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Key Performance Indicator (KPIs) Examples Available on KnowledgeLeader |
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This page contains an updated list of the most popular examples of key performance indicators (KPIs) available on KnowledgeLeader. These key performance indicators are provided in downloadable format so they can be repurposed for use in your organization.
We offer over 50 examples of KPIs that will help you measure how effectively your organization is achieving key business objectives and evaluate your success at reaching targets. Our examples of KPIs provide key objectives for a variety of business processes, the outcome measures associated with each objective, and the activity measures that drive each outcome measure.
Check out some of KnowledgeLeader's most popular examples of KPIs below. For a full list of available items, visit our KPIs content area.
Accounting KPIs | Financial KPIs | Human Resources KPIs | Internal Audit KPIs | IT KPIs | Sales & Marketing KPIs
 | Accounts Payable Process Key Performance Indicators (KPIs)
The accounts payable function facilitates the payments for goods provided and services rendered by vendors. Activities include: setting up approved vendors, entering authorized/approved invoices, accruing when necessary, cutting checks to vendors, obtaining appropriate approvals, and mailing checks.
This benchmarking tool focuses on key performance indicators (KPIs) for the accounts payable process. |
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 | Process Accounts Receivable, Credit and Collections Key Performance Indicators (KPIs)
An effective business process is built on a set of well-defined and clearly-stated business objectives. These key objectives articulate the ideal performance results that the company expects from that process. To monitor a business process so that it stays focused on reaching the key objectives, the company chooses appropriate key performance measures.
This benchmarking tool outlines key objectives for processing accounts receivable, credit, and collections; the outcome measures associated with each objective; and the activity measures that drive each outcome measure. A link connects each outcome measure with its corresponding formula and an analysis of this formula. |
 | Business Process Key Performance Indicators (KPIs)
In order for an organization to achieve a truly optimized state of maturity, it should be continually evaluating its performance and effectiveness in certain key areas. In developing a key performance indicator (“KPI”) scorecard, it is important to select metrics that are based on the objectives of the function. Upon the identification of departmental or process objectives, KPIs can be selected that help the function determine whether it is meeting its objectives.
This template provides examples of performance measures for the following business processes: accounts payable; accounts receivable; billing; close the books; finance and accounting; and travel and entertainment. |
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 | Warranty and Claims Key Performance Indicators (KPIs)
This benchmarking tool collects data about how a company handles warranties and claims from both an accounting/financial perspective and an operational perspective. An assessment of these results can help in effectively managing the warranty and claims process, which can result in significant costs savings, increased customer satisfaction, and improved products and services, all of which translate into competitive advantage.
Key performance measures include: warranty and claims cost as a percentage of total sales; percentage of product vs. administration costs; warranty and claims cost components; warranty and claims historic cost trends; warranty and claims systems sophistication; etc. |
 | Fraud Indicators: Financial Performance Key Performance Indicators (KPIs)
This benchmarking tool outlines different types of fraud and their respective key financial performance indicators.
It summarizes some of the “red flags” within an entity’s financial performance that indicate the potential existence of embezzlement, financial statement fraud and other illegal acts (e.g., bribery, kickbacks, price-fixing, etc.). Some of these events have a direct impact on the financial statements of a company involved. Others may have an indirect impact because of fines, penalties and market impacts that may result from fraud and illegal acts. In evaluating financial performance, normal audit techniques can also be supplemented by looking for items that fail fraud-finding tests (i.e. follow the cash, etc.). |
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 | Financial Instrument Risk Key Performance Indicators (KPIs)
This benchmarking tool focuses on the risks inherent in the electronic trading of financial instruments. Specifically, it is concerned with the risk of not attaining successful trades due to the properties of the financial instruments themselves. Financial instruments include debt securities, equity securities, insurance policies, interests in a partnership, trust or estate of a deceased individual, etc. Failure of management of financial instruments can result in loss of customer trust, inability to settle trades on timely basis, and fraudulent trading.
This KPI tool describes financial instrument risk and outlines business risks related to financial instruments, leading practices and questions to consider. |
 | External Financial Information Key Performance Indicators (KPIs)
To monitor a business process so that it reaches its key objectives, a company chooses appropriate performance measures. Thus, to build and continually improve an effective business process, a company establishes: key objectives to articulate the performance results the company expects from the business process; outcome measures to determine whether the company has reached the key objectives, and activity measures to monitor the performance of those activities that are instrumental in reaching the key objectives.
This benchmarking tool focuses on the key objectives for providing external financial information, the outcome measures associated with each objective, and the activity measures that drive each outcome measure. |
 | Human Resources Risk Key Performance Indicators (KPIs)
With the majority of qualified and desirable applicants using the internet to research job opportunities, companies have moved recruiting practices online. Risks that might arise include: compliance with equal opportunity statutes, efficient use of internal resources, proper screening, accurate information, and creating effective presentations. Failure to manage online recruiting risks can create: poor customer service due to understaffing, missed opportunities in the competitive marketplace due to delays in product development, damage to brand and reputation, decreased stock price, etc.
