{ "meta": { "product": "VirtuBrain", "description": "Enterprise process taxonomy: Level 3 (Process) through Level 6 (Step), calibrated by industry (Retail, Technology, Insurance, Banking, Hotel and Hospitality, Manufacturing) and country (Philippines, United States, Singapore).", "levels": { "1": "Function (Category)", "2": "Process Group", "3": "Process", "4": "Activity", "5": "Task", "6": "Step" }, "industries": [ "retail", "tech", "insurance", "banking", "hotel", "manufacturing" ], "countries": [ "PH", "US", "SG" ], "stats": { "functions": 13, "groups": 53, "processes": 142, "activities": 295, "tasks": 590, "steps": 2965 }, "flagshipProcesses": [ { "functionId": "strategy-enterprise-planning", "processId": "1.2.2", "name": "Execute Due Diligence and Transaction" }, { "functionId": "external-relations-esg", "processId": "11.2.2", "name": "Manage Crisis Communications and Reputation Risk" }, { "functionId": "product-service-development", "processId": "2.3.2", "name": "Develop and test products/services" }, { "functionId": "technology-specific-operations", "processId": "TSO.1.3", "name": "Test, integrate, and release software" }, { "functionId": "marketing-sales-cx", "processId": "3.3.2", "name": "Manage Sales Pipeline & Opportunities" }, { "functionId": "marketing-sales-cx", "processId": "9.1.1", "name": "Manage Customer Service Operations & Contact Center" }, { "functionId": "supply-chain-operations-logistics", "processId": "4.4.1", "name": "Manage Warehouse Operations" }, { "functionId": "retail-specific-operations", "processId": "9.3.2", "name": "Manage BOPIS / Ship-from-Store Fulfillment" }, { "functionId": "human-capital-management", "processId": "6.2.2", "name": "Select and hire employees" }, { "functionId": "human-capital-management", "processId": "6.4.2", "name": "Administer payroll" }, { "functionId": "finance-accounting", "processId": "8.1.1", "name": "Execute Period-End and Continuous Close" }, { "functionId": "procurement", "processId": "7.1.2", "name": "Manage Receipt, Invoice Matching, and Payment" }, { "functionId": "information-technology-management", "processId": "5.3.2", "name": "Manage Cybersecurity Operations and Incident Response" } ] }, "functions": [ { "functionId": "strategy-enterprise-planning", "functionName": "Strategy & Enterprise Planning", "processGroups": [ { "groupId": "1.1", "groupName": "Develop Enterprise Vision and Strategy", "processes": [ { "id": "1.1.1", "name": "Assess the External Environment", "description": "Systematically scan and analyze the external market, competitive, macroeconomic, and regulatory environment to inform enterprise strategy formulation.", "hasStepDetail": false, "activities": [ { "id": "1.1.1.1", "name": "Conduct Market and Industry Analysis", "tasks": [ { "id": "1.1.1.1.1", "name": "Analyze Market Trends and Competitive Dynamics", "steps": [ "Prepare templates, access, and stakeholder alignment for analyze market trends and competitive dynamics", "Analyze Market Trends and Competitive Dynamics", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "1.1.1.1.2", "name": "Assess Macroeconomic and Regulatory Environment", "steps": [ "Prepare templates, access, and stakeholder alignment for assess macroeconomic and regulatory environment", "Assess Macroeconomic and Regulatory Environment", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "1.1.1.2", "name": "Conduct Customer and Stakeholder Analysis", "tasks": [ { "id": "1.1.1.2.1", "name": "Gather Voice-of-Customer Insights", "steps": [ "Receive the trigger and confirm the inputs required for gather voice-of-customer insights", "Gather Voice-of-Customer Insights", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "1.1.1.2.2", "name": "Analyze Stakeholder Expectations", "steps": [ "Prepare templates, access, and stakeholder alignment for analyze stakeholder expectations", "Analyze Stakeholder Expectations", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "For a major retailer, this centers on tracking consumer spending shifts, competitor store/e-commerce footprint expansion, and seasonal demand signals across categories and geographies.", "tech": "For a technology company, this emphasizes tracking platform/ecosystem shifts, competitor R&D and patent activity, and emerging technology disruption (e.g., AI, cloud) that could reshape the addressable market.", "insurance": "For an insurer, this centers on tracking macroeconomic and interest-rate shifts that affect investment income, evolving catastrophe and climate risk trends, insurtech and direct-to-consumer disruption, and regulatory developments (e.g., NAIC model laws, risk-based capital or Solvency II-style regimes) across every jurisdiction in which it writes business.", "hotel": "For a hotel operator, this centers on tracking STR/CoStar demand and RevPAR benchmarking against the competitive set, OTA rate and distribution shifts, and macro travel-demand signals (corporate travel budgets, inbound tourism, events calendars) across the markets where the portfolio operates.", "manufacturing": "For a manufacturer, this centers on tracking raw-material and commodity price volatility, tariff and trade-policy shifts affecting global supply chains, competitor capacity expansions, and technology disruption (automation, additive manufacturing) that could reshape production economics.", "banking": "For a retail or commercial bank, this centers on tracking interest-rate cycles and central bank policy signals, fintech/neobank competitive encroachment, and shifts in consumer and commercial credit and deposit demand." }, "country": { "PH": "Environmental scanning should incorporate BSP monetary policy signals, PEZA/BOI incentive-regime shifts, and PSA consumer confidence indices relevant to the sector.", "US": "Scanning typically incorporates Federal Reserve policy signals, sector regulator posture (e.g., FTC/DOJ), and SEC rulemaking that could affect disclosure or competitive dynamics.", "SG": "Scanning should track MAS macro-prudential guidance, EDB industry roadmaps, and ASEAN trade-bloc developments given Singapore's role as a regional hub." }, "systems": [ "Gartner/Forrester subscription platforms", "AlphaSense", "Power BI / Tableau", "Crayon (competitive intelligence)" ], "kpis": [ "Forecast accuracy of market sizing", "Number of material external risks identified per cycle", "Time from signal detection to executive briefing" ] }, "trigger": "Triggered by a scheduled review point or a specific event requiring the external environment", "output": "A documented assessment of the external environment, with findings and recommendations issued" }, { "id": "1.1.2", "name": "Develop Corporate Strategy and Long-Range Plan", "description": "Define the enterprise's vision, mission, strategic objectives, and multi-year portfolio strategy, and ratify it through governance bodies.", "hasStepDetail": false, "activities": [ { "id": "1.1.2.1", "name": "Define Corporate Vision, Mission and Strategic Objectives", "tasks": [ { "id": "1.1.2.1.1", "name": "Facilitate Executive/Board Strategy Workshops", "steps": [ "Assess scope and gather the supporting data needed for facilitate executive/board strategy workshops", "Facilitate Executive/Board Strategy Workshops", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "1.1.2.1.2", "name": "Draft and Ratify Strategic Plan Document", "steps": [ "Receive the trigger and confirm the inputs required for draft and ratify strategic plan document", "Draft and Ratify Strategic Plan Document", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "1.1.2.2", "name": "Develop Business Unit and Portfolio Strategy", "tasks": [ { "id": "1.1.2.2.1", "name": "Conduct Portfolio Prioritization Analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct portfolio prioritization analysis", "Conduct Portfolio Prioritization Analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "1.1.2.2.2", "name": "Align Business Unit Plans to Corporate Strategy", "steps": [ "Receive the trigger and confirm the inputs required for align business unit plans to corporate strategy", "Align Business Unit Plans to Corporate Strategy", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail strategy setting is anchored to merchandising and format strategy (store vs. digital mix), private-label expansion, and multi-year real estate/network planning tied to seasonal planning cycles.", "tech": "Tech strategy setting is R&D- and platform-investment heavy, weighing build/buy/partner decisions, product roadmap bets, and multi-year cloud/AI infrastructure commitments.", "insurance": "For an insurer, the long-range plan sets targets for gross written premium growth, combined ratio and return on equity by line of business, and capital allocation across underwriting risk appetite, investment portfolio strategy, and reinsurance ceding decisions.", "hotel": "For a hotel company, this means setting the multi-year brand and portfolio strategy -- which markets to enter or exit, how much of the estate to own versus manage versus franchise, and which properties to renovate or reposition -- and getting that plan ratified by ownership groups and the board.", "manufacturing": "For a manufacturer, this means setting the multi-year plant-network footprint, make-vs-buy and vertical-integration strategy, and product/technology portfolio direction (e.g., electrification, automation investment) that gets ratified through the board and capital committee.", "banking": "For a bank, this means setting multi-year priorities for balance-sheet growth, capital allocation across lending, deposit, and fee-based businesses, and digital-transformation investment, ratified through the board and risk-committee governance structure typical of regulated institutions." }, "country": { "PH": "Long-range plans presented to boards should reference SEC Philippines Corporate Governance Code expectations for documented strategic oversight, and factor PEZA/BOI incentive renewal cycles into capex plans where applicable.", "US": "Strategic plans for public companies feed into 10-K forward-looking-statement language and Delaware fiduciary-duty documentation of board strategic oversight.", "SG": "Strategy documentation should align with the SGX-listed Code of Corporate Governance expectations for periodic board strategy reviews, and factor in EDB engagement where incentive-linked investment commitments exist." }, "systems": [ "Anaplan", "Board Intelligence / Diligent Boards", "OnStrategy", "Miro (workshop facilitation)" ], "kpis": [ "Strategic plan approval cycle time", "% of strategic objectives with funded initiatives", "Strategy-to-budget alignment ratio" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop corporate strategy and long-range plan", "output": "A completed, validated corporate strategy and long-range plan, ready for stakeholder review and sign-off" }, { "id": "1.1.3", "name": "Cascade Strategy and Manage Strategic Performance", "description": "Translate enterprise strategy into measurable objectives cascaded through the organization, and govern ongoing performance tracking and review.", "hasStepDetail": false, "activities": [ { "id": "1.1.3.1", "name": "Translate Strategy into Enterprise Objectives", "tasks": [ { "id": "1.1.3.1.1", "name": "Define Strategic KPIs and Targets", "steps": [ "Prepare templates, access, and stakeholder alignment for define strategic kpis and targets", "Define Strategic KPIs and Targets", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "1.1.3.1.2", "name": "Cascade Objectives to Business Units and Functions", "steps": [ "Assess scope and gather the supporting data needed for cascade objectives to business units and functions", "Cascade Objectives to Business Units and Functions", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "1.1.3.2", "name": "Monitor Strategic Performance and Conduct Strategy Reviews", "tasks": [ { "id": "1.1.3.2.1", "name": "Prepare Quarterly Strategy Review Packages", "steps": [ "Receive the trigger and confirm the inputs required for prepare quarterly strategy review packages", "Prepare Quarterly Strategy Review Packages", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "1.1.3.2.2", "name": "Facilitate Strategy Review Governance Cadence", "steps": [ "Prepare templates, access, and stakeholder alignment for facilitate strategy review governance cadence", "Facilitate Strategy Review Governance Cadence", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail cascades strategy into comparable-sales, sales-per-square-foot, and omnichannel conversion targets tracked at store, region, and banner level.", "tech": "Tech cascades strategy into ARR/NRR, product adoption, and platform reliability OKRs tracked at the product-line and engineering-team level.", "insurance": "Insurers cascade enterprise targets into line-of-business scorecards tracking loss ratio, expense ratio, policy retention, and new business growth, reviewed against risk appetite and regulatory capital constraints.", "hotel": "For a hotel operator, this means translating enterprise strategy into property-level scorecards -- RevPAR index, GOP margin, guest satisfaction scores -- and running the cadence of regional and general-manager business reviews that keep individual hotels accountable to strategic targets.", "manufacturing": "For a manufacturer, this translates corporate strategy into plant-level and business-unit scorecards -- throughput, OEE, quality yield, and cost-per-unit targets -- cascaded from the enterprise strategy office down to shift supervisors.", "banking": "For a bank, this translates enterprise strategy into line-of-business scorecards spanning net interest margin, return on risk-weighted assets, and digital-adoption targets, cascaded from the executive committee down through branch and business-unit leadership." }, "country": { "PH": "No distinct requirement beyond general corporate practice; local subsidiaries typically align quarterly business reviews to parent-company reporting calendars.", "US": "Public companies commonly tie strategic performance reviews to the quarterly earnings cadence and apply Reg FD-compliant disclosure discipline when performance data could be material.", "SG": "No distinct requirement beyond general corporate practice, though SGX-listed entities align strategy review cadence with their half-yearly/quarterly reporting obligations." }, "systems": [ "Workboard / Gtmhub (OKR platforms)", "Anaplan", "Power BI", "SAP Analytics Cloud" ], "kpis": [ "% of KPIs on-track vs. target", "Strategy review cadence adherence", "Objective cascade coverage (% of BUs with aligned OKRs)" ] }, "trigger": "Triggered by an approved change that needs to cascade strategy and manage strategic performance", "output": "Confirmed alignment across the organization on strategy and manage strategic performance" } ] }, { "groupId": "1.2", "groupName": "Manage Corporate Development, M&A and Divestitures", "processes": [ { "id": "1.2.1", "name": "Identify and Screen Inorganic Growth Opportunities", "description": "Define M&A strategy and target criteria, build and maintain an acquisition pipeline, and conduct preliminary screening and valuation of candidates.", "hasStepDetail": false, "activities": [ { "id": "1.2.1.1", "name": "Develop M&A Strategy and Target Criteria", "tasks": [ { "id": "1.2.1.1.1", "name": "Define Acquisition Thesis and Screening Criteria", "steps": [ "Receive the trigger and confirm the inputs required for define acquisition thesis and screening criteria", "Define Acquisition Thesis and Screening Criteria", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "1.2.1.1.2", "name": "Build and Maintain Target Pipeline", "steps": [ "Prepare templates, access, and stakeholder alignment for build and maintain target pipeline", "Build and Maintain Target Pipeline", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "1.2.1.2", "name": "Conduct Preliminary Target Screening and Valuation", "tasks": [ { "id": "1.2.1.2.1", "name": "Perform Strategic Fit Assessment", "steps": [ "Assess scope and gather the supporting data needed for perform strategic fit assessment", "Perform Strategic Fit Assessment", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "1.2.1.2.2", "name": "Develop Preliminary Valuation Model", "steps": [ "Receive the trigger and confirm the inputs required for develop preliminary valuation model", "Develop Preliminary Valuation Model", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail M&A screening often targets category adjacencies, private-label/manufacturing capability, or last-mile logistics and digital commerce capabilities to accelerate omnichannel strategy.", "tech": "Tech M&A screening is heavily IP- and talent-driven (acqui-hire), targeting product/technology tuck-ins, platform capability gaps, or customer-base consolidation in adjacent SaaS categories.", "insurance": "Insurance M&A screening focuses on acquiring blocks of business, MGA/program platforms, or distribution capabilities, with target evaluation weighted heavily toward reserve adequacy, loss development history, and the feasibility of securing regulatory change-of-control approval.", "hotel": "For a hotel company, this means scouting acquisition or management-contract targets -- independent hotels ripe for brand conversion, distressed assets, or whole portfolios -- and screening them against underwriting criteria like cap rate, RevPAR upside, and franchise-fee potential.", "manufacturing": "For a manufacturer, this focuses on screening acquisition targets for complementary plant capacity, proprietary process technology, supplier relationships, or adjacent product lines that expand addressable market or vertical integration.", "banking": "For a bank, this covers screening potential bank or fintech acquisitions, branch-network or loan/deposit portfolio purchases, with early attention to regulatory approvability (e.g., central bank or prudential-authority clearance) alongside financial fit." }, "country": { "PH": "Preliminary screening should flag Philippine Competition Commission (PCC) notification thresholds and foreign-equity restrictions under the Foreign Investment Negative List for certain sectors.", "US": "Screening should flag Hart-Scott-Rodino (HSR) filing thresholds and CFIUS considerations for cross-border deals involving sensitive technology or critical infrastructure.", "SG": "Screening should consider Competition and Consumer Commission of Singapore (CCCS) notification thresholds and, for regulated sectors, MAS approval requirements." }, "systems": [ "PitchBook / CapIQ", "DealCloud", "Excel/Argus valuation models", "Intralinks" ], "kpis": [ "Pipeline-to-close conversion rate", "Number of qualified targets screened per quarter", "Average time from screen to LOI" ] }, "trigger": "Triggered by the start of the relevant cycle for identify and screen inorganic growth opportunities", "output": "A validated, prioritized list resulting from identify and screen inorganic growth opportunities" }, { "id": "1.2.2", "name": "Execute Due Diligence and Transaction", "description": "Coordinate cross-functional due diligence, negotiate deal structure and definitive agreements, and secure regulatory and governance approvals to close the transaction.", "hasStepDetail": true, "activities": [ { "id": "1.2.2.1", "name": "Conduct Due Diligence", "tasks": [ { "id": "1.2.2.1.1", "name": "Coordinate Cross-Functional Due Diligence (Commercial, Financial, Legal, Tax, HR, IT, ESG)", "steps": [ "Kick off diligence with workstream leads and grant data room access", "Issue and track diligence request lists (DRLs) by workstream", "Conduct management interviews and site visits", "Perform workstream-level analysis (financial QoE, legal/IP, tax, HR/benefits, IT/cyber, ESG)", "Consolidate findings into a unified risk register and red-flag report", "Present diligence findings to the deal committee/steering group" ] }, { "id": "1.2.2.1.2", "name": "Consolidate Diligence Findings and Risk Register", "steps": [ "Receive the trigger and confirm the inputs required for consolidate diligence findings and risk register", "Consolidate Diligence Findings and Risk Register", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "1.2.2.2", "name": "Negotiate and Structure the Transaction", "tasks": [ { "id": "1.2.2.2.1", "name": "Develop Deal Structure and Financing Approach", "steps": [ "Assess scope and gather the supporting data needed for develop deal structure and financing approach", "Develop Deal Structure and Financing Approach", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "1.2.2.2.2", "name": "Negotiate Definitive Agreements", "steps": [ "Receive the trigger and confirm the inputs required for negotiate definitive agreements", "Negotiate Definitive Agreements", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "1.2.2.3", "name": "Obtain Approvals and Close Transaction", "tasks": [ { "id": "1.2.2.3.1", "name": "Secure Regulatory and Antitrust Clearance", "steps": [ "Assess scope and gather the supporting data needed for secure regulatory and antitrust clearance", "Secure Regulatory and Antitrust Clearance", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "1.2.2.3.2", "name": "Secure Board/Shareholder Approval and Close", "steps": [ "Prepare templates, access, and stakeholder alignment for secure board/shareholder approval and close", "Secure Board/Shareholder Approval and Close", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail diligence places extra weight on lease-portfolio quality, inventory/vendor contract terms, and store-level P&L quality of earnings across banners.", "tech": "Tech diligence emphasizes IP ownership/freedom-to-operate, source-code and cybersecurity assessment, and SaaS metrics quality (ARR, churn, cohort retention) within the quality-of-earnings review.", "insurance": "Insurance transaction due diligence centers on actuarial reserve adequacy review, reinsurance recoverables, and claims/litigation exposure, and must secure insurance-regulator (e.g., state department of insurance) change-of-control approval, which can extend deal timelines well beyond typical antitrust clearance.", "hotel": "For a hotel company, this means running property-condition assessments and PIP (property improvement plan) scoping, franchise or management agreement review, and title/environmental diligence alongside the financial and legal workstreams needed to close a hotel acquisition or brand conversion.", "manufacturing": "For a manufacturer, due diligence weighs heavily on physical-asset condition (plant and equipment appraisal), environmental liabilities, union contracts and labor agreements, and supplier/customer concentration, alongside standard financial and legal review.", "banking": "For a bank, this means coordinating credit-portfolio and asset-quality due diligence, core-system and license compatibility review, and securing banking-regulator approval alongside standard deal negotiation before closing." }, "country": { "PH": "Deals require PCC merger notification above statutory thresholds, BIR tax due diligence on documentary stamp tax exposure, and SEC Philippines approval for certain share transfers.", "US": "Transactions above HSR thresholds require DOJ/FTC clearance; Delaware entities follow well-established M&A deal-protection and fiduciary-duty case law in definitive agreements.", "SG": "CCCS clearance may be required pre- or post-completion; ACRA filings are needed to record changes in company ownership/control." }, "systems": [ "Datasite / Intralinks (VDR)", "DealCloud", "Kira / Luminance (AI contract review)", "Capital IQ valuation models" ], "kpis": [ "Diligence-to-close cycle time", "Number of material issues identified post-signing (deal quality)", "Synergy case accuracy vs. realized" ] }, "trigger": "Triggered by an approved mandate to execute due diligence and transaction", "output": "A closed-out, audit-ready record confirming due diligence and transaction has been completed" }, { "id": "1.2.3", "name": "Manage Post-Merger Integration and Divestitures", "description": "Plan and execute integration of acquired businesses to capture synergies, and manage divestiture/carve-out execution including transition service agreements.", "hasStepDetail": false, "activities": [ { "id": "1.2.3.1", "name": "Plan and Execute Post-Merger Integration", "tasks": [ { "id": "1.2.3.1.1", "name": "Develop Integration Blueprint and Synergy Case", "steps": [ "Prepare templates, access, and stakeholder alignment for develop integration blueprint and synergy case", "Develop Integration Blueprint and Synergy Case", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "1.2.3.1.2", "name": "Stand Up Integration Management Office (IMO)", "steps": [ "Prepare templates, access, and stakeholder alignment for stand up integration management office (imo)", "Stand Up Integration Management Office (IMO)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "1.2.3.2", "name": "Execute Divestitures and Carve-Outs", "tasks": [ { "id": "1.2.3.2.1", "name": "Prepare Carve-Out Financials and Separation Plan", "steps": [ "Receive the trigger and confirm the inputs required for prepare carve-out financials and separation plan", "Prepare Carve-Out Financials and Separation Plan", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "1.2.3.2.2", "name": "Execute Transition Service Agreements (TSAs)", "steps": [ "Assess scope and gather the supporting data needed for execute transition service agreements (tsas)", "Execute Transition Service Agreements (TSAs)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail integration focuses on banner/brand rationalization, store-network overlap decisions, and supply chain/vendor consolidation.", "tech": "Tech integration focuses on product roadmap consolidation, engineering-org integration, and data/security platform migration.", "insurance": "Post-merger integration for insurers typically means migrating or running parallel policy administration systems (e.g., consolidating onto a single Guidewire or Duck Creek instance), harmonizing underwriting guidelines and reserving methodologies, and retaining agent/broker relationships through the transition.", "hotel": "For a hotel operator, this means migrating an acquired property onto the brand's PMS, loyalty program, and revenue-management systems and rebranding guest-facing collateral, while on the divestiture side managing transition service agreements so the outgoing property keeps running smoothly through handover.", "manufacturing": "For a manufacturer, integration typically centers on harmonizing ERP/MES systems, consolidating or rationalizing plant footprints, aligning BOM and quality standards, and integrating unionized workforces, while a divestiture requires carving out dedicated production lines and supply agreements.", "banking": "For a bank, this centers on core-banking platform and customer-account migration, deposit and loan portfolio consolidation, and regulatory notification/approval of the combined entity, alongside synergy capture and branch rationalization." }, "country": { "PH": "Integration involving workforce changes should follow Philippine Labor Code requirements for redundancy/separation pay and DOLE notification timelines.", "US": "Integration workforce actions above WARN Act thresholds require advance notice; carve-outs require careful Section 409A and benefits-plan transition planning.", "SG": "Workforce changes should follow Ministry of Manpower (MOM) tripartite guidelines on retrenchment notification and fair employment practices." }, "systems": [ "Smartsheet / MS Project (IMO tracking)", "Workday (HR integration)", "SAP (finance/ERP carve-out)", "Confluence/Jira" ], "kpis": [ "% synergy target realized within 12/24 months", "Integration milestone on-time delivery rate", "Employee/customer attrition during integration" ] }, "trigger": "Triggered at the start of a new post-merger integration and divestitures cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed post-merger integration and divestitures position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "1.3", "groupName": "Manage Enterprise Business Capability, Architecture and Change", "processes": [ { "id": "1.3.1", "name": "Manage Enterprise Portfolio and PMO", "description": "Govern the enterprise project/program portfolio, prioritize investment, and oversee strategic program delivery and benefits realization.", "hasStepDetail": false, "activities": [ { "id": "1.3.1.1", "name": "Govern Enterprise Project and Program Portfolio", "tasks": [ { "id": "1.3.1.1.1", "name": "Prioritize and Approve Portfolio Investments", "steps": [ "Prepare templates, access, and stakeholder alignment for prioritize and approve portfolio investments", "Prioritize and Approve Portfolio Investments", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "1.3.1.1.2", "name": "Track Portfolio Benefits Realization", "steps": [ "Receive the trigger and confirm the inputs required for track portfolio benefits realization", "Track Portfolio Benefits Realization", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "1.3.1.2", "name": "Manage Strategic Program Delivery", "tasks": [ { "id": "1.3.1.2.1", "name": "Establish Program Governance and RAID Logs", "steps": [ "Receive the trigger and confirm the inputs required for establish program governance and raid logs", "Establish Program Governance and RAID Logs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "1.3.1.2.2", "name": "Report Program Status to Steering Committee", "steps": [ "Assess scope and gather the supporting data needed for report program status to steering committee", "Report Program Status to Steering Committee", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail portfolios are dominated by store remodel/rollout programs, POS/e-commerce replatforming, and supply chain network initiatives, often gated to peak-season change-freeze windows.", "tech": "Tech portfolios are dominated by platform/infrastructure modernization and product-launch programs, gated to release-train and engineering-capacity cycles.", "insurance": "Insurer PMOs prioritize investment across core system modernization (policy administration, claims, billing), digital agent/broker and direct-to-consumer platforms, and data/analytics programs, weighing benefit cases against regulatory and compliance-mandated initiatives that carry non-negotiable deadlines.", "hotel": "For a hotel company, this means governing the pipeline of capital projects across the portfolio -- new builds, renovations, PIP-driven upgrades, and system rollouts like PMS migrations -- and prioritizing investment across properties competing for the same capital.", "manufacturing": "For a manufacturer, this governs the capital project portfolio -- plant expansions, automation/robotics rollouts, new product introduction (NPI) programs -- prioritizing investment against capacity constraints and return on invested capital.", "banking": "For a bank, this governs a portfolio dominated by core-banking modernization, digital-channel, and regulatory/compliance remediation programs, prioritized against capital constraints and regulator-mandated deadlines." }, "country": { "PH": "No distinct requirement beyond general corporate practice; PEZA/BOI-registered projects may need capex reporting to preserve incentive eligibility.", "US": "No distinct requirement beyond general corporate practice, though Sarbanes-Oxley controls typically require documented investment approval and change-control evidence for material capex.", "SG": "No distinct requirement beyond general corporate practice; EDB-incentivized investment programs may carry milestone reporting obligations." }, "systems": [ "Planview / Clarity PPM", "Jira Align", "ServiceNow SPM", "Power BI" ], "kpis": [ "Portfolio benefits realization %", "On-time/on-budget program delivery rate", "Investment approval cycle time" ] }, "trigger": "Triggered at the start of a new enterprise portfolio and pmo cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed enterprise portfolio and pmo position, with exceptions resolved and status reported to stakeholders" }, { "id": "1.3.2", "name": "Manage Organizational Change and Business Capability", "description": "Assess capability maturity, design the target operating model, and lead organizational change management to drive adoption of new ways of working.", "hasStepDetail": false, "activities": [ { "id": "1.3.2.1", "name": "Assess and Design Target Operating Model", "tasks": [ { "id": "1.3.2.1.1", "name": "Conduct Capability Maturity Assessment", "steps": [ "Assess scope and gather the supporting data needed for conduct capability maturity assessment", "Conduct Capability Maturity Assessment", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "1.3.2.1.2", "name": "Design Future-State Operating Model", "steps": [ "Prepare templates, access, and stakeholder alignment for design future-state operating model", "Design Future-State Operating Model", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "1.3.2.2", "name": "Lead Organizational Change Management", "tasks": [ { "id": "1.3.2.2.1", "name": "Develop Change Impact and Stakeholder Analysis", "steps": [ "Receive the trigger and confirm the inputs required for develop change impact and stakeholder analysis", "Develop Change Impact and Stakeholder Analysis", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "1.3.2.2.2", "name": "Execute Communication, Training and Adoption Plan", "steps": [ "Prepare templates, access, and stakeholder alignment for execute communication, training and adoption plan", "Execute Communication, Training and Adoption Plan", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Change management in retail must account for high-frequency frontline/store-associate turnover and training delivery at scale across thousands of locations.", "tech": "Change management in tech must account for fast-cycle engineering culture and globally distributed, often remote-first workforces adopting new tooling/processes.", "insurance": "Insurance change programs frequently center on migrating underwriters and claims adjusters onto new policy administration or claims platforms, requiring careful management of underwriting/settlement authority levels and adoption given the judgment-intensive nature of the work.", "hotel": "For a hotel operator, this means redesigning property-level operating models, such as consolidated front-desk/concierge roles or centralized reservations, and driving adoption of new systems and service standards across a workforce spread over many properties and shifts.", "manufacturing": "For a manufacturer, this covers redesigning the operating model around lean/Six Sigma maturity, digitizing shop-floor processes (MES, IIoT), and driving adoption of new ways of working among plant management and unionized production staff.", "banking": "For a bank, this covers redesigning branch and back-office operating models around digital-first servicing, and managing change adoption for new core-banking, lending, or compliance platforms under strict change-control and audit requirements." }, "country": { "PH": "No distinct requirement beyond general corporate practice; large-scale restructuring should still follow DOLE due process (twin-notice rule) where roles are affected.", "US": "No distinct requirement beyond general corporate practice; role/organization changes affecting benefits should be reviewed against ERISA and applicable state WARN-equivalent statutes.", "SG": "No distinct requirement beyond general corporate practice; organizational changes should align with MOM's Tripartite Guidelines on fair employment practices." }, "systems": [ "Prosci ADKAR toolkit", "ServiceNow", "Miro/Mural", "Qualtrics (change readiness surveys)" ], "kpis": [ "Change adoption rate (post-go-live usage)", "Capability maturity score improvement", "Stakeholder readiness index" ] }, "trigger": "Triggered at the start of a new organizational change and business capability cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed organizational change and business capability position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "external-relations-esg", "functionName": "External Relations, Corporate Affairs & ESG", "processGroups": [ { "groupId": "11.1", "groupName": "Manage Government, Regulatory and Public Policy Relations", "processes": [ { "id": "11.1.1", "name": "Monitor and Analyze Regulatory and Legislative Environment", "description": "Track legislative and regulatory developments across relevant jurisdictions, assess business impact, and maintain regulatory intelligence for executive decision-making.", "hasStepDetail": false, "activities": [ { "id": "11.1.1.1", "name": "Track Legislative and Regulatory Developments", "tasks": [ { "id": "11.1.1.1.1", "name": "Monitor Pending Legislation and Rulemaking", "steps": [ "Receive the trigger and confirm the inputs required for monitor pending legislation and rulemaking", "Monitor Pending Legislation and Rulemaking", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "11.1.1.1.2", "name": "Assess Business Impact of Regulatory Change", "steps": [ "Prepare templates, access, and stakeholder alignment for assess business impact of regulatory change", "Assess Business Impact of Regulatory Change", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "11.1.1.2", "name": "Manage Regulatory Intelligence and Reporting", "tasks": [ { "id": "11.1.1.2.1", "name": "Maintain Regulatory Tracker and Database", "steps": [ "Assess scope and gather the supporting data needed for maintain regulatory tracker and database", "Maintain Regulatory Tracker and Database", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.1.1.2.2", "name": "Brief Executive Leadership on Regulatory Risk", "steps": [ "Receive the trigger and confirm the inputs required for brief executive leadership on regulatory risk", "Brief Executive Leadership on Regulatory Risk", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retailers must monitor consumer protection, product safety, minimum wage, and e-commerce/data localization rules across every jurisdiction where stores or fulfillment operations sit.", "tech": "Tech companies must monitor data privacy, AI governance, digital services taxation, and platform/antitrust regulation, which evolve rapidly and vary widely by jurisdiction.", "insurance": "Insurers must track state-by-state (or national) insurance regulatory developments -- rate and form filing rules, market conduct requirements, and solvency/capital standards -- alongside NAIC model law adoption and emerging AI/underwriting-fairness legislation.", "hotel": "For a hotel company, this means tracking hospitality-specific regulation -- short-term rental and zoning ordinances, tourism/occupancy (bed) taxes, liquor licensing, and labor-law changes affecting housekeeping and F&B staff -- across every jurisdiction where properties operate.", "manufacturing": "For a manufacturer, this centers on tracking environmental regulation (EPA/emissions standards), OSHA and workplace-safety rulemaking, trade/tariff policy, and product-safety or chemical-substance regulation across the jurisdictions where plants operate.", "banking": "For a bank, this is a heavily resourced function tracking prudential capital and liquidity rules (e.g., Basel III/IV), AML/KYC and sanctions regimes, consumer-protection regulation, and central bank supervisory guidance across every jurisdiction of operation." }, "country": { "PH": "Monitoring should track National Privacy Commission (NPC) issuances under the Data Privacy Act, DTI consumer protection rules, and BSP/SEC issuances relevant to the sector.", "US": "Monitoring should track federal agency rulemaking (FTC, SEC, state AG offices) and the growing patchwork of state-level privacy and AI laws.", "SG": "Monitoring should track PDPC/IMDA guidance under the Personal Data Protection Act and MAS issuances for regulated industries." }, "systems": [ "FiscalNote / Quorum", "LexisNexis regulatory tracking", "Power BI dashboards", "SharePoint regulatory tracker" ], "kpis": [ "% of material regulatory changes flagged before effective date", "Regulatory briefing cycle time", "Number of compliance gaps identified proactively" ] }, "trigger": "Triggered on a recurring monitoring cadence or by a threshold breach related to monitor and analyze regulatory and legislative environment", "output": "An updated status report on monitor and analyze regulatory and legislative environment, with exceptions flagged and escalated" }, { "id": "11.1.2", "name": "Manage Government Affairs and Advocacy", "description": "Develop public policy positions and advocacy strategy, and directly engage government officials, regulators, and industry associations to shape favorable policy outcomes.", "hasStepDetail": false, "activities": [ { "id": "11.1.2.1", "name": "Develop Public Policy Positions and Advocacy Strategy", "tasks": [ { "id": "11.1.2.1.1", "name": "Formulate Position Papers and Policy Recommendations", "steps": [ "Prepare templates, access, and stakeholder alignment for formulate position papers and policy recommendations", "Formulate Position Papers and Policy Recommendations", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "11.1.2.1.2", "name": "Coordinate Industry Association Engagement", "steps": [ "Assess scope and gather the supporting data needed for coordinate industry association engagement", "Coordinate Industry Association Engagement", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "11.1.2.2", "name": "Engage Government Officials and Regulators", "tasks": [ { "id": "11.1.2.2.1", "name": "Manage Direct Lobbying and Meetings", "steps": [ "Assess scope and gather the supporting data needed for manage direct lobbying and meetings", "Manage Direct Lobbying and Meetings", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.1.2.2.2", "name": "Manage Political Contributions and Compliance Filings", "steps": [ "Prepare templates, access, and stakeholder alignment for manage political contributions and compliance filings", "Manage Political Contributions and Compliance Filings", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail advocacy often centers on trade tariffs, minimum wage/labor policy, and zoning/land-use rules affecting store expansion.", "tech": "Tech advocacy often centers on data governance, AI regulation, intellectual property, and digital trade policy, frequently coordinated through industry coalitions.", "insurance": "Insurance government affairs engages state insurance commissioners, legislators, and industry bodies (e.g., NAIC, trade associations) on rate filing flexibility, tort reform, and catastrophe/climate risk legislation that directly affects underwriting profitability.", "hotel": "For a hotel operator, this means engaging tourism boards, municipal licensing authorities, and hospitality trade associations to shape policy on tourism taxes, short-term-rental competition, and destination marketing funding.", "manufacturing": "For a manufacturer, this means engaging regulators and legislators on trade policy, environmental permitting, industrial energy costs, and workforce/apprenticeship policy that directly affect plant operating costs and competitiveness.", "banking": "For a bank, this means engaging central banks, prudential regulators, and legislators on capital requirements, deposit insurance, interest-rate and consumer-lending policy, and payments-system regulation, often through banking-industry associations." }, "country": { "PH": "Political engagement should comply with the Omnibus Election Code's rules on political contributions and COMELEC disclosure where applicable, plus formal engagement protocols with PEZA/BOI for incentive-linked advocacy.", "US": "Federal lobbying activity requires registration and disclosure under the Lobbying Disclosure Act (LDA); political contributions must comply with FEC rules and applicable state pay-to-play restrictions.", "SG": "Singapore has no general lobbying registration regime, but engagement with political donations should follow the Political Donations Act, and agency consultations often run through formal channels such as REACH." }, "systems": [ "Quorum / FiscalNote (advocacy CRM)", "Diligent Political Activity Tracker", "Salesforce (stakeholder CRM)", "SharePoint" ], "kpis": [ "Number of favorable policy outcomes influenced", "Stakeholder meeting cadence with key officials", "Advocacy issue win rate" ] }, "trigger": "Triggered at the start of a new government affairs and advocacy cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed government affairs and advocacy position, with exceptions resolved and status reported to stakeholders" }, { "id": "11.1.3", "name": "Manage Licenses, Permits and Regulatory Compliance Filings", "description": "Obtain and maintain business licenses and permits, and manage ongoing regulatory filings, statutory reporting, and regulator inquiries.", "hasStepDetail": false, "activities": [ { "id": "11.1.3.1", "name": "Obtain and Maintain Business Licenses and Permits", "tasks": [ { "id": "11.1.3.1.1", "name": "Prepare License and Permit Applications", "steps": [ "Assess scope and gather the supporting data needed for prepare license and permit applications", "Prepare License and Permit Applications", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.1.3.1.2", "name": "Track Renewal Deadlines and Compliance Status", "steps": [ "Receive the trigger and confirm the inputs required for track renewal deadlines and compliance status", "Track Renewal Deadlines and Compliance Status", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "11.1.3.2", "name": "Manage Regulatory Filings and Statutory Reporting", "tasks": [ { "id": "11.1.3.2.1", "name": "Prepare Statutory and Regulatory Submissions", "steps": [ "Receive the trigger and confirm the inputs required for prepare statutory and regulatory submissions", "Prepare Statutory and Regulatory Submissions", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "11.1.3.2.2", "name": "Respond to Regulator Inquiries and Audits", "steps": [ "Assess scope and gather the supporting data needed for respond to regulator inquiries and audits", "Respond to Regulator Inquiries and Audits", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retailers manage a high volume of location-specific permits (business permits, fire safety, health/sanitary permits) that must be renewed annually per store.", "tech": "Tech companies typically manage fewer physical permits but more sector-specific registrations (e.g., telecom, fintech, data-processing registrations) tied to product lines.", "insurance": "Insurers maintain company and producer (agent/broker) licensing across every state or territory in which they operate, and file rates, policy forms, and statutory financial statements (e.g., the NAIC Annual Statement) with each insurance regulator.", "hotel": "For a hotel company, this means maintaining the property-level license stack -- liquor licenses, health/food-safety permits, fire and life-safety certifications, elevator and pool inspections -- across every hotel in the portfolio, plus franchise-standard compliance filings to brand.", "manufacturing": "For a manufacturer, this covers maintaining environmental operating permits (air/water discharge), OSHA and hazardous-materials registrations, and facility-specific licenses required to keep each plant legally running.", "banking": "For a bank, this covers maintaining banking charters/licenses, branch operating permits, and recurring prudential filings (capital adequacy, liquidity coverage, call reports) with the central bank and market regulators." }, "country": { "PH": "Requires annual Mayor's/Business Permit renewal (per LGU), BIR registration/Certificate of Registration maintenance, and SEC Philippines General Information Sheet (GIS) and Audited Financial Statement filings.", "US": "Requirements vary by state (Secretary of State annual reports/franchise tax filings); regulated industries may need FTC, FCC, or state-level licensing depending on sector.", "SG": "Requires ACRA annual return filing, and sector-specific licenses (e.g., MAS licensing for financial services, IMDA for telecom) with periodic renewal." }, "systems": [ "Diligent Entity Management", "OneTrust (compliance/permit tracking)", "ServiceNow GRC", "SharePoint trackers" ], "kpis": [ "% of licenses/permits renewed before expiry", "Regulatory filing on-time rate", "Number of regulator inquiries/findings per year" ] }, "trigger": "Triggered at the start of a new licenses, permits and regulatory compliance filings cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed licenses, permits and regulatory compliance filings position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "11.2", "groupName": "Manage Public Relations and Corporate Communications", "processes": [ { "id": "11.2.1", "name": "Manage Media Relations and External Communications", "description": "Develop corporate communications strategy and messaging, and manage proactive media engagement including press releases and journalist relationships.", "hasStepDetail": false, "activities": [ { "id": "11.2.1.1", "name": "Develop Corporate Communications Strategy", "tasks": [ { "id": "11.2.1.1.1", "name": "Define Messaging Architecture and Narrative", "steps": [ "Prepare templates, access, and stakeholder alignment for define messaging architecture and narrative", "Define Messaging Architecture and Narrative", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "11.2.1.1.2", "name": "Develop Annual Communications Calendar", "steps": [ "Receive the trigger and confirm the inputs required for develop annual communications calendar", "Develop Annual Communications Calendar", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "11.2.1.2", "name": "Manage Media Engagement", "tasks": [ { "id": "11.2.1.2.1", "name": "Draft and Distribute Press Releases", "steps": [ "Assess scope and gather the supporting data needed for draft and distribute press releases", "Draft and Distribute Press Releases", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.2.1.2.2", "name": "Manage Journalist and Media Relationships", "steps": [ "Assess scope and gather the supporting data needed for manage journalist and media relationships", "Manage Journalist and Media Relationships", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail media relations is highly seasonal, concentrated around holiday shopping results, store opening/closing announcements, and same-store-sales commentary.", "tech": "Tech media relations centers on product launch cycles, developer conference announcements, and managing narrative around AI/data practices.", "insurance": "Insurer communications teams manage messaging around rate increases, claims-handling practices, and catastrophe response, all of which draw outsized media and regulator scrutiny relative to most other industries.", "hotel": "For a hotel operator, this means pitching property openings, renovations, and culinary/F&B stories to travel and lifestyle press, and managing the narrative around STR/CoStar performance data and brand rankings.", "manufacturing": "For a manufacturer, this involves shaping the narrative around plant investments, job creation, and product safety/quality with local and trade media, particularly in communities where the company is a major employer.", "banking": "For a bank, this means managing messaging on financial stability, product changes such as rates and fees, and regulatory actions, where a single mishandled statement can quickly become a depositor-confidence issue." }, "country": { "PH": "No distinct regulatory requirement beyond general corporate practice; press engagement for listed entities should stay consistent with SEC Philippines disclosure timing rules to avoid selective disclosure.", "US": "Public company communications must be coordinated with Investor Relations to comply with Regulation FD (fair disclosure) when material information is involved.", "SG": "SGX-listed entities must ensure media statements align with continuous disclosure obligations under the SGX Listing Manual." }, "systems": [ "Cision / Muck Rack", "Meltwater (media monitoring)", "Business Wire / PR Newswire", "Brandwatch" ], "kpis": [ "Share of positive/neutral media coverage", "Media response time (query to reply)", "Message pull-through rate" ] }, "trigger": "Triggered at the start of a new media relations and external communications cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed media relations and external communications position, with exceptions resolved and status reported to stakeholders" }, { "id": "11.2.2", "name": "Manage Crisis Communications and Reputation Risk", "description": "Maintain crisis communication preparedness and protocols, and execute rapid, coordinated response to protect enterprise reputation during a crisis event.", "hasStepDetail": true, "activities": [ { "id": "11.2.2.1", "name": "Develop Crisis Communication Preparedness", "tasks": [ { "id": "11.2.2.1.1", "name": "Maintain Crisis Communication Plan and Protocols", "steps": [ "Receive the trigger and confirm the inputs required for maintain crisis communication plan and protocols", "Maintain Crisis Communication Plan and Protocols", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "11.2.2.1.2", "name": "Conduct Crisis Simulation Exercises", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct crisis simulation exercises", "Conduct Crisis Simulation Exercises", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "11.2.2.2", "name": "Execute Crisis Response", "tasks": [ { "id": "11.2.2.2.1", "name": "Activate Crisis Response Team and Holding Statements", "steps": [ "Convene the crisis response team via the activation protocol", "Assess situation severity and classify the crisis tier", "Draft and legally clear an initial holding statement", "Notify key stakeholders (employees, regulators, board) ahead of public release", "Distribute the statement across designated channels and spokespeople", "Monitor media/social sentiment and prepare follow-up statements" ] }, { "id": "11.2.2.2.2", "name": "Monitor Sentiment and Adjust Response", "steps": [ "Assess scope and gather the supporting data needed for monitor sentiment and adjust response", "Monitor Sentiment and Adjust Response", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail crises often involve product recalls, data breaches of loyalty/payment systems, or store safety incidents requiring rapid multi-location response coordination.", "tech": "Tech crises often involve data breaches, service outages, or AI/algorithmic-harm incidents requiring rapid technical-plus-communications coordination.", "insurance": "Crisis communications for insurers is most acute after major catastrophe events (hurricanes, wildfires) or claims-denial controversies, requiring coordinated messaging across claims, regulatory affairs, and executive leadership to protect policyholder trust and license to operate.", "hotel": "For a hotel company, this means having protocols ready for guest-safety incidents, foodborne-illness outbreaks, natural disasters affecting a resort market, or a viral negative review, and coordinating a fast, consistent response across corporate and property-level spokespeople.", "manufacturing": "For a manufacturer, this centers on rapid, coordinated response protocols for product recalls, workplace safety incidents, or environmental releases at a plant -- situations that carry both regulatory exposure and community reputational risk.", "banking": "For a bank, this means maintaining protocols for depositor-confidence events such as a liquidity scare, data breach, or regulatory enforcement action, where rapid, coordinated communication is critical to preventing contagion or a run on deposits." }, "country": { "PH": "Data-breach-related crises trigger mandatory NPC notification within 72 hours of knowledge of a breach involving sensitive personal information, in addition to the communications response.", "US": "Data-breach crises trigger state-specific breach notification laws (timelines vary by state) and, for public companies, SEC cybersecurity incident disclosure rules (Form 8-K within four business days of a materiality determination).", "SG": "Data-breach crises trigger PDPA mandatory breach notification to the PDPC within 3 days of assessment where significant harm is likely, alongside affected-individual notification." }, "systems": [ "Everbridge / Signal AI (crisis monitoring)", "Meltwater sentiment monitoring", "Slack/Teams war-room channels", "Diligent Crisis Management" ], "kpis": [ "Time to first public statement", "Sentiment recovery time post-incident", "Crisis simulation readiness score" ] }, "trigger": "Triggered at the start of a new crisis communications and reputation risk cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed crisis communications and reputation risk position, with exceptions resolved and status reported to stakeholders" }, { "id": "11.2.3", "name": "Manage Internal Communications and Employer Brand", "description": "Cascade enterprise messages to employees, manage executive and town hall communications, and monitor corporate brand and reputation.", "hasStepDetail": false, "activities": [ { "id": "11.2.3.1", "name": "Develop Internal Communications Strategy", "tasks": [ { "id": "11.2.3.1.1", "name": "Cascade Enterprise Messages to Employees", "steps": [ "Prepare templates, access, and stakeholder alignment for cascade enterprise messages to employees", "Cascade Enterprise Messages to Employees", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "11.2.3.1.2", "name": "Manage Executive and Town Hall Communications", "steps": [ "Assess scope and gather the supporting data needed for manage executive and town hall communications", "Manage Executive and Town Hall Communications", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "11.2.3.2", "name": "Manage Corporate Brand and Reputation Monitoring", "tasks": [ { "id": "11.2.3.2.1", "name": "Conduct Brand and Reputation Tracking Studies", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct brand and reputation tracking studies", "Conduct Brand and Reputation Tracking Studies", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "11.2.3.2.2", "name": "Manage Corporate Social Media Presence", "steps": [ "Assess scope and gather the supporting data needed for manage corporate social media presence", "Manage Corporate Social Media Presence", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Internal communications in retail must reach a largely deskless, frontline store workforce, requiring mobile-first and in-store channels alongside corporate email.", "tech": "Internal communications in tech typically reach a knowledge-worker, often globally distributed and remote-first workforce via digital-first channels (Slack, intranet, all-hands livestreams).", "insurance": "Insurer internal communications reinforce a culture of underwriting discipline and claims integrity, and increasingly compete for actuarial, data-science, and claims talent against both traditional carriers and insurtech entrants.", "hotel": "For a hotel operator, this means cascading brand-standard updates and leadership messages to a largely frontline, shift-based, multi-property workforce, and building an employer brand that helps recruit hard-to-fill roles like housekeeping and culinary staff.", "manufacturing": "For a manufacturer, this means cascading messages consistently across corporate offices and multi-shift plant floors, and building an employer brand that attracts skilled trades and production talent in a tight manufacturing labor market.", "banking": "For a bank, this includes cascading messages on regulatory change, risk-culture expectations, and compliance obligations to a workforce spanning branch, contact-center, and head-office roles, alongside standard employer-brand and town-hall communications." }, "country": { "PH": "No distinct requirement beyond general corporate practice; content involving personal data (e.g., employee spotlights) should follow Data Privacy Act consent requirements.", "US": "No distinct requirement beyond general corporate practice; internal communications about workforce matters should be reviewed for NLRA implications where they touch on working conditions.