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Business Process Reference Guide
Generic Cross-Industry
Business Process Reference Guide
Published by biz4ge®
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Table of Contents
User Notes: This reference guide is structured in line with the “Business Process Model”
found at the beginning of this document. The hierarchical numbering system (i.e. 1.0, 1.1,
1.1.1, etc) used in this document is tied in with that of the “Business Process Model”. The
figures in brackets, i.e. Process (x), found after a process are, where applicable, their APQC
PCF hierarchy number / unique identification number cross-references.
It is intended that the practitioner uses Sections 5.0 and 6.0 respectively of this reference
guide if the using organisation both produces a product and delivers an after-sales service
related to that product. Alternatively, they should use Section 5.0 only (Section 6.0 being
ignored) if they produce a product but no related after-sales service is offered and/or is
relevant. In the case of a service-only organisation Section 5s.0 alone should be used and
Sections 5.0 and 6.0 should be ignored.
Business Process Model ................................................................................................................. 13
1.0 Context to Capability (PCF 1.0 / 10002) ................................................................................... 14
1.1 Context to Vision (PCF 1.1 / 10014) ..................................................................................... 14
1.1.1 Assess the external environment (PCF 1.1.1 / 10017) .................................................. 14
1.1.2 Determine end customer and channel needs and wants (PCF 1.1.2 / 10018) ............. 14
1.1.3 Perform internal analysis (PCF 1.1.3 / 10019) .............................................................. 14
1.1.4 Establish strategic vision (PCF 1.1.4 / 10020) ............................................................... 14
1.2 Vision to Strategy (PCF 1.2 / 10015) .................................................................................... 15
1.2.1 Develop mission statement (PCF 1.2.1 / 10037)........................................................... 15
1.2.2 Evaluate strategic options for achieving objectives (PCF 1.2.2 / 10038) ...................... 15
1.2.3 Select optimal business strategy (PCF 1.2.3 / 10039) ................................................... 15
1.2.4 Align functional & process strategies via business architecting
(PCF 1.2.4 / 10040) 16
1.2.5 Create top-level organisational design (PCF 1.2.5 / 10041) ......................................... 16
1.2.6 Develop and set KPIs and targets mapped to top-level organisation
(PCF 1.2.6 /
10042).............................................................................................................................. 16
1.2.7 Formulate business unit strategies (PCF 1.2.7 / 10043) ............................................... 16
1.3 Strategy to Capability (PCF 1.3 / 10016) .............................................................................. 16
1.3.1 Review and implement capital structure ...................................................................... 16
1.3.2 Extend refine and agree business architecture ............................................................ 17
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1.3.3 Develop business plan and set budget goals ................................................................ 17
2.0 Concept to Catalogue (PCF 2.0 / 10003) .................................................................................. 18
2.1 Concept to Competence (PCF 2.1.3 / 10065)....................................................................... 18
2.1.1 Maintain ideas bank ...................................................................................................... 18
2.1.2 Identify promising new technologies and trends (PCF 2.1.3.1 / 10070)....................... 18
2.1.3 Incubate and develop new technologies (PCF 2.1.3.2 / 10071) ................................... 19
2.1.4 Assess integrating new technology into products / services / production
processes
(PCF 2.1.3.3 / 10072) ....................................................................................................... 20
2.1.5 Document and protect intellectual property ................................................................ 20
2.2 Competence to Confidence (PCF 2.1 / 10061) ..................................................................... 20
2.2.1 Evaluate market performance of existing products / services / production
processes (PCF 2.1.1 / 10063) ......................................................................................... 21
2.2.2 Define desired product / service / production process development
requirements
(PCF 2.1.2 / 10064) .......................................................................................................... 21
2.2.3 Confirm product / service / production process concepts align with business
goals
(PCF 2.1.4 / 10066) .......................................................................................................... 21
2.2.4 Manage product, service and production process lifecycle
(PCF 2.1.5 / 10067) .... 22
2.3 Confidence to Catalogue (PCF 2.2 / 10062) ......................................................................... 22
2.3.1 Create an innovation and development framework .................................................... 23
2.3.2 Design, build, and evaluate products, services and processes
(PCF 2.2.1 / 10080) 23
2.3.3 Test market for new or revised products / services / production processes
(PCF
2.2.2 / 10081) .................................................................................................................. 24
2.3.4 Prepare for production launch (PCF 2.2.3 / 10082) ...................................................... 24
3.0 Budget to Plan (PCF 4.1 / 10215) ............................................................................................. 25
3.1 Budget to Forecast ............................................................................................................... 25
3.1.1 Develop sales forecast (PCF 3.3.1 / 10129)................................................................... 25
3.1.2 Develop capacity forecast (PCF 4.1.2 / 10222) ............................................................. 25
3.1.3 Develop tiered supply forecast (PCF 4.2.1 / 10277) ..................................................... 25
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3.1.4 Develop financial forecast (PCF 8.1.1.3 / 10773) .......................................................... 25
3.2 Forecast to Constrain ........................................................................................................... 26
3.2.1 Conduct sales / key account plan reviews .................................................................... 26
3.2.2 Establish demand consensus and communicate agreed demand profile .................... 26
3.2.3 Establish supply chain capacity / constraints (e.g. manufacturing, logistics
and
procurement) and communicate required supply profile............................................... 26
3.2.4 Hold S&OP meeting and publish agreed S&OP............................................................. 26
3.3 Constrain to Plan .................................................................................................................. 27
3.3.1 Create inbound materials plan (PCF 4.1.3 / 10223) ...................................................... 27
3.3.2 Create and manage master production schedule [MPS] (PCF 4.1.4 / 10224) .............. 27
3.3.3 Plan distribution requirements (PCF 4.1.5 / 10225) ..................................................... 27
4 .0 Opportunity to Order (PCF 3.0 / 10004) ................................................................................. 28
4.1 Opportunity to Offering (PCF 3.1 / 10101) .......................................................................... 28
4.1.1 Perform end customer / channel and market intelligence analysis
(PCF 3.1.1 /
10106).............................................................................................................................. 28
4.1.2 Evaluate and prioritise market opportunities (PCF 3.1.2 / 10107) ............................... 28
4.1.3 Develop marketing strategy (PCF 3.2 / 10102) ............................................................. 28
4.2 Offering to Target (PCF 3.4 / 10104) .................................................................................... 28
4.2.1 Establish goals, objectives and metrics for products / services by end
customer /
channel / segment (PCF 3.4.1 / 10148) ........................................................................... 29
4.2.2 Establish presence in emerging markets ...................................................................... 29
4.2.3 Develop message and manage media (PCF 3.4.3 / 10150)........................................... 29
4.2.4 Develop and manage pricing (PCF 3.4.4 / 10151) ......................................................... 29
4.2.5 Develop and manage advertising and promotional activities
4.2.6 Track end customer / channel partner management measures
(PCF 3.4.5 / 10152) . 29
(PCF 3.4.6 / 10153)
......................................................................................................................................... 29
4.2.7 Develop and manage packaging / bundling strategy (PCF 3.4.7 / 10154) .................... 30
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4.3 Target to Dialog (PCF 3.5 / 10105) ....................................................................................... 30
4.3.1 Manage sales force (PCF 3.5.5 / 10186) ....................................................................... 30
4.3.2 Generate end customer / channel partner leads (PCF 3.5.1 / 10182) .......................... 30
4.3.3 Respond to end customer and/or channel partner enquiries ...................................... 31
4.3.4 Sell to end customers and/or channel partners (PCF 3.5.3 / 10184)............................ 32
4.4 Dialog to Order (PCF 3.5.4 / 10184) ..................................................................................... 33
4.4.1 Accept and validate sales orders / bid awards (PCF 3.5.4.1 / 10194)........................... 34
4.4.2 Collect and maintain end customer / channel partner account information
(PCF
3.5.4.2 / 10195) ............................................................................................................... 34
4.4.3 Determine product / service availability [i.e. allocate ATP]
(PCF 3.5.4.3 / 10196) . 34
4.4.4 Determine logistics and transportation options (PCF 3.5.4.4 / 10197) ........................ 35
4.4.5 Enter orders into system and identify / perform cross-sell / up-sell activity
(PCF
3.5.4.5 / 10198) ............................................................................................................... 35
4.4.6 Process back orders and updates (PCF 3.5.4.6 / 10199)............................................... 36
4.4.7 Handle post-order enquiries including post-order fulfillment transactions
(PCF
3.5.4.7 / 10200) ............................................................................................................... 36
5.0 Order to Cash – Products ......................................................................................................... 37
5.1 Order to Purchase (PCF 4.2 / 10216) ................................................................................... 37
5.1.1 Process customer credit (PCF 8.2.1 / 10742) ................................................................ 37
5.1.2 Purchase materials, supplies and services (PCF 4.2.3 / 10279) .................................... 38
5.2 Purchase to Pay .................................................................................................................... 39
5.2.1 Plan inbound material flow logistics (PCF 4.5.2 / 10339) ............................................. 39
5.2.2 Manage / Operate inbound warehousing (PCF 4.5.3 / 10340) ..................................... 40
5.2.3 Manage payments to suppliers..................................................................................... 41
5.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342) ............................. 41
5.2.5 Monitor environmental, health and safety (EH&S) performance ................................ 42
5.3 Pay to Produce (PCF 4.3. / 10217) ....................................................................................... 42
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5.3.1 Schedule production (PCF 4.3.1 / 10303) ..................................................................... 42
5.3.2 Make and package product (PCF 4.3.2 / 10304) ........................................................... 43
5.3.3 Perform post-production random quality testing (PCF 4.3.4 / 10369) ......................... 44
5.3.4 Maintain production records and manage lot & batch / run traceability
(PCF 4.3.5 /
10370).............................................................................................................................. 44
5.3.5 Manage fixed assets ...................................................................................................... 44
5.3.6 Schedule and perform maintenance (PCF 4.3.3 / 10305) ............................................. 44
5.3.7 Monitor environmental, health and safety (EH&S) performance ................................ 44
5.4 Produce to Cash (PCF 4.5 / 10219) ...................................................................................... 44
5.4.1 Manage / Operate outbound warehousing (PCF 4.5.3 / 10340) .................................. 45
5.4.2 Manage / Operate outbound transportation (PCF 4.5.4 / 10341)................................ 46
5.4.3 Invoice the end customer / channel partner (PCF 8.2.2 / 10743) ................................ 46
5.4.4 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342) ........................... 47
5.4.5 Monitor environmental, health and safety (EH&S) performance ................................ 48
5s.0 Order to Cash – Services (PCF 4.0 / 10005) ............................................................................ 49
5s.1 Order to Purchase (PCF 4.2 / 10216) .................................................................................. 49
5s.1.1 Process customer credit (PCF 8.2.1 / 10742) .............................................................. 49
5s.1.2 Purchase materials and supplies (PCF 4.2.3 / 10279) ................................................. 49
5s.2 Purchase to Pay .................................................................................................................. 49
5s.2.1 Plan inbound material flow (PCF 4.5.2 / 10339) ......................................................... 50
5s.2.2 Manage / Operate warehousing (PCF 4.5.3 / 10340).................................................. 50
5s.2.3 Manage payments to suppliers ................................................................................... 50
5s.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342)............................ 50
5s.2.5 Monitor environmental, health and safety (EH&S) performance ............................... 50
5s.3 Pay to Service (PCF 4.3 / 10217)......................................................................................... 50
5s.3.1 Schedule service delivery (PCF 4.3.1 / 10303)............................................................. 51
5s.3.2 Deliver service (PCF 4.3.2 / 10304).............................................................................. 51
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5s.3.3 Perform post-service random quality testing (PCF 4.3.4 / 10369) .............................. 51
5s.3.4 Maintain service records and manage materials traceability
(PCF 4.3.5 / 10370) 51
5s.3.5 Monitor environmental, health and safety (EH&S) performance ............................... 51
5s.4 Service to Cash (PCF 4.5 / 10219) ....................................................................................... 51
5s.4.1 Invoice the end customer / channel partner (PCF 8.2.2 / 10743) ............................... 52
5s.4.2 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342) ......................... 52
5s.4.3 Monitor environmental, health and safety (EH&S) performance ............................... 52
6.0 Cash to Dispose (PCF 5.0 / 10006) ....................................................................................... 53
6.1 Cash to Care (PCF 5.2 & 5.3 / 10379 & 10380) .................................................................... 53
6.1.1 Plan and manage customer service work force (PCF 5.2.1 / 10387) ............................ 53
6.1.2 Manage customer service requests / enquiries (PCF 5.2.2 / 10388) ............................ 53
6.1.3 Manage end customer / channel complaints (PCF 5.2.3 / 10389) ............................... 54
6.1.4 Measure end customer / channel satisfaction on customer service requests /
enquiries handling (PCF 5.3.1 / 10401) ........................................................................... 54
6.1.5 Measure end customer / channel satisfaction on customer service complaint
handling and resolution (PCF 5.3.2 / 10402) ................................................................... 54
6.1.6 Measure end customer / channel satisfaction with products and services
(PCF 5.3.3
/ 10403) ........................................................................................................................... 55
6.1.7 Monitor environmental, health and safety (EH&S) performance ................................ 55
6.2 Care to Repair (PCF 4.4 / 10218).......................................................................................... 55
6.2.1 Confirm specific service requirements for individual end customers /
channel
partners (PCF 4.4.1 / 10320) ........................................................................................... 55
6.2.2 Identify, allocate and schedule resources to meet service requirements
(PCF 4.4.2 /
10321).............................................................................................................................. 56
6.2.3 Provide the service to specific end customers / channel partners
(PCF 4.4.3 / 10322)
......................................................................................................................................... 56
6.2.4 Ensure quality of service (PCF 4.4.4 / 10323) ............................................................... 56
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6.2.5 Update end customer / channel partner profiles & service records
and analyse
performance / trends ...................................................................................................... 56
6.2.6 Monitor environmental, health and safety (EH&S) performance ................................ 56
6.3 Repair to Dispose ................................................................................................................. 56
6.3.1 Confirm specific disposal service requirements for individual end customers
/
channel partners (PCF 4.4.1 / 10320) .............................................................................. 57
6.3.2 Identify, allocate and schedule resources to meet disposal service
requirements
(PCF 4.4.2 / 10321) .......................................................................................................... 57
6.3.3 Provide disposal service to specific end customers / channel partners
(PCF 4.4.3 /
10322).............................................................................................................................. 57
6.3.4 Manage returns and reverse logistics (PCF 4.5.5 / 10342) ........................................... 57
6.3.5 Manage dispositioning and safe disposal / scrappage ................................................. 57
6.3.6 Ensure quality of service (PCF 4.4.4 / 10323) ............................................................... 57
6.3.7 Update end customer / channel partner profiles & disposal records and
analyse
performance / trends ...................................................................................................... 58
6.3.8 Monitor environmental, health and safety (EH&S) performance ................................ 58
7.0 Woo to Renew......................................................................................................................... 59
7.1 Supply to Review .................................................................................................................. 59
7.1.1 Select tiered suppliers and develop/maintain contracts (PCF 4.2.2 / 10278) .............. 59
7.1.2 Appraise and develop tiered suppliers (PCF 4.2.4 / 10280).......................................... 59
7.2 Collaborate to Refresh ......................................................................................................... 59
7.2.1 Manage distribution relationships ................................................................................ 59
