Part 1 · Functional Maturity (40% of total)
Finance & Banking Financials + Banking Weight 18
Key management metrics: Days to close · Auto bank reconciliation rate · Overdue AR / bad debt rate · Budget variance · Reporting turnaround
L1
Manual bookkeeping, overtime at month end to close, fully manual reconciliation, reports pieced together in Excel
L2
Standalone accounting software, but finance and operations keep two sets of data; vouchers and reconciliation done by hand
L3
Sales and purchasing documents post automatically, finance and operations integrated, closing and reconciliation done in the system
L4
Real-time dashboards for aging, cash flow and budget; over-budget spend triggers alerts
L5
Invoice OCR auto-posting, automatic reminders for collections and closing, automatic FX revaluation
Scoring reference data: Actual time to close each month, whether reconciliation is manual or system-driven, share of overdue receivables, whether over-budget spend triggers alerts.
Sales & Customers Sales A/R + CRM Weight 15
Key management metrics: Win rate / conversion · Quote-to-order cycle · Customer credit overdue rate · Customer concentration · Deal gross margin
L1
Opportunities live in personal notes, quotes calculated by hand, customer data scattered
L2
A CRM or ledger exists, but it is not connected to orders, inventory or finance
L3
Quote to order to delivery to invoice fully connected, with a unified customer master
L4
Real-time analysis of funnel, win rate and customer contribution; pricing and credit follow policy
L5
Sales forecast assistance, automatic blocks when credit is exceeded, automatic follow-up reminders
Scoring reference data: Whether opportunities and win rates are tracked, average days from quote to order, number of customers over credit limits, whether customer data is unified.
Inventory & Distribution Inventory + WMS Weight 15
Key management metrics: Inventory turnover · Count variance rate · Slow-moving stock share · On-time shipment rate · Batch traceability
L1
Manual ledgers, books rarely match reality, stocktakes mean halting operations to count
L2
Inventory software exists, but costing and batch tracing are weak
L3
Multi-warehouse, bins, transfers, batch and serial numbers managed in one system
L4
Real-time inventory, turnover and slow-moving analysis online; cycle counting is routine
L5
Automatic stock-level alerts, FIFO-based picking suggestions
Scoring reference data: Whether book and physical stock match, count variance rate, inventory turnover, value of slow-moving stock, whether batches and serial numbers are traceable.
Purchasing & Payables Purchasing A/P Weight 15
Key management metrics: Purchasing cycle · Three-way match rate · Supplier on-time delivery · Purchasing cost savings · Purchase suggestion adoption
L1
Ordering by experience over phone and email, invoices checked by hand
L2
Purchasing software exists, but receiving, payment and inventory each run separately
L3
Request to PO to receipt to invoice connected, with automatic three-way matching
L4
Supplier performance, purchasing cost and price comparison analyzable; multi-level approvals online
L5
System-generated purchase suggestions, automatic alerts for shortages and price overruns
Scoring reference data: Time from purchase request to receipt, whether the three documents (PO / goods receipt / invoice) match automatically, supplier on-time delivery statistics.
Production & Planning Production + MRP Weight 15
Key management metrics: On-time completion rate · Material availability rate · Manufacturing cost variance · Capacity utilization · Scrap and rework rate
L1
Scheduling on paper and experience, progress reported by word of mouth
L2
Production software exists, but disconnected from inventory, purchasing and costing
L3
Production orders, material issues, completions and costing run closed-loop in the system
L4
Real-time analysis of production progress, capacity and manufacturing cost
L5
Auto-generated production plans, automatic availability checks, line-stop risk alerts
Scoring reference data: How scheduling is done, how production progress is captured, material availability rate, whether manufacturing costs are accurately calculated.
Projects & Resources Project + Resources Weight 12
Key management metrics: On-time delivery rate · Project margin · Billable hours share · Budget variance · Resource utilization
L1
Progress and cost live in Excel and memory; hours are not logged
L2
Project software exists, but cost, hours and billing are disconnected from finance
L3
WBS, milestones, cost and hours unified in the system
L4
Real-time analysis of project profit, budget variance and resource utilization
L5
Hours billed automatically; overruns and delays trigger alerts
Scoring reference data: How project progress and cost are recorded, whether hours are logged and billed, whether each project has its own profit and loss.
Access Control & Security Administration Weight 10
Key management metrics: Role permission granularity · Data ownership coverage · Online approval rate · Change traceability on key documents · License / compliance control
L1
Almost no separation of permissions, anyone can edit or delete key documents, approvals are verbal, no change log
L2
Basic accounts and permissions, but coarse-grained; no data ownership; approvals signed offline after the fact
L3
Function and data permissions assigned by role, key documents go through system approvals, critical actions leave a trail
L4
Data ownership down to person or department, multi-level approvals and authorization policies in place, change logs auditable
L5
Permissions adjust automatically with the organization, unauthorized access triggers alerts, license and compliance expiries auto-remind
Scoring reference data: Whether permissions follow roles, whether documents can be changed or deleted at will, whether approvals run in the system, whether changes leave a trail, whether someone owns licenses and compliance.
Part 2 · End-to-End Process Alignment (APQC PCF · 35% of total)
Cross-Domain Process Alignment Each item 0–5 · measures whether the "seams" between functions are connected
No single department can compute these metrics; they only emerge when multiple domains work together. This is the real watershed between "process integration" and "data-driven". Each question comes with its own scoring reference below, no need to scroll back.