This benchmarking tool outlines the federal laws and business risks related to human resources and shares best practices and questions to consider. |
 | Manage Improvement and Change Key Performance Indicators (KPIs)
When a company is planning transitions to change, companies that apply leading practices broaden their perspectives, think innovatively and recognize employee reactions early to offset the inevitable tension that comes with any change initiative.
This benchmarking tool discusses the following practices used by leading companies: establish a vision that instills purpose, interest and enthusiasm; promote continuous communication and feedback at all levels; build strong leadership to set appropriate direction; reward progress through each phase of the transition; and regularly monitor results through a performance measurement system. |
 | Measure Organizational Performance Key Performance Indicators (KPIs)
In today's climate of market uncertainty, companies are not likely to thrive with anything less than a highly focused measurement system. To answer the inevitable "How are we doing?", an organization must have measures in place to ensure that performance improvements are actually materializing.
Leading companies use measures to communicate goals to staff, to identify early warning signals of problems, and to decide what corrective actions are needed. By providing timely and comprehensive performance information, managers may pinpoint the root cause of problems more quickly, set standards and targets, and better assess strategic value and effectiveness.
Along these lines, forward-thinking leaders establish performance measurement as a dynamic system, poised to transform their companies into lean, more customer-responsive operations. This benchmarking tool focuses on the key performance indicators (KPIs) for organizational performance metrics. |
 | Internal Audit Performance Measures Key Performance Indicators (KPIs)
An effective business process is built on a set of well-defined and clearly stated business objectives. To build and continually improve an effective business process, a company establishes: key objectives to articulate the performance results the company expects from the business process, outcome measures to determine whether the company has reached the key objectives, and activity measures to monitor the performance of instrumental activities.
This benchmarking tool outlines key objectives for conducting internal audits, the outcome measures associated with each objective, and the activity measures that drive each outcome measure. A link connects each outcome measure with its corresponding formula and analysis. |
 | Internal Audit Department Key Performance Indicators (KPIs)
This benchmarking tool outlines key performance metrics that are used for assessing audit functions, the outcome measures associated with each metric, and the activity measures that drive each outcome metric.
An effective business process is built on a set of well-defined and clearly stated business objectives. Key objectives articulate the ideal performance results that the company expects from that process. To monitor a business process so that it stays focused on reaching the key objectives, the company chooses appropriate performance measures. |
 | IT Performance Risk Key Performance Indicators (KPIs)
IT performance risk is the risk that a company’s IT infrastructure will be unable to perform at required levels due to inferior internal operating practices, technology and/or external relationships that threaten the demand for the organization's products or services. If an organization cannot scale its systems to handle peak loads, end users may become aggravated and not visit the system again, leading to negative images within the organization or in the external marketplace. End users not only look for availability, but they also demand excellent performance.
This benchmarking tool describes the business risks related to IT performance and IT performance measures and includes questions for risk evaluation. |
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 | System Design Risk Key Performance Indicators (KPIs)
In successful systems design, three main components must be considered and managed effectively: quality, timeliness and cost-effectiveness. Failure to manage design risk can lead to loss of or failure to attain consumer and customer interest (externally facing systems); underutilization of the business system due to lack of interest; ineffective fraud awareness and management controls; ineffective representation of the brand, possibly damaging the business’s reputation; etc.
This IT key performance indicator example describes design risk and system design, shares business risks related to system design, suggests leading practices, and provides questions for evaluation. |
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 | Enterprise Security Key Performance Indicators (KPIs)
The purpose of this benchmarking tool is to encourage dialog and help an organization assess the state of its network security. Areas included in this review include security policies and procedures, organizational structure, security architecture, internal network security, host vulnerability assessment, and incident response.
This IT key performance indicator example reviews the network security for a university, but it can be modified to fit any organization’s structure and needs. Sample benchmarking questions include: Would you characterize the information technology (IT) environment as centralized or decentralized? Do the various departments have their own IT staff? Who is ultimately responsible for IT? |
 | Pricing Risk Key Performance Indicators (KPIs)
When setting prices, an organization must consider a wide variety of financial market factors. These factors may include interest rates, currencies, equities and financial instruments. Each one of these factors may negatively or positively impact pricing levels that organizations assign to their products or services. In addition, a company must also consider competitor pricing. Without the appropriate pricing methodology and strategy for products and services, organizations may experience declines in customers and sales.
This KPI example describes pricing risk and outlines business risks related to pricing, best practices and questions to consider. |
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 | Warehouse and Storage Key Performance Indicators (KPIs)
Leading practices companies have been quick to identify the warehouse as a key link in the supply chain and, hence, an opportunity to add value both in terms of enhancing product customization and improving customer service. In fact, many companies view the warehousing phase as a last chance to satisfy the ever-growing customer demands for newer products and faster delivery. As a result, leading practices companies today are making concerted efforts to redefine their warehouses from passive storage facilities to active agents of supply chain efficiency–specifically, as centers for product transformation and flow-through distribution.
This KPI example outlines leading practices and key performance indicators for the warehouse and storage process. |
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