Months Ago % of POS TXNs % Chg 2 Months Ago Penalties % Chg 2 Months Ago TXN Amount StdDev % Chg 3 Months Ago # TXNs % Chg 3 Months Ago % of POS TXNs % Chg 3 Months Ago Penalties % Chg 3 Months Ago TXN Amount StdDev % Chg 3 Months Ago TXN Fee % Chg 6 Months Ago TXN Fee Chg 2 Months Ago # TXNs Description This column calculates % change between the # of Transactions on all accounts of the customer that were incurred 2 Months ago and 1 month ago. This column calculates the % change in % of POS transactions between that as of 2 months ago and that as of 1 month ago thereby indicating a trend. The % change in the penalties paid as of 2 months ago to those paid as of 1 month ago. The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the % Change between the standard deviation calculated for 2 months ago and the standard deviation for 1 month ago. This column calculates % change between the # of Transactions on all accounts of the customer that were incurred 3 Months ago and 1 month ago. This column calculates the % change in % of POS transactions between that as of 3 months ago and that as of 1 month ago thereby indicating a trend. The % change in the penalties paid as of 3 months ago to those paid as of 1 month ago. The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the % Change between the standard deviations calculated for 2 months ago and the standard deviation for 1 month ago. This column calculates the % change in the fee paid by the customer on all transactions as of 3 Months ago and those as of 1 month ago. This column calculates the % change in the fee paid by the customer on all transactions as of 6 Months ago and those as of 1 month ago. This column calculates the change between the # of Transactions on all accounts of the customer that were incurred 2 Months ago and 1 month ago.

15.1.5 15.1.6 15.1.7 15.1.8

15.1.9 15.1.10 15.1.11

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-387

Additional Metrics Available

No 15.1.12 15.1.13 15.1.14

Metric Name Chg 2 Months Ago % of POS TXNs Chg 2 Months Ago Penalties Chg 2 Months Ago TXN Amount StdDev Chg 3 Months Ago # TXNs Chg 3 Months Ago % of POS TXNs Chg 3 Months Ago Penalties Chg 3 Months Ago TXN Amount StdDev Chg 3 Months Ago TXN Fee Chg 6 Months Ago TXN Fee

Description This column calculates the difference between the % POS transactions as of 2 months ago and as of 1 month ago thereby indicating a trend. The change in the penalties paid as of 2 months ago to those paid as of 1 month ago. The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the difference between the standard deviations calculated for 2 months ago and the standard deviation for 1 month ago. This column calculates the change between the # of Transactions on all accounts of the customer that were incurred 3 Months ago and 1 month ago. This column calculates the difference between the % POS transactions as of 3 months ago and as of 1 month ago thereby indicating a trend. The change in the penalties paid as of 3 months ago to those paid as of 1 month ago. The Standard deviation is the transaction amount for given month shows the variability in the usage of the product. This column gives the difference between the standard deviations calculated for 3 months ago and the standard deviation for 1 month ago. This column calculates the difference between the fee paid by the customer on all transactions as of 3 Months ago and as of 1 month ago. This column calculates the difference between the fee paid by the customer on all transactions as of 6 Months ago and as of 1 month ago.

15.1.15 15.1.16 15.1.17 15.1.18

15.1.19 15.1.20

15.2 Fact Compound - Active Asset History & Asset Churn

No 15.2.1 Metric Name Asset Churn % Description This is the rate at which assets Financial Acocunts/ Insurance Polsicies) churn

15.3 Fact Compound - Asset & Asset FINS Contact

No 15.3.1 Metric Name Average # Asset Classes per Household Description "Average number of product classes held by households, calculated by averaging # Assets Classes Held across all households with holdings"

15.4 Fact Compound - Campaign Compund Facts

No 15.4.1 15.4.2 15.4.3 15.4.4 Metric Name Actual Cost per Responder Campaign Plan Predicted Cost per Responder Opportunity Closed Net Margin Predicted Revenue per Order Description Total Marketing Cost per Responder divided by the # of Responders This metric comes from the value specified in the Financial Modeler in Siebel Marketing Gross Margin from all closed opportunities due to a campaign plan minus the marketing cost for the campaign plan This metric comes from the value specified in the Financial Modeler in Siebel Marketing

15.5 Fact Compound - Campaign History

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-388

Additional Metrics Available

No 15.5.1 15.5.2 15.5.3

Metric Name # of Outbound Interactions by Person Actual Net Margin per Opportunity Rank of % of # Targeted by Campaign Plans

Description Number of outbound interactions Total net margin earned from the closed opportunities (includes deducting marketing cost) divided by the # of Opportunities Rank the values of a Dimensional attribute by Total # Targeted

15.6 Fact Compound - Campaign History Response

No 15.6.1 15.6.2 15.6.3 Metric Name # of Campaigns by Contact ID # Times Contacted in Campaigns Cumulative Response Rate (Accounts) Description The number of campaign occurences aggregated by contact ID. # of Times a contact was targeted in a campaign The Response Rate for a Campaign plan as it cumulates over campaigns

15.7 Fact Compound - CampaignHistory & Marketing Cost

No 15.7.1 15.7.2 Metric Name Fixed Cost per Customer Contacted Total Cost per Customer Contacted Description This metric comes from the value specified in the Financial Modeler in Siebel Marketing This metric comes from the value specified in the Financial Modeler in Siebel Marketing

15.8 Fact Compound - Marketing Goals Achieved

No 15.8.1 15.8.2 15.8.3 Metric Name # of Orders Account Response Rate (%) Contact Response Rate (%) Description Actual number of orders generated from the marketing activity Actual percentage of accounts (B2B) responded to total number contacted Actual percentage of individuals (B2C) responded to total number contacted

15.9 Fact Compound - Order Item & Campaign History

No 15.9.1 15.9.2 15.9.3 Metric Name Actual Cost per Order Campaign Actual Cost per Order Purchase Rate (Accounts) Description Total Marketing Cost for a Campaign Plan divided by the # of Orders for the campaign plan Total Marketing Cost for a Campaign Plan divided by the # of Orders for the campaign plan The ratio of campaign contacts who placed an order to the total # of contacts targeted by the campaign

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-389

Additional Metrics Available

15.10 Fact Compound - Pipeline Rollup and Prior

No 15.10.1 Metric Name Change in Expected Revenue (000) Description This metric displays the change in the combined Expected Revenue in 1000s between a given Pipeline Snapshot Date and the immediately previous Snapshot Date for a given employee.

15.11 Fact Compound - Order Item Delta

No 15.11.1 15.11.2 Metric Name % Delta Order Item Revenue Delta Order Item Revenue Description This metric calculates the percentage difference between the Order Item Revenues for different comparison time periods This metric calculates the difference between the Order Item Revenues for different comparison time periods

15.12 Fact - CRM - Activity

No 15.12.1 Metric Name # of Households with Activities Description Number of households with activities

15.13 Fact - CRM - Asset

No 15.13.1 Metric Name # Active Assets Description This is the count of assets (Insurance Policies/ Financial Accounts) that are still active in the specified period. This column will only show the assets owned for a particular product when the Product column is used in the query. This column will always give total number of active assets owned by the customer regardless of the Product selected in the query. "This is the count of # of partners of the Type ""Agency""" This is the sum of Account Aggregation as well as Financial Accounts within your customer base If you also capture information on accounts that your customers own with other financial institutions then this column will report the number of those accounts. This information is used in Share of Wallet calculation. "Total number of asset-related financial accounts, i.e. financial accounts with product category = ""Asset""" The number of assets that have an associated company The number of assets that have an associated contact "Number of product classes represented by a client's holdings, measure of how diversified the holdings portfolio is" # Households by asset managers Ranges based on # Contacts with Assets

15.13.2 15.13.3 15.13.4 15.13.5

# Active Assets Across all Products # Agencies # Aggregate and Financial Accounts # Aggregation Accounts

15.13.6 15.13.7 15.13.8 15.13.9 15.13.10 15.13.11

# Asset Accounts # Asset Manager Company Assets # Asset Manager Contact Assets # Assets Classes Held # Companies with Assets Range # Contacts with Assets Range

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-390

Additional Metrics Available

No 15.13.12 15.13.13 15.13.14 15.13.15 15.13.16 15.13.17 15.13.18 15.13.19 15.13.20

Metric Name # Days Delinquent # Employees with Assets # Financial Accounts Range # Household Products # Liability Accounts # Non Renewed Policies # of Overdrafts per Month # of Policies In Force % Account Share

Description # Days Latest Payment is Past Due Number of employees with assets Ranges based on # Financial Accounts This is the distinct count of # of products (Financial Accounts / Insurance Policies) held by your Households "Total number of liability-related financial accounts, i.e. financial accounts with product category = ""Liability""" "The number of insurance policies with a ""Renewal"" status and a ""Non Renewed"" substatus." The number of overdrafts in a given month "This is the count of the Policies that have an ""In Force"" status" "This is the ratio of financial accounts balances that your Account Aggregation customers have with you to ""# Aggregate and Financial Accounts"" object in the metadata. For % Account share reports you need to use the ""Uses Account Aggregation"" object under Contacts Folder." APR Weighted Outstanding Balance APY Weighted Current Balance This is the tracked cost on an asset (Insurance Policy \ Financial Accounts) and calculated as the diference between the tracked revenue and profit on the asset Available Cash Limit "Average number of product classes held by contacts, calculated by averaging # Assets Classes Held across all contacts with holdings" This is the average days that an account is delinquent. Delinquency is as defined in Siebel CRM. The average annual percentage rate (APR) on all the money loaned to the customer via various instruments including credit cards. The average annual percentage yield (APR) on deposits in all accounts that the customer holds. Average Cash Value This is the average credit line offered to credit card customers The average number of days the last payment on an account is past due This is the average credit card balance amount for all credit card accounts that are flagged as new credit card accounts This is the annual percentage yield weighted by current balance This is the average loan term weighted by outstanding balance Avg Proj Balance If you also captures information on accounts that your customers own with other financial institutions then this column will report the balance across all of those accounts. This information is used in Share of Wallet calculation. Balance Delinquent Accounts This is the tracked profitability of a institutional customer (Company) calculated from all the assets (insurance Policy/ Financial Account) owned by that customer

15.13.21 15.13.22 15.13.23 15.13.24 15.13.25 15.13.26 15.13.27 15.13.28 15.13.29 15.13.30 15.13.31 15.13.32 15.13.33 15.13.34 15.13.35 15.13.36

APR Weighted Outstanding Balance APY Weighted Current Balance Asset Cost Available Cash Limit Average # Asset Classes per Contact Average # Days Delinquent Average APR Average APY Average Cash Value Average Credit Card Credit Line Average Days Payment Past Due Average New Credit Card Balance Average Weighted APY Average Weighted Term Avg Proj Balance Balance Aggregation Accounts Balance Delinquent Accounts Company Profitability

15.13.37 15.13.38

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-391

Additional Metrics Available

No 15.13.39 15.13.40 15.13.41 15.13.42 15.13.43 15.13.44 15.13.45 15.13.46 15.13.47

Metric Name Company Usage Company Usage Range Credit Limit Delinquency Rate % Face Amount Range Initial Loan Amount Weighted Balance Remaining Term Weighted Outstanding Balance Teaser % Teaser % Weighted by Outstanding Balance

Description This is the ratio of outstanding balance to the available credit limit on a financial account held by Institutional customers (Companies). "This is the different ranges of financial account usage by companies (see ""Company Usage"")" The maximum amount a contact or company can borrow from a given account. Balance Delinquent Accounts / Total Aggregated Credit Balances This refers to the various face amount ranges within which different life policies belong Initial Loan Amount Weighted Balance Remaining Term Weighted Outstanding Balance Teaser % Teaser % is the introductory APR % offer made to entice a customer to sign up, often a discounted rate. This column provides a sense of the interest the customer may pay based on the teaser % and the outstanding balance. Since a customer may own many Credit Cards, this column sums the amount of the calculation for each credit card. To obtain information for a single credit card use this column along with Product or Asset in your in your query. The amount of time between the teaser open date and the teaser end date This column calculates the number of new assets (accounts) opened by the cusomter in the last month. This is the sum of Account Aggregation as well as Financial Accounts balances within your customer base Total Asset Amount The sum of current balances where an employee's position is the primary on the financial account coverage team Total Cash Value This information is not calculated but is expected to be captured from a another system. Same as # Days Delinquent Total Liability Amount Total Proj Balance Weighted Loan Term Outstanding Balance

15.13.48 15.13.49 15.13.50 15.13.51 15.13.52 15.13.53 15.13.54 15.13.55 15.13.56 15.13.57 15.13.58

Teaser Duration Weighted by Oustanding Balance Total # New Assets Last Month Total Aggregate and Financial Account Balance Total Asset Amount Total Balances per Employee Total Cash Value Total Credit Card Credit Line Total Days Payment Past Due Total Liability Amount Total Proj Balance Weighted Loan Term Outstanding Balance

15.14 Fact - CRM - Campaign History

No 15.14.1 15.14.2 15.14.3 15.14.4 15.14.5 15.14.6 15.14.7 Metric Name # All Contacted # Loaded(Internal Distinct) # of Campaigns # of Load Waves # of Loads # of Marketing Plans # of Offers Description Number of people contacted # of distinct partied loaded - during campaign load # of Campaigns # of Campaign load waves # of Loads in a Campaign # of Marketing Plans # of Offers

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-392

Additional Metrics Available

No 15.14.8 15.14.9 15.14.10 15.14.11 15.14.12 15.14.13 15.14.14 15.14.15 15.14.16 15.14.17

