Number of FTEs that perform the process "define logistics strategy" as a percentage of FTEs that perform the process group "manage logistics and warehousing" (excluding "manage returns; manage reverse logistics)

This measure calculates the number of full-time equivalent employees (FTEs) who perform the process "define logistics strategy"—in which they translate customer service requirements into capacity/lead-time requirements; design the logistics network required to meet these requirements; work with procurement to identify, negotiate, and maintain outsourcing agreements; define delivery service policy elements; and define key performance measures such as logistics costs and outbound carrier delivery performance—as a percentage of FTEs who perform the process group "manage logistics and warehousing" (excluding "manage returns; manage reverse logistics"). It is part of a set of Process Efficiency measures that help companies optimize the performance of their "define logistics strategy" process by minimizing waste and refining resource consumption.

Benchmark Data

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Measure Category:
Supplemental Information
Measure Id:
100648
Total Sample Size:
1,697 All Companies
Performers:
25th
Median
75th
Key Performance
Indicator:
No

Compute this Measure

Units for this measure are percent.

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(Number of FTEs who perform the process "define logistics strategy" / (Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100

Key Terms

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FTE - (full-time equivalent employee)

To calculate the number of full-time equivalents employed during the year for each respective process or activity, you must prorate the number of employees and the hours spent performing each process/activity. Assume that a full-time worker represents 40 hours per week. Provide the average number of full-time equivalents employed during the year for each respective process. Include full-time employees, part-time employees, and temporary workers hired during peak demand periods. Allocate only the portion of the employee's time that relates to or supports the activities identified for an applicable process. Prorate management and secretarial time by estimating the level of effort in support of each activity, by process.

For example, a part-time secretary in the finance department for XYZ, Inc. charges all of his time to finance department activities. He works 20 hours per week. The secretary splits his time evenly supporting employees working in the general accounting process and the financial reporting process. Thus, his time should be allocated by process. So, if he works throughout the year and supports these two processes, his time would be split evenly as:

20hrs/40hrs = .5FTE * 50% for general accounting = .25FTE for general accounting

20hrs/40hrs = .5FTE * 50% for financial reporting = .25FTE for financial reporting

Process efficiency

Process efficiency represents how well a process converts its inputs into outputs. A process that converts 100% of the inputs into outputs without waste is more efficient than one that converts a similar amount of inputs into fewer outputs.

Measure Scope

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Cross Industry (7.3.0)

  • 4.4.1.1 - Translate customer service requirements into logistics requirements (10343)
  • 4.4.1.2 - Design logistics network (10344)
  • 4.4.1.3 - Communicate outsourcing needs (10345)
  • 4.4.1.4 - Develop and maintain delivery service policy (10346)
  • 4.4.1.5 - Optimize transportation schedules and costs (10347)
  • 4.4.1.6 - Define key performance measures (10348)
  • 4.4.1.7 - Define reverse logistics strategy (16905)