【HR干货】13大热门行业的公司KPI案例大全（113份文件）
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VP Zhaooverhead controldoes he has the capability to control? what are the scope he can control?Sales GMorder fulfillmentdoes not need to measure this indicator because the shared responsibility in sales part is sales forecast, which has been measured alreadyHub managertimeliness of distributor surveydo not use this term, but incorporate into effectiveness of distributor management does not need to measure this indicator because the shared responsibility in sales part is sales forecast, which has been measured alreadydo not use this term, but incorporate into effectiveness of distributor management 考考核核项项目目考考核核指指标标权权重重(%)(%)20022002 年年目目标标 (x)(x)底底限限(b)(b)定定量量指指标标销销售售计计划划的的实实现现率率实实际际销销售售额额/ /销销售售计计划划15%15%100%100%90%90%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划15%15%计计算算公公式式实际值a目标x底限b实际分数(a-b)/(x-b)*100*权重Evaluation itemsEvaluation indicatorsWeight (%)2002 target (x)Threshold (b)QuantitativeQuantitativesales plan realization Actual sales/sales plan15%15%100%90%90%Net profitNet profit15%15%calculation methodActual numberaTargetxThresholdbScore(a-b)/(x-b)*100*weightVP (Ji) 实实际际值值(a)(a)得得分分数数据据来来源源95%95%7.57.5财财务务管管理理部部财财务务管管理理部部Actualnumber(a)ScoreData source97%97%10.510.5FinanceFinance考考核核项项目目考考核核指指标标权权重重(%)(%)定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格定定性性指指标标年年度度预预算算年年度度预预算算制制定定的的及及时时性性和和质质量量20%详见定性指标评估方法：1-1职职能能部部门门特特定定指指标标资资本本项项目目的的运运作作质质量量20%详见定性指标评估方法：1-2财财务务制制度度制制定定, ,执执行行, ,检检查查的的有有效效性性10%详见定性指标评估方法：1-3财财务务可可行行性性分分析析报报告告的的及及时时性性和和质质量量10%详见定性指标评估方法：1-4公公司司发发展展建建议议的的质质量量10%详见定性指标评估方法：1-5Evaluation itemsEvaluation indicatorsWeight(%) Evaluation methodology, tools, templateQualitativeAnnual budgetingTimeliness and quality of annual budgeting 20%see details in qualitative descriptions 1-1Division specificOperational effectiveness of deal making20%see details in qualitative descriptions 1-2Effectiveness of financial policy design,implementation and review10%see details in qualitative descriptions 1-3Timeliness and quality of financial feasibilityanalysis 10%see details in qualitative descriptions 1-4Quality and creativity of corporate suggestions10% see details in qualitative descriptions 1-5Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyVP (Ji) 得得分分数数据据来来源源总总裁裁总总裁裁审审计计部部, ,外外部部审审计计总总裁裁总总裁裁ScoreData sourcePresidentPresidentAuditingPresidentPresident定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格详见定性指标评估方法：1-1详见定性指标评估方法：1-2详见定性指标评估方法：1-3详见定性指标评估方法：1-4详见定性指标评估方法：1-5Evaluation methodology, tools, templatesee details in qualitative descriptions 1-1see details in qualitative descriptions 1-2see details in qualitative descriptions 1-3see details in qualitative descriptions 1-4see details in qualitative descriptions 1-5考考核核项项目目考考核核指指标标权权重重(%)(%)20022002 年年目目标标 (x)(x)底底限限(b)(b)实实际际值值(a)(a)定定量量指指标标销销售售计计划划的的实实现现率率实实际际销销售售额额/ /销销售售计计划划15%15%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划15%15%管管理理费费用用控控制制总总部部管管理理费费用用10%10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequency计计算算公公式式实际值a目标x底限b实际分数(a-b)/(x-b)*100*权重Evaluation itemsEvaluation indicatorsWeight (%)2002 target (x)Threshold(b)Actualnumber(a)QuantitativeQuantitativeSales plan realization Actual sales/sales plan15%15%100%90%90%120%120%Net profitNet profit15%15%Overhead controlOverhead of HQ10%10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyVP (Admin)得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部ScoreData source3030FinanceFinanceFinanceVP (Admin)考考核核项项目目考考核核项项目目权权重重(%)(%)定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格定定性性指指标标年年度度预预算算管管理理总总部部年年度度预预算算制制定定的的及及时时性性和和质质量量5%5%详见定性指标评估方法：2-1职职能能部部门门特特定定指指标标日日常常管管理理的的有有效效性性和和合合理理性性10%10%详见定性指标评估方法：2-2人人力力资资源源管管理理10%10%详见定性指标评估方法：2-3跨跨部部门门协协调调的的有有效效性性 