Metric Name # of Programs # of Stages # of Tactics # of Times Contacted in Campaign # Stand Alone Campaigns # Targeted (All Unique) # Targeted (Generic) # Targeted Account Level # Targeted Contact Level Campaign level Avg. Number of Attempts (Phone) Campaign level Avg. Number of Days to Contact Contact level Avg. Number of Attempts (Phone) Contact level Avg. Number of Days to Contact Count Of Bounced Emails for CALC Cumlative # E- Mail Messages Delivered Cumulative # E- Mail Messages Bounced Cumulative # E- Mail Messages Sent Cumulative # E-Mail Messages Opened Cumulative # Targeted (Accounts) Earliest Promotion Date for Customer

Description # of Programs # of Stages # of Pragrams and Stand Alone Campaigns under a Marketing Plan # of Times a contact was targeted in a campaign # of Stand Alone Campaigns Total number of unique people targeted # Targeted in a Campaign regardless of the same contact occurring multiple time in the list of campaign contacts # of Accounts targeted in a Campaign plan (used only for calculating cost per Account) Total # of people targted in a campaign (used only for calculating cost per contact) # of Attempts made by the Telemarketing agent to contact a specified campaign contact # of Days passed in contacting a specified campaign contact # of Attempts made by the Telemarketing agent to contact a specified campaign contact # of Days passed in contacting a specified campaign contact Count Of Bounced Emails (used for counting # of e-mails delivered) # E- Mail Messages Delivered over a period of time # E- Mail Messages Bounced over a period of time # E- Mail Messages Sent over a period of time # E-Mail Messages Opened over a period of time Total # of Accounts targted in a campaign over a period of time Earliest date on which the Contact/Account was Targeted in a Campaign

15.14.18 15.14.19 15.14.20 15.14.21 15.14.22 15.14.23 15.14.24 15.14.25 15.14.26 15.14.27

15.15 Fact - CRM - Invoice

No 15.15.1 Metric Name Invoice Amount Description The sum of amounts on invoices that are sourced from Siebel CRM Invoice object

15.16 Fact - CRM - Order Item

No 15.16.1 15.16.2 Metric Name # of Leads # of NRC Order Line Items Description Total number of leads created Number of order line items

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-393

Additional Metrics Available

15.17 Fact - CRM - Order Item Comparison

No 15.17.1 15.17.2 Metric Name Comparison Order Item Revenue Quarter Ago Comparison Invoice Revenue Description Comparison Order Item Revenue Quarter Ago Comparison Invoice Revenue

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

No 15.18.1 Metric Name Order Item PW Ceiling Volume Description Quantity for the Order item result set when the selected Price Waterfall Element = Ceiling Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Order item result set when the selected Price Waterfall Element = Segment Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Order item result set when the selected Price Waterfall Element = Invoice Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Order item result set when the selected Price Waterfall Element = Pocket Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Quote item result set when the selected Price Waterfall Element = Ceiling Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Quote item result set when the selected Price Waterfall Element = Segment Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Quote item result set when the selected Price Waterfall Element = Invoice Revenue. Select this quantity metric to avoid double counting volume if your report filters for more than one Price Waterfall element. Quantity for the Quote item result set when the selected Price Waterfall Element is Pocket Margin. Select this quantity metric to avoid double counting if your report filters for more than one Price Waterfall element

15.18.2

Order Item PW Segment Volume

15.18.3

Order Item PW Invoice Volume

15.18.4

Order Item PW Pocket Volume

15.18.5

Quote Item PW Ceiling Volume

15.18.6

Quote Item PW Segment Volume

15.18.7

Quote Item PW Invoice Volume

15.18.8

Quote Item PW Pocket Margin Volume

15.19 Fact - CRM - Order Item Price Waterfall Comparison (Root Product)
No 15.19.1 Metric Name Comparison Order Item PW Avg Price Description Comparison Order Item PW Avg Price

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-394

Additional Metrics Available

15.20 Fact - CRM - Order Item Quarter Ago

No 15.20.1 Metric Name Quarter Ago Total Shipped Revenue Description This metric measures Total Shipped Revenue for a period one quarter before a given period.

15.21 Fact - CRM - Pipeline

No 15.21.1 Metric Name Prior Historical Expected Revenue Description This metric displays the historical combined Expected Revenue stored in W_PIPELINE_F for a given employee and for a Pipeline Sanpshot Date immediately preceeding a given Snapshot Date.

15.22 Fact - CRM - Response

No 15.22.1 15.22.2 15.22.3 15.22.4 15.22.5 15.22.6 15.22.7 15.22.8 15.22.9 15.22.10 15.22.11 15.22.12 15.22.13 Metric Name # Campaigns With Responses # Responders # Responders (Accounts) # Responders (Accounts) Converted to Opportunities # Responders (Individuals) Converted to Opportunities # Responders Converted to Lead # Responders Converted to Opportunities # Responses by Contact ID % of Total Program Response Cumulative # Responders (Accounts) Rank by # of Responding Accounts Rank by # of Responses Rank by # Responses Converted to Opportunities Description # of Campaigns with responses Number of people responded to the marketing activity # of Unique Respondants. Number of B2B responses converted to opportunities Number of B2C responses converted to opportunities # of responses that were converted to leads. # of responses that were converted to opportunities. # of Responses for given Contact Program responses as a percentage of program plan target responses. cumulative # of Respondants. Rank the values of a Dimensional attribute by Total # of Responding Accounts Rank the values of a Dimensional attribute by Total # of Responses Rank the values of a Dimensional attribute by Total # of Responses converted to opportunities

15.23 Fact - CRM - Revenue

No 15.23.1 15.23.2 Metric Name # of Opportunities from Inbound Marketing Activity Competitive Expected Detail Revenue Description Total number of opportunities which does not have an outgoing marketing source attached This metric displays Expected Revenue for those Opportunities that have a Primary Competitor (at detail level).

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-395

Additional Metrics Available

No 15.23.3

Metric Name Competitive Opportunity Detail Revenue

Description This metric displays Opportunity Revenue for those Opportunities that have a Primary Competitor (at detail level).

15.24 Fact - CRM - Service Request

No 15.24.1 15.24.2 15.24.3 Metric Name # Claims with Service Requests Average Actual Quantity Average Days to Close Trade Average Fee Amount Average Shares Traded Total Actual Quantity Total Shares Traded Description Count of Insurance Claims that have associated service requests Average number of product units held across products The average time it took to close a trade as reported on the Siebel CRM Service Request object. The time it took to close a trade is taken as the difference between the Trade Open Date and the Trade Close Date Average Fee Amount Average number of shares traded across trades Total number of product units held across products Total number of shares traded across trades

15.24.4 15.24.5 15.24.6 15.24.7

15.25 Fact - CRM - Service Request Amount

No 15.25.1 Metric Name Total Price Description Total service request price

15.26 Fact - CRM - Service Request Last 6 Months

No 15.26.1 Metric Name # of Critical SRs Opened 3 Months Ago Description This is the # of Service Requests on the assets owned by the customer, that were filed as of 3 months ago. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used with # of SRs Opened 3 Months Ago to calculate % of SRs that were critical. This is the # of Service Requests on the assets owned by the customer, that were filed as of 6 months ago. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used with # of SRs Opened 6 Months Ago to calculate % of SRs that were critical. This is the # of Critical Service Requests on the assets owned by the customer, that were filed in the last 6 months. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used along with the # SRs Opened Last 6 Months to show the % of SRs that were critical. This is the # of Service Requests on the assets owned by the customer, that were filed as of last month. Too many service requests may indicate dissatisfaction with product or customer service. This column can be used with # of SRs Opened 1 Month Ago to calculate % of SRs that were critical. This is the # of Service Requests on the assets owned by the customer, that were filed as of 3 months ago. Too many service requests may indicate dissatisfaction with product or customer service. This is the # of Service Requests on the assets owned by the customer, that were filed as of 6 months ago. Too many service requests may indicate dissatisfaction with product or customer service.

15.26.2

# of Critical SRs Opened 6 Months Ago

15.26.3

# of Critical SRs Opened Last 6 Months

15.26.4

# of Critical SRs Opened Last Month

15.26.5

# of SRs Opened 3 Months Ago # of SRs Opened 6 Months Ago

15.26.6

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-396

Additional Metrics Available

No 15.26.7

Metric Name # SRs Closed Last 6 Months # SRs Opened 1 Month Ago # SRs Opened Last 6 Months Average SR Duration Days Last 6 Months Ratio Closed to Opened Last 6 Months SUM SR Duration Days

Description This is the # of Service Requests closed, on the assets owned by the customer, that were filed in the last 6 months. The difference between service requests opened and closed may provide a service of level of customer service experienced by the customer This is the # of Service Requests on the assets owned by the customer, that were filed as of 1 month ago. Too many service requests may indicate dissatisfaction with product or customer service. This is the # of Service Requests on the assets owned by the customer, that were filed in the last 6 months. Too many service requests may indicate dissatisfaction with product or customer service. This column calculates the average # of days a service request was open for this customer. This calculation is based on dividing the SUM SR Duration Days by the # SRs opened in last 6 months. This column calculates the aforementioned ratio of Service Requests. This column calculates the total number days that the service requests were open. The service requests considered for this calculation are those filed in the last 6 months across all assets owned by the customer. When Asset name, product name is used in the report then the Service Requests are restricted to those assets and products.

15.26.8

15.26.9

15.26.10

15.26.11 15.26.12

15.27 Fact - Fins - AP Posted Transaction

No 15.27.1 15.27.2 15.27.3 15.27.4 15.27.5 15.27.6 15.27.7 Metric Name AP Account Amount AP Local Amount Credit Account Amount Credit Local Amount Debit Account Amount Debit Local Amount Incr (Decr) in Accounts Payable Description Amount of credit in Account level currency Amount of credit in Local level currency Amount of credit in Account level currency Amount of credit in Local level currency Amount of debit in Account level currency Amount of in Local level currency This shows the change in Payables Balance between periods and used for deriving operating cash flow.

15.28 Fact - Fins - AP Transaction

No 15.28.1 15.28.2 15.28.3 15.28.4 15.28.5 15.28.6 15.28.7 15.28.8 15.28.9 Metric Name # Payments # Supplier Accounts AP Avg Days Outstanding AP Avg Days Overdue AP Avg Days Until Due AP Cleared Invoice Amount AP Cleared Invoice Count AP Count Days Until Due Transaction AP Count Open Transactions Description This metric is a count of payments. Number of supplier accounts. This metric computes the average outstanding transaction days This metric averages the days overdue (sysdate > payment_due_date) over the number of such transactions. This metric averages the days until due (sysdate < payment_due_date) over the number of such transactions. This metric shows the amount of cleared invoices from the supplier(s). This metric is a count of cleared invoices from the supplier. This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric This metric counts all open transactions related to AP

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-397

Additional Metrics Available

No 15.28.10 15.28.11 15.28.12 15.28.13 15.28.14 15.28.15 15.28.16 15.28.17 15.28.18 15.28.19 15.28.20

Metric Name AP Credit Amount AP Debit Amount AP Total Days Outstanding AP Total Days Overdue AP Total Days Until Due Period Days Count Period From Date Period To Date Unique Product Count Unposted Cleared Amount Unposted Open Amount

Description This is the amount of credit posting. This is the amount of debit posting. This metrics totals the outstanding transaction days for all transactions. Outstanding transaction is defined Current Date - Transaction Date. This metric computes the total days overdue ie where payment_due_date has passed. This metric computes the total days until due ie where payment_due_date is still in future and the transaction is open This metric is a count of days within a particular period. This metric gets the min(posted from date) This metric gets the max (Posted to date ) This metric is a count of unique products. It is a unique count so avoids doublecounting products listed more than once. This metric details the balance of unposted items that have cleared. This metric details the balance of unposted items that still remain open.

15.29 Fact - Fins - AR Posted Transaction

No 15.29.1 15.29.2 15.29.3 15.29.4 15.29.5 15.29.6 15.29.7 15.29.8 Metric Name AR Account Amount AR Amount AR Local Amount Credit Account Amount Credit Local Amount Debit Account Amount Debit Local Amount Incr (Decr) in Accounts Receivable Description Amount of credit in Account level currency Amount of credit in Group level currency Amount of credit in Local level currency Amount of credit in Account level currency Amount of credit in Local level currency Amount of debit in Account level currency Amount of in Local level currency This shows the change in Receivables balance between periods and used to derive the operating cash flow.

15.30 Fact - Fins - AR Transaction

No 15.30.1 15.30.2 15.30.3 15.30.4 15.30.5 15.30.6 15.30.7 15.30.8 Metric Name AR Avg Days Outstanding AR Avg Days Overdue AR Avg Days Until Due AR Cleared Invoice Amount AR Cleared Invoice Count AR Count Days Until Due Transaction AR Count Open Transactions AR Count Outstanding Transaction Description This metric computes the average outstanding transaction days This metric averages the days overdue (Current Reporting Date> Payment Due Date) over the number of such transactions. This metric averages the days until due (Current Reporting Date < Payment Due Date) over the number of such transactions. The total amount of the invoice sent to the customer The count of invoices for the customer This metric counts transactions that still open and due in future. It is used in computing the Avg Days Until Due metric This metric counts all open transactions related to AR This metric counts the number of outstanding transactions. It is used to compute the avg days outstanding metric.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-398

Additional Metrics Available

No 15.30.9 15.30.10

Metric Name AR Count Overdue Transaction AR Outstanding Amount

Description This metric counts transactions that are overdue. It is used in computing the Avg Days Overdue metric This metrics totals the AR outstanding amount. It summarizes all the remaining amount (unpaid amount) of invoice and debit memo records in open status. This is derived from payment schedule accounting entries of invoice and credit memo with open status This shows total payments received from the Customers that includes both applied and unapplied against outstanding invoices. This metrics totals the outstanding transaction days for all transactions. This metric computes the total days overdue ie where Payment Due Date has passed. This metric computes the total days until due ie where Payment Due Date is still in future and the transaction is open Quantity of transactions This metric computes the overall ratio of overdue AR transactions to all open AR transactions and can be used to compare to AR at the customer level, for example, to help identify those that exceed the overall value and take action.