7.2.2 Manage IT relationships ................................................................................................ 60
7.2.3 Manage physical facilities (e.g. premises) relationships (PCF 9.0 / 10010) .................. 60
7.3 Service to Retain .................................................................................................................. 60
7.3.1 Confirm channel strategy (PCF3.2.3 / 10122) ............................................................... 60
7.3.2 Develop channel partner relationships (PCF 3.3.2 / 10130) ......................................... 60
7.3.3 Manage channel partners (PCF 3.5.6 / 10187) ............................................................. 61
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7.3.4 Manage end customer key accounts (PCF 3.5.2 / 10183) ............................................ 61
7.4 Invest to Comply (PCF 11.0 / 10012).................................................................................... 61
7.4.1 Build and manage lender and analyst relationships
(PCF 11.1.1 & 11.1.2 / 11035 &
11036).............................................................................................................................. 61
7.4.2 Communicate [incl. corporate performance] with shareholders /
stakeholders (PCF
11.1 & 11.1.3 / 11010 & 11037) ...................................................................................... 61
7.4.3 Manage government and industry relations (PCF 11.2 / 11011).................................. 61
7.4.4 Manage relations with board of directors (PCF 11.3 / 11012) ..................................... 62
7.4.5 Manage legal and ethical issues (PCF 11.4 / 11013) ..................................................... 62
7.4.6 Manage public relations programme (PCF 11.5 / 11014) ............................................. 62
7.4.7 Manage compliance ...................................................................................................... 62
8.0 Record to Review ..................................................................................................................... 63
8.1 Manage financial resources ................................................................................................. 63
8.1.1 Manage cash flow ......................................................................................................... 63
8.1.2 Manage financial risk .................................................................................................... 64
8.2 Process finance and accounting transactions ...................................................................... 64
8.2.1 Process accounts payable [A/P] (PCF 8.6 & 8.6.1 / 10733 & 10756) ............................ 64
8.2.2 Process payroll .............................................................................................................. 65
8.2.3 Process accounts receivable, credit and collections (PCF 8.2 / 10729) ........................ 66
8.2.4 Manage fixed asset project accounting (PCF 8.4 / 10731) ........................................... 68
8.2.5 Perform general accounting and reporting (PCF 8.3 / 10730)...................................... 68
8.2.6 Close the books ............................................................................................................. 69
8.2.7 Manage business expenses (PCF 8.6.2 / 10757) ........................................................... 70
8.2.8 Implement a transfer pricing policy .............................................................................. 70
8.3 Report information .............................................................................................................. 70
8.3.1 Provide external financial information ......................................................................... 71
8.3.2 Provide internal financial information (PCF 8.1 / 10728) ............................................. 71
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8.3.3 Manage integrity risk .................................................................................................... 71
8.4 Conduct internal audits (PCF 8.8 / 10735) ........................................................................... 71
8.4.1 Establish internal controls, policies and procedures (PCF 8.8.1 / 10762) .................... 71
8.4.2 Operate controls & monitor compliance with internal policies and
procedures
(PCF 8.8.2 / 10763) .......................................................................................................... 71
8.4.3 Manage fraud ................................................................................................................ 73
8.4.4 Report on internal controls compliance (PCF 8.8.3 / 10764)........................................ 73
8.5 Manage the tax function ...................................................................................................... 73
8.5.1 Manage tax compliance ................................................................................................ 73
8.5.2 Manage tax controversies............................................................................................. 73
9.0 Recruit to Retain (PCF 6.0 / 10007).......................................................................................... 75
9.1 Develop and manage human resources (HR) plans and policies (PCF 6.1 / 10409) ........... 75
9.1.1 Develop and implement human resources plans (PCF 6.1.2 / 10416) ......................... 75
9.1.2 Monitor and update plans (PCF 6.1.3 / 10417)............................................................. 75
9.2 Manage deployment of personnel ...................................................................................... 75
9.2.1 Forecast and plan workforce requirements ................................................................. 75
9.2.2 Recruit, select and hire employees (PCF 6.2 / 10410) .................................................. 76
9.2.3 Develop succession and career plans ........................................................................... 76
9.2.4 Manage international assignments .............................................................................. 76
9.2.5 Create and deploy teams .............................................................................................. 76
9.3 Develop and train employees (PCF 6.3 / 10411) ................................................................. 76
9.3.1 Manage employee orientation and deployment (PCF 6.3.1 / 10469) .......................... 76
9.3.2 Manage employee performance (PCF 6.3.2 / 10470) ................................................... 76
9.3.3 Manage employee relations (PCF 6.3.3 / 10471).......................................................... 77
9.3.4 Manage employee development (PCF 6.3.4 / 10472) .................................................. 77
9.3.5 Develop and train employees (PCF 6.3.5 / 10473) ....................................................... 77
9.4 Motivate and retain employees (PCF 6.4 / 10412) .............................................................. 77
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9.4.1 Develop and manage reward, recognition, and motivation programmes
(PCF 6.4.1
/ 10494) ........................................................................................................................... 77
9.4.2 Ensure employee involvement ..................................................................................... 77
9.4.3 Manage and administer benefits (PCF 6.4.2 / 10495) .................................................. 78
9.4.4 Manage employee work-life assistance and retention programmes
(PCF 6.4.3 /
10496).............................................................................................................................. 78
9.4.5 Administer payroll (PCF 6.4.4 / 10497) ......................................................................... 78
9.4.6 Manage workforce diversity ......................................................................................... 78
9.4.7 Manage labour-management relationships ................................................................. 78
9.4.8 Manage changes in employment status (PCF 6.5 / 10413) .......................................... 78
9.4.9 Manage employee information (PCF 6.6 / 10414)........................................................ 79
10.0 Encode to Enlighten (PCF 7.0 / 10008) .................................................................................. 80
10.1 Manage information resources ......................................................................................... 80
10.1.1 Manage records and information (PCF 7.4 / 10565) .................................................. 80
10.1.2 Leverage data and information (PCF 7.8 / 10569) ...................................................... 80
10.1.3 Leverage organisational knowledge ........................................................................... 80
10.2 Manage information technology ....................................................................................... 80
10.2.1 Develop frameworks to align business and technology (PCF 7.1 / 10563) ................ 80
10.2.2 Develop and manage IT customer relationships (PCF 7.2 / 10564) ............................ 81
10.2.3 Identify / Develop, implement and manage technology solutions
(PCF 7.5 & 7.6
/ 10566 & 10567)............................................................................................................. 81
10.2.4 Support end users (PCF 7.7 / 10568) .......................................................................... 81
10.2.5 Manage technical environment (PCF 7.1.6 / 10575) .................................................. 81
10.2.6 Manage security (PCF 7.3.4 / 11220) .......................................................................... 81
10.2.7 Ensure continuity of systems (PCF 7.3 / 11216) ......................................................... 81
11.0 Assess to Assure (PCF 10.0 / 11179) ...................................................................................... 83
11.1 Manage Environment, Health & Safety (EH&S) Policy & Practice ..................................... 83
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11.1.1 Determine environmental, health and safety (EH&S) impact
(PCF 10.1 / 11180)
......................................................................................................................................... 83
11.1.2 Develop and execute EH&S programme (PCF 10.2 / 11181) ...................................... 83
11.1.3 Communicate EH&S issues to stakeholders ............................................................... 83
11.1.4 Manage EH&S remediation efforts (PCF 10.6 / 11185) .............................................. 83
11.2 Manage physical risk (PCF 9.5 / 11207) ............................................................................. 83
11.3 Manage business continuity .............................................................................................. 84
12.0 Inform to Improve (PCF 12.0 / 10013) ................................................................................... 85
12.1 Confirm and apply top level KPIs and targets to organisational
performance strategy
development & management ............................................................................................. 85
12.1.1 Create and manage organisational performance strategy
(PCF 12.1 / 11071) ... 85
12.1.2 Develop product / service / production process physical quality
procedures & conduct quality assessments
standards /
(PCF 4.1.9 / 10368) ............................ 85
12.1.3 Benchmark performance (PCF 12.2 / 11072) ............................................................. 85
12.2 Apply good practice and manage change (PCF 12.4 / 11074) ........................................... 85
12.2.1 Plan for the change (PCF 12.4.1 / 11134) ................................................................... 86
12.2.2 Re-engineer business processes and systems ............................................................ 86
12.2.3 Implement and sustain continuous process improvement ........................................ 86
12.2.4 Develop enterprise-wide knowledge management [KM] capability
(PCF 12.3 /
11073).............................................................................................................................. 86
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Business Process Model
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1.0 Context to Capability (PCF 1.0 / 10002)
The process of understanding the external environment in which an organisation functions,
envisaging how the organisation can be successful in that context and the development of
the strategic structures, plans and resources needed to achieve the necessary operational
capabilities to realise that success.
1.1 Context to Vision (PCF 1.1 / 10014)
Definition
The process of preparing for future success with a largely externally oriented strategic vision
that considers both short-term and long-term business objectives.
1.1.1 Assess the external environment (PCF 1.1.1 / 10017)
Definition
The process of acquiring, analysing and disseminating relevant external information to
respond to and capitalise on competitive and marketplace opportunities.
1.1.2 Determine end customer and channel needs and wants (PCF 1.1.2 / 10018)
Definition
The process of identifying end customer and channel partner segments, critical contact
incidents and needs / wants to be able to meet their legitimate and reasonable demands.
1.1.3 Perform internal analysis (PCF 1.1.3 / 10019)
Definition
The process of gathering, analysing and understanding the current organisational baseline,
across a number of performance dimensions (e.g. finances, processes, systems), in terms of
identifying both strengths on which to build and weaknesses which may require remedial
action.
1.1.4 Establish strategic vision (PCF 1.1.4 / 10020)
Definition
The process of collaboratively fashioning a coherent strategic vision statement from the
information gathered in the internal, external and end customer / channel partner analysis
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work and communicating it back to the stakeholder community to gain their feedback and
buy-in.
1.2 Vision to Strategy (PCF 1.2 / 10015)
Definition
The process of developing a strategic plan that typically answers some of the following
fundamental questions about the organisation and its purpose, e.g.:

Who are we?

What needs do we intend to meet?

Whose need is it?

How do we intend to do to meet the needs, i.e. what products / services do we
intend to provide and to whom?

What are our central values (e.g. what do we believe in, what are we committed to,
what is our philosophy/ideology)?
1.2.1 Develop mission statement (PCF 1.2.1 / 10037)
Definition
The process of developing a clear and compelling goal(s) that serves to unify an
organisation's effort. An effective mission statement must stretch and challenge the
organisation, yet be achievable.
1.2.2 Evaluate strategic options for achieving objectives (PCF 1.2.2 / 10038)
Definition
The process of developing a small number of strategic scenario options for achieving the
mission statement and assessing the implications and impacts of each in achieving the
organisation’s goals.
1.2.3 Select optimal business strategy (PCF 1.2.3 / 10039)
Definition
The process of selecting the optimal business strategy for achieving the goals set forth in an
organisation’s mission statement from amongst the scenario model options explored and
assessed.
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1.2.4 Align functional & process strategies via business architecting
(PCF 1.2.4 / 10040)
Definition
The process of gathering up, aligning and integrating the various functional and process
strategies and goals into a cogent and coherent whole that can serve as the definitive
communications and change roadmap for the disparate parts of an organisation such that
they can coordinate and deliver their portion of any required/desired business change in an
effective and efficient manner.
1.2.5 Create top-level organisational design (PCF 1.2.5 / 10041)
Definition
The process of developing an effective top-level design that will provide incentives for value
generation and determine an efficient power distribution within the organisation.
1.2.6 Develop and set KPIs and targets mapped to top-level organisation
(PCF 1.2.6 / 10042)
Definition
The process of developing and setting the key financial and non-financial measures used to
help an organisation define and evaluate how successful it is, typically in terms of making
progress towards its long-term organisational goals. KPIs can often be specified by
answering the question "What is really important to our different stakeholders”?
1.2.7 Formulate business unit strategies (PCF 1.2.7 / 10043)
Definition
The process of developing strategy for distinct business units to focus activities and optimise
resources.
1.3 Strategy to Capability (PCF 1.3 / 10016)
Definition
The process of mobilising business strategy to harness available resources for achieving
stated goals in a manner which also allows for flexibility, speed and tolerance of risk.
1.3.1 Review and implement capital structure
Definition
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The process of determining and achieving the optimum mix of debt and equity funding to
sustain operations and fuel growth.
1.3.2 Extend refine and agree business architecture
Definition
The process of designing, extending and refining the underlying strategic, legal,
organisational, process, informational and physical structure of a business.
1.3.3 Develop business plan and set budget goals
Definition
The process of developing the business plan and identifying performance goals and
operational benchmarks around available resources and capital, market position, general
business prospects and value creation potential.
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2.0 Concept to Catalogue (PCF 2.0 / 10003)
The process of identifying and selecting key technologies and ideas for competitive products
and/or services , seeing them through the design and development stages onto their
successful launch into the marketplace and proactively managing them throughout their
lifecycles.
2.1 Concept to Competence (PCF 2.1.3 / 10065)
Definition
The process of identifying whether ideas are commercially viable, developing those ideas
into fundable concepts with an associated ROI and then protecting that IPR from being
exploited by competitors.
2.1.1 Maintain ideas bank
Definition
The process of establishing a systematic approach to capitalise on the creativity of
employee's, customers, business partners and other stakeholder groups.
2.1.1.1 Collect new or improved product / service / production process ideas from ALL
internal and external stakeholders and sources
2.1.1.2 Collect positive and negative feedback about current products / services /
production processes from ALL internal and external stakeholders and sources
2.1.1.3 Run new or improved product / service / production process brainstorming
workshops, surveys and competitions
2.1.1.4 Analyse external media sources for new or improved product / service /
production process market and/or competitive trends
2.1.1.5 Review ideas collected and categorise and rate them for possible business
priority, quick win potential, likely difficulty & risk and relevant business owners
2.1.1.6 Distribute highest rated ideas to potential business owners to review for possible
immediate action
2.1.1.7 Store and maintain ideas in ideas database
2.1.2 Identify promising new technologies and trends (PCF 2.1.3.1 / 10070)
Definition
The process of collecting information about selected target technology areas and attempting
to spot useful trend patterns in that data that may prove of commercial or other interest to
the organisation as a basis for the future development of new products, services or
production processes.
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Typical Sub-Processes
2.1.2.1 Conduct secondary market research scanning on technologies and trend areas of
interest
2.1.2.2 Conduct analysis of secondary market research data and assemble into relevant
facts, opinions and supporting rationales relevant to each area of interest
2.1.2.3 Assemble expert panel to review, integrate and synthesise all of the collected
and collated facts, opinions and supporting rationales on each area of interest
2.1.2.4 Aggregate integrated and synthesized information into forecasts for each area of
interest and store in forecast database
2.1.2.5 Distribute forecast results to distribution list of interested parties
2.1.2.6 Iterate, refine, and update forecast for each area of interest and maintain
forecast database
2.1.3 Incubate and develop new technologies (PCF 2.1.3.2 / 10071)
Definition
The process of providing an environment designed to accelerate the successful development
of entrepreneurial, and usually commercially interesting, technologies through an array of
business support resources and services. The purpose is to maximise the relevance and
competitiveness of the technology and thereby its chances of successful adoption into new
generations of products, services and production processes.