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Workvivo / Firstup (employee comms platforms)", "SharePoint / Viva Engage", "Brandwatch (reputation monitoring)", "Qualtrics (pulse surveys)" ], "kpis": [ "Employee engagement/comms readership rate", "Employer brand sentiment score", "Town hall/all-hands attendance rate" ] }, "trigger": "Triggered at the start of a new internal communications and employer brand cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed internal communications and employer brand position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "11.3", "groupName": "Manage Investor Relations", "processes": [ { "id": "11.3.1", "name": "Manage Investor and Analyst Engagement", "description": "Plan and execute earnings communications and manage ongoing relationships with institutional investors and sell-side analysts.", "hasStepDetail": false, "activities": [ { "id": "11.3.1.1", "name": "Plan and Execute Earnings Communications", "tasks": [ { "id": "11.3.1.1.1", "name": "Prepare Earnings Release and Investor Presentation", "steps": [ "Assess scope and gather the supporting data needed for prepare earnings release and investor presentation", "Prepare Earnings Release and Investor Presentation", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.3.1.1.2", "name": "Conduct Earnings Calls and Q&A Preparation", "steps": [ "Assess scope and gather the supporting data needed for conduct earnings calls and q&a preparation", "Conduct Earnings Calls and Q&A Preparation", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "11.3.1.2", "name": "Manage Ongoing Investor and Analyst Relationships", "tasks": [ { "id": "11.3.1.2.1", "name": "Conduct Roadshows and Investor Conferences", "steps": [ "Assess scope and gather the supporting data needed for conduct roadshows and investor conferences", "Conduct Roadshows and Investor Conferences", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.3.1.2.2", "name": "Manage Sell-Side Analyst Coverage", "steps": [ "Assess scope and gather the supporting data needed for manage sell-side analyst coverage", "Manage Sell-Side Analyst Coverage", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail IR narratives focus heavily on comparable sales, margin trends, and holiday/seasonal guidance that analysts weight heavily each quarter.", "tech": "Tech IR narratives focus on ARR/NRR growth, rule-of-40 metrics, and R&D/AI investment ROI framing for growth-oriented investors.", "insurance": "Insurance investor relations centers on explaining combined ratio trends, reserve development, catastrophe losses, and investment portfolio yield to analysts who benchmark performance against loss-ratio and capital-adequacy metrics specific to the sector.", "hotel": "For a publicly traded hotel company or REIT, this means framing quarterly earnings around RevPAR growth, ADR/occupancy trends, and development pipeline, and fielding analyst questions on brand mix and management/franchise-fee revenue streams.", "manufacturing": "For a manufacturer, investor conversations typically center on capacity utilization, capital expenditure plans, input-cost and margin trends, and order backlog -- the metrics analysts use to gauge industrial demand cycles.", "banking": "For a bank, this centers on communicating net interest margin trends, credit quality and loan-loss provisioning, regulatory capital ratios (e.g., CET1, Tier 1), and deposit trends to equity analysts and fixed-income and rating-agency audiences." }, "country": { "PH": "For PSE-listed companies, quarterly and annual disclosures must follow PSE and SEC Philippines rules, including structured analyst briefings disclosed via the PSE EDGE system.", "US": "SEC Regulation FD requires simultaneous public disclosure of material information shared with analysts; earnings calls are typically furnished via Form 8-K.", "SG": "SGX-listed companies must comply with the SGX Listing Manual's continuous disclosure and periodic reporting framework applicable to the issuer's reporting tier." }, "systems": [ "Q4 Inc. / Ipreo (IR platforms)", "FactSet / Bloomberg", "Workiva (earnings materials)", "Irwin (IR CRM)" ], "kpis": [ "Analyst consensus accuracy vs. guidance", "Investor meeting/roadshow volume", "Share price volatility around earnings" ] }, "trigger": "Triggered at the start of a new investor and analyst engagement cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed investor and analyst engagement position, with exceptions resolved and status reported to stakeholders" }, { "id": "11.3.2", "name": "Manage Shareholder Services and Governance Disclosure", "description": "Manage the annual meeting and proxy process, and monitor the shareholder base and market perception of the company.", "hasStepDetail": false, "activities": [ { "id": "11.3.2.1", "name": "Manage Annual Meeting and Proxy Process", "tasks": [ { "id": "11.3.2.1.1", "name": "Prepare Proxy Statement and Annual Report", "steps": [ "Receive the trigger and confirm the inputs required for prepare proxy statement and annual report", "Prepare Proxy Statement and Annual Report", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "11.3.2.1.2", "name": "Coordinate Annual General Meeting Logistics", "steps": [ "Receive the trigger and confirm the inputs required for coordinate annual general meeting logistics", "Coordinate Annual General Meeting Logistics", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "11.3.2.2", "name": "Monitor Shareholder Base and Market Perception", "tasks": [ { "id": "11.3.2.2.1", "name": "Conduct Shareholder Identification and Surveillance", "steps": [ "Receive the trigger and confirm the inputs required for conduct shareholder identification and surveillance", "Conduct Shareholder Identification and Surveillance", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "11.3.2.2.2", "name": "Track Analyst Sentiment and Perception Studies", "steps": [ "Receive the trigger and confirm the inputs required for track analyst sentiment and perception studies", "Track Analyst Sentiment and Perception Studies", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail proxy narratives often address executive compensation tied to comparable-sales performance and increasingly ESG/labor-practice shareholder proposals.", "tech": "Tech proxy narratives often address founder dual-class share structures, equity-heavy executive compensation, and AI-governance-related shareholder proposals.", "insurance": "For a publicly traded insurer, governance disclosures address board oversight of underwriting risk appetite, reserving judgment, and catastrophe exposure alongside standard proxy and shareholder-meeting requirements.", "hotel": "For a hotel company, this means running the annual meeting and proxy process and monitoring how the market and shareholder base perceive property-level performance and brand-portfolio decisions.", "manufacturing": "For a manufacturer, this runs the annual meeting and proxy process and monitors how the shareholder base and market perceive capital allocation decisions like plant expansions, automation spend, and dividend policy.", "banking": "For a bank, this includes the annual meeting and proxy process plus disclosure of regulatory capital positions and risk governance, monitoring institutional and retail shareholder sentiment against financial-sector valuation benchmarks." }, "country": { "PH": "PSE-listed companies must hold an Annual Stockholders' Meeting per SEC Philippines rules and file the Definitive Information Statement equivalent to SEC Form 20-IS.", "US": "Public companies must file a proxy statement (DEF 14A) with the SEC and comply with Delaware annual meeting requirements.", "SG": "SGX-listed companies must hold an AGM within statutory timelines under the Companies Act and issue notices per SGX Listing Manual requirements." }, "systems": [ "Broadridge (proxy distribution)", "Diligent Governance Cloud", "Georgeson / Morrow Sodali (shareholder ID)", "Computershare (share registry)" ], "kpis": [ "Say-on-pay approval rate", "AGM quorum/participation rate", "Shareholder proposal resolution rate" ] }, "trigger": "Triggered at the start of a new shareholder services and governance disclosure cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed shareholder services and governance disclosure position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "11.4", "groupName": "Manage Sustainability, ESG and Corporate Social Responsibility", "processes": [ { "id": "11.4.1", "name": "Develop ESG Strategy and Governance", "description": "Define ESG strategy and materiality, set targets and roadmap, and establish board-level governance and enterprise risk integration for sustainability.", "hasStepDetail": false, "activities": [ { "id": "11.4.1.1", "name": "Define ESG Strategy and Materiality", "tasks": [ { "id": "11.4.1.1.1", "name": "Conduct Double Materiality Assessment", "steps": [ "Assess scope and gather the supporting data needed for conduct double materiality assessment", "Conduct Double Materiality Assessment", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.4.1.1.2", "name": "Set ESG Targets and Roadmap", "steps": [ "Prepare templates, access, and stakeholder alignment for set esg targets and roadmap", "Set ESG Targets and Roadmap", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "11.4.1.2", "name": "Establish ESG Governance Structure", "tasks": [ { "id": "11.4.1.2.1", "name": "Establish Board ESG Committee Oversight", "steps": [ "Prepare templates, access, and stakeholder alignment for establish board esg committee oversight", "Establish Board ESG Committee Oversight", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "11.4.1.2.2", "name": "Embed ESG in Enterprise Risk Management", "steps": [ "Receive the trigger and confirm the inputs required for embed esg in enterprise risk management", "Embed ESG in Enterprise Risk Management", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail ESG strategy weights supply chain labor practices, packaging/plastics reduction, and Scope 3 emissions from a large supplier and logistics network.", "tech": "Tech ESG strategy weights data center energy/water use, e-waste, and AI ethics/responsible-use governance alongside traditional environmental metrics.", "insurance": "Insurer ESG strategy increasingly centers on climate risk -- both as an investment-portfolio exposure and as an underwriting exposure (wildfire, flood, hurricane) -- alongside fair-underwriting and fair-claims-handling practices.", "hotel": "For a hotel operator, this means setting targets on energy and water intensity per occupied room, waste diversion, and sustainable F&B/amenity sourcing, with board-level oversight tied to brand-required sustainability certifications.", "manufacturing": "For a manufacturer, ESG strategy centers on decarbonizing energy-intensive production processes, reducing waste and water use, and building board-level governance over supply-chain labor and environmental practices.", "banking": "For a bank, this includes setting targets for sustainable/green lending, financed-emissions reduction, and financial-inclusion commitments, with board-level governance aligned to regulator expectations on climate-risk stress testing." }, "country": { "PH": "ESG governance should reference the SEC Philippines Sustainability Reporting Guidelines (SEC Memorandum Circular No. 4, s. 2019) for PSE-listed companies.", "US": "ESG governance for public companies should track the SEC's climate-related disclosure rulemaking status and California's SB 253/261 climate disclosure laws for large companies doing business in the state.", "SG": "ESG governance should align with SGX's mandatory sustainability reporting rules (climate reporting aligned to ISSB standards, phased by market cap) and MAS's environmental risk management guidelines for financial institutions." }, "systems": [ "Workiva ESG", "Diligent ESG", "Persefoni / Watershed (carbon accounting)", "SAP Sustainability Control Tower" ], "kpis": [ "% ESG targets on track", "Board ESG oversight meeting frequency", "Materiality assessment refresh cadence" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop esg strategy and governance", "output": "A completed, validated esg strategy and governance, ready for stakeholder review and sign-off" }, { "id": "11.4.2", "name": "Manage ESG Data, Reporting and Disclosure", "description": "Collect environmental, social and governance data across the enterprise, and prepare and assure sustainability disclosures against recognized reporting frameworks.", "hasStepDetail": false, "activities": [ { "id": "11.4.2.1", "name": "Collect and Manage ESG Data", "tasks": [ { "id": "11.4.2.1.1", "name": "Collect Environmental Emissions, Energy and Water Data", "steps": [ "Assess scope and gather the supporting data needed for collect environmental emissions, energy and water data", "Collect Environmental Emissions, Energy and Water Data", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.4.2.1.2", "name": "Collect Social and Governance Metrics", "steps": [ "Prepare templates, access, and stakeholder alignment for collect social and governance metrics", "Collect Social and Governance Metrics", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "11.4.2.2", "name": "Prepare and Assure ESG Disclosures", "tasks": [ { "id": "11.4.2.2.1", "name": "Prepare Sustainability Report per Reporting Framework (GRI/ISSB/CSRD)", "steps": [ "Receive the trigger and confirm the inputs required for prepare sustainability report per reporting framework (gri/issb/csrd)", "Prepare Sustainability Report per Reporting Framework (GRI/ISSB/CSRD)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "11.4.2.2.2", "name": "Obtain Third-Party Assurance of ESG Disclosures", "steps": [ "Prepare templates, access, and stakeholder alignment for obtain third-party assurance of esg disclosures", "Obtain Third-Party Assurance of ESG Disclosures", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail ESG data collection is complex due to Scope 3 emissions from thousands of suppliers and a large store/logistics network requiring store-level energy data aggregation.", "tech": "Tech ESG data collection centers on data center/cloud energy consumption (including third-party hyperscaler emissions attribution) and increasingly on AI compute energy intensity.", "insurance": "Insurers report climate-related financial risk (e.g., TCFD-aligned disclosures on underwriting and investment portfolio exposure) alongside standard ESG metrics, reflecting growing regulatory expectation that carriers quantify catastrophe and transition risk.", "hotel": "For a hotel company, this means collecting property-level energy, water, and waste data across a geographically dispersed estate and reporting it against frameworks increasingly required by ownership groups and brand ESG standards.", "manufacturing": "For a manufacturer, this means collecting plant-level emissions, energy, and safety-incident data (e.g., TRIR) and assuring it against frameworks like GRI or CSRD for sustainability disclosure.", "banking": "For a bank, this covers collecting financed-emissions and portfolio climate-exposure data across the lending book, and preparing disclosures aligned to frameworks like TCFD alongside standard operational ESG metrics." }, "country": { "PH": "Large PSE-listed companies must submit an annual Sustainability Report per the SEC Philippines template, aligned to GRI standards, as an attachment to the Annual Report.", "US": "Companies should monitor SEC climate disclosure rule status and comply with applicable state-level mandates (e.g., California's Climate Corporate Data Accountability Act) requiring Scope 1/2/3 emissions disclosure.", "SG": "SGX-listed issuers must prepare sustainability reports aligned to ISSB/IFRS S1 & S2 standards on a phased mandatory timeline, with climate-reporting assurance requirements being phased in." }, "systems": [ "Workiva", "Persefoni / Watershed", "Sphera", "Enablon" ], "kpis": [ "Data collection completeness rate", "Disclosure filing on-time rate", "Assurance opinion level achieved (limited vs. reasonable)" ] }, "trigger": "Triggered at the start of a new esg data, reporting and disclosure cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed esg data, reporting and disclosure position, with exceptions resolved and status reported to stakeholders" }, { "id": "11.4.3", "name": "Manage Corporate Social Responsibility and Community Engagement", "description": "Design and manage CSR/philanthropy programs, and manage community stakeholder engagement and social license to operate.", "hasStepDetail": false, "activities": [ { "id": "11.4.3.1", "name": "Design and Manage CSR and Philanthropy Programs", "tasks": [ { "id": "11.4.3.1.1", "name": "Define CSR Strategy and Focus Areas", "steps": [ "Assess scope and gather the supporting data needed for define csr strategy and focus areas", "Define CSR Strategy and Focus Areas", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "11.4.3.1.2", "name": "Manage Corporate Giving and Employee Volunteering", "steps": [ "Assess scope and gather the supporting data needed for manage corporate giving and employee volunteering", "Manage Corporate Giving and Employee Volunteering", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "11.4.3.2", "name": "Manage Community Relations and Social License to Operate", "tasks": [ { "id": "11.4.3.2.1", "name": "Conduct Community Stakeholder Engagement", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct community stakeholder engagement", "Conduct Community Stakeholder Engagement", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "11.4.3.2.2", "name": "Manage Grievance Mechanisms and Social Impact Assessment", "steps": [ "Receive the trigger and confirm the inputs required for manage grievance mechanisms and social impact assessment", "Manage Grievance Mechanisms and Social Impact Assessment", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail CSR programs often center on local community giving tied to store footprints and food/product donation programs given a large physical presence in communities.", "tech": "Tech CSR programs often center on digital inclusion/access initiatives, STEM education funding, and employee skills-based volunteering.", "insurance": "Insurer CSR programs often include community resilience and disaster-preparedness initiatives (e.g., wildfire mitigation grants, storm-proofing programs) that also help reduce future claims exposure in vulnerable regions.", "hotel": "For a hotel operator, this means running community and local-hire programs tied to each property's destination, and managing the social license to operate in resort or historic markets sensitive to tourism's local impact.", "manufacturing": "For a manufacturer, this typically means investing in the communities surrounding plant sites -- local hiring and apprenticeship programs, STEM/trade-school partnerships, and managing the company's social license to operate a facility.", "banking": "For a bank, this includes community-reinvestment and financial-literacy programs, branch-level community engagement, and philanthropic giving tied closely to local market presence and regulator expectations around access to banking services." }, "country": { "PH": "Companies with mining, energy, or resource-extraction operations must comply with Philippine Mining Act/DENR-EMB requirements for Social Development and Management Programs (SDMP) and community consultation.", "US": "No distinct federal requirement beyond general corporate practice; CSR foundations/giving vehicles should comply with IRS 501(c)(3) rules if a separate foundation is used.", "SG": "No distinct requirement beyond general corporate practice; community engagement for regulated sectors should align with the relevant sector regulator's community/consumer engagement guidelines." }, "systems": [ "Benevity (giving/volunteering platform)", "Salesforce.org", "Submittable (grants management)", "Qualtrics (stakeholder engagement)" ], "kpis": [ "Employee volunteering participation rate", "Community investment as % of pre-tax profit", "Community grievance resolution time" ] }, "trigger": "Triggered at the start of a new corporate social responsibility and community engagement cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed corporate social responsibility and community engagement position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "product-service-development", "functionName": "Product & Service Development", "processGroups": [ { "groupId": "2.1", "groupName": "Develop product and service strategy and portfolio", "processes": [ { "id": "2.1.1", "name": "Develop product/service strategy", "description": "Analyze market, customer, and competitive dynamics to set the direction, target segments, and value proposition for the product/service line.", "hasStepDetail": false, "activities": [ { "id": "2.1.1.1", "name": "Analyze market and customer needs", "tasks": [ { "id": "2.1.1.1.1", "name": "Conduct market research and competitive analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct market research and competitive analysis", "Conduct market research and competitive analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "2.1.1.1.2", "name": "Gather voice-of-customer (VoC) insights", "steps": [ "Receive the trigger and confirm the inputs required for gather voice-of-customer (voc) insights", "Gather voice-of-customer (VoC) insights", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "2.1.1.2", "name": "Define product/service strategic direction", "tasks": [ { "id": "2.1.1.2.1", "name": "Define target markets and value proposition", "steps": [ "Receive the trigger and confirm the inputs required for define target markets and value proposition", "Define target markets and value proposition", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.1.1.2.2", "name": "Set strategic goals and success metrics", "steps": [ "Assess scope and gather the supporting data needed for set strategic goals and success metrics", "Set strategic goals and success metrics", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "For a retail enterprise this centers on merchandising strategy: private-label versus national-brand mix, category role definition, and aligning assortment strategy to store formats and e-commerce channels.", "tech": "For a technology company this is anchored in platform and product-line strategy: build-vs-buy decisions, horizontal-platform versus vertical-solution bets, and aligning strategy to recurring-revenue (ARR) and land-and-expand goals.", "insurance": "For an insurer, product strategy defines which lines of business (e.g., auto, property, life, specialty) and risk segments to pursue, informed by loss-cost trends, competitor rate filings, and reinsurance capacity and appetite.", "hotel": "For a hotel company, this means defining brand strategy and positioning across tiers -- luxury, upper-upscale, select-service, extended-stay -- and target guest segments such as business transient, leisure, and group/MICE, and setting each brand's value proposition.", "manufacturing": "For a manufacturer, this sets the product-line and platform strategy -- which product families to invest in, target cost and margin, and how new designs will fit existing plant capabilities and tooling.", "banking": "For a bank, this means setting strategy across deposit, lending, card, and wealth product lines, factoring in the interest-rate environment, the regulatory capital treatment of each product, and competitive positioning against both incumbent banks and fintech challengers." }, "country": { "PH": "No distinct statutory requirement; PEZA/BOI-registered tech firms should ensure strategy documentation supports the claimed activity registration (e.g., IT-BPM export-service scope) for incentive compliance.", "US": "No distinct regulatory requirement beyond general antitrust and competitive-practices diligence when strategy involves market consolidation or exclusivity terms.", "SG": "Firms leveraging EDB (Economic Development Board) incentive schemes should ensure product strategy documentation aligns with the qualifying activities committed to in the incentive award." }, "systems": [ "Aha!", "Productboard", "Miro", "Power BI" ], "kpis": [ "Strategic initiative ROI", "Time-to-strategy-approval", "Portfolio alignment score" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop product/service strategy", "output": "A completed, validated product/service strategy, ready for stakeholder review and sign-off" }, { "id": "2.1.2", "name": "Manage product/service portfolio", "description": "Evaluate, prioritize, and govern the mix of product/service investments across the lifecycle using stage-gate decision-making.", "hasStepDetail": false, "activities": [ { "id": "2.1.2.1", "name": "Evaluate and prioritize portfolio investments", "tasks": [ { "id": "2.1.2.1.1", "name": "Score and rank initiatives against strategic criteria", "steps": [ "Prepare templates, access, and stakeholder alignment for score and rank initiatives against strategic criteria", "Score and rank initiatives against strategic criteria", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "2.1.2.1.2", "name": "Conduct portfolio balance and risk review", "steps": [ "Receive the trigger and confirm the inputs required for conduct portfolio balance and risk review", "Conduct portfolio balance and risk review", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "2.1.2.2", "name": "Govern stage-gate/phase-gate decisions", "tasks": [ { "id": "2.1.2.2.1", "name": "Prepare gate review business cases", "steps": [ "Receive the trigger and confirm the inputs required for prepare gate review business cases", "Prepare gate review business cases", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.1.2.2.2", "name": "Conduct gate reviews and go/kill/hold decisions", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct gate reviews and go/kill/hold decisions", "Conduct gate reviews and go/kill/hold decisions", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail portfolio governance is seasonal-cycle driven; go/kill decisions align to buying calendars and open-to-buy budgets across private-label and vendor-sourced lines.", "tech": "Tech portfolio governance runs on continuous, rolling prioritization (quarterly OKR cycles) rather than fixed seasonal gates, balancing platform investment against feature and product-line bets.", "insurance": "Insurers govern their product portfolio across lines of business and states, retiring or re-rating underperforming products based on loss ratio and combined ratio trends and reallocating capital toward profitable segments.", "hotel": "For a hotel operator, this means governing investment across the brand portfolio -- new-brand launches, renovation programs, F&B concept refreshes -- and stage-gating capital toward the properties and concepts with the strongest guest-experience and RevPAR upside.", "manufacturing": "For a manufacturer, this governs the stage-gate investment decisions across the product portfolio, balancing new product introduction (NPI) against sustaining engineering and SKU rationalization to keep the line-up profitable to produce.", "banking": "For a bank, this governs the mix of investment across deposit, lending, payments, and wealth products through a stage-gate process weighing profitability, capital consumption, and regulatory-approval complexity for each initiative." }, "country": { "PH": "No distinct requirement beyond general corporate governance practice.", "US": "Public companies must ensure portfolio investment decisions and any resulting impairments are properly disclosed and documented for SOX and GAAP purposes.", "SG": "No distinct requirement beyond general corporate practice; SGX-listed firms should retain gate-review documentation to support materiality disclosure assessments." }, "systems": [ "Aha!", "Jira Product Discovery", "Planview", "Smartsheet" ], "kpis": [ "Portfolio ROI/NPV", "Percentage of revenue from new products (vitality index)", "Gate-review cycle time" ] }, "trigger": "Triggered at the start of a new product/service portfolio cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed product/service portfolio position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "2.2", "groupName": "Develop product/service concepts and requirements", "processes": [ { "id": "2.2.1", "name": "Generate and screen new product/service concepts", "description": "Source, generate, and screen new concepts through ideation, feasibility screening, and customer concept testing before committing development resources.", "hasStepDetail": false, "activities": [ { "id": "2.2.1.1", "name": "Generate ideas and concepts", "tasks": [ { "id": "2.2.1.1.1", "name": "Run ideation workshops and innovation challenges", "steps": [ "Receive the trigger and confirm the inputs required for run ideation workshops and innovation challenges", "Run ideation workshops and innovation challenges", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.2.1.1.2", "name": "Capture and triage crowd-sourced/customer ideas", "steps": [ "Assess scope and gather the supporting data needed for capture and triage crowd-sourced/customer ideas", "Capture and triage crowd-sourced/customer ideas", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "2.2.1.2", "name": "Screen and validate concepts", "tasks": [ { "id": "2.2.1.2.1", "name": "Conduct feasibility and business case screening", "steps": [ "Receive the trigger and confirm the inputs required for conduct feasibility and business case screening", "Conduct feasibility and business case screening", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.2.1.2.2", "name": "Validate concept with target customers (concept testing)", "steps": [ "Prepare templates, access, and stakeholder alignment for validate concept with target customers (concept testing)", "Validate concept with target customers (concept testing)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail concept generation draws heavily on trend-scouting, vendor showcases, and customer panel testing to seed private-label and seasonal SKU pipelines.", "tech": "Tech concept generation is driven by hackathons, usage-telemetry mining, and customer-advisory-board input, screened against technical feasibility and platform fit.", "insurance": "New insurance product concepts (e.g., usage-based auto, parametric catastrophe cover, embedded insurance) are screened for loss-cost data availability, reinsurance backing, and regulatory filing feasibility before committing actuarial and development resources.", "hotel": "For a hotel company, this means ideating new room-type concepts, F&B or banquet offerings, or amenity packages (wellness, co-working, pet-friendly), and testing them with guest panels or a pilot property before wider rollout.", "manufacturing": "For a manufacturer, this sources concepts from engineering, customers, and field service data, then screens them for manufacturability, tooling cost, and fit with existing production lines before committing development resources.", "banking": "For a bank, this covers ideating and testing new account types, lending products, or embedded-finance offerings, with early feasibility screening against regulatory permissibility and compliance risk alongside customer demand." }, "country": { "PH": "No distinct statutory requirement; firms filing for BOI pioneer-status incentives should document concept screening as evidence of genuine R&D/innovation activity.", "US": "No distinct regulatory requirement beyond general antitrust diligence for concepts involving competitor benchmarking data.", "SG": "Enterprise Singapore grant applications (e.g., the Enterprise Development Grant) may require documented concept-screening and business-case artifacts as funding evidence." }, "systems": [ "Miro", "Qualtrics", "Productboard", "Confluence" ], "kpis": [ "Idea-to-concept conversion rate", "Concept screening cycle time", "Number of validated concepts per quarter" ] }, "trigger": "Triggered by a scheduled or on-demand requirement to generate and screen new product/service concepts", "output": "A finalized, distributed output from generate and screen new product/service concepts" }, { "id": "2.2.2", "name": "Define product/service requirements", "description": "Translate validated concepts into detailed functional, technical, quality, and regulatory requirements, and plan resources for development.", "hasStepDetail": false, "activities": [ { "id": "2.2.2.1", "name": "Develop detailed requirements and specifications", "tasks": [ { "id": "2.2.2.1.1", "name": "Author functional/technical requirements documents", "steps": [ "Prepare templates, access, and stakeholder alignment for author functional/technical requirements documents", "Author functional/technical requirements documents", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "2.2.2.1.2", "name": "Define regulatory, quality, and compliance requirements", "steps": [ "Receive the trigger and confirm the inputs required for define regulatory, quality, and compliance requirements", "Define regulatory, quality, and compliance requirements", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "2.2.2.2", "name": "Plan resources and development roadmap", "tasks": [ { "id": "2.2.2.2.1", "name": "Build resource and budget plan for development", "steps": [ "Assess scope and gather the supporting data needed for build resource and budget plan for development", "Build resource and budget plan for development", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "2.2.2.2.2", "name": "Sequence roadmap and release plan", "steps": [ "Assess scope and gather the supporting data needed for sequence roadmap and release plan", "Sequence roadmap and release plan", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail requirements definition includes compliance with country-of-origin labeling, safety/testing standards for private-label goods, and planogram/packaging specifications.", "tech": "Tech requirements definition is expressed as functional/non-functional requirements and API contracts, typically captured directly in backlog tooling rather than standalone specification documents.", "insurance": "Insurance product requirements translate into policy wording, coverage terms and exclusions, and rating factors and underwriting rules, developed jointly by product, actuarial, legal, and compliance so the filing can withstand regulatory review.", "hotel": "For a hotel operator, this means translating a new concept -- a redesigned guestroom or a new breakfast program -- into detailed brand standards, FF&E specifications, and PIP requirements that franchised and managed properties must meet.", "manufacturing": "For a manufacturer, this translates concepts into detailed engineering requirements -- specifications, tolerances, regulatory/safety standards, and a target bill of materials (BOM) -- that downstream design and sourcing build against.", "banking": "For a bank, this translates concepts into detailed requirements covering functional design, core-system integration, and the regulatory requirements (disclosures, fair-lending rules, KYC data capture) a financial product must satisfy before development begins." }, "country": { "PH": "Consumer products sold in the Philippines must meet DTI/FDA labeling and product-safety standards (Consumer Act, RA 7394) where applicable to the product category.", "US": "Product categories such as food, drug, cosmetic, or medical-adjacent items require requirements to address FDA regulatory pathways; general consumer goods fall under CPSC requirements.", "SG": "Products sold in Singapore must meet Enterprise Singapore product safety standards and any sector-specific requirements (e.g., IMDA for connected devices)." }, "systems": [ "Jira", "Confluence", "Jama Connect", "Azure DevOps" ], "kpis": [ "Requirements volatility/change rate", "Requirements defect leakage", "Time to requirements sign-off" ] }, "trigger": "Triggered by a new or changing business requirement to define product/service requirements", "output": "A documented, approved definition of product/service requirements, published for stakeholder use" } ] }, { "groupId": "2.3", "groupName": "Design, develop, and test products/services", "processes": [ { "id": "2.3.1", "name": "Design products/services", "description": "Create and validate the product/service design, including prototyping, usability testing, and technical architecture/BOM specification.", "hasStepDetail": false, "activities": [ { "id": "2.3.1.1", "name": "Create product/service design", "tasks": [ { "id": "2.3.1.1.1", "name": "Develop design concepts and prototypes", "steps": [ "Receive the trigger and confirm the inputs required for develop design concepts and prototypes", "Develop design concepts and prototypes", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.3.1.1.2", "name": "Conduct design reviews and usability testing", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct design reviews and usability testing", "Conduct design reviews and usability testing", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "2.3.1.2", "name": "Engineer and specify bill of materials/architecture", "tasks": [ { "id": "2.3.1.2.1", "name": "Define