CHAPTER 17.DEVELOPING A METRICS ROADMAP
When considering the implementation of metrics and Key Performance Indicators (KPIs), controllers need to consider the form, fit, and function specific to their organization.
Such measurements can take on many different forms, depending on functional need, and are calculated through different approaches. For this reason, it is critical that controllers clearly identify what is key to their organizations and define clear objectives so that they choose metrics and KPIs that enhance the decision-making process, expose finance process variances, and provide direction for improvement efforts.
In order for KPIs to be a successful part of your reporting and controlling activities, most experts recommend focusing on only a handful of KPIs that you and your team agree on.
In the following pages, we will discuss the best practice usage of both metrics and KPIs in the following segments:
| Chapter 17. Developing a Metrics Roadmap |
| Moving Through the Measurement Process Step-by-Step |
| Metrics for Finance and Accounting |
| Best Practices in Working With KPIs |
| KPIs for Finance and Accounting |
| Linking KPIs With Business Strategy |
| A Few Caveats About KPIs |
| Using the ‘Sales By Month Deduction Method’ to Calculate DSO |
| DSO Tips for Controllers |
| Metrics That Count Most in Measuring AP Performance |
| How to Customize Accounts Payable KPIs |
| Twelve KPIs to Measure AP Performance |
| Measuring AP Performance With Days Payable Outstanding |
| AP Performance ... |
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