15.30.11 15.30.12 15.30.13 15.30.14 15.30.15 15.30.16

AR Total Application Amount AR Total Days Outstanding AR Total Days Overdue AR Total Days Until Due AR Transaction Quantity Overall AR Overdue Items to Total %

15.31 Fact - Fins - Budget

No 15.31.1 15.31.2 Metric Name Budget Document Amount Budget Group Amount Description Budget amount in document currency Budget amount in group currency

15.32 Fact - Fins - Customer Account

No 15.32.1 Metric Name Total Credit Limit Description This metric is the total credit limit amount.

15.33 Fact - Fins - GL Balance

No 15.33.1 15.33.2 15.33.3 15.33.4 15.33.5 15.33.6 15.33.7 15.33.8 15.33.9 15.33.10 15.33.11 Metric Name Accrued Liabilities Opening Accumulated Depreciation Opening Activity Account Amount Activity Global1 Amount Activity Local Amount AP Account Amount AP Account Amount Opening AP Amount AP Amount - Opening AP Local Amount AP Local Amount Opening Description This metric shows opening balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows the balance for specified account(s) in Local level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Account level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Local level currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-399

Additional Metrics Available

No 15.33.12 15.33.13 15.33.14 15.33.15 15.33.16 15.33.17 15.33.18 15.33.19 15.33.20 15.33.21 15.33.22 15.33.23 15.33.24 15.33.25 15.33.26 15.33.27 15.33.28 15.33.29 15.33.30 15.33.31 15.33.32 15.33.33 15.33.34 15.33.35 15.33.36 15.33.37 15.33.38 15.33.39

Metric Name AR Account Amount AR Account Amount Opening AR Amount AR Amount - Opening AR Local Amount AR Local Amount Opening Avg RM Inventory Days Avg WIP Inventory Days Balance Account Amount Balance Local Amount Cash - Opening Closing Account Amount Closing Account Amount Non-P&L Closing Amount Non-P&L Closing Local Amount NonP&L COGS to Revenue YTD % Common Stock - Opening Contracting Expenses Contracting Expenses Opening Cost of Goods Sold Opening Cost of Goods Sold Account Amount Cost of Goods Sold Account Amount - Opening Cost of Goods Sold Local Amount Cost of Goods Sold Local Amount - Opening Credit Account Amount Current Assets - Opening Current Liabilities Opening Days Payables Outstanding - YTD Purchase Days Sales Outstanding YTD Revenue Debit Account Amount Debit Credit Indicator

Description This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Account level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Local level currency This computes the average cycle time or the number of days inventory held for usage. This computes the average cycle time or the number of days of WIP inventory held for usage. This metric shows the balance of the specified account(s) in Account level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Group level currency Closing balance for specified account(s) in Account level currency Closing balance for specified account(s) in Account level currency Closing balance for specified account(s) in Group level currency Closing balance for specified account(s) in Local level currency This metric shows the proportion of cost of goods sold to revenue. This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Account level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Local level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric determines the average number of days in accounts receivable to measure the effectiveness of the firm's credit policies and indicate the level of investment in receivables needed to maintain the firm's sales level. This metric determines the average number of days in accounts receivable to measure the effectiveness of the firm's credit policies and indicate the level of investment in receivables needed to maintain the firm's sales level. This metric shows the balance of the specified account(s) in Account level currency This metric shows the balance of the specified account(s) in Group level currency

15.33.40

15.33.41 15.33.42

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-400

Additional Metrics Available

No 15.33.43 15.33.44 15.33.45 15.33.46 15.33.47 15.33.48 15.33.49 15.33.50

Metric Name Depreciation Expenses Depreciation Expenses Opening Employee Benefits Related Expenses Employee Benefits Related Expenses - Opening Employee Overtime Expenses Employee Overtime Expenses - Opening Employee Support and Cafeteria Expenses Employee Support and Cafeteria Expenses Opening Finished Goods Inventory Opening Freight Expenses Freight Expenses Opening Gearing Ratio General Admin and Other Payroll General Admin and Other Payroll - Opening Goodwill - Opening Income Tax Expense Income Tax Expense Opening Income Tax Expense to Revenue YTD % Incr (Decr) in Accumulated Depreciation Incr (Decr) in AP Account Amount Incr (Decr) in AP Local Amount Incr (Decr) in AR Account Amount Incr (Decr) in AR Local Amount Incr (Decr) in Contracting Expenses Incr (Decr) in Cost of Goods Sold Account Amount

Description This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency

15.33.51 15.33.52 15.33.53 15.33.54 15.33.55 15.33.56 15.33.57 15.33.58 15.33.59 15.33.60 15.33.61 15.33.62 15.33.63 15.33.64 15.33.65 15.33.66 15.33.67

This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric calculates what percent of a firm's equity is comprised of long-term debt. Long Term Debt/(Long Term Debt + Retained Earnings + Common Stock). This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the proportion of Income Tax Expenses to Revenue on a YTD basis. This metric shows the change in the balance of Accumulated Depreciation for a given period This metric shows the change in the balance of AP Amount in Account level currency for a given period This metric shows the change in the balance of AP Amount in Local level currency for a given period This metric shows the change in the balance of AR Amount in Account level currency for a given period This metric shows the change in the balance of AR Amount in Local level currency for a given period This metric shows the change in the balance of Contracting Expenses for a given period This metric shows the change in the balance of Cost of Goods sold Amount in Account level currency for a given period

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-401

Additional Metrics Available

No 15.33.68 15.33.69 15.33.70 15.33.71

Metric Name Incr (Decr) in Cost of Goods Sold Local Amount Incr (Decr) in Employee Benefits Related Expenses Incr (Decr) in Employee Overtime Expenses Incr (Decr) in Employee Support and Cafeteria Expenses Incr (Decr) in Freight Expenses Incr (Decr) in General Admin and Other Payroll Incr (Decr) in Income Tax Expense Incr (Decr) in Marketing Payroll Expenses Incr (Decr) in Non-P&L Account Amount Incr (Decr) in Non-P&L Amount Incr (Decr) in Non-P&L Local Amount Incr (Decr) in Other Equity Incr (Decr) in Other Income Incr (Decr) in Other Marketing Expenses Incr (Decr) in Other Operating Expenses Incr (Decr) in Other R&D Expenses Incr (Decr) in Other Sales Expenses Incr (Decr) in P&L Account Amount Incr (Decr) in P&L Amount Incr (Decr) in P&L Local Amount Incr (Decr) in Product Variance Expenses Incr (Decr) in Purchases Incr (Decr) in R&D Expenses Incr (Decr) in R&D Payroll Expenses Incr (Decr) in Raw Material Costs Incr (Decr) in Revenue Account Amount

Description This metric shows the change in the balance of Cost of Goods sold Amount in Local level currency for a given period This metric shows the change in the balance of Employee Benefits Related Expenses for a given period This metric shows the change in the balance of Employee Overtime Expenses for a given period This metric shows the change in the balance of Employee Support and Cafeteria Expenses for a given period This metric shows the change in the balance of Freight Expenses for a given period This metric shows the change in the balance of General Admin and Other Payroll for a given period This metric shows the change in the balance of Income Tax Expense for a given period This metric shows the change in the balance of Marketing Payroll Expenses for a given period This metric shows the change in the balance of Non-P&L Amount in Account level currency for a given period This metric shows the change in the balance of Non-P&L Amount for a given period This metric shows the change in the balance of Non-P&L Amount in Local level currency for a given period This metric shows the change in the balance of Other Equity for a given period This metric shows the change in the balance of Other Income for a given period This metric shows the change in the balance of Other Marketing Expenses for a given period This metric shows the change in the balance of Other Operating Expenses for a given period This metric shows the change in the balance of Other Operating Expenses for a given period This metric shows the change in the balance of Other Sales Expenses for a given period This metric shows the change in the balance of P&L Amount in Account level currency for a given period This metric shows the change in the balance of P&L Amount for a given period This metric shows the change in the balance of P&L Amount in Local level currency for a given period This metric shows the change in the balance of Product Variance Expenses for a given period This metric shows the change in the balance of Purchases for a given period This metric shows the change in the balance of R&D Expenses for a given period This metric shows the change in the balance of R&D Payroll Expenses for a given period This metric shows the change in the balance of Raw Material Costs for a given period This metric shows the change in the balance of Revenue Amount in Account level currency for a given period

15.33.72 15.33.73 15.33.74 15.33.75 15.33.76 15.33.77 15.33.78 15.33.79 15.33.80 15.33.81 15.33.82 15.33.83 15.33.84 15.33.85 15.33.86 15.33.87 15.33.88 15.33.89 15.33.90 15.33.91 15.33.92 15.33.93

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-402

Additional Metrics Available

No 15.33.94 15.33.95 15.33.96 15.33.97 15.33.98 15.33.99 15.33.100 15.33.101 15.33.102 15.33.103 15.33.104 15.33.105 15.33.106 15.33.107 15.33.108 15.33.109 15.33.110 15.33.111 15.33.112 15.33.113 15.33.114 15.33.115 15.33.116 15.33.117 15.33.118 15.33.119 15.33.120 15.33.121 15.33.122 15.33.123

Metric Name Incr (Decr) in Revenue Local Amount Incr (Decr) in Sales & Marketing Expenses Incr (Decr) in Sales Payroll Expenses Incr (Decr) in Tax Account Amount Incr (Decr) in Tax Liabilities Incr (Decr) in Tax Local Amount Incr (Decr) in Total Assets Incr (Decr) in Total Liabilities Incr (Decr) in Total Operating Expenses Interest Expense Interest Expense - Opening Interest Expense to Revenue YTD % Inventories - Opening Long Term Assets Opening Long Term Debt - Opening Long Term Liabilities Opening Marketing Payroll Expenses Marketing Payroll Expenses - Opening Opening Account Amount Opening Account Amount Non-P&L Opening Amount Non-P&L Opening Local Amount Non-P&L Other Assets - Opening Other Current Assets Opening Other Current Liabilities Opening Other Equity - Opening Other Income Other Income - Opening Other Liabilities - Opening Other Marketing Expenses

Description This metric shows the change in the balance of Revenue Amount in Local level currency for a given period This metric shows the change in the balance of Sales & Marketing Expenses for a given period This metric shows the change in the balance of Sales Payroll Expenses for a given period This metric shows the change in the balance of Tax Amount in Account level currency for a given period This metric shows the change in the balance of Tax Liabilities for a given period This metric shows the change in the balance of Tax Amount in Local level currency for a given period This metric shows the change in the balance of Total Assets for a given period This metric shows the change in the balance of Total Liabilities for a given period This metric shows the change in the balance of Total Operating Expenses for a given period This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric calculates the percentage of interest expenses to revenue on a YTD basis. This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency Opening balance for specified account(s) in Account level currency Opening balance for specified account(s) in Account level currency Opening balance for specified account(s) in Group level currency Opening balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-403

Additional Metrics Available

No 15.33.124 15.33.125

Metric Name Other Marketing Expenses - Opening Other Operating Expense to Revenue YTD % Other Operating Expenses Other Operating Expenses - Opening Other R&D Expenses Other R&D Expenses Opening Other Sales Expenses Other Sales Expenses Opening P&L Account Amount P&L Account Amount Opening P&L Amount P&L Amount - Opening P&L Local Amount P&L Local Amount Opening PPE - Opening Preferred Stock - Opening Prepaid Expenses Opening Product Variance Expenses Product Variance Expenses - Opening Purchases Purchases - Opening R&D Expense to Revenue YTD % R&D Expenses R&D Expenses - Opening R&D Payroll Expenses R&D Payroll Expenses Opening Raw Material Costs Raw Material Costs Opening Raw Material Costs to COGS YTD % Raw Material Costs to Revenue %

Description This metric shows opening balance for specified account(s) in Group level currency This metric calculates Other Operating Expenses / Revenue * 100. As per design, total operating expenses are divided into sales and marketing, research and development and other operating expenses. This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Account level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency The metric is computed as follows : Research and Development Expenses / Revenue * 100 This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric computes the percentage of raw materials costs compare to total cost of goods sold. This metric calculates the percentage of raw material costs compared to total revenue.

15.33.126 15.33.127 15.33.128 15.33.129 15.33.130 15.33.131 15.33.132 15.33.133 15.33.134 15.33.135 15.33.136 15.33.137 15.33.138 15.33.139 15.33.140 15.33.141 15.33.142 15.33.143 15.33.144 15.33.145 15.33.146 15.33.147 15.33.148 15.33.149 15.33.150 15.33.151 15.33.152 15.33.153

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-404

Additional Metrics Available

No 15.33.154 15.33.155 15.33.156 15.33.157 15.33.158 15.33.159 15.33.160 15.33.161 15.33.162 15.33.163 15.33.164 15.33.165 15.33.166 15.33.167 15.33.168 15.33.169 15.33.170 15.33.171 15.33.172 15.33.173 15.33.174 15.33.175 15.33.176 15.33.177 15.33.178

Metric Name Raw Material Inventory Opening Retained Earnings Opening Revenue - Opening Revenue Account Amount Revenue Account Amount Opening Revenue Local Amount Revenue Local Amount Opening Sales & Marketing Expense to Revenue YTD % Sales & Marketing Expenses Sales & Marketing Expenses - Opening Sales Payroll Expenses Sales Payroll Expenses Opening Short Term Borrowing Opening Tax Account Amount Tax Account Amount Opening Tax Liabilities Tax Liabilities - Opening Tax Local Amount Tax Local Amount Opening Total Assets - Opening Total Liabilities - Opening Total Operating Expenses Total Operating Expenses Opening Total Shareholders Funds Opening Work in Process Inventory Opening

Description This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Account level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Local level currency The metric is computed as follows : Total Sales and Marketing Expenses YTD / Revenue YTD * 100 This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Account level currency This metric shows opening balance for specified account(s) in Account level currency The amount of short term borrowing on the balance sheet as of a particular date. This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Local level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows the balance of the specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency This metric shows opening balance for specified account(s) in Group level currency

15.34 Fact - Fins - GL Cost of Goods Sold

No 15.34.1 15.34.2 15.34.3 Metric Name COGS Amount COGS Doc Amount COGS Local Amount Description Amount of COGS in Group level currency Amount of COGS in Document level currency Amount of COGS in Local level currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-405

Additional Metrics Available

No 15.34.4

Metric Name COGS Transaction Quantity

Description Number of COGS transactions.

