Before the advent of supply chain business networks, industries depended on research and survey-based approaches for supply chain planning. Companies in the data business often erred significantly, leading to inefficiencies throughout the supply chain. Establishing networks was challenging due to communication standard disparities and the difficulty of persuading the entire industry to converge on a single platform. While business-to-business communication relied on standards like XML or EDI, they offered limited connectivity and acknowledgment without centralized repositories to drive industry-wide supply chains.
As EDI networks expanded, they evolved to extract valuable data, especially for carriers. However, the supply chain equation still lacked traceability. Mode-specific networks emerged, effectively connecting stakeholders within each mode. Yet, achieving end-to-end supply chain traceability and control tower capabilities remained elusive due to industry-wide data silos. Recognizing this challenge, private equity firms saw the necessity of consolidating these silos into comprehensive networks that encompass various supply chain elements.
Unlocking the full potential of technology, achieving supply chain traceability requires strategic approaches. Managing domestic communication networks is feasible, yet crossing geopolitical boundaries introduces unique challenges. Global traceability remains elusive, given national security and data privacy concerns. Blockchain technology emerges as a solution, seamlessly connecting datasets while upholding security interests. The landscape expands with ESG and e-invoicing initiatives, broadening the equation. While the origin of each network varies, each serves a distinct purpose. These networks not only ensure end-to-end traceability globally but also supply essential data for AI algorithms, transforming demand forecasting. Intrigued about the top 10 supply chain business network platforms in 2024? Let’s delve into the exploration.
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Just like the role OpenText played for enterprise e-invoicing and document exchange for the stakeholders across the supply chain, Pagero’s cloud-native platform filled the same gap for SMBs, offering them a network very similar to OpenText. Pagero would be relevant if you are looking for a good document exchange solution, including e-invoicing support with trading partners for various markets. While Pagero’s network fills the gap with critical supply chains, they are not the best fit if you are looking for a vendor that could provide end-to-end supply chain visibility and traceability data, ranking at #10 on this list.
Pros
Cloud-native interface. Pagero technologies are cloud-native, making vendor onboarding super easy, allowing you to not only use the vendors and carriers already on the network but invite your trading partners to the platforms as well, expanding the network even further.
Easy connecting with trading partners. Connecting and onboarding new vendors could be done with a few clicks, reducing the friction and resistance of those who might not be willing to join the network because of friction in the process.
E-invoicing compliance capabilities. Not many technologies in the market can allow true eInvoicing capabilities, which are critical to comply with processes in several countries, even for custom compliance requirements.
Cons
Limited to document exchange. The scope of the network is limited to document exchange related to eInvoicing and communication with trading partners.
Limited suite capabilities. Companies looking for an entire suite that could utilize the data generated by the network might not be the best fit.
Not a real supply chain business network. It’s not necessarily a supply chain business network, but it does provide critical capabilities to communicate with supply chain stakeholders.
9. TESISQUARE
TESISQUARE presents a unique network origin, initially focusing on supplier collaboration within manufacturing and engineering value chains. Unlike carrier or eInvoicing networks, its strength lies predominantly in the European market, offering specific capabilities within the supply chain. While not comprehensive for the entire supply chain, it excels as a supplier collaboration network with strength within the SAP ecosystem. TESISQUARE secures a spot at #9 on our list, providing control tower features geared toward tracking supplier collaboration.
Pros
Strong competence with SAP. They started with SAP partners to provide collaboration capabilities for SAP customers, leading to superior integration with SAP technologies.
Sending drawings etc to suppliers. Not many companies can help with the engineering collaboration where drawings need to be collaborated with suppliers, providing them a unique value prop.
Limited to European network. Their network is primarily limited to European carriers, which might be limiting for companies seeking to track global supply chains.
Fairly small network limited to European countries. The small network can lead to a biased view of the network, leading to partially completed data that is not as superior as other platforms on this list.
Limited suite and data. The suite capabilities are very limited to a very specific use case, and not a complete suite similar to technologies such as e2open.
8. Elemica
Elemica originated as a carrier and document exchange network, similar to EDI vendors or shipping platforms, with a primary focus on process manufacturers. Since process manufacturers require unique capabilities with document exchange and shipping needs, their network is focused on specific geography, use cases, and industries, limiting their applicability as a true supply chain business network. But they could be a great platform if you are looking to communicate and collaborate with industry-focused trading partners. Given their pros and cons, they rank at #8 on our list.
Pros
SMB friendly. Their platform is very SMB-centric for companies looking for basic communication capabilities within a TMS, especially ideal for companies for which supply chain footprint might be limited because of outsourced supply chains to 3PL and carrier companies.
Connect with carriers, including rate shopping. Allows companies looking for basic carrier communication capabilities, including rate shopping.
Chemical and process industry-specific capabilities. The chemical and process industry is very unique because of its complex inventory and quality requirements, requiring specific capabilities in a network platform.
Cons
Not a real supply chain business network. While a great connectivity platform, it’s not really a real supply chain business network for companies seeking end-to-end traceability and true control tower capabilities.
Really a document exchange and small shipping software. It’s really a very small package for document exchange and shipping needs.
Smaller network footprint concentrated on certain industries. The size of the network is small, limiting its scope as a supply chain business network.
7. True Commerce
True Commerce is primarily an EDI network connecting trading partners in the automotive ecosystem, serving as a visibility platform for the automotive industry. While it could be a great value add for SMBs that might have access to a more robust supply chain platform, it’s not necessarily a true supply chain business network. But it could be a great network if your goal is to primarily connect with trading partners through EDI, ranking at #7 on our list.
Pros
Easy connectivity with trading partners. The main benefit of True Commerce is trading partner communication, with a very lean network for visibility needs.
SMB-friendly. It’s not as cost-prohibitive as other platforms on this list, making it friendlier for SMBs.
Cons
Not a real supply chain business network. While great for connectivity, it’s not a real supply chain platform for companies seeking end-to-end traceability of their supply chain, along with control tower capabilities.
Limited insights and network size. The limited network size would provide biased insights and incomplete data that might not be as valuable for supply chain planning as with other platforms.
6. OpenText
OpenText provides enterprise-grade content exchange and trade document networks primarily for enterprise ERP ecosystems such as SAP or Oracle to provide connectivity with trading partners. With ESG and eInvoicing capabilities housed with these networks as well, their network has been expanded to these workflows, expanding their network further. While it’s a great platform for connectivity and collaboration, it’s not necessarily a true supply chain business network, ranking it as #6 on our rank for this year.
Pros
Best-of-breed content management platform for enterprise workloads. It is one of the leading products for centralized management and distribution of physical document exchange.
A business network for trading partner collaboration. One of the largest networks for trading partner collaboration.
Global compliance. Global compliance capabilities require unique processes for each country and supply chain lanes, providing enterprise-grade compliance capabilities.
Cons
Not a true supply chain visibility platform. While great for execution-centric capabilities with an external network, it’s not a true supply chain platform.
Not friendly for SMBs. The enterprise compliance layers and business rules might be overwhelming for SMBs.
Expensive. SMBs limited on budget and not caring for enterprise capabilities might find it overly expensive.
5. Kinaxis/MPO
Kinaxis, just like e2open, takes a very different approach to its suite and has a true supply chain business network that it owns, enabling the AI and ML workflows crucial for decision-grade data. Their network will provide end-to-end supply chain traceability for all global modes and control tower capabilities. While it might be a great planning suite for manufacturing-centric verticals, as in these industries, planning processes do not need to be tightly integrated with operational workflows, it might not be a great fit for retail-centric verticals as they require planning processes to be tightly integrated with order management, store and floor planning, warehouse, and procurement.
Pros
Planning solutions integrated with the network. Integrated network with the planning solution provides unique capabilities for manufacturing-centric industries.
Complementary capabilities for SAP and Oracle customers. Perhaps one of the best networks along with S&OP platforms for companies already on SAP and Oracle for their ERP.
Decision-grade intelligence. The network provides proprietary data, and because of that, they are able to offer decision-grade data for their planning cycles.
Cons
Not a strong execution component. Their biggest drawback is that they don’t have a strong execution component bundled as part of the suite, but for their industries, the suite might not be as relevant as it is for retail industries.
The network is not as strong as its competitors. The strength of their network might not be as strong as other networks, such as e2open, limiting the quality of decision-grade data.
4. One Network Enterprises
One Network is one of the strongest networks for industry-wide collaboration and control tower capabilities. The network features a strong partner network, providing traceability across geopolitical boundaries using its unique technology capabilities, allowing it to have such traceability. The network is also uniquely positioned for complex scenarios such as counterfeit tracking or global pharma supply chain, making the network more relevant for the execution function than for planning, ranking it at #4 on our list.
Pros
More than 75 companies in the partner network. Their strong partner network provides them with data to provide global supply chain capabilities combining all modes and regions.
Telematics-Enabled Control Tower. The telematics data gathered from across the world help them provide end-to-end traceability that other networks might not have.
Multi-party BOM tracking. This tracking is especially useful for tracking across all stakeholders, providing traceability for pharma or counterfeit.
Cons
Not SMB-friendly. Global traceability might not be as relevant for SMB companies and might be expensive.
Weak planning and execution capabilities. While great with network and global TMS-centric capabilities, other execution components might not be missing for non-transportation or 3PL companies, which might require traceability among trading partners and suppliers, along with an external supply chain.
Limited network. While one of the strongest, the network is not as comprehensive as e2open, making it less reliable for decision-grade data.
3. SupplyOn
Much like OneNetwork and TESISQUARE, SupplyOn centers around procurement and supplier collaboration. While OneNetwork emphasizes global collaboration and industry-wide BOM tracking, SupplyOn, akin to TESISQUARE and Infor Nexus, specializes in procurement and supplier collaboration. It may not delve as deeply into the carrier aspect of the network. Although possessing data from a broader array of companies and countries than OneNetwork, its dataset might not match the completeness of networks like e2open. However, for those focused on procurement and supplier collaboration needs, SupplyOn stands out, earning the #3 spot on our list.
Pros
140 companies from 100 countries. The company and country set is much larger than OneNetwork but might not be as comprehensive as e2open.
Primarily focused on the procurement network and e-invoicing. The focus on the procurement network and e-invoicing would provide much stronger capabilities for this area, although weaker on the carrier side of the network.
Cons
Not SMB-friendly. The platform is not meant to be for SMBs so they will find it expensive.
Weak planning and execution capabilities. While great for the network, it does not have embedded planning or execution capabilities for companies looking for embedded workflows utilizing this data and network, increasing the consulting and implementation budget in using it as part of the architecture, but at the same providing flexibility for the best-of-breed architecture or depart level purchase.
Not as comprehensive as other platforms. The network coverage is not as comprehensive as other platforms on this list due to its primary focus on the supplier collaboration and procurement side of data.
2. Infor Nexus
Infor Nexus primarily serves as a visibility platform, focusing on the procurement and supplier collaboration aspects of the network. It relies on external datasets, such as those from partners like Project44 and FourKites, for carrier-side information. While it excels in meeting the supplier and procurement collaboration needs of verticals like automotive and aerospace, it falls short of providing a comprehensive supply chain business network. Nevertheless, its strength lies in fostering tight collaboration with other architectural layers, such as WMS and ERP, in industries where this collaboration is crucial. As a result, Infor Nexus secures the #2 spot on our list.
Pros
Integrated with Infor solutions such as WMS and ERP. For industries where embedded experience with internal solutions such as WMS or ERP matters, it would provide a tighter experience because of pre-baked integration.
Planning integrated with a network similar to Kinexis. Integrated planning would utilize a proprietary network, a similar strategy as Kinexis for decision-grade data, an architecture strategy relevant for these verticals.
Collaboration and orchestration with global suppliers. Collaboration and orchestration with global suppliers would help with scenarios such as joint planning and forecasting, which are much more relevant for these industries.
Cons
Leaner execution component compared to E2 Open. The execution, especially pertaining to external and global supply chains, would be weaker, requiring external components.
Limited ecosystem. The consulting base and ecosystem might be limited as compared to other options on this list.
1. e2open
e2open stands out as one of the most comprehensive platforms, encompassing a wide range of capabilities within a suite, including planning and execution, coupled with a robust network. In contrast to other solutions that may focus on specific datasets and networks in particular regions, e2open’s network spans suppliers, carriers, and ELD data, covering all modes and geographies. Its versatility shines when managing diverse operations, seamlessly supporting combined business models such as retail and manufacturing under the same portfolio. As a market leader, e2open secures the top spot at #1 on our list.
Pros
The most comprehensive suite combines the power of planning. The most comprehensive suite can work for global and comprehensive business models as complex as retail and manufacturing, especially for business models such as Aftermarket, which are highly complex and combine elements of many industries.
Execution and networks, are adopted by large enterprises. e2open has one of the largest logos on this list and is installed very commonly alongside SAP and Oracle.
Cloud-native UI. Compared to other platforms on this list, e2open has relatively modern technology.
Cons
Expensive. SMBs not caring for external supply chain traceability or decision-grade data might find it expensive.
Not SMB friendly. The enterprise business rules and layers might be overwhelming for SMBs.
+
ERP Implementation Failure Recovery
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Revolutionizing supply chain planning, industry networks have reshaped the landscape. While you may not directly engage with these networks, comprehending their dynamics is key to evaluating supply chain visibility and platforms touting AI or control tower features. The robustness of their network shapes decision-grade data quality, influencing critical metrics like ETA and demand forecasting, pivotal for operational efficiency and supply chain planning. When evaluating a supply chain platform, delve into the underlying network to gauge the data quality it offers. If navigating this terrain seems daunting, seek guidance from independent supply chain consulting firms to make informed decisions.
FAQs
What are the primary advantages of utilizing supply chain business network platforms in modern industries?
Supply chain business network platforms offer several advantages, including enhanced communication and collaboration among stakeholders, streamlined document exchange processes, improved visibility into supply chain operations, and better compliance with regulatory requirements. These platforms facilitate seamless integration with trading partners, leading to increased efficiency, reduced errors, and ultimately, improved operational performance across the supply chain.
How do supply chain business network platforms contribute to end-to-end traceability and control tower capabilities within supply chain operations?
Supply chain business network platforms play a crucial role in enabling end-to-end traceability and control tower capabilities by consolidating data silos, providing real-time insights into inventory movements, transportation activities, and supplier interactions. Through centralized repositories and advanced analytics, these platforms empower businesses to track products from their origin to destination, identify bottlenecks, mitigate risks, and optimize supply chain processes for better decision-making and operational efficiency.
What factors should companies consider when selecting a supply chain business network platform to suit their specific needs?
When choosing a supply chain business network platform, companies should consider factors such as scalability, flexibility, compatibility with existing systems, geographical coverage, industry-specific functionalities, data security measures, ease of integration, and vendor support services. Additionally, evaluating the platform’s ability to provide end-to-end visibility, support for diverse supply chain processes, and compliance with regulatory standards is essential. By aligning platform capabilities with business objectives and operational requirements, companies can maximize the value derived from their investment in supply chain technology.
Suite roles in architecture hinge on cross-functional embeddedness. Supply chain suites restrict ERP suites to financial reporting, while retail-focused suites demand collaboration with WMS, TMS, and OMS for mature capabilities like inventory management and allocation. These were traditionally considered to naturally reside particularly inside the ERP, sparking debates if hosted elsewhere. In retail, procurement aligns closely with merchandising and planning engines. Conversely, in manufacturing and industrial settings, procurement collaborates more directly with production and accounting, illustrating the diverse nature of suite roles.
In the past, distinctions were blurred, and organizations either didn’t prioritize external supply chain tracking or built custom ERP-based systems for traceability. The evolving landscape of supply chain suites, particularly driven by private equity, has changed this dynamic. Today, previously unattainable possibilities are realized through marketplaces and networks, fostering global insights and collaboration. Technologies like blockchain facilitate seamless global data exchange, transcending international interests. While ESG and e-invoicing are in their infancy, their impact on future architecture remains uncertain. However, it’s likely that a portion of these models will be embedded within the supply chain suite, leveraging networks for collaborative documentation exchange.
As supply chain suites continue to broaden their scope, determining the optimal placement particularly for specific processes within an architecture becomes increasingly complex. While straightforward for pure-play retail or manufacturing models, challenges intensify for businesses with overlapping models, like aftermarket operations blending aspects of both retail and manufacturing. This scenario is particularly applicable to softline and hardline retailers with significant manufacturing exposure. If you’re navigating supply chain suite choices, this list can assist in streamlining your options.
The 2025 Digital Transformation Report
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Dassault Systèmes employs a distinctive approach in its suite, positioned at the crossroads of ERP, CAD, and S&OP. Although tailored for supply chain industries overlapping with process manufacturing and retail, it caters to automotive- and aerospace-centric sectors, necessitating robust supplier collaboration. The suite’s roots lie in plastics, offering integrated tools for plastic-like operations across diverse industries. In contrast, other suites like Blue Yonder may face challenges in these specialized sectors, making Dassault stand out and securing its spot at #10 on our list.
Pros
Integrated with the ERP solution. The biggest plus with Dassault systems is its close alignment with ERP and CAD-centric systems,thus making it ideal for industries heavier on cost tracking, requiring ERP-centric processes, and limiting the role of S&OP to just planning.
Comprehensive suite with PLM/PDM, SCM, and ERP. Integration with PLM and PDM would be friendlier for companies particularly heavier with S&OP processes in their NPD and R&D phases, a critical requirement for process-centric manufacturers.
Compliance pre-baked for automotive and plastic verticals. Compliance processes heavily embedded with supply chain workflows, such as supplier collaboration, would require tight embeddedness of Dassault SCM.
Cons
Technology is not modern. The technology might not be as modern as some of the newer options on this list, such as e2open.
Limited ecosystem. The consulting ecosystem is highly limited, with their reseller channel being heavily crowded with CAD resellers without deeper supply chain expertise.
The network is not part of the suite. They don’t have access to the proprietary network, a critical limitation for demand forecasting, primarily relying on customers’ internal and industry data sources, which are generally substantially off because of inadequacies of their source channels.
9. TrimbleÂ
Navigating supply chain planning, particularly in sectors like transportation, construction, and agriculture brings unique hurdles. Transportation prioritizes dispatch and preventive maintenance, influenced by distinctive driver-side compliance processes. Also, agriculture adds seasonal and crop quality factors to the planning mix. In construction, quoting processes wield substantial influence over supply chain planning. Thus, securing the 9th spot on our list, its suite’s specialized approach caters to the demands of these industries.
Pros
A most comprehensive suite containing telematics and fleet management. Most other manufacturing-focused suites might struggle with business models particularly with internal fleets and transportation operations, positioning Trimble uniquely.
Strong in transportation visibility. Their traceability and supply chain equation would be limited to transportation visibility, a strength for transportation-centric industries but a huge limitation for other industries.
3PL-specific planning and data. 3PL-specific planning and data are unique, a limitation with other solutions on this list.
Cons
Not ideal for manufacturing or retail-centric industries. It is not an ideal fit for manufacturing and retail-centric industries, even if they might be using it for the transportation side of the processes.
Primarily focused on transportation execution and compliance. The other execution processes, such as retail, manufacturing, and production, would be highly limiting.
8. QAD
QAD adopts a strategy similar to Dassault’s by integrating CAD/PLM, S&OP, WMS, TMS, and ERP capabilities. Tailored for retail and supply chain-centric industries, it leans towards particularly discrete manufacturing and is less focused on process manufacturing for several industries like automotive and life sciences. QAD’s suite is structured around unique product categories, thus influencing supply chain and production processes across diverse industries. It mirrors the strategies of many supply chain suites, which exclusively focus on the supply chain function, omitting the ERP aspect, therefore making the QAD suite unique. Thus with its distinct attributes, QAD secures the 8th spot on our list.
Pros
Integrated with the ERP solution. The biggest advantage of QAD’s suite is its alignment with ERP-centric processes for cost-focused industries where processes such as cost accounting and production scheduling are critical.
Comprehensive suite with SCM and ERP. It combines the best of both worlds, including most components from the SCM suite, such as WMS and TMS, embedded with ERP processes, as well as CAD and PLM.
Compliance pre-baked for automotive and F&B industries. Compliance processes that require tighter embeddedness with the S&OP processes would find QAD’s suite extremely compelling.
Cons
Backend technology is not modern. The backend technology is not as modern as some of the newer platforms on this list.
Network not part of the suite. QAD would rely on internal and customer-provided external data for its analysis, a substantial limitation compared to other systems owning and maintaining their networks as part of the suite.
7. Manhattan Associates
Manhattan specializes in retail and warehouse execution, tailored for industries tightly integrating physical store planning with warehousing and merchandising processes. These industries, less cost-focused with stable pricing models, don’t demand meticulous cost tracking, as seen in complex industrial sectors. The industries that Manhattan targets adopt a distinctive approach to intricate functions like inventory management, allocation, and omnichannel fulfillment. Its specific applicability to certain industries positions it at the 7th spot on our list.
Pros
Tailored flow for retail merchandisers and planners. Retail merchandising and planning are foundational processes for retailers, collaborating tightly with procurement, new product development, and design teams, requiring unique suites like Manhattan.Â
Integrated suite, including POS and distributed order management. The POS and DSD-centric business processes require unique architecture, only possible through suites like Manhattan.