10%10%详见定性指标评估方法：2-4公公司司内内部部管管理理制制度度, ,政政策策规规定定的的制制定定的的有有效效性性10%10%详见定性指标评估方法：2-5重重要要会会议议, ,重重大大活活动动的的主主持持和和管管理理5%5%详见定性指标评估方法：2-6为为公公司司关关键键决决策策提提供供意意见见的的质质量量5%5%详见定性指标评估方法：2-7公公关关活活动动效效果果5%5%详见定性指标评估方法：2-8Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation indicatorsWeight(%) Evaluation methodology, tools, templateQualitativeAnnualbudgetingTimliness and quality of HQ annual budgeting5%see details in qualitative descriptions 2-1Divisionspecific Daily admin efficiency & reasonability10%see details in qualitative descriptions 2-2HR management: recruiting,training, evaluation and retention10%see details in qualitative descriptions 2-3Efficiency of cross function coordination 10%see details in qualitative descriptions 2-4Meeting hosting and management10%see details in qualitative descriptions 2-5Effectiveness of internal admin ruledevelopment and implementation10%see details in qualitative descriptions 2-6Support in decision making5%see details in qualitative descriptions 2-7PR efficiency5%see details in qualitative descriptions 2-8Note:1. Explanation of the calculation methods2. Explanation of rationale of frequency得得分分数数据据来来源源财财务务管管理理总总裁裁总总裁裁各各部部门门各各部部门门总总裁裁总总裁裁总总裁裁ScoreData sourceFinancePresidentPresidentVarious departmentsPresidentVarious departmentsPresidentPresident考考核核项项目目考考核核指指标标权权重重(%)(%)20022002 年年目目标标(x)(x)定定量量指指标标销销售售计计划划的的实实现现率率实实际际销销售售额额/ /销销售售计计划划15%15%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划15%15%生生产产管管理理实实际际年年产产量量/ /计计划划年年产产量量=a%=a%5%5%即即时时完完成成的的订订单单数数/ /总总订订单单数数=a%=a%5%5%产产成成品品质质量量合合格格率率=a%=a%5%5%95%95%供供应应管管理理实实际际年年采采购购量量/ /计计划划年年采采购购量量=a%=a%5%5%采采购购进进厂厂合合格格率率=a%=a%5%5%年年原原辅辅料料库库存存周周转转次次数数=a=a5%5%年年成成品品库库存存周周转转次次数数5%5%成成本本控控制制可可比比产产品品成成本本降降低低率率=a%=a%5%5%3%3%可可比比采采购购成成本本降降低低率率=a%=a%5%5%安安全全记记录录人人身身伤伤亡亡发发生生率率=a=a3%3%重重大大设设备备事事故故累累损损失失金金额额=a=a2%2%考考核核项项目目考考核核指指标标权权重重(%)(%)定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格定定性性指指标标年年度度预预算算生生产产, ,采采购购预预算算制制定定的的及及时时性性和和质质量量10%10%详见定性指标评估方法：3-1职职能能部部门门特特定定指指标标生生产产部部门门的的日日常常管管理理10%10%详见定性指标评估方法：3-2Evaluation itemsEvaluation indicatorsWeight (%)2002 target (x)Quantitativesales plan realization Actual sales/sales plan15%100%Net profitNet profit15%ProductionmanagementActual annual production/annual production plan5%5%# of order fulfilled/# of total orders5%5%Finished goods pass rate5%5%95%95%SupplymanagementActual annual purchase plan/annual purchaseplan5%5%Annual raw material inventory turnover5%5%Annual finished goods inventory turnover5%5%Purchase pass rate5%5%Cost controlComparable production cost decrease rate5%5%3%3%Comparable purchase cost decrease rate5%5%Safety record# of accidents causing hurt or death3%3%Loss caused by major equipment accidents2%2%EvaluationitemsEvaluation indicatorsWeight(%)Evaluation methodology, tools, templateQualitativeAnnualbudgetingTimeliness and quality of productionand purchase budgeting10%see details in qualitative descriptions 3-1DivisionspecificDaily administration of Manuafacturing10%see details in qualitative descriptions 3-2副副总总裁裁( (生生产产) )底底限限(b)(b)实实际际值值(a)(a)得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部生生产产总总部部发发运运部部生生产产总总部部供供应应部部, ,各各分分厂厂供供应应部部供供应应部部生生产产总总部部财财务务管管理理部部财财务务管管理理部部生生产产总总部部生生产产总总部部, ,财财务务管管理理部部得得分分数数据据来来源源财财务务管管理理部部各各分分厂厂, ,部部门门Threshold (b)Actualnumber(a)ScoreData source90%97%10.510.5FinanceFinanceManufacturing HQLogisticsManufacturing HQSupply, plantsSupplySupplyManufacturing HQFinanceFinanceManufacturing HQManufacturing HQ, FinanceScoreData sourceFinancePlants and Manufacturingdepartments定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格详见定性指标评估方法：3-1详见定性指标评估方法：3-2Evaluation methodology, tools, templatesee details in qualitative descriptions 3-1see details in qualitative