15.35 Fact - Fins - GL Cost of Goods Sold Posted

No 15.35.1 15.35.2 15.35.3 15.35.4 Metric Name COGS Doc Amount COGS Local Amount COGS Transaction Quantity Cost of Goods Sold YTD Description Amount of COGS in Document level currency Amount of COGS in Local level currency Number of COGS transactions. This metric displays the Cost of Goods Sold, which is derived from the General Ledger balances. For manufacturing companies, this metric contains direct production expenses. For merchandising companies, this metric contains the cost of procurement. Amount of credit in Account level currency Amount of credit in Group level currency Amount of credit in Local level currency Amount of debit in Account level currency Amount of debit in Group level currency Amount of in Local level currency This metric shows the amount of P&L in Group level currency This metric shows the Year-to-Date amount of P&L in Group level currency

15.35.5 15.35.6 15.35.7 15.35.8 15.35.9 15.35.10 15.35.11 15.35.12

Credit Account Amount Credit Amount Credit Local Amount Debit Account Amount Debit Amount Debit Local Amount P&L Amount P&L Amount YTD

15.36 Fact - Fins - GL Other

No 15.36.1 15.36.2 15.36.3 Metric Name Transaction Amount Transaction Document Amount Transaction Local Amount Description Amount of the transaction(s) in Group level currency Amount of the transaction(s) in Document level currency Amount of the transaction(s) in Local level currency

15.37 Fact - Fins - GL Other Posted Transaction

No 15.37.1 15.37.2 15.37.3 15.37.4 15.37.5 15.37.6 15.37.7 15.37.8 Metric Name Credit Account Amount Credit Amount Credit Local Amount Debit Account Amount Debit Amount Debit Local Amount Finance Charges Finance Charges YTD Description Amount of credit in Account level currency Amount of credit in Group level currency Amount of credit in Local level currency Amount of debit in Account level currency Amount of debit in Group level currency Amount of in Local level currency This metric shows the amount in Group level currency for Finance Charges transactions This metric shows the Year-to-Date amount in financing charges. It is computed by subtracting the opening amount for the year from the current closing amount.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-406

Additional Metrics Available

No 15.37.9 15.37.10 15.37.11 15.37.12 15.37.13 15.37.14 15.37.15 15.37.16 15.37.17 15.37.18 15.37.19 15.37.20 15.37.21 15.37.22 15.37.23 15.37.24 15.37.25 15.37.26 15.37.27 15.37.28 15.37.29 15.37.30 15.37.31 15.37.32 15.37.33 15.37.34

Metric Name Incr (Decr) in Accrued Liabilities Incr (Decr) in Accumulated Depreciation Incr (Decr) in Cash Incr (Decr) in Common Stock Incr (Decr) in Current Assets Incr (Decr) in Current Liabilities Incr (Decr) in Finished Goods Inventory Incr (Decr) in Goodwill Incr (Decr) in Inventory Incr (Decr) in Long Term Assets Incr (Decr) in Long Term Debt Incr (Decr) in Long Term Liabilities Incr (Decr) in Other Assets Incr (Decr) in Other Current Assets Incr (Decr) in Other Current Liabilities Incr (Decr) in Other Equity Related Incr (Decr) in Other Liabilities Incr (Decr) in PPE Incr (Decr) in Preferred Stock Incr (Decr) in Prepaid Expenses Incr (Decr) in Raw Material Inventory Incr (Decr) in Retained Earnings Incr (Decr) in Short Term Borrowing Incr (Decr) in Total Shareholders Funds Incr (Decr) in Work in Process Inventory Non-P&L Transaction Amount

Description This metric shows the change in Accrued Liabilities balance for a given period. This metric tracks accumulated depreciation expenses (relating to wear and tear of assets) for a given period. This metric shows the change in Cash balance for a given period. This metric shows the change in the Common Stock or Equity Capital balance for a given period. The change in retained earnings is reported separately. This metric shows the change in Current Assets balance for a given period. This metric shows the change in the Current Liabilities balance for a given period. This metric shows the change in Finished Goods Inventory Balance for a given period. This metric shows the change in Goodwill balance for a given period. This metric shows the change in inventory balance for a given period for all inventories. This metric shows the change in Long-term assets balance for a given period. This metric shows the change in the Long-Term Debt for a given period. This metric shows the change in Long Term Liabilities balance for a given period. This metric shows the change in Other Assets balance (excluding PPE and Current Assets) for a given period. This metric shows the change in the Other Current Assets balance (excluding inventory, cash, accounts receivable or prepaid expenses) for a given period. This metric shows the change in the Other Current Liabilities balance for a given period. This metric shows the change in all other equity related balances. This metric shows the change in other liabilities for a given period. This metric shows the change in the Plant, Property, and Equipment balance for a given period. This metric shows the change in preferred stock for a given period. This metric shows the change in Prepaid Expenses Balance for a given period. This metric shows the change in Raw Material Inventory Balance for a given period. The metric shows the change in Retained Earnings balance between periods. This metric shows the change in Short Term Borrowing balance for a given period. This is a sum of all changes in shareholder funds components - Common Stock, Preferred Stock, Retained Earnings and Other Equity Related. This metric shows the change in Work in Process Inventory Balance for a given period. This metric shows the amount in Group level currency for Non-P&L transactions

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-407

Additional Metrics Available

No 15.37.35 15.37.36 15.37.37 15.37.38 15.37.39 15.37.40 15.37.41 15.37.42 15.37.43 15.37.44 15.37.45 15.37.46 15.37.47 15.37.48 15.37.49 15.37.50 15.37.51 15.37.52 15.37.53

Metric Name Non-P&L Transaction Document Amount Non-P&L Transaction Local Amount P&L Amount P&L Amount YTD P&L Closing Account Amount YTD P&L Closing Amount YTD P&L Closing Local Amount YTD P&L Opening Account Amount YTD P&L Opening Amount YTD P&L Opening Local Amount YTD P&L Transaction Amount P&L Transaction Document Amount P&L Transaction Local Amount Purchases Purchases YTD Raw Material Cost Raw Material Cost YTD Transaction Document Amount Transaction Quantity

Description This metric shows the amount in Document level currency for Non-P&L transactions This metric shows the amount in Local level currency for Non-P&L transactions This metric shows the amount of P&L in Group level currency This metric shows the Year-to-Date amount of P&L in Group level currency Closing balance for specified account(s) in Account level currency Closing balance for specified account(s) in Group level currency Closing balance for specified account(s) in Local level currency Opening balance for specified account(s) in Account level currency Opening balance for specified account(s) in Group level currency Opening balance for specified account(s) in Local level currency This metric shows the amount in Group level currency for P&L transactions This metric shows the amount in Document currency for P&L transactions This metric shows the amount in Local level currency for P&L transactions This metric shows purchase transactions in Group level currency This metric shows the Year-to-Date amount of Purchases in Group level currency This metric shows the raw material cost transactions in Group level currency This metric shows the Year-to-Date cost of raw materials in Group level currency This metric shows Transaction Document Amount This metric shows Transaction Quantity

15.38 Fact - Fins - GL Revenue

No 15.38.1 15.38.2 15.38.3 Metric Name Revenue Document Amount Revenue Local Amount Revenue Transaction Quantity Description Amount of revenue in Document level currency Amount of revenue in Local level currency Number of revenue transactions.

15.39 Fact - Fins - GL Revenue Posted

No 15.39.1 15.39.2 15.39.3 15.39.4 Metric Name Credit Account Amount Credit Amount Credit Local Amount Debit Account Amount Description Amount of credit in Account level currency Amount of credit in Group level currency Amount of credit in Local level currency Amount of debit in Account level currency

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-408

Additional Metrics Available

No 15.39.5 15.39.6 15.39.7 15.39.8 15.39.9 15.39.10 15.39.11 15.39.12

Metric Name Debit Amount Debit Local Amount P&L Amount P&L Amount YTD Period End Date Period Start Date Revenue Transaction Quantity Total Period Days

Description Amount of debit in Group level currency Amount of in Local level currency This metric shows the amount of P&L in Group level currency This metric shows the Year-to-Date amount of P&L in Group level currency Number of revenue transactions. Number of revenue transactions. Number of revenue transactions. Number of revenue transactions.

15.40 Fact - Fins - GL Tax Posted

No 15.40.1 15.40.2 15.40.3 15.40.4 15.40.5 15.40.6 15.40.7 Metric Name Credit Account Amount Credit Amount Credit Local Amount Debit Account Amount Debit Amount Debit Local Amount Income Tax Expense YTD Description Amount of credit in Account level currency Amount of credit in Group level currency Amount of credit in Local level currency Amount of debit in Account level currency Amount of debit in Group level currency Amount of in Local level currency This metric includes all income tax expenses for the firm year-to-date. However, it does not include tax types such as sales tax.

15.41 Fact - Fins Compound GL Detail Transactions

No 15.41.1 15.41.2 15.41.3 Metric Name Transaction Document Amount Transaction Group Amount Transaction Local Amount Description Amount of the transaction(s) in Document level currency Amount of the transaction(s) in Group level currency Amount of the transaction(s) in Local level currency

15.42 Fact - HR - Event Information

No 15.42.1 Metric Name New Hire Count Description Number of full-time regular employees (excludes contractors and temporary) who were hired in the past 12 months (from the current date.)

15.43 Fact - HR - Event Information (Workforce)

No 15.43.1 15.43.2 15.43.3 Metric Name Assignment End Count Assignment Start Count Chg Prior Period Employee Event Performance Rating Description The number of assignment ends The number of assignment starts ("Employee Event - Performance Rating" - "Prior Period Employee Event - Employee Performance Rating")

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-409

Additional Metrics Available

No 15.43.4 15.43.5 15.43.6 15.43.7 15.43.8 15.43.9 15.43.10 15.43.11

Metric Name Chg Prior Period Employee Termination Count Event Employee Active Headcount Event FTE FTE Gain Count FTE Loss Count Headcount Gain Count Headcount Loss Count Minority Employee Terminations

Description (Employee Termination Count - Prior Period Employee Termination Count) The number of job events associated with employees in active employment status The number of employee FTE associated with an assignment event such as hire, transfer, termination, etc.. The count of headcount increase in the full-time equivalency The count of headcount loss in the full-time equivalency The count of headcount loss due to hire or transfers. The count of headcount loss due to terminations or transfers. The number of terminated employees who are in the minority (non-White) ethnic group.

15.44 Fact - HR - Learning Enrollment and Completion

No 15.44.1 15.44.2 15.44.3 15.44.4 15.44.5 15.44.6 15.44.7 15.44.8 15.44.9 15.44.10 15.44.11 15.44.12 15.44.13 15.44.14 15.44.15 15.44.16 15.44.17 15.44.18 15.44.19 15.44.20 15.44.21 15.44.22 15.44.23 15.44.24 15.44.25 Metric Name Activity End Date Activity Start Date Completed Status Count Completion Count Completion Date Completion Status Course Fee Amount Course Fee Paid Amount Course Passed Flag Course Required Flag Current Enrollment Status Current Status Date Datasource Num ID Denied Status Count Drop Charge Amount Drop Charge Paid Amount Dropped Status Count Enrolled Count Enrolled Date Enrollment Initiated Count Enrollment Initiated Date Enrollment Wait Time Count Finished Count Initial Enrollment Initiated Date Initial Waitlisted Date Description Learning activity end date. Learning activity start date. Number of completion with Completed status. Number of completions. It includes enrollments with all completion statuses: Completed, Dropped, Waived, Not Completed, Denied, or New Activity. Completion date. Completion status. Course fee amount. Course fee amount paid by the learner. A "Y" or "N" flag to indicate whether learner has passed the course. A "Y" or "N" flag to indicate whether the course is a required course. Current Enrollment Status. Current status date. Datasource Id. Number of completions with Denied status. Drop Charge Amount. Drop charge amount paid by the learner. Number of completions with Dropped status. Number of enrollments that have been enrolled successfully by learner. Enrolled date. Number of enrollments that been initiated. Enrollment initiated date. Number of enrollments that are used to calculate Enrollment Wait Time (Days). Number of course activities that have been finished by learner. This include the status of Completed, Not Completed and Waived. Initial enrollment initiated date for a learner/course. Initial waitlisted date for a learner/course.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-410

Additional Metrics Available

No 15.44.26 15.44.27 15.44.28 15.44.29 15.44.30 15.44.31 15.44.32 15.44.33 15.44.34

Metric Name Integration ID Internal Learner Flag New Activity Status Count Not Completed Status Count Planned Count Training Hours Waitlisted Count Waitlisted Date Waived Status Count

Description Integration Id. A "Y" or "N" flag to indicate whether the learner is internal (employee) or external. Number of completions with New Activity status. Number of completions with Not Completed status. Number of course activites that are planned to be taken by learner by not yet finished. Training hours for the learning activity. Number of enrolllments that have been waitlisted. Waitlisted date. Number of completions with Waived status.