Cons
External supply chain planning is limited. The limited focus of Manhattan on retail execution leaves the external supply chain planning outside of the scope of Manhattan.
Network not included. Without a network, the planning components would be dependent upon internal and customer-provided external data, a huge limitation for companies seeking decision-grade data for the entire supply chain.
Körber, akin to Manhattan, adopts a distinct approach with a focus on warehouse and execution components. It caters to 3PL-centric business models, crucial for distribution-focused companies often incorporating 3PL elements. Unlike Manhattan, Körber targets the mid and upper-mid markets, integrating processes like WMS, TMS, and freight claims management. While comprehensive, it lacks certain critical components found in other suites. Its unique approach and more limited applicability position it at the 6th spot on this list.
Pros
Strong warehouse management capabilities. It is one of the strongest cloud-native WMS systems for mid-market companies, covering most aspects of warehouse management relevant to mid-market companies.
TMS capabilities integrated. Industries where the embeddedness of TMS and WMS processes matter, especially for supply chain companies, would find Korber highly attractive.
Strong last mile and parcel capabilities. The last-mile capabilities are uniquely complex because of the scheduling and compliance processes of various industries, making Korber unique for DSD-centric operations.
Network not included. The missing network would not provide the decision-grade data included with other supply chain suites.
No supply chain planning or collaboration. The missing planning or collaboration component might not be the best fit for companies requiring tighter embeddedness of WMS and TMS processes with S&OP.
5. Infor CloudSuite SCM
Similar to Dassault and QAD, Infor CloudSuite SCM adopts a distinctive approach, integrating diverse processes like CAD/PLM, WMS, ERM, and HCM with S&OP processes. It proves ideal for companies with manufacturing-heavy business models where supply chain processes tightly intertwine with new product development and ERP. Pure-play retailers might find other suites more suitable, as S&OP processes may not align with their needs. Given its unique market position, Infor CloudSuite SCM secures the 5th spot on this list.
Great visibility platform with planning. Includes a visibility platform for supplier collaboration and procurement without carrier-focused visibility, generally included in 3PL and retail-centric suites.
Global trade workflows and compliance capabilities. Global trade compliance requires country and geopolitical restrictions that need to be integrated with business processes.
Cons
Weak transportation execution component. Due to the nature of industries Infor CloudSuite SCM targets, the transportation execution component is not as critical for the suite but might be a limitation for diverse operations.
Not proven with enterprise workloads. The enterprises requiring millions of transactions per hour for planning cycles might struggle with it.
Oracle Supply Chain Suite proves ideal for global enterprises with diverse operations and various business models, effectively accommodating the planning cycles of multiple industries. In comparison, industry-specific suites like Infor, QAD, or Trimble may face challenges in handling such diverse operations. Mid-market-focused suites may struggle with the high workload of enterprise-level planning cycles, especially those involving millions of transactions per hour. While limited by its proprietary network, Oracle Supply Chain Suite excels in providing operational capabilities for global enterprises that demand seamless integration across systems such as HCM, ERP, WMS, and TMS with S&OP. Its unique position for large enterprises secures its rank at #4 on our list.
Pros
Comprehensive supply management suite, including global trade management capabilities. The supply chain suite would cover the need for the most diverse operations for global enterprises.
Strong planning platform integrated with execution suite. The planning platform is not industry- or function-specific, providing end-to-end traceability of all planning datasets, including S&OP, human resources, and FP&A.
Pre-integrated with ERP. Embedded processes with ERP, along with a disconnected supply chain suite, can cover both architectures equally well, covering the needs of diverse operations.
Cons
Network not part of the suite. Missing a network would require additional components, and the processes that need to be tightly embedded with the network might struggle.
Not SMB friendly. The enterprise data and process model might be overwhelming for SMBs leaner on their process overhead.
Expensive. Ultra expensive for SMBs looking for cheaper options with learner process and data models.
3. SAP
Like Oracle, SAP Supply Chain Suite is tailored for global enterprises with diverse operations, accommodating planning cycles across various business models. Unlike Oracle, SAP offers friendliness for product-centric industries deeply involved in cost accounting and MRP-driven processes. Mid-market-focused suites may struggle with the high workload of enterprise-level planning cycles, dealing with millions of transactions per hour. Despite its proprietary network limitations, SAP Supply Chain Suite excels in providing operational capabilities for global enterprises, seamlessly integrating systems such as ERP, WMS, HCM, and TMS with S&OP. This unique position earns it the #3 rank on our list.
Pros
Comprehensive supply management suite, including global trade management capabilities. The supply chain suite is comprehensive for highly regulated organizations requiring process tightness and control across systems such as ERP, WMS, TMS, and S&OP.
Strong planning platform integrated with execution suite. The tight integration of the planning suite with execution components allows cross-pollination of business rules, which is highly critical for publicly traded organizations.
Pre-integrated with ERP. The pre-integration with ERP allows exploring diverse warehouse architectures – decoupled or embedded, catering to different business models, being especially friendly for 3PL-centric operations.
Cons
Network not part of the suite. The missing network would struggle with the cross-pollination of business rules, requiring a network.
Not SMB friendly. The overbloated enterprise data and process layers would be overwhelming for SMB companies.
Blue Yonder stands out as a unique suite, akin to Manhattan, offering retail-centric capabilities enriched with robust external supply chain processes and control tower capabilities. In contrast to industry-specific suites like QAD, Infor Nexus, and Dassault, Blue Yonder may not excel in industries requiring seamless integration of business rules from WMS, TMS, and OMS with ERP, particularly those emphasizing cost accounting and MRP-centric processes. Unlike SAP and Oracle, which may lack depth in external supply chain capabilities, Blue Yonder proves more suitable for industries necessitating the decoupling of cost-centric overhead. Differing from e2open, Blue Yonder lacks its proprietary network. Its versatile application across various industries earns it the #2 spot on our list.
Pros
Strongest supply chain suite with planning and execution components. One of the strongest pure-play supply chain suites for retail-centric industries.
Ability to handle a large number of SKUs for enterprise retailers. Enterprise retail workloads require processing millions of transactions per hour for planning loads containing millions of SKUs and location planning.
External supply chain capabilities. One of the strongest supply chain suites for end-to-end supply chain traceability, internal or external.
Cons
ERP is not included as part of the suite. In the processes and business models where cross-pollinations of business rules with ERP is critical, Blue Yonder might not be the best fit.
Network is not part of the suite. With Blue Yonder not owning its own network, it might not have as much control over the third parties providing them network.
Not SMB friendly. The enterprise process and data layers might be overwhelming for SMBs.
1. e2open
e2open takes a unique approach to its suite, straddling the realms of retail and manufacturing and integrating transactional CRM processes. Diverging from Blue Yonder, e2open prides itself on its proprietary network, ensuring precise decision-grade data, a valuable asset for companies contending with demand forecasting challenges and data dependencies on external factors. While exhibiting similarities with QAD or Infor Nexus in various capacities, e2open encounters constraints in architectures necessitating ERP cross-pollination for specific industries. In such contexts, e2open may not be the optimal choice. Nonetheless, its robust enterprise-grade capabilities and deep supply chain processes catapult it to the forefront, securing the coveted #1 rank on our list.
Channel marketing planning and collaboration. One of the unique aspects of e2open is that it has a process for channel-driven organizations with trade rebate planning and several other processes that are relevant for collaborative channels.
Global compliance and e-invoicing support. Along with the capabilities that most suites offer, it also has capabilities for global compliance and e-invoicing support, requiring only one platform for all collaboration and joint planning needs.
Cons
ERP is not included as part of the suite. For industries where planning processes might require cross-pollination with ERP processes, e2open might not be the best fit.
Limited ecosystem. The consulting ecosystem is not as prevalent as some of the other solutions on this list, so finding talent might be harder with e2open.
+
ERP Implementation Failure Recovery
Learn how Frederick Wildman struggled with Microsoft Dynamics 365 ERP implementation failure even after spending over $5M and what options they had for recovery.
Supply chain suites have diverse origins, evolving from various perspectives—some rooted in execution systems, others in planning. Over time, they’ve developed significant overlaps with each other and other enterprise software categories, intensifying architectural challenges. In your quest for a supply chain suite, delineate your business process boundaries and determine their natural placement based on required process embeddedness. This list aims to streamline your options, yet identifying the right suite demands expertise, often provided by independent ERP consultants.
FAQs
What distinguishes supply chain suites from traditional ERP suites?
Supply chain suites are tailored to manage complex supply chain operations, including procurement, production planning, inventory management, logistics, and distribution. Unlike traditional ERP suites, supply chain suites focus on cross-functional embeddedness, restricting ERP suites primarily to financial reporting. Additionally, supply chain suites often demand collaboration with various systems like WMS, TMS, and OMS for mature capabilities such as inventory management and allocation.
How do supply chain suites cater to different industries?
The roles of supply chain suites vary across industries. For example, in retail, procurement closely aligns with merchandising and planning engines, while in manufacturing and industrial settings, procurement collaborates more directly with production and accounting. These differences illustrate the diverse nature of suite roles, highlighting the need for tailored solutions to meet industry-specific requirements.
How do supply chain suites incorporate emerging technologies like blockchain and ESG considerations?
Supply chain suites are evolving to incorporate emerging technologies like blockchain for seamless global data exchange and ESG (Environmental, Social, and Governance) considerations. While the impact of these technologies on future architecture remains uncertain, it’s likely that a portion of these models will be embedded within the supply chain suite, leveraging networks for collaborative documentation exchange. As the landscape continues to evolve, supply chain suites will adapt to integrate these technologies to meet industry demands and regulatory requirements.
Running inventory-centric operations without an S&OP system is nearly impractical. Traditionally, businesses managed operations through complex spreadsheets, merging data from various sources. Despite ERP systems claiming S&OP capabilities, their rigid data structures for transactions hinder analytical workflows. An alternative system with a more flexible structure is needed, one that allows easy manipulation without disrupting core operations.
Tailoring data layers to analytical needs involves flattening and augmenting data based on organizational requirements and speed of insights. Analytical systems, unlike core operational data systems, have a lower impact from changes, such as SKU and BOM structure modifications. External changes may still necessitate adjustments to the data model for accurate correlation and association, ensuring the generation of necessary KPIs and insights for the organization.
The design of S&OP systems is influenced by various factors, with some systems integrating other suites like WMS, TMS, or OMS based on tight analytical workflows and operational requirements. Retail industries, for instance, may require collaboration between merchandising, planning, procurement, and R&D teams, prompting the inclusion of these processes within the S&OP system suite. Corporate strategy and transactional alignment play a crucial role in determining the suitable architecture, emphasizing the need for an S&OP system tailored to unique workflows. Ready to explore the top S&OP systems in 2024? Let’s delve in.
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While various systems cater to different industries, S&OP systems necessitate industry-specific capabilities. In retail, planning varies even between softline and hardline operations. Relex excels in mid-market retail, providing pre-configured workflows for streamlined implementation. Unique features like retail floor planning and planogram optimization, common in larger supply chain suites, make Relex a robust choice for retail operations without displacing existing operational systems like WMS or TMS. Despite requiring closer integration with operational processes, Relex secures its position at #10 on our list.
Pros
Integrated workforce planning. While smaller systems might require an external system for workforce planning,Relex can combine workforce planning as well, making a comprehensive planning engineer combining floor space planning or workforce.
Strong retail planning solutions such as pricing and promotions. The other solutions on this list might not have retail-specific capabilities such as pricing and promotions, requiring substantial efforts to implement them.
Cons
Limited focus. The limited focus on retail might be irrelevant for companies centralizing their analytical processes and data siloes. Equally limited for diverse operations.
Not an integrated suite. Unlike other supply chain suites that are likely to be pre-integrated, Relex might require substantial master data and consulting expertise if the analytical processes need to be tightly embedded with operational processes.
Not meant to be for enterprise workloads. While a great mid-market solution, it’s not ideal for enterprise-level workloads with millions of SKU and location planning requirements.
9. Oracle Demantra
Much like SAP IBP, Oracle Demantra suits companies already using Oracle for various technologies like TMS, WMS, or ERP. Offering seamless integration for analytical processes closely tied to operational workflows, it proves beneficial for diverse businesses seeking robust S&OP capabilities. Particularly suitable for those with substantial implementation budgets to customize industry-specific processes, Oracle Demantra stands out as an excellent choice for large enterprises already integrated with Oracle retail solutions or ERP, securing its position at #9 on our list.
Pros
Designed for enterprise planning workloads. Oracle Demanta is proven for large enterprise workloads where companies may have millions of SKU and location permutations and combinations.
Comprehensive demand forecasting capabilities. While other products may not have as robust demand forecasting capabilities, especially containing enterprise-grade strategies and formulas built, Oracle Demantra has deep capabilities.
Pre-integrated with other Oracle products. The pre-integrated workflows would reduce the consulting and integration time. But don’t forget to vet if the existing integration is good enough for your use case.
Cons
User interface might be clunky. The user interface is not as modern as other modern options, leading to adoption issues among users.
Steep learning curve. The enterprise-grade layers and data model would require substantial learning without prior experience with the product.
Much like Oracle Demantra, SAP IBP caters well to businesses already utilizing SAP for various technologies like TMS, WMS, or ERP. Offering seamless integration for analytical processes closely tied to operational workflows, it proves beneficial for diverse enterprises seeking robust S&OP capabilities. Particularly suitable for those with substantial implementation budgets to customize industry-specific processes, SAP IBP stands out as an excellent choice for large enterprises already integrated with SAP S/4 HANA, earning it the #8 spot on our list.
Comprehensive supply chain planning capabilities. While other solutions might be limited in their capabilities, SAP IBP covers broad capabilities for a variety of industries.
Designed for enterprise workloads. Proven for very large workloads with millions of SKU and location combinations and parallel workflows for enterprise-wide planning workloads.
Cons
Dated user interface. The user interface might not be as modern as some of the other cloud-native platforms.
Expensive. SMBs not caring for enterprise capabilities might find it expensive.
7. e2open
e2open stands out as a holistic suite encompassing supply chain aspects like network, planning, and execution. Its strength lies in the robustness of its network, setting it apart from other platforms. Beyond technical capabilities, e2open excels in delivering vital industrial data, enhancing essential KPIs such as demand forecasting and arrival times. Ideal for businesses seeking a comprehensive suite with S&OP capabilities, e2open secures its position at #7 on our list.
Pros
End-to-end Supply chain capabilities are part of the suite. e2open is perhaps the most comprehensive supply chain suite capable of building industry-wide supply chain planning workloads because of its network and access to industry data.
Richest decision-grade data through its network. The quality of decision-grade data is completely dependent upon the amount and the quality of data available, making it one of the highest quality data crucial for S&OP planning.
Collaboration planning is easy if customers and supplies are already part of the network. The biggest advantage of e2open is the network effect that you have, especially if both suppliers and customers are likely to be part of the same network.
Cons
Expensive. SMBs not caring for enterprise-grade capabilities or networks might find its hefty price tag unnecessarily expensive.Â
Learning curve. Due to the connected datasets with other execution capabilities, substantial consulting help with data modeling and implementation will be required.
Operating primarily in the prescriptive category, much like Relex, Logility caters to mid-market companies in specific industries. As a standalone S&OP system, Logility doesn’t necessitate the replacement of other transactional or operational components, allowing department-level implementation. The simplicity of data modeling and implementation is an advantage, given its independence from other suite components. However, incorporating Logility into the architecture may demand extensive enterprise architecture expertise for master data governance and integration workflows. Positioned at #6, Logility stands as a compelling prescriptive standalone solution for the mid-market.
Pros
Standalone planning solutions. The standalone nature makes it easier to implement and use at the departmental level without requiring as much consensus with the other departments.
Planning scenarios built up. The planning scenarios are built up, reducing consulting in building workflows from scratch but increasing training and adoption in learning the proprietary knowledge of the platform.
Detailed inventory planning. Comprehensive inventory planning pre-built, requiring substantial consulting expertise to enable the same capabilities on the other platforms.
Cons
Not designed for enterprises. Logility is not proven for enterprise-grade workloads, requiring planning for millions of SKUs and location combinations.
Limiting flexibility. Prescriptive workflows and proprietary knowledge may lack the flexibility analysts enjoy with spreadsheets or other technical platforms.
5. OMP
OMP follows a prescriptive approach similar to Relex or Logility, offering a distinctive solution tailored for industries with intricate inventories like chemicals, life sciences, and metal. Due to the unique planning cycles and data models necessary for these industries, OMP stands out, rendering other industry-agnostic solutions less relevant. However, its industry-specific focus may pose a challenge for businesses spanning diverse sectors. Positioned at #5, OMP emerges as a robust solution for mid-market companies with budget constraints seeking a prescriptive solution.
Pros
Strong in life sciences and metal-oriented inventory planning. These industries have unique requirements to support complex attributes and lot and serial numbers, making them slightly difficult in vanilla platforms if they are not designed for those industries.
Friendlier for Mid-market because of pre-baked functionality. The pre-baked functionality and prescriptive workflows would reduce the consulting costs but increase training time to learn proprietary knowledge.
Cons
Highly technical and would require significant consulting support. The prescriptive nature would require substantial consulting efforts in learning proprietary knowledge and translating current data models to platform data models.
Not designed for enterprise workloads. It might not be the best fit for enterprises planning for millions of SKUs and location combinations, which might be even harder for these industries as the planning may need to be done at the lot or serial number level.
Not the best fit for diverse operations. The focused nature may not be the best fit for companies seeking to manage diverse planning models on the same platform.
4. O9 Solutions
In the competitive landscape alongside enterprise-grade platforms like Blue Yonder and Anaplan, O9 emerges as a top choice for upper mid-market to enterprise companies. It caters to those seeking extensive technical capabilities for enterprise-wide planning, particularly within retail-centric industries. Many mid-market or outdated enterprise solutions may lag in technology investment, lacking advancements in AI and ML crucial for effective S&OP systems. Despite offering enterprise-level capabilities, o9 is not an exhaustive supply chain suite, enhancing ease of implementation at the department level. This position is o9 at #8 on our list.
Pros
Advanced AI and ML capabilities. The enterprise-grade AI and ML are likely to be similar to Blue Yonder or e2open, with the only exception being the included network.
Pre-built planning workflows tailored to specific industries, such as retail. The pre-built and prescriptive workflows would not require as much consulting effort as it would with other vanilla solutions such as Anaplan.
The well-adopted solution in various in large enterprises. The O9 solution is well-proven with very large enterprise logos, which are very similar to Blue Yonder or e2open.
Cons
Not the best fit for smaller businesses. The enterprise layers and consulting expertise required to implement and learn o9 might be overwhelming for SMB companies.
Ecosystem. The ecosystem does not have as many consulting companies as it might be available for other leading platforms such as Anaplan.
3. Anaplan
Anaplan stands out as a highly sophisticated platform catering to enterprise-wide connected planning across FP&A, S&OP, and more. Unlike some prescriptive solutions, Anaplan minimizes the need for industry-specific proprietary knowledge. While its planning models may not match the scalability of Anaplan, it appeals to skilled planners accustomed to extensive spreadsheet use due to its flexible platform. However, leveraging Anaplan may entail a substantial consulting budget for workflows that could be pre-configured in other solutions. Positioned at #3 on our list, Anaplan is a prime choice for enterprises seeking scalable, connected planning without additional platforms.
Pros
Highly customizable for sophisticated planning scenarios. The planning models can accommodate diverse planning models across industries rather than being limited to just one function or industry.
Connected planning, including all planning datasets. Most other focused solutions, such as Relex, Logility, and o9, are likely to require another planning solution. Even the enterprise-grade supply chain suite would crate disconnected planning experience as FP&A and human resources planning are likely to be disconnected with them, making it one of the best candidate planning use cases despite missing the supply chain suite.
Ecosystem. Anaplan has one of the most mature consulting bases compared to all other solutions on this list.
Requires consulting support. The technical platform would require building the business workflows and reports that might already be pre-built with several solutions on this list.
Limited pre-baked industry-specific workflows. Limited pre-baked industry-specific workflows would require substantial help from consulting companies with expertise in building industry-specific planning models.
2. Blue Yonder
Similar to e2open, Blue Yonder offers a comprehensive suite encompassing various supply chain components such as WMS, TMS, and S&OP. Contrasting with e2open, Blue Yonder relies on partners for its network needs instead of having its proprietary network. Although it lacks a proprietary network, Blue Yonder excels in handling enterprise workloads, particularly in the retail sector. Comparing it with a few others, Blue Yonder and Anaplan take divergent approaches to their suites. Anaplan prioritizes connectivity and traceability in planning, whereas Blue Yonder excels when S&OP processes demand tighter embeddedness with operational processes. Positioned at #2 on our list, Blue Yonder proves to be an excellent S&OP system for enterprises seeking a comprehensive suite.
Most tools are part of the suite for retail planners and merchandisers. Retail industries would find Blue Yonder most relatable as most tools related to retail planning are part of the suite, allowing everyone to operate seamlessly on the same data.
Ecosystem. Blue Yonder is widely popular among large consulting firms, allowing customers to find talent easily. Â
Cons
Expensive. SMB companies not caring for enterprise-grade capabilities might find Blue Yonder unnecessarily expensive.
Not the best fit for 3PL companies. Designed from the perspective of retail companies, it’s not as suitable for companies with 3PL as part of their business model as their planning cycles are uniquely different from retailers.