descriptions 3-2考考核核项项目目考考核核指指标标权权重重(%)(%)定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格定定性性指指标标年年度度预预算算生生产产, ,采采购购预预算算制制定定的的及及时时性性和和质质量量10%10%详见定性指标评估方法：3-1职职能能部部门门特特定定指指标标生生产产部部门门的的日日常常管管理理10%10%详见定性指标评估方法：3-2Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluationitemsEvaluation indicatorsWeight(%)Evaluation methodology, tools, templateQualitativeAnnualbudgetingTimeliness and quality of productionand purchase budgeting10%see details in qualitative descriptions 3-1DivisionspecificDaily administration of Manuafacturing10%see details in qualitative descriptions 3-2Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyVP (Manufacturing)得得分分数数据据来来源源财财务务管管理理部部各各分分厂厂, ,部部门门ScoreData sourceFinancePlants andManufacturingdepartments定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格详见定性指标评估方法：3-1详见定性指标评估方法：3-2Evaluation methodology, tools, templatesee details in qualitative descriptions 3-1see details in qualitative descriptions 3-2考考核核项项目目考考核核指指标标权权重重(%)(%)20022002 年年目目标标(x)(x)底底限限(b)(b)定定量量指指标标销销售售计计划划的的实实现现率率实实际际销销售售额额/ /销销售售计计划划5%5%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划5%5%应应收收帐帐款款比比率率应应收收帐帐款款平平均均余余额额/ /销销售售净净收收入入额额10%10%坏坏帐帐比比率率坏坏帐帐余余额额/ /年年应应回回款款额额10%10%费费用用控控制制管管理理费费用用总总额额5%5%财财务务费费用用/ /销销售售额额5%5%流流动动比比率率流流动动资资产产/ /流流动动负负债债10%10%财财务务安安全全资资产产负负债债率率0 0Note:1. Explanation of the calculation methods2. Explanation of rationale of frequency计算公式实际值a目标x底限b实际分数(a-b)/(x-b)*100*权重Evaluation itemsEvaluation indicatorsWeight (%)2002 target (x)Threshold (b)QuantitativeQuantitativesales plan realization Actual sales/sales plan5%Net profitNet profit5%Collection ratioAccout recievable/netsales10%10%20%20%Bad debt ratioBad debt/annualaccount recievables10%10%Expense controlFinancialexpense/sales5%5%Overhead/sales5%5%Current ratioCurrentassets/current liability10%10%Financial safetyDebt/asset ratio0 0Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyRed ink means indicator could be considered for future useFinance Dir实实际际值值(a)(a)得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部Actualnumber (a)ScoreData sourceFinanceFinanceFinanceFinanceFinanceFinanceFinanceFinance考考核核项项目目考考核核指指标标权权重重(%)(%)定性指标年年度度预预算算年年度度预预算算制制定定的的及及时时性性和和质质量量10%10%职能部门特定指标财财务务报报表表制制定定的的及及时时性性, ,完完整整性性, ,准准确确性性10%10%财财务务制制度度制制定定, ,执执行行, ,检检查查的的有有效效性性10%10%财财务务可可行行性性分分析析的的质质量量( (收收购购, , 投投资资项项目目) )10%10%现现金金流流量量预预测测的的及及时时性性和和质质量量10%10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluationitemsEvaluation indicatorsWeight(%)QualitativeAnnual budgetingTimeliness and quality of annual budgeting 10%10%DivisionspecificTimeliness, completeness and accuracy of financial reporting10%10%Financial policy development, implementation and review10%10%Quality of Financial feasibility reports10%10%Timeliness and quality Cash flow analysis10%10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyFinance Dir定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格得得分分数数据据来来源源详见定性指标评估方法：4-1总总裁裁详见定性指标评估方法：4-2副副总总裁裁详见定性指标评估方法：4-3审审计计部部详见定性指标评估方法：4-4总总裁裁详见定性指标评估方法：4-5副副总总裁裁Evaluation methodology, tools, templateScoreData sourcesee details in qualitative descriptions 4-1Presidentsee details in qualitative descriptions 4-2Vice Presidentsee details in qualitative descriptions 4-3Auditingsee details in qualitative descriptions 4-4Presidentsee details in qualitative descriptions 4-5Vice President考考核核项项目目考考核核指指标标权权重重(%)(%)20022002 年年目目标标(x)(x)定定量量指指标标销销售售计计划划的的实实现现率率实实际际销销售售额额/ /销销售售计计划划25%25%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划10%10%市市场场份份额额实实现现率率实实际际市市场场份份额额/ /目目标标市市场场份份额额10%10%销销售售费费用用的的控控制制销销售售费费用用/ /销销售售额额10%10%市市场场费费用用率率市市场场费费用用/ /销销售售额额10%10%销销售售预预测测准准确确率率(1)(1)预预测测销销售售金金额额/ /实实际际销销售售金金额额-1-110%10%销销售售公公司司经经营营成成果果销销售售公公司司销销售售纯纯利利/ /销销售售额额0%0%新新产产品品销销售售额额新新产产品品销销售售额额/ /总总销销售售额额0%0%Note:(1)(1) 销销售售预预测测准准确确率率是是指指对对销销售售计计划划的的月月度度分分解解的的准准确确性性， 可可以以采采用用预预测测与与实实际际值值的的偏偏差差度度（方方差差）来来衡衡量量Evaluation itemsEvaluation indicatorsWeight (%)2002 target (x)QuantitativeSales plan realization Actual sales/sales plan25%25%Net profitNet profit10%10%Market shareActual market share/marketshare plan10%10%Sales expense controlsales expense/sales10%10%Marketing expense controlmarketing expense/sales10%10%Accuracy of sales forecast (1)sales forecast/actual sales-110%10%Sales companies sales profitabilityNet profit/sales0 0New product salesNew product sales/total sales0 0Note:(1) sales forecast refers to sales plan breakdown by month销销售售总总经经理理底底限限(b)(b)实实际际值值(a)(a)得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部外外部部市市场场调调研研财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部财财务务管管理理部部Threshold (b)Actual number (a)ScoreData sourceFinanceFinanceExternal surveyFinanceFinanceFinanceFinance考核项目考考核核指指标标权权重重(%)(%)定性指标年年度度预预算算年年度度销销售售预预算算的的及及时时性性和和质质量量5%5%职职能能部部门门特特定定指指标标市市场场策策略略制制定定, ,执执行行, ,评评估估10%销销售售政政策策制制定定, ,执执行行, ,评评估估10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluationitemsEvaluation indicatorsWeight(%)QualitativeAnnualbudgetingTimeliness of annual sales budgeting5%5%DivisionspecificDevelopment and review of marketing plan 10%Development and review of sales policy10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencySales GM定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格得得分分数数据据来来源源详见定性指标评估方法：5-1财财务务管管理理部部, , 生生产产部部门门详见定性指标评估方法：5-2总总裁裁详见定性指标评估方法：5-3总总裁裁Evaluation methodology, tools, templateScoreData sourcesee details in qualitative descriptions 5-1Finance, Manufacturingsee details in qualitative descriptions 5-2Presidentsee details in qualitative descriptions 5-3President考考核核项项目目考考核核指指标标权权重重(%)(%)20022002 年年目目标标(x)(x)定定量量指指标标销销售售计计划划完完成成率率实实际际销销售售额额/ /销销售售计计划划=a%=a%10%10%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划5%5%市市场场份份额额实实际际市市场场份份额额/ /目目标标市市场场份份额额=a%=a%15%15%品品牌牌强强度度广广告告认认知知度度, ,5%5%80%80%第第一一提提及及率率5%5%48%48%市市场场费费用用率率市市场场费费用用/ /销销售售额额=a%=a%5%5%5%5%新新产产品品销销售售新新产产品品销销售售额额/ /总总销销售售额额=a%=a%0%0%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation itemsEvaluation indicatorsWeight (%)2002 target (x)QuantitativeSales plan realizationActual sales/sales plan10%Net profitNet profit5%Market shareActual market share/plannedmarket share15%Brand equityads awareness rate5%80%80%unaided awareness5%48%48%Marketing expenseMarketing expense/sales5%5%5%New product salesnew product sales/total sales0%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyMarketing Dir底底限限(b)(b)实实际际值值(a)(a)得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部外外部部市市场场调调研研外外部部市市场场调调研研外外部部市市场场调调研研财财务务管管理理部部财财务务管管理理部部Threshold (b)Actual number (a)ScoreData sourceFinanceFinanceExternal market surveyExternal market surveyFinanceFinance考考核核项项目目考考核核指指标标权权重重(%)(%)定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格年年度度预预算算市市场场部部的的预预算算制制定定的的及及时时性性和和质质量量5%5%详见定性指标评估方法：6-1定定性性指指标标职职能能部部门门特特定定指指标标广广告告与与市市场场策策划划有有效效性性10%10%详见定性指标评估方法：6-2市市场场支支持持力力度度10%10%详见定性指标评估方法：6-3市市场场研研究究质质量量( (例例：市市场场容容量量) )10%10%详见定性指标评估方法：6-4市市场场人人员员培培训训的的质质量量/ /效效果果5%5%详见定性指标评估方法：6-5新新产产品品定定位位与与推推广广流流程程控控制制15%15%详见定性指标评估方法：6-6Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation itemsEvaluation indicatorsWeight(%)Evaluation methodology, tools, templateAnnual budgetingTimliness and quality of marketing budgeting5%see details in qualitative descriptions 6-1QualitativeQualitativeDivisionspecificEffectiveness of advitisments10%see details in qualitative descriptions 6-2Effectiveness of promotion plan10%see details in qualitative descriptions 6-3Quality of market research10%see details in qualitative descriptions 6-4Effectiveness of marketing staff training5%see details in qualitative