15.45 Fact - HR - Learning Enrollment Events

No 15.45.1 15.45.2 15.45.3 15.45.4 15.45.5 15.45.6 Metric Name Course Required Count Course Required Flag Datasource Num ID Event Sequence Integration ID Internal Learner Flag Description Number of required courses. A "Y" or "N" flag to indicate whether the course is required. Datasource ID Event sequence number. Integration ID A "Y" or "N" flag to indicate whether the learner is internal (employee).

15.46 Fact - HR - Operation

No 15.46.1 15.46.2 Metric Name Average Current Hourly Rate Average Headcount Description Average hourly rate for employees in specific group This metric provides the average headcount of employees, taking into account new hires, voluntary and involuntary terminations, and transfers. The Average Headcount metric is used by Human Resource managers and line managers to find out the latest count of employees at various business locations, as well as by organization units such as divisions, departments, and projects. This metric is commonly used to prepare reports requiring headcount by employment status and category, such as hourly wage earners, temporary and regular employees, or full-time employees. Average hourly rate for previous year for employees in specific group Employee tenure in days Number of vacation days taken month to date (year starting in Jan.) Aggregation rule is average for all dimensions. Number of vacation hours taken month to date (year starting in Jan.) Aggregation rule is average for all dimensions. Number of vacation hours taken year to date (year starting in Jan.) Aggregation rule is average for all dimensions.

15.46.3 15.46.4 15.46.5 15.46.6 15.46.7

Average Previous Hourly Rate Average Served Time Days Average Taken Vacation Mtd Days Average Taken Vacation Mtd Hours Average Taken Vacation Ytd Hours

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-411

Additional Metrics Available

No 15.46.8

Metric Name Average Tenure of Minority Employees in Months Average Tenure of NonMinority Employees in Months Average Vacation Days MTD

Description Average length of service of regular minority employees in the company expressed in months Average length of service of regular non-minority employees in the company expressed in months. This metric determines the number of vacation days taken during the month to date per employee. This metric indicates employee productivity as it indicates employee paid time off usage patterns. If this metric is high in critical job functions and/or departments then corrective steps can be taken. This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employees pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure.

15.46.9

15.46.10

15.46.11

Non-exempt Employee Hourly Rate

15.47 Fact - HR - Operation (Workforce)

No 15.47.1 15.47.2 15.47.3 15.47.4 15.47.5 15.47.6 15.47.7 15.47.8 15.47.9 15.47.10 15.47.11 15.47.12 15.47.13 Metric Name Age (Months) Age (Years) Average Served Time (Months) Average Service (Months) Chg Prior Period Average Annual Base Salary Chg Prior Period Average Length of Service (Years) Chg Prior Period Employee Headcount Chg Prior Period Total Annual Base Salary Exempt Employee Headcount High Potential Employee Active Headcount Length of Service (Days) Length of Service (Months) Non-exempt Employee Hourly Rate Description Age in months as of the selected Time parameter. Age in years as of the selected Time parameter. Employees' average service tenure in months; service t enure is calculated based on an employee's original hire date. All workforce service (in months) / Active Headcount. Average Annual Base Salary - Prior Period Average Annual Base Salary Average Length of Service (Years) - Prior Period Average Length of Service (Years) Employee Headcount - Prior Period Employee Headcount Total Annual Base Salary - Prior Period Total Annual Base Salary The number of employee headcount in the 'exempt' FLSA status. This metric is for US only. Active headcount of employees with a high potential flgag = 'Y' # days the employee has been active at the enterprise (also known as the employee's tenure measured in days) # months the employee has been active at the enterprise (also known as the employee's tenure measured in months) This metric tracks the hourly rate for an employee. This metric provides a snapshot of an employees pay rate that will be used in employee information listings. Also, you can analyze hourly rates by jobs, job families, positions, and pay grades to analyze your pay rate structure. Original Performance Rating provided on the source system, there is no aggregation of this attribute, due to it being a VARCHAR column it's non-additive. The midpoint of annual pay grade range in Group Currency

15.47.14 15.47.15

Original Performance Rating Pay Grade Mid Yearly Amount

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-412

Additional Metrics Available

No 15.47.16 15.47.17 15.47.18

Metric Name Period of Placement (Days) Standard Monthly Hours Time Since Last Promotion (Days) Total Length of Work (Years) White Employee Headcount

Description # days the contingent worker has been active at the enterprise (also known as the contingent worker's tenure measured in days) Number of hours contracted to work in a month Time since last promotion, in days, relative to the selected time period end date. The definition of measure is configured during the implementation of the workforce events dimension. # years the worker has been active at the enterprise (also known as the worker's tenure measured in years) Number of active employees with ethnic code description matching white (excludes contractors and temporary employees.) Aggregation rule is last value when used with time dimension. With all other dimensions, aggregation rule is sum. This can be used with EEO-1 Reports.

15.47.19 15.47.20

15.48 Fact - HR - Pay Grade

No 15.48.1 Metric Name Pay Grade Mid Yearly Amount Description The midpoint of annual pay grade range in Group Currency

15.49 Fact - HR - Payroll

No 15.49.1 15.49.2 Metric Name Employee Count Total Taxes Description Number of Employees in the group who were on payroll and received payment This metric calculates total deductions, including taxes, benefit costs, insurance premiums, and pre-tax investments. This metric calculates the types and amount of deductions an employee takes each pay period.

15.50 Fact - HR - Recruitment Event Information

No 15.50.1 15.50.2 Metric Name Applicant Age (Months) Applicant Pipeline Event Indicator Description The age of an applicant in months A flag that indicates a recruitment event that particpate in recruitment pipeline analysis; The indicator is determined by the recruitment stage and event domain value mapping configuration; events that are not included in the pipeline analysis such as background checks will not have this indicator turned on. The number of applications that are in the assessment stage at the beginning of a time period. "Assessment Stage" is configurable during implementation. It includes interviews or other forms of candidate assessments. This metric monitors the recruitment pipeline at a point in time. The aggregation rule is sum(). The number of applications at the hire stage at the beginning of a time period. "Hire Stage" is configurable during implementation. As delivered, an application goes into the "Hire" stage when a new hire is recorded. The aggregation rule is sum().

15.50.3

Applications At Assessment Stage (Period Begin)

15.50.4

Applications At Hire Stage (Period Begin)

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-413

Additional Metrics Available

No 15.50.5

Metric Name Applications At Initial Stage (Period Begin)

Description The number of applications at the initial screen stage at the beginning of a time period. "Initial Stage" is configurable during implementation. This may include on-line screening. The aggregation rule is sum(). The number of applications at the offer stage at the beginning of a time period. "Offer Stage" is configurable durint implementation. An application goes into "Offer Stage" when an offer is extended. The aggregation rule is sum(). The number of applications at the Start Pending stage at the beginning of a time period. "Start Pending" is configurable durint implementation. As delivered, an application goes into the "Start Pending" stage when an offer is accepted. The aggregation rule is sum(). The source employee ID of the applicant when he/she is hired. The number of new hires whose employment has been terminated as captured in the HR system. The number of new hires who has a transfer job event as captured in the HR system. Identifies the sequence in which the recruitment pipeline events happened, in case multiple events happen within the same day. Identifies a recruitment event that is generated during the ETL process; this allows recruitment process metrics can be calcualted when there missing recruitment stage or events. Identifies the event sequence number for recruitment events that are generated during the ETL process, if applicable. The number of hire events; an applicant is hired when his/her new hire record is entered in the HR system. Days lapsed between when a job requisition is opened and when a job requisition is closed (filled or cancelled). The number of job requisitions that are in draft status at the beginning of a period. The number of job requisitions that are in request status at the beginning of a period. The number of job requisitions that are on hold at the beginning of a period. The number of job requisitions that are in pending approval status at the beginning of a period. The number of new hires who have reached his/her first service milestone; the first service milestone is configurable during implementation. The number of applicants that are referred by an employee.

15.50.6

Applications At Offer Extended Stage (Period Begin) Applications At Start Pending Stage (Period Begin)

15.50.7

15.50.8 15.50.9 15.50.10 15.50.11 15.50.12

Employee Integration Id Employee Separation Pipeline Event Count Employee Transfer Pipeline Event Count Event Sequence Generated Event Indicator

15.50.13 15.50.14 15.50.15

Generated Event Sequence Hire Pipeline Event Count Job Requisition Open To Job Requisition Close (Days) Job Requisitions Being Drafted (Period Begin) Job Requisitions Being Requested (Period Begin) Job Requisitions On Hold (Period Begin) Job Requisitions Pending Approval (Period Begin) Post Hire First Period Of Work End Pipeline Event Count Referred Applicants

15.50.16 15.50.17 15.50.18 15.50.19 15.50.20

15.50.21

15.51 Fact - Loyalty - Cost

No 15.51.1 Metric Name Quarter Ago Member Points Monetary Liability Description Member points monetary liability is the monetary equivalent of outstanding member point balance (#outstanding points *price/point). This metric gives the member points monetary liability, quarter ago

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-414

Additional Metrics Available

No 15.51.2

Metric Name Year Ago Member Points Monetary Liability

Description Member points monetary liability is the monetary equivalent of outstanding member point balance (#outstanding points *price/point). This metric gives the member points monetary liability, year ago

15.52 Fact - Loyalty - Members By Tier Segment

No 15.52.1 Metric Name Member Profitability Description Difference between the revenue earned from and the cost associated with a member. As with other group ranking metrics, group the members into different buckets and assign a rank to the group

15.53 Fact - Loyalty - Points

No 15.53.1 15.53.2 15.53.3 15.53.4 15.53.5 15.53.6 15.53.7 15.53.8 15.53.9 15.53.10 15.53.11 Metric Name Month Ago # of Points Accrued Month Ago # of Points Expired Month Ago # of Points Redeemed Quarter Ago # of Points Accrued Quarter Ago # of Points Expired Quarter Ago # of Points Redeemed Quarter Ago Member Point Balance Year Ago # of Points Accrued Year Ago # of Points Expired Year Ago # of Points Redeemed Year Ago Member Point Balance Description Number of points accrued, a month ago Number of points expired, a month ago Number of points redeemed, a month ago Number of points accrued, a quarter ago Number of points expired, a quarter ago Number of points redeemed, a quarter ago Member point balance is defined as # points accrued - # points redeemed - # points expired. This metric gives the member point balance , quarter ago Number of points accrued, an year ago Number of points expired, an year ago Number of points redeemed, an year ago Member point balance is defined as # points accrued - # points redeemed - # points expired. This metric gives the member point balance , year ago

15.54 Fact - Loyalty - Revenue

No 15.54.1 Metric Name # of Orders Description This metric counts the number of external orders asoicated to program members. It is used in calculating the average order size.

15.55 Fact - Loyalty - Revenue By Tier Segment

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-415

Additional Metrics Available

No 15.55.1

Metric Name # of Orders

Description This metric counts the number of external orders asoicated to program members. It is used in calculating the average order size.

15.56 Fact - Marketing - Cost

No 15.56.1 15.56.2 15.56.3 15.56.4 15.56.5 Metric Name # Accounts # Contacts Actual Marketing Cost Per Campaign Actual Number of Contacts Fixed Cost (Forecasted) Description # Accounts per campaign (used for calculating marketing cost per customer) # Contacts per campaign (used for calculating marketing cost per customer) Actual Marketing Cost Per Campaign (used for calculating Actual cost per customer) Actual number of contacts Fixed Cost (Forecasted)

15.57 Fact - Marketing - Count

No 15.57.1 15.57.2 Metric Name SA Campaign Budget Assigned SA Campaign Budget Requested Description Total campaign budget allocated Total campaign budget requested

15.58 Fact - Marketing - Goal

No 15.58.1 15.58.2 15.58.3 15.58.4 15.58.5 Metric Name Sum Contribution Margin (Predicted) Sum Cost per Lead (Predicted) Sum Cost per Opportunity (Predicted) Sum Cost per Order (Predicted) Sum Revenue per Sale (Predicted) Description Total predicted contribution margin the average cost expected per lead a marketing campaign aims to generate the average cost expected per opportunity a marketing campaign aims to generate the average cost expected per order a marketing campaign aims to generate Predicted revenue per sale

15.59 Fact - Marketing - Lead

No 15.59.1 15.59.2 15.59.3 15.59.4 Metric Name Actual Marketing Cost Internal Days to Assign Lead Quater Ago # of Leads Quater Ago # of Leads Converted Description Actual marketing cost to generate lead. Sum of days to assign the lead for internal usage. Number of leads created quater ago. Number of leads converted to opportunities quater ago.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-416

Additional Metrics Available

No 15.59.5 15.59.6

Metric Name Year Ago # of Leads Year Ago # of Leads Converted

Description Number of leads created year ago. Number of leads converted to opportunities year ago.