technical architecture/bill of materials", "steps": [ "Assess scope and gather the supporting data needed for define technical architecture/bill of materials", "Define technical architecture/bill of materials", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "2.3.1.2.2", "name": "Select suppliers/components or technology stack", "steps": [ "Receive the trigger and confirm the inputs required for select suppliers/components or technology stack", "Select suppliers/components or technology stack", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail design work centers on private-label product design, packaging, and merchandising/planogram design tools rather than deep engineering.", "tech": "Tech design work is UX/UI and system design centric, using design systems and component libraries to keep experience consistent across a growing product surface.", "insurance": "Designing an insurance product means building the rating algorithm and underwriting rules engine, drafting policy forms and endorsements, and validating pricing adequacy through actuarial modeling before pilot launch.", "hotel": "For a hotel company, this means designing guestroom, public-space, and F&B layouts and prototyping them, often in a mock-up room or pilot property, with usability and guest-flow testing before full rollout.", "manufacturing": "For a manufacturer, this covers CAD/PLM-based design, DFM (design for manufacturability) and DFA (design for assembly) reviews, prototyping, and finalizing the engineering BOM and technical drawings before handoff to production.", "banking": "For a bank, this includes designing account, loan, or card products and validating them through usability testing alongside compliance and legal review of terms, disclosures, and pricing structures." }, "country": { "PH": "No distinct statutory requirement; design outputs (packaging, trademarks) should be cleared through an IPOPHL search prior to commercialization to avoid infringement.", "US": "Design outputs should be screened for existing design patents and trade dress via USPTO search before commercialization to reduce infringement risk.", "SG": "Design outputs should be screened against IPOS registered designs; Singapore's Registered Designs Act protects the visual appearance of products." }, "systems": [ "Figma", "Adobe Creative Cloud", "PLM systems like Windchill", "SolidWorks" ], "kpis": [ "Design cycle time", "Design review defect rate", "Time from concept to design freeze" ] }, "trigger": "Triggered by an approved initiative requiring products/services", "output": "An approved design for products/services, ready to move into build or implementation" }, { "id": "2.3.2", "name": "Develop and test products/services", "description": "Build, integrate, and rigorously test the product/service to validate functionality, performance, safety, and compliance before release readiness sign-off.", "hasStepDetail": true, "activities": [ { "id": "2.3.2.1", "name": "Build and integrate the product/service", "tasks": [ { "id": "2.3.2.1.1", "name": "Develop/manufacture pilot or working build", "steps": [ "Prepare templates, access, and stakeholder alignment for develop/manufacture pilot or working build", "Develop/manufacture pilot or working build", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "2.3.2.1.2", "name": "Integrate components/systems", "steps": [ "Prepare templates, access, and stakeholder alignment for integrate components/systems", "Integrate components/systems", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "2.3.2.2", "name": "Test and validate the product/service", "tasks": [ { "id": "2.3.2.2.1", "name": "Conduct functional, performance, and regression testing", "steps": [ "Develop test plan and test cases from the requirements traceability matrix", "Set up test environment, test data, and required tooling", "Execute functional and performance test cases against the build", "Log and triage defects by severity and priority", "Retest and verify defect fixes through a regression pass", "Compile the test summary report and obtain sign-off for release readiness" ] }, { "id": "2.3.2.2.2", "name": "Conduct compliance, safety, and certification testing", "steps": [ "Receive the trigger and confirm the inputs required for conduct compliance, safety, and certification testing", "Conduct compliance, safety, and certification testing", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "For retail this covers private-label product development and sourcing qualification (factory audits, sample approval) more than deep engineering; e-commerce platform features instead follow a software-testing model similar to tech.", "tech": "For a technology company this is core software engineering: iterative build-test cycles inside CI/CD pipelines, with automated regression, performance, and security testing gating every release.", "insurance": "Testing a new insurance product validates the rating engine, underwriting rules, and claims-handling logic against real policy scenarios, and confirms the policy administration system (e.g., Guidewire, Duck Creek, Majesco) correctly implements approved rates and forms before go-live.", "hotel": "For a hotel operator, this means building out a new room type, spa, or F&B concept at pilot properties and validating operational feasibility, service-time standards, and safety/quality compliance before brand-wide release.", "manufacturing": "For a manufacturer, this builds and validates production-intent units -- first-article inspection, reliability and safety testing, and pilot-line runs -- to confirm the design meets specification before full-rate production release.", "banking": "For a bank, this means building and rigorously testing new products on the core-banking platform, including regulatory-compliance testing (disclosures, fair lending, AML controls) alongside functional and performance validation before release sign-off." }, "country": { "PH": "No distinct statutory requirement for software; physical goods manufactured or assembled in Philippine economic zones fall under PEZA/BOI export-processing rules and Bureau of Customs treatment of input materials.", "US": "Software handling regulated data must satisfy applicable federal or state testing and certification obligations (e.g., HIPAA for health data, PCI-DSS for payment data) prior to release.", "SG": "No distinct requirement beyond general corporate practice for software; physical goods testing should reference Enterprise Singapore product certification schemes where applicable." }, "systems": [ "Jira", "GitHub Actions/Jenkins", "Selenium/Playwright", "TestRail" ], "kpis": [ "Defect escape rate", "Test coverage percentage", "Cycle time from build to release-ready" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop and test products/services", "output": "A completed, validated develop and test products/services, ready for stakeholder review and sign-off" }, { "id": "2.3.3", "name": "Manage intellectual property", "description": "Identify, protect, and manage the intellectual property generated through product/service development, including patents, trademarks, and licensing.", "hasStepDetail": false, "activities": [ { "id": "2.3.3.1", "name": "Identify and protect IP", "tasks": [ { "id": "2.3.3.1.1", "name": "Conduct IP landscape/freedom-to-operate analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct ip landscape/freedom-to-operate analysis", "Conduct IP landscape/freedom-to-operate analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "2.3.3.1.2", "name": "File and prosecute patents/trademarks", "steps": [ "Prepare templates, access, and stakeholder alignment for file and prosecute patents/trademarks", "File and prosecute patents/trademarks", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "2.3.3.2", "name": "Manage IP portfolio and licensing", "tasks": [ { "id": "2.3.3.2.1", "name": "Maintain IP register and renewals", "steps": [ "Receive the trigger and confirm the inputs required for maintain ip register and renewals", "Maintain IP register and renewals", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.3.3.2.2", "name": "Negotiate licensing/technology transfer agreements", "steps": [ "Prepare templates, access, and stakeholder alignment for negotiate licensing/technology transfer agreements", "Negotiate licensing/technology transfer agreements", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail IP management is largely trademark and private-label brand protection, with limited patent activity outside proprietary formulations or packaging innovations.", "tech": "Tech IP management is patent- and trade-secret-intensive, protecting software architectures, algorithms, and increasingly AI model and training-data IP.", "insurance": "Insurer IP management protects proprietary rating algorithms, underwriting models, and telematics/data-scoring methodologies, alongside trademarks on branded product names.", "hotel": "For a hotel company, this means protecting brand names, room-concept trademarks, and signature guest-experience programs, and managing licensing terms when concepts are used by franchisees.", "manufacturing": "For a manufacturer, this protects process patents, proprietary tooling and formulations, and trade secrets embedded in manufacturing know-how, alongside product design patents and trademarks.", "banking": "For a bank, this covers protecting proprietary trading algorithms, risk models, and digital-banking technology, along with trademark protection of financial product and brand names." }, "country": { "PH": "IP is governed by the IP Code of the Philippines (RA 8293), administered by IPOPHL; patent and trademark filings should be made early given the Philippines' first-to-file system.", "US": "Patent filings are administered by the USPTO under a first-inventor-to-file system (America Invents Act); trade secret protection follows the Defend Trade Secrets Act.", "SG": "IP is administered by IPOS (Intellectual Property Office of Singapore) under a first-to-file system; Singapore is a common regional hub for ASEAN patent and trademark filing strategy." }, "systems": [ "Anaqua", "IPfolio", "Clarivate IP management tools", "SharePoint" ], "kpis": [ "Patents filed per year", "IP portfolio maintenance cost", "Freedom-to-operate clearance cycle time" ] }, "trigger": "Triggered at the start of a new intellectual property cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed intellectual property position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "2.4", "groupName": "Launch and commercialize products/services", "processes": [ { "id": "2.4.1", "name": "Plan go-to-market and launch", "description": "Develop the pricing, packaging, readiness, and channel/sales enablement plan required to bring the product/service to market.", "hasStepDetail": false, "activities": [ { "id": "2.4.1.1", "name": "Develop launch and commercialization plan", "tasks": [ { "id": "2.4.1.1.1", "name": "Define pricing and packaging", "steps": [ "Receive the trigger and confirm the inputs required for define pricing and packaging", "Define pricing and packaging", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.4.1.1.2", "name": "Build launch readiness checklist and training plan", "steps": [ "Receive the trigger and confirm the inputs required for build launch readiness checklist and training plan", "Build launch readiness checklist and training plan", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "2.4.1.2", "name": "Prepare channel and sales enablement", "tasks": [ { "id": "2.4.1.2.1", "name": "Develop sales collateral and enablement materials", "steps": [ "Prepare templates, access, and stakeholder alignment for develop sales collateral and enablement materials", "Develop sales collateral and enablement materials", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "2.4.1.2.2", "name": "Train sales/channel partners", "steps": [ "Assess scope and gather the supporting data needed for train sales/channel partners", "Train sales/channel partners", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail go-to-market planning is tightly bound to seasonal buying calendars, in-store merchandising resets, and omnichannel (store plus e-commerce) launch coordination.", "tech": "Tech go-to-market planning centers on tiered pricing/packaging (freemium, usage-based, seat-based), product-led-growth motions, and sales/partner enablement for platform features.", "insurance": "Insurance product launch planning must sequence state-by-state regulatory rate/form approval, agent/broker channel enablement and training, and direct-to-consumer marketing, since approval delays can force a staggered multi-state rollout.", "hotel": "For a hotel operator, this means setting opening rate strategy, packaging, and OTA/channel readiness, and enabling property sales and front-desk teams ahead of a new hotel opening or renovated-property relaunch.", "manufacturing": "For a manufacturer, this plans production ramp-up, distributor/dealer sell-in, pricing, and channel enablement to align plant output schedules with market launch timing.", "banking": "For a bank, this means developing pricing (rates, fees), branch and digital-channel readiness, and relationship-manager or staff enablement plans required to bring a new deposit, lending, or wealth product to market." }, "country": { "PH": "No distinct statutory requirement; pricing and promotional claims must comply with DTI Consumer Act fair-trade and price-tag disclosure rules.", "US": "Pricing and promotional practices must comply with FTC advertising/pricing regulations and applicable state consumer-protection statutes.", "SG": "Promotional and pricing claims must comply with the Consumer Protection (Fair Trading) Act and relevant advertising standards guidelines." }, "systems": [ "Salesforce", "HubSpot", "Highspot/Seismic", "Monday.com" ], "kpis": [ "Launch readiness score", "Sales enablement completion rate", "Time to first revenue" ] }, "trigger": "Triggered by the start of the relevant planning cycle for go-to-market and launch", "output": "An approved plan for go-to-market and launch, signed off and distributed to stakeholders" }, { "id": "2.4.2", "name": "Execute launch and monitor post-launch performance", "description": "Coordinate the cross-functional market launch and track adoption, sales, and quality performance to drive rapid post-launch optimization.", "hasStepDetail": false, "activities": [ { "id": "2.4.2.1", "name": "Execute market launch", "tasks": [ { "id": "2.4.2.1.1", "name": "Coordinate launch activities across functions", "steps": [ "Prepare templates, access, and stakeholder alignment for coordinate launch activities across functions", "Coordinate launch activities across functions", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "2.4.2.1.2", "name": "Execute marketing/PR launch campaign", "steps": [ "Assess scope and gather the supporting data needed for execute marketing/pr launch campaign", "Execute marketing/PR launch campaign", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "2.4.2.2", "name": "Monitor and optimize post-launch performance", "tasks": [ { "id": "2.4.2.2.1", "name": "Track adoption, sales, and quality metrics", "steps": [ "Receive the trigger and confirm the inputs required for track adoption, sales, and quality metrics", "Track adoption, sales, and quality metrics", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "2.4.2.2.2", "name": "Conduct post-launch review and lessons learned", "steps": [ "Receive the trigger and confirm the inputs required for conduct post-launch review and lessons learned", "Conduct post-launch review and lessons learned", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail launch execution is measured through sell-through rate, shelf/placement compliance, and store-level POS data feeding rapid markdown or reorder decisions.", "tech": "Tech launch execution is measured through activation/adoption funnels, feature-flag rollout percentages, and real-time telemetry dashboards enabling rapid iteration.", "insurance": "Post-launch monitoring tracks early loss ratio and claims frequency/severity signals against the pricing assumptions underwriting the product, since adverse early loss development can force rapid rate or underwriting-guideline correction.", "hotel": "For a hotel company, this means coordinating a property's grand opening or relaunch across ownership, brand, and local marketing, then tracking early RevPAR ramp, guest-satisfaction scores, and quality-assurance audit results to fine-tune performance.", "manufacturing": "For a manufacturer, this coordinates the cross-functional launch across plants and distribution, then tracks early-life field quality, warranty claims, and production yield to drive rapid post-launch corrective action.", "banking": "For a bank, this means coordinating the branch, contact-center, and digital-channel launch of a new product and tracking adoption, balances or originations, and early credit or compliance performance to drive rapid post-launch optimization." }, "country": { "PH": "No distinct statutory requirement beyond general consumer-protection and truth-in-advertising compliance during launch campaigns.", "US": "No distinct requirement beyond general FTC advertising-substantiation practice; data collected during launch campaigns must comply with applicable state privacy laws (e.g., CCPA).", "SG": "Post-launch data collection (e.g., app analytics) must comply with the Personal Data Protection Act (PDPA) consent and notification requirements." }, "systems": [ "Amplitude/Mixpanel", "Google Analytics", "Power BI/Tableau", "Salesforce" ], "kpis": [ "Adoption rate at 90 days", "Revenue vs. launch forecast", "Post-launch defect/incident rate" ] }, "trigger": "Triggered by an approved mandate to execute launch and monitor post-launch performance", "output": "A closed-out, audit-ready record confirming launch and monitor post-launch performance has been completed" } ] } ] }, { "functionId": "technology-specific-operations", "functionName": "Technology-Specific Operations", "processGroups": [ { "groupId": "TSO.1", "groupName": "Software Engineering & R&D Delivery", "processes": [ { "id": "TSO.1.1", "name": "Plan and manage software delivery", "description": "Run the agile delivery operating rhythm — backlog grooming, sprint/release planning, and delivery reporting — that governs how engineering teams commit to and track work.", "hasStepDetail": false, "activities": [ { "id": "TSO.1.1.1", "name": "Plan sprints/releases", "tasks": [ { "id": "TSO.1.1.1.1", "name": "Groom and prioritize product backlog", "steps": [ "Assess scope and gather the supporting data needed for groom and prioritize product backlog", "Groom and prioritize product backlog", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.1.1.1.2", "name": "Plan sprint capacity and commitments", "steps": [ "Prepare templates, access, and stakeholder alignment for plan sprint capacity and commitments", "Plan sprint capacity and commitments", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.1.1.2", "name": "Track and report delivery progress", "tasks": [ { "id": "TSO.1.1.2.1", "name": "Run daily stand-ups and sprint ceremonies", "steps": [ "Prepare templates, access, and stakeholder alignment for run daily stand-ups and sprint ceremonies", "Run daily stand-ups and sprint ceremonies", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.1.1.2.2", "name": "Report velocity, burndown, and delivery metrics", "steps": [ "Prepare templates, access, and stakeholder alignment for report velocity, burndown, and delivery metrics", "Report velocity, burndown, and delivery metrics", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "For a retail enterprise this governs the delivery cadence of e-commerce, POS, and supply-chain software teams, typically synced to peak-season code-freeze windows (e.g., the holiday freeze).", "tech": "For a technology company this is the core operating rhythm of the entire engineering organization, run via Scrum/Kanban across dozens to hundreds of autonomous product teams.", "insurance": "For an insurer's technology organization, sprint and release planning must sequence work around regulatory filing deadlines and rate-change effective dates, since a policy administration or rating-engine release often cannot go live until the corresponding rate/form filing is approved in each state.", "hotel": "For a hotel company's technology team, this governs the delivery rhythm for guest-facing software -- the direct-booking engine, mobile app, in-room technology -- balancing brand-standard requirements against each release's need to stay compatible with property PMS and OTA integrations.", "manufacturing": "For a manufacturer, this governs the delivery rhythm for the software teams building MES, digital-twin, and embedded/firmware releases that must be coordinated with plant maintenance windows and production schedules, not just a standard sprint cadence.", "banking": "For a bank, this means running the agile delivery rhythm for digital-banking and core-system engineering teams under change-control and audit requirements more intensive than a typical technology company faces." }, "country": { "PH": "No distinct statutory requirement; PEZA/BOI-registered IT-BPM delivery centers should retain sprint and delivery records as evidence of the registered activity for incentive compliance audits.", "US": "No distinct regulatory requirement beyond general labor-law considerations (e.g., FLSA overtime rules) for on-call or after-hours delivery work.", "SG": "No distinct requirement beyond general corporate practice; EDB-incentivized R&D centers may need to evidence delivery activity against the committed headcount/spend for the incentive award." }, "systems": [ "Jira", "Azure DevOps", "Linear", "Slack" ], "kpis": [ "Sprint velocity trend", "Sprint commitment accuracy", "Cycle time (backlog to done)" ] }, "trigger": "Triggered by the start of the relevant planning cycle for plan and manage software delivery", "output": "An approved plan for plan and manage software delivery, signed off and distributed to stakeholders" }, { "id": "TSO.1.2", "name": "Design and build software", "description": "Author technical architecture and design specifications, then implement and peer-review the code that realizes them.", "hasStepDetail": false, "activities": [ { "id": "TSO.1.2.1", "name": "Design software architecture and technical specs", "tasks": [ { "id": "TSO.1.2.1.1", "name": "Author architecture decision records (ADRs) and system design docs", "steps": [ "Receive the trigger and confirm the inputs required for author architecture decision records (adrs) and system design docs", "Author architecture decision records (ADRs) and system design docs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.1.2.1.2", "name": "Conduct architecture/design review", "steps": [ "Receive the trigger and confirm the inputs required for conduct architecture/design review", "Conduct architecture/design review", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "TSO.1.2.2", "name": "Write and review code", "tasks": [ { "id": "TSO.1.2.2.1", "name": "Implement features per technical spec", "steps": [ "Prepare templates, access, and stakeholder alignment for implement features per technical spec", "Implement features per technical spec", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.1.2.2.2", "name": "Conduct peer code review and static analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct peer code review and static analysis", "Conduct peer code review and static analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail engineering here builds and extends e-commerce, POS, and inventory platforms, often integrating heavily with legacy ERP and merchandising systems.", "tech": "For a technology company this is the primary value-creation activity — cloud-native, API-first architecture built for horizontal scale and multi-tenant efficiency.", "insurance": "Insurer engineering teams frequently build or configure policy administration, rating, and claims systems (in-house or atop platforms like Guidewire, Duck Creek, or Majesco), where architecture decisions must account for actuarial rating-table complexity and state-specific business rules.", "hotel": "For a hotel operator building its own booking or loyalty platform, this covers architecting and coding systems that must integrate cleanly with PMS platforms like Opera or Cloudbeds, channel managers, and payment processors.", "manufacturing": "For a manufacturer, this covers architecting and coding software for shop-floor systems -- MES/SCADA integration, embedded firmware for connected products, or plant analytics -- with design reviews that account for OT network constraints and safety-critical requirements.", "banking": "For a bank, this covers architecting and building software for digital channels, payments, and core-banking integrations, with security and regulatory-compliance requirements (e.g., PCI DSS for card systems) embedded into design and code review from the outset." }, "country": { "PH": "No distinct statutory requirement; software authored by PH-based developers under an employment or work-for-hire arrangement vests IP in the employer per the IP Code, which should be documented in employment agreements.", "US": "Export-controlled technology (e.g., strong encryption, dual-use AI capabilities) must be assessed against EAR/ITAR before code or technical data is shared with foreign nationals or entities.", "SG": "No distinct requirement beyond general corporate practice; firms should confirm IP assignment terms are clear for contractors given Singapore's default-ownership rules under the Copyright Act." }, "systems": [ "GitHub/GitLab", "VS Code", "SonarQube", "Confluence" ], "kpis": [ "Code review turnaround time", "Static analysis defect density", "Architecture review approval cycle time" ] }, "trigger": "Triggered by an approved initiative requiring design and build software", "output": "An approved design for design and build software, ready to move into build or implementation" }, { "id": "TSO.1.3", "name": "Test, integrate, and release software", "description": "Operate the CI/CD pipeline and release management process that takes tested code from build through automated validation to production deployment.", "hasStepDetail": true, "activities": [ { "id": "TSO.1.3.1", "name": "Build CI/CD pipeline and automated testing", "tasks": [ { "id": "TSO.1.3.1.1", "name": "Maintain CI pipeline configuration", "steps": [ "Receive the trigger and confirm the inputs required for maintain ci pipeline configuration", "Maintain CI pipeline configuration", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.1.3.1.2", "name": "Maintain automated test suites (unit/integration/e2e)", "steps": [ "Prepare templates, access, and stakeholder alignment for maintain automated test suites (unit/integration/e2e)", "Maintain automated test suites (unit/integration/e2e)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.1.3.2", "name": "Execute release management", "tasks": [ { "id": "TSO.1.3.2.1", "name": "Plan and schedule production releases", "steps": [ "Prepare templates, access, and stakeholder alignment for plan and schedule production releases", "Plan and schedule production releases", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.1.3.2.2", "name": "Execute deployment and release validation", "steps": [ "Freeze code and cut the release branch", "Run the automated regression and smoke test suite in staging", "Obtain change approval (CAB or release-manager sign-off)", "Execute a canary or blue-green production deployment", "Monitor key health metrics and error rates immediately post-deploy", "Roll back automatically or confirm full rollout based on health-check results" ] } ] } ], "calibration": { "industry": { "retail": "Retail applies this most intensively to e-commerce and POS platforms, where release cadence must respect blackout/freeze windows around peak shopping periods (e.g., Black Friday, 11.11).", "tech": "For a technology company this is the heart of continuous delivery: automated CI/CD pipelines pushing multiple production releases per day, gated by automated testing and progressive rollout.", "insurance": "Release pipelines for insurance systems require regression testing against hundreds of state-specific rating and underwriting rule variants, and releases affecting rated premium typically need sign-off tying the change back to an approved regulatory filing.", "hotel": "For a hotel company, this means running CI/CD for guest-facing systems -- booking engine, mobile check-in, loyalty app -- with extra care around PMS and channel-manager integration testing, since a broken release can directly block reservations or check-in.", "manufacturing": "For a manufacturer, this operates a CI/CD pipeline that must validate against both IT and OT environments -- regression-testing firmware or MES changes on a staging line before releasing to live production equipment where downtime is costly.", "banking": "For a bank, this means operating a CI/CD pipeline for digital-banking releases with mandatory security, compliance, and change-management gates before production deployment, reflecting the heightened operational-risk scrutiny regulators apply to core banking systems." }, "country": { "PH": "No distinct statutory requirement; PEZA-registered delivery centers exporting software services should retain release and deployment logs as service-delivery evidence for incentive reporting.", "US": "Release processes touching regulated data (health, financial, payment) must maintain change-control evidence sufficient for SOC 2, HIPAA, or PCI-DSS audits.", "SG": "No distinct requirement beyond general corporate practice; MAS-regulated fintech deployments must follow MAS Technology Risk Management (TRM) guidelines for change management." }, "systems": [ "GitHub Actions/Jenkins", "Spinnaker/ArgoCD", "Datadog", "PagerDuty" ], "kpis": [ "Deployment frequency", "Change failure rate", "Mean time to recovery (MTTR)" ] }, "trigger": "Triggered by a release or change requiring integrate, and release software", "output": "A validated pass/fail outcome for integrate, and release software, with defects logged and routed" } ] }, { "groupId": "TSO.2", "groupName": "DevOps, Cloud Infrastructure & Site Reliability", "processes": [ { "id": "TSO.2.1", "name": "Provision and manage cloud infrastructure", "description": "Design, provision, and manage the cloud environments and capacity that host the technology stack, balancing scalability against cost efficiency.", "hasStepDetail": false, "activities": [ { "id": "TSO.2.1.1", "name": "Design cloud environment and architecture", "tasks": [ { "id": "TSO.2.1.1.1", "name": "Define landing zone / account architecture", "steps": [ "Receive the trigger and confirm the inputs required for define landing zone / account architecture", "Define landing zone / account architecture", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.2.1.1.2", "name": "Define infrastructure-as-code standards", "steps": [ "Prepare templates, access, and stakeholder alignment for define infrastructure-as-code standards", "Define infrastructure-as-code standards", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.2.1.2", "name": "Provision and manage infrastructure capacity", "tasks": [ { "id": "TSO.2.1.2.1", "name": "Provision environments via infrastructure-as-code", "steps": [ "Assess scope and gather the supporting data needed for provision environments via infrastructure-as-code", "Provision environments via infrastructure-as-code", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.2.1.2.2", "name": "Manage capacity planning and cost optimization (FinOps)", "steps": [ "Assess scope and gather the supporting data needed for manage capacity planning and cost optimization (finops)", "Manage capacity planning and cost optimization (FinOps)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail cloud infrastructure must elastically scale for extreme seasonal peaks (holiday traffic spikes of 5-10x baseline) while keeping steady-state cost efficient.", "tech": "For a technology company, cloud infrastructure is the product's foundation: multi-region, multi-account architectures engineered for continuous uptime and usage-based cost efficiency.", "insurance": "Insurers provisioning cloud infrastructure must plan for sharp capacity spikes around catastrophe events -- claims-intake and self-service