1. KinaxisÂ
Compared to other prescriptive options such as Logility or O9, Kinaxis is perhaps the ideal solution, covering many different market segments. Although it doesn’t have the same suite capabilities as Blue Yonder, it also makes it slightly friendlier for companies looking for a standalone S&OP system without requiring alignment with other departments. Like e2open, Kinaxis is perhaps the only other solution that owns a network, providing superior decision-grade data than other platforms. Contrasting with Anaplan, it would not require as much consulting help, especially for manufacturing companies, for which supply chain planning is far more detailed and different. Kinaxis is one of the most versatile options catering to many companies, making it the #1 option on this list.
Pros
Richest pre-baked planning platform with enterprise-grade capabilities for manufacturers and retailers. Manufacturing planning requires traceability and planning at the BOM level, which are very similar capabilities to MRP, requiring far more firepower than for industries planning at the SKU and location level.
Advanced capabilities such as returns and spare parts management. Pre-built return and spare parts management capabilities would not require as much consulting help as building these capabilities on a vanilla platform would.
Proprietary Network. Kinaxis is perhaps one of the few platforms on this list that owns its own network, providing superior decision-grade data than other platforms.
Cons
It may not be the most customizable platform. The prescriptive nature of the platform for analysts seeking a flexible platform to build capabilities atop the vanilla platform.
Expensive. SMBs looking for simpler solutions without enterprise-grade capabilities and layers might find it expensive.
Learn how Frederick Wildman struggled with Microsoft Dynamics 365 ERP implementation failure even after spending over $5M and what options they had for recovery.
Navigating the myriad S&OP systems can feel like solving a puzzle, with each platform adopting a unique approach tailored to traceability and connectivity goals. Industry considerations, including planning cycle nuances, further influence the suitability of each solution. As you contemplate an S&OP system, articulate its scope and collaboration with enterprise data. This clarity aids in selecting the optimal option from the provided list. If this task exceeds your expertise, seeking guidance from independent ERP consultants can be invaluable.
FAQs
Why is running inventory-centric operations without an S&OP system nearly impractical?
Managing inventory effectively requires aligning sales forecasts with production plans, a task nearly impossible without an S&OP system. Traditional methods using complex spreadsheets lack the flexibility and efficiency needed in today’s dynamic business environment.
What factors influence the design of S&OP systems?
Several factors influence the design of S&OP systems, including industry-specific requirements, integration with other operational suites like WMS or ERP, and the need for collaborative planning among various departments such as merchandising, procurement, and R&D.
How can businesses tailor data layers to their analytical needs in S&OP systems?
Tailoring data layers involves flattening and augmenting data based on organizational requirements and the speed of insights needed. This process allows for easier manipulation without disrupting core operations and ensures accurate correlation and association for generating necessary KPIs and insights.
Enterprises undertake a myriad of projects, each presenting distinctive characteristics—internal or external, short or long-term, billable or cost-centric, and varying across industries with specific scheduling and reporting needs. Construction projects diverge substantially from software development endeavors. Each falls under the umbrella of project management, necessitating diverse processes and unique capabilities from project management systems. How do you navigate this complexity effectively?
The architecture of project management systems is also intricately shaped by their capabilities overlapping with other adjacent systems. Being part of an ERP system requires alignment with accounting and procurement, driven by workflow needs and the balance of front-end and back-end processes. Additionally, potential overlaps with CRM processes may arise, particularly when sales and project management are closely linked, necessitating smooth data exchange. In certain industries, where project management systems integrate billing, scheduling, invoicing, and finance extensively, it is termed a PSA, prevalent in professional services. PSA shares design principles similar to project management but encompass broader capabilities than standard project management systems.
Project management systems exhibit diversity, yet common elements prevail, reflecting the fundamental components of any project. Projects inherently involve start and end dates, tasks, activities, and the allocation of resources and materials. Correspondingly, project management systems incorporate these essentials, providing features like task scheduling for designated resources to facilitate capacity planning and service delivery. Analyzing your project scope and conducting a gap analysis with a project management software data model will guide you to a fitting solution. Ready to discover the top 10 project management software options for 2024? Let’s explore the details.
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Definition of a project management system. A siloed system that can be acquired and implemented without dependencies on cross-functional workflows.
Overall market share/# of customers. The higher the market share, the higher it ranks on our list.
Ownership/funding. Superior financial standing and funding by private equity or corporate investors rank higher on our list.
Quality of development. The more cloud-native capabilities, the higher it ranks on our list.
Community/Ecosystem. The larger the community, the higher it ranks on our list.
Depth of native functionality for specific industries. The deeper the publisher-owned out-of-the-box functionality, the higher it ranks on our list.
Quality of publicly available product documentation. The poorer the product documentation, the lower it ranks on our list.
Project management system market share. The higher the marketshare as a project management solution, the higher it ranks on our list.
Ability to natively support diversified business models. The more diverse the product, the higher it ranks on our list.
Acquisition strategy aligned with this product. The more aligned the acquisitions are with the product, the higher it ranks on our list.
User Reviews. The deeper the reviews with pros and cons, the higher the score for a specific product.
It must be a project management system: it can’t be a project management module of an ERP. It must be a standalone project management software that can be acquired by the line of business or department without aligning with other departments.
10. Workzone
Initially crafted with ad agencies and marketing firms in mind, Workzone shares similarities with software designed for software development companies. Primarily adept at handling internal projects and workflow components, it encompasses technical and operational features but may lack robust financial capabilities for aspects like invoicing, billing, resource budget planning, and project finance. Another potential drawback is its technology, which may not be as modern as the alternatives on the list. Despite these limitations, Workzone holds a significant market share in its industry verticals, earning it a spot as the 10th choice on our list of project management options.
Set permission levels by project and document. The permission level could be another area, generally leaner in smaller packages, relatively detailed with Workzone.
Project templates. Most project management software might have template capabilities but fewer pre-built, which is not a limitation with Workzone.
Cons
UX is not as modern as other options on this list, such as Wrike. Their technology might not be as modern as other leading options, making the UX slightly inferior to other products.
Batch features such as editing multiple tasks at once might be limiting. Limited batch features might require additional clicks, driving operational inefficiencies.
Limited workflow capabilities for each individual user. The limited workflow capabilities may lead to overbloated screens and features for users, causing adoption issues.
9. ClickUp
Much like Workzone, ClickUp was initially tailored for remote work and agile development teams. While there are some similarities, the unique requirements of Agile and remote teams set them apart significantly from traditional project management, making ClickUp less suitable for other industries. While an excellent choice for software development or marketing firms, it may not be the ideal fit for professional services or construction-centric companies. Considering its strengths and limitations, ClickUp secures the 9th position on our list.
Pros
Designed for software development and agile teams and primarily for internal projects. Companies caring for agile-centric capabilities might struggle to relate to the product.
Responsive customer support. The other products in this segment will have limited support from external consulting firms, and because of their missing channel, having good support from the provider is a huge advantage.
Automation of administrative tasks. Automation of tasks will help maintain data integrity, offering analytical workflows without manual inputs.
Cons
Billing and project costing could be a challenge. Companies seeking PSA capabilities or client-centric workflows might struggle with the product, requiring manual overhead for billing and invoicing.
Using nested formulas may be a challenge. The flexibility offered by other project management tools, through their formula capabilities, to track dependencies for complex projects, such as Microsoft projects, might not be as detailed.
Batch tasks such as bulk user management and CSV capabilities. The limited bulk user management and CSV capabilities might be operationally inefficient for larger teams and complex projects.
8. Jira
Jira stands out as a popular choice among software development firms, largely due to its parent company’s suite offering bug tracking and integration with version management software. However, these capabilities may not be as relevant for other professional companies that prioritize critical functions like billing and invoicing. Despite its widespread use, Jira’s strengths lie primarily in the software development and technology sectors, supported by a dynamic marketplace. Its applicability beyond these domains is limited, leading it to secure the 8th position on our list.
Pros
Requirements management and bug tracking are integrated in one place. The tight integration of project management with requirements management and the intertwined nature of bug tracking with Kanban processes is a huge plus for software development companies.
Perhaps the best tool for Agile software development and internal project tracking. Due to the unique process of agile development, even the tools designed for marketing agencies might fall short.
Requirements, QA, and project management teams can all work together with complete traceability from release, sprint, epics, and user stories. This traceability is a unique requirement for software development because of the unique requirements of diverse teams.
Cons
Time tracking may require an add-on. Time tracking is not out-of-the-box, a key input for companies caring for project costing and financials.
Might not be the best fit for client-focused project management where the hours need to be billed, and the costs of the projects need to be measured. Industries such as professional services such as accounting legal practices.
Airtable belongs to the emerging category of project management tools alongside Monday.com and SmartSheet. These tools, essentially workflow management software, serve diverse needs and function as technical frameworks for various use cases, including project management and CRM. Their flexibility proves advantageous for industries with custom and evolving workflows, like financial services, non-profit organizations, or membership-based entities. However, deploying these tools may necessitate extensive consulting and custom development, potentially leading to over-engineering processes. Tight business rules and data integrity, common in more mature software, may be lacking. Despite their adaptability, these tools secure the 7th position on our list.
Pros
Graphic design, integration with 3D models, etc for engineering teams. Airtable’s unique capabilities and integration with graphic design and 3D engineering software make them uniquely suitable for marketing agencies, event management, and architectural and engineering firms.
Integration and ecosystem. The biggest advantage of Airtable is the number of integrations available and companies consulting in its ecosystem, augmenting core capabilities.
Designed for custom workflows. Companies with custom workflows require substantial flexibility with the data model and the ability to create data-gathering forms for ongoing needs.
Cons
Workflow and notifications might not be as advanced as Monday.com. The workflows and notifications are far more developed with other options, such as Monday.com.
The interface is not as intuitive as Monday.com. The richer layers providing advanced capabilities might require consulting and training help for users to effectively use the software.
Project costing and billing may require consulting hours to get it right. Mature capabilities such as project costing and billing might require expert consulting help, driving implementation budget, and cheaper with other pre-baked platforms.
6. Monday.com
Monday.com presents a comparable alternative to Airtable, differing subtly in its pricing model and industry alignment. Like Airtable, Monday.com is exceptionally well-suited for industries relying on custom workflows, particularly in workflow management scenarios where external collaboration holds equal importance to internal collaboration, resembling use cases found in surveys or customer experience software. However, similar to Airtable, the main drawback of Monday.com lies in its need for consulting assistance to implement more advanced business capabilities, which are pre-built in other options on this list. Despite this limitation, it secures the 6th position on our list.
Pros
Best for industries with custom workflows. The industries with custom workflows would find other smaller packages, flavored for specific business models and industries, constraining.
Industry-specific variations and templates. While the core packages might not provide core capabilities, the marketplace offers industry-specific templates and variations, augmenting core capabilities.
Clean user interface. The user interface is one of the cleanest, providing a nice balance of spreadsheet-like views and forms, along with the flexibility to switch to different perspectives.
Cons
Project costing and billing might require significant expertise and consulting efforts. Companies needing critical financial capabilities embedded with projects would struggle the most, requiring consulting help to be successful.
Gantt charts are exported as PDFs, which may be difficult to use in other applications. Complex projects are likely to require compatibility with external software, especially if external teams might collaborate on the projects, making PDF-centric exports restricting.
Tasks cannot be linked across boards. The data model is not as linked, creating issues while linking different boards where dependencies might be across the projects among projects or across portfolios.
5. SmartSheet
SmartSheet, similar to Monday.com and Airtable, despite UX not being as compelling as its rivals, is likely to have friendlier capabilities for traditional project managers, similar to Microsoft Project. It combines features similar to Monday.com and Airtable with the ability to create quick boards and Kanban queues along with the calendar view for easy scheduling. It also allows features such as easier workflow management for users, enabling them to enter their time, which will be recorded and accounted for on projects without much operational overhead. However, mature capabilities such as billing and invoicing, etc., would require substantial consulting help or an add-on on top of SmartSheet.
Pros
Spreadsheet look, loved by project managers. The biggest plus of SmartSheet is the familiar spreadsheet and MS project look, providing an easier transition for users.
Customizable automation is easy to use. Customizable automation does not require as much technical expertise, making it easier for business users to easily customize the workflows for their use.
Users can instantly toggle between various project views. The ability to switch between different views increases adoption among users with different preferences.
Cons
Billing. Implementing mature features available with a PSA, such as billing, would require substantial consulting help while still causing scalability issues.
Performance with larger sheets. Complex projects with larger sheets might experience performance bottlenecks, slowing them down.
4. Asana
Asana stands out as the market leader, boasting a data and process model that is particularly accommodating for marketing agencies. While it delivers fundamental project management capabilities, especially for non-billable operations, it may not offer the same seamless experience found in workflow management platforms like Monday.com or Airtable, which are designed for companies with customized project management workflows. Despite its rich ecosystem, professional services firms in areas such as accounting or legal may find it less relatable. Nevertheless, its market strength earns it the 4th position on our list.
Integrations and ecosystem. The integration and ecosystem are likely to be friendly for marketing and creative agencies, with the possibility of pre-baked integrations working as is without increasing the consulting budget with custom integration.
Track bugs, manage sprints, and plan and run campaigns, events, and product launches. Similar to Jira, it has several features that are uniquely applicable to software development firms and marketing agencies, which is where it is predominantly used.
Cons
Primarily for internal project management. Without the PSA capabilities pre-built, it’s meant to be for internal project management, primarily focusing on the operational aspect of project management and not financial.
Other industries that are not software or marketing might not be able to relate to it. The industries with substantial divergence from software development or marketing agencies might not be able to relate to it.
Kantata, a market leader, caters to companies requiring mature PSA capabilities. Its offerings include workflows like skill-based scheduling, capacity planning, and intricate milestones and billing processes. Kantata boasts two products—one tailored for a native Salesforce experience and the other for an external cloud-native experience akin to Wrike. However, it’s worth noting that Kantata may not be the best fit for smaller companies due to user limits and its higher cost. Nevertheless, for Salesforce users seeking comprehensive capabilities, it secures the 3rd position on our list.
Pros
Milestone tracking, billing, and skill-based resource scheduling. Companies with complex project milestones, especially contingent on client billing, would find Kantata especially friendly.
Native Salesforce and non-native experience are available through SX and OX platforms. Different options for native salesforce experience or non-native makes provide flexibility with users’ preferences for the right interface.
Enterprise-grade PSA functionality for companies that don’t prefer integrated accounting and GL bloatedness of ERP systems. The integrated features of ERP would require corporate alignment with accounting and procurement functions.
Cons
Minimum 30 users requirement. The user requirement makes it unfriendly for companies with smaller teams with fewer billable resources.
Might be difficult to use for smaller companies. Smaller companies with resources that are not as digitally savvy and not versed in business transactions with milestone billing might find it overwhelming.
It would require expensive consulting services to set it up. The complex data model and workflows would require substantial consulting help to be successful with the product.
2. Wrike
Wrike, positioned in the prescriptive cloud-native category and primarily crafted for internal project management, stands out as an ideal choice for companies seeking versatile project management capabilities. In contrast to Jira and Asana which might have better integration for requirement management or bug tracking, Wrike exhibits superior integration and ecosystem, particularly in time management. Its robust data model surpasses that of smaller project management software, offering detailed capabilities for project portfolio management and sub-projects. Drawing the closest comparison to Asana in terms of strategy and design, Wrike secures the 2nd position on our list.
Pros
Comprehensive project management with a focus on transparency and tracking. Ideal for companies seeking pre-baked project management capabilities without much consulting help.
Project and team organization can be easily customized to meet teams’ needs. The project structure is fluid enough to accommodate the needs of most projects.
Security and granular permission needs. Unlike smaller packages, which might not have as detailed security and workflow capabilities such as enabling task administration for specific users or having multiple moderators, Wrike’s security architecture is not as limited.
Cons
Designed for internal project management. The external project management capabilities often found in a fully-baked PSA would be limited, making it less relevant for professional services companies.
Client billing and invoicing would be a disconnected experience. The layers required for client billing and invoicing would require ad-hoc arrangements or manual processes.
Positioned as the most balanced choice, Teamwork caters to client-centric professional services seamlessly integrating project delivery capabilities. Diverging from slightly flexible alternatives like Monday.com or Airtable, Teamwork adopts a prescriptive strategy akin to Wrike. Its advantageous alignment with the HubSpot ecosystem enhances its appeal. Notably, Teamwork excels in PSA capabilities, mirroring those of Kantana, and remains accessible for smaller businesses, earning it the top spot on our list.
Pros
Client invoicing, project, and timesheet management in one place. This is highly beneficial for companies with billable processes and projects, with operational workflows intertwined with financial such as billing and invoicing.
Easier to track project costs and track utilization. Very few options on this list combine both operational and financial aspects of project management. Teamwork is one of them.
Unlimited client collaboration users with paid plans. While the data and process model is not as flexible, it would allow client collaboration just as with Monday.com or Airtable.
Cons
It might have a steeper learning curve for teams not familiar with the setup. The prescriptive data and process model might have a steep learning curve for skillsets not familiar with the upkeep of relational data models.
The integration options and ecosystem might not be as developed as some other options on this list. The integration and ecosystem might not be as developed as other options on this list, such as Asana or Monday.com etc.
It might be more expensive per user than the other options. The pre-baked functionality provided as part of the software would require a higher licensing fee compared to other options on this list.
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The project management category may appear entwined with ERP or CRM, yet companies emphasizing internal project management workflows may find integrated solutions overly complex. The inclusion of accounting and procurement workflows could prove cumbersome, especially for companies not caring for cross-functional processes like cost accounting.
Deciding between standalone project management systems and integrated solutions hinges on corporate strategy and enterprise alignment. If you’re seeking standalone options, this list offers potential choices. However, extracting maximum business value from project management software demands expertise—an area where an independent ERP consultant can provide invaluable guidance.
FAQs
How can project management systems enhance collaboration within teams?
Project management systems enhance collaboration by providing centralized communication, task assignment, and tracking, file sharing with version control, calendar integration, and visibility into project progress.
How do I determine which project management system is best suited for my industry?
Determining the best project management system for your industry involves analyzing the specific requirements and workflows prevalent in your sector. Consider factors such as whether the system offers industry-specific functionalities, integrates seamlessly with other tools commonly used in your industry, and has a track record of successful implementations in similar organizations. Additionally, look for user reviews and case studies from companies within your industry to gauge the system’s effectiveness.
What are the main differences between standalone project management software and integrated solutions like ERP or CRM systems?
Standalone project management software is designed solely to manage projects and typically offers a more focused set of features tailored to project planning, execution, and monitoring. On the other hand, integrated solutions like ERP or CRM systems combine project management functionalities with other business processes such as accounting, procurement, customer relationship management, and resource planning. While integrated solutions offer a comprehensive approach to managing various aspects of business operations, standalone project management software provides greater flexibility and simplicity for organizations primarily focused on project management workflows.
NetSuite and Acumatica are among two of only three cloud-native ERP solutions. NetSuite is ideal for globally spread, small to mid-market companies seeking stronger financial capabilities with localization in many countries than operationally rich solutions for specific business models. Whereas, Acumatica is positioned as an ideal choice for companies within the $10-100 million revenue range, with limited native localization capabilities and synergies for global operations. NetSuite is also an ideal fit for diverse companies ranging from service-centric, distribution-centric, commerce-centric, and B2C organizations. On the other hand, Acumatica excels with its multi-branch capabilities and takes a different approach to supporting diverse business models such as manufacturing, distribution, construction, and field service.
While NetSuite excels across industries, it may not be the ideal choice for industrial distributors and manufacturers due to limited layers with pricing and item master. Its strength lies in supporting lighter manufacturing and consumerized products, particularly health and beauty, fashion, apparel, and CPG. On the contrary, Acumatica is an excellent initial system for companies looking to streamline inventory or costs despite limited capabilities with mature features like dimensional inventory or allocation.
Despite being the best cloud-native options, comparing their capabilities isn’t easy due to their overlap. Although, their marketing materials are likely to come across as very similar, comparing and contrasting requires a deep understanding of their data models. So if you have narrowed down your choices between NetSuite vs Acumatica, this comparison looks under the hood and provides crucial information for your ERP selection project. Let’s dive in?
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NetSuite stands out as the leading ERP solution, driven by its success for diverse industries particularly seeking stronger financial capabilities over the operational, robust ecosystem, credible marketplace add-ons, and comprehensive functionality. Although not as complex as some competitors like SAP S/4 HANA and Microsoft F&O, NetSuite excels in supporting diverse business models, including omnichannel architecture, matrix/dimensional inventory, and subscription-based models.
While NetSuite excels across industries, it may not be the ideal choice for industrial distributors and manufacturers due to limitations in pricing and item master capabilities. Its strength lies in supporting lighter manufacturing and consumerized products particularly health and beauty, fashion, apparel, and CPG. With robust financial capabilities and an integrated HCM solution, NetSuite is well-suited for service-centric industries, including smaller banks, credit unions, financial services, non-profit organizations, as well as the technology and media sectors.
While NetSuite remains the top-ranked solution due to its product quality, there might be challenges with over-customization and integration issues, leading to implementation failures. Thus, working with NetSuite demands thorough vetting of their solution and architecture.
what is Acumatica?
