Financial Management Metrics of the Month

Last updated:

September 20, 2024

Authored By:

APQC

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Each month, APQC features a showcased metric (cost, productivity, efficiency, cycle time, or supplemental) from our Open Standards Benchmarking® financial management research. This collection curates our latest showcased metrics to help your organization improve its finance process performance.

Type:

Collections

Topics:

Finance and Accounting

Included in this Collection

Included in this Collection

Hours to Reconcile the General Ledger

Hours to Reconcile the General Ledger

Measuring Financial Forecasting Efficiency

Measuring Financial Forecasting Efficiency

Measuring Productivity with Revenue Per Employee

Measuring Productivity with Revenue Per Employee

Days Sales Outstanding: A Critical Lever for Managing Cash Flow

Days Sales Outstanding: A Critical Lever for Managing Cash Flow

When to Pay: Managing DPO to Improve Cash Flow

Managing Days Payable Outstanding to Improve Cash Flow

Collaboration Drives More Effective Cost Allocation

Collaboration Drives More Effective Cost Allocation

Getting Customer Payments More Quickly

Strategies to Avoid a Cash Flow Crunch

Three Ways to Release Your Earnings Faster

Three Ways to Lead Your Team to Better Performance in Annual Reporting

Total Cost to Perform Financial Reporting per $1,000 Revenue

Total Cost to Perform Financial Reporting per $1,000 Revenue

Total Cost to Manage Financial Policies and Procedures

Total Cost to Manage Financial Policies and Procedures

Cycle Time in Days to Resolve Adjustments

Eliminating Adjustments Bottlenecks

Invoice Processing and Greater Productivity

Invoice Processing: Achieving Greater Productivity for Accounts Payable

Cycle Time to Complete the Annual Budget

Cycle Time to Complete the Annual Budget

Guidance for thinking critically about your headcount in IT

A Smaller IT Headcount is Not Necessarily Better

Cycle Time in Days to Approve and Schedule T&E Reimbursements

Cycle Time to Approve and Schedule T&E Reimbursements

Uncollectable Balances as a Percentage of Revenue

Total Uncollectable Balances as a Percentage of Revenue

Number of Accounts in the Chart of Accounts

Number of Accounts in the Chart of Accounts

Number of Learning Days per Employee

Number of Learning Days per Employee

Number of FTEs that Carry Out Accounts Receivable per $1 Billion Revenue

Number of FTEs that Perform the Process "Process Accounts Receivable (AR)" per $1 Billion Revenue

Cycle Time in Days to Perform the Annual Close at the Site Level

Cycle Time in Days to Perform the Annual Close at the Site Level

Cycle Time for Short-Term Cash Forecasting

Average Cycle Time in Hours to Develop a Short-term Cash Flow

Total Cost of Invoicing per Invoice Processed

Total Cost to Perform the Process "Invoice Customer" per Invoiced Processed

Total Number of ERPs or ERP Instances throughout the Entire Finance Shared Services Organization

Total Number of ERPs or ERP Instances throughout the Entire Finance Shared Services Organization

Business Entity Revenue per Business Entity Employee

Business Entity Revenue Per Employee

Percentage of Primary Controls that are Automated

Percentage of Primary Controls that are Automated

Cycle Time in Days from Receipt of Invoice until Approved and Scheduled for Payment

Cycle Time in Days to Complete the Monthly Consolidated Financial Statements

Cycle Time in Days to Complete the Monthly Consolidated Financial Statements

Invoice Resolution Shouldn't Take a Week

Cycle Time in Days to Resolve an Invoice Error

Percentage of Employees with Less than One Year of Tenure

Percentage of Employees with Less than One Year of Tenure