Key Performance Indicators


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How to improve performance is an issue that concerns every manager in every business. Performance in this context can mean financial or non-financial performance. In fact, it is now widely accepted that the key drivers of future financial performance are non-financial.

Effective Inventory Control

Manage inventory effectively with tight control over costs and quantities, flexible pricing and cost methods, and multiple ways to track individual items and kits. Item allocation and real-time inventory adjustments ensure that sales and purchasing employees can sell and replenish stock for optimal business results.

Streamlined Sales Processes

Increase productivity with efficient sales processes for initiating orders, processing invoices, and providing documentation for shipping. Work with several order entry and shipment types, flexible pricing options, and efficient backorder management to ensure your business meets every customer need.

Flexible Purchasing Processes

Replenish inventory with streamlined purchasing processes that give your business flexible options for buying and receiving items. Create and edit purchase transactions, place an order on hold for approval, and update Inventory costs, ensuring that your buyers have the items and cost information available to satisfy customer demand.

Tight Fiscal Control

Manage your financial processes more effectively: Accurately post transactions to the correct fiscal period; comply with Federal payroll documentation requirements; and make better strategic decisions by tracking and forecasting cash flow.

Enhanced Integration

Enhance business capabilities by leveraging existing data from third-party applications integrating with other Microsoft software, and extending functionality as your business grows.

Business Critical Questions

Financial Revenue Turnover - UK Turnover - Export Pre-Tax Result Depreciation Charge Cost of Bought in Materials and Services Employee Wages and Salaries Research and Development Expenditure Training Expenditure Marketing Expenditure Interest Payable				Financial Capital Tangible Fixed Assets Capital Investment Stock Trade Debtors Cash at Bank and in Hand Total Assets Trade Creditors Short Term Loans Other Current Liabilities Long Term Loans Other Long Term Liabilities Shareholders Funds
Management Data No. of customers No. of orders received No. of orders which were not delivered when promised No. of recorded customer complaints Order value of recorded complaints received No. of orders failed before delivery to the customer No. of orders rejected by the customer during the specified warranty				People No. of employees No. of managers No. of management levels Total number of days training per year No. of new employees No. of graduates No. of employees directly involved in service/product provision
Suppliers No. of suppliers used for delivery of core products/services Value of supplies delivered on time Value of supplies which are sub-standard on delivery				Product Innovation Turnover from new products/services Turnover from new market segments Turnover from new geographical markets Number of new customers