Acumatica is one of three cloud-native ERP solutions similar to NetSuite and Sage Intacct. It has extensive multi-branch capabilities, particularly making it friendlier for retail-centric operations. It can also host multiple business models as part of the same database spanning manufacturing, distribution, construction, and field service. Thus, making it friendlier for diverse manufacturing or distribution-centric operations. Because of its limited global operational capabilities, it primarily targets US and UK-based companies. Thus, positioned as an ideal choice for companies within the $10-100 million revenue range, the majority of Acumatica’s customer base falls under this category.
Desiring a user experience akin to Odoo or Quickbooks, Acumatica ERP also offers versatility to accommodate various business models: distribution, manufacturing, or construction-focused. Although Acumatica has limitations in mature features like dimensional inventory or allocation, it is an excellent initial system for companies looking to streamline inventory or costs. With transactional processing and some mature capabilities, such as batch transactional processing, Acumatica is positioned as a valuable choice for businesses venturing into their first or second ERP solution.
Acumatica ERP is a fit for companies seeking cloud-native experience, particularly emphasizing features like enterprise search and mobility over deeper operational capabilities. Despite its focus on small businesses, Acumatica lacks robust globalization and localization features, catering to a limited number of countries by default. This simplicity, however, benefits smaller companies by avoiding unnecessary layers of multi-entity operations. Although targeting small businesses, Acumatica ERP surpasses Odoo or Zoho with the flexibility of its data layers, necessitating consulting help for implementation. The perceived benefit of Acumatica’s pricing is also a challenge, as it’s notoriously difficult to understand and predict.
NetSuite ERP
Acumatica ERP
Started in
1998
2008
Ownership/Backed by
Oracle in 2016
EQT Partners in 2019
No. of customers
37,000+
10,000+
NetSuite vs Acumatica ERP Comparison
Navigating the choice between NetSuite vs Acumatica is a significant decision for businesses particularly looking for operational efficiency and strategic alignment. Thus, this section delves into the comprehensive comparison of NetSuite vs Acumatica across various critical dimensions.
NetSuite ERP
Acumatica ERP
Global Operational Capabilities
Can handle operations across 200 subsidiaries
Has limited multi-entity capabilities
Diverse Capabilities
Supports diverse business models with operations spanning multiple countries
Accommodates different business models spanning a few countries
Data Layers
Friendlier for B2C and service-centric operations
Richer than Odoo or Zoho, making it a great 1st or 2nd ERP choice
B2B Data Models and Processes
Not friendly for B2B companies as the pricing layers are not scalable as other systems
Attractive for B2B companies with complex customer hierarchies
B2C Data Models and Processes
Attractive for B2C companies because of its ecosystem
Has limited support to support the individual consumer processes and has a weaker ecosystem
Key Features
1. Sales Order Management 2. Sourcing and Procuring 3. Warehouse Management 4. Production Management 5. Accounting
1. General Ledger 2. AR and AP Management 3. Cash Management Integration 4. Tax Management Support 5. Deferred Revenue Accounting 6. Currency Management
Pricing Model
Named-user based
Consumption-based, named, and concurrent
E-Commerce Integrations
Marketplace options prevalent especially integration with omnichannel architecture
Offers native integration with eCommerce operations. Ideal for smaller companies with limited integration and consulting budgets
Manufacturing Capabilities
User feedback has concerns about perceived depth
Non-comprehensive and lacks ownership of key industry features such as quality
Integrated Capabilities
Focuses on seamless CRM integration. Great fit for businesses that are not planning to use a third-party best-of-breed solution
Focuses on its integrated WMS functionality. Great fit for businesses with complex product mixes and deep distribution requirements
Pros of NetSuite vs Acumatica
When evaluating ERP solutions, understanding the distinct advantages of NetSuite vs Acumatica is crucial. In this section, we are particularly exploring the strengths of NetSuite vs Acumatica across various dimensions. Thus, shedding light on their respective capabilities and functionalities.
NetSuite ERP
Acumatica ERP
1. Provides richer financial capabilities over operational, requiring a higher implementation budget than Acumatica
1. Great 1st or 2nd ERP choice due to stronger operational capabilities than NetSuite for industrial verticals
2. Ideal for SMBs operating in different countries
2. Accommodates different business models under one database
3. The data model is B2C friendly, supporting integration with B2C channels
3. The data model is B2B friendly, supporting complex hierarchies and pricing
4. Ideal for eCommerce-centric SMBs because of the ecosystem and the integration operations available for eCommerce-centric companies
4. Consumption-based pricing options reduce costs substantially for certain business models
5. Ideal for companies looking to find best-of-breed software, along with NetSuite core capabilities
5. Superior cloud-native UI experience as Acumatica has a more consistent design throughout application than NetSuite’s legacy and patchy experience, despite both being cloud-native
Cons of NetSuite vs Acumatica
Just like recognizing strengths is important, it’s also crucial to weigh the specific drawbacks of NetSuite vs Acumatica. Therefore, in this section, we will delve into the limitations and challenges associated with NetSuite vs Acumatica across various operational and financial dimensions.
NetSuite ERP
Acumatica ERP
1. Not a great value for companies operating only in a few countries as they can get richer operational capabilities for particularly local operations with ERPs such as Acumatica
1. Limited capabilities when multiple countries with different currencies and sub-ledgers need to be hosted as part of the same solution
2. May struggle with transactional workload requirements of companies over $1B and the ones that might be acquiring 10-20 entities every year
2. Not fit for companies with over $100 million in revenue
3. Not ideal for startups with simpler operating models. They might find audit-centric and deep financial capabilities over-bloated
3. The mobile capabilities are leaner for complex reporting scenarios such as parallel processing or reporting labor
4. Named-user-based pricing requires allocating fixed costs, even for seasonal workers or external users accessing the subset of data such as customer or vendor portals
4. Consumption-based pricing requires consulting expertise to estimate transactions as the pricing is not as predictable
5. Not fit for companies seeking OEM-owned integration with core operational systems such as CAD or PLM
5. Multiple add-ons such as MES, PLM, and quality, posing integration and communication challenges with the core systems required for complex manufacturing
6. The last-mile capabilities required for manufacturing or industrial distribution are extremely limited
6. The last-mile capabilities required for manufacturing or industrial distribution may not as strong as purpose-built solutions such as Infor or Epicor but stronger than NetSuite
Conclusion
Navigating the complexities of NetSuite vs Acumatica requires a comprehensive understanding of the distinct advantages and limitations of each platform. While NetSuite might be a globalized solution suitable for companies seeking diverse global capabilities, it may not be the ideal choice for industrial distributors and manufacturers due to limited data layers. On the other hand, Acumatica shines with its multi-branch capabilities and flexibility to accommodate slightly deeper operational capabilities, making it a preferred option for retail-centric, manufacturing-centric, distribution-centric, and B2B organizations. However, both platforms face challenges with deeper last-mile capabilities that might be available with purpose-built solutions, but they might lead to pigeonholing with specific business models and operations. For this reason, thorough evaluation and consideration of individual business needs are critical before making a decision.
Therefore, engaging with an ERP independent consultant can greatly facilitate the decision-making process by providing expert insights and guidance tailored to the unique requirements of the business and how they align with the core strengths of these two products. Businesses can navigate the complexities of NetSuite vs Acumatica with confidence, also ensuring that they select the most suitable solution to drive operational efficiency and strategic alignment.
FAQs
What are the key differences between NetSuite and Acumatica?
NetSuite and Acumatica, both cloud-native ERP solutions, have distinct strengths tailored to different business needs. NetSuite is renowned for its comprehensive financial capabilities and suitability for diverse industries, including service-centric and B2C organizations. On the other hand, Acumatica excels in multi-branch operations and is favored by companies in the $10-100 million revenue range, particularly those in manufacturing, distribution, construction, and field service sectors. While NetSuite may lack depth in industrial distribution and manufacturing, Acumatica offers flexibility and versatility despite limitations in mature features like dimensional inventory or allocation.
Which businesses are better suited for NetSuite or Acumatica?
Choosing between NetSuite and Acumatica depends on the specific requirements and operational focus of the business. NetSuite is ideal for SMBs operating globally, seeking robust financial capabilities and integration with diverse business models, including B2C operations. It caters well to service-centric industries and supports omnichannel architecture. Conversely, Acumatica targets companies within the $10-100 million revenue range, offering multi-branch capabilities and flexibility across manufacturing, distribution, and other sectors. It suits businesses looking to streamline inventory or costs with transactional processing, although it may lack depth in certain features.
What are the pros and cons of NetSuite compared to Acumatica?
NetSuite has richer financial capabilities and a broader ecosystem, making it suitable for SMBs operating globally and seeking integrated functionalities. However, it may not be the best fit for industrial distributors or manufacturers due to limited pricing and item master capabilities. On the other hand, Acumatica offers versatility and flexibility, particularly for companies with multi-branch operations and manufacturing-centric workflows. While it may lack some mature features, it provides a valuable initial system for businesses looking to streamline inventory or costs.
What is Acumatica ERP? Acumatica is one of three cloud-native ERP solutions similar to NetSuite and Sage Intacct. It has extensive multi-branch capabilities, making it friendlier for retail-centric operations. It can also host multiple business models as part of the same database spanning manufacturing, distribution, construction, and field service. Thus, making it friendlier for diverse manufacturing or distribution-centric operations. Because of its limited global operational capabilities, it primarily targets US and UK-based companies. Positioned as an ideal choice for companies within the $10-100 million revenue range, the majority of Acumatica’s customer base falls under this category.
Desiring a user experience akin to Odoo or Quickbooks, Acumatica ERP offers versatility to accommodate various business models: distribution, manufacturing, or construction-focused. Although Acumatica has limitations in mature features like dimensional inventory or allocation, it is an excellent initial system for companies looking to streamline inventory or costs. With transactional processing and some mature capabilities, such as batch transactional processing, Acumatica is positioned as a valuable choice for businesses venturing into their first or second ERP solution.
Acumatica ERP is a fit for companies seeking cloud-native experience, particularly emphasizing features like enterprise search and mobility over deeper operational capabilities. Despite its focus on small businesses, Acumatica lacks robust globalization and localization features, catering to a limited number of countries by default. This simplicity, however, benefits smaller companies by avoiding unnecessary layers of multi-entity operations. Although targeting small businesses, Acumatica ERP surpasses Odoo or Zoho with the flexibility of its data layers, necessitating consulting help for implementation. The perceived benefit of Acumatica’s pricing is also a challenge, as it’s notoriously difficult to understand and predict.
The 2025 Digital Transformation Report
Thinking of embarking on a ERP journey and looking for a digital transformation report? Want to learn the best practices of digital transformation? Then, you have come to the right place.
Companies lacking experienced CFOs, operations executives, or controllers particularly, adept in process and data translations for ERP systems may face challenges with Acumatica. Founder-led companies, particularly, might find implementation demanding due to the need for sophisticated skills in translating manual processes. Thus, they might struggle to adapt to Acumatica’s structured data model with intricate business rules for enhanced financial control.
Although Acumatica ERP has limitations in mature features like dimensional inventory or allocation, it is an excellent initial system for companies looking to streamline inventory or costs. With transactional processing and some mature capabilities, such as batch processing, Acumatica is positioned as a valuable choice for businesses venturing into their first or second ERP solution.
4. Flexibility vs Hidden Costs in Pricing Model
Acumatica ERP offers consumption-based pricing and unlimited users. While consumption-based pricing provides flexibility, the unlimited user proposition may entail hidden costs, requiring tier upgrades upon reaching capacity limits. In contrast, Microsoft offers a “true” consumption-based pricing model, enabling businesses to purchase and cancel licenses as required. Although, Acumatica’s unlimited users’ offering would be cost-effective for businesses with seasonal hiring needs or with the need for customer and vendor portals. Businesses should understand their system’s limitations and capacity when considering unlimited users and only grant access to those in need.
Acumatica stands out for its multi-branch capabilities. Thus, making it an ideal choice for companies with a large number of branches within the same country. However, for companies with entities in different countries, Acumatica may struggle, as it is making progress but is not yet as strong as NetSuite or Infor CloudSuite in multi-entity capabilities.
7. Unclear Licensing Model
Acumatica claims to have a consumption-based licensing model but requires yearly contracts, making it inflexible for ad-hoc needs. The tiers also have capacity constraints baked into them, so the claim of unlimited users might be true on paper. But user growth would require upgrading tiers, making the claims of unlimited users merely a financial translation and posing challenges in forecasting true costs of ownership for companies with limited internal experience with IT and system capacity planning.
8. Slower Customer Support
Acumatica’s customer support seemed to be slower than other ERP vendors based on user reviews. However, the local business support provided by Acumatica is contingent on the partners, with Acumatica providing secondary support. Additionally, the 100% channel-driven model means that the partners serve as the first point of contact for support. Despite Acumatica’s strong educational program for partners, there can be pros and cons to this approach, as Acumatica does not own or control its partners’ businesses.
9. Industry-Specific Capabilities
Acumatica is known for its focus on the construction and distribution industries, particularly having relatively stronger capabilities in WMS and housing solutions. However, its manufacturing capabilities are still considered lean, requiring add-ons for critical capabilities such as quality.
10. Stronger Financial Capabilities
The deep capabilities of Acumatica ERP, particularly in areas such as deferred revenue accounting and project-based manufacturing, are especially useful for software businesses and service-centric companies with complex financial requirements, which Acumatica excels at addressing due to its deep financial solution.
11. Embedded Field Service Capabilities
Acumatica’s field services capabilities are not as embedded in other solutions. Thus, making it a strong choice for businesses with significant field service needs alongside distribution or franchises.
12. Integrated WMS Functionality
Acumatica’s capabilities in distribution ERP, specifically focusing on its integrated WMS functionality, is a great fit for businesses with complex product mixes and deep distribution requirements, unlike NetSuite or Business Central, which may require additional add-ons for similar features. Acumatica offers unique features such as cross-references between internal customer and vendor items, centralized distribution and replenishment, and support for non-stock items and complex pricing and discount policies. Additionally, its WMS functionality includes capabilities like matrix inventory, defined bins, use of cards for picking and putaway, and default locations for inventory transactions. Acumatica is particularly well-designed for fashion verticals and retail-centric businesses, rather than complex manufacturing businesses, where distribution-centric features like automated replenishment and seasonality accommodations are crucial.
13. Non-Comprehensive Manufacturing Capabilities
In manufacturing, Acumatica has decent functionality but is not as comprehensive as some hybrid manufacturing solutions and lacks ownership of key industry features such as quality. Acumatica’s pre-assigned serial numbers for traceability in manufacturing are notable features, but the lack of ownership of the quality module raises questions about its usefulness for complex operations.
General ledger function efficiently monitors and records all financial transactions within a business. Also, aiding in the creation of comprehensive financial statements like income statements and balance sheets. Users can tailor the general ledger by structuring accounts and subaccounts.
Accounts receivable management simplifies invoicing processes by generating and dispatching invoices for outstanding payments. Also, with formatting options including print, PDF, or HTML. This feature supports PCI-compliant credit card transactions, managing refunds, voided transactions, and manual charges. It can also link to bank processing centers via built-in plugins.
Accounts payable function includes advanced prepayment tools for efficient management of requests, application of prepayments to incoming invoices, and issuance of prepayments. The program automates the calculation of use and VAT taxes. Thus, seamlessly generating tax filing reports. Also, aligning payments with cash flows helps reduce the risk of late charges.
Cash management integration seamlessly connects with GL, AR, and AP functions for comprehensive cash management. Balances are updated, and transactions linked to vendors and customers are recorded directly through accounts payable or receivable. Also, the program facilitates fund transfers between accounts and supports transactions in multiple currencies.
Currency management automatically calculates realized gains and losses from foreign currency transactions. It also adjusts unrealized gains and losses and generates auto-reversing entries for open documents recorded in a foreign currency. Also, adhering to FASB-52 standards for currency translation to ensure accuracy and compliance.
Tax management support covers a range of taxes, including use, sales, withholding, VAT, and reverse VAT taxes. Taxes are automatically calculated based on assigned tax zones or categories, also with flexibility for manual adjustments within the system. Additionally, taxes are systematically posted to a designated tax liability account in the general ledger.
Deferred revenue accounting is automated using user-established schedules. Acumatica allows users to create schedules from templates or build them from scratch. Also, seamlessly posting deferred revenue to various financial statements, ensuring accurate and efficient management of deferred revenue accounting processes.
Pros and Cons of Acumatica ERP
Pros
Cons
1. Great 1st or 2nd ERP.Acumatica’s data layers are richer than entry-level accounting or ERP systems such as Odoo or Zoho.
1. Limited Global Capabilities. Limited product architecture when multiple countries with different currencies and sub-ledgers need to be hosted as part of the same solution.
2. Accommodates Different Business Models. As part of the same database.
3. B2B Manufacturing Products. Its data model is friendly for B2B businesses, also with support for complex customer hierarchies and pricing.
3. Limited Mobile Reporting Capabilities. The mobile capabilities are leaner for complex reporting scenarios such as parallel processing or reporting labor or machines separately from the same work center.
4. Cloud-native UI. Superior experience for teams using ERP primarily on mobile devices.
4. Pricing Might be Harder to Predict with Growth. Consumption-based pricing requires consulting expertise to estimate transactions as the pricing is not predictable.
5.Flexible Pricing Options. Consumption-based pricing options reduce costs substantially for certain business models, such as seasonal businesses with labor spikes.
5. Multiple Add-ons may be Required for Regulated Industries and Complex Manufacturing. Such as MES, PLM, and quality, posing integration and communication challenges.
6. Deep Financial Capabilities. Including deferred revenue accounting and project-based manufacturing.
6. Limited Mature Last Mile Capabilities. Although a vibrant marketplace may augment its core capabilities, the last-mile capabilities required for manufacturing or industrial distribution might be limited.
Conclusion
In conclusion, Acumatica ERP offers a compelling option for businesses seeking a flexible and scalable cloud-native ERP solution. However, to make an informed decision, businesses must carefully assess their specific needs. And consider factors such as industry focus, cost implications, and potential complexities. The platform’s strengths and weaknesses reveal particularly a nuanced landscape. Hence, customization and industry fit play pivotal roles in determining its suitability for diverse business models. This Acumatica ERP independent review intends to provide you with unbiased insights for further discussion with your independent ERP consultants.
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ERP Implementation Failure Recovery
Learn how Frederick Wildman struggled with Microsoft Dynamics 365 ERP implementation failure even after spending over $5M and what options they had for recovery.
What makes Acumatica ERP stand out among other cloud-native solutions like NetSuite and Sage Intacct?
Acumatica ERP distinguishes itself with its extensive multi-branch capabilities, making it particularly suitable for retail-centric operations. Unlike its counterparts, it can host multiple business models within the same database, spanning industries such as manufacturing, distribution, construction, and field service. Additionally, Acumatica is tailored for companies in the $10-100 million revenue range, catering to a specific market segment seeking comprehensive yet scalable ERP solutions.
How does Acumatica ERP address the needs of businesses with diverse operations or undergoing M&A activities?
Acumatica ERP offers versatility to accommodate various business models, including distribution, manufacturing, or construction-focused operations. Despite limitations in mature features such as dimensional inventory or allocation, Acumatica serves as an excellent initial ERP system for companies aiming to streamline inventory or costs. With transactional processing capabilities and features like batch processing, Acumatica is positioned as a valuable choice for businesses embarking on their ERP journey.
What are the considerations regarding pricing and scalability when opting for Acumatica ERP?
Acumatica ERP adopts a consumption-based pricing model with unlimited user propositions. While this offers flexibility, businesses should be aware of potential hidden costs, particularly regarding tier upgrades upon reaching capacity limits. Understanding the system’s limitations and capacity is crucial for accurate cost forecasting, especially for companies with limited internal IT expertise. Additionally, businesses with seasonal hiring needs or requiring customer and vendor portals may find the unlimited user offering cost-effective, but careful evaluation of usage patterns is recommended.
Effective software testing is not just a practice; it’s an absolute necessity. A single disruption within an ERP framework has the potential to bring down an entire business. The stakes are high. Therefore, the key to preventing such disruptions lies in the planning and executing of a robust ERP testing plan. Whether you are navigating the complexities of different ERP testing phases, a well-structured ERP testing plan is your ultimate solution. Thus, ultimately minimizing downtime and maximizing overall efficiency.
Regardless, building an ERP test plan is hard. Executing is even harder. And if you are building a test plan for ERP implementation, you have added challenges. The testing challenges are unique with ERP implementation. This is because users don’t have as much experience with the software development life cycle. They struggle with thinking like a tester, where planning for edge and boundary cases is essential. Thus, ensuring that you won’t find any surprises post your go-live. But how to build a successful ERP test plan for an ERP implementation without issues?
Before we discuss the ERP testing best practices, let’s quickly have a look at its definition and different ERP testing phases. The reason is that there are a few misconceptions regarding ERP test cases. Which is, it being generalized and having faulty designs as part of the ERP testing plan. To tackle these challenges, you must understand the fundamentals first.
What is ERP Testing?