descriptions 6-5New product positioning and launch process control15%see details in qualitative descriptions 6-6Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyMarketing Dir得得分分数数据据来来源源财财务务管管理理部部营营销销总总经经理理销销售售大大区区经经理理营营销销总总经经理理市市场场部部，被被培培训训人人员员总总裁裁，研研发发, , 营营销销总总部部ScoreData sourceSales GMRegional sales MgrSales GMMarketing, traineesPresident, R&D, Sales GM定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格详见定性指标评估方法：6-1详见定性指标评估方法：6-2详见定性指标评估方法：6-3详见定性指标评估方法：6-4详见定性指标评估方法：6-5详见定性指标评估方法：6-6Evaluation methodology, tools, templatesee details in qualitative descriptions 6-1see details in qualitative descriptions 6-2see details in qualitative descriptions 6-3see details in qualitative descriptions 6-4see details in qualitative descriptions 6-5see details in qualitative descriptions 6-6考考核核项项目目考考核核指指标标权权重重(%)(%)定定量量指指标标销销售售计计划划完完成成率率实实际际销销售售额额/ /销销售售计计划划=a%=a%30%30%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划5%5%市市场场份份额额实实际际市市场场份份额额/ /目目标标市市场场份份额额=a%=a%5%5%销销售售网网点点覆覆盖盖率率实实际际销销售售网网点点覆覆盖盖数数/ /计计划划销销售售网网点点覆覆盖盖数数-1=a%-1=a%10%10%销销售售费费用用比比率率销销售售费费用用/ /销销售售额额=a%=a%10%10%销销售售预预测测准准确确率率预预测测月月度度度度销销售售金金额额/ /实实际际月月度度销销售售金金额额-1=a%-1=a%5%5%销销售售队队伍伍稳稳定定性性实实际际销销售售人人员员周周转转量量/ /计计划划销销售售人人员员周周转转量量-1=a%-1=a%5%5%销销售售公公司司经经营营成成果果销销售售纯纯利利/ /销销售售额额=a%=a%0%0%Note:(1)(1) 销销售售预预测测准准确确率率是是指指对对销销售售计计划划的的月月度度分分解解的的准准确确性性， 可可以以采采用用预预测测与与实实际际值值的的偏偏差差度度（方方差差）来来衡衡量量2. Explanation of rationale of frequencyfeasible销销售售计计划划完完成成率率市市场场份份额额销销售售网网点点覆覆盖盖率率销销售售费费用用比比率率Evaluation itemsEvaluation indicatorsWeight (%)QuantitativeSales plan realization Actual sales/sales plan30%30%Net profitNet profit/sales5%5%Market shareActual market share/market share plan5%5%Trade penetration rateActual network coverage/planned coverage10%10%Sales expense controlsales expense/sales10%10%Accuracy of sales forecast(1)sales forecast/actual sales-15%5%Sales staff stabilityActual sales staff turnover/plannedsales staff turnover5%5%Sales companies sales profitabilityNet profit/sales0%0%Note:(1) sales forecast refers to sales plan breakdown by monthSales Dir20022002 年年目目标标(x)(x)底底限限(b)(b)实实际际值值(a)(a)得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部市市场场部部营营销销总总部部财财务务管管理理部部财财务务管管理理部部，生生产产总总部部人人力力资资源源部部财财务务管管理理部部2002 target (x)Threshold (b)Actualnumber (a)ScoreData source30%30%FinanceFinance10%10%Marketing10%10%Sales HQ10%10%Finance5%5%HR0%0%Finance考考核核项项目目考考核核指指标标权权重重(%)(%)定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格定性指标年年度度预预算算年年度度销销售售预预算算制制定定的的及及时时性性和和质质量量5%5%详见定性指标评估方法：7-1职职能能部部门门特特定定指指标标销销售售汇汇总总报报告告的的及及时时性性和和质质量量5%5%详见定性指标评估方法：7-2经经销销商商调调查查的的及及时时性性和和质质量量5%5%详见定性指标评估方法：7-3销销售售政政策策执执行行监监督督力力度度5%5%详见定性指标评估方法：7-4销销售售人人员员管管理理5%5%详见定性指标评估方法：7-5市市场场秩秩序序管管理理5%5%详见定性指标评估方法：7-6Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyfeasible销销售售汇汇总总报报告告的的及及时时性性销销售售政政策策执执行行监监督督力力度度 市市场场秩秩序序管管理理Evaluation itemsEvaluation indicatorsWeight(%)Evaluation methodology, tools, templateQualitativeAnnual budgetingTimeliness and quality of annal sales bugeting5%5%see details in qualitative descriptions 7-1DivisionspecificTimeliness and quality of sales report5%5%see details in qualitative descriptions 7-2Timeliness and quality of trade survey5%5%see details in qualitative descriptions 7-3Effectiveness of sales policy implementation5%5%see details in qualitative descriptions 7-4Sales staff management5%5%see details in qualitative descriptions 7-5Orderliness of market 5%5%see details in qualitative descriptions 7-6Note:1. Explanation of the calculation methodsSales Dir得得分分数数据据来来源源财财务务管管理理部部财财务务管管理理部部营营销销总总部部营营销销总总部部营营销销总总部部, , 大大区区经经理理营营销销总总部部ScoreData sourceFinanceFinanceSales HQSales HQSales HQ, Regional sales officeSales HQ定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格详见定性指标评估方法：7-1详见定性指标评估方法：7-2详见定性指标评估方法：7-3详见定性指标评估方法：7-4详见定性指标评估方法：7-5详见定性指标评估方法：7-6Evaluation