Typical Sub-Processes
2.1.3.1 Develop / refresh technology incubation objectives, strategy, policy and
high-level selection and assessment criteria
2.1.3.2 Ensure incubation facilities are adequately resourced
2.1.3.3 Assemble unconstrained list of all technology incubation candidates, with
supporting rationale, and conduct screen-out review based on individual
contribution of candidates
2.1.3.4 Conduct screen-in assessment of long-list, based on joint individual and portfolio
contribution of candidates, to generate priority and resource ranked short-list of
incubator portfolio candidates
2.1.3.5 Assign resources to technologies admitted to portfolio and agree detailed
incubation objectives and plans
2.1.3.6 Execute technology incubation plans
2.1.3.7 Review status and validate continued relevance of technologies being incubated
versus plans
2.1.3.8 Communicate and roadshow more mature technology incubation projects to
stakeholders responsible for adoption of new technologies into new or improved
products / services / production processes
2.1.3.9 Close incubation projects taken on by mainstream product / service / production
process development areas
2.2.3.10 Manage pending incubator portfolio candidates
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2.1.4 Assess integrating new technology into products / services / production
processes (PCF 2.1.3.3 / 10072)
Definition
The process of selecting the right technologies at the right time to make them available for
incorporation into new and upgraded products / services / production processes. It must
recognise that while newer and more advanced technologies may offer improved
performance, they also make the development process more risky, challenging and
unpredictable.
Typical Sub-Processes
2.1.4.1 Define commercial, functional and technical requirements for proposed new or
improved product / service / production process candidates
2.1.4.2 Identify all new technology candidate alternatives from both internal (e.g.
incubation) and external sources
2.1.4.3 Assess new technology candidates against commercial, functional and technical
criteria for each related product / service / production process candidate
2.1.4.4 Conduct negotiations for new technologies, as/if appropriate, for use in
development of related new or improved products / services / production
processes
2.1.4.5 Incorporate selected new technologies into new or improved product / service /
production process development plans
2.1.5 Document and protect intellectual property
Definition
The process of protecting assets from infringement by others through strategic use of
copyrights, patents and trademarks.
Typical Sub-Processes
2.1.5.1 Apply for and manage patents
2.1.5.2 Secure copyright and trademark protection
2.1.5.3 Protect trade secrets
2.2 Competence to Confidence (PCF 2.1 / 10061)
Definition
The process, also known as portfolio management, that allows organisations to clearly
articulate their strategic business direction and leverage this strategy through a rigorously
managed product / service / production process pipeline. Portfolio management enables
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decision makers to make the right innovation investment and drive the operational
execution of their NPD projects.
2.2.1 Evaluate market performance of existing products / services / production
processes (PCF 2.1.1 / 10063)
Definition
The process of understanding the differences between each individual existing product /
service / production process in terms of it’s customer need satisfaction features and it’s
contribution to the profit picture.
Typical Sub-Processes
2.2.1.1 Conduct primary and secondary market research on product / service /
production process performance
2.2.1.2 Compare product / service / production process actual performance against
targeted performance
2.2.1.3 Sort products / services / production processes into ranked performance
framework
2.2.2 Define desired product / service / production process development
requirements (PCF 2.1.2 / 10064)
Definition
The process of packaging up proposals for new products / services / production processes,
or improvement specifications for existing products / services / production processes, into a
business case style format for submission into a portfolio management process.
Typical Sub-Processes
2.2.2.1 Identify potential improvements to existing products / services / production
processes (PCF 2.1.2.1 / 10068)
2.2.2.2 Identify potential new products / services / production processes
(PCF 2.1.2.2 / 10069)
2.2.3 Confirm product / service / production process concepts align with business
goals (PCF 2.1.4 / 10066)
Definition
The process of operating a cross-functional decision-making committee that assesses the
merits of new or upgraded product / service / production process proposals based on how
well they support the strategic intent and profit / performance objectives of the
organisation.
Typical Sub-Processes
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2.2.3.1 Develop or refresh product / service / production process portfolio objectives,
strategy, policy and high-level selection and assessment criteria, including cost
and quality targets (PCF 2.1.4.1 / 10073)
2.2.3.2 Develop business cases in support of product /service / production process
portfolio submissions
2.1.3.3 Assemble unconstrained list of all product / service / production process, with
supporting rationale, and conduct screen-out review based on individual
contribution of candidates
2.1.3.4 Conduct screen-in assessment of long-list, based on joint individual and portfolio
contribution of candidates, to generate priority and resource ranked short-list of
portfolio candidates (PCF 2.1.4.2 / 10074)
2.2.3.5 Plan for existing portfolio product / service / production process offering
modifications (PCF 2.1.4.4 / 10076)
2.1.3.6 Assign resources to products / services / production processes admitted to
portfolio and agree detailed objectives, plans, development timings & budgets
against business cases (PCF 2.1.4.3 / 10075)
2.1.3.7 Execute portfolio plans
2.1.3.8 Review status and validate continued relevance of products / services /
production processes being developed versus plans and business cases
2.2.3.9 Manage pending product / service / production process portfolio candidates
2.2.4 Manage product, service and production process lifecycle
(PCF 2.1.5 / 10067)
Definition
The process of managing the full lifecycle of competitive products, services and production
processes from development and growth to maturity and decline.
Typical Sub-Processes
2.2.4.1 Introduce and manage new/improved products / services / production processes
(PCF 2.1.5.1 / 10077)
2.2.4.2 Retire outdated products / services / production processes (PCF 2.1.5.2 / 10078)
2.2.4.3 Identify / Review and refine performance indicators (PCF 2.1.5.3 / 10079)
2.3 Confidence to Catalogue (PCF 2.2 / 10062)
Definition
The process of designing, developing and delivering competitive products, services and
production processes to the marketplace and proactively managing them throughout their
lifecycle.
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2.3.1 Create an innovation and development framework
Definition
The process of creating distinctive products, services, production processes and methods of
working.
Typical Sub-Processes
2.3.1.1 Implement concurrent engineering
2.3.1.2 Implement value engineering
2.3.1.3 Implement ‘design for X’ environment
2.3.1.4 Implement project management
2.3.1.5 Identify design and development performance indicators (PCF 2.2.1.9 / 10091)
2.3.2 Design, build, and evaluate products, services and processes
(PCF 2.2.1 / 10080)
Definition
The process of exploring, developing, testing and launching new products / services /
production processes, and reshaping existing ones to create new markets and growth
opportunities.
Typical Sub-Processes
2.3.2.1 Assign resources to product / service / process projects (PCF 2.2.1.1 / 10083)
2.3.2.2 Refine / Detail plans and business cases, including performing technical
assessment (PCF 2.2.1.2 / 10084)
2.3.2.3 Develop customer led new product / service / process design specifications
(PCF 2.2.1.3 / 10085)
2.3.2.4 Refine existing product / service / process design specifications as per customer
led improvement reviews
2.3.2.5 Document design specifications (PCF 2.2.1.4 / 10086)
2.3.2.6 Conduct mandatory and elective external reviews; e.g. regulatory
(PCF 2.2.1.5 / 10087)
2.3.2.7 Build prototypes (PCF 2.2.1.6 / 10088)
2.3.2.8 Eliminate quality and reliability problems (PCF 2.2.1.7 / 10089)
2.3.2.9 Conduct in-house product / service / process testing & feasibility evaluation
(PCF 2.2.1.8 / 10090)
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2.3.2.10 Collaborate on design and development with suppliers and strategic
alliance partners (PCF 2.2.1.10 / 10092)
2.3.3 Test market for new or revised products / services / production processes
(PCF 2.2.2 / 10081)
Definition
The process of conducting a single, time-limited evaluation of new or upgraded products /
services / production processes prior to their general market launch such that any necessary
or desirable changes to the item or its launch process can be identified and rectified.
Typical Sub-Processes
2.3.3.1 Prepare detailed market study (PCF 2.2.2.1 / 10093)
2.3.3.2 Conduct end customer / channel partner tests and interviews
(PCF 2.2.2.2 / 10094)
2.3.3.3 Participate in end customer / channel partner tests and interviews
2.3.3.4 Analyse results and finalise product / service / production process features and
functional characteristics and business cases (PCF 2.2.2.3 / 10095)
2.3.3.5 Finalise technical requirements (PCF 2.2.2.4 / 10096)
2.3.3.6 Identify requirements for changes to production / delivery processes
(PCF 2.2.2.5 / 10097)
2.3.3.7 Launch product / service
2.3.4 Prepare for production launch (PCF 2.2.3 / 10082)
Definition
The process of integrating production activities with other functional areas in an effort to
meet marketplace demands for speed, quality and cost control when launching a new
product, service or production process.
Typical Sub-Processes
2.3.4.1 Develop & test prototype product / service delivery process
(PCF 2.2.3.1 / 10098)
2.3.4.2 Design and obtain necessary materials and equipment (PCF 2.2.3.2 / 10099)
2.3.4.3 Install and validate production process or methodology (PCF 2.2.3.3 / 10100)
2.3.4.4 Enter Product / Service data (e.g. Description, Pricing, BOM, Routing) into
relevant IT systems and maintain data
2.3.4.5 Accomplish production handover
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3.0 Budget to Plan (PCF 4.1 / 10215)
The process of turning unconstrained future projections about marketplace sales
opportunities and knowledge of available business budgets into constrained, balanced,
measurable, actionable and agreed plans for coordinated execution by all parts of the
organisation.
3.1 Budget to Forecast
Definition
The process by which organisations ponder and prepare for the future is called forecasting.
It involves predicting the future outcome of various business decisions e.g. the future of an
existing or proposed product or service line.
3.1.1 Develop sales forecast (PCF 3.3.1 / 10129)
Definition
The process of projecting future sales demand based on historical data and intelligence
information about likely changes in future market conditions (e.g. end customer / channel
partner sentiment).
3.1.2 Develop capacity forecast (PCF 4.1.2 / 10222)
Definition
The process of determining the necessary resources to meet the production objectives.
3.1.3 Develop tiered supply forecast (PCF 4.2.1 / 10277)
Definition
The process of identifying, communicating and securing the supply of raw materials
projected as needed to meet the forecast production and service delivery demands of the
organisation.
3.1.4 Develop financial forecast (PCF 8.1.1.3 / 10773)
Definition
The process of estimating the future financial outcomes of an organisation.
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3.2 Forecast to Constrain
Definition
The process, commonly referred to as Sales & Operations Planning (S&OP), leading to one
common, achievable execution plan for the business. It takes into account demand, the
supply of available capacity and other key business constraints.
3.2.1 Conduct sales / key account plan reviews
Definition
The process of establishing, by sales region / area, whether and how actual / probable sales
to regular or key account customers will differ from those predicted in the most recent sales
forecast, typically with a particular focus on the next 1-3 months which are of particular
importance to accurate S&OP planning and its subsequent execution.
3.2.2 Establish demand consensus and communicate agreed demand profile
Definition
The process of agreeing a definitive version of a single ‘demand plan’ for the ‘global’
organisation from a combination of sales forecasts, sales team feedback and market
intelligence from all sales regions / areas and then communicating it through-out the ‘global’
organisation.
3.2.3 Establish supply chain capacity / constraints (e.g. manufacturing, logistics
and procurement) and communicate required supply profile
Definition
The process of establishing the available ‘global’ supply chain capacity for the period
covered by the demand plan, and it’s constraints, such that decisions can be taken regarding
how and when to allocate resources to making different products / services and selling them
to different customers.
3.2.4 Hold S&OP meeting and publish agreed S&OP
Definition
The process of setting the overall, ‘global’ level of production output and other activities to
best satisfy the current planned levels of ‘global’ sales (i.e. as expressed in the demand plan)
while meeting general business objectives of profitability, productivity, competitive
customer lead times, etc as expressed in the overall business plan.
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3.3 Constrain to Plan
Definition
The process for individual business units / sites of planning the optimal movements of raw
materials through the production process and then as finished products or services to be
transported to the end customer or channel partner by promoting efficiency, reducing
waste, executing speedy and accurate delivery and managing as for a total supply chain.
3.3.1 Create inbound materials plan (PCF 4.1.3 / 10223)
Definition
The process of managing the planning and control of all inbound materials (i.e. including
finished goods and raw materials / component parts) into individual business unit / site
organisations.
3.3.2 Create and manage master production schedule [MPS] (PCF 4.1.4 / 10224)
Definition
The process that translates the agreed S&OP plan into a dynamic and comprehensive
product production / service delivery schedule envelope for each individual business unit /
site organisation. This will be consumed by ATP order promising / confirmation activities in
response to end customer / channel partner orders as they are received and/or by meeting
stock replenishment objectives.
3.3.3 Plan distribution requirements (PCF 4.1.5 / 10225)
Definition
The process of planning logistics activities associated with outbound transportation,
warehousing, inventory levels, materials handling, order administration, and any industrial
packaging needed to support outbound distribution operations.
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4 .0 Opportunity to Order (PCF 3.0 / 10004)
The process of developing strategies and procedures to position products and services in the
marketplace and achieve high levels of market share, revenue and profit margin.
4.1 Opportunity to Offering (PCF 3.1 / 10101)
Definition
The process of analysing market and end customer / channel partner information to create
and maintain a competitive business position.
4.1.1 Perform end customer / channel and market intelligence analysis
(PCF 3.1.1 / 10106)
Definition
The process for discovering what end customers / channel partners want, need or believe. It
can also involve discovering how they act. Once that research is completed, it can be used
to determine how to market a product or service.
4.1.2 Evaluate and prioritise market opportunities (PCF 3.1.2 / 10107)
Definition
The process of giving a sales and marketing team actionable intelligence on what products
and services are of most interest to potential end customers / channel partners.
4.1.3 Develop marketing strategy (PCF 3.2 / 10102)
Definition
The process of enabling an organisation to concentrate its limited resources on the greatest
opportunities to increase sales & profits and achieve a sustainable competitive advantage. A
marketing strategy should be centred around the key concept that customer satisfaction is
the main goal.
4.2 Offering to Target (PCF 3.4 / 10104)
Definition
The process of translating marketplace changes into specific ideas for targeted business
opportunities and sales campaigns / programmes to take advantage of them.
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4.2.1 Establish goals, objectives and metrics for products / services by end
customer / channel / segment (PCF 3.4.1 / 10148)
Definition
The process of developing a marketing plan that contains the set of specific actions and
measures required to successfully implement the marketing strategy. Most commonly a
marketing plan is a written document detailing the necessary actions to achieve one or more
marketing strategy objectives.
4.2.2 Establish presence in emerging markets
Definition
The process of identifying opportunity, and expanding into new markets with strong sales
potential, to increase global market share.
4.2.3 Develop message and manage media (PCF 3.4.3 / 10150)
Definition
The process of designing the strategies to be adopted for influencing the buying public / end
customer in their uptake of a product or service, and deciding on the aspect to be advertised
and which channel(s) to employ, based on the desired image of the organisation and its
present marketing objectives.
4.2.4 Develop and manage pricing (PCF 3.4.4 / 10151)
Definition
The process of developing approaches to pricing designed to sustainably capture the
maximum revenue and profit potential from an organisation’s end customers / channel
partners.
4.2.5 Develop and manage advertising and promotional activities
(PCF 3.4.5 / 10152)
Definition
The process of reaching target audiences with focused messages about the benefits of
products and services to encourage purchasing behaviours.