ERP testing plays a crucial role in verifying the effective operation of the ERP system. This comprehensive testing encompasses various phases, including unit testing, integration, system and user acceptance (UAT) testing. The primary objective of ERP testing is to guarantee that the platform functions according to expectations. Therefore, eliminating any potential issues that could impede the organization’s performance. Moreover, consistent ERP testing serves as a vigilant monitoring and control mechanism. It assesses the platform’s efficiency by identifying errors and areas for improvement. Timely detection of issues and their prompt resolution is essential for ensuring the seamless functioning of organizational operations.
Phases of ERP Testing
When we talk about ERP testing, it is pertinent to understand that there are different phases of ERP testing. Let’s review each.
1. Unit Testing
The first phase in the ERP testing process is unit testing. Individual modules or components of the ERP system are rigorously examined for functionality and logic. In this phase, developers or the technical team utilize tools to conduct tests on isolated modules. The primary objective is to ensure that each unit of the ERP system performs as intended. This is achieved by addressing potential issues at the granular level. By validating the functionality of individual components, organizations lay a solid foundation for the subsequent testing phases. In turn, minimizing the risk of inherent defects that could propagate to the integrated system.
2. Integration Testing
Following unit testing is the integration testing phase. This phase focuses on testing the interactions and dependencies between different modules or components of the ERP system. Testers or the functional team employ tools to assess the seamless integration of various system elements. The primary objective is to identify and rectify any issues that may arise when different modules interact. Integration testing ensures that data flows cohesively between different components and that the integrated system operates as a unified whole. This phase is crucial for detecting integration-related challenges early in the testing process. Also, contributing to the overall reliability and stability of the ERP system.
3. System Testing
System testing constitutes the third phase in the ERP testing process. It involves the examination of the entire ERP system as a cohesive unit. Testers or the quality assurance team conduct comprehensive tests for performance, security, usability, reliability, and compatibility. The objective is to ensure that the ERP system meets specified requirements and functions optimally in a real-world scenario. System testing provides a holistic evaluation of the system’s performance. It identifies potential bottlenecks, vulnerabilities, or compatibility issues that may arise in an integrated environment.
4. User Acceptance Testing (UAT)
The final phase of ERP testing is user acceptance testing (UAT). This is where end-users or stakeholders actively participate in evaluating the ERP system for its suitability and satisfaction. The primary goal of UAT is to validate that the ERP system aligns with business requirements. Also, to ensure that the system meets the expectations of end-users. By involving end-users in the testing process, organizations ensure that the system is user-friendly and capable of supporting operational needs. UAT serves as the last line of defense before system deployment. It provides valuable insights into user satisfaction. And, also identifies any critical issues that may impact the system’s usability in a real-world context.
The 2025 Digital Transformation Report
Thinking of embarking on a ERP journey and looking for a digital transformation report? Want to learn the best practices of digital transformation? Then, you have come to the right place.
Ensuring the success of ERP testing begins with engaging key stakeholders across the organization. Collaboration from upper management, development teams, and end users conducting user acceptance testing (UAT) is essential. By fostering an inclusive testing environment, organizations can harness the diverse perspectives and expertise necessary for a comprehensive evaluation of the ERP system’s functionality. No-code test automation serves as a game-changer, democratizing the testing process and allowing anyone within the organization to contribute, irrespective of their coding proficiency.
2. Defining Testing Parameters
The foundation of a robust ERP testing plan lies in a clear understanding of the business processes and integrations that need evaluation. Organizations must meticulously define testing parameters to prevent both over-testing and under-testing. By conducting a thorough examination of current processes and integrations, organizations can develop a targeted testing strategy, enhancing the accuracy and efficiency of the entire testing process. This step is crucial in aligning testing efforts with organizational goals and ensuring a focused and purposeful testing approach.
3. Developing a Comprehensive Testing Blueprint
Creating a detailed testing plan is paramount in ensuring alignment on testing priorities among all stakeholders. A comprehensive testing blueprint acts as a roadmap, providing visibility into the testing process for all team members. By fostering transparency and clarity, organizations can mitigate misunderstandings and streamline the testing workflow. This ensures that every aspect of the ERP system is evaluated systematically, contributing to the overall success of the testing plan.
4. Establishing Measurable Testing Objectives
To monitor testing progress effectively, organizations must establish KPIs that are specific and measurable. These objectives serve as benchmarks, allowing teams to gauge their progress and adjust their strategies accordingly. By defining measurable testing objectives, organizations can quantify the success of the testing plan, enabling continuous improvement and refinement of testing processes. This data-driven approach ensures that testing efforts align with broader organizational goals and contribute to the overall success of the ERP implementation.
5. Setting Realistic Timeframes
Setting realistic timelines is crucial for the success of any ERP testing plan. The size and complexity of ERP systems vary, and organizations must be aware of relevant update cycles and business deadlines. By carefully considering these factors, organizations can develop a thorough and achievable testing timeline. This not only prevents rushed testing, which can lead to oversights, but also ensures that the testing plan aligns with broader business objectives. Realistic timeframes contribute to the overall efficiency and success of the ERP testing process.
6. Forming the Right Testing Team
Ensuring the composition of a well-balanced ERP testing team is critical for the effectiveness of the testing process. This team should consist of diverse members, including business leaders, developers, QA engineers, and business users, each with a clear understanding of their roles and responsibilities. Collaborative efforts from various perspectives contribute to a comprehensive evaluation of the ERP system, uncovering potential issues from different viewpoints. Clear communication channels within the team enhance efficiency, enabling timely completion of testing deliverables and promoting a unified approach to achieving testing goals.
7. Early Testing Approach
Adopting a shift-left testing approach is pivotal for addressing potential issues early in the development process, preventing bottlenecks, and ensuring a more efficient ERP testing lifecycle. By shifting testing activities closer to the beginning of the development cycle, organizations can identify and rectify issues at their nascent stages, reducing the likelihood of these issues escalating into critical problems later on. Early testing promotes a proactive mindset, allowing teams to address concerns promptly and maintain the overall integrity of the ERP system throughout its development and implementation.
8. Embracing Continuous Testing
Continuous testing is integral to ensuring the consistent optimal performance of an ERP system. This approach involves testing throughout the development lifecycle, from initial stages to post-implementation, to detect and rectify bugs before they evolve into significant issues. Embracing continuous testing minimizes the risk of overlooking potential problems, as testing becomes an ongoing, integral part of the development process. This iterative approach contributes to the overall stability and reliability of the ERP system, allowing organizations to adapt quickly to changing business needs and technologies.
9. Employing Quality Test Data:
The reliability of ERP test results is contingent upon the quality of test data utilized. Organizations should leverage data from user surveys, performance audits, or automated test data management tools like Opkey. Quality test data ensures that the testing environment closely mirrors real-world scenarios, enhancing the accuracy and relevance of test results. By employing data that accurately represents the diversity of user interactions and system usage, organizations can identify and address potential issues more effectively, ultimately improving the overall robustness of the ERP system.
10. Leveraging a Dedicated Test Environment:
Using a separate test environment is crucial to reducing the risk of errors during the system launch. This dedicated space provides a secure environment for testing various configurations without jeopardizing the production system. By isolating the testing environment, organizations can conduct thorough evaluations without the fear of disrupting critical business processes. This not only safeguards the integrity of the ERP system but also allows for the identification and resolution of issues before the system goes live, contributing to a more seamless and reliable implementation.
11. Conducting a Thorough Documentation
Comprehensive documentation is a cornerstone of effective ERP testing. Documenting every aspect of the testing process serves multiple purposes – it helps in avoiding oversights, ensures accountability, and provides a valuable learning manual for future testers. Automated test documentation tools are highly recommended for their accuracy and compliance. These tools streamline the documentation process, capturing changes, test scenarios, and results in real-time. This not only facilitates a transparent and well-documented testing process but also aids in knowledge transfer, enabling seamless collaboration among team members and ensuring the continuity of testing standards across different testing phases.
12. Tracking System Changes Systematically
System changes are inevitable in the dynamic landscape of ERP implementations. It is crucial to systematically record and communicate any changes in the ERP system to the testing team. This ensures that new features and bug fixes are thoroughly tested before updates are implemented. Keeping the testing team informed allows for a proactive approach to incorporate necessary testing adjustments, reducing the risk of post-implementation issues. Systematic tracking of changes contributes to the overall stability and reliability of the ERP system, fostering a culture of vigilance and adaptability within the testing process.
13. Maximizing Test Case Libraries
Efficiency in ERP testing can be significantly enhanced by maximizing the use of pre-defined test cases. Utilizing established test cases for ERP systems saves both time and resources, eliminating the need to create tests from scratch. These pre-defined test cases, often based on industry best practices, cover a wide range of scenarios, ensuring comprehensive test coverage. By leveraging existing test case libraries, organizations can streamline the testing process, reducing redundancy, and increasing the overall efficiency of the testing effort. This approach allows testing teams to focus on unique aspects of the ERP system, ensuring a more targeted and effective testing strategy.
14. Allocating Sufficient Time for UAT
User Acceptance Testing (UAT) is a critical phase in the ERP testing plan, and allocating ample time for end users to thoroughly test the system is imperative. UAT provides a real-world validation of the ERP system’s functionality and usability, ensuring that it meets the expectations and requirements of end users. Adequate time allocation for UAT allows for comprehensive testing, feedback gathering, and necessary adjustments before the system is deployed. Prioritizing UAT in the testing plan contributes to the overall success of the ERP implementation by enhancing user satisfaction and minimizing the likelihood of post-implementation issues.
To ensure the stability and functionality of an ERP system, it is crucial to conduct a combination of regression, functional, and integration testing. Regression testing ensures that modifications to the ERP system do not compromise existing functionality. Functional testing validates individual features, ensuring they meet specified requirements. Integration testing focuses on verifying the interactions between different ERP components, ensuring smooth business processes. Adopting a comprehensive approach that includes these testing types contributes to the overall reliability and performance of the ERP system, minimizing the risk of issues arising during or after implementation.
16. Separating Security & Performance Testing
In a robust ERP testing plan, it is essential to conduct security and performance testing in distinct environments. This separation allows for the isolation of the impact of modifications on software functionality, ensuring that security measures are robust without compromising system performance. Security testing identifies vulnerabilities and safeguards against potential breaches, protecting sensitive data and maintaining compliance with industry regulations. Simultaneously, performance testing evaluates the ERP system’s responsiveness, stability, and scalability under varying conditions. By separating these critical testing aspects, organizations can ensure a holistic assessment of the ERP system’s capabilities while addressing specific concerns related to security and performance independently.
17. Ensuring Regulatory Compliance
Adherence to industry-specific compliance protocols is non-negotiable in ERP testing. Failure to comply with regulations can result in significant consequences such as fines and additional development costs. Integrating compliance checks into the testing plan ensures that the ERP system meets the required standards and regulations. This proactive approach not only mitigates legal risks but also fosters a culture of responsible and ethical ERP implementation. By prioritizing regulatory compliance in the testing process, organizations safeguard their reputation, avoid financial penalties, and ensure the longevity of their ERP system in an increasingly regulated business environment.
18. Thoroughly Testing End-to-End Processes
End-to-end testing is a critical component of a comprehensive ERP testing strategy. This form of testing validates the entire system, including software, hardware, and interactions with external systems like third-party accounting or marketing systems. By examining the complete workflow, organizations ensure that all integrated components function seamlessly together. End-to-end testing identifies potential bottlenecks, data flow issues, or compatibility problems that may arise when various elements interact. This holistic approach guarantees that the ERP system performs as intended in a real-world, interconnected business environment, enhancing overall system reliability and user satisfaction.
19. Prioritizing UAT Testing
User Acceptance Testing (UAT) holds a pivotal role in the ERP testing plan as it directly impacts application performance and user adoption rates. UAT involves end users validating the system against their business requirements, ensuring that it meets their operational needs effectively. Prioritizing UAT testing ensures that potential issues identified by end users are addressed before system deployment. This user-centric approach not only enhances the quality of the ERP system but also promotes user satisfaction and acceptance. The success of an ERP implementation often hinges on user buy-in, making UAT a critical phase in the overall testing strategy.
20. Embrace No-Code Testing
In the context of ERP testing, embracing no-code testing proves to be a valuable asset, especially in business environments where end users may lack technical training. No-code testing empowers non-technical employees to contribute actively to the testing process, reducing the dependency on coding expertise. This democratization of testing ensures that individuals with domain knowledge can create and execute tests, providing a more comprehensive evaluation of the ERP system from various perspectives. By embracing no-code testing, organizations tap into a broader pool of contributors, fostering collaboration and inclusivity in the testing process while improving overall testing efficiency.
Conclusion
Crafting a robust ERP testing plan is a multifaceted process that demands meticulous planning, collaboration, and the adoption of best practices. By prioritizing the engagement of key stakeholders, defining testing parameters, and leveraging advanced testing methodologies, organizations can ensure a thorough and efficient evaluation of their ERP systems. Each best practice contributes to the overall success of the ERP testing plan.
Implementing these strategies not only minimizes risks and enhances system reliability but also positions organizations for a seamless and successful ERP system implementation. The careful consideration of these 20 key factors is paramount in achieving a well-rounded ERP testing strategy that meets the dynamic challenges of modern business environments. This list intends to provide you with insights for further discussion with your independent ERP consultants.
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ERP testing is vital for ensuring the effective operation of an ERP system, which, if disrupted, can potentially bring down an entire business. The comprehensive testing process, including unit testing, integration, system testing, and user acceptance testing (UAT), aims to guarantee the platform’s functionality, identify errors, and provide a vigilant monitoring mechanism.
What are the key phases of ERP testing, and why are they important?
Key phases include unit testing, integration testing, system testing, and user acceptance testing (UAT). They are crucial for identifying and fixing issues at different levels, ensuring system reliability and user satisfaction.
How can organizations build a successful ERP testing plan?
To build a successful ERP testing plan, engage key stakeholders, define testing parameters, develop a comprehensive testing blueprint, establish measurable objectives, set realistic timeframes, form a balanced testing team, adopt an early testing approach, embrace continuous testing, use quality test data, employ a dedicated test environment, conduct thorough documentation, track system changes systematically, maximize test case libraries, allocate sufficient time for UAT, and conduct regression, functional, and integration testing.
Operations managers are often responsible for all operational business processes from start to finish. From employees to suppliers, projects, jobs, and meetings, they strive to increase productivity, lower costs, and improve the quality of work. Their job is to empower their team of material planners, schedulers, estimators, warehouse workers, field service technicians, consultants, quality managers, maintenance staff, and laborers with relatable information.
The KPIs for operations managers would always differ based on their responsibilities, the size of the organization, and the industry. Operations management could be as diverse as managing tactical roles such as logistics to strategic roles such as procurement or marketing. Despite being so diverse, weak operations management can lead to weak sales and operations planning, which might, in turn, lead to operational disruptions and inferior customer experience. So, which KPIs for operations managers are the most relevant to ensure streamlined operations?
Operations managers are often tasked with harmonizing diverse functions spanning marketing, retail, human resources, sales, distribution, IT, finance, manufacturing, construction, and professional services. Here is the examination of the top 10 KPIs for operations managers based on each company department. This discusses ten departmental KPIs for operations managers: retail, marketing, human resources, sales, IT operations, distribution, finance, manufacturing, construction, and professional service operations KPIs, respectively. These KPIs serve as instruments, finely tuned to provide chaotic insights into the efficient, effective, and overall healthy operational facets.
Retail KPIs For Operations Managers
1. Gross Margins
Gross margins are critical components of retail KPIs for operations managers. It represents the percentage difference between the revenue generated from sales and the cost of goods sold (COGS). This means it measures the profitability of each product or service.
A high gross margin indicates that a significant portion of revenue is retained after covering the production or acquisition costs. Thus, signaling healthy financial performance. On the contrary, a low gross margin suggests that a substantial portion of revenue is consumed by the cost of goods sold, potentially impacting overall profitability.
Formula: Gross Margin Percentage=[(Total Revenue−Cost of Goods Sold)/Total Revenue]×100.
2. Average Order Value
Average order value provides insights into the average amount customers spend per transaction. AOV is calculated by dividing the total revenue generated by the number of orders. This metric is a valuable indicator of consumer purchasing behavior, reflecting the effectiveness of a company’s sales and marketing strategies.
A high AOV suggests that customers are making more valuable transactions, indicating a successful upselling or cross-selling approach. Conversely, a low AOV may signal the need for strategic adjustments to encourage customers to add more items to their carts. Operations managers keen on maximizing revenue and profitability should closely monitor AOV. They can utilize the insights gained to refine sales tactics, enhance customer experience, and optimize pricing strategies.
Formula: AOV= Total Revenue/Number of Orders
3. Customer Retention
Customer retention measures the ability of a business to retain its existing customers over a specific period. This metric is a testament to the loyalty and satisfaction of customers. It reflects the effectiveness of a company’s products, services, and overall customer experience.
A high customer retention rate indicates a strong and loyal customer base, highlighting successful customer relationship management strategies. Conversely, a low retention rate may signal dissatisfaction or a lack of engagement, prompting operations managers to investigate and implement strategies to improve customer satisfaction and loyalty. Armed with this metric, operations managers can proactively shape strategies to enhance customer engagement, foster brand loyalty, and drive sustained business growth.
Formula: Customer Retention Rate = (Number of Customers at End of Period - Number of New Customers Acquired During Period)/ Numbers of Customers at Start of Period
4. Conversion Rate
Conversion rate measures the percentage of website visitors or potential customers who take a desired action, such as making a purchase. It serves as a critical indicator of the effectiveness of a company’s sales and marketing strategies in turning potential customers into actual buyers.
A high conversion rate suggests that a significant portion of visitors is engaged and motivated to complete a transaction, reflecting the success of the company’s efforts in driving customer actions. Conversely, a low conversion rate may indicate inefficiencies or barriers in the customer journey, prompting operations managers to assess and refine the online shopping experience or marketing tactics.
Formula: Conversion Rate = (Number of Conversion/Number of Website Visitors or Potential Customers)×100
5. Foot Traffic and Digital Traffic
These two are essential retail KPIs for operations managers that provide insights into customer engagement across physical and online channels, respectively. Foot traffic refers to the number of visitors to a physical retail store, while digital traffic encompasses the online presence, measuring the number of visitors to a company’s digital platforms. These metrics indicate the level of interest and interaction customers have with the brand in different spaces.
High foot traffic signifies a bustling physical store, indicating popularity and potential sales opportunities. Similarly, high digital traffic suggests a robust online presence, which can translate into increased digital sales and brand visibility. On the flip side, low foot traffic or digital traffic may signal a need for improved marketing strategies, enhanced customer experiences, or adjustments to product offerings.
6. Inventory Turnover
Inventory turnover measures how efficiently a company manages its inventory by evaluating the number of times inventory is sold and replaced within a specific period. It is defined as the ratio of the cost of goods sold (COGS) to the average inventory during that period. This metric serves as a key indicator of inventory management effectiveness, providing insights into how quickly products are moving off the shelves.
A high inventory turnover ratio typically indicates efficient inventory management, swift sales, and minimized holding costs. Conversely, a low inventory turnover suggests slow-moving stock, potential overstocking issues, and increased holding costs. Operations managers can leverage this metric to fine-tune inventory strategies, optimize stock levels, and ensure a healthy balance between product availability and financial efficiency.
Formula: Inventory Turnover = Cost of Goods Sold (COGS)/Average Inventory
7. Returns and Exchanges
Returns and exchanges are integral components of retail KPIs for operations managers. It includes the volume of products customers bring back or exchange within a specified timeframe. This metric is a crucial measure of customer satisfaction, product quality, and overall operational efficiency.
A high rate of returns and exchanges may indicate potential issues such as dissatisfaction, product defects, or discrepancies between customer expectations and delivered goods. Operations managers must scrutinize the reasons behind high return rates to address underlying concerns, optimize product quality, and enhance customer experiences. Conversely, a low rate of returns and exchanges generally signifies customer contentment and operational effectiveness, indicating that products meet or exceed customer expectations.
Formula: Return and Exchange Rate = (Number of Returns and Exchanges/Total Number of Items Sold)×100
8. Stock Turnover Rate
Stock turnover rate is a metric that assesses how efficiently a company manages its inventory by measuring the number of times stock is sold and replaced within a specific period. This KPI is a key indicator of inventory management efficiency, providing insights into how quickly a company can sell and restock its products.
A high stock turnover rate generally indicates efficient inventory management, where products move briskly, reducing holding costs and potential obsolescence. Conversely, a low turnover rate may suggest overstocking or slow-moving inventory, leading to increased holding costs and the risk of product obsolescence. Operations managers can leverage this KPI to make informed decisions about inventory levels, ensuring a balance between meeting customer demand and optimizing operational costs.
Formula: Stock Turnover rate = Cost of Goods Sold (COGS)/Average Inventory Value
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Sell-through rate quantifies the efficiency of a company in selling its inventory over a specific period. Essentially, it gauges how well a business is managing its stock levels and meeting consumer demand.
A high sell-through rate indicates that products are moving off the shelves swiftly, signifying strong consumer interest and effective inventory management. Conversely, a low sell-through rate may suggest that products are lingering in stock, potentially indicating overstocking, pricing issues, or a lack of demand. Operations managers, by closely monitoring sell-through rate, gain valuable insights into inventory performance, enabling them to make data-driven decisions on pricing strategies, product assortment, and overall inventory management for optimal business outcomes.