methodology, tools, templatesee details in qualitative descriptions 7-1see details in qualitative descriptions 7-2see details in qualitative descriptions 7-3see details in qualitative descriptions 7-4see details in qualitative descriptions 7-5see details in qualitative descriptions 7-6考考核核项项目目考考核核指指标标权权重重(%)(%)定定量量指指标标销销售售计计划划完完成成率率实实际际销销售售额额/ /销销售售计计划划=a%=a%30%30%经经营营成成果果销销售售纯纯利利/ /销销售售额额=a%=a%5%5%销销售售费费用用的的控控制制销销售售费费用用/ /销销售售额额=a%=a%5%5%坏坏帐帐比比率率坏坏帐帐余余额额/ /年年应应回回款款额额=a%=a%5%5%销销售售网网点点覆覆盖盖率率实实际际销销售售网网点点覆覆盖盖数数/ /计计划划销销售售网网点点覆覆盖盖数数-1=a%-1=a%5%5%新新产产品品销销售售新新产产品品销销售售额额/ /总总销销售售额额=a%=a%5%5%销销售售预预测测准准确确率率(1)(1)预预测测月月度度销销售售金金额额/ /实实际际月月度度销销售售金金额额-1=a%-1=a%5%5%销销售售队队伍伍稳稳定定性性实实际际销销售售人人员员周周转转量量/ /计计划划销销售售人人员员周周转转量量-1=a%-1=a%5%5%订订单单完完成成情情况况(2)(2)即即时时完完成成的的订订单单数数/ /总总订订单单数数=a%=a%5%5%市市场场份份额额实实际际市市场场份份额额/ /目目标标市市场场份份额额=a%=a%0%0%Note:(1)(1) 销销售售预预测测准准确确率率是是指指对对销销售售计计划划的的月月度度分分解解的的准准确确性性， 可可以以采采用用预预测测与与实实际际值值的的偏偏差差度度（方方差差）来来衡衡量量(2)(2) 指指大大区区内内各各销销售售公公司司收收到到的的分分销销商商/ /零零售售商商订订单单总总量量中中能能即即时时完完成成的的订订单单在在总总订订单单中中的的比比例例not feasible:销销售售预预测测准准确确率率销销售售队队伍伍稳稳定定性性Evaluation itemsEvaluation indicatorsWeight (%)QuantitativeSales plan realization Actural sales/sales plan30%30%Sales profitNet profit/sales5%5%Sales expense controlsales expense/sales5%5%Bad debt controlBad debt/sales5%5%Trade penetration rateActual network coverage expansion/plannedcoverage expansion5%5%New product salesNew product sales/total sales5%5%Accuracy of sales forecast (1)sales forecast/actual sales-15%5%Stability of sales forceActual sales staff turnover/planned sales forceturnover5%5%Order fulfilment# of order fulfilled/# of total orders fromdistributors or retailers5%5%Market shareActural market share/market share plan0%0%Note:(1) sales forecast refers to sales plan breakdown by monthHub Mgr20022002 年年目目标标(x)(x)底底限限(b)(b)实实际际值值(a)(a)得得分分数数据据来来源源财财务务管管理理部部1%1%财财务务管管理理部部10%10%财财务务管管理理部部0.03%0.03%财财务务管管理理部部销销售售总总部部15%15%财财务务管管理理部部销销售售总总部部，生生产产总总部部人人力力资资源源部部分分销销商商，零零售售商商调调研研市市场场部部2002 target (x)Threshold (b)Actual number (a)ScoreData sourceFinance1%1%Finance10%10%Finance0.03%0.03%FinanceSales HQ15%15%FinanceSales HQ, ManufacturingHRDistributor and retailor surveyMarketing考考核核项项目目考考核核指指标标权权重重(%)(%)Qualitative年度预算销销售售预预算算制制定定的的及及时时性性和和质质量量5%5%职能部门特定指标市市场场信信息息收收集集的的及及时时性性H H和和准准确确性性5%促促销销的的有有效效性性5%经经销销商商管管理理有有效效性性5%销销售售公公司司管管理理10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation itemsEvaluation indicatorsWeight(%)QualitativeAnnual budgetingTimeliness and quality of sales planning 5%5%DivisionspecificTimeliness and quality of market information collection5%5%Effectiveness of promotion5%5%Effectiveness of distributor management5%5%Regional office management10%10%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyHub Mgr定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格得得分分数数据据来来源源详见定性指标评估方法：8-1财财务务管管理理部部详见定性指标评估方法：8-2营营销销总总部部详见定性指标评估方法：8-3营营销销总总部部详见定性指标评估方法：8-4营营销销总总部部, , 经经销销商商调调查查详见定性指标评估方法：8-5营营销销总总部部Evaluation methodology, tools, templateScoreData sourcesee details in qualitative descriptions 8-1Financesee details in qualitative descriptions 8-2Sales HQsee details in qualitative descriptions 8-3Sales HQsee details in qualitative descriptions 8-4Sales HQ,Distributor surveysee details in qualitative descriptions 8-5Sales HQ考考核核项项目目考考核核指指标标权权重重(%)(%)定量指标招招聘聘计计划划完完成成率率 (1)(1)实际招聘人数/招聘计划人数-1=a%10%培培训训计计划划完完成成率率 (1)(1)实际培训人数/培训计划人数-1=a%5%培训次数/计划培训次数-1=a%5%人人员员稳稳定定性性(2(3)(4)(2(3)(4)关键部门岗位流失率，到岗三个月内人员流失人数/总人数=a%10%一般岗位流失率，到岗三个月内人员流失人数/总人数=a%5%人人员员合合格格率率(5)(5)不合格人员的人数/总人数=a%15%解解释释: :(1). 招聘计划完成率和培训计划完成率两项指标按季度进行考核, 年终进行综合评分(招聘和培训应制定在年度计划的基础上进行季度计划设定和调整)(2). 关键部门关键岗位定义: 市场,人力资源,财务,会计,集团办, 信息,审计,研发, 国际业务,战略,销售管理,生产办公室的部门经理和主管级人员(供汇源参考并调整)(3). 一般岗位定义: 上述部门和岗位以外岗位(供汇源参考并调整)(4). 