portal surges after a hurricane or wildfire -- alongside routine renewal-cycle and billing-run loads.", "hotel": "For a hotel company, this means sizing cloud capacity for booking-engine and loyalty-app traffic that spikes around promotions, holidays, and destination events, while keeping property-level connectivity to PMS and point-of-sale reliable.", "manufacturing": "For a manufacturer, this provisions the cloud and edge-compute environments that support IIoT sensor data, digital-twin models, and plant analytics, balancing latency-sensitive edge workloads against centralized cloud capacity.", "banking": "For a bank, this means provisioning cloud and on-premises infrastructure under strict data-residency and regulator-approved outsourcing rules, balancing digital-channel scalability against the compliance cost of migrating regulated workloads to the cloud." }, "country": { "PH": "No distinct statutory requirement; data residency preferences should be checked against client contractual requirements even though the Data Privacy Act does not mandate in-country storage.", "US": "Government or public-sector workloads may require FedRAMP-authorized cloud regions; export-controlled workloads may require GovCloud or similarly restricted environments.", "SG": "Financial-sector workloads must comply with MAS outsourcing and cloud-adoption guidelines, including notification/consultation requirements for material outsourcing arrangements." }, "systems": [ "AWS/Azure/GCP", "Terraform", "Kubernetes", "CloudHealth/Cloudability" ], "kpis": [ "Cloud cost per transaction/user", "Infrastructure provisioning lead time", "Reserved/committed-use coverage rate" ] }, "trigger": "Triggered by an approved request requiring provision and manage cloud infrastructure", "output": "A fully provisioned, verified outcome for provision and manage cloud infrastructure" }, { "id": "TSO.2.2", "name": "Ensure reliability, monitoring, and incident response", "description": "Define and monitor service-level objectives, and detect, respond to, and learn from production incidents to protect system reliability.", "hasStepDetail": false, "activities": [ { "id": "TSO.2.2.1", "name": "Monitor system health and performance", "tasks": [ { "id": "TSO.2.2.1.1", "name": "Define SLOs/SLIs and error budgets", "steps": [ "Receive the trigger and confirm the inputs required for define slos/slis and error budgets", "Define SLOs/SLIs and error budgets", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.2.2.1.2", "name": "Configure observability (metrics, logs, traces)", "steps": [ "Prepare templates, access, and stakeholder alignment for configure observability (metrics, logs, traces)", "Configure observability (metrics, logs, traces)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.2.2.2", "name": "Manage incidents and problem resolution", "tasks": [ { "id": "TSO.2.2.2.1", "name": "Detect, triage, and respond to incidents", "steps": [ "Assess scope and gather the supporting data needed for detect, triage, and respond to incidents", "Detect, triage, and respond to incidents", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.2.2.2.2", "name": "Conduct post-incident reviews (blameless postmortems)", "steps": [ "Assess scope and gather the supporting data needed for conduct post-incident reviews (blameless postmortems)", "Conduct post-incident reviews (blameless postmortems)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail reliability engineering prioritizes uptime for checkout and payment paths during peak commerce windows, where minutes of downtime translate directly into lost revenue.", "tech": "For a technology company this is a formal SRE discipline with published SLOs, error budgets, and blameless postmortems governing how reliability trades off against feature velocity.", "insurance": "Reliability and incident response for an insurer prioritize claims-intake and policyholder self-service availability during catastrophe events, when system downtime directly delays first-notice-of-loss reporting at the moment policyholders need it most.", "hotel": "For a hotel operator, this means setting uptime targets for booking and check-in systems and responding fast to incidents, since an outage at the front desk or booking engine directly disrupts guest arrivals and revenue.", "manufacturing": "For a manufacturer, this defines uptime SLOs and monitors for incidents across both enterprise IT systems and plant-facing OT/MES platforms, where an outage can halt a production line, not just a website.", "banking": "For a bank, this means defining and monitoring uptime targets for digital-banking and payments channels, where an outage can trigger mandatory regulatory reporting and reputational or depositor-confidence risk, not just customer inconvenience." }, "country": { "PH": "No distinct statutory requirement; contractual SLA commitments to clients (common in IT-BPM/outsourcing agreements) should be reflected in internal incident-response targets.", "US": "Incidents involving personal data breaches trigger state breach-notification laws (varying by state) and, for regulated sectors, federal notification obligations (e.g., the HIPAA breach rule).", "SG": "Data breaches must be assessed against PDPA mandatory breach notification thresholds, requiring notification to the PDPC and affected individuals when significant harm is likely." }, "systems": [ "Datadog/New Relic", "PagerDuty/Opsgenie", "Grafana/Prometheus", "Statuspage" ], "kpis": [ "System uptime/availability (%)", "Mean time to detect (MTTD) / MTTR", "Error budget burn rate" ] }, "trigger": "Triggered by an ongoing obligation to ensure reliability, monitoring, and incident response", "output": "A verified, documented confirmation that reliability, monitoring, and incident response has been upheld" }, { "id": "TSO.2.3", "name": "Manage cloud security and compliance operations", "description": "Embed security controls into the delivery pipeline (DevSecOps) and maintain the compliance evidence needed to satisfy customer and regulatory audits.", "hasStepDetail": false, "activities": [ { "id": "TSO.2.3.1", "name": "Implement security controls in the pipeline (DevSecOps)", "tasks": [ { "id": "TSO.2.3.1.1", "name": "Run vulnerability and dependency scanning", "steps": [ "Receive the trigger and confirm the inputs required for run vulnerability and dependency scanning", "Run vulnerability and dependency scanning", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.2.3.1.2", "name": "Manage secrets and identity/access controls", "steps": [ "Assess scope and gather the supporting data needed for manage secrets and identity/access controls", "Manage secrets and identity/access controls", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "TSO.2.3.2", "name": "Maintain compliance and audit readiness", "tasks": [ { "id": "TSO.2.3.2.1", "name": "Maintain SOC 2/ISO 27001 control evidence", "steps": [ "Prepare templates, access, and stakeholder alignment for maintain soc 2/iso 27001 control evidence", "Maintain SOC 2/ISO 27001 control evidence", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.2.3.2.2", "name": "Conduct cloud configuration compliance audits", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct cloud configuration compliance audits", "Conduct cloud configuration compliance audits", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail security operations focus heavily on PCI-DSS scope for payment processing and protecting customer PII across e-commerce and loyalty platforms.", "tech": "For a technology company, security and compliance operations are often a sales enabler — SOC 2 Type II and ISO 27001 certifications are frequently prerequisites to closing enterprise deals.", "insurance": "Insurer DevSecOps programs must embed controls protecting policyholder PII and health/medical data (for life and health lines) and maintain audit evidence for state insurance-department data-security examinations under frameworks like the NAIC Insurance Data Security Model Law.", "hotel": "For a hotel company, this means embedding PCI-DSS controls into payment and booking systems and maintaining the compliance evidence brand and card-network audits require, given the volume of guest payment data hotels handle.", "manufacturing": "For a manufacturer, this embeds security controls into the software pipeline and maintains compliance evidence spanning both IT and the increasingly regulated OT/industrial-control-system environment.", "banking": "For a bank, this means embedding security controls into the delivery pipeline and maintaining the compliance evidence (e.g., SOC 2, PCI DSS, regulator examination readiness) required to satisfy banking supervisors and card-network audits." }, "country": { "PH": "The National Privacy Commission (NPC) under the Data Privacy Act (RA 10173) requires registration of data processing systems, breach notification within 72 hours, and appointment of a Data Protection Officer.", "US": "Compliance scope depends on sector and data type — SOC 2 for SaaS vendors, HIPAA for health data, PCI-DSS for payment data, and an expanding patchwork of state privacy laws (CCPA/CPRA and others).", "SG": "PDPA compliance is mandatory, and IMDA's cybersecurity guidelines apply to providers of essential digital infrastructure services; MAS TRM applies for regulated financial workloads." }, "systems": [ "Wiz/Prisma Cloud", "Vanta/Drata", "HashiCorp Vault", "Okta" ], "kpis": [ "Critical vulnerability remediation time", "Compliance control pass rate", "Percentage of secrets under vault management" ] }, "trigger": "Triggered at the start of a new cloud security and compliance operations cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed cloud security and compliance operations position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "TSO.3", "groupName": "Technology Product Management", "processes": [ { "id": "TSO.3.1", "name": "Define product vision and strategy (tech products)", "description": "Run product discovery and set the multi-quarter vision, roadmap, and OKRs for the technology product line.", "hasStepDetail": false, "activities": [ { "id": "TSO.3.1.1", "name": "Conduct product discovery", "tasks": [ { "id": "TSO.3.1.1.1", "name": "Run customer interviews and usability studies", "steps": [ "Assess scope and gather the supporting data needed for run customer interviews and usability studies", "Run customer interviews and usability studies", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.3.1.1.2", "name": "Analyze product usage/telemetry data", "steps": [ "Prepare templates, access, and stakeholder alignment for analyze product usage/telemetry data", "Analyze product usage/telemetry data", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.3.1.2", "name": "Define product roadmap and OKRs", "tasks": [ { "id": "TSO.3.1.2.1", "name": "Set product OKRs aligned to company strategy", "steps": [ "Prepare templates, access, and stakeholder alignment for set product okrs aligned to company strategy", "Set product OKRs aligned to company strategy", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.3.1.2.2", "name": "Publish and communicate product roadmap", "steps": [ "Prepare templates, access, and stakeholder alignment for publish and communicate product roadmap", "Publish and communicate product roadmap", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "In retail this applies mainly to digital/e-commerce product lines (app, website, loyalty program) rather than physical merchandise, which follows the Product & Service Development function instead.", "tech": "For a technology company this is a dedicated, senior product-management discipline that sets multi-quarter vision directly from usage telemetry and competitive/platform dynamics.", "insurance": "For an insurer's technology product organization, this sets the roadmap for digital quoting, self-service policyholder, and agent/broker portal experiences, prioritized against measurable impact on quote-to-bind conversion and policyholder retention.", "hotel": "For a hotel company's digital team, this means setting the roadmap for guest-facing digital products -- the direct-booking app, mobile key, loyalty platform -- with quarterly OKRs tied to direct-booking share and app engagement.", "manufacturing": "For a manufacturer, this sets the roadmap for connected-product and smart-factory software features -- e.g., predictive-maintenance capabilities or customer-facing telemetry -- that differentiate the physical product line.", "banking": "For a bank, this means setting the roadmap for digital banking, mobile app, and API platform products, balancing customer-experience ambition against the compliance and security review cycle governing financial-product feature releases." }, "country": { "PH": "No distinct statutory requirement beyond general corporate governance practice.", "US": "No distinct regulatory requirement beyond general antitrust diligence when strategy involves platform dominance or exclusivity considerations.", "SG": "No distinct requirement beyond general corporate practice; EDB-incentivized product/R&D hubs may need to evidence strategic product ownership as part of incentive-award activity commitments." }, "systems": [ "Productboard", "Amplitude", "Pendo", "Miro" ], "kpis": [ "North Star metric growth rate", "Roadmap-to-strategy alignment score", "Time to product-market fit validation" ] }, "trigger": "Triggered by a new or changing business requirement to define product vision and strategy (tech products)", "output": "A documented, approved definition of product vision and strategy (tech products), published for stakeholder use" }, { "id": "TSO.3.2", "name": "Manage product backlog and platform/API strategy", "description": "Prioritize the feature backlog and manage the API/platform strategy that governs how partners and developers build on the product.", "hasStepDetail": false, "activities": [ { "id": "TSO.3.2.1", "name": "Prioritize features and manage backlog", "tasks": [ { "id": "TSO.3.2.1.1", "name": "Write user stories and acceptance criteria", "steps": [ "Receive the trigger and confirm the inputs required for write user stories and acceptance criteria", "Write user stories and acceptance criteria", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.3.2.1.2", "name": "Prioritize using scoring frameworks (RICE/WSJF)", "steps": [ "Prepare templates, access, and stakeholder alignment for prioritize using scoring frameworks (rice/wsjf)", "Prioritize using scoring frameworks (RICE/WSJF)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.3.2.2", "name": "Manage API and platform economics", "tasks": [ { "id": "TSO.3.2.2.1", "name": "Define API versioning and developer experience standards", "steps": [ "Assess scope and gather the supporting data needed for define api versioning and developer experience standards", "Define API versioning and developer experience standards", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.3.2.2.2", "name": "Manage third-party/partner platform integrations", "steps": [ "Prepare templates, access, and stakeholder alignment for manage third-party/partner platform integrations", "Manage third-party/partner platform integrations", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail applies this to digital-channel backlogs (app features, checkout flow, personalization) rather than a broad external developer/API ecosystem.", "tech": "For a technology company, API/platform strategy is often a direct revenue driver — API-first products monetized via usage tiers and a partner/developer ecosystem.", "insurance": "Insurers increasingly expose rating, quoting, and policy-data APIs to MGAs, embedded-insurance partners, and comparison-rater platforms, making API versioning and partner integration reliability a first-order backlog priority.", "hotel": "For a hotel operator, this means prioritizing features for the booking app and managing the API strategy that connects PMS, channel managers, and third-party OTA integrations.", "manufacturing": "For a manufacturer, this prioritizes the backlog for digital product features and manages the API strategy that lets dealers, distributors, or industrial customers integrate with equipment telemetry and ordering systems.", "banking": "For a bank, this covers prioritizing the digital-banking feature backlog and managing the open-banking/API strategy that governs how fintech partners and third-party providers connect to core banking data under open-banking regulation." }, "country": { "PH": "No distinct statutory requirement beyond general corporate practice.", "US": "APIs exposing regulated data (health, financial) must be designed to satisfy applicable federal data-handling and access-control requirements.", "SG": "No distinct requirement beyond general corporate practice; APIs handling personal data must implement PDPA-consistent access controls and consent management." }, "systems": [ "Jira", "Postman", "Apigee/Kong", "Swagger/OpenAPI tooling" ], "kpis": [ "Backlog throughput", "API adoption/active developer count", "Feature prioritization cycle time" ] }, "trigger": "Triggered at the start of a new product backlog and platform/api strategy cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed product backlog and platform/api strategy position, with exceptions resolved and status reported to stakeholders" }, { "id": "TSO.3.3", "name": "Measure product performance and iterate", "description": "Run controlled experiments and track product analytics to validate feature impact and feed a continuous improvement loop.", "hasStepDetail": false, "activities": [ { "id": "TSO.3.3.1", "name": "Run experimentation and A/B testing", "tasks": [ { "id": "TSO.3.3.1.1", "name": "Design and launch experiments", "steps": [ "Receive the trigger and confirm the inputs required for design and launch experiments", "Design and launch experiments", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.3.3.1.2", "name": "Analyze experiment results and decide rollout", "steps": [ "Prepare templates, access, and stakeholder alignment for analyze experiment results and decide rollout", "Analyze experiment results and decide rollout", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.3.3.2", "name": "Manage product analytics and feedback loops", "tasks": [ { "id": "TSO.3.3.2.1", "name": "Track product KPIs and North Star metrics", "steps": [ "Assess scope and gather the supporting data needed for track product kpis and north star metrics", "Track product KPIs and North Star metrics", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.3.3.2.2", "name": "Triage and route customer feedback to roadmap", "steps": [ "Receive the trigger and confirm the inputs required for triage and route customer feedback to roadmap", "Triage and route customer feedback to roadmap", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail applies experimentation mainly to digital-channel conversion (checkout flow, personalization, promotions) rather than physical merchandising, which uses separate in-store test methods.", "tech": "For a technology company, experimentation (A/B testing) is a continuous, high-volume discipline embedded directly into the release pipeline and product analytics stack.", "insurance": "Product analytics for insurance digital platforms track quote-to-bind conversion, self-service claims adoption, and portal-driven retention, run as controlled experiments where regulatory constraints on rate and underwriting logic limit what can actually be A/B tested.", "hotel": "For a hotel company, this means running experiments on the booking flow and loyalty app -- checkout friction, upsell placement -- and tracking conversion and direct-booking mix to guide the next iteration.", "manufacturing": "For a manufacturer, this runs controlled experiments and tracks analytics on connected-product usage and software feature adoption to feed a continuous improvement loop for both the product and its embedded software.", "banking": "For a bank, this means running controlled experiments on digital-banking features and tracking adoption and engagement analytics, while ensuring experiment design does not inadvertently create fair-lending or disclosure compliance issues." }, "country": { "PH": "No distinct statutory requirement; experiments involving PH user data should follow NPC Data Privacy Act consent principles for any behavioral tracking.", "US": "Experimentation using consumer behavioral data must comply with applicable state privacy laws (e.g., CCPA opt-out rights) governing tracking and profiling.", "SG": "Experimentation and analytics involving personal data must comply with PDPA consent/notification obligations, particularly for behavioral targeting." }, "systems": [ "Optimizely/LaunchDarkly", "Amplitude/Mixpanel", "Statsig", "Snowflake" ], "kpis": [ "Experiment win rate", "Percentage of releases behind feature flags", "Time from insight to shipped iteration" ] }, "trigger": "Triggered by the start of the relevant reporting period for product performance and iterate", "output": "A validated set of results for product performance and iterate, published to the relevant stakeholders" } ] }, { "groupId": "TSO.4", "groupName": "Data, Analytics & AI/ML Operations", "processes": [ { "id": "TSO.4.1", "name": "Manage data platform and pipelines", "description": "Design, build, and govern the data pipelines and platform that move and curate data for analytics and downstream ML systems.", "hasStepDetail": false, "activities": [ { "id": "TSO.4.1.1", "name": "Design and build data pipelines", "tasks": [ { "id": "TSO.4.1.1.1", "name": "Design data models and schemas", "steps": [ "Receive the trigger and confirm the inputs required for design data models and schemas", "Design data models and schemas", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.4.1.1.2", "name": "Build and orchestrate ETL/ELT pipelines", "steps": [ "Prepare templates, access, and stakeholder alignment for build and orchestrate etl/elt pipelines", "Build and orchestrate ETL/ELT pipelines", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.4.1.2", "name": "Govern data quality and cataloging", "tasks": [ { "id": "TSO.4.1.2.1", "name": "Implement data quality monitoring and validation", "steps": [ "Assess scope and gather the supporting data needed for implement data quality monitoring and validation", "Implement data quality monitoring and validation", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.4.1.2.2", "name": "Maintain data catalog and lineage", "steps": [ "Assess scope and gather the supporting data needed for maintain data catalog and lineage", "Maintain data catalog and lineage", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail data pipelines integrate POS, e-commerce, loyalty, and supply-chain data to power demand forecasting and personalization at significant transaction volume.", "tech": "For a technology company, the data platform is often itself a product input or product surface, engineered for real-time or near-real-time pipelines feeding analytics and ML systems at scale.", "insurance": "Insurance data platforms integrate policy, claims, telematics/IoT, and third-party risk data (e.g., credit-based insurance scores, property and catastrophe data) feeding actuarial pricing models and claims fraud analytics.", "hotel": "For a hotel operator, this means building the pipelines that unify guest, reservation, and PMS data across properties into a single data platform for revenue management and personalization.", "manufacturing": "For a manufacturer, this builds and governs the pipelines that ingest sensor and IIoT data from plant equipment (temperature, vibration, throughput) into a curated platform for analytics and predictive-maintenance models.", "banking": "For a bank, this means governing the data pipelines feeding credit-risk models, AML transaction monitoring, and regulatory reporting, with data lineage and quality controls held to examiner-grade standards." }, "country": { "PH": "Personal data flowing through pipelines is subject to the Data Privacy Act's data-processing and cross-border-transfer accountability requirements even when infrastructure is hosted abroad.", "US": "Data pipelines processing regulated categories (health, financial, biometric) must satisfy sector-specific handling rules (HIPAA, GLBA) and applicable state privacy laws.", "SG": "Cross-border data transfers must satisfy PDPA's transfer-limitation obligation, ensuring recipient countries/organizations provide a comparable standard of protection." }, "systems": [ "Snowflake/Databricks", "Airflow/dbt", "Fivetran", "Kafka" ], "kpis": [ "Pipeline SLA adherence", "Data freshness/latency", "Data quality incident rate" ] }, "trigger": "Triggered at the start of a new data platform and pipelines cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed data platform and pipelines position, with exceptions resolved and status reported to stakeholders" }, { "id": "TSO.4.2", "name": "Develop and operationalize ML/AI models (MLOps)", "description": "Train, evaluate, deploy, and monitor machine learning and AI models through a formal MLOps lifecycle from feature engineering to production drift monitoring.", "hasStepDetail": false, "activities": [ { "id": "TSO.4.2.1", "name": "Develop and train models", "tasks": [ { "id": "TSO.4.2.1.1", "name": "Prepare training data and feature engineering", "steps": [ "Prepare templates, access, and stakeholder alignment for prepare training data and feature engineering", "Prepare training data and feature engineering", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.4.2.1.2", "name": "Train, tune, and evaluate models", "steps": [ "Prepare templates, access, and stakeholder alignment for train, tune, and evaluate models", "Train, tune, and evaluate models", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.4.2.2", "name": "Deploy and monitor models in production", "tasks": [ { "id": "TSO.4.2.2.1", "name": "Deploy models via model registry/CI pipeline", "steps": [ "Assess scope and gather the supporting data needed for deploy models via model registry/ci pipeline", "Deploy models via model registry/CI pipeline", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "TSO.4.2.2.2", "name": "Monitor model drift, performance, and fairness", "steps": [ "Receive the trigger and confirm the inputs required for monitor model drift, performance, and fairness", "Monitor model drift, performance, and fairness", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail ML use cases center on demand forecasting, dynamic pricing, and recommendation engines trained on transaction and browsing data.", "tech": "For a technology company, ML/AI model development is frequently core product functionality, requiring a formal MLOps lifecycle (feature store, model registry, automated retraining) at production scale.", "insurance": "Insurers operationalize ML models for claims fraud detection, automated underwriting/risk scoring, and catastrophe/severity prediction, with heightened model-governance requirements given regulatory scrutiny of algorithmic underwriting fairness.", "hotel": "For a hotel company, this means training and deploying models for dynamic rate/demand forecasting and guest personalization, then monitoring them for drift as seasonality and market conditions shift.", "manufacturing": "For a manufacturer, this trains and deploys models for predictive maintenance, defect detection (computer-vision quality inspection), and demand forecasting, with production monitoring for drift as equipment and processes change.", "banking": "For a bank, this covers deploying and monitoring models for credit underwriting, fraud detection, and AML alerting through an MLOps lifecycle with formal model-risk-management validation (e.g., SR 11-7-style governance) at every stage." }, "country": { "PH": "No distinct statutory requirement beyond general Data Privacy Act obligations where training data includes personal information; the NPC has issued advisory guidance touching AI/automated decision-making.", "US": "Emerging state AI regulations (e.g., the Colorado AI Act, NYC Local Law 144 for automated employment decisions) may impose bias-testing and disclosure obligations depending on use case.", "SG": "IMDA's Model AI Governance Framework provides guidance on AI risk assessment, testing, and transparency that enterprises are increasingly expected to demonstrate alignment with." }, "systems": [ "MLflow/SageMaker", "Kubeflow", "Weights & Biases", "Feast/Tecton" ], "kpis": [ "Model accuracy/drift rate", "Time from model training to production deployment", "Percentage of models with automated retraining" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop and operationalize ml/ai models (mlops)", "output": "A completed, validated develop and operationalize ml/ai models (mlops), ready for stakeholder review and sign-off" }, { "id": "TSO.4.3", "name": "Govern data privacy, security, and responsible AI", "description": "Manage data privacy, access governance, and model risk to ensure data and AI systems are used lawfully, securely, and responsibly.", "hasStepDetail": false, "activities": [ { "id": "TSO.4.3.1", "name": "Manage data privacy and access governance", "tasks": [ { "id": "TSO.4.3.1.1", "name": "Classify and manage sensitive data access", "steps": [ "Prepare templates, access, and stakeholder alignment for classify and manage sensitive data access", "Classify and manage sensitive data access", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "TSO.4.3.1.2", "name": "Manage data subject rights requests", "steps": [ "Prepare templates, access, and stakeholder alignment for manage data subject rights requests", "Manage data subject rights requests", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "TSO.4.3.2", "name": "Manage responsible AI/model risk governance", "tasks": [ { "id": "TSO.4.3.2.1", "name": "Conduct AI model risk and bias assessments", "steps": [ "Receive the trigger and confirm the inputs required for conduct ai model risk and bias assessments", "Conduct AI model risk and bias assessments", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "TSO.4.3.2.2", "name": "Maintain AI governance documentation (model cards, audits)", "steps": [ "Assess scope and gather the supporting data needed for maintain ai governance documentation (model cards, audits)", "Maintain AI governance documentation (model cards, audits)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail data governance focuses on protecting customer PII and payment data across omnichannel touchpoints, with growing scrutiny of AI-driven personalization and pricing practices.", "tech": "For a technology company, data and AI governance is increasingly a board-level and customer-trust issue, requiring formal model risk management as AI features scale across the product line.", "insurance": "Responsible AI governance for insurers must demonstrate that underwriting and pricing models do not produce unfairly discriminatory outcomes on protected classes, a growing focus of state insurance-department AI and algorithm bulletins and exams.", "hotel": "For a hotel operator, this means governing guest PII -- booking, payment, and loyalty-profile data -- across jurisdictions with different privacy regimes, and ensuring AI-driven pricing or personalization is used responsibly and transparently.", "manufacturing": "For a manufacturer, this governs access and model risk for plant sensor and process data, and ensures AI-driven quality or maintenance decisions are used safely and responsibly on the shop floor.", "banking": "For a bank, this means governing customer financial-data privacy and model risk under banking-specific regulation, ensuring credit and fraud models remain explainable and free of disparate-impact bias to satisfy fair-lending requirements." }, "country": { "PH": "The NPC requires a registered Data Protection Officer, breach notification within 72 hours, and documented data-sharing agreements; NPC advisory opinions increasingly address AI/automated processing.", "US": "Data subject rights requests must be handled per applicable state laws (CCPA/CPRA and others); AI-specific obligations are emerging piecemeal at the state level rather than under a single federal law.", "SG": "PDPA governs data subject access/correction requests and breach notification; IMDA's AI governance framework and Singapore's national AI strategy set expectations for responsible AI practice." }, "systems": [ "OneTrust/BigID", "Collibra", "Immuta", "ServiceNow