4.2.6 Track end customer / channel partner management measures
(PCF 3.4.6 / 10153)
Definition
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The process of measuring, managing and improving customer performance and focus to
determine whether an organisation is achieving an adequate return by customer from its
marketing investments in its selected target markets.
4.2.7 Develop and manage packaging / bundling strategy (PCF 3.4.7 / 10154)
Definition
The process of developing a strategy for enclosing or protecting products for marketing,
distribution, storage, information transmission, sale and use purposes. By extension
‘bundling’, which is the addition of further items into the purchase transaction related to an
otherwise ‘stand-alone’ product or service, usually for promotional reasons, is the process of
combining multiple normally separate items together into a single saleable unit.
4.3 Target to Dialog (PCF 3.5 / 10105)
Definition
The process of building market share capture opportunities by converting prospective end
customer and/or channel partner discussion of ‘ideas’ for doing business together to
‘engagement’ in a serious sales proposition dialog (e.g. bid request or formal enquiry) as
relates to those ideas.
4.3.1 Manage sales force (PCF 3.5.5 / 10186)
Definition
The process of attaining an organisation's sales goals in an effective & efficient manner
through planning, staffing, training, leading and controlling organisational resources.
4.3.2 Generate end customer / channel partner leads (PCF 3.5.1 / 10182)
Definition
The process of generating prospective end customer / channel partner interest or enquiry
into an organisation’s products or services.
Typical Sub-Processes
4.3.2.1 Identify potential new end customer / channel partner prospects
(PCF 3.5.1.1 / 10188)
4.3.2.1.1 Develop or refine target end customer / channel partner profiles
4.3.2.1.2 Research and develop long-list of organisations matching target profiles
4.3.2.1.3 Filter long-list to develop short-list of organisations most likely to soon be
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interested in products/services on offer
4.3.2.1.4 Source contact information for short-listed organisations
4.3.2.2 Mine existing end customer / channel partner customer database
4.3.2.2.1 Develop or refine criteria for identifying current customers likely to
repurchase soon
4.3.2.2.2 Search database of current customers against criteria to develop list of
matches
4.3.2.2.3 Review histories of match list organisations for further information relevant
to sales
4.3.2.2.4 Compile brief dossier of match list organisations for sales use, including
contact information
4.3.2.3 Identify and qualify leads (i.e. new prospect AND existing customer)
(PCF 3.5.1.2 / 10189)
4.3.2.3.1 Identify value proposition(s) most likely to succeed with the target
organisations
4.3.2.3.2 Review prospect / customer expressions of interest or enquiries recorded in
database for relevant queries
4.3.2.3.3 Contact target organisations and probe interest in value proposition(s)
4.3.2.3.4 Indicate likely level of interest in value proposition(s) put forward (if any)
4.3.2.3.5 Indicate (if possible) specific products/services of particular relevance
4.3.2.3.6 Indicate (if appropriate) budget, timeline and other high-level purchasing
criteria
4.3.2.3.7 Record target organisation responses for analysis
4.3.2.3.8 Analyse target organisation responses to identify/confirm, qualify and
prioritise leads
4.3.2.4 Enter qualified prospect and any additional existing customer data into customer
database. Enter ALL qualified leads into sales pipeline tracker
4.3.2.5 Maintain data in sales pipeline tracker
4.3.3 Respond to end customer and/or channel partner enquiries
Definition
The process of receiving, processing and responding to end customer and/or channel
partner enquiries quickly and efficiently.
Typical Sub-Processes
4.3.3.1 Respond to information requests
4.3.3.1.1 Prepare RFI (Request For Information)
4.3.3.1.2 Send RFI (Request For Information)
4.3.3.1.3 Receive RFI (Request For Information)
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4.3.3.1.4 Record / Confirm Enquirer Details and Prepare information
4.3.3.1.5 Send information and update sales pipeline tracker
4.3.3.1.6 Receive information
4.3.3.1.7 Review information
4.3.4 Sell to end customers and/or channel partners (PCF 3.5.3 / 10184)
Definition
The process of taking a specific sales proposition……comprising features, benefits,
availability and commercial terms……and making it available to an end customer and/or
channel partner for purchase via a bidding process or order placement.
Typical Sub-Processes
4.3.4.1 Perform sales calls (PCF 3.5.3.1 / 10190)
4.3.4.1.0 Identify product or service candidates (i.e. end customer or channel partner
initiated sales call)
4.3.4.1.1 Sell through a field sales force
4.3.4.1.2 Sell through retail channel partners
4.3.4.1.3 Sell through the Internet
4.3.4.1.3.1 Populate website with online product / service offerings catalogue
4.3.4.1.3.2 Maintain website product / service offerings catalogue
4.3.4.1.3.3 Select products / services and terms required from online catalogue
4.3.4.1.3.4 Log-in and confirm product / service selections
4.3.4.1.3.5 Select payment method and transport mode, then checkout or cancel
4.3.4.1.3.6 Submit order and payment details
4.3.4.1.3.7 Receive order and payment details
4.3.4.1.3.8 Transmit payment and order details to seller. Copy information to
buyer email
4.3.4.1.3.9 Receive payment and order details
4.3.4.1.3.10 Send payment declined message
4.3.4.1.3.11 Receive payment declined message
4.3.4.1.3.12 Send online order. Copy information to buyer email
4.3.4.1.3.13 Send offline payment
4.3.4.1.3.14 Receive online order
4.3.4.1.3.15 Hold online order(s) pending payment confirmation
4.3.4.1.3.16 Enter user contact & delivery details / preferences and register
4.3.4.1.3.17 Give registered user(s) access to online ‘customer only’
environment(s)
4.3.4.1.3.18 Send registered user ‘customer only’ access details
4.3.4.1.3.19 Receive registered user ‘customer only’ access details
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4.3.4.1.4 Sell through telesales (a.k.a make sales calls)
4.3.4.1.4.1 Select qualified leads from sales pipeline tracker
4.3.4.1.4.2 Contact lead to confirm or establish product / service match to
customer requirements and co-develop next steps
4.3.4.1.4.3 Receive contact from seller to confirm or establish product / service
match to requirements and co-develop next steps
4.3.4.1.4.4 Agree next steps
4.3.4.1.4.5 Action next steps
4.3.4.1.4.6 Update sales pipeline tracker
4.3.4.1.5 Sell through direct marketing
4.3.4.1.6 Sell through wholesaler and distributor channel partners
4.3.4.2 Perform pre-sales activities [including bid responses] (PCF 3.5.3.2 / 10191)
4.3.4.2.1 Send RFQ (Request For Quotation)
4.3.4.2.2 Receive RFQ (Request For Quotation)
4.3.4.2.3 Qualify RFQ (Request For Quotation)
4.3.4.2.4 Assess risk
4.3.4.2.5 Prepare quote
4.3.4.2.6 Manage and approve quote
4.3.4.2.7 Send quote
4.3.4.2.8 Receive quote
4.3.4.2.9 Analyse quote
4.3.4.2.10 Send quote acceptance
4.3.4.2.11 Manage quote
4.3.4.2.12 Send quote rejection
4.3.4.2.13 Receive quote rejection
4.3.4.2.14 Send RFQ (Request For Quotation) rejection
4.3.4.2.15 Receive RFQ (Request For Quotation) rejection
4.3.4.2.16 Receive quote acceptance
4.3.4.3 Close the sale (PCF 3.5.3.3 / 10192)
4.3.4.3.1 Prepare sales order request
4.3.4.3.2 Send sales order request
4.3.4.4 Record outcome of sales process (PCF 3.5.3.4 / 10193)
4.4 Dialog to Order (PCF 3.5.4 / 10184)
Definition
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The process of meeting end customer and/or channel partner needs and expectations
throughout all stages of the order management process (i.e. order placement or bid award).
4.4.1 Accept and validate sales orders / bid awards (PCF 3.5.4.1 / 10194)
Definition
The process of evaluating and approving all sales orders / bid awards before they are
entered into the organisations formal accounting & operations system(s) which has the
objective of reducing potential problems and ensuring the highest level of customer service /
satisfaction.
Typical Sub-Processes
4.4.1.1 Receive and manage sales order form and update customer database
4.4.1.3 Manage pending quotes
4.4.1.4 Validate sales order (incl. holding non-credit offline orders pending payment
confirmation)
4.4.1.5 Send invalid sales order notice
4.4.1.6 Receive invalid sales order notice
4.4.2 Collect and maintain end customer / channel partner account information
(PCF 3.5.4.2 / 10195)
Definition
The process of gathering, creating, updating and maintaining key information about the end
customers / channel partners who buy an organisations products and services.
Typical Sub-Processes
4.4.2.1 Enter or update all additional end customer / channel partner data emerging
from prospect or customer enquiries and customer sales orders into
customer database
4.4.2.2 Enter or update all salient end customer / channel partner data emerging
from other prospect or customer contact (e.g. sales force visit notes,
customer feedback and complaints, marketing campaign responses, blue-bird
expressions of interest, etc) into customer database
4.4.2.3 Maintain end customer / channel partner contact information and enquiry /
sales order history in customer database
4.4.3 Determine product / service availability [i.e. allocate ATP]
(PCF 3.5.4.3 / 10196)
Definition
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The process of providing a response to customer order enquiries based on resource
availability. It generates available (i.e. stock) or predicted (i.e. planned) quantities of the
requested product / service, and the associated anticipated delivery dates.
Typical Sub-Processes
4.4.3.1 Create sales order (including shipping mode if applicable)
4.4.4 Determine logistics and transportation options (PCF 3.5.4.4 / 10197)
Definition
The process of establishing the options available for the selection, transport and if necessary
further storage of products and/or service related items (e.g. as for an installation) from the
end of the production line or finished goods warehouse to the end customer / channel
partner.
4.4.5 Enter orders into system and identify / perform cross-sell / up-sell activity
(PCF 3.5.4.5 / 10198)
Definition
The process of entering validated / accepted end customer or channel partner orders (i.e.
finalised orders) in the selling organisation’s order book (or computer system that provides
the same function) and then cross-correlating that order with supplementary, enhancement
or add-on products or services that might be of interest to the customer for communication
back to the salesperson(s). This process also includes the ongoing management of those
finalised orders to ensure successful, accurate and timely delivery to end customers or
channel partners.
Typical Sub-Processes
4.4.5.1 Confirm sales order
4.4.5.2 Send sales order confirmation
4.4.5.3 Receive sales order confirmation
4.4.5.4 Manage confirmed sales orders
4.4.5.5 Create registered user(s) and send ‘customer only’ online access details
4.4.5.6 Receive ‘customer only’ online access details
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4.4.6 Process back orders and updates (PCF 3.5.4.6 / 10199)
Definition
The process of the further processing of a sales order / bid award, that was not completed
(e.g. not finalised due to lack of material, resources, etc) at the time it was originally placed
and hence was never confirmed in full to the customer for delivery at a certain date, at a
time when it can be completed.
Typical Sub-Processes
4.4.6.1 Manage pending sales order backlog
4.4.6.2 Send backorder status note
4.4.6.3 Receive backorder status note
4.4.7 Handle post-order enquiries including post-order fulfillment transactions
(PCF 3.5.4.7 / 10200)
Definition
The process of customer service management and reply to end customer / channel partner
supplementary enquires after order placement and/or order fill completion.
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5.0 Order to Cash – Products (PCF 4.0 / 10005)
The process of managing the production process from resource and project management, to
materials handling and production, to inventory and warehousing, to delivery and hand-over
to service support.
5.1 Order to Purchase (PCF 4.2 / 10216)
Definition
The process of taking a confirmed end customer or channel partner order and doing final
checks on customer credit and also of planning for and acquiring the necessary resources to
ensure that the company has the capacity and materials / services availability needed to
produce its products.
5.1.1 Process customer credit (PCF 8.2.1 / 10742)
Definition
The process that enables a vendor of goods or services to validate to a reasonable degree of
probability that an end customer / channel partner placing an order with them is in a
position to make timely payment(s) for the ordered item(s) and is also likely to do so.
Typical Sub-Processes
5.1.1.1 Establish credit policies (PCF 8.2.1.1 / 10789)
5.1.1.2 Analyse / Approve new account applications (PCF 8.2.1.2 / 10790)
5.1.1.3 Review existing accounts (PCF 8.2.1.3 / 10791)
5.1.1.4 Produce credit / collection reports (PCF 8.2.1.4 / 10792)
5.1.1.5 Reinstate or suspend accounts based on credit policies and checks
(PCF 8.2.1.5 / 10793)
5.1.1.5.1 Update customer account credit status
5.1.1.6 Release or suspend orders based on account status
5.1.1.6.1 Check customer credit status
5.1.1.6.2 Place order(s) on credit hold
5.1.1.6.3 Send credit hold status
5.1.1.6.4 Receive credit hold status
5.1.1.6.5 Update customer order credit hold status
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5.1.2 Purchase materials, supplies and services (PCF 4.2.3 / 10279)
Definition
The process of purchasing materials and supplies comprises procedures and activities to
acquire goods and services for the company of optimum quality, in the correct quantity, in a
timely manner, and at the lowest total cost.
Typical Sub-Processes
5.1.2.0 Raise and manage purchase requisitions
5.1.2.0.1 Create purchase requisition(s)
5.1.2.0.2 Submit purchase requisition(s)
5.1.2.0.3 Receive purchase order
5.1.2.0.4 Receive purchase request rejection
5.1.2.0.5 Receive quote rejection note
5.1.2.1 Review and process requisitions (PCF 4.2.3.1 / 10292)
5.1.2.1.1 Receive purchase requisition(s)
5.1.2.1.2 Review purchase requisition(s)
5.1.2.2 Approve requisitions (PCF 4.2.3.2 / 10293)
5.1.2.2.1 Send purchase requisition rejection(s)
5.1.2.3 Solicit and track vendor quotes (PCF 4.2.3.3 / 10294)
5.1.2.3.1 Prepare RFQ (Request For Quotation)
5.1.2.3.2 Manage RFQs (Requests For Quotations)
5.1.2.3.3 Send RFQ (Request For Quotation)
5.1.2.3.4 Receive RFQ (Request For Quotation)
5.1.2.3.5 Review RFQ (Request For Quotation)
5.1.2.3.6 Prepare quote
5.1.2.3.7 Send quote
5.1.2.3.8 Receive quote
5.1.2.3.9 Analyse quote
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5.1.2.3.10 Send quote rejection note
5.1.2.3.11 Receive quote rejection note
5.1.2.3.12 Send RFQ (Request For Quotation) rejection
5.1.2.3.13 Receive RFQ (Request For Quotation) rejection
5.1.2.3.14 Add supplier to approved database
5.1.2.4 Place and distribute purchase orders (PCF 4.2.3.4 / 10295)
5.1.2.4.1 Create purchase order (including shipping mode if applicable)
5.1.2.4.2 Send offline purchase order
5.1.2.4.3 Receive offline purchase order
5.1.2.4.4 Submit online purchase order
5.1.2.4.5 Receive online purchase order
5.1.2.5 Expedite orders and satisfy inquiries (PCF 4.2.3.5 / 10296)
5.1.2.5.1 Manage purchase orders
5.1.2.6 Record receipt of goods (PCF 4.2.3.6 / 10297)
5.1.2.6.1 Receive item(s)
5.1.2.7 Investigate and resolve exceptions (PCF 4.2.3.7 / 10298)
5.1.2.8 Enter supplier data into relevant IT systems and maintain data
5.2 Purchase to Pay
Definition
The process that covers the activities of receiving, inspecting, storing, paying for, accounting
for and managing inventories of goods and services purchased by the organisation.
