SC/Logistics KPI Library
Last updated: 2026-04-30 | Total KPIs: 14
Quick filter: [[#Intralogistics]] | [[#Transportation]] | [[#Inventory]] | [[#Procurement]] | [[#Customer Service]] | [[#Financial]]
Benchmark tiers: BIC = best-in-class | Med = median | Target = design or program target | Ceiling = upper design limit
Use /kpi-library [filter] to query. Use /kpi-library add to add a new entry. Use /kpi-library build to rebuild from wiki.
Intralogistics
Section titled “Intralogistics”| KPI | Formula | Unit | Med | BIC | Source | Related |
|---|---|---|---|---|---|---|
| Dock-to-Stock Time | Storage completion timestamp − Receiving scan timestamp | hr | 8–12 | 2–4 (with ASN/EDI 856) | WERC | Inbound & Receiving |
| Order Cycle Time | Ship timestamp − Order receipt timestamp | hr | 24 | <6 | WERC 2025 | Warehouse KPIs |
Accuracy
Section titled “Accuracy”| KPI | Formula | Unit | Med | BIC | Source | Related |
|---|---|---|---|---|---|---|
| On-Time Shipment | (Orders shipped on or before promised date ÷ Total orders shipped) × 100 | % | 94 | ≥99 | WERC | Warehouse KPIs |
| Order Accuracy | (Orders shipped without error ÷ Total orders shipped) × 100 | % | 99.0 | ≥99.9 | WERC | Warehouse KPIs |
| Pick Accuracy | (Lines picked without error ÷ Total lines picked) × 100 | % | 99.5 | ≥99.68 | WERC 2025 | Warehouse KPIs |
Productivity
Section titled “Productivity”| KPI | Formula | Unit | Med | BIC | Source | Related |
|---|---|---|---|---|---|---|
| Cost Per Order (CPO) | Total DC operating cost ÷ Total orders shipped | $/order | context-specific | context-specific | Internal | Labor Modeling |
| Order Lines Per Hour | Lines picked ÷ Direct labor hours | lines/hr | 10 | 35 | WERC | Warehouse KPIs |
| Units Per Hour (UPH) | Units processed ÷ Direct labor hours | units/hr | context-specific | context-specific | Internal | Labor Modeling |
Utilization & Design
Section titled “Utilization & Design”| KPI | Formula | Unit | Target | Ceiling | Source | Related |
|---|---|---|---|---|---|---|
| AGV Fleet Utilization | Active task time ÷ Available operating time | % | 70 | 80 | M/G/1 queuing math | AMR Fleet Sizing |
| AMR Robotic Pick Success Rate | Successful picks ÷ Attempted picks | % | not documented | not documented | Internal | AMR Fleet Sizing |
| AS/RS Storage Utilization | Locations occupied ÷ Total locations | % | 80 | 85 | Design heuristic | Reliability and Design Safety Factors |
| Sortation Throughput (nameplate derating) | Design throughput = Nameplate CPM × 0.80 | CPM | — | 80% of nameplate | Industry standard | Throughput Math - Sortation |
Transportation
Section titled “Transportation”Expand via /kpi-library add or /autoresearch transportation KPIs OTIF freight cost per mile
Inventory
Section titled “Inventory”Expand via /kpi-library add or /autoresearch inventory KPIs days on hand fill rate
Procurement
Section titled “Procurement”Expand via /kpi-library add or /autoresearch procurement KPIs purchase price variance supplier OTIF
Customer Service
Section titled “Customer Service”Expand via /kpi-library add or /autoresearch customer service supply chain KPIs
Financial
Section titled “Financial”| KPI | Formula | Unit | Notes | Source | Related |
|---|---|---|---|---|---|
| Total Cost per Sales Order | Total end-to-end SC cost ÷ Total sales orders processed | $/order | APQC reports by percentile tier (bottom/median/top quartile/top decile); compare within industry vertical | APQC OSB/PCF | Supply Chain Benchmarking Databases |
Return
Section titled “Return”| KPI | Formula | Unit | Notes | Source | Related |
|---|---|---|---|---|---|
| Inventory Turns | COGS ÷ Average inventory value | turns/yr | 5% weight in Gartner Top 25 composite; strategic framing, not operational diagnostic | Gartner Top 25 | Supply Chain Benchmarking Databases |
| ROPA (Return on Physical Assets) | Operating income ÷ Physical assets | % | 5% weight in Gartner Top 25 composite; use for supply chain strategy conversations, not DC benchmarking | Gartner Top 25 | Supply Chain Benchmarking Databases |
KPI Entry Standard
Section titled “KPI Entry Standard”Every entry must have all fields populated. Write “not documented” — never leave blank — so gaps are visible and searchable.
| Field | Rule |
|---|---|
| Formula | Explicit numerator ÷ denominator. Not a description. |
| Unit | What the computed number is measured in. |
| Benchmark | Named source + year. Never “industry standard” without attribution. |
| Related | At least one wikilink to the concept page where this KPI is discussed in depth. |
Common Practitioner Notes
Section titled “Common Practitioner Notes”- Order accuracy vs. line accuracy: Order accuracy is harder — one line error fails the whole order. Line accuracy can be 99.9% while order accuracy is 97%.
- UPH and CPO are operation-specific: Meaningless without stating operation type (e-comm, B2B, manual, automated). Never compare across unlike operations.
- Shift utilization is the most sensitive ROI input: Most automation payback models fail because utilization is assumed too high. Model at actual shift patterns, not theoretical capacity.
- Nameplate ≠sustained throughput: Design sortation and conveyor systems to 80% of nameplate CPM. Vendors spec peak; operations run average.
- WERC vs. APQC vs. Gartner audiences: WERC = DC operations leaders; APQC = CFO/finance; Gartner Top 25 = C-suite/boards. Wrong tool for the wrong audience produces bad conversations.
- Translate every benchmark gap to a financial figure: A gap between 99.0% and 99.9% order accuracy means nothing to an executive. Cost per error × annual order volume = the conversation that gets action.