流失率指自退和劝退率, 不含内调率(5). 人员范围限于由人力资源部招聘的员工。由绩效考核, 提升专项考核, 试用考核三项构成, 权重大致为20%,20%, 60%, (供汇源参考并调整).Evaluation itemsEvaluation indicatorsWeight (%)QuantitativeRecruiting plan realization (1)Actual recruiting headcount/planned recruitingheadcount10%Training plan realization (1)Actual training headcount/planned recruiting target; 5%# of actual training/# of planned training 5%Staff turnover (2)(3)(4)Key positions churn rates10%Normal positions churn rates5%Staff qualification(5)# of staff underperformed/total staff15%(1) These two indicators should be measured quaterly and consolidate annual score at the end of each year (recruiting and training plan should be refined regularly)(2) Key positions mean Department managers and supervisors in Marketing, HR, Finance, Accounting, Group office, Auditing, R&D, International business, Strategic planning, sales management and Manufacturing office etc. (for reference and refinement)(3) Normal positions are other positions other than above mentioned (for reference and refinement)Note:(4) Churn rate refers to resignation rate and lay-off rate (not include internal transfer) within 3 months(5) This indicator will measure staff hired by HR Dept. The score comes from three parts:KPI measurement, promotion measurement and probation measurement, weight setting could be 20%, 20% and 60% (for reference)(6) include salary and welfare that determined by HRHR MgrHR Mgr20022002 年年目目标标(x)(x)底底限限(b)(b)实实际际值值(a)(a)得得分分数数据据来来源源人人力力资资源源人人力力资资源源人人力力资资源源人人力力资资源源人人力力资资源源人人力力资资源源2002 target (x)Threshold (b)Actual number (a)ScoreData sourceHRHRHRHRHRHR(1). 招聘计划完成率和培训计划完成率两项指标按季度进行考核, 年终进行综合评分(招聘和培训应制定在年度计划的基础上进行季度计划设定和调整)(2). 关键部门关键岗位定义: 市场,人力资源,财务,会计,集团办, 信息,审计,研发, 国际业务,战略,销售管理,生产办公室的部门经理和主管级人员(供汇源参考并调整)(5). 人员范围限于由人力资源部招聘的员工。由绩效考核, 提升专项考核, 试用考核三项构成, 权重大致为20%,20%, 60%, (供汇源参考并调整).(1) These two indicators should be measured quaterly and consolidate annual score at the end of each year (recruiting and training plan should be refined regularly)(2) Key positions mean Department managers and supervisors in Marketing, HR, Finance, Accounting, Group office, Auditing, R&D, International business, Strategic planning, sales management and Manufacturing office etc. (for reference and refinement)(4) Churn rate refers to resignation rate and lay-off rate (not include internal transfer) within 3 months(5) This indicator will measure staff hired by HR Dept. The score comes from three parts:KPI measurement, promotion measurement and probation measurement, weight setting could be 20%, 20% and 60% (for reference)考考核核项项目目考考核核指指标标权权重重(%)(%)定性指标年度预算招招聘聘计计划划制制定定的的及及时时性性和和质质量量5%5%培培训训计计划划制制定定的的及及时时性性和和质质量量5%5%职能部门特定指标培培训训的的有有效效性性5%5%绩绩效效考考核核执执行行力力度度15%15%人人事事制制度度建建立立, ,执执行行, ,监监督督的的有有效效性性15%15%组组织织结结构构规规划划, , 调调整整的的建建议议有有效效性性5%5%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation itemsEvaluation indicatorsWeight(%)QualitativeAnnual bugdetingTimeliness and quality of recruiting plan5%5%Timeliness and quality of training plan5%5%Division specificEffectiveness of training5%Effectiveness of KPI system15%Effectiveness of labor policy development, execution15%Org structure and personnel adjustment suggestions5%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyHR Mgr定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格得得分分数数据据来来源源详详见见定定性性指指标标评评估估方方法法：9-19-1各各部部门门详详见见定定性性指指标标评评估估方方法法：9-29-2详详见见定定性性指指标标评评估估方方法法：9-39-3各各部部门门详详见见定定性性指指标标评评估估方方法法：9-49-4总总裁裁详详见见定定性性指指标标评评估估方方法法：9-59-5总总裁裁详详见见定定性性指指标标评评估估方方法法：9-69-6总总裁裁Evaluation methodology, tools, templateScoreData sourcesee details in qualitative descriptions 9-1Various departmentsee details in qualitative descriptions 9-2see details in qualitative descriptions 9-3Various departmentsee details in qualitative descriptions 9-4Presidentsee details in qualitative descriptions 9-5Presidentsee details in qualitative descriptions 9-6President考考核核项项目目定量指标采采购购计计划划完完成成率率采采购购质质量量控控制制采采购购成成本本监监控控采采购购交交货货及及时时性性海海外外销销售售计计划划完完成成注注释释: :1.1. 