5.2.1 Plan inbound material flow logistics (PCF 4.5.2 / 10339)
Definition
The process of planning and managing the logistical flow of raw materials, components,
subassemblies, services and information into the enterprise…… commonly termed ‘inbound
materials management’.
Typical Sub-Processes
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5.2.1.1 Plan inbound material receipts (PCF 4.5.2.1 / 10349)
5.2.1.2 Manage inbound material flow (PCF 4.5.2.2 / 10350)
5.2.1.2.1 Load, send and track item(s)
5.2.1.3 Monitor inbound delivery performance (PCF 4.5.2.3 / 10351)
5.2.1.4 Manage flow of returned and/or rejected items (PCF 4.5.2.4 / 10352)
5.2.2 Manage / Operate inbound warehousing (PCF 4.5.3 / 10340)
Definition
The process of warehousing or storing items begins when the warehouse receives the raw
materials and ends when goods are moved into the production area for use in scheduled
production operations……at the lowest cost consistent with operational requirements and
expectations.
Typical Sub-Processes
5.2.2.1 Track inbound inventory deployment (PCF 4.5.3.1 / 10353)
5.2.2.2 Receive, inspect, and store inbound deliveries (PCF 4.5.3.3 / 10354)
5.2.2.2.1 Inspect item(s)
5.2.2.2.2 Generate GRN (Goods Received Note)
5.2.2.2.3 Place item(s) in inventory
5.2.2.2.4 Send item collection note
5.2.2.2.5 Receive item collection note
5.2.2.3 Track raw materials & spares availability and inventory accuracy
(PCF 4.5.3.5 / 10357)
5.2.2.3.1 Update inventory records
5.2.2.3.2 Send inventory update note
5.2.2.3.3 Receive inventory update note
5.2.2.4 Track 3PL / VMI shipping and storage performance (PCF 4.5.3.6 / 10358)
5.2.2.5 Manage physical raw materials& spares inventory (PCF 4.5.3.7 / 10359)
5.2.2.5.1 Move materials to storage area
5.2.2.5.2 Return materials to storage
5.2.2.5.3 Update materials inventory
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5.2.2.5.4 Disposition materials
5.2.3 Manage payments to suppliers
Definition
The process of ensuring that authorisation is given for payments to suppliers for products
and services provided such that they will be paid in line with existing T&Cs.
Typical Sub-Processes
5.2.3.1 Verify accounts payables [A/P] pay file with PO vendor master file
(PCF 8.6.1.1 / 10869)
5.2.3.2 Maintain / manage electronic commerce (PCF 8.6.1.2 / 10870)
5.2.3.3 Audit invoices and key data [e.g. 3-way match] in A/P system
(PCF 8.6.1.3 / 10871)
5.2.3.4 Approve payments (PCF 8.6.1.4 / 10872)
5.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342)
Definition
The process of planning, implementing and controlling the efficient, cost effective flow of
raw materials, in-process inventory, finished goods, reusable packaging and/or related
information from the point of consumption back to the point of origin for the purpose of
maintenance / repair, recapturing value or proper disposal.
Typical Sub-Processes
5.2.4.1 Identify, authorise and process returns (PCF 4.5.5.1 / 10364)
5.2.4.1.1 Prepare RMA (Returned Material Authorisation) request
5.2.4.1.2 Send RMA (Returned Material Authorisation) request
5.2.4.1.3 Receive RMA (Returned Material Authorisation) request
5.2.4.1.4 Send RMA (Returned Material Authorisation) authorization
5.2.4.1.5 Send RMA (Returned Material Authorisation) rejection
5.2.4.2 Perform reverse logistics (PCF 4.5.5.2 / 10365)
5.2.4.2.1 Load, return and track item(s)
5.2.4.2.2 Receive returned item(s)
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5.2.4.2.3 Load, send and track replacement item(s)
5.2.4.2.4 Send returns rejection
5.2.4.2.5 Raise and send credit note(s)
5.2.4.3 Manage and process warranties and claims (PCF 4.5.5.4 / 10367)
5.2.4.3.1 Manage returned items
5.2.4.4 Track and analyse return categories [e.g. DOAs] for improvement opportunities
5.2.5 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of production operations on
employee health, safety and the environment.
5.3 Pay to Produce (PCF 4.3. / 10217)
Definition
The process of converting resources or inputs into products is about mining, managing and
leveraging the expertise of employees and appropriate production technologies / techniques
in a manufacturing environment to gain the highest possible levels of efficiency and
productivity as relates to product output.
5.3.1 Schedule production (PCF 4.3.1 / 10303)
Definition
The process of determining the sequence of activities for a smooth and efficient flow of
product through the manufacturing process while balancing resources, eliminating
bottlenecks and keeping output matched to customer demand.
Typical Sub-Processes
5.3.1.1 Generate line level plan (PCF 4.3.1.1 / 10306)
5.3.1.1.1 Manage product fill request(s)
5.3.1.1.2 Request material(s)
5.3.1.2 Generate detailed run / batch schedule (PCF 4.3.1.2 / 10307)
5.3.1.3 Schedule production orders and create raw material lots / kits
(PCF 4.3.1.3 / 10308)
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5.3.1.3.1 Schedule production
5.3.1.3.2 Submit materials call-off request
5.3.1.3.3 Receive materials call-off request
5.3.1.3.4 Create materials kitting list
5.3.1.3.5 Kit materials
5.3.1.4 Release production orders and release raw material lots / kits
(PCF 4.3.1.4 / 10309)
5.3.1.4.1 Raise, release and manage production orders
5.3.2 Make and package product (PCF 4.3.2 / 10304)
Definition
The process of utilising raw materials, subassemblies, parts, and services to create a
company's products and packaging them for distribution to end customers and channel
partners.
Typical Sub-Processes
5.3.2.1 Manage and move raw material inventory to production area
(PCF 4.3.2.1 / 10310)
5.3.2.1.1 Release materials and move to production area
5.3.2.2 Execute detailed line run / batch schedule (PCF 4.3.2.2 / 10311)
5.3.2.2.1 Access materials
5.3.2.2.2 Execute production
5.3.2.2.3 Update production order(s)
5.3.2.2.4 Close production order(s)
5.3.2.3 Perform in-line quality testing (PCF 4.3.4 / 10369)
5.3.2.3.1 Perform testing using the standard testing procedure (PCF 4.3.4.1 / 10374)
a.k.a. Inspect / Test item(s)
5.3.2.3.2 Record test results (PCF 4.3.4.2 / 10375)
5.3.2.4 Package and move finished goods to storage area
5.3.2.4.1 Package item(s) as finished goods
5.3.2.4.2 Move item(s) to finished goods storage
5.3.2.5 Rerun / Rework / Scrap defective items (PCF 4.3.2.3 / 10313)
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5.3.2.6 Assess production performance (PCF 4.3.2.4 / 10314)
5.3.3 Perform post-production random quality testing (PCF 4.3.4 / 10369)
Definition
The process of assuring product quality entails ensuring that a company's products (whether
goods or services) conform to end customer and channel partner requirements and are fit
for end customer use.
5.3.4 Maintain production records and manage lot & batch / run traceability
(PCF 4.3.5 / 10370)
Definition
The process of maintaining production records for the purposes of accounting, business
management, product recall / traceability, statutory tax and regulatory compliance reasons.
5.3.5 Manage fixed assets
Definition
The process of maximising financial return on investments in long-lived, tangible assets such
as plant, property and equipment.
5.3.6 Schedule and perform maintenance (PCF 4.3.3 / 10305)
Definition
The process of monitoring the performance of production equipment, machines and tools;
determining optimum maintenance intervals; and acquiring services, replacement parts and
supplies as necessary for effective maintenance and operational safety / reliability.
5.3.7 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of production operations on
employee health, safety and the environment.
5.4 Produce to Cash (PCF 4.5 / 10219)
Definition
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The process of creating and implementing efficient, accurate and cost-effective delivery of
goods to end customers and channel partners and where appropriate providing reverse
logistics operations.
5.4.1 Manage / Operate outbound warehousing (PCF 4.5.3 / 10340)
Definition
The process of warehousing or storing products begins when the warehouse receives the
finished product and ends when goods are loaded onto a vehicle for delivery or received by
a carrier……at the lowest cost consistent with end customer / channel partner requirements
and expectations.
Typical Sub-Processes
5.4.1.1 Track outbound inventory deployment (PCF 4.5.3.1 / 10353)
5.4.1.1.1 Select confirmed orders to fill
5.4.1.2 Receive and store finished goods (PCF 4.5.3.2 / 10354)
5.4.1.2.1 Store finished goods
5.4.1.2.2 Update finished goods inventory
5.4.1.3 Track product availability and inventory accuracy
(PCF 4.5.3.3 & 4.5.3.5 / 10355 & 10357)
5.4.1.3.1 Request product(s)
5.4.1.4 Pick, pack, and ship product for delivery to end customers / channel partners
(PCF 4.5.3.4 / 10356)
5.4.1.4.1 Create pick list(s)
5.4.1.4.2 Pick item(s)
5.4.1.4.3 Inspect and pack item(s)
5.4.1.4.4 Create delivery note
5.4.1.4.5 Load, send and track OR provision item(s)
5.4.1.4.6 Send despatch advice
5.4.1.4.7 ID and disposition faulty item(s)
5.4.1.4.8 Receive despatch advice
5.4.1.4.9 Receive and inspect item(s)
5.4.1.5 Track 3PL / VMI shipping and storage performance (PCF 4.5.3.6 / 10358)
5.4.1.6 Manage physical finished goods inventory (PCF 4.5.3.7 / 10359)
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5.4.2 Manage / Operate outbound transportation (PCF 4.5.4 / 10341)
Definition
The process of deploying, maintaining, protecting, tracking and disposing of transportation
vehicles and other mechanised / mobile equipment used in the outbound distribution of
goods and services to customers.
Typical Sub-Processes
5.4.2.1 Plan, transport, and deliver outbound product to end customers / channel
partners (PCF 4.5.4.1 / 10360)
5.4.2.2 Track carrier delivery performance (PCF 4.5.4.2 / 10361)
5.4.2.3 Manage (own) transportation fleet (PCF 4.5.4.3 / 10362)
5.4.2.4 Review and audit carrier invoices and documents (PCF 4.5.4.4 / 10363)
5.4.3 Invoice the end customer / channel partner (PCF 8.2.2 / 10743)
Definition
The process of invoicing end customers and channel partners for products and services.
Typical Sub-Processes
5.4.3.1 Maintain end customer / channel partner and product master files
(PCF 8.2.2.1 / 10794)
5.4.3.2 Generate customer invoicing data (PCF 8.2.2.2 / 10795)
5.4.3.2.1 Prepare invoice(s), including periodic auto-repeaters
5.4.3.3 Transmit invoicing data to end customers / channel partners
(PCF 8.2.2.3 / 10796)
5.4.3.3.1 Send invoice(s)
5.4.3.3.2 Receive invoice(s) / credit note(s)
5.4.3.4 Post receivable entries (PCF 8.2.2.4 / 10797)
5.4.3.4.1 Pay invoice(s)
5.4.3.4.2 Receive payment(s)
5.4.3.5 Respond / Resolve end customer / channel partner billing enquires
(PCF 8.2.2.5 / 10798)
5.4.3.5.1 Send invoice(s) / credit note(s) query
5.4.3.5.2 Receive invoice / credit note queries
5.4.3.5.3 Make invoice / credit note adjustments
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5.4.3.5.4 Advise NO adjustments
5.4.3.5.5 Send adjusted invoice(s) / credit note(s) / advice
5.4.3.5.6 Raise credit note(s)
5.4.3.5.7 Send credit note(s)
5.4.4 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342)
Definition
The process of planning, implementing and controlling the efficient, cost effective flow of
raw materials, in-process inventory, finished goods, reusable packaging and/or related
information from the point of consumption back to the point of origin for the purpose of
maintenance / repair, recapturing value or proper disposal.
Typical Sub-Processes
5.4.4.1 Authorise and process returns (PCF 4.5.5.1 / 10364)
5.4.4.1.1 Request RMA (Returned Material Authorisation)
5.4.4.1.2 Receive RMA (Returned Material Authorisation) request
5.4.4.1.3 Send RMA (Returned Material Authorisation) authorization
5.4.4.1.4 Receive RMA (Returned Material Authorisation) authorization
5.4.4.1.5 Send RMA (Returned Material Authorisation) rejection
5.4.4.1.6 Receive RMA (Returned Material Authorisation) rejection
5.4.4.2 Perform reverse logistics (PCF 4.5.5.2 / 10365)
5.4.4.2.1 Load, return and track item(s)
5.4.4.2.2 Receive returned item(s)
5.4.4.2.3 Load, send and track replacement item(s)
5.4.4.2.4 Send returns rejection
5.4.4.2.5 Receive returns rejection
5.4.4.3 Perform salvage activities (PCF 4.5.5.3 / 10366)
5.4.4.4 Manage and process warranties and claims (PCF 4.5.5.4 / 10367)
5.4.4.5 Track and analyse return categories [e.g. DOAs] for improvement opportunities
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5.4.5 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of delivery operations on
employee health, safety and the environment.
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5s.0 Order to Cash – Services (PCF 4.0 / 10005)
The process of managing the service delivery process from resource and project
management, to employee support and end customer / channel relations, to service delivery
and quality assurance.
5s.1 Order to Purchase (PCF 4.2 / 10216)
Definition
The process of taking a confirmed end customer or channel partner order and doing final
checks on customer credit and also of planning for and acquiring the necessary resources to
ensure that the company has the capacity and materials availability needed to deliver its
services.
5s.1.1 Process customer credit (PCF 8.2.1 / 10742)
Definition
The process that enables a vendor of goods or services to validate to a reasonable degree of
probability that an end customer / channel partner placing an order with them is in a
position to make timely payment(s) for the ordered item(s) and is also likely to do so.
5s.1.2 Purchase materials and supplies (PCF 4.2.3 / 10279)
Definition
The process of planning for and acquiring the necessary resources to ensure that the
company has the capacity and materials needed to deliver its services at the required level
of performance. This includes the requirement to purchase materials and supplies for the
company of optimum quality, in the correct quantity, in a timely manner, and at the lowest
total cost.
5s.2 Purchase to Pay
Definition
The process that covers the activities of receiving, inspecting, storing, paying for, accounting
for and managing inventories of goods and services purchased by the organisation.
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5s.2.1 Plan inbound material flow (PCF 4.5.2 / 10339)
Definition
The process of planning and managing the logistical flow of raw materials, components,
subassemblies, services and information into the enterprise…… commonly termed ‘inbound
materials management’.
5s.2.2 Manage / Operate warehousing (PCF 4.5.3 / 10340)
Definition
The process of warehousing or storing / forwarding items begins when the warehouse
receives the materials and ends when goods are moved into the despatch area for use in
scheduled service delivery operations……at the lowest cost consistent with operational
requirements and expectations.
5s.2.3 Manage payments to suppliers
Definition
The process of ensuring that authorisation is given for payments to suppliers for products
and services provided such that they will be paid in line with existing T&Cs.