15.60 Fact - Project Budget

No 15.60.1 15.60.2 15.60.3 15.60.4 15.60.5 15.60.6 15.60.7 15.60.8 15.60.9 15.60.10 15.60.11 Metric Name Burden Cost Burden Cost - ITD Cost Cost - ITD Current Budget Billable Raw Cost Current Budget Burden Cost Current Budget Burden Cost - ITD Current Budget Burden Cost - MTD Current Budget Burden Cost - QTD Current Budget Burden Cost - YTD Current Budget Capitalizable Raw Cost Current Budget Raw Cost Current Budget Raw Cost ITD Current Budget Raw Cost MTD Current Budget Raw Cost QTD Current Budget Raw Cost YTD Current Budget Total Cost Current Budget Total Raw Cost Effort Effort - ITD Equipment Cost Equipment Cost - ITD Equipment Effort Description Expenditure items not directly attributed to work performed, such as fringe benefits and office space. Inception to date expenditure items not directly attributed to work performed, such as fringe benefits and office space. Amount of raw and burden cost approved in the current version of the budget Inception to date amount of raw and burden cost approved in the current version of the budget Amount of billable costs directly attributable to work performed approved in the current version of the budget. Amount of cost not directly attributable to work performed approved in the current version of the budget Inception to date amount of cost not directly attributable to work performed approved in the current version of the budget Month to date amount of cost not directly attributable to work performed approved in the current version of the budget Quarter to date amount of cost not directly attributable to work performed approved in the current version of the budget Year to date amount of cost not directly attributable to work performed approved in the current version of the budget Amount of costs directly attributable to work performed approved in the current version of the budget of an asset building project. These costs are posted to the asset's balance account until the asset is in service Amount of cost directly attributable to work performed in the current version of the budget Inception to date amount of cost directly attributable to work performed in the current version of the budget Month to date amount of cost directly attributable to work performed in the current version of the budget Quarter to date amount of cost directly attributable to work performed in the current version of the budget Year to date amount of cost directly attributable to work performed in the current version of the budget Amount of raw and burden costs approved in the current version of the budget Amount of direct costs in the current version of the budget Units of labor used Inception to date units of labor used Amount of raw and burden costs related to equipment usage Inception to date amount of raw and burden costs related to equipment usage Units of equipment used in the selected period of time

15.60.12 15.60.13 15.60.14 15.60.15 15.60.16 15.60.17 15.60.18 15.60.19 15.60.20 15.60.21 15.60.22 15.60.23

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-417

Additional Metrics Available

No 15.60.24 15.60.25 15.60.26 15.60.27 15.60.28 15.60.29 15.60.30 15.60.31 15.60.32 15.60.33 15.60.34

Metric Name Equipment Effort - ITD People Cost People Cost - ITD People Effort People Effort - ITD Raw Cost Raw Cost - ITD Revenue Revenue - ITD Total Cost Total Raw Cost

Description Inception to date units of equipment used in the selected period of time Amount of raw and burden costs related to people usage Inception to date amount of raw and burden costs related to people usage Units of labor used Inception to date units of labor used Direct cost approved in the current version of the budget Inception to Date cost directly attributable to work performed approved in the current version of the budget Revenue approved in the current budget version Inception to date revenue approved in the current budget version Raw plus Burdened cost Direct cost amount.

15.61 Fact - Project Cost

No 15.61.1 Metric Name Billable Burden Cost Description Total of expenditure items not directly attributed to work performed but flagged as billable as they results from transactions that are chargeable and tasks denoted as billable. Inception to Date total of billable burden expenditure items Month to Date total of billable burden expenditure items Quarter to Date total of billable burden expenditure items Year to Date total of billable burden expenditure items Cost attributable to work performed and flagged as billable because the transactions are chargeable and the tasks where they were performed are denoted as billable. Inception to Date direct cost billable expenditure items Month to Date direct cost billable expenditure items Quarter to Date direct cost billable expenditure items Year to Date total direct cost billable expenditure items Total cost directly attributable to work performed from projects where assets are built. This costs are posted to the asset's balance account and remain there until the asset is in service Inception to Date expenditure items directly attributable to work performed from projects where assets are being built Month to Date expenditure items directly attributable to work performed from projects where assets are being built Quarter to Date expenditure items directly attributable to work performed from projects where assets are being built Year to Date costs directly attributable to work performed from projects where assets are being built Costs not directly attributed to work performed and flagged as non billable because the transactions are not chargeable or the tasks where they were performed are not denoted as billable. Inception to Date expenditure items not directly related to work performed and non billable

15.61.2 15.61.3 15.61.4 15.61.5 15.61.6 15.61.7 15.61.8 15.61.9 15.61.10 15.61.11

Billable Burden Cost - ITD Billable Burden Cost - MTD Billable Burden Cost - QTD Billable Burden Cost - YTD Billable Raw Cost Billable Raw Cost - ITD Billable Raw Cost - MTD Billable Raw Cost - QTD Billable Raw Cost - YTD Capitalizable Raw Cost

15.61.12 15.61.13 15.61.14 15.61.15 15.61.16

Capitalizable Raw Cost ITD Capitalizable Raw Cost MTD Capitalizable Raw Cost QTD Capitalizable Raw Cost YTD Non-Billable Burden Cost

15.61.17

Non-Billable Burden Cost ITD

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-418

Additional Metrics Available

No 15.61.18 15.61.19 15.61.20 15.61.21

Metric Name Non-Billable Burden Cost MTD Non-Billable Burden Cost QTD Non-Billable Burden Cost YTD Non-Billable Raw Cost

Description Month to Date expenditure items not directly related to work performed and non billable Quarter to Date expenditure items not directly related to work performed and non billable Year to Date expenditure items not directly related to work performed and non billable Total of expenditure items directly attributable to work performed, flagged as non billable as they correspond to transactions that are not chargeable or tasks denoted as non-billable. Inception to Date expenditure items for work performed and not flagged as billable Month to Date expenditure items for work performed and not flagged as billable Quarter to Date expenditure items for work performed and not flagged as billable Year to Date expenditure items for work performed and not flagged as billable Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed since project Inception Total cost items not directly attributed to work performed, such as fringe benefits. This metric can only be sliced with dimensions that are above the project level, such as organization id or operating unit id. If sliced with dimensions below the project level, such as task or resource, it will still return the total burden cost for the project. Use this metric where you need the total burden cost of the project as the denominator in a calculation, such as percentage of burden cost per resource or task in a given project. Also with this metric you can view in a single row the "Total Burden Cost" for the project, and the "Raw Burdened Cost" for each resource or task under the project. Total cost items not directly attributed to work performed, such as fringe benefits. This metric can only be sliced with dimensions that are above the project level, such as organization id or operating unit id. If sliced with dimensions below the project level, such as task or resource, it will still return the total burden cost for the project. Use this metric where you need the total burden cost of the project as the denominator in a calculation, such as percentage of burden cost per resource or task in a given project. Also with this metric you can view in a single row the "Total Burdened Cost" for the project, and the "Raw Burdened Cost" for each resource or task under the project. Total of all costs directly attributable to work performed. This metric can only be sliced with dimensions that are above the project level, such as organization id or operating unit id. If sliced with dimensions below the project level, such as task or resource, it will still return the total raw cost for the project. Use this metric where you need the total raw cost of the project as the denominator in a calculation, such as percentage of raw cost per resource or task in a given project. Also with this metric you can view in a single row the "Total Raw Cost" for the project, and the "Raw Cost" for each resource or task under the project.

15.61.22 15.61.23 15.61.24 15.61.25 15.61.26 15.61.27

Non-Billable Raw Cost ITD Non-Billable Raw Cost MTD Non-Billable Raw Cost QTD Non-Billable Raw Cost YTD Quantity - ITD Total Burden Cost

15.61.28

Total Cost

15.61.29

Total Raw Cost

15.62 Fact - Project Expenditure

No 15.62.1 Metric Name Billable Burden Cost Description Total of non-distributed expenditure items not directly attributed to work performed but flagged as billable as they results from transactions that are chargeable and tasks denoted as billable.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-419

Additional Metrics Available

No 15.62.2 15.62.3 15.62.4 15.62.5 15.62.6

Metric Name Billable Burden Cost - ITD Billable Burden Cost - MTD Billable Burden Cost - QTD Billable Burden Cost - YTD Billable Cost

Description Inception to Date total of billable burden non-distributed expenditure costs Month to Date total of billable burden non-distributed expenditure costs Quarter to Date total of billable burden non-distributed expenditure costs Year to Date total of billable burden non-distributed expenditure costs Total raw and burden non-distributed costs flagged as billable as they result from transactions that are chargeable and tasks denoted as billable. Inception to Date total of raw and burden non-distributed expenditure items Month to Date total of raw and burden non-distributed expenditure items Quarter to Date total of raw and burden non-distributed expenditure items Year to Date total of raw and burden non-distributed expenditure items Non-distributed Cost attributable to work performed and flagged as billable because the transactions are chargeable and the tasks where they were performed are denoted as billable. Inception to Date direct non-distributed cost billable expenditure costs Month to Date direct non-distributed cost billable expenditure costs Quarter to Date direct non-distributed cost billable expenditure costs Year to Date total direct non-distributed cost billable expenditure costs Total of expenditure items not directly attributed to work performed, such as fringe benefits and office space in Expenditure table. Inception to Date non-distributed cost not directly attributable to work performed Month to Date non-distributed cost not directly attributable to work performed Quarter to Date non-distributed cost not directly attributable to work performed Year to Date non-distributed cost not directly attributable to work performed Raw and burden non-distributed costs from asset building projects. These costs are posted to the asset's balance account and remain there until the asset is in service Inception to Date raw and burden non-distributed costs from asset building projects Month to Date raw and burden non-distributed costs from asset building projects Quarter to Date raw and burden non-distributed costs from asset building projects

15.62.7 15.62.8 15.62.9 15.62.10 15.62.11

Billable Cost - ITD Billable Cost - MTD Billable Cost - QTD Billable Cost - YTD Billable Raw Cost

15.62.12 15.62.13 15.62.14 15.62.15 15.62.16 15.62.17 15.62.18 15.62.19 15.62.20 15.62.21

Billable Raw Cost - ITD Billable Raw Cost - MTD Billable Raw Cost - QTD Billable Raw Cost - YTD Burden Cost Burden Cost - ITD Burden Cost - MTD Burden Cost - QTD Burden Cost - YTD Capitalizable Cost

15.62.22 15.62.23 15.62.24

Capitalizable Cost - ITD Capitalizable Cost - MTD Capitalizable Cost - QTD

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-420

Additional Metrics Available

No 15.62.25 15.62.26

Metric Name Capitalizable Cost - YTD Capitalizable Raw Cost

Description Year to Date raw and burden costs from asset building projects Total non-distributed cost directly attributable to work performed from projects where assets are built. This non-distributed costs are posted to the asset's balance account and remain there until the asset is in service Inception to Date non-distributed expenditure costs directly attributable to work performed from projects where assets are being built Month to Date non-distributed expenditure costs directly attributable to work performed from projects where assets are being built Quarter to Date non-distributed expenditure costs directly attributable to work performed from projects where assets are being built Year to Date non-distributed costs directly attributable to work performed from projects where assets are being built Total of raw and burden in the Expenditure table. Inception-to-date raw and burden non-distributed cost accrued Month-to-date raw and burden non-distributed cost accrued Quarter-to-date raw and burden non-distributed cost accrued Year-to-date raw and burden non-distributed cost accrued Non-distributed Expenditure costs (raw and burden) related to equipment usage Inception to Date non-distributed expenditure costs (raw and burden) related to equipment usage Month to Date non-distributed expenditure costs (raw and burden) related to equipment usage Quarter to Date non-distributed expenditure costs (raw and burden) related to equipment usage Year to Date non-distributed expenditure costs (raw and burden) related to equipment usage Units of equipment used. People non-distributed expenditure items result from multiplying units by the corresponding usage rate Inception to date total units (time or quantity) of equipment used in Expenditure table Month to Date units (time or quantity) of equipment used in Expenditure table Quarter to Date units (time or quantity) of equipment used in Expenditure table

15.62.27

Capitalizable Raw Cost ITD Capitalizable Raw Cost MTD Capitalizable Raw Cost QTD Capitalizable Raw Cost YTD Cost Cost - ITD Cost - MTD Cost - QTD Cost - YTD Equipment Cost Equipment Cost - ITD

15.62.28

15.62.29

15.62.30

15.62.31 15.62.32 15.62.33 15.62.34 15.62.35 15.62.36 15.62.37

15.62.38

Equipment Cost - MTD

15.62.39

Equipment Cost - QTD

15.62.40

Equipment Cost - YTD

15.62.41

Equipment Effort

15.62.42 15.62.43 15.62.44

Equipment Effort - ITD Equipment Effort - MTD Equipment Effort - QTD

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-421

Additional Metrics Available

No 15.62.45 15.62.46 15.62.47 15.62.48 15.62.49 15.62.50 15.62.51

Metric Name Equipment Effort - YTD People Cost People Cost - ITD People Cost - MTD People Cost - QTD People Cost - YTD People Effort

Description Year to Date units (time or quantity) of equipment used in Expenditure table Total direct and burden non-distributed cost of labor Inception to date direct and burden non-distributed cost of labor Month to date direct and burden non-distributed cost of labor Quarter to date direct and overhead non-distributed cost of labor Year to date direct and overhead non-distributed cost of labor Units of labor used. People non-distributed expenditure items result from multiplying units by the corresponding usage rate Inception to date total units (time or quantity) of labor used in Expenditure table Month to Date units (time or quantity) of labor used in Expenditure table Quarter to Date units (time or quantity) of labor used in Expenditure table Year to Date units (time or quantity) of labor used in Expenditure table Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed in Expenditure table Quantity of time (example: hours) booked that becomes basis to calculate Raw cost that is directly attributed to work performed since project Inception in Expenditure table Direct non-distributed cost, such as raw salaries and travel expenses. Inception to Date direct non-distributed cost. Month to Date direct non-distributed cost. Quarter to Date direct non-distributed cost. Year to Date direct non-distributed cost.