GRC" ], "kpis": [ "Data subject request response time (SLA)", "Percentage of AI models with completed risk assessment", "Data governance audit pass rate" ] }, "trigger": "Triggered by the start of the relevant governance cycle for data privacy, security, and responsible ai", "output": "A documented governance decision or ruling on data privacy, security, and responsible ai" } ] } ] }, { "functionId": "marketing-sales-cx", "functionName": "Marketing, Sales & Customer Experience", "processGroups": [ { "groupId": "3.1", "groupName": "Market Research, Insights & Strategy", "processes": [ { "id": "3.1.1", "name": "Conduct Market Research & Competitive Intelligence", "description": "Gather, analyze, and synthesize primary and secondary market, customer, and competitor data to inform marketing, sales, and product decisions.", "hasStepDetail": false, "activities": [ { "id": "3.1.1.1", "name": "Conduct Primary Market Research", "tasks": [ { "id": "3.1.1.1.1", "name": "Design and field customer surveys and focus groups", "steps": [ "Receive the trigger and confirm the inputs required for design and field customer surveys and focus groups", "Design and field customer surveys and focus groups", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.1.1.1.2", "name": "Conduct win/loss and customer interview programs", "steps": [ "Assess scope and gather the supporting data needed for conduct win/loss and customer interview programs", "Conduct win/loss and customer interview programs", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "3.1.1.2", "name": "Perform Competitive & Industry Analysis", "tasks": [ { "id": "3.1.1.2.1", "name": "Monitor competitor pricing, positioning, and product launches", "steps": [ "Receive the trigger and confirm the inputs required for monitor competitor pricing, positioning, and product launches", "Monitor competitor pricing, positioning, and product launches", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.1.1.2.2", "name": "Produce industry benchmarking and SWOT reports", "steps": [ "Prepare templates, access, and stakeholder alignment for produce industry benchmarking and swot reports", "Produce industry benchmarking and SWOT reports", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "A national retailer runs continuous shopper-panel and point-of-sale basket analysis alongside mystery-shopping programs to track competitor pricing and in-store execution across banners and formats.", "tech": "A SaaS company relies on product usage analytics, win/loss interviews with sales, and analyst briefings (Gartner/Forrester) to track competitive positioning and feature gaps in near real time.", "insurance": "Insurance market research tracks competitor rate filings, loss-cost trend data (e.g., from ISO/Verisk), and shifting consumer channel preference (direct, agent, comparison-rater) to inform product and pricing strategy.", "hotel": "For a hotel company, this means gathering STR/CoStar competitive-set data, guest-survey and review-site sentiment, and destination travel-demand research to inform pricing, brand, and development decisions.", "manufacturing": "For a manufacturer, this gathers data on competitor product specs, capacity announcements, and end-market demand (construction, automotive, industrial) to inform product and pricing decisions.", "banking": "For a bank, this centers on tracking deposit-rate competitiveness, fintech and neobank account-opening trends, and shifts in customer-segment profitability to inform product and pricing decisions." }, "country": { "PH": "Consumer surveys and data collection must comply with the NPC Data Privacy Act of 2012 (consent, registration of data processing systems); DTI guidelines govern any promotional research tied to sweepstakes.", "US": "Primary research involving personal data should account for state privacy laws (CCPA/CPRA) on notice and opt-out, and FTC guidance on truthful use of survey/testimonial claims in marketing.", "SG": "Research panels and data collection are subject to PDPA consent and purpose-limitation requirements; unsolicited phone-based research must screen against the Do Not Call Registry." }, "systems": [ "Qualtrics", "SurveyMonkey", "NielsenIQ", "Klue" ], "kpis": [ "Research-to-insight cycle time", "Win/loss interview coverage rate", "Forecast/insight accuracy vs. actuals" ] }, "trigger": "Triggered by a scheduled requirement or a specific event calling for market research & competitive intelligence", "output": "A completed, documented outcome of market research & competitive intelligence, filed for governance and audit purposes" }, { "id": "3.1.2", "name": "Develop Marketing & Segmentation Strategy", "description": "Define target segments, value propositions, and go-to-market priorities based on research and business objectives.", "hasStepDetail": false, "activities": [ { "id": "3.1.2.1", "name": "Define Customer Segmentation & Personas", "tasks": [ { "id": "3.1.2.1.1", "name": "Build segmentation models (demographic, behavioral, needs-based)", "steps": [ "Receive the trigger and confirm the inputs required for build segmentation models (demographic, behavioral, needs-based)", "Build segmentation models (demographic, behavioral, needs-based)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.1.2.1.2", "name": "Develop buyer/user personas and journey archetypes", "steps": [ "Prepare templates, access, and stakeholder alignment for develop buyer/user personas and journey archetypes", "Develop buyer/user personas and journey archetypes", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.1.2.2", "name": "Set Go-to-Market & Positioning Strategy", "tasks": [ { "id": "3.1.2.2.1", "name": "Define target market prioritization and value proposition", "steps": [ "Assess scope and gather the supporting data needed for define target market prioritization and value proposition", "Define target market prioritization and value proposition", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "3.1.2.2.2", "name": "Align GTM strategy with sales and product roadmaps", "steps": [ "Receive the trigger and confirm the inputs required for align gtm strategy with sales and product roadmaps", "Align GTM strategy with sales and product roadmaps", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retailers segment by shopper mission (convenience, value, premium) and channel preference (store vs. e-commerce), tailoring assortment and promotion strategy by store cluster and region.", "tech": "Technology firms typically segment by company size and buying motion (self-serve/PLG for SMB, field sales for enterprise), with GTM strategy tightly coupled to product tiering and packaging.", "insurance": "Insurer segmentation strategy targets risk-appropriate customer segments (e.g., preferred vs. standard vs. non-standard auto risk, or specific commercial industry classes), balancing growth ambition against underwriting risk appetite.", "hotel": "For a hotel operator, this means defining target guest segments -- business transient, leisure, group/MICE, loyalty members -- and setting go-to-market priorities and value propositions for each.", "manufacturing": "For a manufacturer, this defines target segments by end-use application and channel (OEM, distributor, direct industrial buyer) and the value proposition -- durability, total cost of ownership, lead time -- that resonates with each.", "banking": "For a bank, this means defining segments (mass retail, affluent, small business, commercial) and value propositions across deposit, lending, and wealth products aligned to each segment's profitability and risk profile." }, "country": { "PH": "Segmentation using personal or behavioral data must be justified under a lawful NPC processing basis; targeting minors or vulnerable groups triggers heightened consent obligations.", "US": "No distinct federal regulatory requirement beyond general privacy law (CCPA/CPRA where applicable to segment data); FTC scrutinizes deceptive targeting or dark-pattern personalization claims.", "SG": "Segmentation strategies using personal data fall under PDPA's purpose limitation principle; IMDA's Internet Code of Practice applies if segmentation drives online content targeting." }, "systems": [ "Segment", "Tableau", "Adobe Analytics", "HubSpot" ], "kpis": [ "Segment revenue contribution mix", "Persona-to-conversion lift", "GTM plan adoption rate across regions" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop marketing & segmentation strategy", "output": "A completed, validated marketing & segmentation strategy, ready for stakeholder review and sign-off" }, { "id": "3.1.3", "name": "Forecast Market Demand", "description": "Model market size, growth trends, and demand signals to guide budgeting, capacity, and marketing investment decisions.", "hasStepDetail": false, "activities": [ { "id": "3.1.3.1", "name": "Build Market Sizing & TAM/SAM/SOM Models", "tasks": [ { "id": "3.1.3.1.1", "name": "Develop top-down and bottom-up market sizing models", "steps": [ "Receive the trigger and confirm the inputs required for develop top-down and bottom-up market sizing models", "Develop top-down and bottom-up market sizing models", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.1.3.1.2", "name": "Validate models against actual sales and pipeline data", "steps": [ "Prepare templates, access, and stakeholder alignment for validate models against actual sales and pipeline data", "Validate models against actual sales and pipeline data", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.1.3.2", "name": "Produce Demand & Trend Forecasts", "tasks": [ { "id": "3.1.3.2.1", "name": "Analyze macroeconomic and category trend data", "steps": [ "Assess scope and gather the supporting data needed for analyze macroeconomic and category trend data", "Analyze macroeconomic and category trend data", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "3.1.3.2.2", "name": "Publish periodic demand forecast updates to stakeholders", "steps": [ "Assess scope and gather the supporting data needed for publish periodic demand forecast updates to stakeholders", "Publish periodic demand forecast updates to stakeholders", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail demand forecasting incorporates seasonality, weather, and local events at the store-SKU level to drive merchandising and promotional calendar decisions.", "tech": "Technology companies model demand around product adoption curves, renewal cohorts, and net-new vs. expansion pipeline to forecast ARR growth by segment.", "insurance": "Demand forecasting for insurers models policy renewal and new-business volume by line and state, factoring in rate-change elasticity, since a filed rate increase can materially shift retention and new-business conversion.", "hotel": "For a hotel company, this means modeling destination-level travel demand, seasonality, and event calendars to guide RevPAR budgeting, staffing, and marketing spend.", "manufacturing": "For a manufacturer, this models demand by product line and end-market to guide production capacity planning, raw-material procurement, and capital investment decisions.", "banking": "For a bank, this means modeling deposit growth, loan-origination volume, and product uptake against interest-rate scenarios and macroeconomic indicators to guide marketing spend and balance-sheet planning." }, "country": { "PH": "No distinct requirement beyond general corporate practice; forecasts referencing published statistics should cite PSA (Philippine Statistics Authority) data appropriately.", "US": "No distinct requirement beyond general corporate practice; publicly traded companies must ensure forward-looking demand statements comply with SEC safe-harbor disclosure practices.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Anaplan", "Power BI", "SAP IBP", "Salesforce" ], "kpis": [ "Forecast accuracy (MAPE)", "Forecast-to-actual demand variance", "Time to refresh forecast cycle" ] }, "trigger": "Triggered by the start of the relevant forecasting cycle for market demand", "output": "A validated, published forecast covering market demand" } ] }, { "groupId": "3.2", "groupName": "Brand & Marketing Management", "processes": [ { "id": "3.2.1", "name": "Develop Brand Strategy & Positioning", "description": "Establish and steward brand architecture, identity, and positioning across markets and products.", "hasStepDetail": false, "activities": [ { "id": "3.2.1.1", "name": "Define Brand Architecture & Identity", "tasks": [ { "id": "3.2.1.1.1", "name": "Develop brand architecture (house of brands vs. branded house)", "steps": [ "Receive the trigger and confirm the inputs required for develop brand architecture (house of brands vs. branded house)", "Develop brand architecture (house of brands vs. branded house)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.2.1.1.2", "name": "Establish visual identity and brand guidelines", "steps": [ "Prepare templates, access, and stakeholder alignment for establish visual identity and brand guidelines", "Establish visual identity and brand guidelines", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.2.1.2", "name": "Manage Brand Governance & Equity Tracking", "tasks": [ { "id": "3.2.1.2.1", "name": "Monitor brand health and equity metrics", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor brand health and equity metrics", "Monitor brand health and equity metrics", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "3.2.1.2.2", "name": "Enforce brand compliance across markets and licensees", "steps": [ "Assess scope and gather the supporting data needed for enforce brand compliance across markets and licensees", "Enforce brand compliance across markets and licensees", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Multi-banner retailers manage a portfolio of store and private-label brands, requiring strict architecture rules to avoid channel cannibalization and consistent identity across store formats.", "tech": "Technology companies invest heavily in developer and platform brand equity, often running a dual brand strategy (corporate + product brand) with governance across rapid product launches.", "insurance": "Insurance brand positioning must balance trust and claims-paying reliability messaging against price competitiveness, particularly as direct-to-consumer and insurtech brands compete on speed and digital experience.", "hotel": "For a hotel operator, this means stewarding brand architecture and positioning across a multi-brand portfolio -- luxury, lifestyle, select-service -- and keeping each brand's identity consistent across owned, managed, and franchised properties.", "manufacturing": "For a manufacturer, this stewards brand positioning around reliability, quality certifications (ISO 9001), and technical performance -- attributes that matter most to B2B and industrial buyers.", "banking": "For a bank, this means stewarding a brand built on trust, stability, and security, positioned against both traditional competitor banks and increasingly credible digital-only challengers." }, "country": { "PH": "Trademark and brand assets should be registered with IPOPHL (Intellectual Property Office of the Philippines); brand claims are subject to DTI Consumer Act fair-marking rules.", "US": "Brand and trademark protection is filed with the USPTO; brand claims must avoid deceptive advertising under FTC Section 5 enforcement.", "SG": "Trademarks are registered with IPOS (Intellectual Property Office of Singapore); brand advertising content must adhere to the ASAS Singapore Code of Advertising Practice." }, "systems": [ "Brandfolder", "Frontify", "Adobe Creative Cloud", "Qualtrics" ], "kpis": [ "Brand awareness/consideration score", "Net brand equity index trend", "Brand guideline compliance rate" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop brand strategy & positioning", "output": "A completed, validated brand strategy & positioning, ready for stakeholder review and sign-off" }, { "id": "3.2.2", "name": "Plan & Execute Marketing Campaigns", "description": "Plan, produce, launch, and optimize integrated marketing campaigns across paid, owned, and earned channels.", "hasStepDetail": false, "activities": [ { "id": "3.2.2.1", "name": "Plan Integrated Campaigns", "tasks": [ { "id": "3.2.2.1.1", "name": "Define campaign objectives, audiences, and budget allocation", "steps": [ "Prepare templates, access, and stakeholder alignment for define campaign objectives, audiences, and budget allocation", "Define campaign objectives, audiences, and budget allocation", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "3.2.2.1.2", "name": "Develop campaign creative brief and channel mix plan", "steps": [ "Prepare templates, access, and stakeholder alignment for develop campaign creative brief and channel mix plan", "Develop campaign creative brief and channel mix plan", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.2.2.2", "name": "Execute & Optimize Campaigns", "tasks": [ { "id": "3.2.2.2.1", "name": "Traffic and launch campaign assets across channels", "steps": [ "Receive the trigger and confirm the inputs required for traffic and launch campaign assets across channels", "Traffic and launch campaign assets across channels", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.2.2.2.2", "name": "Monitor performance and optimize spend in-flight", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor performance and optimize spend in-flight", "Monitor performance and optimize spend in-flight", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.2.2.3", "name": "Manage Marketing Budget & ROI", "tasks": [ { "id": "3.2.2.3.1", "name": "Allocate and track campaign budgets against plan", "steps": [ "Assess scope and gather the supporting data needed for allocate and track campaign budgets against plan", "Allocate and track campaign budgets against plan", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "3.2.2.3.2", "name": "Report campaign ROI and marketing-attributed pipeline/revenue", "steps": [ "Assess scope and gather the supporting data needed for report campaign roi and marketing-attributed pipeline/revenue", "Report campaign ROI and marketing-attributed pipeline/revenue", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail campaigns are anchored to seasonal promotional calendars (back-to-school, holiday) and must synchronize national media with store-level and local co-op advertising.", "tech": "Technology marketing campaigns emphasize demand generation for pipeline (webinars, gated content, ABM) with tight MQL-to-SQL attribution feeding directly into sales development.", "insurance": "Insurance marketing campaigns must route leads compliantly to licensed agents and producers by state, and often coordinate with rate-change timing so promotional messaging doesn't outpace approved pricing.", "hotel": "For a hotel company, this means planning and running campaigns across paid search, OTA co-op marketing, social, and direct email to drive both brand awareness and direct-booking conversion.", "manufacturing": "For a manufacturer, this plans campaigns around trade shows, technical spec sheets, and distributor co-op marketing, alongside digital channels, to reach engineering and procurement buyers.", "banking": "For a bank, this means planning and launching campaigns for deposit acquisition, credit-card and loan origination, and wealth products across paid, owned, and earned channels, within the advertising-disclosure and fair-lending constraints unique to financial marketing." }, "country": { "PH": "Promotional campaigns involving raffles/prizes require a DTI Sales Promotion Permit; SMS/email marketing must honor NPC consent and opt-out rules; ad content follows the AdBoard (Advertising Standards Council) code.", "US": "Email and SMS campaigns must comply with CAN-SPAM (email) and TCPA (SMS/telemarketing consent); influencer and endorsement content must follow FTC disclosure guidelines.", "SG": "Marketing campaigns must screen contact lists against the PDPA Do Not Call Registry for telemarketing/SMS; ad content is governed by the ASAS Code and IMDA rules for digital media." }, "systems": [ "Adobe Experience Cloud", "HubSpot", "Meta Ads Manager", "Google Marketing Platform" ], "kpis": [ "Marketing-sourced/influenced pipeline", "Campaign ROI / ROAS", "Cost per acquisition (CPA)" ] }, "trigger": "Triggered by the start of the relevant planning cycle for plan & execute marketing campaigns", "output": "An approved plan for plan & execute marketing campaigns, signed off and distributed to stakeholders" }, { "id": "3.2.3", "name": "Manage Marketing Content & Digital Presence", "description": "Produce content and manage owned digital channels (web, SEO, social, email) to build awareness and engagement.", "hasStepDetail": false, "activities": [ { "id": "3.2.3.1", "name": "Manage Content Strategy & Production", "tasks": [ { "id": "3.2.3.1.1", "name": "Plan editorial calendar and content roadmap", "steps": [ "Assess scope and gather the supporting data needed for plan editorial calendar and content roadmap", "Plan editorial calendar and content roadmap", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "3.2.3.1.2", "name": "Produce and localize content assets across formats", "steps": [ "Assess scope and gather the supporting data needed for produce and localize content assets across formats", "Produce and localize content assets across formats", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "3.2.3.2", "name": "Manage Digital Channels & SEO/SEM", "tasks": [ { "id": "3.2.3.2.1", "name": "Maintain website, SEO performance, and information architecture", "steps": [ "Receive the trigger and confirm the inputs required for maintain website, seo performance, and information architecture", "Maintain website, SEO performance, and information architecture", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.2.3.2.2", "name": "Manage organic and paid social media presence", "steps": [ "Receive the trigger and confirm the inputs required for manage organic and paid social media presence", "Manage organic and paid social media presence", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail digital teams manage product-catalog SEO and shoppable social content, syncing content drops with in-store merchandising and inventory availability.", "tech": "Technology companies invest heavily in developer-facing content (docs, technical blogs, DevRel) and product-led SEO to drive self-serve trial signups.", "insurance": "Insurer digital content must clearly and compliantly disclose coverage terms, exclusions, and state availability, since marketing claims about coverage are subject to insurance-regulator advertising review.", "hotel": "For a hotel operator, this means producing property photography and video and managing the brand website, SEO, and social channels that compete for attention against OTA listings.", "manufacturing": "For a manufacturer, this produces technical content -- spec sheets, CAD files, application guides -- and manages a digital presence built for engineers and buyers researching industrial products.", "banking": "For a bank, this covers producing content and managing digital channels (website, app, social) where any content touching rates, fees, or credit terms must clear compliance review before publication." }, "country": { "PH": "Content must comply with NPC rules if collecting site visitor data via cookies/analytics; e-commerce content should reflect DTI E-Commerce Act (RA 8792) disclosure requirements.", "US": "Website cookie/tracking practices must reflect state privacy law disclosures (CCPA 'Do Not Sell/Share' where applicable); content claims are subject to FTC truth-in-advertising standards.", "SG": "No distinct requirement beyond general corporate practice, though online content is subject to IMDA's Internet Code of Practice and PDPA for any data captured via forms/cookies." }, "systems": [ "Contentful", "SEMrush", "Sprout Social", "Google Analytics" ], "kpis": [ "Organic traffic growth", "Content-to-lead conversion rate", "Domain authority / share of search" ] }, "trigger": "Triggered at the start of a new marketing content & digital presence cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed marketing content & digital presence position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "3.3", "groupName": "Sales Planning & Execution", "processes": [ { "id": "3.3.1", "name": "Develop Sales Strategy & Territory Planning", "description": "Define sales organization structure, territory/account coverage, and quota-setting to align capacity with market opportunity.", "hasStepDetail": false, "activities": [ { "id": "3.3.1.1", "name": "Design Sales Organization & Coverage Model", "tasks": [ { "id": "3.3.1.1.1", "name": "Define sales roles, segments, and coverage model (field, inside, channel)", "steps": [ "Prepare templates, access, and stakeholder alignment for define sales roles, segments, and coverage model (field, inside, channel)", "Define sales roles, segments, and coverage model (field, inside, channel)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "3.3.1.1.2", "name": "Design territory and account assignment methodology", "steps": [ "Receive the trigger and confirm the inputs required for design territory and account assignment methodology", "Design territory and account assignment methodology", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "3.3.1.2", "name": "Set Quotas & Sales Compensation Plans", "tasks": [ { "id": "3.3.1.2.1", "name": "Model quota-setting based on market potential and historicals", "steps": [ "Assess scope and gather the supporting data needed for model quota-setting based on market potential and historicals", "Model quota-setting based on market potential and historicals", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "3.3.1.2.2", "name": "Design and approve sales incentive compensation plans", "steps": [ "Prepare templates, access, and stakeholder alignment for design and approve sales incentive compensation plans", "Design and approve sales incentive compensation plans", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail sales planning centers on store staffing models and regional/district sales targets rather than individual account territories, tied closely to store footfall and labor scheduling.", "tech": "Technology sales orgs segment territories by account tier (enterprise/mid-market/SMB) and often layer overlay specialists (solutions engineers, customer success) into the coverage model.", "insurance": "Insurance sales strategy allocates agent/broker territory and captive vs. independent-agent coverage by state and line of business, balancing direct-to-consumer channel growth against traditional producer-channel economics.", "hotel": "For a hotel company, this means structuring the group/corporate sales team by territory and account -- national accounts, group/MICE, leisure consortia -- and setting quotas aligned to each market's room-night opportunity.", "manufacturing": "For a manufacturer, this defines territory coverage and quota-setting across direct sales, manufacturer's reps, and distributor channels serving industrial and OEM accounts.", "banking": "For a bank, this means structuring the relationship-manager and branch sales organization, defining commercial/business-banking territory coverage, and setting quotas across deposit, loan, and cross-sell targets." }, "country": { "PH": "Sales incentive/compensation plans must comply with DOLE labor rules on commission structures and 13th-month pay treatment of variable pay.", "US": "Sales compensation plans must comply with state wage-and-hour law on commission payment timing (e.g., California commission agreement requirements) and FLSA classification of sales roles.", "SG": "No distinct requirement beyond general corporate practice; compensation structures should reference MOM Employment Act provisions for variable/commission pay where applicable." }, "systems": [ "Xactly", "Anaplan", "Salesforce", "Varicent" ], "kpis": [ "Territory coverage/whitespace ratio", "Quota attainment distribution", "Comp plan payout accuracy" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop sales strategy & territory planning", "output": "A completed, validated sales strategy & territory planning, ready for stakeholder review and sign-off" }, { "id": "3.3.2", "name": "Manage Sales Pipeline & Opportunities", "description": "Generate, qualify, progress, and forecast sales opportunities through a defined pipeline stage methodology from lead to close.", "hasStepDetail": true, "activities": [ { "id": "3.3.2.1", "name": "Qualify & Progress Leads to Opportunities", "tasks": [ { "id": "3.3.2.1.1", "name": "Score and route inbound/outbound leads to sales", "steps": [ "Prepare templates, access, and stakeholder alignment for score and route inbound/outbound leads to sales", "Score and route inbound/outbound leads to sales", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "3.3.2.1.2", "name": "Qualify opportunities against defined criteria (e.g., MEDDIC/BANT)", "steps": [ "Receive the trigger and confirm the inputs required for qualify opportunities against defined criteria (e.g., meddic/bant)", "Qualify opportunities against defined criteria (e.g., MEDDIC/BANT)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "3.3.2.2", "name": "Manage Opportunity Pipeline", "tasks": [ { "id": "3.3.2.2.1", "name": "Conduct pipeline reviews and stage-gate progression", "steps": [ "Rep updates opportunity stage, close date, and next steps in CRM prior to review", "Sales manager reviews opportunity against stage-exit criteria checklist", "Manager and rep jointly validate deal qualification (economic buyer identified, budget confirmed, decision process mapped)", "Flag at-risk or stalled opportunities for deal-coaching or executive sponsor involvement", "Approve stage advancement or require remediation actions before progression", "Log review outcomes and updated forecast category (commit/best case/pipeline) in CRM" ] }, { "id": "3.3.2.2.2", "name": "Maintain CRM opportunity data hygiene and forecasting inputs", "steps": [ "Assess scope and gather the supporting data needed for maintain crm opportunity data hygiene and forecasting inputs", "Maintain CRM opportunity data hygiene and forecasting inputs", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "3.3.2.3", "name": "Produce Sales Forecast", "tasks": [ { "id": "3.3.2.3.1", "name": "Roll up rep/team forecasts by commit category", "steps": [ "Receive the trigger and confirm the inputs required for roll up rep/team forecasts by commit category", "Roll up rep/team forecasts by commit category", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.3.2.3.2", "name": "Reconcile forecast with finance/revenue operations", "steps": [ "Assess scope and gather the supporting data needed for reconcile forecast with finance/revenue operations", "Reconcile forecast with finance/revenue operations", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail B2B/wholesale sales teams (e.g., vendor/supplier accounts) manage pipeline around seasonal buy cycles and category-review calendars with major retail buyers; consumer-facing retail relies on point-of-sale conversion rather than an opportunity pipeline.", "tech": "Technology sales pipelines are typically split between a self-serve/PLG funnel (product qualified leads) and a field-sales enterprise funnel with formal stage-gate and multi-threaded buying committees.", "insurance": "Insurance sales pipeline management (for commercial/specialty lines) tracks submissions through underwriter quoting and binding stages, where quote-to-bind ratio and underwriter turnaround time are as critical to conversion as pricing itself.", "hotel": "For a hotel operator, this means generating, qualifying, and forecasting group and corporate business through the sales pipeline -- RFPs for conferences and weddings, corporate negotiated-rate deals -- from lead to signed contract.", "manufacturing": "For a manufacturer, this manages a pipeline that often runs through long, engineering-driven sales cycles -- RFQs, spec-in approvals, and design wins with OEM customers -- from lead to closed order.", "banking": "For a bank, this means managing the commercial-lending and treasury-services opportunity pipeline from prospecting through credit approval to funding, forecasting closes against a defined underwriting and approval workflow." }, "country": { "PH": "No distinct regulatory requirement beyond general corporate practice; BIR e-invoicing/e-receipting requirements (RR 8-2022 for large taxpayers) affect the downstream order-to-invoice handoff from won opportunities.", "US": "No distinct requirement beyond general corporate practice; opportunity data involving personal contact information should follow state privacy law rules on data retention/use.