5s.2.4 Manage supplier returns and reverse logistics (PCF 4.5.5 / 10342)
Definition
The process of planning, implementing and controlling the efficient, cost effective flow of
raw materials, in-process inventory, finished goods, reusable packaging and/or related
information from the point of consumption back to the point of origin for the purpose of
maintenance / repair, recapturing value or proper disposal.
5s.2.5 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of production operations on
employee health, safety and the environment.
5s.3 Pay to Service (PCF 4.3 / 10217)
Definition
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The process of successfully delivering services to the end customer / channel partner that
meet their requirements and expectations.
5s.3.1 Schedule service delivery (PCF 4.3.1 / 10303)
Definition
The process of determining the sequence of activities for a smooth and efficient flow of
service delivery while balancing resources, eliminating bottlenecks and keeping progress
matched to customer requirements.
5s.3.2 Deliver service (PCF 4.3.2 / 10304)
Definition
The process of utilising materials, supplies and skilled staff to deliver a company's services to
end customers and channel partners.
5s.3.3 Perform post-service random quality testing (PCF 4.3.4 / 10369)
Definition
The process of assuring service quality entails ensuring that a company's services conform to
end customer and channel partner requirements and are fit for end customer use /
operation.
5s.3.4 Maintain service records and manage materials traceability
(PCF 4.3.5 / 10370)
Definition
The process of maintaining service records for the purposes of accounting, business
management, part recall / traceability, statutory tax and regulatory compliance reasons.
5s.3.5 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of service delivery operations
on employee health, safety and the environment.
5s.4 Service to Cash (PCF 4.5 / 10219)
Definition
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The process of operating invoicing processes and systems to expedite collection of revenue,
provide superior customer service, and where appropriate offer reverse logistics services.
5s.4.1 Invoice the end customer / channel partner (PCF 8.2.2 / 10743)
Definition
The process of billing end customers and channel partners for services rendered.
5s.4.2 Manage customer returns and reverse logistics (PCF 4.5.5 / 10342)
Definition
The process of planning, implementing and controlling the efficient, cost effective flow of
defective spares / support materials, defective / damaged or returned products, reusable
packaging and/or related information from the point of consumption back to the point of
origin for the purpose of maintenance / repair, recapturing value or proper disposal.
5s.4.3 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of service delivery operations
on employee health, safety and the environment.
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6.0 Cash to Dispose (PCF 5.0 / 10006)
The process of providing after-sales support and problem resolution to retain end customers
and channel partners and build their loyalty.
6.1 Cash to Care (PCF 5.2 & 5.3 / 10379 & 10380)
Definition
The process of ensuring end customer and/or channel partner satisfaction after the point-ofpurchase / delivery by solving problems, responding to enquiries and maintaining ongoing
communication about activities and product / service offerings.
6.1.1 Plan and manage customer service work force (PCF 5.2.1 / 10387)
Definition
The process of achieving and maintaining an appropriately sized, productive, professional
and motivated customer service workforce.
6.1.2 Manage customer service requests / enquiries (PCF 5.2.2 / 10388)
Definition
The process of enabling a customer service request to be reliably and efficiently submitted,
routed, approved, monitored, delivered against and the outcome recorded.
Typical Sub-Processes
6.1.2.1 Make customer service requests / enquiries
6.1.2.2 Receive and route customer service requests / enquiries
(PCF 5.2.2.1 & PCF 5.2.2.2 / 10394 & 10395)
6.1.2.3 Send customer service rejection with rationale
6.1.2.4 Receive customer service rejection with rationale
6.1.2.5 Log and handle warranty, claims and refund requests
6.1.2.6 Notify customer of warranty, claims or refund dispositions and/or further
actions they can / must take
6.1.2.7 Receive customer service notification
6.1.2.8 Open /Update support ticket. Analyse and resolve service request, together with
customer as necessary (PCF 5.2.2.3 / 10396)
6.1.2.9 Notify customer of resolution and/or further actions they can / must take.
Close / Update support ticket as appropriate
6.1.2.10 Prepare enquiry response and notify to customer
6.1.2.11 Notify customer of conditions applying and will terminate accordingly
6.1.2.12 Terminate product(s) / service(s)
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6.1.2.13 Notify customer of termination
6.1.2.14 Delete ‘customer only’ online access as/if appropriate
6.1.2.15 Update customer profiles & service records and analyse
performance / trends
6.1.3 Manage end customer / channel complaints (PCF 5.2.3 / 10389)
Definition
The process of ensuring end customer and/or channel partner problems are identified and
resolved immediately and courteously so as to stem end customer and/or channel defection
and maintain high integrity of products, services and reputation.
Typical Sub-Processes
6.1.3.1 Make customer feedback / complaints
6.1.3.2 Receive and route customer feedback / complaints
(PCF 5.2.3.1 & PCF 5.2.3.2 / 10397 & 10398)
6.1.3.3 Analyse feedback / complaints
6.1.3.4 Take actions as appropriate (PCF 5.2.3.3 / 10399)
6.1.3.5 Incorporate lessons as appropriate (PCF 5.2.3.3 / 10399)
6.1.3.6 Give feedback / response to customer (PCF 5.2.3.4 / 10400)
6.1.3.7 Receive feedback / response
6.1.2.8 Update customer profiles & records and analyse performance / trends
6.1.4 Measure end customer / channel satisfaction on customer service requests /
enquiries handling (PCF 5.3.1 / 10401)
Definition
The process of systematically gathering data about customer satisfaction with the
organisation’s handling of requests / enquiries, analysing the data, and using the information
gleaned for making improvements to the customer service request / enquiry handing
process.
6.1.5 Measure end customer / channel satisfaction on customer service complaint
handling and resolution (PCF 5.3.2 / 10402)
Definition
The process of systematically gathering data about customer satisfaction with the
organisation’s complaint handling, analysing the data, and using the information gleaned for
making improvements to the customer service complaint handling handing process.
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6.1.6 Measure end customer / channel satisfaction with products and services
(PCF 5.3.3 / 10403)
Definition
The process of systematically gathering data about customer satisfaction with the
organisation’s products and services, analysing the data, and using the information gleaned
for making improvements to those products and services.
6.1.7 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of after-sales service
operations on employee health, safety and the environment.
6.2 Care to Repair (PCF 4.4 / 10218)
Definition
The process of providing end customers and channel partners with wide ranging support in
relation to goods and services to build satisfaction and loyalty as well as maintain
competitive advantage. This can include the process of delivering products to end
customers and ensuring a problem-free initial installation / commissioning according to
customer and product requirements. Whether product installation / commissioning is
required or not it will also include arranging a smooth hand-over to the customer service
support team as well as the provision of any necessary orientation to safe and effective use
of products.
6.2.1 Confirm specific service requirements for individual end customers /
channel partners (PCF 4.4.1 / 10320)
Definition
The process of ensuring any applicable service support schemes and systems are properly
initiated such that they are able to address and resolve any problems end customers and/or
channel partners may encounter with products after the point-of-purchase and delivery.
Further, to also seek to ensure that any product issues when communicated by those
customers are correctly noted, diagnosed and understood……or, ideally, resolved……..to the
greatest extent feasible before any service visit is undertaken.
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6.2.2 Identify, allocate and schedule resources to meet service requirements
(PCF 4.4.2 / 10321)
Definition
The process of determining the sequence of activities for a smooth and efficient flow of
service delivery while balancing resources, eliminating bottlenecks and keeping progress
matched to customer requirements.
6.2.3 Provide the service to specific end customers / channel partners
(PCF 4.4.3 / 10322)
Definition
The process of utilising materials, supplies and skilled staff to deliver a company's services to
end customers and channel partners.
6.2.4 Ensure quality of service (PCF 4.4.4 / 10323)
Definition
The process of assuring service quality entails ensuring that a company's services conform to
end customer and channel partner requirements and are fit for end customer use /
6.2.5 Update end customer / channel partner profiles & service records
and analyse performance / trends
Definition
The process of maintaining service records for the purposes of accounting, business
management, part recall / traceability, statutory tax and regulatory compliance reasons.
6.2.6 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of after-sales service
operations on employee health, safety and the environment.
6.3 Repair to Dispose
Definition
The process of decommissioning / uninstalling, making safe, removing / transporting and
appropriately disposing of goods, plant and equipment which have reached the end of their
economic life at which it is more cost effective to replace rather than repair or upgrade
them.
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6.3.1 Confirm specific disposal service requirements for individual end customers
/ channel partners (PCF 4.4.1 / 10320)
Definition
The process of ensuring that any product disposal service requirements communicated by
customers are correctly noted and understood to the greatest extent feasible before any
disposal service work is scheduled or undertaken.
6.3.2 Identify, allocate and schedule resources to meet disposal service
requirements (PCF 4.4.2 / 10321)
Definition
The process of determining the sequence of activities for a smooth and efficient flow of
disposal service delivery while balancing resources, eliminating bottlenecks and keeping
progress matched to customer requirements.
6.3.3 Provide disposal service to specific end customers / channel partners
(PCF 4.4.3 / 10322)
Definition
The process of utilising materials, equipment and skilled staff to deliver a company's disposal
services to end customers and channel partners.
6.3.4 Manage returns and reverse logistics (PCF 4.5.5 / 10342)
Definition
The process of planning, implementing and controlling the safe, efficient, cost effective flow
of disposed spares, products, reusable packaging and/or related information from the point
of consumption back to the point of dispositioning for the purpose of recapturing value or
proper disposal.
6.3.5 Manage dispositioning and safe disposal / scrappage
Definition
The process of deciding the ultimate disposal path and destination of defunct parts and
equipment such that their disposal / scrappage is safe, compliant with EH&S and other
regulation and maximises the recapture of value (e.g. reuse, refurbishment, recycling) where
feasible.
6.3.6 Ensure quality of service (PCF 4.4.4 / 10323)
Definition
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The process of assuring disposal service quality entails ensuring that a company's disposal
services conform to end customer / channel partner, applicable statutory / regulatory and
other good practice requirements.
6.3.7 Update end customer / channel partner profiles & disposal records and
analyse performance / trends
Definition
The process of maintaining disposal records for the purposes of accounting, business
management, part recall / traceability, statutory tax and regulatory compliance reasons.
6.3.8 Monitor environmental, health and safety (EH&S) performance
Definition
The process of recording, measuring and reporting the effect of after-sales service disposal
operations on employee health, safety and the environment.
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7.0 Woo to Renew
The process of proactively managing all stakeholder relationships throughout an
organisation’s value chain from materials suppliers through to end customers and channel
partners, inclusive of the wider investment, industry and regulatory communities.
7.1 Supply to Review
Definition
The process of overseeing, and looking for mutually beneficial opportunities to improve,
supplier performance and quality in the fulfillment of contractual duties and obligations
between buyer and seller.
7.1.1 Select tiered suppliers and develop/maintain contracts (PCF 4.2.2 / 10278)
Definition
The process of finding, and then managing the relationship with, upstream (i.e. relative to
your own supply chain) vendors that can reliably and economically provide required raw
materials, components, subassemblies, input products or services to your organisation.
7.1.2 Appraise and develop tiered suppliers (PCF 4.2.4 / 10280)
Definition
The process of helping and developing your tiered supplier base such that the upstream
supply chain remains healthy and capable of good performance, as well as continuing to
improve its overall capabilities and offerings to the mutual benefit of both supplier(s) and
customer(s).
7.2 Collaborate to Refresh
Definition
The process of managing the organisational and contractual relationship between a
customer who is outsourcing some or all of an internal business function and the supplier
who has been selected to deliver that capability on the customer’s behalf.
7.2.1 Manage distribution relationships
Definition
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The process of managing the organisational and contractual relationship between a
customer who is outsourcing some or all of their distribution logistics supply chain and the
supplier (i.e. often a 3PL / 4PL) who has been selected to deliver that capability on the
customer’s behalf.
7.2.2 Manage IT relationships
Definition
The process of managing the organisational and contractual relationship between a
customer who is outsourcing some or all of their internal IT / MIS function and the supplier
who has been selected to deliver that capability on the customer’s behalf.
7.2.3 Manage physical facilities (e.g. premises) relationships (PCF 9.0 / 10010)
Definition
The process of selecting/building, modifying, maintaining and protecting real estate, plants
& offices and furnishings to preserve or enhance their value.
7.3 Service to Retain
Definition
The process of managing overall operations more effectively around end customer and/or
channel partner behaviours to build long-term relationships that will optimise profitability
and revenue.
7.3.1 Confirm channel strategy (PCF3.2.3 / 10122)
Definition
The process of determining the most effective method of selling and distributing products,
and associated services, to end customers.
7.3.2 Develop channel partner relationships (PCF 3.3.2 / 10130)
Definition
The process of selecting and building a relationship with the channel, or combination of
channels, that will most effectively and successfully sell and distribute the organisations
products and services to end customers.
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7.3.3 Manage channel partners (PCF 3.5.6 / 10187)
Definition
The process of organising the ways in which organisations reach and satisfy their end
customers. Channel management involves more than just distribution, and has been
described as management of how and where a product is used and of how the end customer
and the product interact.
7.3.4 Manage end customer key accounts (PCF 3.5.2 / 10183)
Definition
The process of managing those end customer and/or channel partner relationships that are
most important to an organisation. Key accounts are those end customers / channel
partners who produce most profit for an organisation, have the potential to do so, or are
those who are of strategic importance.
7.4 Invest to Comply (PCF 11.0 / 10012)
Definition
The process of ensuring the support and loyalty of key stakeholders through effective
relationship management.
7.4.1 Build and manage lender and analyst relationships
(PCF 11.1.1 & 11.1.2 / 11035 & 11036)
Definition
The process of building strong relationships with banks and other financial institutions to
ensure access to low cost financing when needed.
7.4.2 Communicate [incl. corporate performance] with shareholders /
stakeholders (PCF 11.1 & 11.1.3 / 11010 & 11037)
Definition
The process of providing the investment community with thorough, accurate and timely
information on business activities and finances and ensuring high levels of transparency in
corporate reporting to meet the information needs of key stakeholders and be seen as
ethically responsible.
7.4.3 Manage government and industry relations (PCF 11.2 / 11011)
Definition
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The process of building strategic partnerships to exert influence into the legislative,
regulatory, political and industrial environments.
7.4.4 Manage relations with board of directors (PCF 11.3 / 11012)
Definition
The process of ensuring senior management and board members maintain open and
dynamic communication to guarantee knowledgeable and vigilant oversight of activities.
7.4.5 Manage legal and ethical issues (PCF 11.4 / 11013)
Definition
The process of managing legal and ethical issues through leadership example, sound policies,
strong internal communication and deep knowledge of business laws and regulations to
build a reputation for integrity, trust and good corporate citizenship.
7.4.6 Manage public relations programme (PCF 11.5 / 11014)
Definition
The process of using publicity, special events, public service and other brand enhancing
communications to create a positive public image that will protect and enhance the
company’s reputation.
7.4.7 Manage compliance
Definition
The process of ensuring government rules and regulations are followed in a timely and
responsible manner.
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8.0 Record to Review
The process of defining, measuring, reporting, managing and protecting the performance of
financial resources and compliance obligations fundamental to the viability of the business.
8.1 Manage financial resources
Definition
The process of establishing policies and procedures to control spending, predict cash flow
and profit, maximise funding resources and minimise exposure to financial risks.
8.1.1 Manage cash flow
Definition
The process of mobilising funds, collecting payments, controlling disbursements, covering
shortfalls, forecasting cash needs, investing idle funds and compensating the banks that
support these actions.