15.62.52 15.62.53 15.62.54 15.62.55 15.62.56

People Effort - ITD People Effort - MTD People Effort - QTD People Effort - YTD Quantity

15.62.57

Quantity - ITD

15.62.58 15.62.59 15.62.60 15.62.61 15.62.62

Raw Cost Raw Cost - ITD Raw Cost - MTD Raw Cost - QTD Raw Cost - YTD

15.63 Fact - Project Forecast

No 15.63.1 15.63.2 15.63.3 15.63.4 Metric Name Actual Cost Actual Cost - ITD Actual Effort Actual Effort - ITD Description Actual burdened cost (Raw + burden cost) amount in primary cost forecast version Actual burdened cost (Raw + burden cost) amount in primary cost forecast version for the items of the WBS started since project inception Actual effort quantity in the primary cost forecast version Actual effort quantity in the primary cost forecast version for the items of the WBS started since project inception

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-422

Additional Metrics Available

No 15.63.5 15.63.6 15.63.7 15.63.8 15.63.9 15.63.10 15.63.11 15.63.12 15.63.13 15.63.14 15.63.15 15.63.16 15.63.17

Metric Name Actual Raw Cost Actual Raw Cost - ITD Actual Revenue Actual Revenue - ITD Current Actual Cost - ITD Current Actual Cost - MTD Current Actual Cost - QTD Current Actual Cost - YTD Current Actual Effort - ITD Current Actual Effort - MTD Current Actual Effort - QTD Current Actual Effort - YTD Current Actual Equipment Cost Current Actual Equipment Cost - ITD Current Actual Equipment Cost - MTD Current Actual Equipment Cost - QTD Current Actual Equipment Cost - YTD Current Actual Equipment Effort Current Actual Equipment Effort - ITD Current Actual Equipment Effort - MTD Current Actual Equipment Effort - QTD Current Actual Equipment Effort - YTD Current Actual Equipment Raw Cost

Description Actual Raw Cost Amount in Primary Cost forecast version Actual Raw Cost Amount in Primary Cost forecast version for the items of the WBS started since project inception Actual revenue amount in the primary revenue forecast version Inception to date actual revenue amount in the primary revenue forecast version Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started since project inception Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started in the selected month Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started in the selected quarter Actual burdened cost amount (Raw + burden cost) in the current primary cost forecast version for the selected items of the WBS started in the selected year Actual effort in the current primary cost forecast version for the items of the WBS started since project inception Actual effort in the current primary cost forecast version for the items of the WBS started in the selected month Actual effort in the current primary cost forecast version for the items of the WBS started in the selected quarter Actual effort in the current primary cost forecast version for the items of the WBS started in the selected year Actual raw and burden costs, related to equipment usage, in the original version of the forecast Inception to date actual raw and burden costs, related to equipment usage, in the original version of the forecast Month to date actual raw and burden costs, related to equipment usage, in the original version of the forecast Quarter to date actual raw and burden costs, related to equipment usage in the original, version of the forecast Year to date actual raw and burden costs, related to equipment usage, in the original version of the forecast Actual Units of equipment used in the current version of the forecast Inception to date Actual Units of equipment used in the current version of the forecast Month to date Actual Units of equipment used in the current version of the forecast Quarter to date Actual Units of equipment used in the current version of the forecast Year to date Actual Units of equipment used in the current version of the forecast Actual direct cost, related to equipment usage, in the current version of the forecast

15.63.18

15.63.19

15.63.20

15.63.21

15.63.22 15.63.23 15.63.24 15.63.25 15.63.26 15.63.27

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-423

Additional Metrics Available

No 15.63.28

Metric Name Current Actual Equipment Raw Cost - ITD Current Actual Equipment Raw Cost - MTD Current Actual Equipment Raw Cost - QTD Current Actual Equipment Raw Cost - YTD Current Actual People Cost

Description Inception to date actual direct cost, related to equipment usage, in the current version of the forecast Month to Date actual direct cost, related to equipment usage, in the current version of the forecast Quarter to Date actual direct cost, related to equipment usage, in the current version of the forecast Year to Date actual cost directly attributable to work performed, related to equipment usage, in the current version of the forecast Actual raw and burden costs, related to people usage, in the current version of the forecast Inception to date actual raw and burden costs, related to people usage, in the current version of the forecast Month to date actual raw and burden costs, related to people usage, in the current version of the forecast Quarter to date actual raw and burden costs, related to people usage, in the current version of the forecast Year to date actual raw and burden costs, related to people usage, in the current version of the forecast Actual Units of labor used in the current version of the forecast Inception to date Actual Units of labor used in the current version of the forecast Month to date Actual Units of labor used in the current version of the forecast Quarter to date Actual Units of labor used in the current version of the forecast Year to date Actual Units of labor used in the current version of the forecast Actual cost directly attributable to work, related to people usage, performed in the current version of the forecast Inception to date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast Month to Date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast Quarter to Date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast Year to Date actual cost directly attributable to work, related to people usage, performed in the current version of the forecast

15.63.29

15.63.30

15.63.31

15.63.32

15.63.33

Current Actual People Cost - ITD Current Actual People Cost - MTD Current Actual People Cost - QTD Current Actual People Cost - YTD Current Actual People Effort Current Actual People Effort - ITD Current Actual People Effort - MTD Current Actual People Effort - QTD Current Actual People Effort - YTD Current Actual People Raw Cost Current Actual People Raw Cost - ITD Current Actual People Raw Cost - MTD Current Actual People Raw Cost - QTD Current Actual People Raw Cost - YTD

15.63.34

15.63.35

15.63.36

15.63.37 15.63.38 15.63.39 15.63.40 15.63.41 15.63.42

15.63.43

15.63.44

15.63.45

15.63.46

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-424

Additional Metrics Available

No 15.63.47 15.63.48 15.63.49 15.63.50 15.63.51 15.63.52 15.63.53 15.63.54 15.63.55 15.63.56 15.63.57 15.63.58 15.63.59 15.63.60

Metric Name Current Actual Raw Cost Current Actual Raw Cost ITD Current Actual Raw Cost MTD Current Actual Raw Cost QTD Current Actual Raw Cost YTD Current Actual Revenue ITD Current Actual Revenue MTD Current Actual Revenue QTD Current Actual Revenue YTD Current EAC Effort - ITD Current EAC Effort - MTD Current EAC Effort - QTD Current EAC Effort - YTD Current EAC Equipment Cost - MTD Current EAC Equipment Cost - QTD Current EAC Equipment Cost - YTD Current EAC Equipment Effort - MTD Current EAC Equipment Effort - QTD Current EAC Equipment Effort - YTD Current EAC Equipment Raw Cost Current EAC Equipment Raw Cost - ITD

Description Actual raw cost amount in the current primary cost forecast version Actual raw cost amount in the current primary cost forecast version for items of the WBS started since project inception Actual raw cost amount in the current primary cost forecast version for items of the WBS started in the selected month Actual raw cost amount in the current primary cost forecast version for items of the WBS started in the selected quarter Actual raw cost amount in the current primary cost forecast version for items of the WBS started in the selected year Actual revenue amount in the current primary revenue forecast version for the items of the WBS started since project inception Actual revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected month Actual revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected quarter Actual revenue amount in the current primary revenue forecast version for the items of the WBS started in the selected year Estimate at completion effort in the current primary cost forecast version for the items of the WBS started since project inception Estimate at completion effort in the current primary cost forecast version for the items of the WBS started in the selected month Estimate at completion effort in the current primary cost forecast version for the items of the WBS started in the selected quarter Estimate at completion effort in the current primary cost forecast version for the items of the WBS started in the selected year Month to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast Quarter to date Estimate At Completion of raw and burden costs, related to equipment usage in the original, version of the forecast Year to date Estimate At Completion of raw and burden costs, related to equipment usage, in the original version of the forecast Month to date Estimate At Completion of Units of equipment used in the current version of the forecast Quarter to date Estimate At Completion of Units of equipment used in the current version of the forecast Year to date Estimate At Completion of Units of equipment used in the current version of the forecast Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast Inception to date Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast

15.63.61

15.63.62

15.63.63

15.63.64

15.63.65

15.63.66

15.63.67

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-425

Additional Metrics Available

No 15.63.68

Metric Name Current EAC Equipment Raw Cost - MTD Current EAC Equipment Raw Cost - QTD Current EAC Equipment Raw Cost - YTD Current EAC People Cost MTD Current EAC People Cost QTD Current EAC People Cost YTD Current EAC People Effort - MTD Current EAC People Effort - QTD Current EAC People Effort - YTD Current EAC People Raw Cost Current EAC People Raw Cost - ITD Current EAC People Raw Cost - MTD Current EAC People Raw Cost - QTD Current EAC People Raw Cost - YTD Current EAC Raw Cost Current EAC Raw Cost ITD Current EAC Raw Cost MTD Current EAC Raw Cost QTD Current EAC Raw Cost YTD

Description Month to Date Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast Quarter to Date Estimate At Completion of direct cost, related to equipment usage, in the current version of the forecast Year to Date Estimate At Completion of cost directly attributable to work performed, related to equipment usage, in the current version of the forecast Month to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast Quarter to date Estimate At Completion of raw and burden costs, related to people usage in the current, version of the forecast Year to date Estimate At Completion of raw and burden costs, related to people usage, in the current version of the forecast Month to date Estimate At Completion of Units of labor used in the current version of the forecast Quarter to date Estimate At Completion of Units of labor used in the current version of the forecast Year to date Estimate At Completion of Units of labor used in the current version of the forecast Estimate At Completion of direct cost, related to people usage, in the current version of the forecast Inception to date Estimate At Completion of direct cost, related to people usage, in the current version of the forecast Month to Date Estimate At Completion of direct cost, related to people usage, in the current version of the forecast Quarter to Date Estimate At Completion of direct cost, related to people usage, in the current version of the forecast Year to Date Estimate At Completion of cost directly attributable to work performed, related to people usage, in the current version of the forecast Estimate at completion raw cost amount in the current primary cost forecast version Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started since project inception Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started in the selected month Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started in the selected quarter Estimate at completion raw cost amount in the current primary cost forecast version for items of the WBS started in the selected year

15.63.69

15.63.70

15.63.71

15.63.72

15.63.73

15.63.74

15.63.75

15.63.76

15.63.77

15.63.78

15.63.79

15.63.80

15.63.81

15.63.82 15.63.83 15.63.84 15.63.85 15.63.86

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-426

Additional Metrics Available

No 15.63.87 15.63.88 15.63.89 15.63.90 15.63.91 15.63.92 15.63.93 15.63.94 15.63.95

Metric Name Current ETC Cost - ITD Current ETC Cost - MTD Current ETC Cost - QTD Current ETC Cost - YTD Current ETC Effort - ITD Current ETC Effort - MTD Current ETC Effort - QTD Current ETC Effort - YTD Current ETC Equipment Cost - ITD Current ETC Equipment Cost - MTD Current ETC Equipment Cost - QTD Current ETC Equipment Cost - YTD Current ETC Equipment Effort - ITD Current ETC Equipment Effort - MTD Current ETC Equipment Effort - QTD Current ETC Equipment Effort - YTD Current ETC Equipment Raw Cost Current ETC Equipment Raw Cost - ITD Current ETC Equipment Raw Cost - MTD

Description Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started since project inception Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected month Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected quarter Amount cost (Raw + burden cost) in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected year Estimate to complete effort in the current primary forecast version for those items of the WBS started since project inception Estimate to complete effort in the current forecast version for those items of the WBS started in the selected month Estimate to complete effort in the current primary forecast version for those items of the WBS started in the selected quarter Estimate to complete effort in the current primary forecast version for those items of the WBS started in the selected year Inception to date Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast Month to date Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast Quarter to date Estimate To Complete of raw and burden costs, related to equipment usage in the original, version of the forecast Year to date Estimate To Complete of raw and burden costs, related to equipment usage, in the original version of the forecast Inception to date Estimate To Complete of Units of equipment used in the current version of the forecast Month to date Estimate To Complete of Units of equipment used in the current version of the forecast Quarter to date Estimate To Complete of Units of equipment used in the current version of the forecast Year to date Estimate To Complete of Units of equipment used in the current version of the forecast Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast Inception to date Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast Month to Date Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast

15.63.96

15.63.97

15.63.98

15.63.99

15.63.100

15.63.101

15.63.102

15.63.103

15.63.104

15.63.105

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-427

Additional Metrics Available

No 15.63.106

Metric Name Current ETC Equipment Raw Cost - QTD Current ETC Equipment Raw Cost - YTD Current ETC People Cost ITD Current ETC People Cost MTD Current ETC People Cost QTD Current ETC People Cost YTD Current ETC People Effort ITD Current ETC People Effort MTD Current ETC People Effort QTD Current ETC People Effort YTD Current ETC People Raw Cost Current ETC People Raw Cost - ITD Current ETC People Raw Cost - MTD Current ETC People Raw Cost - QTD Current ETC People Raw Cost - YTD Current ETC Raw Cost Current ETC Raw Cost ITD Current ETC Raw Cost MTD

Description Quarter to Date Estimate To Complete of direct cost, related to equipment usage, in the current version of the forecast Year to Date Estimate To Complete of cost directly attributable to work performed, related to equipment usage, in the current version of the forecast Inception to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast Month to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast Quarter to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast Year to date Estimate To Complete of raw and burden costs, related to people usage, in the current version of the forecast Inception to date Estimate To Complete of Units of labor used in the current version of the forecast Month to date Estimate To Complete of Units of labor used in the current version of the forecast Quarter to date Estimate To Complete of Units of labor used in the current version of the forecast Year to date Estimate To Complete of Units of labor used in the current version of the forecast Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast Inception to date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast Month to Date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast Quarter to Date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast Year to Date Estimate To Complete of cost directly attributable to work, related to people usage, performed in the current version of the forecast Amount raw cost in the current primary forecast version needed to complete the remaining work Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started since project inception Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected month

15.63.107

15.63.108

15.63.109

15.63.110

15.63.111

15.63.112

15.63.113

15.63.114

15.63.115

15.63.116

15.63.117

15.63.118

15.63.119

15.63.120

15.63.121 15.63.122 15.63.123

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-428

Additional Metrics Available

No 15.63.124 15.63.125 15.63.126 15.63.127 15.63.128 15.63.129 15.63.130 15.63.131