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Salesforce", "HubSpot Sales Hub", "Gong", "Clari" ], "kpis": [ "Pipeline coverage ratio", "Stage conversion/win rate", "Forecast accuracy vs. closed-won" ] }, "trigger": "Triggered at the start of a new sales pipeline & opportunities cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed sales pipeline & opportunities position, with exceptions resolved and status reported to stakeholders" }, { "id": "3.3.3", "name": "Negotiate & Close Sales Contracts", "description": "Structure commercial terms, negotiate, and execute contracts to convert opportunities into signed business.", "hasStepDetail": false, "activities": [ { "id": "3.3.3.1", "name": "Structure Deal Terms & Pricing", "tasks": [ { "id": "3.3.3.1.1", "name": "Develop pricing/discount proposals within approval guardrails", "steps": [ "Receive the trigger and confirm the inputs required for develop pricing/discount proposals within approval guardrails", "Develop pricing/discount proposals within approval guardrails", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.3.3.1.2", "name": "Obtain deal desk/legal approval for non-standard terms", "steps": [ "Prepare templates, access, and stakeholder alignment for obtain deal desk/legal approval for non-standard terms", "Obtain deal desk/legal approval for non-standard terms", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.3.3.2", "name": "Execute Contract & Close", "tasks": [ { "id": "3.3.3.2.1", "name": "Negotiate final contract terms with customer", "steps": [ "Receive the trigger and confirm the inputs required for negotiate final contract terms with customer", "Negotiate final contract terms with customer", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.3.3.2.2", "name": "Execute e-signature and hand off to order management/customer service", "steps": [ "Receive the trigger and confirm the inputs required for execute e-signature and hand off to order management/customer service", "Execute e-signature and hand off to order management/customer service", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail vendor/supply contracts involve category-specific trade terms (slotting fees, rebates, chargebacks) negotiated annually with merchandising and finance sign-off.", "tech": "Technology contracts commonly include SaaS-specific terms (uptime SLAs, data processing addenda, auto-renewal/ramp pricing) requiring legal and security review before signature.", "insurance": "For commercial and specialty insurance, closing business means underwriters and brokers negotiating final terms, limits, and endorsements before binding coverage, executed within strict underwriting authority and rate-filing constraints rather than open commercial negotiation.", "hotel": "For a hotel company, this means negotiating room-block terms, attrition/cancellation clauses, and F&B minimums for group and corporate contracts, then converting them into signed, systems-booked business.", "manufacturing": "For a manufacturer, this negotiates commercial terms including volume commitments, lead-time guarantees, and price-adjustment clauses tied to raw-material indices, then executes long-term supply agreements.", "banking": "For a bank, this means structuring commercial loan and treasury-services terms, negotiating covenants and pricing, and executing credit agreements to convert approved opportunities into funded business." }, "country": { "PH": "Contracts should reference the Civil Code of the Philippines for enforceability; e-signatures are valid under the Electronic Commerce Act (RA 8792); large-taxpayer sales must comply with BIR e-invoicing rules.", "US": "Contracts should ensure compliance with the UCC for goods sales and applicable state e-signature law (UETA/ESIGN Act); data processing terms should reflect state privacy law (CCPA) obligations for vendors.", "SG": "Electronic signatures are valid under the Electronic Transactions Act; data processing/vendor terms should reflect PDPA obligations for any customer personal data shared under the contract." }, "systems": [ "DocuSign", "Salesforce CPQ", "Ironclad" ], "kpis": [ "Sales cycle length (opportunity to close)", "Discount leakage / average discount rate", "Contract turnaround time" ] }, "trigger": "Triggered by a business need to negotiate & close sales contracts", "output": "A finalized, signed agreement covering negotiate & close sales contracts" } ] }, { "groupId": "3.4", "groupName": "Channel & Partner Management", "processes": [ { "id": "3.4.1", "name": "Recruit & Onboard Channel Partners", "description": "Identify, recruit, vet, and onboard resellers, distributors, and alliance partners into the go-to-market network.", "hasStepDetail": false, "activities": [ { "id": "3.4.1.1", "name": "Recruit & Vet Partners", "tasks": [ { "id": "3.4.1.1.1", "name": "Define partner tiering and ideal partner profile", "steps": [ "Receive the trigger and confirm the inputs required for define partner tiering and ideal partner profile", "Define partner tiering and ideal partner profile", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.4.1.1.2", "name": "Conduct partner due diligence and contracting", "steps": [ "Receive the trigger and confirm the inputs required for conduct partner due diligence and contracting", "Conduct partner due diligence and contracting", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "3.4.1.2", "name": "Onboard & Enable New Partners", "tasks": [ { "id": "3.4.1.2.1", "name": "Deliver partner onboarding and certification training", "steps": [ "Receive the trigger and confirm the inputs required for deliver partner onboarding and certification training", "Deliver partner onboarding and certification training", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.4.1.2.2", "name": "Provision partner portal access and deal registration", "steps": [ "Receive the trigger and confirm the inputs required for provision partner portal access and deal registration", "Provision partner portal access and deal registration", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail channel recruitment focuses on distributor and wholesale partners for market expansion, with vetting centered on credit terms, warehousing capability, and regional market coverage.", "tech": "Technology companies recruit resellers, systems integrators, and technology alliance (ISV) partners, with tiering often based on certification level and co-sell/marketplace readiness.", "insurance": "Insurers recruit and appoint independent agents, brokers, and MGAs, requiring state producer-licensing verification and appointment filings before a partner can legally sell or bind policies.", "hotel": "For a hotel operator, this means recruiting and onboarding OTAs, wholesalers, and travel-agent consortia into the distribution network, negotiating commission terms and channel-mix targets.", "manufacturing": "For a manufacturer, this identifies and onboards distributors, dealers, and manufacturer's reps into the go-to-market network, including technical product training on the equipment they will sell and service.", "banking": "For a bank, this means identifying and onboarding correspondent banks, broker networks, or fintech embedded-finance partners into the distribution network, with AML/KYC due diligence on each partner before activation." }, "country": { "PH": "Distributor/reseller agreements should account for the Philippine Franchising and Agency provisions under the Civil Code, and foreign-ownership restrictions under the Retail Trade Liberalization Act where relevant.", "US": "Partner/reseller agreements must comply with antitrust considerations (no resale price maintenance without legal review) and applicable state distributor termination statutes.", "SG": "No distinct requirement beyond general corporate practice; partner data sharing should be governed by PDPA data-sharing agreements." }, "systems": [ "PartnerStack", "Impartner PRM", "Salesforce PRM" ], "kpis": [ "Partner recruitment-to-activation time", "New partner certification completion rate", "Partner-sourced pipeline" ] }, "trigger": "Triggered by an approved requisition to recruit & onboard channel partners", "output": "A completed hire or engagement resulting from recruit & onboard channel partners" }, { "id": "3.4.2", "name": "Manage Partner Performance & Enablement", "description": "Enable, support, and manage the ongoing performance of channel and alliance partners.", "hasStepDetail": false, "activities": [ { "id": "3.4.2.1", "name": "Enable Partner Sales & Marketing", "tasks": [ { "id": "3.4.2.1.1", "name": "Provide partner sales training and co-marketing (MDF) programs", "steps": [ "Receive the trigger and confirm the inputs required for provide partner sales training and co-marketing (mdf) programs", "Provide partner sales training and co-marketing (MDF) programs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.4.2.1.2", "name": "Maintain partner content/asset library and joint sales playbooks", "steps": [ "Receive the trigger and confirm the inputs required for maintain partner content/asset library and joint sales playbooks", "Maintain partner content/asset library and joint sales playbooks", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "3.4.2.2", "name": "Monitor Partner Performance", "tasks": [ { "id": "3.4.2.2.1", "name": "Track partner scorecards against revenue and engagement targets", "steps": [ "Prepare templates, access, and stakeholder alignment for track partner scorecards against revenue and engagement targets", "Track partner scorecards against revenue and engagement targets", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "3.4.2.2.2", "name": "Conduct quarterly business reviews (QBRs) with key partners", "steps": [ "Receive the trigger and confirm the inputs required for conduct quarterly business reviews (qbrs) with key partners", "Conduct quarterly business reviews (QBRs) with key partners", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail distributor performance is tracked via sell-through data, shelf-share, and days-of-inventory rather than only sell-in revenue, requiring POS data-sharing agreements with partners.", "tech": "Technology partner ecosystems track co-sell influenced ARR and marketplace transaction volume, with tiered enablement content gated behind partner certification levels.", "insurance": "Insurers manage agent/broker performance against production, loss-ratio, and retention targets, and enable partners with rating/quoting tools and underwriting-guideline training to keep placed business within risk appetite.", "hotel": "For a hotel company, this means enabling travel agents and OTA partners with rate and content tools and managing their contribution to bookings against direct-channel goals.", "manufacturing": "For a manufacturer, this enables distributors and dealers with technical training and service certification, and manages their performance against sell-through and inventory-stocking targets.", "banking": "For a bank, this covers enabling and managing the ongoing performance of mortgage brokers, correspondent banks, and fintech distribution partners against origination-quality and compliance standards." }, "country": { "PH": "No distinct regulatory requirement beyond general corporate practice; MDF/co-op fund disbursement should follow standard BIR withholding tax treatment for partner incentives.", "US": "Market development fund (MDF) programs should be structured to avoid Robinson-Patman Act price-discrimination issues among competing resellers.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Impartner PRM", "Salesforce", "Tableau" ], "kpis": [ "Partner-influenced/sourced revenue %", "Partner scorecard attainment rate", "MDF ROI" ] }, "trigger": "Triggered at the start of a new partner performance & enablement cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed partner performance & enablement position, with exceptions resolved and status reported to stakeholders" }, { "id": "3.4.3", "name": "Administer Channel Incentives & Trade Promotions", "description": "Design and administer rebate, SPIFF, and trade promotion programs that motivate partner and channel behavior.", "hasStepDetail": false, "activities": [ { "id": "3.4.3.1", "name": "Design Incentive Programs", "tasks": [ { "id": "3.4.3.1.1", "name": "Design rebate tiers and SPIFF program structures", "steps": [ "Receive the trigger and confirm the inputs required for design rebate tiers and spiff program structures", "Design rebate tiers and SPIFF program structures", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "3.4.3.1.2", "name": "Set trade promotion calendars with finance and merchandising", "steps": [ "Prepare templates, access, and stakeholder alignment for set trade promotion calendars with finance and merchandising", "Set trade promotion calendars with finance and merchandising", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "3.4.3.2", "name": "Administer & Reconcile Incentives", "tasks": [ { "id": "3.4.3.2.1", "name": "Track partner claims and validate against program rules", "steps": [ "Prepare templates, access, and stakeholder alignment for track partner claims and validate against program rules", "Track partner claims and validate against program rules", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "3.4.3.2.2", "name": "Process rebate/SPIFF payouts and reconcile accruals", "steps": [ "Assess scope and gather the supporting data needed for process rebate/spiff payouts and reconcile accruals", "Process rebate/SPIFF payouts and reconcile accruals", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Trade promotions in retail (e.g., end-cap placement, seasonal rebates) are jointly funded and negotiated with retail buyers, requiring tight coordination with category management and finance accruals.", "tech": "Technology channel incentives often use deal-registration-linked rebates and SPIFFs tied to net-new logo acquisition or migration/upsell targets.", "insurance": "Insurance channel incentive programs (contingent/profit-sharing commissions, production bonuses) must reward agents for both volume and loss-ratio quality, and are subject to state regulation on producer compensation disclosure.", "hotel": "For a hotel operator, this means designing travel-agent incentive programs and OTA promotional participation -- mobile-rate discounts, flash sales -- that drive volume without eroding rate integrity.", "manufacturing": "For a manufacturer, this designs and administers dealer rebate programs, volume incentives, and cooperative advertising funds that motivate distributor and dealer behavior.", "banking": "For a bank, this means designing and administering broker and referral-partner incentive programs structured to avoid steering incentives that would run afoul of fair-lending or suitability regulations." }, "country": { "PH": "Rebates and partner incentive payouts are subject to BIR withholding tax (expanded withholding tax on certain incentive payments) and proper documentation for deductibility.", "US": "Incentive program design should avoid Robinson-Patman Act discrimination risk; payouts to individuals may trigger 1099 reporting requirements.", "SG": "No distinct requirement beyond general corporate practice; incentive payouts should follow standard IRAS tax documentation for business expense deductibility." }, "systems": [ "Salesforce", "Vistex", "Model N", "NetSuite" ], "kpis": [ "Incentive program ROI", "Claim processing cycle time", "Accrual-to-actual payout variance" ] }, "trigger": "Triggered by a recurring administrative cycle or an incoming request related to channel incentives & trade promotions", "output": "An up-to-date, compliant record of channel incentives & trade promotions" } ] }, { "groupId": "9.1", "groupName": "Customer Service & Support", "processes": [ { "id": "9.1.1", "name": "Manage Customer Service Operations & Contact Center", "description": "Operate the contact center and service channels that receive, triage, and route customer inquiries across voice, chat, email, and self-service.", "hasStepDetail": true, "activities": [ { "id": "9.1.1.1", "name": "Manage Contact Center Operations", "tasks": [ { "id": "9.1.1.1.1", "name": "Forecast contact volume and schedule staffing", "steps": [ "Assess scope and gather the supporting data needed for forecast contact volume and schedule staffing", "Forecast contact volume and schedule staffing", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.1.1.1.2", "name": "Monitor real-time queue performance and service levels", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor real-time queue performance and service levels", "Monitor real-time queue performance and service levels", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.1.2", "name": "Triage & Route Customer Inquiries", "tasks": [ { "id": "9.1.1.2.1", "name": "Receive, log, and triage inbound customer contact", "steps": [ "Customer contact received via channel (phone, chat, email, social) and auto-logged into the case management system", "System or agent verifies customer identity and pulls account/interaction history", "Agent captures issue category, severity, and product/service context in the case record", "Case triaged against priority/severity matrix (e.g., outage vs. general inquiry)", "System applies routing rules (skill-based, tier-based, or language-based) to assign the case", "Case assignment and SLA clock confirmed, with acknowledgment sent to the customer" ] }, { "id": "9.1.1.2.2", "name": "Route inquiries to appropriate tier/skill group", "steps": [ "Receive the trigger and confirm the inputs required for route inquiries to appropriate tier/skill group", "Route inquiries to appropriate tier/skill group", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "9.1.1.3", "name": "Manage Self-Service & Deflection Channels", "tasks": [ { "id": "9.1.1.3.1", "name": "Maintain knowledge base and self-service help center content", "steps": [ "Prepare templates, access, and stakeholder alignment for maintain knowledge base and self-service help center content", "Maintain knowledge base and self-service help center content", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.1.1.3.2", "name": "Deploy and tune chatbot/virtual agent deflection", "steps": [ "Receive the trigger and confirm the inputs required for deploy and tune chatbot/virtual agent deflection", "Deploy and tune chatbot/virtual agent deflection", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail contact centers handle a mix of order status, returns, and loyalty inquiries with heavy seasonal volume spikes (holiday, sale events) requiring flexible surge staffing and in-store/digital handoff.", "tech": "SaaS companies operate tiered technical support (L1 self-serve/community, L2 product support, L3 engineering escalation) with support entitlements gated by subscription plan (e.g., Basic vs. Premier support).", "insurance": "Insurer contact centers handle policy service, billing, and first-notice-of-loss (FNOL) claims reporting, with catastrophe events driving extreme volume spikes that require surge staffing and overflow claims-intake capacity.", "hotel": "For a hotel company, this means operating the central reservations contact center and guest-service channels that handle booking changes, loyalty inquiries, and complaints across voice, chat, and email, working in tandem with front-desk teams at each property.", "manufacturing": "For a manufacturer, this operates the technical support and order-status contact center that fields inquiries from distributors and industrial end customers, often requiring product-specific technical knowledge rather than general service scripts.", "banking": "For a bank, this means operating the contact center and digital-servicing channels handling account inquiries, card disputes, and fraud alerts, staffed and scripted to meet regulatory error-resolution and complaint-handling timelines." }, "country": { "PH": "Contact centers operating in the Philippines (a major BPO hub) must comply with DOLE labor standards for shift/night differential pay and the NPC Data Privacy Act for handling caller PII.", "US": "Call recording for quality/training requires two-party consent compliance in certain states (e.g., California); accessibility of self-service channels should align with ADA-related digital accessibility expectations.", "SG": "Outbound service calls must screen against the PDPA Do Not Call Registry where marketing is involved; call recording requires PDPA-compliant consent notice." }, "systems": [ "Zendesk", "Salesforce Service Cloud", "Genesys", "NICE inContact" ], "kpis": [ "First contact resolution (FCR) rate", "Average handle time (AHT)", "Service level (% answered within target)" ] }, "trigger": "Triggered at the start of a new customer service operations & contact center cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed customer service operations & contact center position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.1.2", "name": "Resolve Customer Inquiries & Technical Issues", "description": "Diagnose, troubleshoot, and resolve customer issues, coordinating with product/engineering as needed for complex cases.", "hasStepDetail": false, "activities": [ { "id": "9.1.2.1", "name": "Diagnose & Troubleshoot Issues", "tasks": [ { "id": "9.1.2.1.1", "name": "Apply diagnostic scripts/playbooks to identify root cause", "steps": [ "Receive the trigger and confirm the inputs required for apply diagnostic scripts/playbooks to identify root cause", "Apply diagnostic scripts/playbooks to identify root cause", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.2.1.2", "name": "Reproduce and document technical defects for engineering handoff", "steps": [ "Prepare templates, access, and stakeholder alignment for reproduce and document technical defects for engineering handoff", "Reproduce and document technical defects for engineering handoff", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.2.2", "name": "Resolve & Close Cases", "tasks": [ { "id": "9.1.2.2.1", "name": "Apply resolution (fix, workaround, replacement, refund)", "steps": [ "Assess scope and gather the supporting data needed for apply resolution (fix, workaround, replacement, refund)", "Apply resolution (fix, workaround, replacement, refund)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.1.2.2.2", "name": "Confirm resolution with customer and close case", "steps": [ "Assess scope and gather the supporting data needed for confirm resolution with customer and close case", "Confirm resolution with customer and close case", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail issue resolution frequently involves physical returns/exchanges and warranty claims, requiring integration between the contact center and in-store POS/returns systems.", "tech": "Technology support resolution often requires log/diagnostic file analysis and coordinated bug-fix release cycles, with status communicated via a customer-facing status page for major incidents.", "insurance": "For an insurer, this covers resolving policyholder billing disputes, coverage questions, and digital-portal or app issues, escalating coverage-interpretation questions to underwriting or claims specialists as needed.", "hotel": "For a hotel operator, this means troubleshooting guest issues that span both the central reservations system and the property -- a booking-engine error, a loyalty-points discrepancy, a mobile-key failure -- coordinating with property IT or engineering when needed.", "manufacturing": "For a manufacturer, this diagnoses and resolves field issues -- product performance complaints, warranty claims, application troubleshooting -- coordinating with engineering and quality for complex or safety-related cases.", "banking": "For a bank, this means diagnosing and resolving issues spanning digital-banking app errors, failed transfers, and card or payment disputes, coordinating with fraud and technology teams on complex cases." }, "country": { "PH": "Warranty and return-based resolutions must comply with the Consumer Act of the Philippines (RA 7394) on warranty obligations and DTI complaint-handling standards.", "US": "Resolutions involving refunds/returns should reflect FTC Mail/Telephone Order Rule guidance and state consumer protection/warranty laws (e.g., Magnuson-Moss Warranty Act).", "SG": "Resolutions should reflect Consumer Protection (Fair Trading) Act (CPFTA) requirements on lemon-law remedies for defective goods." }, "systems": [ "Zendesk", "Jira Service Management", "Salesforce Service Cloud", "Freshdesk" ], "kpis": [ "Time to resolution (TTR)", "Escalation rate to engineering/L3", "Customer effort score (CES) on resolved cases" ] }, "trigger": "Triggered by an incoming case or issue requiring customer inquiries & technical issues", "output": "A documented resolution closing out customer inquiries & technical issues" }, { "id": "9.1.3", "name": "Manage Service Level Agreements & Escalations", "description": "Define, monitor, and enforce SLAs, and manage the escalation path for high-severity or high-risk customer issues.", "hasStepDetail": false, "activities": [ { "id": "9.1.3.1", "name": "Define & Monitor SLA Performance", "tasks": [ { "id": "9.1.3.1.1", "name": "Define SLA tiers by customer segment/contract", "steps": [ "Receive the trigger and confirm the inputs required for define sla tiers by customer segment/contract", "Define SLA tiers by customer segment/contract", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.3.1.2", "name": "Monitor and report SLA compliance/breach trends", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor and report sla compliance/breach trends", "Monitor and report SLA compliance/breach trends", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.3.2", "name": "Manage Escalation & Critical Incident Response", "tasks": [ { "id": "9.1.3.2.1", "name": "Trigger critical incident/major escalation process", "steps": [ "Receive the trigger and confirm the inputs required for trigger critical incident/major escalation process", "Trigger critical incident/major escalation process", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.3.2.2", "name": "Conduct post-incident review and customer communication", "steps": [ "Receive the trigger and confirm the inputs required for conduct post-incident review and customer communication", "Conduct post-incident review and customer communication", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "No strongly distinct retail variant; SLA management is most relevant to retailers' B2B/wholesale support desks rather than mass consumer service, which is typically governed by internal service-level targets rather than contracts.", "tech": "SaaS companies formalize SLAs around system uptime/availability (e.g., 99.9%) with defined service credits for breaches, tightly linked to the incident management and status-page process.", "insurance": "Insurance SLAs are often shaped by state-mandated claims-handling timeframes (e.g., acknowledgment and payment deadlines under unfair claims practices acts), with escalation paths for complaints that could otherwise become regulator complaints.", "hotel": "For a hotel company, this means defining response-time SLAs for guest complaints and escalating high-severity issues, such as safety incidents or major service failures, from property level up to regional or brand leadership.", "manufacturing": "For a manufacturer, this defines and enforces SLAs for order lead time, technical response, and warranty resolution, escalating production-quality or safety-critical issues quickly.", "banking": "For a bank, this means enforcing SLAs for account-servicing and dispute resolution and managing escalation paths for high-risk cases such as suspected fraud or complaints referred to a banking ombudsman." }, "country": { "PH": "SLA credit/penalty terms should be clearly documented per Civil Code contract obligations; critical incidents involving data should be reported to the NPC within the mandated breach-notification window (72 hours) if personal data is compromised.", "US": "Data-breach elements of critical incidents trigger state breach-notification law requirements (varies by state, e.g., 30-72 hour windows); SLA credits should be clearly defined in the master service agreement.", "SG": "Data-related incidents must be assessed for notifiable data breach obligations under the PDPA (notify the PDPC and affected individuals if significant harm is likely)." }, "systems": [ "ServiceNow", "PagerDuty", "Salesforce Service Cloud", "Statuspage" ], "kpis": [ "SLA compliance rate", "Mean time to acknowledge/resolve critical incidents", "Escalation volume trend" ] }, "trigger": "Triggered at the start of a new service level agreements & escalations cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed service level agreements & escalations position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "9.2", "groupName": "Customer Experience Management & Loyalty/Retention", "processes": [ { "id": "9.2.1", "name": "Design & Manage Customer Experience (Journey Mapping)", "description": "Map, design, and continuously improve end-to-end customer journeys across touchpoints to reduce friction and improve satisfaction.", "hasStepDetail": false, "activities": [ { "id": "9.2.1.1", "name": "Map Customer Journeys", "tasks": [ { "id": "9.2.1.1.1", "name": "Document current-state journey maps and pain points", "steps": [ "Assess scope and gather the supporting data needed for document current-state journey maps and pain points", "Document current-state journey maps and pain points", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.2.1.1.2", "name": "Design future-state journeys and experience improvements", "steps": [ "Prepare templates, access, and stakeholder alignment for design future-state journeys and experience improvements", "Design future-state journeys and experience improvements", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.2.1.2", "name": "Govern CX Design Standards", "tasks": [ { "id": "9.2.1.2.1", "name": "Establish CX design principles and service standards", "steps": [ "Receive the trigger and confirm the inputs required for establish cx design principles and service standards", "Establish CX design principles and service standards", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.2.1.2.2", "name": "Prioritize and fund CX improvement initiatives", "steps": [ "Receive the trigger and confirm the inputs required for prioritize and fund cx improvement initiatives", "Prioritize and fund CX improvement initiatives", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail CX design spans the omnichannel journey (browse online, buy in-store or curbside, return anywhere), requiring tight integration between digital and store operations teams.", "tech": "Technology CX design centers on the product onboarding and activation journey (time-to-value), since self-serve/PLG products treat the product itself as the primary experience touchpoint.", "insurance": "Insurer journey mapping focuses on the quote-bind-issue experience and, critically, the claims journey from first notice of loss through settlement, since the claims experience is the primary moment of truth driving retention and referral.", "hotel": "For a hotel operator, this means mapping the guest journey from booking through checkout -- pre-arrival communication, check-in, stay, checkout, post-stay follow-up -- and redesigning touchpoints to reduce friction and lift satisfaction scores.", "manufacturing": "For a manufacturer, this maps the B2B customer journey from RFQ through order, delivery, installation, and after-sales service, looking to reduce friction points like lead-time visibility and spare-parts availability.", "banking": "For a bank, this means mapping journeys such as account opening, loan application, and dispute resolution to reduce friction and abandonment, particularly around the KYC and identity-verification steps unique to financial onboarding." }, "country": { "PH": "No distinct regulatory requirement beyond general corporate practice; journey designs collecting behavioral data should maintain an NPC-compliant privacy notice at each touchpoint.", "US": "No distinct requirement beyond general corporate practice; digital touchpoints should consider ADA/WCAG accessibility standards as part of experience design.