Formula: Sell-Through Rate = (Number of Units Sold/Beginning Inventory) ×100
10. Sales Year-Over-Year
Sales year-over-year (YoY) is one of the crucial retail KPIs for operation managers that assesses the percentage change in a company’s sales performance for a specific period compared to the same period in the previous year. It provides a longitudinal perspective on sales trends, allowing operations managers to gauge the overall growth or decline in revenue.
A positive YoY indicates sales growth, showcasing the effectiveness of business strategies and market demand. Conversely, a negative YoY suggests a decline in sales, prompting operations managers to investigate the root causes, adapt strategies, and make informed decisions to reverse the trend.
Formula: Sales Year-Over-Year = [(Current Year Sales - Previous Year Sales)/Previous Year Sales] ×100
Marketing KPIs For Operations Managers
11. Cost Per Click
Cost per click measures the average cost incurred by advertisers each time a user clicks on their online ad. CPC serves as a key metric for evaluating the efficiency and cost-effectiveness of online advertising campaigns.
A high CPC may indicate that the cost of acquiring each click is relatively expensive, possibly requiring a reassessment of the advertising strategy or targeting parameters. Conversely, a low CPC suggests that the advertising campaign is cost-efficient, allowing the company to reach a broader audience for a lower investment. Operations managers can leverage this metric to optimize advertising budgets, refine targeting strategies, and ensure that marketing initiatives generate valuable user engagement at an optimal cost.
Formula: CPC = Total Advertising Cost/Number of Clicks
12. Cost Per Acquisition
Cost per acquisition is one of the fundamental marketing KPIs for operations managers, serving as a metric to evaluate the average expense incurred in acquiring a new customer. CPA is a vital indicator of the efficiency and cost-effectiveness of a company’s marketing campaigns and strategies.
A high CPA suggests that acquiring new customers is relatively expensive, possibly indicating inefficiencies in the marketing approach or the need for optimization. Conversely, a low CPA reflects a more cost-effective strategy for attracting new customers. Monitoring CPA allows operations managers to assess marketing efforts’ return on investment (ROI), guiding strategic decisions and resource allocations to optimize customer acquisition processes effectively.
Formula: CPA = Total Cost of Acquisition/Number of New Customers Acquired
13. Return on Advertising Spend
Return on advertising spend is one of the critical marketing KPIs for operations managers, serving as a quantitative measure of the revenue generated for every dollar spent on advertising. It is a powerful indicator of the effectiveness and efficiency of a company’s advertising campaigns.
A high ROAS implies that the revenue generated significantly exceeds the advertising costs, suggesting a profitable and successful campaign. On the other hand, a low ROAS may indicate that the return on investment from advertising is not meeting expectations, prompting operations managers to reevaluate and refine their marketing strategies. Operations managers can utilize ROAS to optimize marketing budget allocation, identify successful channels, and make data-driven decisions to maximize the impact of advertising efforts on overall business profitability.
Formula: ROAS = Revenue Generated From Advertising/ Cost of Advertising
14. Time to Payback
Time to payback in marketing operations refers to the duration it takes for a company to recover the costs associated with acquiring a new customer. It is essentially a measure of the efficiency of marketing campaigns in terms of cost recovery.
A low time to payback is favorable, signifying a swift recovery of customer acquisition costs and a quicker return on investment. Conversely, a high time to payback suggests a longer period for cost recovery, which may raise concerns about the effectiveness and sustainability of marketing initiatives. Operations managers can use this metric to assess the efficiency of marketing efforts, optimize campaign strategies, and ensure a more rapid and cost-effective return on investment.
Formula: Time to Payback = Customer Acquisition Costs/ Average Monthly Gross Margin per Customer
15. Marketing-Originated Customer Percentage
Marketing-originated customer percentage is a key performance indicator in marketing operations, providing insights into the percentage of customers that can be attributed to marketing efforts within a specific period. It serves as a valuable measure of the effectiveness of marketing campaigns in driving customer acquisition.
A high marketing-originated customer percentage indicates that a significant proportion of new customers were influenced by marketing strategies, showcasing the success of marketing campaigns in attracting and converting leads. On the other hand, a low percentage suggests a need for adjustments in marketing strategies to enhance their impact on customer acquisition. Operations managers can leverage this KPI to gauge the return on marketing investments, refine campaign strategies, and optimize resource allocation to bolster customer acquisition through effective marketing initiatives.
Formula: Marketing-Originated Customer Percentage = (Number of Customers Acquired Through Marketing/Total Number of New Customers) ×100
Human Resource KPIs For Operations Managers
16. Absenteeism rate
The absenteeism rate is a metric that quantifies the frequency and extent of employee absences. It is defined as the percentage of scheduled work hours that employees are absent due to various reasons, such as illness, personal issues, or other unforeseen circumstances. The absenteeism rate provides valuable insights into workforce attendance patterns and employee engagement.
A high absenteeism rate may indicate potential issues within the workplace, such as low morale, dissatisfaction, or health concerns, which can negatively impact overall productivity. Conversely, a low absenteeism rate is generally associated with a motivated and engaged workforce. Operations managers can utilize this KPI to identify trends, address underlying concerns, and implement strategies to promote a healthier and more productive work environment.
Formula: Absenteeism Rate = (Total Scheduled Hours of Absence/Total Scheduled Work Hours) ×100
17. Overtime Hours
Overtime hours refer to the additional hours employees work beyond their regular scheduled work hours. This metric is crucial in understanding human resource utilization and indicates the workload demands on a workforce.
When overtime hours are high, it may signify increased workloads, tight deadlines, or understaffing, potentially leading to concerns about employee burnout, decreased morale, and increased labor costs. On the other hand, low overtime hours suggest efficient workforce management or a period of reduced demand. Operations managers utilize this metric to strike a balance between meeting operational demands and ensuring the well-being and productivity of the workforce.
Formula: Overtime Hours = Total Hours Worked - Scheduled Work Hours
18. Employee Turnover Rate
Employee turnover rate quantifies the percentage of employees who leave a company within a specific timeframe. This metric serves as a key indicator of workforce stability and organizational health.
A high turnover rate may suggest issues such as dissatisfaction, lack of engagement, or inadequate workplace conditions, potentially impacting overall productivity and morale. On the other hand, a low turnover rate typically signifies a stable and content workforce, reflecting positive workplace culture and effective talent management. Operations managers, armed with insights from this metric, can implement targeted strategies to reduce turnover, enhance employee satisfaction, and foster a more resilient and engaged workforce.
Formula: Employee Turnover Rate = (Number of Employees Departed/Average Number of Employees) ×100
19. Employee Efficiency Metrics
Employee efficiency serves as an invaluable KPI for operations managers, providing a comprehensive understanding of workforce productivity. These metrics include:
A high number of deals closed YTD signals a robust and proactive sales effort, showcasing the team’s ability to navigate the sales pipeline and capitalize on opportunities. Conversely, a low number may suggest potential challenges or inefficiencies in the sales process, prompting operations managers to assess and refine sales strategies. Operations managers leverage this KPI to gauge the overall health of the sales function, set realistic targets, and implement targeted improvements to optimize deal conversion rates and, ultimately, drive revenue growth.
21. Customer Churn Rate
Customer churn rate is a critical sales operations KPI that quantifies the percentage of customers who discontinue their relationship with a business within a given period. This metric serves as a key indicator of customer attrition and the overall health of a customer base.
A high churn rate typically suggests issues with customer satisfaction, service quality, or competitive pressures, signaling potential revenue loss. Conversely, a low churn rate indicates a stable and satisfied customer base, reflecting successful customer retention strategies. Operations managers can utilize the churn rate to identify patterns, understand the reasons behind customer departures, and implement targeted measures to enhance customer satisfaction and loyalty.
Formula: Customer Churn Rate = Number of Customers Lost During a Period/Number of Customers at the Start of the Period) ×100
22. Lead-to-Opportunity Ratio
The lead-to-opportunity ratio is a key performance indicator in sales operations to assess the efficiency of converting leads into qualified opportunities. A high lead-to-opportunity ratio suggests a successful lead generation and qualification process, indicating that a substantial percentage of leads are translating into potential revenue-generating opportunities.
Conversely, a low ratio may imply inefficiencies in lead nurturing or qualification, signaling the need for improvements in the sales process to enhance conversion rates. Operations managers in sales can leverage this KPI to refine lead management strategies, optimize marketing efforts, and ensure a streamlined conversion pipeline, ultimately contributing to increased revenue and business success.
Formula: Lear-to-Opportunity Ratio = (Number of Opportunities Created/Number of Leads Generated) ×100
A high lead conversion rate suggests a streamlined and effective sales process, indicating that a significant proportion of leads are progressing through the sales funnel to become valuable customers. On the contrary, a low lead conversion rate may signify inefficiencies or gaps in the sales strategy, prompting operations managers to reassess and optimize their lead management practices. Operations managers can leverage this metric to refine sales strategies, identify areas for improvement, and enhance overall sales performance, ultimately contributing to the company’s bottom line.
Formula: Lead Conversion Rate = (Number of Converted Leads/Total Number of Leads) ×100
IT KPIs For Operations Managers
24. Total Tickets vs Open Tickets
The number of total tickets vs open tickets provides insights into the efficiency of an IT support system. Total tickets represent the overall number of requests or issues raised by users, while open tickets are the subset that remains unresolved or in-progress. In essence, this KPI measures the ratio of resolved or closed tickets to the total number of tickets, offering a snapshot of the IT team’s responsiveness and effectiveness.
A high ratio indicates a swift resolution of issues, suggesting a proficient and agile IT support system. Conversely, a low ratio may signify a backlog of unresolved issues, potential inefficiencies, or challenges in meeting user demands promptly. Operations managers can utilize this KPI to gauge the health of their IT support services, make informed decisions on resource allocation, and ensure that user concerns are addressed in a timely manner, ultimately contributing to enhanced operational efficiency and user satisfaction.
25. Ticket Response Time
The duration it takes for a support team to respond to user-reported issues or service requests is called ticket response time. It serves as a key indicator of the efficiency and effectiveness of an IT support system.
A low response time is generally desirable, as it signifies a prompt acknowledgment of user concerns and a swift initiation of troubleshooting or problem resolution. Conversely, a high response time may indicate delays in addressing user issues, potentially leading to increased user frustration and a negative impact on overall service quality. Operations managers can leverage insights from this KPI to optimize IT support workflows, allocate resources efficiently, and enhance the overall user experience with IT services.
Formula: Ticket Response Time = [(Time of First Response - Time of Ticket Creation)/Number of Tickets]
26. Resolution Rate
Resolution rate is a critical IT operations KPI for operations managers that quantifies the effectiveness of resolving issues or incidents within a specified timeframe. This metric serves as a key performance indicator for IT support teams, measuring their efficiency in addressing and resolving technical challenges.
A high resolution rate signifies a swift and effective response to issues, indicating operational excellence and customer satisfaction. On the other hand, a low resolution rate may suggest inefficiencies in the IT support process. This can potentially lead to prolonged system downtimes and dissatisfied end-users. Operations managers can utilize this metric to gauge the performance of their IT support teams and identify areas for improvement. They can also ensure the smooth functioning of IT operations in alignment with organizational goals.
Formula: Resolution Rate = (Number of Incidents Resolved/Total Number of Incidents Reported) ×100
27. Mean Time to Recover
Mean time to recover quantifies the average time taken to restore a system/service to normal functioning after an incident or outage. It serves as a key performance indicator for operations managers in the IT industry. It also offers valuable insights into the efficiency of incident resolution processes.
A low MTTR indicates a swift and effective response to incidents, minimizing downtime and disruptions to IT services. Conversely, a high MTTR suggests a prolonged recovery process, potentially leading to increased downtime and adverse impacts on productivity. Operations managers use MTTR to assess the effectiveness of incident management, refine response strategies, and ensure timely service restoration. Ultimately, contributing to the resilience and reliability of IT systems within an organization.
Formula: MTTR = Total downtime/Number of Incidents
28. Technology Downtime
Technology downtime is when a system, network, or technology infrastructure is unavailable or not functioning as intended. It is the time when IT services or systems are offline, disrupting normal business operations. This metric is a key indicator of the reliability and resilience of an organization’s technological infrastructure.
A high technology downtime indicates a greater frequency or duration of disruptions. It can potentially lead to decreased productivity, customer dissatisfaction, and financial losses. Conversely, a low technology downtime suggests a more stable and robust IT environment, ensuring seamless business operations. Operations managers can utilize this KPI to pinpoint areas for improvement in IT systems and implement preventive measures. It can also ensure the uninterrupted flow of technology-dependent processes, safeguarding the overall efficiency and reliability of the organization.
Supplier and carrier costs quantify the expenses associated with sourcing materials from suppliers and transporting them through various carriers. It reflects the financial efficiency of the supply chain.
A high score indicates a dependable network, ensuring timely and quality deliveries. On the contrary, a low score may signal disruptions or inconsistencies, prompting operations managers to reassess and potentially diversify their supplier and carrier base. Operations managers can utilize this KPI to identify underperforming partners, negotiate improvements, and ensure a smooth and reliable flow of goods.
31. Inventory Turns and Carrying Costs
Inventory turns and carrying costs represent the number of times inventory is sold or used in a given period and the associated costs of holding that inventory. A high inventory turns value implies efficient inventory management, with goods swiftly transitioning from shelves to customers.
On the flip side, a low value may indicate overstocking, leading to increased carrying costs. Operations managers can utilize these KPIs to refine inventory strategies, minimize holding costs, and enhance overall supply chain efficiency.
Formula: Inventory Turns = Cost of Goods Sold/Average Inventory Value
32. Order Fill and Back Order Rates
Order fill rate measures the percentage of customer orders that are fulfilled completely on the first attempt, while the back order rate tracks the orders that cannot be filled immediately and are delayed.
High order fill rates signify efficiency and customer satisfaction, while high back order rates may indicate inventory shortages or inefficient order processing systems. Operations managers can utilize these KPIs to optimize inventory levels, improve order processing, and enhance customer service.
Formula: Order Fill Rate = Number of Order Filled/ Total Number of Orders
Conversely, a low accuracy rate may lead to order discrepancies and additional costs for corrections. Operations managers can utilize this KPI to identify areas for improvement in warehouse processes, implement training programs, and enhance overall order accuracy.
34. Order Lead Time
Order lead time measures the time it takes from order placement to delivery, encompassing various stages. Short lead times indicate operational efficiency and customer responsiveness, while extended lead times may result in customer dissatisfaction and increased operational costs. Operations managers can utilize this KPIs to streamline processes, optimize workflows, and improve overall supply chain agility.
35. Receiving and Put-Away Cycle Times
Receiving and put-away cycle times evaluate the efficiency of receiving and storing goods upon arrival. Short cycle times indicate streamlined processes, reducing delays in inventory availability.
Prolonged cycle times, on the other hand, may result in operational bottlenecks and increased storage costs. Operations managers can utilize these KPIs to streamline receiving and storage processes, reducing bottlenecks and improving overall warehouse efficiency.
36. Transportation Costs
Transportation costs quantify the expenses associated with moving goods from suppliers to the distribution center and, eventually, to customers. High transportation costs may suggest inefficiencies or suboptimal route planning, impacting overall supply chain profitability. Operations managers can utilize this KPI to optimize transportation routes, negotiate favorable agreements with carriers, and reduce overall distribution expenses.
Formula: Transportation Costs = Cost per Mile x Total Miles Travelled
37. Transportation Delivery(SLA)
Transportation delivery (Service Level Agreement) measures the adherence to agreed-upon delivery timelines. High SLA compliance ensures reliability and customer satisfaction, while low compliance rates may lead to service disruptions and potential damage to customer relationships. Operations managers can utilize this KPI to monitor carrier performance, negotiate improved delivery terms, and ensure the timely arrival of goods.
38. Quote to Cash Cycle Time
Quote to cash cycle time calculates the duration from the initial customer quote to receiving payment. A shorter cycle time indicates a streamlined order-to-payment process, contributing to improved cash flow. Conversely, a prolonged cycle time may result in delayed revenue recognition and increased working capital requirements. Operations managers can utilize this KPI to streamline sales and billing processes, reducing cycle times and improving overall financial performance.
Finance KPIs For Operations Managers
39. Account Receivables Turnover
Accounts receivables turnover is a finance operations KPI that gauges the efficiency of a company in collecting payments from customers. A high turnover indicates a swift conversion of receivables into cash, reflecting strong cash flow and effective credit management.
Formula: Account Receivable Turnover = Net Credit Sales/ Average Accounts Receivable
40. Days Sales Outstanding
Days sales outstanding is a metric that quantifies the average number of days it takes for a company to collect payments after a sale has been made. It serves as a critical finance operations KPI, representing the efficiency of a company’s credit and collection processes.
Formula: Days Sales Outstanding = (Accounts Receivable/ Net Credit Sales) × Number of Days in Period
41. Operating Cash Flow
Operating cash flow is a finance operations KPI that measures the cash generated or used by a company’s core operating activities. It provides insights into a company’s ability to generate cash from its regular business operations. A positive operating cash flow indicates financial health, liquidity, and the capacity to cover operating expenses.
Conversely, a negative operating cash flow may signify liquidity challenges. Operations managers can utilize this KPI to ensure there is sufficient cash to fund ongoing operations, invest in growth opportunities, and meet financial obligations.
Formula: Operating Cash Flow=Net Income+Non-Cash Expenses+Changes in Working Capital
42. Quick Ratio
The quick ratio also known as the acid-test Ratio, is a finance operations KPI that measures a company’s ability to meet its short-term obligations using its most liquid assets. It is a more stringent measure than the current ratio as it excludes inventory from current assets.
A high quick ratio suggests strong liquidity and an ability to cover short-term liabilities promptly. Conversely, a low quick ratio may indicate potential difficulties in meeting short-term obligations. Operations managers can utilize this KPI to assess short-term liquidity and make informed decisions about managing current liabilities.
Formula: Quick Ratio = (Cash + Marketable Securities + Receivables)/ Current Liabilities
43. Accounts Payable Turnover
Accounts payable turnover assesses how efficiently a company manages its accounts payable by measuring the number of times a company pays its average accounts payable during a specific period.
A high turnover suggests effective management of payables and efficient cash flow, while a low turnover may indicate potential liquidity challenges or delayed payments. Operations managers can utilize this KPI to optimize payment processes, negotiate favorable credit terms, and enhance overall financial efficiency.
Formula: Accounts Payable Turnover = Net Credit Purchases/ Average Accounts Payable
44. Cash Conversion Cycle
The cash conversion cycle measures the time it takes for a company to convert its investments in inventory and other resources into cash flow from sales. It reflects the efficiency of a company’s working capital management.
Operating profit margin is a finance operations KPI that measures the profitability of a company’s core operating activities. It is expressed as a percentage and indicates the proportion of revenue that remains as operating profit after deducting operating expenses.
A high operating profit margin suggests operational efficiency and effective cost management, while a low margin may indicate potential challenges in controlling expenses. Operations managers can utilize this KPI to assess the efficiency of core operations, identify cost-saving opportunities, and enhance overall financial performance.
Net profit margin measures the overall profitability of a company by expressing net profit as a percentage of total revenue. It provides insights into a company’s ability to generate profit after all expenses, including taxes and interest.
Formula: Net Profit Margin = (Net Profit/Net Sales) ×100
Manufacturing KPIs For Operations Managers
47. Product Development Costs and Time-to-Market
Product development costs and time-to-market in manufacturing operations KPIs refer to the expenditures incurred and the time taken to bring a new product from conceptualization to market availability. This KPI indicates the efficiency of the product development process, reflecting a company’s innovation speed and cost-effectiveness.
A high value may suggest prolonged development cycles and increased costs, potentially impacting competitiveness. Conversely, a low value signifies swift development and cost control, enhancing market responsiveness. Operations managers can utilize this KPI to streamline innovation processes, optimize resource allocation, and align product releases with market demands.
48. Job Cost and WIP Reporting
Job cost and work-in-progress (WIP) reporting represent the total cost incurred for completing a specific manufacturing job and the ongoing value of work in progress. This KPI indicates the financial efficiency and progress of manufacturing processes, with a high value signaling potential cost overruns or delays.
A low value implies effective cost control and timely job completion. Operations managers can leverage this KPI to manage production costs, improve resource utilization, and optimize workflow.
49. Scrap and Yield Quantities and Costs
Scrap and yield quantities and costs measure the volume of defective or wasted products in comparison to the total produced, along with associated costs. This KPI reflects the efficiency of production processes and product quality.
A high value indicates a high level of waste, which can result in increased costs and reduced profitability. Conversely, a low value signifies efficient production with minimal waste. Operations managers can utilize this KPI to identify areas for quality improvement, optimize production processes, and reduce costs.
50. Manufacturing Labor Efficiency
Manufacturing labor efficiency is a KPI that gauges the productivity of labor in the manufacturing process. This KPI indicates how effectively labor resources are utilized in manufacturing. A high value suggests efficient use of labor, minimizing costs per unit.
Conversely, a low value may indicate inefficiencies, leading to increased labor costs. Operations managers can leverage this KPI to optimize workforce management, identify training needs, and enhance overall production efficiency.
Formula: Manufacturing Labor Efficiency = (Actual Production Output/Standard Production Output) x 100
51. Machine and Resource Throughput
Machine and resource throughput in manufacturing operations KPIs measure the rate at which machines or resources complete tasks within a given time period. This KPI reflects the operational efficiency of machinery and resources.
