Number of FTEs that perform the process "operate outbound transportation" 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 "operate outbound transportation"—in which they prepare goods for delivery from a warehouse to a receiving location, which comprises activities like the notification of goods to be supplied from a warehouse to a customer, carrier selection, loading, advanced shipping notification, proof-of-delivery from the receiving location, and freight bill auditing—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 Supplemental Information measures that help companies evaluate additional variables not covered elsewhere for the "operate outbound transportation" process.
Benchmark Data
Sorry! Not all users have access to all of our resources.
Want to unlock access to all of our resources?
Learn about Membership| 25th | Median | 75th |
|---|---|---|
| - | - | - |
Compute this Measure
Units for this measure are percent.
(Number of FTEs who perform the process "operate outbound transportation" / (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
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
Supplemental Information
Supplemental information is data that APQC determines is relevant to decision support for a specific process, but does not fit into the other measure categories such as cost effectiveness, cycle time, or staff productivity.