国国际际市市场场价价格格指指数数和和汇汇源源浓浓缩缩汁汁采采购购价价格格指指数数是是指指今今年年价价格格/ /去去年年价价格格Evaluation itemsQuantitativePurchase plan realizationPurchase quality controlPurchase cost controlTimeliness of purchase deliveryOverseas sales plan realizationNote:1. Explanation of the calculation methods2. Explanation of rationale of frequency考考核核指指标标权权重重(%)(%)20022002 年年目目标标(x)(x)底底限限(b)(b)实际采购额/计划采购额=a%20%100%出出现现采采购购质质量量问问题题的的批批次次/ /总总采采购购批批次次=a%=a%10%10%采购质量不合格数量/总采购量=a%10%5%包材可比采购成本降低率=a%, 10%3% -5%浓浓缩缩汁汁国国际际市市场场价价格格指指数数- -汇汇源源浓浓缩缩汁汁采采购购价价格格指指数数=a%=a%10%2-5% 及及时时交交货货次次数数/ /总总订订货货次次数数=a%=a%5%98%实际销售额/销售计划=a%5%90%Evaluation indicatorsWeight (%)2002 target (x)Threshold (b)Actual purchase/purchase plan20%100%# of purchase batch with quality problems/total purchase batch10%10%purchase volume with quality problems/total purchase volume10%5%Packaging material purchase cost decrease rate10%3% -5%Concentrate purchase cost decrease rate10%2-5% Purchase batch delivered on time/total purchase batch5%98%Actual sales/sales plan5%90%1.1. 国国际际市市场场价价格格指指数数和和汇汇源源浓浓缩缩汁汁采采购购价价格格指指数数是是指指今今年年价价格格/ /去去年年价价格格1. Explanation of the calculation methods2. Explanation of rationale of frequencyInternational Mgr实实际际值值(a)(a)得得分分数数据据来来源源生生产产总总部部, , 国国际际业业务务部部生生产产总总部部, , 国国际际业业务务部部生生产产总总部部, , 国国际际业业务务部部财财务务管管理理部部财财务务管管理理部部生生产产总总部部及及其其他他相相关关采采购购需需求求部部门门财财务务管管理理部部Actual number (a)ScoreData sourceManufacturing HQ, International businessManufacturing HQ, International businessManufacturing HQ, International businessFinanceFinanceManufacturing HQ, other departments needFinance考考核核项项目目考考核核指指标标权权重重(%)(%)定性指标年度预算采采购购计计划划制制定定的的及及时时性性和和质质量量10%职能部门特定指标供供应应商商管管理理的的质质量量10%海海外外市市场场研研究究和和开开拓拓5%外外事事接接待待5%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation itemsEvaluation indicatorsWeight(%)QualitativeAnnual budgetingTimeliness and quality of purchase planning10%Division specificSupplier managment10%Overseas market study 5%Foreign affairs 5%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyInternational Mgr定定性性指指标标的的评评估估标标准准、工工具具、方方法法、表表格格得得分分数数据据来来源源详详见见定定性性指指标标评评估估方方法法：10-110-1国国际际业业务务部部详详见见定定性性指指标标评评估估方方法法：10-210-2国国际际业业务务部部详详见见定定性性指指标标评评估估方方法法：10-310-3国国际际业业务务部部详详见见定定性性指指标标评评估估方方法法：10-410-4总总裁裁Evaluation methodology, tools, templateScoreData sourcesee details in qualitative descriptions 10-1International Businesssee details in qualitative descriptions 10-2International Businesssee details in qualitative descriptions 10-3International Businesssee details in qualitative descriptions 10-4President考考核核项项目目考考核核指指标标权权重重(%)(%)定定量量指指标标销销售售计计划划的的实实现现率率实实际际销销售售额额/ /销销售售计计划划10%10%利利润润实实现现率率实实际际利利润润额额/ /利利润润计计划划10%10%新新产产品品开开发发达达标标情情况况实实际际新新产产品品开开发发数数量量=a=a15%15%新新产产品品开开发发质质量量新新产产品品试试调调成成功功率率=a%=a%15%15%老老产产品品改改造造达达标标率率老老产产品品试试调调成成功功率率=a%=a%10%10%配配方方成成本本降降低低配配方方成成本本降降低低项项数数=a=a10%10%新新产产品品销销售售新新产产品品销销售售额额/ /总总销销售售额额=a=a5%5%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyEvaluation itemsEvaluation indicatorsWeight (%)QuantitativeSales plan realization Actual sales/sales plan10%10%Net profitNet profit10%10%New product development plan realization# of developed new product 15%15%New product development qualityNew product testing surveysuccess rate15%15%Old product reform qualityOld product testing surveysuccess rate10%10%Cost decrease rate by product formula change# of cost-decreased productformulae10%10%New product salesNew product sales/total sales5%5%Note:1. Explanation of the calculation methods2. Explanation of rationale of frequencyR&D20022002 年年目目标标(x)(x)底底限限(b)
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