A high value indicates optimal throughput and resource utilization, contributing to increased productivity. On the contrary, a low value may signal bottlenecks or underutilized resources. Operations managers can use this KPI to identify areas for improvement, allocate resources effectively, and enhance overall production capacity.
52. Production Schedule Attainment
Production schedule attainment is a KPI that assesses the extent to which actual production matches the planned production schedule. This KPI provides insights into operational reliability and adherence to timelines.
A high value suggests a consistent and reliable production schedule, contributing to customer satisfaction. Conversely, a low value may indicate challenges in meeting production targets, potentially affecting customer relationships and order fulfillment. Operations managers can utilize this KPI to optimize production planning, improve resource allocation, and enhance on-time delivery performance.
Formula: Production Schedule Attainment = (Actual Production Output/Planned Production Output) x 100
53. Resource Capacity Utilization
Resource capacity utilization measures the extent to which available resources are utilized in production. This KPI indicates the efficiency of resource allocation and utilization.
A high value suggests optimal utilization, contributing to cost-effectiveness. On the other hand, a low value may indicate underutilized resources, leading to increased per-unit costs. Operations managers can use this KPI to optimize resource allocation, identify areas for improvement, and enhance overall operational efficiency.
Formula: Resource Capacity Utilization = (Actual production Output/Maximum Possible Production Output) x 100
54. Changeover Time
Changeover time is a critical manufacturing operations KPI that measures the time taken to transition from producing one product to another. This KPI indicates the efficiency of changeover processes and the ability to adapt to different production requirements swiftly.
A high value suggests prolonged changeover times, potentially causing production delays and impacting overall efficiency. Conversely, a low value signifies quick and efficient changeovers, enhancing production flexibility. Operations managers can utilize this KPI to optimize production schedules, reduce downtime, and enhance overall operational agility.
55. Overall Equipment Efficiency (OEE)
Overall equipment efficiency is a comprehensive manufacturing operations KPI that assesses the performance, availability, and quality of equipment in the production process. OEE provides a holistic view of equipment effectiveness, with a high value indicating optimal equipment performance.
Conversely, a low value suggests potential areas for improvement, such as increased downtime or reduced production speed. Operations managers can use OEE to identify and address equipment-related inefficiencies, improve maintenance strategies, and enhance overall production effectiveness.
56. Sub-Contractor Performance
Sub-contractor performance is a KPI that evaluates the effectiveness and reliability of subcontractors engaged in the manufacturing process. This KPI indicates the impact of external contributors on overall operational success. A high value signifies dependable subcontractors contributing positively to production.
In contrast, a low value may indicate challenges such as delays or quality issues introduced by subcontractors. Operations managers can utilize this KPI to make informed decisions about subcontractor relationships, optimize supply chain partnerships, and ensure consistent production quality.
57. Capable-to-Promise (CTP)%
Capable-to-promise is a manufacturing operations KPI that evaluates a company’s ability to commit to fulfilling customer orders based on current production capabilities. This KPI indicates how effectively a company can meet customer expectations regarding order fulfillment.
A high CTP% value suggests a robust production system capable of accommodating customer demands. Conversely, a low value may indicate challenges in meeting order commitments, potentially affecting customer satisfaction. Operations managers can leverage this KPI to enhance production planning, optimize inventory levels, and improve customer order fulfillment.
Formula: CTP% = (Available-to-Promise/Total Demand) x 100
Construction KPIs For Operations Managers
58. Safety/Incident Rate
Safety/Incident rate is a crucial construction operations KPI that measures the frequency of safety incidents or accidents on a construction site. This metric is defined as the number of incidents (injuries, accidents, or near misses) per a specific unit of measurement. It is often expressed per 100,000 work hours.
A low safety/incident rate is indicative of a safe work environment, emphasizing the success of safety protocols and measures. Conversely, a high rate may signal potential hazards, prompting operations managers to reassess safety procedures. Operations managers can utilize this KPI to prioritize and enhance safety measures. Also, ensuring the well-being of the workforce and compliance with safety regulations.
59. Request for Information Win Rates
Request for information(RFI) win rates assesses the success of winning contracts or projects after responding to requests for information. A high win rate indicates effective bidding strategies and a competitive edge in the market. While a low rate may signify areas that require improvement. Operations managers can utilize this KPI to refine bidding approaches, better understand market dynamics, and optimize resource allocation.
Formula: Request for Information(RFI) Win Rates = (Number of Projects Won/Total Number of RFIs Submitted) x 100
60. Job Cost, Revenue, and Profitability
Job cost, revenue, and profitability are vital construction operations KPIs that gauge the financial performance of construction projects. The total expenses incurred during a project are job costs, the income generated is the revenue, and profitability is the net profit derived from subtracting costs from revenue.
High job costs relative to revenue can indicate financial inefficiency, while low profitability may signal unsuccessful project management. Operations managers can utilize these metrics to assess project financial health, and identify areas for cost optimization.
61. Quality Defects, Rework Costs and Time, Number of Inspections
Quality defects, rework costs and time, and number of inspections are interconnected construction operations KPIs. They measure the quality and efficiency of construction projects. On one hand quality defects represent deviations from project specifications. While rework costs and time quantify the resources spent on correcting defects. The number of inspections measures how frequently quality checks are conducted.
Low quality defects, rework costs, and inspection frequency indicate efficient project execution. While high values may suggest the need for improved quality control. Operations managers can utilize these KPIs to streamline project processes, enhance quality control, and minimize unnecessary expenditures.
62. Employee Retention
Employee retention measures the percentage of employees who remain with the construction company over a specific period. High employee retention signifies a positive work environment, skilled workforce, and effective management.
Conversely, low retention rates may signal issues with workplace satisfaction or leadership. Operations managers can utilize this KPI to implement strategies for talent retention. They can also foster a positive workplace culture, and address any underlying concerns.
Formula: Employee Retention Rate = (Number of Employee Retained/Total Number of Employees at Start of Period) x 100
63. Labor Efficiency/Utilization
Labor efficiency assesses how effectively labor resources are utilized on a construction project. High labor efficiency indicates optimal resource utilization, while low efficiency may suggest underutilization or inefficiencies in project planning. Operations managers can utilize this KPI to optimize workforce allocation, improve project scheduling, and enhance overall labor productivity.
Subcontractor inventory is a construction operations KPI that evaluates the availability and efficiency of subcontractors for construction projects. It is defined as the number of qualified subcontractors available for hire at any given time.
High subcontractor inventory indicates a robust network of qualified subcontractors, facilitating flexibility in project staffing. On the other hand, a low inventory may lead to delays and increased costs. Operations managers can utilize this KPI to ensure a reliable pool of subcontractors, manage project timelines effectively, and mitigate risks associated with subcontractor availability.
Professional Service KPIs For Operations Managers
65. Average and Realized Bill Rates
Average bill rate represents the average price charged for professional services, while realized bill rate is the actual revenue generated per billable hour. These metrics provide insights into the pricing structure’s effectiveness and how well it aligns with the market. High rates indicate value perception, but if too high, it may lead to client dissatisfaction. Low rates may attract clients, but it could impact profitability.
66. Employee Utilization/Billable Rate
Employee utilization/billable rate gauges the percentage of an employee’s time spent on billable client work. High utilization rates signify efficient resource allocation, but excessive rates may lead to burnout. Low rates suggest underutilization, potentially impacting revenue. Operations managers can optimize team productivity by balancing utilization rates.
67. Billable Revenue Per Resource
Billable revenue per resource measures the average revenue generated per service professional. A high figure indicates efficient resource utilization, while low figures may signify inefficiencies. Operations managers can use this metric to assess team productivity and adjust staffing levels to meet demand.
68. Project Estimate Accuracy
Project estimate accuracy reflects how closely initial project estimates align with the actual effort and cost. High accuracy signifies effective project planning, leading to client satisfaction and profitability. Low accuracy may result in cost overruns and strained client relationships.
69. Project/Service Revenue, Profitability, Deal Size, and Bid-to-Win Ratios
These encompass a suite of metrics evaluating project or service success. Revenue and profitability showcase financial performance, deal size indicates project scale, and bid-to-win ratios highlight the effectiveness of securing new projects. High values across these metrics indicate successful project management and business development.
70. SaaS Contract Metrics (ARR, ACV, and Churn)
Annual recurring revenue (ARR), Annual contract value (ACV), and churn rate are very important metrics for SaaS contracts. ARR and ACV showcase subscription revenue, while Churn measures customer retention. High ARR and ACV are favorable, while low Churn indicates satisfied customers. Operations managers can use these metrics to refine subscription pricing, improve service, and ensure long-term customer relationships.
Formula:
ARR = Monthly Recurring Revenue (MRR) x 12
ACV = Average Monthly Contract Value (MCV) x 12
Churn Rate = (Number of Customers Lost/Total Customers at Start of Period) x 100
From the intricate details of retail operations, such as gross margins and inventory turnover, to the intricacies of human resources, including absenteeism rate and employee turnover, and extending to the critical domains of sales, IT operations, manufacturing, finance, construction and distribution, each KPI paints a distinct picture of efficiency, effectiveness, and overall operational health. These KPIs for operations managers act as instruments, finely tuned to provide insights into the complex landscape of operational facets.
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KPIs (key performance indicators) for an operations manager may include a range of metrics across different areas such as retail, human resources, IT, finance, marketing, sales, distribution, manufacturing, construction, and professional services.
How do you measure operations manager performance?
Operations manager performance can be measured by assessing their effectiveness in achieving key objectives and targets related to the specific KPIs relevant to their role. This involves monitoring and evaluating their contributions to the success of the organization in areas such as cost management, efficiency, employee management, and overall operational excellence. Regular performance reviews, feedback sessions, and data-driven assessments based on KPIs can be used to gauge their effectiveness.
What are KPIs to improve operational performance?
To improve operational performance, organizations can focus on key performance indicators that highlight areas for enhancement and growth. Some overarching KPIs to consider for improving operational performance include retail, human resources, IT, finance, marketing, sales, distribution, manufacturing, construction, and professional services KPIs respectively.
In pursuing greater profitability and scalability, companies know the critical role production plays in transforming raw materials into finished products. However, production is not immune to challenges, ranging from delivery delays to defective units and product returns, which can significantly impact a company’s bottom line.
To tackle these challenges in the manufacturing industry, the role of a production manager is often pivotal, yet the roles and responsibilities can vary significantly across industries. Some companies might integrate this responsibility with an operations manager, while others in the manufacturing sector might have a dedicated position for a production manager. The roles of a production manager might also overlap with quality managers, with their primary responsibilities being managing production, managing schedules, and getting the maximum out of the production floor.
So, which KPIs for production managers are the most critical for the production manager role? To ensure they can keep track of production and maintain records of what is done correctly and incorrectly, a production manager should monitor these 5 specific KPIs for production managers.
Performance KPIs For Production Managers
Performance manufacturing KPIs for production managers include a set of key indicators designed to gauge and enhance the efficiency of the manufacturing process. These metrics serve as quantitative measures that reflect the effectiveness and productivity of the production floor. Within these metrics, three key performance indicators take center stage – production/schedule attainment, changeover time, and takt time. Let’s see what each of these KPIs means and what they indicate.Â
1. Production/Schedule Attainment
Production/Schedule attainment in manufacturing quantifies the extent to which actual production aligns with scheduled production targets. The manufacturing operation’s efficiency and its ability to meet predetermined production levels are measured by this metric.
Formula: Production attainment = (Actual production / scheduled production) x 100
A higher production attainment score signifies superior performance, indicating that the manufacturing process operates in sync with planned schedules. In practical terms, if a company aims to produce 100 units in a given time frame and achieves 95 units, the production attainment would be 95%, showcasing a commendable alignment with production goals. Conversely, a lower production attainment percentage suggests a divergence from scheduled targets, potentially indicating inefficiencies, delays, or challenges within the manufacturing process.
2. Changeover Time
Changeover time represents the duration required to transition a production line from manufacturing one product to another. This time interval encompasses the various tasks involved in the changeover process, such as equipment adjustments, line reconfigurations, and any necessary preparations to ensure optimal production of the new item.
Formula: Average changeover time = Total time to changeover production lines / # of changeovers
A lower average changeover time indicates a streamlined and efficient changeover process, allowing for increased flexibility in responding to shifts in production demands. For instance, if a manufacturing facility undergoes four changeovers with a total time investment of 240 minutes, the average changeover time would be 60 minutes. On the other hand, a high changeover time suggests inefficiencies in the transition process, potentially leading to production delays, increased downtime, and reduced overall operational agility.
3. Takt Time
Takt time is one of the fundamental performance manufacturing KPIs for production managers. It represents the pace at which a product must be completed to meet customer demand.
Formula: Takt time = Total available production time / average customer demand
A low takt time indicates a faster production pace, allowing the manufacturing process to keep up with or even exceed customer demand. This can signify a responsive and efficient production system, ensuring that products are delivered on time. Conversely, a high takt time suggests a slower pace relative to customer demand, potentially leading to production bottlenecks, delays, and an inability to meet market needs promptly.
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Lean manufacturing KPIs for production managers are designed to evaluate the efficiency, productivity, and overall effectiveness of manufacturing processes within the lean manufacturing philosophy. These metrics are instrumental in identifying areas for improvement, minimizing waste, and optimizing resource utilization. Several critical KPIs fall under the umbrella of lean manufacturing metrics, such as cycle time, first pass yield, capacity utilization, machine downtime rate, material yield variance, and overtime rate. Each of them offers unique insights into different aspects of the production system.
4. Cycle Time
Cycle time refers to the average duration it takes to fulfill a customer order, serving as a crucial metric to gauge operational efficiency and customer responsiveness.
Formula: Cycle time = (Time customer received order – time customer placed order) / # total shipped orders
A lower cycle time suggests that the business can rapidly and effectively meet customer demands, reflecting streamlined processes and efficient workflows. For instance, if a company receives an order on Monday at 10:00 AM and delivers the product to the customer on Wednesday at 2:00 PM, with a total of 50 orders shipped, the cycle time would be (Wednesday 2:00 PM – Monday 10:00 AM) / 50, indicating the average time it takes to process and fulfill an order. On the other hand, a high cycle time may signal inefficiencies, potential delays, and a decreased ability to promptly respond to customer requests, which could impact customer satisfaction and competitiveness in the market.
5. First Pass Yield
First pass yield quantifies the proportion of non-defective products successfully manufactured without rework or scrap.
Formula: First pass yield = # of non-defective products excluding rework and scrap / total # of products manufactured
A high first pass yield indicates a robust and reliable manufacturing process, where most products meet quality standards on the initial attempt. This suggests efficiency, cost-effectiveness, and a minimized need for additional resources to rectify defects. Conversely, a low first pass yield suggests potential issues in the manufacturing process, such as inadequate quality control or inconsistencies in production.Â
6. Capacity Utilization
Capacity utilization quantitatively measures how much of a plant’s production capacity is actively utilized within a specific timeframe.
Formula: Capacity utilization = (Total capacity used during specific timeframe / total available production capacity) X 100.
A high capacity utilization percentage indicates that the manufacturing facility is operating efficiently and using its resources optimally. For instance, if a factory with a production capacity of 10,000 units produces 9,000 units monthly, the capacity utilization would be 90%. This suggests that the facility is running close to its maximum potential, leaving little room for additional production without expansion. On the other hand, a low capacity utilization percentage may signal underutilization of resources, inefficient production planning, or excess capacity.
7. Machine Downtime Rate
Machine downtime rate is one of the critical KPIs for production managers in manufacturing that quantifies the proportion of time equipment is unavailable for production due to both planned and unplanned downtime. This metric serves as a key indicator of equipment reliability, operational efficiency, and the effectiveness of maintenance practices.
Formula: Machine downtime rate = Total uptime / total uptime + total downtime
A low machine downtime rate suggests that machinery is consistently available for production, minimizing disruptions and ensuring a smooth workflow. Conversely, a high machine downtime rate signals frequent disruptions, potentially leading to production delays, increased costs, and a compromised production schedule.
8. Material Yield Variance
Material yield variance assesses the difference between the actual amount of material used and the standard amount expected for a given production process. This variance provides insights into the efficiency of material utilization during production.
Formula: Material yield variance = (Actual unit usage – standard unit usage) x standard cost per unit
A high material yield variance indicates that more material is being consumed than the predetermined standard, potentially signaling inefficiencies, waste, or deviations in the manufacturing process. Conversely, a low or negative material yield variance suggests that less material is used than the standard, potentially signaling cost savings and raising questions about quality or adherence to specifications.Â
9. Overtime Rate
Overtime rate measures the proportion of excess hours employees work beyond their regularly scheduled working hours. This metric provides valuable insights into workforce management, labor efficiency, and operational costs.
Formula: Overtime rate = (Overtime hours / total hours worked, including overtime) X 100
A high overtime rate suggests that a significant portion of the workforce is working beyond standard hours, potentially indicating high demand, tight deadlines, or understaffing. While this might signify a committed and flexible workforce, it can also increase labor costs, fatigue, and potential burnout. Conversely, a low overtime rate may suggest effective workforce planning and a balanced workload, contributing to employee well-being and cost control.
Quality KPIs For Production Managers
Quality manufacturing KPIs for production managers are specifically designed to measure and evaluate manufacturing processes’ overall quality and effectiveness. These metrics provide insights into various aspects of the production system, highlighting areas for improvement and ensuring that the final output meets or exceeds quality standards. Several critical KPIs fall under the umbrella, each addressing different facets of the manufacturing quality such as yield, first-time yield, and scrap rate.
10. Yield
Yield in manufacturing quantifies the efficiency of the production process by measuring the overall volume of products manufactured compared to the input of raw materials.
Formula: Yield = (Actual # of products manufactured / theoretical number of maximum possible yield based on raw materials input) X 100
A high yield indicates that the manufacturing process utilizes raw materials effectively, minimizes waste, and maximizes production output. Conversely, a low Yield suggests inefficiencies, waste, or issues in the production process, potentially leading to increased costs and reduced overall productivity.
11. First Time Yield
First time yield is one of the critical quality KPIs for production managers in manufacturing, serving as a key indicator of product quality and the efficiency of production processes. This KPI measures the percentage of non-defective or good units that are released without wasteful rework.
Formula: First time yield = # of non-defective or good units / total # of products manufactured
A high first time yield indicates that most products meet quality standards on the initial attempt, signaling an efficient and reliable manufacturing process. Conversely, a low first time yield suggests that many products require rework or correction, potentially indicating issues with material quality, equipment, or production processes.Â
12. Scrap Rate
Scrap rate quantifies the proportion of discarded materials during the manufacturing process. This metric provides insights into the efficiency of the production process, waste reduction efforts, and the utilization of raw materials.
Formula: Scrap rate = Amount of scrap material produced during a manufacturing job / total materials intake or put into the process
A low scrap rate indicates effective material utilization, minimized waste, and potential cost savings through efficient resource management. Conversely, a high scrap rate suggests inefficiencies, potentially resulting from production errors, equipment malfunctions, or poor-quality materials.
Maintenance KPIs For Production Managers
Maintenance manufacturing KPIs for production managers are designed to evaluate the effectiveness, reliability, and efficiency of maintenance processes within manufacturing operations. These metrics are instrumental in gauging equipment performance, minimizing downtime, and optimizing the maintenance strategy for enhanced productivity. KPIs like mean time between failure, percentage maintenance planned, percentage planned or emergency work orders, unscheduled downtime, downtime analysis, and machine set-up time, collectively fall under the umbrella of maintenance manufacturing metrics.
13. Mean Time Between Failures(MTBF)
MTBF is a crucial metric that calculates the average time a piece of equipment operates between failures. It provides insights into the reliability of production assets and is particularly useful for predicting maintenance needs.
Formula: MTBF = Operating time in hours / # of failures
A high MTBF suggests a reliable and robust system, minimizing disruptions and ensuring continuous production. Conversely, a low MTBF indicates frequent breakdowns, potentially leading to increased maintenance costs and decreased productivity.
14. Percentage Maintenance Planned(PMP)
PMP compares the total hours spent on planned maintenance activities with the overall maintenance time. It indicates the effectiveness of proactive maintenance planning.
Formula: Percentage planned maintenance = (# of planned maintenance hours / # of total maintenance hours) × 100
A higher PMP signifies a well-organized maintenance strategy, reducing unexpected downtime. Conversely, a low PMP may suggest a reactive approach, leading to increased unplanned downtime and potential production disruptions.
15. Percentage Planned or Emergency Work Orders
This metric compares the percentage of planned maintenance work orders versus those that are emergency or unplanned.
Formula: Percentage planned vs. emergency maintenance work orders = (# of planned maintenance hours / # of unplanned maintenance hours) × 100
A higher percentage of planned work orders indicates effective maintenance planning, reducing disruptions and optimizing resources. Conversely, a higher percentage of emergency work orders suggests a reactive approach, potentially leading to increased downtime.
16. Unscheduled Downtime
Unscheduled downtime measures the duration equipment cannot perform as scheduled due to reliability or equipment issues. It reflects the effectiveness of maintenance plans and the impact on production schedules. High unscheduled downtime can result in lost revenue and customer dissatisfaction.