Metric Name Current ETC Raw Cost QTD Current ETC Raw Cost YTD Current ETC Revenue ITD Current ETC Revenue MTD Current ETC Revenue QTD Current ETC Revenue YTD EAC Cost EAC Cost - ITD

Description Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected quarter Amount raw cost in the current primary forecast version needed to complete the remaining work for all items of the WBS started in the selected year Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started since project inception Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started in the selected month Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started in the selected quarter Estimated to complete revenue amount in the current primary revenue forecast for the items of the WBS started in the selected year Estimated raw and burden cost at completion in the primary cost forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project Estimate At Completion Burdened Cost since the Project Inception. This metric filters on the Primary Cost Forecast, but not on any particular version. Estimate at completion effort in the current primary forecast version. EAC equals actual costs plus remaining cost forecasted as required to complete the project Estimate at completion effort in the current primary forecast version for those items of the WBS started since project inception Estimate At Completion Raw Cost Amount in Primary Cost forecast version Estimate At Completion Raw Cost Amount in Primary Cost forecast version for the items of the WBS started since project inception Estimate at completion revenue amount in primary revenue forecast version Inception to date estimate at completion revenue amount in primary revenue forecast version Estimate to complete burdened cost (Raw + burden cost) amount in primary cost forecast version Estimate to complete (Raw + burden) cost amount in the primary cost forecast version for the items of the WBS started since project inception Estimate to complete effort in the current primary forecast version Estimate to complete effort in the current primary forecast version for those items of the WBS started since project inception Estimate to complete raw cost amount in primary cost forecast version Estimate to complete raw cost amount in primary cost forecast version for the items of the WBS started since project inception Estimated to complete revenue amount in the primary revenue forecast version Stream of revenue estimated from the selected date until project completion for the activities started since project inception

15.63.132 15.63.133 15.63.134 15.63.135 15.63.136 15.63.137 15.63.138 15.63.139 15.63.140 15.63.141 15.63.142 15.63.143 15.63.144 15.63.145

EAC Effort EAC Effort - ITD EAC Raw Cost EAC Raw Cost - ITD EAC Revenue EAC Revenue - ITD ETC Cost ETC Cost - ITD ETC Effort ETC Effort - ITD ETC Raw Cost ETC Raw Cost - ITD ETC Revenue ETC Revenue - ITD

15.64 Fact - Project Funding

No 15.64.1 15.64.2 Metric Name Additional Funding Amount - ITD Additional Funding Amount - MTD Description Inception to Date value of Funding Allocated to a project in addition to original funding. Month to Date value of Funding Allocated to a project in addition to original funding.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-429

Additional Metrics Available

No 15.64.3 15.64.4 15.64.5 15.64.6 15.64.7 15.64.8 15.64.9 15.64.10 15.64.11 15.64.12 15.64.13 15.64.14 15.64.15 15.64.16 15.64.17 15.64.18 15.64.19 15.64.20 15.64.21 15.64.22 15.64.23 15.64.24 15.64.25 15.64.26 15.64.27 15.64.28 15.64.29

Metric Name Additional Funding Amount - QTD Additional Funding Amount - YTD Adjustment Funding Amount - ITD Adjustment Funding Amount - MTD Adjustment Funding Amount - QTD Adjustment Funding Amount - YTD Cancelled Funding Amount - ITD Cancelled Funding Amount - MTD Cancelled Funding Amount - QTD Cancelled Funding Amount - YTD Funding Amount - ITD Funding Amount - MTD Funding Amount - QTD Funding Amount - YTD Initial Funding Amount ITD Initial Funding Amount MTD Initial Funding Amount QTD Initial Funding Amount YTD Not Allocated Amount - ITD Not Allocated Amount MTD Not Allocated Amount QTD Not Allocated Amount YTD Realized Gains Amount Realized Gains Amount ITD Realized Gains Amount MTD Realized Gains Amount QTD Realized Gains Amount YTD

Description Quarter to Date value of Funding Allocated to a project in addition to original funding. Quarter to Date value of Funding Allocated to a project in addition to original funding. Inception to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers. Month to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers. Quarter to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers. Year to Date value of Adjusted Funding Amount, which might be in the form of corrections, revaluations and transfers. Inception to Date value of Funding Allocated to a project which is cancelled subsequently. Month to Date value of Funding Allocated to a project which is cancelled subsequently. Quarter to Date value of Funding Allocated to a project which is cancelled subsequently. Year to Date value of Funding Allocated to a project which is cancelled subsequently. Inception to Date value of Funding for a particular line at the project or task level Month to Date value of Funding for a particular line at the project or task level Quarter to Date value of Funding for a particular line at the project or task level Year to Date value of Funding for a particular line at the project or task level Inception to Date value of proposed/planned Funding to be given initially to perform a project or a task. Month to Date value of proposed/planned Funding to be given initially to perform a project or a task. Quarter to Date value of proposed/planned Funding to be given initially to perform a project or a task. Year to Date value of proposed/planned Funding to be given initially to perform a project or a task. Inception to Date value of Agreement Amount which has not been allocated to projects. Month to Date value of Agreement Amount which has not been allocated to projects. Quarter to Date value of Agreement Amount which has not been allocated to projects. Year to Date value of Agreement Amount which has not been allocated to projects. Realized Gains due to foreign exchange that can be applied to project revenue. Inception to Date value of Realized Gains due to foreign exchange that can be applied to project revenue. Month to Date value of Realized Gains due to foreign exchange that can be applied to project revenue. Quarter to Date value of Realized Gains due to foreign exchange that can be applied to project revenue. Year to Date value of Realized Gains due to foreign exchange that can be applied to project revenue.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-430

Additional Metrics Available

No 15.64.30 15.64.31 15.64.32 15.64.33 15.64.34

Metric Name Realized Losses Amount Realized Losses Amount ITD Realized Losses Amount MTD Realized Losses Amount QTD Realized Losses Amount YTD

Description Realized Losses due to foreign exchange that can be applied to project revenue. Inception to Date value of Realized Losses due to foreign exchange that can be applied to project revenue. Month to Date value of Realized Losses due to foreign exchange that can be applied to project revenue. Quarter to Date value of Realized Losses due to foreign exchange that can be applied to project revenue. Year to Date value of Realized Losses due to foreign exchange that can be applied to project revenue.

15.65 Fact - Project Performance

No 15.65.1 15.65.2 Metric Name Margin QTD Margin Quarterly Change Description Quarter to Date difference between the project revenue and burdened cost since project inception Difference between the Margin from the last quarter and the Margin from the current quarter Difference between the Margin from the last year and the Margin from the current year Value of Funding Amount which has not been recognized yet through revenue accrual Inception to date value of Funding Amount which has not been recognized yet through revenue accrual Value of work done which has not been billed yet Inception to Date value of work done which has not been billed yet Month to Date value of work done which has not been billed yet Quarter to Date value of work done which has not been billed yet Year to Date value of work done which has not been billed yet Value of revenue recognized for which the work has not been performed yet. Inception to Date value of revenue recognized for which the work has not been performed yet. Month to Date value of revenue recognized for which the work has not been performed yet. Quarter to Date value of revenue recognized for which the work has not been performed yet. Year to Date value of revenue recognized for which the work has not been performed yet.

15.65.3 15.65.4 15.65.5 15.65.6 15.65.7 15.65.8 15.65.9 15.65.10 15.65.11 15.65.12 15.65.13 15.65.14 15.65.15

Margin Yearly Change Remaining Funding Amount Remaining Funding Amount - ITD Unbilled Receivables Unbilled Receivables - ITD Unbilled Receivables MTD Unbilled Receivables QTD Unbilled Receivables - YTD Unearned Revenue Unearned Revenue - ITD Unearned Revenue - MTD Unearned Revenue - QTD Unearned Revenue - YTD

15.66 Fact - Project Revenue

No 15.66.1 Metric Name MAGO Realized Gains Amount Description Month Ago Realized gains mostly due to differences in exchange rates can be applied to project revenue.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-431

Additional Metrics Available

No 15.66.2

Metric Name MAGO Realized Losses Amount

Description Month Ago Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income. Quarter Ago Realized gains mostly due to differences in exchange rates can be applied to project revenue. Quarter Ago Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income. Realized gains mostly due to differences in exchange rates can be applied to project revenue. Inception to Date value of realized gains applied to project revenue Period to Date value of realized gains applied to project revenue Quarter to Date value of realized gains applied to project revenue Year to Date value of realized gains applied to project revenue Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income. Inception to Date value of realized losses applied to project revenue Period to Date value of realized losses applied to project revenue Quarter to Date value of realized losses applied to project revenue Year to Date value of realized losses applied to project revenue The total revenue amount for the project. This metric does not break down by resource or time. It gives the total revenue time for the project Year Ago Realized gains mostly due to differences in exchange rates can be applied to project revenue. Year Ago Realized losses mostly due to differences in exchange rate can be applied to project revenue. A realized loss, as opposed to a paper loss, may be used to reduce taxable income.

15.66.3

QAGO Realized Gains Amount QAGO Realized Losses Amount

15.66.4

15.66.5 15.66.6 15.66.7 15.66.8 15.66.9 15.66.10

Realized Gains Amount Realized Gains Amount ITD Realized Gains Amount MTD Realized Gains Amount QTD Realized Gains Amount YTD Realized Losses Amount

15.66.11 15.66.12 15.66.13 15.66.14 15.66.15 15.66.16

Realized Losses Amount ITD Realized Losses Amount MTD Realized Losses Amount QTD Realized Losses Amount YTD Total Revenue Amount YAGO Realized Gains Amount YAGO Realized Losses Amount

15.66.17

15.67 Fact - Purchasing - Receipt

No 15.67.1 15.67.2 15.67.3 Metric Name # of Early Transactions # of Late Transactions # of On-time Transactions Description # of receipt transactions earlier than the due date. # of receipt transactions later than the due date. # of on-time receipt transactions.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-432

Additional Metrics Available

15.68 Fact - Service - Contact Center Benchmark and Target

No 15.68.1 Metric Name Call Volume Forecast Description Provides the number of calls forecasted to be handled by the organization for any given period of time. This metric includes both inbound and outbound calls. Forecast volume can be used in conjunction with actual total volumes to evaluate how well the organization has forecasted contact volume.

15.69 Fact - Service - Contact Center Compound Metrics

No 15.69.1 Metric Name Call Volume Delta Rate Description Provides the percentage difference between the forecasted call volume and the actual volume. This metric is calculated as the difference between the forecasted volume and the actual volume, divided by the forecast volume, and then multiplied by 100. This metric is used to evaluate the effectiveness of the forecasted call volumes versus the actual call volumes.

15.70 Fact - Service - Contact Center Performance

No 15.70.1 15.70.2 Metric Name # of Calls Meeting Service Level Target Agent Hold to ACW Time Percent Description This is the sum total number of calls that have met the service level target Provides the percentage of time that a service representative spends with the call put on hold versus the amount of time the agent spends working on a service request after disconnecting with the caller. Higher hold to ACW rates can be an indication that the representative is putting the customer on hold, while completing work that would have otherwise be done after the call. Calculated the percentage of time that a service representative spends with the call put on hold versus the amount of time the agent spends talking to the customer. Higher hold to talk rates can be an indication that the representative is not properly skilled at handling the contacts. Provides the percentage of all calls that the agent transfers. High number of transfers may indicate the following: ACD/IVR system is not routing calls to the proper agents or agents are not properly trained to handle customer requests. Measures the number of times an agent transfers calls. Higher volumes of transfers may be an indication that representatives lack the skill or experience to effectively and efficiently handle the calls or that the system is not configured to optimally route the calls to the proper representatives. Analyzing the transfer volume, call reasons, and representatives will help identify areas where organizations can provide additional training efforts to improve representative effectiveness and routing strategies to improve efficiency. If a call was transferred by multiple agents it would be counted once against each of those agents. Calculates the average number of calls handled by the system in any given time period, by any given contact center site, or by any other analysis factor. Number of contact centers locations

15.70.3

Agent Hold to Talk Time Percent

15.70.4

Agent Transfer Percent

15.70.5

Agent Transfer Volume

15.70.6 15.70.7

Average Call Volume Contact Center Count

15.71 Fact - Service - IVR History

No Metric Name Description

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-433

Additional Metrics Available

No 15.71.1 15.71.2

Metric Name Key Id Source Id

Description This column is the unique identifier of a dimension or fact entity in its source system. In case of composite keys, the value in this column can consist of concatenated parts. This column is the unique identifier of the source system from which data was extracted. In order to be able to trace the data back to its source, Siebel Systems recommends that you define separate unique source IDs for each of your different source instances.

15.72 Fact - Service - Rep Activity

No 15.72.1 Metric Name Total Break Time in hh:mm:ss Description Measures the time in hh:mi:ss that a representative was on breaks. Can be used to analyze schedule adherence and representative availability.

15.73 Fact - Supply Chain - Inventory Balance

No 15.73.1 15.73.2 15.73.3 Metric Name Avg Daily Inventory Value Last 365 Days Count Records Within Last 365 Days Total Daily Inventory Value Last 365 Days Description (Total Daily Inventory Value Last 365 Days) / (Count Records Within Last 365 Days) The number of past daily balances that are available in the last 365 days. The sum of all the available past daily balances over the last 365 days.

15.74 Fact - Supply Chain - Inventory Transaction

No 15.74.1 Metric Name Total Material Amount Last 365 Days Description The sum of all the transaction amounts in all the inventory transactions over the last 365 days.

Oracle Business Intelligence Applications 7.9.6.4 Metric Reference Guide 15-434