Number of FTEs that perform the process group "manage logistics and warehousing" as a percentage of total business entity FTEs

This measure calculates the percentage of business entity full-time equivalent employees (FTEs) who are employed to perform the process group "manage logistics and warehousing," which plans, implements, and controls the forward/reverse flow and storage of goods, services, and related information between point of origin and point of consumption to meet customers' requirements. This Supplemental Information measure is intended to help companies evaluate additional variables related to the process group "Manage logistics and warehousing".

Benchmark Data

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Measure Category:
Supplemental Information
Measure ID:
105152
Total Sample Size:
2,000 All Companies
Performers:
25th Median 75th
- - -
Key Performance Indicator:
No

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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 "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") / Number of business entity FTEs) * 100

Key Terms

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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

Staff Productivity is a measure of the efficiency of individuals performing specific processes. Measures in staff productivity generally relate the transaction volume or outcome of the process with the effort in terms of full time equivalent employees to perform the process.

For survey purposes, a business entity is defined as an entity that:

  1. performs significant aspects of the processes for the surveys identified, or
  2. is part of a cost or revenue center within the company.

Within your organization, diverse departments may be geographically co-located, with closely integrated operations that form part of one "business entity" which may be a great distance apart. When trying to determine if related parts of your operation should be considered a single business entity, look for the following characteristics:

  • Do they operate closely together?
  • Do they serve many of the same customers?
  • Do they support the same region or product group?
  • Do they share any performance measures?
  • Is data meaningful at a consolidated level?

Examples of business entity definition:

  1. A general ledger accounting unit located in Germany has two groups. One performs general ledger accounting for the corporate headquarters, which has three business units. The other group does general ledger accounting for one of the three business units. In spite of their geographic co-location, their roles are substantially different and consolidating their data into a single response would make it less meaningful. Each group should be treated as a separate business entity.
  2. Three business units within a corporation use a shared services center for accounts payable and expense reimbursement, but are self-supporting for the other financial processes. The best approach is to make the shared services centre a separate business entity for accounts payable and expense reimbursement, and to retain the three original business units for the other financial processes.
  3. A global manufacturing company has five plant locations, each manufacturing product and each with its own logistics operations. For purposes of completing a manufacturing and logistics survey, they should be treated as five separate business entities.

Measure Scope

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Cross Industry (7.3.1)

  • 4.4.1 - Provide logistics governance (10338)
    • 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)
  • 4.4.2 - Plan and manage inbound material flow (20936)
    • 4.4.2.1 - Plan inbound material receipts (10349)
    • 4.4.2.2 - Manage inbound material flow (10350)
    • 4.4.2.3 - Monitor inbound delivery performance (10351)
    • 4.4.2.4 - Manage flow of returned products (10352)
    • 4.4.2.5 - Control quality of returned parts (12708)
    • 4.4.2.6 - Salvage or repair returned products (20109)
      • 4.4.2.6.1 - Perform salvage activities (10366)
      • 4.4.2.6.2 - Manage repair/refurbishment and return to customer/stock (14195)
  • 4.4.3 - Operate warehousing (10340)
    • 4.4.3.1 - Manage and track inventory deployment (10353)
    • 4.4.3.2 - Receive, inspect, and store inbound deliveries (10354)
    • 4.4.3.3 - Track product availability (10355)
    • 4.4.3.4 - Pick, pack, and ship product for delivery (10356)
    • 4.4.3.5 - Track inventory accuracy (10357)
    • 4.4.3.6 - Track third-party logistics storage and shipping performance (10358)
    • 4.4.3.7 - Manage physical finished goods inventory (10359)
    • 4.4.3.8 - Manage warehouse transfers (20957)
  • 4.4.4 - Operate outbound transportation (10341)
    • 4.4.4.1 - Plan, transport, and deliver outbound product (10360)
    • 4.4.4.2 - Track carrier delivery performance (10361)
    • 4.4.4.3 - Manage transportation fleet (10362)
    • 4.4.4.4 - Process and audit carrier invoices and documents (10363)
    • 4.4.4.5 - Process and audit carrier invoices and documents (10363)