KPI Depot takes you from KPI intelligence to finished deliverable. Consultants, strategy teams, FP&A leaders, and analytics teams use it to answer the two hardest questions in performance management, what to measure and what the target should be, and then to produce the scorecard itself.
The difference is intelligence, not just data. Anyone can list metrics. Every KPI in KPI Depot carries 13 practical attributes, from formula and measurement approach to diagnostic questions, risk warnings, and Balanced Scorecard perspective, across 15 corporate functions and 153 industries. And every target you set is grounded in our database of 34,304 source-attributed benchmarks, each detailing metric value, company size, time period, industry, geography, sample size, and source. Benchmark data at this scale is otherwise the domain of research services costing thousands to hundreds of thousands of dollars per year.
When your metrics are selected, KPI Depot finishes the job: export an interactive Strategy Map, a Balanced Scorecard with formulas and tracking columns, or a CSV KPI pack, and go from research to working deliverable in hours instead of weeks.
Formerly the Flevy KPI Library, KPI Depot is trusted by teams at organizations including Accenture, EY, IBM, PepsiCo, Samsung, and Vodafone.
Got a question? Email us at [email protected].
FAQs about On-Time Delivery (OTD)
What is considered a good OTD rate?
An OTD rate above 95% is generally considered excellent, indicating strong operational capabilities. Rates between 85% and 94% are acceptable, but there is room for improvement.
How can OTD impact customer satisfaction?
High OTD rates enhance customer satisfaction by meeting delivery expectations. When customers receive their orders on time, they are more likely to return for future purchases.
What tools can help improve OTD?
Advanced analytics and real-time tracking systems are essential for improving OTD. These tools provide insights into delivery performance and help identify areas for operational improvement.
How often should OTD be reviewed?
Regular reviews of OTD should occur at least monthly. More frequent assessments may be necessary for fast-paced industries or during peak seasons.
Can OTD affect cash flow?
Yes, timely deliveries can improve cash flow by ensuring that revenue is recognized promptly. Delays in delivery can lead to postponed payments and strained financial health.
What role does supplier performance play in OTD?
Supplier performance is critical to OTD, as delays in sourcing materials can directly impact delivery timelines. Strong supplier relationships and performance monitoring are essential for maintaining high OTD rates.
Each KPI in our knowledge base includes 13 attributes.
KPI Definition
A clear explanation of what the KPI measures
Potential Business Insights
The typical business insights we expect to gain through the tracking of this KPI
Measurement Approach
An outline of the approach or process followed to measure this KPI
Standard Formula
The standard formula organizations use to calculate this KPI
Trend Analysis
Insights into how the KPI tends to evolve over time and what trends could indicate positive or negative performance shifts
Diagnostic Questions
Questions to ask to better understand your current position is for the KPI and how it can improve
Actionable Tips
Practical, actionable tips for improving the KPI, which might involve operational changes, strategic shifts, or tactical actions
Visualization Suggestions
Recommended charts or graphs that best represent the trends and patterns around the KPI for more effective reporting and decision-making
Risk Warnings
Potential risks or warnings signs that could indicate underlying issues that require immediate attention
Tools & Technologies
Suggested tools, technologies, and software that can help in tracking and analyzing the KPI more effectively
Integration Points
How the KPI can be integrated with other business systems and processes for holistic strategic performance management
Change Impact
Explanation of how changes in the KPI can impact other KPIs and what kind of changes can be expected
BSC Perspective
NEW Mapping to a Balanced Scorecard perspective (financial, customer, internal process, learning & growth)
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