Typical Sub-Processes
8.1.1.1 Manage treasury and working capital
8.1.1.1.1 Manage treasury policies and procedures (PCF 8.7.1 / 10758)
8.1.1.1.2 Manage cash (PCF 8.7.2 / 10759)
8.1.1.1.2.1 Manage and reconcile cash positions (PCF 8.7.2.1 / 10893)
8.1.1.1.2.1.1 Receive bank account statements
8.1.1.1.2.1.2 Compare bank statement line items with internal records
8.1.1.1.2.1.3 Annotate cash account(s) as reconciled
8.1.1.1.2.1.4 Investigate discrepancy(s)
8.1.1.1.2.1.5 Adjust errant account(s)
8.1.1.1.2.1.6 Make statement(s) query
8.1.1.1.2.1.7 Receive statement(s) query
8.1.1.1.2.1.8 Send adjusted statement(s)
8.1.1.1.2.1.9 Receive adjusted statement(s)
8.1.1.1.2.1.10 Send NO error advice
8.1.1.1.2.1.11 Receive NO error advice
8.1.1.1.2.1.12 Conduct further investigations to resolve error
8.1.1.1.2.2 Manage international funds / consolidation (PCF 8.10 / 10737)
8.1.1.1.2.3 Manage cash equivalents (PCF 8.7.2.2 / 10894)
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8.1.1.1.2.4 Process and oversee electronic fund transfers [EFTs]
(PCF 8.7.2.3 / 10895)
8.1.1.1.2.5 Develop cash flow forecasts (PCF 8.7.2.4 / 10896)
8.1.1.1.2.6 Manage cash flows (PCF 8.7.2.5 / 10897)
8.1.1.1.2.7 Produce cash management accounting transactions and reports
(PCF 8.7.2.6 / 10898)
8.1.1.1.2.8 Manage and oversee banking relationships (PCF 8.7.2.7 / 10899)
8.1.1.1.2.9 Analyse, negotiate, resolve and confirm bank fees
(PCF 8.7.2.8 / 10900)
8.1.1.1.3 Manage in-house bank accounts (PCF 8.7.3 / 10760)
8.1.1.1.4 Manage debt and investment (PCF 8.7.4 / 10761)
8.1.2 Manage financial risk
Definition
The process of applying strategies and approaches to minimise exposure to financial risks.
8.2 Process finance and accounting transactions
Definition
The process of maintaining and analysing accurate financial performance data to support
strategic, tactical and operational decision making.
8.2.1 Process accounts payable [A/P] (PCF 8.6 & 8.6.1 / 10733 & 10756)
Definition
The process of paying bills on time and to optimise cash flow.
Typical Sub-Processes
8.2.1.1 Process financial accruals and reversals (PCF 8.6.1.5 / 10873)
8.2.1.2 Process taxes (PCF 8.6.1.6 / 10874)
8.2.1.3 Research / resolve exceptions (PCF 8.6.1.7 / 10875)
8.2.1.4 Process / Make payments (PCF 8.6.1.8 / 10876)
8.2.1.4.1 Send despatch advice note
8.2.1.4.2 Send invoice(s)
8.2.1.4.3 Receive invoice(s)
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8.2.1.4.4 Receive GRN(s) (Goods Received Note)
8.2.1.4.5 Receive purchase order(s)
8.2.1.4.6 Enter invoice(s)
8.2.1.4.7 Manage pending supplier invoice(s)
8.2.1.4.8 Pay supplier(s)
8.2.1.4.9 Receive payment(s)
8.2.1.4.10 Receive credit note(s)
8.2.1.4.11 Enter credit note(s)
8.2.1.4.12 Send credit note(s) query
8.2.1.4.13 Receive credit note(s) query
8.2.1.5 Respond to A/P inquires (PCF 8.6.1.9 / 10877)
8.2.1.5.1 Query payment(s)
8.2.1.5.2 Receive payment(s) query
8.2.1.5.3 Check query
8.2.1.5.4 Send payment(s) confirmation
8.2.1.5.5 Receive payment(s) confirmation
8.2.1.5.6 Amend invoice(s) payment details
8.2.1.6 Retain records (PCF 8.6.1.10 / 10878)
8.2.1.7 Adjust accounting records (PCF 8.6.1.11 / 10879)
8.2.2 Process payroll
Definition
The process of paying employee salaries, wages and other compensation in accordance with
company policies and government regulations.
Typical Sub-Processes
8.2.2.1 Report time (PCF 8.5.1 / 10753)
8.2.2.1.1 Establish policies and procedures (PCF 8.5.1.1 / 10853)
8.2.2.1.2 Collect and record employee / contractor time worked (PCF 8.5.1.2 / 10854)
8.2.2.1.2.1 Complete timesheet form and attach supporting documentation
8.2.2.1.2.2 Submit completed timesheet form for approval
8.2.2.1.2.3 Review employee / contractor timesheet submission(s)
8.2.2.1.2.4 Notify employee / contractor of rejection and reasons
8.2.2.1.2.5 Submit timesheets for payments processing
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8.2.2.1.2.6 Receive salary / wages payment(s)
8.2.2.1.3 Analyse and report paid and unpaid leave (PCF 8.5.1.3 / 10855)
8.2.2.1.4 Monitor regular, overtime and other hours (PCF 8.5.1.4 / 10856)
8.2.2.1.5 Analyse and report employee / contractor utilisation (PCF 8.5.1.5 / 10857)
8.2.2.2 Manage pay (PCF 8.5.2 / 10754)
8.2.2.2.1 Enter employee / contractor time worked into payroll system
(PCF 8.5.2.1 / 10858)
8.2.2.2.2 Maintain and administer employee / contractor earnings information
(PCF 8.5.2.2 / 10859)
8.2.2.2.3 Maintain and administer applicable deductions (PCF 8.5.2.3 / 10860)
8.2.2.2.4 Monitor changes in tax status of employees / contractors
(PCF 8.5.2.4 / 10861)
8.2.2.2.5 Process and distribute payments (PCF 8.5.2.5 / 10862)
8.2.2.2.6 Process and distribute manual cheques (PCF 8.5.2.6 / 10863)
8.2.2.2.7 Process period end adjustments (PCF 8.5.2.7 / 10864)
8.2.2.2.8 Respond to employee / contractor payroll enquires (PCF 8.5.2.8 / 10865)
8.2.2.3 Process payroll taxes (PCF 8.5.3 / 10755)
8.2.2.3.1 Calculate and pay applicable payroll taxes (PCF 8.5.3.1 / 10866)
8.2.2.3.2 Produce and distribute employee / contractor annual tax statements
(PCF 8.5.3.2 / 10867)
8.2.2.3.3 File regulatory payroll tax forms (PCF 8.5.3.3 / 10868)
8.2.3 Process accounts receivable, credit and collections (PCF 8.2 / 10729)
Definition
The process of collecting payment from customers for products delivered or services
rendered.
Typical Sub-Processes
8.2.3.1 Process accounts receivable [A/R] (PCF 8.2.3 / 10744)
8.2.3.1.1 Establish A/R policies (PCF 8.2.3.1 / 10799)
8.2.3.1.2 Receive / Deposit customer payments (PCF 8.2.3.2 / 10800)
8.2.3.1.2.1 Manage pending customer invoices
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8.2.3.1.2.2 Match payment(s)
8.2.3.1.2.3 Deposit payments
8.2.3.1.2.4 Send remittance advice / receipt
8.2.3.1.2.5 Review remittance advice / receipt
8.2.3.1.3 Apply cash remittances (PCF 8.2.3.3 / 10801)
8.2.3.1.4 Prepare A/R reports (PCF 8.2.3.4 / 10802)
8.2.3.1.5 Post A/R activity to the general ledger [G/L] (PCF 8.2.3.5 / 10803)
8.2.3.1.5.1 Post receivables entry
8.2.3.2 Manage and process collections (PCF 8.2.4 / 10745)
8.2.3.2.1 Establish policies for delinquent accounts (PCF 8.2.4.1 / 10804)
8.2.3.2.2 Analyse delinquent account balances (PCF 8.2.4.2 / 10805)
8.2.3.2.2.1 Review invoice aging
8.2.3.2.2.2 Identify delinquencies
8.2.3.2.3 Correspond / Negotiate with delinquent accounts (PCF 8.2.4.3 / 10806)
8.2.3.2.3.1 Take collection actions
8.2.3.2.4 Discuss account resolution with internal parties (PCF 8.2.4.4 / 10807)
8.2.3.2.5 Process adjustments / write-off balances (PCF 8.2.4.5 / 10808)
8.2.3.2.5.1 Secure payments
8.2.3.2.5.2 Reclassify & write off
8.2.3.2.5.3 Adjust accounts receivable entry(s)
8.2.3.3 Manage and process adjustments / deductions (PCF 8.2.5 / 10746)
8.2.3.3.1 Establish policies / procedures for adjustments (PCF 8.2.5.1 / 10809)
8.2.3.3.2 Analyse adjustments (PCF 8.2.5.2 / 10810)
8.2.3.3.3 Correspond / Negotiate with customers (PCF 8.2.5.3 / 10811)
8.2.3.3.3.1 Send payment(s) query
8.2.3.3.3.2 Receive payment(s) query
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8.2.3.3.3.3 Make payment(s) adjustment(s)
8.2.3.3.3.4 Advise NO adjustments
8.2.3.3.3.5 Send payment(s) advice response
8.2.3.3.3.6 Raise payment(s) dispute
8.2.3.3.3.7 Review payment(s) dispute
8.2.3.3.4 Discuss resolution with internal parties (PCF 8.2.5.4 / 10812)
8.2.3.3.5 Prepare chargeback invoices (PCF 8.2.5.5 / 10813)
8.2.3.3.6 Process-related entries (PCF 8.2.5.6 / 10814)
8.2.4 Manage fixed asset project accounting (PCF 8.4 / 10731)
Definition
The process of accounting for new fixed assets that are procured & commissioned, or
existing fixed assets that are materially improved & upgraded, as part of a project delivery
process. This is done for purposes of financial accounting, preventive maintenance, theft
deterrence and other business reasons.
8.2.5 Perform general accounting and reporting (PCF 8.3 / 10730)
Definition
The process of analysing, interpreting and reporting on records in general areas of
accounting such as accounts payable, accounts receivable, inventory, reconciliations, payroll
and procurement.
Typical Sub-Processes
8.2.5.1 Manage policies and procedures (PCF 8.3.1 / 10747)
8.2.5.2 Perform general accounting (PCF 8.3.2 / 10748)
8.2.5.3 Perform fixed asset accounting (PCF 8.3.3 / 10749)
8.2.5.3.1 Establish fixed asset policies and procedures (PCF 8.3.3.1 / 10828)
8.2.5.3.2 Maintain fixed asset master data files (PCF 8.3.3.2 / 10829)
8.2.5.3.3 Track fixed asset additions and retires (PCF 8.3.3.3 / 10830)
8.2.5.3.3.1 Register asset
8.2.5.3.3.2 Send asset registration details
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8.2.5.3.3.3 Receive asset registration details
8.2.5.3.4 Track fixed asset adjustments, enhancements, revaluations and transfers
(PCF 8.3.3.4 / 10831)
8.2.5.3.5 Track fixed asset maintenance and repair expenses (PCF 8.3.3.5 / 10832)
8.2.5.3.6 Calculate and record depreciation expense (PCF 8.3.3.6 / 10833)
8.2.5.3.7 Reconcile fixed asset ledger (PCF 8.3.3.7 / 10834)
8.2.5.3.8 Track fixed assets including physical inventory (PCF 8.3.3.8 / 10835)
8.2.5.3.9 Provide fixed asset data to support tax, statutory and regulatory reporting
(PCF 8.3.3.9 / 10836)
8.2.5.4 Perform financial reporting (PCF 8.3.4 / 10750)
8.2.6 Close the books
Definition
The process of reconciling, consolidating and reporting financial information on a periodic
basis.
Typical Sub-Processes
8.2.6.1 Ensure all journal entries relating to the period's transactions have been
posted
8.2.6.2 Review all journals and registers looking for any other entries still unposted.
If any are found post them to the General Ledger
8.2.6.3 Run a Trial Balance of all General Ledger accounts
8.2.6.4 Make adjusting entries as required to apportion the period's share of any
unallocated revenue or expenses (e.g. prepaid expenses, revenue collected
prior to the work being performed, unpaid expenses, uncollected revenue,
depreciation on Fixed Assets, income tax expense, etc).
8.2.6.5 Post the adjusting entries to relevant General Ledger accounts
8.2.6.6 Locate and correct any errors and re-run the Trial Balance. Repeat until all
General Ledger accounts balance
8.2.6.7 Make closing entries required to "close out" the accounts on the Income
Statement (i.e. dividends paid, owner's draws, owner's capital contributions,
and/or public issues or sales of treasury stock to retained earnings if sole
proprietorship or partnership, or shareholder's equity if a corporation)
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8.2.6.8 Post the closing entries to relevant General Ledger accounts
8.2.6.9 Run Trial Balance to verify closing entries posted correctly
8.2.6.10 Locate and correct any errors. Re-run Trial Balance. Repeat until all General
Ledger accounts balance
8.2.6.11 Run Financial Statements
8.2.7 Manage business expenses (PCF 8.6.2 / 10757)
Definition
The process of controlling business costs related to travel, accommodation, meals,
entertainment, etc.
Typical Sub-Processes
8.2.7.1 Establish and communicate business expense reimbursement policies and
approval limits (PCF 8.6.2.1 / 10880)
8.2.7.2 Capture and report relevant tax data (PCF 8.6.2.2 / 10881)
8.2.7.3 Approve reimbursements and advances (PCF 8.6.2.3 / 10882)
8.2.7.3.1 Complete expenses form and attach supporting receipts / documentation
8.2.7.3.2 Submit completed expenses form for approval
8.2.7.3.3 Review employee expenses form(s)
8.2.7.3.4 Notify employee of rejection and reasons
8.2.7.3.5 Submit expenses for payments processing
8.2.7.3.6 Receive expenses payment(s)
8.2.7.4 Process reimbursements and advances (PCF 8.6.2.4 / 10883)
8.2.7.5 Manage personal accounts (PCF 8.6.2.5 / 10884)
8.2.8 Implement a transfer pricing policy
Definition
The process of arranging prices within an organisation, or between organisations belonging
to the same corporate group, to minimise business costs between different jurisdictions.
8.3 Report information
Definition
The process of conveying relevant historical and forward-looking company data to key
stakeholders.
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8.3.1 Provide external financial information
Definition
The process of reporting past and expected financial performance to key stakeholders in
accordance with accounting principles and regulatory guidelines.
8.3.2 Provide internal financial information (PCF 8.1 / 10728)
Definition
Providing internal financial information is the process of disseminating specific financial
metrics to executives, managers and employees to facilitate and support operational and
strategic decision making.
8.3.3 Manage integrity risk
Definition
The process of ensuring financial information provided to internal and external stakeholders
is both accurate and reliable.
8.4 Conduct internal audits (PCF 8.8 / 10735)
Definition
The process of examining and critiquing internal controls, operations and corporate
governance by an independent third-party to uncover inefficiencies and risk as well as
improvement opportunities.