Formula: Unscheduled downtime = Sum of all unscheduled downtime during specified time frame
17. Downtime AnalysisÂ
Downtime analysis is expressed as a ratio, reflecting the time equipment is not operational in relation to its total operating time. This metric is crucial for understanding the overall efficiency of equipment. A higher ratio indicates more downtime, potentially leading to decreased productivity.
Formula: Downtime in proportion to operating time = Total time equipment is down: Total time equipment is in operation
Formula: Machine set-up time = Time required to prepare machine for next run
Efficiency KPIs For Production Managers
Efficiency manufacturing KPIs for production managers are designed to measure and evaluate the effectiveness and productivity of manufacturing processes. These metrics focus on the throughput, work in progress, schedule attainment, and overall equipment effectiveness to ensure optimal performance and resource utilization within a production environment. The KPIs included under efficiency manufacturing metrics are throughput rate, work in process, and overall equipment effectiveness.
19. Throughput Rate
Throughput rate is a key performance indicator measuring the product volume produced within a specified time frame. It provides insights into the efficiency and productivity of a manufacturing process, allowing for analysis and comparison of similar equipment, production lines, or entire manufacturing plants.Â
Formula: Throughput rate = Total number of good units produced / specified time frame
Work in process refers to goods in mid-production or awaiting completion and sale. This metric includes the raw materials, labor, and overhead costs associated with unfinished goods. WIP provides insights into the efficiency of material usage and the value of partially finished goods in production. A high WIP may indicate overproduction or inefficiencies in the production line, while a low WIP suggests efficient use of resources.
Formula: Work in process (WIP) = (Beginning WIP + manufacturing costs) – cost of goods manufactured
21. Overall Equipement Effectiveness(OEE)Â
OEE is a comprehensive metric that assesses the efficiency of equipment and machinery in the manufacturing process, considering factors such as availability, performance, and quality.
Formula: OEE = (Good Count × Ideal Cycle Time) / Planned Production Time
A high OEE indicates optimal equipment utilization and overall effectiveness in production. Conversely, a low OEE suggests potential issues in equipment efficiency, leading to increased downtime or reduced quality.
Conclusion
In conclusion, the role of a production manager is undeniably crucial in navigating the challenges of the manufacturing industry. It also ensures the transformation of raw materials into quality finished products. The multifaceted responsibilities of production managers can overlap with operations and quality managers. Thus, highlights the need for effective monitoring through KPIs. The top 5 KPIs for production managers discussed in this blog are performance, lean, quality, maintenance, and efficiency KPIs. They offer a comprehensive toolkit for production managers to gauge and optimize their operations.
By closely monitoring and optimizing these KPIs, production managers can steer their operations toward greater efficiency, improved quality, and enhanced competitiveness in the dynamic landscape of manufacturing. These KPIs for production managers serve as a compass, guiding them to make data-driven decisions, address challenges proactively, and ultimately contribute to their organizations’ overarching goals of profitability and scalability.
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Which KPIs are most critical for production managers in monitoring and improving efficiency?
The most critical KPIs for production managers revolve around performance, lean, quality, maintenance, and efficiency. Production/schedule attainment, changeover time, and takt time are essential performance KPIs. They offer insights into operational efficiency. While lean KPIs like cycle time and first pass yield focus on waste reduction and resource optimization. Quality KPIs such as yield, first time yield, and scrap rate provide a comprehensive view of product quality. Maintenance KPIs like MTBF and percentage maintenance planned help gauge equipment reliability. And efficiency KPIs like throughput rate and overall equipment effectiveness (OEE) measure productivity and workflow optimization.
How do performance manufacturing KPIs like production/schedule attainment impact a company’s bottom line?
Production/Schedule attainment directly influences a company’s profitability by quantifying the alignment between actual production and scheduled targets. A higher production attainment score indicates superior performance, demonstrating that the manufacturing process operates in sync with planned schedules. This alignment is crucial for meeting production goals efficiently and minimizing delays. Conversely, a lower production attainment percentage suggests inefficiencies, potential delays, and challenges within the manufacturing process, which can adversely impact the bottom line by affecting delivery timelines and customer satisfaction.
How can production managers use lean manufacturing KPIs like cycle time to enhance operational efficiency?
Lean manufacturing KPIs like cycle time play a pivotal role in enhancing operational efficiency. A lower cycle time indicates a streamlined process, allowing for faster response to production demands. Production managers can use cycle time insights to identify bottlenecks, streamline workflows, and improve overall efficiency. Conversely, a high cycle time suggests inefficiencies, potential delays, and a decreased ability to respond promptly to customer requests, impacting operational agility and competitiveness.
A skilled inventory manager is one who carefully balances customer satisfaction with efficient capital management. Inventory managers take on the central role, overseeing the seamless flow of goods, optimizing stock levels, and ensuring the availability of the right products at the right time. Their responsibilities span from managing warehouse operations to refining procurement strategies, all geared towards enhancing the company’s overall performance.
Assessing the effectiveness involves measuring the KPIs for inventory managers, which act as valuable metrics for evaluating the success of inventory-related processes. Precision and efficiency are paramount in inventory management, necessitating to track specific KPIs for inventory managers which can provide insights into various facets of their operations. These metrics not only pinpoint areas for improvement but also empower inventory managers to make informed decisions that positively impact the company’s bottom line.
The inventory turnover rate is one of the sales KPIs for inventory managers that measures the number of times a company’s inventory is sold and replaced over a specific period, usually a year. A high turnover rate indicates that products are selling quickly, which is beneficial for cash flow and minimizing the holding costs of unsold items. Conversely, a low turnover rate suggests slow-moving inventory, tying up capital and potentially leading to obsolescence. This KPI is crucial for an inventory manager as it reflects the efficiency of stock management, helping them adapt strategies to align with market demands and optimize capital usage.
Inventory turnover rate = cost of goods sold / average inventory
2. Days on Hand
Days on hand is a sales KPI that measures the average number of days or weeks it takes to sell the current inventory. A low value signifies quick inventory turnover, which is positive for cash flow and reduces holding costs. On the other hand, a high value may indicate overstocking or slow-moving products, leading to potential obsolescence and tying up capital. These KPIs are vital for an inventory manager as they provide insights into the balance between stock levels and sales velocity, enabling strategic adjustments to align with market demands.
Days of inventory on hand = (average inventory for period / cost of sales for period) x 365
3. Stock to Sales Ratio
The sales KPI for inventory managers that compares the amount of stock on hand to the current sales volume is known as the stock to sales ratio. A high ratio may indicate overstocking, tying up capital, and potentially leading to increased holding costs. A low ratio could suggest potential stockouts, impacting customer satisfaction and sales revenue. For an inventory manager, maintaining an optimal stock to sales ratio is essential for ensuring inventory aligns with sales demand, minimizing holding costs, and maximizing profitability.
Stock to sales ratio = $ inventory value / $ sales value
4. Sell-through Rate
The sell-through rate is responsible for measuring the percentage of available inventory sold during a specific period. A high sell-through rate indicates efficient sales, minimizing the risk of overstocking and reducing holding costs. Conversely, a low sell-through rate may signify slow-moving inventory, potentially leading to obsolescence. This KPI is crucial for an inventory manager as it guides decisions on product promotions, pricing, and inventory replenishment strategies to optimize sales and prevent overstock.
Sell-through rate = (# units sold / # units received) x 100
5. Backorder Rate
This sales KPI for inventory managers measures the percentage of customer orders that cannot be fulfilled immediately due to insufficient stock. A low backorder rate indicates efficient inventory management, enhancing customer satisfaction. Whereas, a high backorder rate may result in lost sales and dissatisfied customers. For an inventory manager, minimizing the backorder rate is crucial for meeting customer demand, retaining business, and optimizing sales revenue.
Backorder Rate = (# delayed orders due to backorders / total # orders placed) x 100
6. Accuracy of Forecast Demand
The accuracy of forecast demand, a sales KPI for inventory managers evaluates how closely the forecasted demand aligns with actual sales. High accuracy suggests effective forecasting, minimizing stockouts and overstock situations. On the other hand, low accuracy may lead to inefficient inventory levels and potential lost sales. This KPI is vital for an inventory manager as it influences purchasing decisions, warehouse operations, and overall inventory optimization, ensuring resources are allocated efficiently.
Accuracy of Forecast Demand = [(actual – forecast) / actual] x 100
The 2025 Digital Transformation Report
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The rate of return measures the percentage of sold items that are returned by customers. A low return rate indicates customer satisfaction and product quality. Conversely, a high return rate may suggest issues with product quality, leading to potential financial losses. For an inventory manager, monitoring the rate of return is crucial for maintaining customer satisfaction, identifying product issues, and implementing corrective measures to optimize sales and minimize returns.
8. Product Sales
Product sales is a sales KPI that represents the total units of a specific product sold within a given period. High product sales indicate strong market demand and successful product positioning and, low product sales may suggest the need for marketing adjustments or potential product obsolescence. This KPI is important for an inventory manager as it informs decisions on inventory replenishment, marketing strategies, and overall product lifecycle management.
9. Revenue per Unit
Revenue per unit calculates the average revenue generated by selling one unit of a product. High revenue per unit suggests effective pricing strategies and profitable product offerings. On the contrary, low revenue per unit may require pricing adjustments or a reevaluation of the product’s market positioning. For an inventory manager, understanding revenue per unit is crucial for optimizing pricing strategies, maximizing profitability, and making informed decisions about product offerings.
Revenue per unit = total revenue for period / average units sold for period
10. Cost per Unit
Cost per unit measures the average cost incurred to produce or purchase one unit of a product. Low cost per unit indicates efficient cost management, contributing to higher profit margins. Conversely, high cost per unit may impact profitability and require cost reduction strategies. For an inventory manager, monitoring cost per unit is essential for optimizing procurement strategies, negotiating with suppliers, and ensuring cost efficiency in the production or purchasing process.
Cost per unit = (fixed costs + variable costs )/ # units produced
11. Gross Margin by Product
Gross margin by product is a sales KPI for inventory managers which calculates the percentage of revenue retained after deducting the cost of goods sold for a specific product. A high gross margin indicates profitability, while a low margin may require a reevaluation of pricing or production costs. This KPI is vital for an inventory manager as it guides decisions on product pricing, procurement strategies, and overall product profitability, contributing to the company’s financial success.
Gross margin = [(net sales – cost of goods sold) / net sales] x 100
12. Gross Margin Return on Investment (GMROI)
Gross margin return on investment (GMROI), a sales KPI for inventory managers, evaluates the profitability of inventory investments by comparing the gross margin to the average inventory investment. A high GMROI indicates efficient use of capital and inventory profitability while a low GMROI may suggest the need for inventory optimization strategies. This KPI is essential for an inventory manager as it guides decisions on inventory investment, product assortment, and overall profitability, maximizing returns on capital employed.
Gross margin return on investment = gross margin / average inventory cost
Warehouse KPIs For Inventory Managers
13. Time to Receive
Time to receive is a warehouse KPIs for inventory managers which measures the average time taken to receive and store incoming inventory. A low time to receive indicates efficient warehouse operations, reducing the time products spend in transit. Conversely, a high time to receive may lead to delays in inventory availability. This KPI is important for an inventory manager as it impacts inventory replenishment speed, reducing the risk of stockouts and optimizing overall operational efficiency.
Time to receive = time for stock validation + time to add stock to records + time to prep stock for storage
14. Put Away Time
Put away time is a warehouse KPI for inventory managers that measures the average time taken to place received inventory into its designated storage location within the warehouse. A low put away time indicates efficient warehouse operations, reducing the time products spend in transition between receiving and storage. On the other hand, a high put away time may lead to delays in making inventory available for order fulfillment. This KPI is vital for inventory managers as it directly impacts the speed at which products become accessible for sale, minimizing the risk of stockouts and optimizing overall warehouse efficiency.
Put away time = total time to stow received stock
15. Supplier Quality Index
The supplier quality index is a warehouse KPI that assesses the quality of products received from suppliers. A high index indicates reliable and high-quality suppliers, reducing the risk of defects and returns. Conversely, a low index may suggest issues with product quality and supplier reliability. This KPI is crucial for an inventory manager as it influences supplier selection, inventory quality, and overall customer satisfaction, ensuring a seamless flow of high-quality products.
Supplier quality index = (material quality x 45%) + (corrective action x 10%) + (prompt reply x 10%) + (delivery quality x 20%) + (quality systems x 5%) + (commercial posture x 10%)
Operational KPIs For Inventory Managers
16. Lost Sales Ratio
The lost sales ratio is an operational KPI for inventory managers that measures the percentage of potential sales lost due to stockouts. A low lost sales ratio indicates effective inventory management, minimizing revenue loss. Whereas, a high ratio suggests the need for inventory optimization to prevent lost sales opportunities. This KPI is vital for an inventory manager as it highlights the impact of stockouts on revenue and guides decisions on inventory replenishment strategies.
Lost sales ratio = (# days product is out of stock / 365) x 100
17. Perfect Order Rate
Perfect order rate evaluates the percentage of orders that are fulfilled without errors. A high perfect order rate indicates efficient order processing and customer satisfaction. On the contrary, a low rate suggests issues with order accuracy, potentially leading to customer dissatisfaction and increased operational costs. This KPI is important for an inventory manager as it reflects the overall effectiveness of order fulfillment processes and guides improvements to enhance customer experience.
Perfect order rate = [(# orders delivered on time / # orders) x (# orders complete / # orders) x (# orders damage free / # orders) x (# orders with accurate documentation / # orders)] x 100
18. Inventory Shrinkage
Inventory shrinkage is an operational KPI for inventory managers that measures the loss of inventory due to theft, damage, or errors. A low shrinkage rate indicates effective security and inventory control measures. Conversely, a high rate suggests vulnerabilities in inventory management, impacting profitability. This KPI is crucial for an inventory manager as it guides decisions on security measures, inventory control, and loss prevention strategies, ensuring the integrity of the inventory.
Inventory shrinkage = ending inventory value – physically counted inventory value
19. Average Inventory
Average inventory calculates the average value of inventory during a specific period. A low average inventory suggests efficient stock turnover and capital usage. Whereas, a high average inventory may indicate overstocking and tie up capital. This KPI is vital for an inventory manager as it provides insights into the balance between stock levels and operational efficiency, guiding decisions on inventory optimization strategies.
Average inventory = (beginning inventory + ending inventory) / 2
20. Inventory Carrying Cost
Inventory carrying cost calculates the total cost of holding and storing inventory. A low carrying cost indicates efficient inventory management, minimizing expenses tied up in unsold stock while, a high carrying cost may suggest the need for inventory optimization to reduce financial impact. This KPI is crucial for an inventory manager as it influences decisions on inventory levels, storage solutions, and overall cost efficiency.
Inventory carrying costs = [(inventory service costs + inventory risk costs + capital cost + storage cost) / total inventory value] x 100
21. Customer Satisfaction Rate
Customer satisfaction rate measures the satisfaction of customers with the company’s products and services. A high satisfaction score indicates positive customer experiences, contributing to brand loyalty and, a low score may suggest areas for improvement to prevent customer dissatisfaction. This KPI is important for an inventory manager as it reflects the impact of inventory management on customer satisfaction, guiding improvements to enhance overall customer experience.
Customer satisfaction score = (# positive responses / # total responses) x 100
22. Fill Rate
Fill rate measures the percentage of customer orders fulfilled from available stock. A high fill rate indicates efficient order fulfillment, enhancing customer satisfaction. Conversely, a low fill rate may lead to backorders and customer dissatisfaction. This KPI is vital for an inventory manager as it guides decisions on inventory levels, order processing efficiency, and overall customer service improvement.
Fill rate = [(# total items – # shipped items) / # total items] x 100
23. Gross Margin Percent
Gross margin percent calculates the percentage of revenue retained after deducting the cost of goods sold. A high gross margin percentage indicates profitability, while a low margin may require adjustments to pricing or cost reduction strategies. This KPI is crucial for an inventory manager as it guides decisions on pricing strategies, procurement efficiency, and overall profitability, contributing to the financial success of the company.
Gross margin percent = [(total revenue – cost of goods sold) / total revenue] x 100
24. Order Cycle Time
Order cycle time measures the average time taken to fulfill a customer order from initiation to delivery. A low order cycle time indicates efficient order processing and quick delivery, enhancing customer satisfaction. Conversely, a high cycle time may lead to delays and customer dissatisfaction. This KPI is important for an inventory manager as it guides improvements in order processing efficiency, reducing lead times and optimizing overall operational performance.
Order cycle time = (time customer received order – time customer placed order) / # total shipped orders
25. Stock-Outs
Stock-outs measure instances where products are not available when customers demand them. A low occurrence of stockouts indicates effective inventory management, minimizing revenue loss and customer dissatisfaction. On the other hand, frequent stockouts may suggest issues with inventory optimization strategies. This KPI is vital for an inventory manager as it reflects the impact of inventory availability on customer satisfaction and guides decisions on inventory replenishment strategies.
Stock-outs = (# items out of stock / # items shipped) x 100
26. Service Level
Service level measures the percentage of customer demand that a company can fulfill. A high service level indicates effective inventory management, meeting customer demand, and enhancing satisfaction while a low service level may lead to lost sales and dissatisfaction. This KPI is crucial for an inventory manager as it guides decisions on inventory levels, order fulfillment strategies, and overall customer service improvement.
Service level = (# orders delivered / # orders received) x 100
27. Lead Time
Lead time measures the time taken from placing an order to receiving the inventory. A low lead time indicates efficient supply chain operations and quick product availability. Conversely, a high lead time may lead to delays in order fulfillment and potential stockouts. This KPI is important for an inventory manager as it guides decisions on supplier relationships, order planning, and overall supply chain efficiency.
Lead time = order process time + production lead time + delivery lead time
28. Dead Stock/Spoilage
Dead stock/spoilage measures the percentage of inventory that has become obsolete or spoiled. A low dead stock/spoilage rate indicates effective inventory management and minimizes financial losses. Whereas, a high rate may suggest issues with product demand forecasting or storage conditions. This KPI is vital for an inventory manager as it guides decisions on inventory levels, product lifecycle management, and overall inventory optimization.
Dead/spoiled stock = (amount of unsellable stock in period / amount of available stock in period) x 100
29. Available Inventory Accuracy
Available inventory accuracy measures the precision of inventory records in reflecting the actual available stock. High accuracy ensures reliable inventory information for decision-making while low accuracy may lead to errors in order fulfillment and operational inefficiencies. This KPI is crucial for an inventory manager as it guides decisions on inventory tracking systems, technology investments, and overall data accuracy, ensuring reliable information for optimal inventory management.
Available inventory accuracy = (# counted items that match record / # counted items) x 100
30. Internal WMS Efficiency
Internal WMS efficiency measures the effectiveness and accuracy of the internal warehouse management system. High efficiency ensures smooth warehouse operations and accurate inventory tracking. Conversely, low efficiency may lead to errors in order fulfillment and operational disruptions. This KPI is important for an inventory manager as it guides decisions on technology investments, system optimizations, and overall warehouse management, enhancing operational efficiency.
Internal WMS efficiency (ROI) = (gain on investment – cost of investment) / cost of investment
Conclusion
In conclusion, mastering the art of effective inventory management is essential for businesses. Skilled inventory managers play a central role in achieving this delicate balance between customer satisfaction and capital efficiency. The intricate responsibilities they shoulder, from overseeing seamless product flow to optimizing stock levels, contribute significantly to a company’s overall success.
Assessing the effectiveness of inventory management involves delving into KPIs for inventory managers. These are indispensable metrics that serve as a compass for evaluating the triumphs of inventory-related processes. These metrics serve not only to pinpoint areas for improvement but also to empower inventory managers with informed decision-making capabilities. Thus, ultimately influencing the company’s bottom line positively.
This blog has delved into the top 30 KPIs for inventory managers, categorized into three main dimensions: sales KPIs, receiving/warehouse KPIs, and operational KPIs. By comprehending and strategically leveraging these metrics, inventory managers can navigate the intricate landscape of inventory management. They can streamline processes, elevate customer satisfaction, and contribute substantially to the holistic success of the company.
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Why is the inventory turnover rate important for an inventory manager?
The inventory turnover rate is a crucial sales KPI for inventory managers as it measures the number of times a company’s inventory is sold and replaced over a specific period. A high turnover rate indicates efficient stock management, benefiting cash flow and minimizing holding costs. Conversely, a low turnover rate suggests slow-moving inventory, tying up capital. This KPI helps inventory managers adapt strategies to align with market demands and optimize capital usage.
What does the lost sales ratio indicate, and why is it important for inventory managers?
The lost sales ratio is an operational KPI that measures the percentage of potential sales lost due to stockouts. A low ratio indicates effective inventory management, minimizing revenue loss. A high ratio suggests the need for inventory optimization to prevent lost sales opportunities. This KPI is vital for inventory managers as it highlights the impact of stockouts on revenue and guides decisions on inventory replenishment strategies.
How does internal WMS efficiency (ROI) contribute to effective inventory management?
Internal WMS efficiency measures the effectiveness and accuracy of the internal warehouse management system. High efficiency ensures smooth warehouse operations and accurate inventory tracking. This KPI is important for inventory managers as it guides decisions on technology investments, system optimizations, and overall warehouse management, enhancing operational efficiency and contributing to effective inventory management.
 
 