P1 Order to Cash (O2C)
Chain: Quote → Order → Delivery → Invoice → Collection · PCF 3.0 → 4.0 → 9.0 · Domains: Sales + Inventory/Shipping + Finance
The full cycle from customer order to cash received: how smooth delivery and collection really are.
0
1
2
3
4
5
0–1 Cannot measure
Orders, shipments and collections are recorded separately; nobody can say how long an order takes from placement to payment.2–3 Partly connected
Each step has timestamps, but across systems; someone has to stitch them together to see the full cycle.4–5 Automated, real time
The system links order, delivery and collection timestamps automatically; the O2C cycle is visible in real time and traceable to the bottleneck step.P2 Procure to Pay (P2P)
Chain: Request → PO → Receipt → Invoice → Payment · PCF 4.0 → 9.0 · Domains: Purchasing + Receiving + Accounts Payable
The full cycle from purchase need to payment: how efficient supply chain and payment control are.
0
1
2
3
4
5
0–1 Cannot measure
Purchasing, receiving and payment each run separately; the payment cycle lives in people’s memory and early-payment discounts are often missed.2–3 Partly connected
Traceable, but only by manually matching POs, goods receipts and payment records; always lagging.4–5 Automated, real time
The system connects request, receipt and payment end to end; the P2P cycle and early-payment discount opportunities are visible in real time.P3 Plan to Produce
Chain: Demand → MRP → Scheduling → Availability → Completion → Receipt · PCF 4.0 · Domains: Sales/Demand + MRP + Production + Inventory
Whether you can get materials ready and deliver on time once demand lands: production-sales alignment and shortage/overstock control.
0
1
2
3
4
5
0–1 Cannot measure
After an order lands, people estimate material readiness from experience; shortages often stop lines or delay delivery.2–3 Partly connected
MRP exists but is loosely linked to production and inventory; availability is checked by hand.4–5 Automated, real time
Demand, MRP, production and inventory are linked automatically; availability and shortage risks are flagged by the system.P4 Record to Report (R2R)
Chain: Posting → Reconciliation → Close → Consolidated reporting · PCF 9.0 · Domains: All business domains + Finance
The full cycle from business event to trusted reports: the ultimate test of the finance loop and data consistency.
0
1
2
3
4
5
0–1 Cannot measure
Business data is summarized and keyed into finance at month end; closing drags on; multi-entity consolidation is pieced together in Excel.2–3 Partly connected
Most documents post automatically, but manual adjustments and cross-system checks remain; reports lag behind.4–5 Automated, real time
Transactions post as they happen; closing, reconciliation and multi-entity consolidation close the loop in the system; reports are available anytime with consistent definitions.P5 Cash Conversion Cycle (CCC)
Chain: AR aging + Inventory turnover − AP terms · Outcome KPI · spans everything · Domains: Finance + Inventory + Purchasing + Sales
How long it takes one dollar to come back after it goes out: the most direct measure of tied-up capital.
0
1
2
3
4
5
0–1 Cannot measure
AR aging, inventory turnover and AP terms sit in different sheets and systems; assembling them is manual and nobody watches them routinely.2–3 Partly connected
Computable, but finance compiles the three pieces by hand at month end; numbers lag and definitions rarely line up, so by the time you see it, it is history.4–5 Automated, real time
The system computes cash conversion days in real time, drillable by customer or product line; a capital-efficiency lever management watches daily.Part 3 · Digital Capability (Amplifier · 25% of total)
These three sit at the top of the maturity curve and amplify the value of the first two parts. Note: the digital score is constrained by a "dependency gate"; it will not exceed your process alignment score (without connected data, prediction and AI cannot land).
BI & Analytics Gartner analytics ladder: descriptive → diagnostic → predictive → prescriptive
Key management metrics: Real-time KPI visibility · Decision data latency · Self-service reporting share · Mobile decision coverage · Cross-domain analysis
L1
Getting data means asking someone to export and merge it by hand; days of waiting and clashing definitions
L2
Each system prints its own reports; cross-system analysis means manual consolidation
L3
Business data centralized; standard reports available (descriptive)
L4
Interactive dashboards, real-time KPIs, drill-down, mobile access anytime (diagnostic)
L5
Real-time analysis at scale plus predictive and prescriptive analytics for forward-looking decisions
AI & Automation Fully manual → rules → workflow/RPA → predictive → generative
Key management metrics: Auto document processing rate · Exception alert coverage · Manual entry hours saved · Process automation coverage
L1
Almost everything is manual; people watch processes and people spot problems
L2
Scattered automation (import templates, etc.), not systematic
L3
Key approvals and notifications flow automatically inside the system
L4
Automatic alerts for exceptions and deadlines, covering the main risk points
L5
Invoice OCR auto-posting, low-code process automation, generative AI extensions
Platform & Deployment Silos → integration → open platform → cloud/elastic
Key management metrics: Integration level (number of silos) · Extensibility · Multi-device coverage · Local compliance · On-demand scaling
L1
Systems run in isolation; data is moved by manual export
L2
A main system exists, but integration relies on custom interfaces and extension is hard
L3
Core business runs on one platform with standard interfaces
L4
Open APIs/SDK, consistent experience across devices
L5
Platform-level ecosystem integration, vertical extensions, multi-country multi-language scaling with the business