8.4.1 Establish internal controls, policies and procedures (PCF 8.8.1 / 10762)
Definition
The process of establishing internal controls is defined as developing a governance
mechanism effected by an organisation's structure, work and authority flows, people and
management information systems, designed to help the organisation accomplish specific
goals or objectives.
8.4.2 Operate controls & monitor compliance with internal policies and
procedures (PCF 8.8.2 / 10763)
Definition
The process of operating internal controls is defined as using a governance mechanism
effected by an organisation's structure, work and authority flows, people and management
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information systems, conducted to help the organisation accomplish specific goals or
objectives.
Typical Sub-Processes
8.4.2.1 Design and implement control activities (PCF 8.8.2.1 / 10917)
8.4.2.2 Monitor control effectiveness (PCF 8.8.2.2 / 10918)
8.4.2.3 Remediate control deficiencies (PCF 8.8.2.3 / 10919)
8.4.2.4 Create compliance function (PCF 8.8.2.4 / 10920)
8.4.2.5 Operate compliance function (PCF 8.8.2.5 / 10921)
8.4.2.5.1 Operate stock take
8.4.2.5.1.1 Clearly identify what stock is owned by the organisation and
where it is (i.e. separate stock that has been invoiced to a
customer, but is still in the warehouse. Likewise, stock received,
but not yet recorded in the books should be distinguished. Ensure
stock held at different locations or on a consignment basis is
accounted for). If feasible reduce or eliminate any related WIP
before beginning the stock take process
8.4.2.5.1.2 Ensure the stock storage area is clean and tidy, the inventory
items are clearly identifiable, and the counting procedure is well
understood (i.e. give the stock counters guidance in the way they
should count, e.g. start at the top shelf and work down, while
moving from left to right)
8.4.2.5.1.3 Prepare and have on hand tools for the stock take (e.g.
clipboards; stock sheets - do not include current inventory levels; if
inventory is barcoded ensure barcodes are on stock sheets; writeoff sheets – for recording the condition of inventory; pens - the
audit trail can be easily followed if the first counter uses a blue
pen, second counter uses a red pen, and the sheets are submitted
to the stock take coordinator who uses a purple pen; calculators;
and held scanners for bar-coded inventory)
8.4.2.5.1.4 Prohibit radios, personal electronic devices and idle chatter (i.e.
distractions can easily lead to errors)
8.4.2.5.1.5 Count every item of relevant inventory. DON’T estimate or guess
8.4.2.5.1.6 Check the physical count against accounting records and recheck
discrepancies. Make a note about variances and follow up where
necessary
8.4.2.5.1.7 Where necessary gain input on the disposition and treatment of
damaged or degraded stock items
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8.4.2.5.1.8 When the stock take has been finalised, report the results and,
once approved, update the master inventory records
8.4.2.5.1.9 Ensure that damaged or degraded stock items have been
removed and treated as agreed
8.4.2.6 Implement and maintain controls related enabling technologies and tools
(PCF 8.8.2.6 / 10922)
8.4.3 Manage fraud
Definition
The process of fostering a healthy culture through education, awareness, judicious controls
and a top-down commitment to integrity such that the financial and reputation risks
associated with fraud are mitigated and minimised.
8.4.4 Report on internal controls compliance (PCF 8.8.3 / 10764)
Definition
The process of reporting on internal controls compliance is defined as analysing the
outcomes achieved through a governance mechanism effected by an organisation's
structure, work and authority flows, people and management information systems, and
generating documentary performance evidence to help the organisation accomplish specific
goals or objectives.
8.5 Manage the tax function
Definition
The process of strategically managing tax rates by identifying the tax implications of all
business decisions at the time those decisions are made to lower the company's tax burden
while still complying with legal and regulatory requirements.
8.5.1 Manage tax compliance
Definition
The process of ensuring tax related disclosures, obligations and deadlines are met.
8.5.2 Manage tax controversies
Definition
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The process of developing internal and external strategies to manage government tax audits
and other regulatory tax issues.
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9.0 Recruit to Retain (PCF 6.0 / 10007)
The process of planning and monitoring issues pertaining to the workforce, including
recruitment, hiring, compensation, administration of benefits, training of employees and
their retention planning.
9.1 Develop and manage human resources (HR) plans and policies
(PCF 6.1 / 10409)
Definition
The process of creating detailed plans and policies for amassing a workforce that will carry
out strategic activities to achieve business objectives.
9.1.1 Develop and implement human resources plans (PCF 6.1.2 / 10416)
Definition
The process of developing and implementing a plan which enables the organisation to align
people resources to corporate and HR strategy.
9.1.2 Monitor and update plans (PCF 6.1.3 / 10417)
Definition
The process of monitoring and updating implementation plans which enable the
organisation to align people resources to corporate and HR strategy.
9.2 Manage deployment of personnel
Definition
The process of planning, growing and monitoring the workforce to ensure employees are
available to meet projected demand and assigned responsibilities in a way that supports
strategic goals.
9.2.1 Forecast and plan workforce requirements
Definition
The process of determining future workforce requirements to maintain operational
efficiency as well as to keep pace with marketplace changes and competitive challenges.
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9.2.2 Recruit, select and hire employees (PCF 6.2 / 10410)
Definition
The process of finding employees with the skills and competencies that match operational
and business demands.
9.2.3 Develop succession and career plans
Definition
The process of preparing employees for future leadership roles to ensure the smooth
transition of responsibilities and the continuity of the business in the event key positions are
vacated.
9.2.4 Manage international assignments
Definition
The process of developing policies and procedures to oversee and assist employees who are
working in company operations outside their native countries.
9.2.5 Create and deploy teams
Definition
The process of identifying groups of employees with diverse skills and competencies to share
responsibility for projects and activities to achieve quality and efficiency goals.
9.3 Develop and train employees (PCF 6.3 / 10411)
Definition
The process of identifying and creating learning opportunities that will advance employee's
skills and competencies as well as job satisfaction.
9.3.1 Manage employee orientation and deployment (PCF 6.3.1 / 10469)
Definition
The process of indoctrinating new employees into their positions and responsibilities such
that they can become an effective member of the organisation in a relatively short time.
9.3.2 Manage employee performance (PCF 6.3.2 / 10470)
Definition
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The process of setting employees tangible and intangible performance objectives and
regularly checking progress toward achieving those goals.
9.3.3 Manage employee relations (PCF 6.3.3 / 10471)
Definition
The process concerned with maintaining employer-employee relationships that contribute
to satisfactory productivity, motivation and morale. Essentially, employee relations are
concerned with preventing and resolving problems involving individuals which arise out of or
affect work situations.
9.3.4 Manage employee development (PCF 6.3.4 / 10472)
Definition
The process concerned with organisational activity aimed at bettering the performance of
individuals and groups in organisational settings.
9.3.5 Develop and train employees (PCF 6.3.5 / 10473)
Definition
The process of employees acquiring knowledge, skills, and competencies as a result of the
teaching of vocational or practical skills and knowledge that relate to specific competencies
that will be useful to the successful functioning of the organisation.
9.4 Motivate and retain employees (PCF 6.4 / 10412)
Definition
The process of stimulating employee enthusiasm for work and dedication to excellence.
9.4.1 Develop and manage reward, recognition, and motivation programmes
(PCF 6.4.1 / 10494)
Definition
The process of creating an equitable and competitive salary, wages and benefits plan that
will attract, motivate and retain skilled workers.
9.4.2 Ensure employee involvement
Definition
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The process of engaging employees at all levels more fully in the business by empowering
them to assume certain responsibilities and contribute to operational and product / service
improvements.
9.4.3 Manage and administer benefits (PCF 6.4.2 / 10495)
Definition
The process of overseeing and directing cost-effective benefits that meet employee needs,
reward service and support corporate strategies.
9.4.4 Manage employee work-life assistance and retention programmes
(PCF 6.4.3 / 10496)
Definition
The process of enabling employees to balance career and personal / family obligations while
still achieving the company's desired business goals.
9.4.5 Administer payroll (PCF 6.4.4 / 10497)
Definition
The process of managing all the tasks involved in paying an organisation’s employees.
9.4.6 Manage workforce diversity
Definition
The process of achieving and supporting a workforce representative of wide ranging
demographics within the local population such as race, age, gender, religion, sexual
orientation and abilities.
9.4.7 Manage labour-management relationships
Definition
The process of maintaining positive relations with union employees by forging and
complying with contractual agreements that protect the interests of both the unions and the
company.
9.4.8 Manage changes in employment status (PCF 6.5 / 10413)
Definition
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The process of ensuring obligations and legal requirements are met when employees depart,
change work hours, assume new positions or otherwise change their relationship with the
company.
9.4.9 Manage employee information (PCF 6.6 / 10414)
Definition
The process of managing all relevant employee documents and transactions through the
employment lifecycle from ‘hire to retire’ including the necessary updates and maintenance
to them along the way.
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10.0 Encode to Enlighten (PCF 7.0 / 10008)
The process of ensuring timely and affordable access to information resources, state-of-the
art information tools and related technologies.
10.1 Manage information resources
Definition
The process of acknowledging, protecting and developing the financial value of intellectual
assets and using them to create added value for end customers, channel partners and
company stakeholders.
10.1.1 Manage records and information (PCF 7.4 / 10565)
Definition
The process of creating and maintaining records and documents from inception through
permanent retention or destruction.
10.1.2 Leverage data and information (PCF 7.8 / 10569)
Definition
The process of gathering, analysing and transforming stakeholder data into action producing
knowledge that will support strategic decision making.
10.1.3 Leverage organisational knowledge
Definition
The process of using the company's intellectual capital to strengthen competitive standing
throughout all processes and relationships.
10.2 Manage information technology
Definition
The process of using electronic communication tools to achieve the organisation's business
goals.
10.2.1 Develop frameworks to align business and technology (PCF 7.1 / 10563)
Definition
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The process of determining how IT can assist with implementing the organisation's business
strategy by delivering technology improvements relating to revenue growth, profitability and
cost effectiveness.
10.2.2 Develop and manage IT customer relationships (PCF 7.2 / 10564)
Definition
The process of ensuring that the key customers / stakeholders of the IT function’s strategy,
plans and implementations are aware of and involved in those contributions, feel that they
are aligned with the organisation’s performance goals, believe they are of practical &
tangible value to the ongoing success of the organisation, and increasingly see them as a
source of cohesion & sustainable competitive advantage for the business.
10.2.3 Identify / Develop, implement and manage technology solutions
(PCF 7.5 & 7.6 / 10566 & 10567)
Definition
The process of selecting / developing and implementing software and hardware to support
all functional areas.
10.2.4 Support end users (PCF 7.7 / 10568)
Definition
The process of providing employees with ongoing training as well as support services to
maximise their use of technology.
10.2.5 Manage technical environment (PCF 7.1.6 / 10575)
Definition
The process of ensuring technology has the functionality and operational efficiency to
connect and respond to the needs of all key stakeholders.
10.2.6 Manage security (PCF 7.3.4 / 11220)
Definition
The process of safeguarding technology to prevent internal malfunctions and also the
malicious penetration and abuse by any unauthorised parties.
10.2.7 Ensure continuity of systems (PCF 7.3 / 11216)
Definition
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The process of ensuring uninterrupted access to technology that supports critical business
processes and stakeholder needs.
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Business Process Reference Guide
11.0 Assess to Assure (PCF 10.0 / 11179)
The process of fostering top-down, proactive Environmental, Health and Safety (EH&S)
awareness and management to improve performance and achieve goodwill among key
stakeholders.
11.1 Manage Environment, Health & Safety (EH&S) Policy & Practice
Definition
The process of managing responsibility for the leadership, planning, and coordination of
various programmes which promote or maintain a reasonably safe and healthful working
environment for all employees, contractors, customers, suppliers and visitors.
11.1.1 Determine environmental, health and safety (EH&S) impact
(PCF 10.1 / 11180)
Definition
The process of analysing the ongoing EH&S impact of products, services or processes on key
stakeholders and the environment.
11.1.2 Develop and execute EH&S programme (PCF 10.2 / 11181)
Definition
The process of implementing comprehensive EH&S strategies that involve the entire
organisation as well as end customers, channel partners and suppliers.
11.1.3 Communicate EH&S issues to stakeholders
Definition
The process of establishing and maintaining an effective dialogue for EH&S issues with key
stakeholders.
11.1.4 Manage EH&S remediation efforts (PCF 10.6 / 11185)
Definition
The process of providing an appropriate remedy to an EH&S related issue.
11.2 Manage physical risk (PCF 9.5 / 11207)
Definition
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Business Process Reference Guide
The process of protecting properties, assets and people as well as recouping costs and
minimising liability in the event of damage or loss.
11.3 Manage business continuity
Definition
The process of minimising disruptions to business operations in the event of natural or manmade disasters that threaten facilities, systems and people.
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Business Process Reference Guide
12.0 Inform to Improve (PCF 12.0 / 10013)
The process of ensuring that necessary changes in the work environment and business
processes / systems are well understood and supported by solid transition plans such that
they are built on a solid ‘learning’ foundation and are thus sustainable.
12.1 Confirm and apply top level KPIs and targets to organisational
performance strategy development & management
Definition
The process of extending and deploying an organisation’s top level KPIs into an integrated
and consistent performance management framework such that current performance can be
systematically ‘rolled up’ and measured and future performance improvement targets set.
12.1.1 Create and manage organisational performance strategy
(PCF 12.1 / 11071)
Definition
The process of creating, implementing and managing measurement systems to engineer
genuine and lasting strategic change in the workplace.
12.1.2 Develop product / service / production process physical quality
standards / procedures & conduct quality assessments
(PCF 4.1.9 / 10368)
Definition
The process of developing physical quality standards / procedures and then assessing quality
in the context of continuous quality improvement once a company defines its quality
imperatives and develops specific goals for reaching them.
12.1.3 Benchmark performance (PCF 12.2 / 11072)
Definition
The process of comparing a company’s processes and performance in a specific area to that
of others with a goal to improve operations by identifying relevant good practice
approaches.
12.2 Apply good practice and manage change (PCF 12.4 / 11074)
Definition
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Business Process Reference Guide
The process of identifying and adopting the optimum way to perform a business process,
and manage the associated business change, in order to lower costs, reduce time-on-task
and increase quality.
12.2.1 Plan for the change (PCF 12.4.1 / 11134)
Definition
The process of translating selected (i.e. prioritised) portions of the business architecture into
a coherent, integrated and executable plan for business change that can be communicated
as a participative ‘call to action’ to the change team as well as the wider stakeholder
community.
12.2.2 Re-engineer business processes and systems
Definition
The process of managing and improving business process performance by identifying and
aligning key stakeholder needs and developing and sustaining a disciplined approach that
defines the business processes and their performance targets in clear terms. This infers the
need to examine how business processes and systems are managed in order to achieve
greater efficiencies in cost, quality and time.
12.2.3 Implement and sustain continuous process improvement
(PCF 12.4.4 / 11137)
Definition
The process of creating a workplace environment and systems dedicated to sustaining
existing improvements as well as implementing a continuous process improvement regime
that advocates ongoing improvements to efficiencies in cost, quality and time.
12.2.4 Develop enterprise-wide knowledge management [KM] capability
(PCF 12.3 / 11073)
Definition
The process of managing the range of practices used in an organisation to identify, create,
represent, distribute, share and enable adoption of insights and experiences (e.g. lessons
learned). Such insights and experiences comprise knowledge, either embodied in individuals
or embedded in organisational processes or practice.
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