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "UXPressia", "Medallia", "Qualtrics XM", "Miro" ], "kpis": [ "Journey friction/drop-off rate", "CX initiative ROI", "Touchpoint satisfaction score" ] }, "trigger": "Triggered by an approved initiative requiring design & manage customer experience (journey mapping)", "output": "An approved design for design & manage customer experience (journey mapping), ready to move into build or implementation" }, { "id": "9.2.2", "name": "Measure Voice of Customer & Satisfaction", "description": "Capture, analyze, and act on customer feedback signals (surveys, reviews, support interactions) to drive continuous improvement.", "hasStepDetail": false, "activities": [ { "id": "9.2.2.1", "name": "Capture Voice of Customer", "tasks": [ { "id": "9.2.2.1.1", "name": "Administer NPS/CSAT/CES survey programs", "steps": [ "Prepare templates, access, and stakeholder alignment for administer nps/csat/ces survey programs", "Administer NPS/CSAT/CES survey programs", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.2.2.1.2", "name": "Monitor online reviews and social sentiment", "steps": [ "Receive the trigger and confirm the inputs required for monitor online reviews and social sentiment", "Monitor online reviews and social sentiment", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "9.2.2.2", "name": "Close the Loop & Drive Action", "tasks": [ { "id": "9.2.2.2.1", "name": "Route detractor feedback for follow-up/recovery", "steps": [ "Receive the trigger and confirm the inputs required for route detractor feedback for follow-up/recovery", "Route detractor feedback for follow-up/recovery", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.2.2.2.2", "name": "Analyze trends and feed insights into product/service improvement", "steps": [ "Prepare templates, access, and stakeholder alignment for analyze trends and feed insights into product/service improvement", "Analyze trends and feed insights into product/service improvement", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retailers monitor store-level and product-review sentiment closely, since public reviews directly affect in-store and online conversion; NPS is often measured per transaction/visit.", "tech": "Technology companies track product-level NPS/CSAT alongside usage-based health scores, feeding detractor signals directly into customer success playbooks to pre-empt churn.", "insurance": "Insurers track satisfaction most closely around claims settlement experience (e.g., claims NPS) alongside renewal and billing interactions, since a poor claims experience is the leading driver of policy non-renewal.", "hotel": "For a hotel company, this means capturing and analyzing guest feedback from post-stay surveys, review sites like TripAdvisor and Booking.com, and social media, and feeding it into property-level service improvement.", "manufacturing": "For a manufacturer, this captures feedback through customer surveys, dealer input, and field-service reports to drive continuous improvement in product quality and delivery performance.", "banking": "For a bank, this means capturing feedback on branch and digital-banking experience, complaint volumes, and NPS by product line, with particular attention to signals around trust and fee transparency." }, "country": { "PH": "Survey outreach via SMS/email must honor NPC consent/opt-out requirements; published customer testimonials should comply with DTI fair advertising rules.", "US": "Survey/feedback outreach via text must comply with TCPA consent requirements; published reviews/testimonials must meet FTC endorsement guideline disclosure standards.", "SG": "Survey outreach must screen against the PDPA Do Not Call Registry for SMS/voice channels; feedback data handling follows standard PDPA consent principles." }, "systems": [ "Medallia", "Qualtrics", "Delighted", "Sprinklr" ], "kpis": [ "Net Promoter Score (NPS)", "CSAT/CES trend", "Closed-loop response rate" ] }, "trigger": "Triggered by the start of the relevant reporting period for voice of customer & satisfaction", "output": "A validated set of results for voice of customer & satisfaction, published to the relevant stakeholders" }, { "id": "9.2.3", "name": "Manage Customer Loyalty & Retention Programs", "description": "Design and operate loyalty, rewards, and retention programs, and manage churn-prevention efforts across the customer base.", "hasStepDetail": false, "activities": [ { "id": "9.2.3.1", "name": "Design & Operate Loyalty Programs", "tasks": [ { "id": "9.2.3.1.1", "name": "Design loyalty tier structure, rewards, and earn/burn rules", "steps": [ "Prepare templates, access, and stakeholder alignment for design loyalty tier structure, rewards, and earn/burn rules", "Design loyalty tier structure, rewards, and earn/burn rules", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.2.3.1.2", "name": "Manage loyalty program operations and member communications", "steps": [ "Assess scope and gather the supporting data needed for manage loyalty program operations and member communications", "Manage loyalty program operations and member communications", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.2.3.2", "name": "Manage Retention & Churn Prevention", "tasks": [ { "id": "9.2.3.2.1", "name": "Build churn-risk scoring and early-warning models", "steps": [ "Assess scope and gather the supporting data needed for build churn-risk scoring and early-warning models", "Build churn-risk scoring and early-warning models", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.2.3.2.2", "name": "Execute win-back and retention campaigns for at-risk/lapsed customers", "steps": [ "Receive the trigger and confirm the inputs required for execute win-back and retention campaigns for at-risk/lapsed customers", "Execute win-back and retention campaigns for at-risk/lapsed customers", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail loyalty programs (points, tiered rewards, member pricing) are central to driving repeat visits and basket size, integrating POS, e-commerce, and mobile app data into a single member profile.", "tech": "Technology companies manage retention primarily through subscription renewal and usage-based health scoring, with customer success teams driving proactive save plays ahead of renewal dates.", "insurance": "Insurance retention programs use multi-policy bundling discounts (auto plus home), loyalty/tenure credits, and proactive renewal outreach, since retaining a policyholder is materially cheaper than acquiring a new one given underwriting and acquisition cost.", "hotel": "For a hotel operator, this means running the loyalty program -- tier benefits, point earn/burn, elite recognition -- as the core lever for direct-booking share and repeat-stay retention.", "manufacturing": "For a manufacturer, this operates programs like extended-warranty offers, preferred-supplier agreements, and service contracts that retain OEM and distributor accounts against competitor switching.", "banking": "For a bank, this means operating relationship-pricing, rewards-card, and retention programs designed to deepen wallet share and prevent deposit or loan attrition to competing institutions." }, "country": { "PH": "Loyalty programs offering discounts/rebates should comply with DTI Price Act and Consumer Act disclosure rules; member data handling requires NPC-registered privacy notices and consent.", "US": "Loyalty programs handling payment-linked data must maintain PCI DSS compliance; state privacy laws (CCPA) grant members rights to access/delete loyalty profile data.", "SG": "Loyalty program data handling must comply with PDPA consent and data protection obligations; member communications must respect Do Not Call Registry preferences." }, "systems": [ "Salesforce Loyalty Management", "Braze", "Antavo", "Zendesk" ], "kpis": [ "Loyalty program enrollment/active member rate", "Net revenue retention (NRR) / repeat purchase rate", "Churn rate (voluntary/involuntary)" ] }, "trigger": "Triggered at the start of a new customer loyalty & retention programs cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed customer loyalty & retention programs position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "supply-chain-operations-logistics", "functionName": "Supply Chain, Operations & Logistics", "processGroups": [ { "groupId": "4.1", "groupName": "Plan Supply Chain", "processes": [ { "id": "4.1.1", "name": "Develop Demand Forecast", "description": "Generate statistical and collaborative forecasts of customer demand across channels, SKUs, and time horizons to drive downstream planning.", "hasStepDetail": false, "activities": [ { "id": "4.1.1.1", "name": "Collect and cleanse demand data", "tasks": [ { "id": "4.1.1.1.1", "name": "Aggregate historical POS/shipment data", "steps": [ "Assess scope and gather the supporting data needed for aggregate historical pos/shipment data", "Aggregate historical POS/shipment data", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.1.1.1.2", "name": "Cleanse outliers and one-time demand events", "steps": [ "Receive the trigger and confirm the inputs required for cleanse outliers and one-time demand events", "Cleanse outliers and one-time demand events", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "4.1.1.2", "name": "Generate statistical forecast", "tasks": [ { "id": "4.1.1.2.1", "name": "Run baseline statistical forecasting models", "steps": [ "Assess scope and gather the supporting data needed for run baseline statistical forecasting models", "Run baseline statistical forecasting models", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.1.1.2.2", "name": "Incorporate causal factors (price, promotion, weather)", "steps": [ "Prepare templates, access, and stakeholder alignment for incorporate causal factors (price, promotion, weather)", "Incorporate causal factors (price, promotion, weather)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "4.1.1.3", "name": "Conduct demand consensus review", "tasks": [ { "id": "4.1.1.3.1", "name": "Reconcile sales/marketing input with statistical forecast", "steps": [ "Receive the trigger and confirm the inputs required for reconcile sales/marketing input with statistical forecast", "Reconcile sales/marketing input with statistical forecast", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.1.1.3.2", "name": "Publish consensus forecast to planning systems", "steps": [ "Prepare templates, access, and stakeholder alignment for publish consensus forecast to planning systems", "Publish consensus forecast to planning systems", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "For a large retailer, demand forecasting runs at SKU-store-week granularity and must reconcile seasonal buying cycles (back-to-school, holiday) with promotional calendars and local store demographics.", "tech": "For a tech hardware/cloud company, \"demand\" spans device unit forecasts by SKU/region and cloud consumption forecasts (compute/storage capacity) that feed data-center capacity planning rather than physical shelf replenishment.", "insurance": "For an insurer, the closest analog is forecasting claims volume and severity by peril and line (e.g., catastrophe modeling for hurricane or wildfire season, expected auto claim frequency) to drive adjuster staffing, reserve, and reinsurance capacity planning, rather than physical product demand.", "hotel": "For a hotel company, this means forecasting room-night and F&B demand by property, factoring seasonality, local events, and booking pace, to drive staffing and procurement planning.", "manufacturing": "For a manufacturer, this generates statistical and collaborative forecasts by SKU and plant to drive MRP runs, raw-material procurement, and production scheduling.", "banking": "For a bank, the analogous process forecasts loan-origination volume, deposit flows, and transaction/payment volumes by channel and segment to drive staffing, liquidity, and technology-capacity planning." }, "country": { "PH": "No PH-specific statutory requirement; forecasting should account for typhoon-season logistics disruption risk and the concentrated Christmas selling season (September-December) common in Philippine retail.", "US": "No distinct regulatory requirement; large US retailers commonly weight forecasts using DMA/weather patterns and Nielsen/IRI syndicated POS data feeds.", "SG": "No distinct requirement beyond general corporate practice; forecasts for Singapore operations often serve as the regional APAC distribution-hub planning input given Singapore's re-export role." }, "systems": [ "SAP IBP", "Blue Yonder Luminate Demand", "o9 Solutions", "Kinaxis RapidResponse" ], "kpis": [ "Forecast accuracy (MAPE)", "Forecast bias", "Consensus cycle time (days)" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop demand forecast", "output": "A completed, validated demand forecast, ready for stakeholder review and sign-off" }, { "id": "4.1.2", "name": "Develop Sales & Operations Plan (S&OP/IBP)", "description": "Balance demand and supply plans across a rolling horizon through a cross-functional monthly/weekly consensus process, escalating trade-offs to executive review.", "hasStepDetail": false, "activities": [ { "id": "4.1.2.1", "name": "Conduct demand-supply balancing", "tasks": [ { "id": "4.1.2.1.1", "name": "Reconcile demand plan against supply constraints", "steps": [ "Receive the trigger and confirm the inputs required for reconcile demand plan against supply constraints", "Reconcile demand plan against supply constraints", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.1.2.1.2", "name": "Identify and quantify supply-demand gaps/exceptions", "steps": [ "Assess scope and gather the supporting data needed for identify and quantify supply-demand gaps/exceptions", "Identify and quantify supply-demand gaps/exceptions", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "4.1.2.2", "name": "Facilitate executive S&OP review", "tasks": [ { "id": "4.1.2.2.1", "name": "Prepare scenario and what-if analysis packages", "steps": [ "Assess scope and gather the supporting data needed for prepare scenario and what-if analysis packages", "Prepare scenario and what-if analysis packages", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.1.2.2.2", "name": "Secure executive sign-off on the integrated plan", "steps": [ "Receive the trigger and confirm the inputs required for secure executive sign-off on the integrated plan", "Secure executive sign-off on the integrated plan", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail S&OP is anchored to merchandise financial plans (open-to-buy) and must sync inventory receipts to promotional and seasonal launch dates across thousands of stores.", "tech": "Tech company IBP balances component supply constraints (chips, displays) against product launch dates, and for cloud/SaaS arms extends to data-center capacity and compute allocation planning.", "insurance": "Insurers run an analogous cross-functional planning cadence -- balancing underwriting growth plans against reinsurance treaty capacity and capital/surplus constraints -- escalating conflicts between growth ambition and risk appetite to executive review.", "hotel": "For a hotel operator, this means balancing forecasted occupancy against staffing, F&B supply, and amenity capacity through a recurring cross-functional planning cycle across the property portfolio.", "manufacturing": "For a manufacturer, this balances the demand plan against plant capacity, labor availability, and raw-material supply through a monthly S&OP cycle, escalating capacity or material trade-offs to executive review.", "banking": "For a bank, this balances loan-origination capacity, deposit-gathering targets, and liquidity/funding plans across a rolling horizon, with credit and treasury reconciling growth ambitions against balance-sheet and capital constraints." }, "country": { "PH": "No distinct statutory requirement; plans should factor in peak-season port congestion at Manila and provincial logistics lead-time variability.", "US": "No distinct regulatory requirement; large retailers commonly align the S&OP cadence to the fiscal retail calendar (NRF 4-5-4) for consistent period comparisons.", "SG": "No distinct requirement beyond general corporate practice; Singapore regional HQs often run APAC-wide IBP given the country's role as a regional planning center." }, "systems": [ "SAP IBP", "o9 Solutions", "Kinaxis RapidResponse", "Anaplan" ], "kpis": [ "Plan adherence %", "S&OP forecast-to-actual variance", "On-time plan cycle completion %" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop sales & operations plan (s&op/ibp)", "output": "A completed, validated sales & operations plan (s&op/ibp), ready for stakeholder review and sign-off" }, { "id": "4.1.3", "name": "Plan Supply Network and Capacity", "description": "Design and continuously optimize the physical network of plants, DCs, and suppliers, and plan production/logistics capacity against the demand plan.", "hasStepDetail": false, "activities": [ { "id": "4.1.3.1", "name": "Model and optimize distribution network", "tasks": [ { "id": "4.1.3.1.1", "name": "Run network optimization scenarios", "steps": [ "Prepare templates, access, and stakeholder alignment for run network optimization scenarios", "Run network optimization scenarios", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "4.1.3.1.2", "name": "Evaluate DC/plant footprint change options", "steps": [ "Receive the trigger and confirm the inputs required for evaluate dc/plant footprint change options", "Evaluate DC/plant footprint change options", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "4.1.3.2", "name": "Plan capacity and constraints", "tasks": [ { "id": "4.1.3.2.1", "name": "Assess supplier/plant capacity against the plan", "steps": [ "Assess scope and gather the supporting data needed for assess supplier/plant capacity against the plan", "Assess supplier/plant capacity against the plan", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.1.3.2.2", "name": "Develop capacity investment or contingency plans", "steps": [ "Assess scope and gather the supporting data needed for develop capacity investment or contingency plans", "Develop capacity investment or contingency plans", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail network planning weighs DC-to-store drive time and last-mile delivery zones heavily, often reconfiguring networks around micro-fulfillment centers to shorten delivery windows.", "tech": "Tech companies plan network footprint around contract manufacturer (EMS) locations and free-trade-zone assembly/test sites, plus cloud region/data-center capacity as a parallel \"network.\"", "insurance": "Rather than a physical distribution network, insurers plan their claims-servicing network (approved repair shops, contractors, medical provider panels) and reinsurance/retrocession capacity by peril and region to ensure sufficient capacity when a major catastrophe or mass-claim event hits.", "hotel": "For a hotel company, this means planning the network of central kitchens, laundry facilities, and regional distributor/vendor relationships that supply F&B and housekeeping consumables to each property.", "manufacturing": "For a manufacturer, this designs and optimizes the plant, distribution center, and supplier network, and plans production-line capacity and shift patterns against the demand plan.", "banking": "For a bank, this means planning the branch network and back-office operations-center footprint alongside call-center and processing capacity, continuously right-sized against declining branch transaction volumes and rising digital demand." }, "country": { "PH": "Network design should account for the archipelago's inter-island shipping constraints and RORO/ferry logistics between Luzon, Visayas, and Mindanao.", "US": "No distinct regulatory requirement; network models typically factor in the state sales-tax nexus implications of new DC locations.", "SG": "Network plans commonly leverage Singapore's Free Trade Zone (FTZ) status at PSA terminals and Changi Airport for duty-deferred regional distribution." }, "systems": [ "Coupa Supply Chain Design (LLamasoft)", "AIMMS", "SAP IBP", "River Logic" ], "kpis": [ "Network cost-to-serve", "Capacity utilization %", "Single-point-of-failure node count" ] }, "trigger": "Triggered by the start of the relevant planning cycle for supply network and capacity", "output": "An approved plan for supply network and capacity, signed off and distributed to stakeholders" } ] }, { "groupId": "4.2", "groupName": "Procure Materials and Services", "processes": [ { "id": "4.2.1", "name": "Manage Supplier Sourcing and Selection", "description": "Identify, evaluate, and select suppliers through competitive sourcing events and contract negotiation, linking category strategy to execution.", "hasStepDetail": false, "activities": [ { "id": "4.2.1.1", "name": "Develop category sourcing strategy", "tasks": [ { "id": "4.2.1.1.1", "name": "Analyze category spend and supply market", "steps": [ "Receive the trigger and confirm the inputs required for analyze category spend and supply market", "Analyze category spend and supply market", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.2.1.1.2", "name": "Define sourcing strategy per category", "steps": [ "Receive the trigger and confirm the inputs required for define sourcing strategy per category", "Define sourcing strategy per category", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "4.2.1.2", "name": "Run competitive sourcing events (RFx/e-auction)", "tasks": [ { "id": "4.2.1.2.1", "name": "Issue RFP/RFQ and evaluate supplier bids", "steps": [ "Receive the trigger and confirm the inputs required for issue rfp/rfq and evaluate supplier bids", "Issue RFP/RFQ and evaluate supplier bids", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.2.1.2.2", "name": "Negotiate and finalize contract terms", "steps": [ "Assess scope and gather the supporting data needed for negotiate and finalize contract terms", "Negotiate and finalize contract terms", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail sourcing includes seasonal and private-label vendor selection cycles tied to buying seasons, with commitments often made 6-9 months ahead of the selling season.", "tech": "Tech sourcing centers on component/IP-sensitive suppliers (semiconductors, displays) requiring NDAs, dual-sourcing strategies, and long lead-time capacity reservations.", "insurance": "The closest analog for an insurer is building and vetting its network of preferred claims vendors -- auto body shops, contractors, restoration companies, and (for health/workers' comp) medical provider networks -- through competitive selection and service-level agreements.", "hotel": "For a hotel operator, this means sourcing and contracting suppliers for F&B, linens, amenities, and housekeeping supplies, often through group purchasing organizations to leverage portfolio-wide scale.", "manufacturing": "For a manufacturer, this sources raw materials and components through competitive sourcing and supplier qualification, linking category strategy to just-in-time or safety-stock inventory approaches.", "banking": "For a bank, this covers sourcing and selecting technology, core-banking, and outsourced-services vendors through competitive processes, with third-party risk assessment weighted heavily given regulatory expectations for vendor oversight." }, "country": { "PH": "Supplier onboarding should verify BIR registration and official-receipt issuance capability; import-heavy categories require Bureau of Customs (BOC) accredited-importer status checks.", "US": "Sourcing events for public companies must respect anti-trust/collusion guardrails in RFx design; supplier diversity (MBE/WBE) tracking is common practice.", "SG": "Sourcing of imported goods should consider Singapore Customs' Strategic Goods (Control) Act for dual-use/tech items and GST import treatment." }, "systems": [ "SAP Ariba", "Coupa", "Jaggaer", "GEP SMART" ], "kpis": [ "Sourcing savings %", "Cycle time to contract", "Supplier diversity spend %" ] }, "trigger": "Triggered at the start of a new supplier sourcing and selection cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed supplier sourcing and selection position, with exceptions resolved and status reported to stakeholders" }, { "id": "4.2.2", "name": "Manage Purchase Order Lifecycle", "description": "Execute requisition-to-pay order processing including PO creation, approval routing, goods receipt matching, and invoice reconciliation.", "hasStepDetail": false, "activities": [ { "id": "4.2.2.1", "name": "Process purchase requisitions and POs", "tasks": [ { "id": "4.2.2.1.1", "name": "Convert approved requisitions to purchase orders", "steps": [ "Assess scope and gather the supporting data needed for convert approved requisitions to purchase orders", "Convert approved requisitions to purchase orders", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.2.2.1.2", "name": "Transmit POs to suppliers via EDI/portal", "steps": [ "Assess scope and gather the supporting data needed for transmit pos to suppliers via edi/portal", "Transmit POs to suppliers via EDI/portal", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "4.2.2.2", "name": "Perform goods receipt and 3-way match", "tasks": [ { "id": "4.2.2.2.1", "name": "Receive goods against the open PO", "steps": [ "Receive the trigger and confirm the inputs required for receive goods against the open po", "Receive goods against the open PO", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.2.2.2.2", "name": "Reconcile PO-receipt-invoice discrepancies", "steps": [ "Prepare templates, access, and stakeholder alignment for reconcile po-receipt-invoice discrepancies", "Reconcile PO-receipt-invoice discrepancies", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "High PO volume/low unit value characterizes retail replenishment orders, often automated via EDI 850/856/810 transactions directly from the merchandising system.", "tech": "Tech PO management includes engineering change order (ECO) linkage so component revisions are reflected in open POs, avoiding receipt of obsolete parts.", "insurance": "Insurers don't run traditional purchase orders at volume; the closest analog is authorizing and paying claims vendor work orders (repair estimates, contractor invoices) through claims-system integration, reconciled against approved estimates before payment.", "hotel": "For a hotel company, this means processing purchase orders for F&B and housekeeping supplies at the property level, matching receipts against orders and invoices before payment.", "manufacturing": "For a manufacturer, this executes requisition-to-pay order processing for raw materials and MRO supplies, typically through SAP PP/MM or an equivalent ERP module tied to MRP-generated purchase requisitions.", "banking": "For a bank, this means processing purchase orders for technology, facilities, and professional-services procurement through approval workflows, with heightened documentation given regulatory scrutiny of vendor spend and outsourcing arrangements." }, "country": { "PH": "E-invoicing/e-receipting requirements under the CREATE Act/BIR Electronic Invoicing System should be reflected in 3-way match for onboarded large taxpayers; import POs require BOC entry documentation.", "US": "3-way match records should be retained per IRS/state audit requirements; drop-ship POs must track state use-tax obligations.", "SG": "GST (9%) input-tax claims depend on proper tax-invoice matching at the goods-receipt/invoice stage." }, "systems": [ "SAP Ariba", "Coupa", "Oracle Procurement Cloud", "SAP MM" ], "kpis": [ "PO cycle time", "Touchless PO %", "Invoice match exception rate" ] }, "trigger": "Triggered at the start of a new purchase order lifecycle cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed purchase order lifecycle position, with exceptions resolved and status reported to stakeholders" }, { "id": "4.2.3", "name": "Manage Supplier Performance and Risk", "description": "Monitor supplier scorecards, conduct business reviews, and proactively manage supply risk (financial, geopolitical, ESG) across the base.", "hasStepDetail": false, "activities": [ { "id": "4.2.3.1", "name": "Monitor supplier scorecards", "tasks": [ { "id": "4.2.3.1.1", "name": "Track OTIF and quality performance metrics", "steps": [ "Assess scope and gather the supporting data needed for track otif and quality performance metrics", "Track OTIF and quality performance metrics", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.2.3.1.2", "name": "Conduct quarterly supplier business reviews", "steps": [ "Assess scope and gather the supporting data needed for conduct quarterly supplier business reviews", "Conduct quarterly supplier business reviews", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "4.2.3.2", "name": "Manage supply risk and contingency", "tasks": [ { "id": "4.2.3.2.1", "name": "Assess supplier financial and geopolitical risk", "steps": [ "Assess scope and gather the supporting data needed for assess supplier financial and geopolitical risk", "Assess supplier financial and geopolitical risk", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.2.3.2.2", "name": "Maintain dual-source/contingency supply plans", "steps": [ "Prepare templates, access, and stakeholder alignment for maintain dual-source/contingency supply plans", "Maintain dual-source/contingency supply plans", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail supplier risk management emphasizes factory compliance audits (labor, safety) for private-label and import vendors, typically via third-party social-compliance programs.", "tech": "Tech supplier risk management focuses on single-source component exposure and geopolitical export-control risk in semiconductor and advanced-component supply chains.", "insurance": "Insurers monitor claims-vendor networks (repair shops, contractors, medical providers) on cost, cycle time, and customer satisfaction scorecards, and manage concentration risk where a catastrophe event could overwhelm a limited local vendor network.", "hotel": "For a hotel operator, this means monitoring food-supplier quality and delivery reliability and managing risk in the supply chain for perishables and amenities across the portfolio.", "manufacturing": "For a manufacturer, this monitors supplier scorecards on quality (PPM defect rates), on-time delivery, and cost, and manages supply risk that could halt a production line.", "banking": "For a bank, this means monitoring critical technology and outsourcing vendors against performance and resilience scorecards, a discipline regulators treat as an extension of the bank's own operational-risk and business-continuity obligations." }, "country": { "PH": "Supplier risk reviews should track compliance with DTI fair-trade rules and, for food/consumer goods vendors, Philippine FDA licensing (LTO/CPR) status.", "US": "Public companies must assess supplier risk in light of conflict-minerals (Dodd-Frank 1502) and forced-labor (UFLPA) disclosure obligations.", "SG": "Supplier risk programs commonly reference MAS-aligned ESG disclosure expectations for listed parent companies and Singapore Customs AEO status of key logistics partners." }, "systems": [ "SAP Ariba Supplier Risk", "Resilinc", "Everstream Analytics", "EcoVadis" ], "kpis": [ "Supplier OTIF %", "Supplier quality (PPM defect rate)", "% spend with dual-sourced suppliers" ] }, "trigger": "Triggered at the start of a new supplier performance and risk cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed supplier performance and risk position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "4.3", "groupName": "Produce and Deliver Product or Service", "processes": [ { "id": "4.3.1", "name": "Schedule Production/Service Delivery", "description": "Translate the supply plan into a detailed production or service-delivery schedule, sequencing orders against capacity and material availability.", "hasStepDetail": false, "activities": [ { "id": "4.3.1.1", "name": "Generate master production schedule", "tasks": [ { "id": "4.3.1.1.1", "name": "Sequence orders against finite capacity", "steps": [ "Assess scope and gather the supporting data needed for sequence orders against finite capacity", "Sequence orders against finite capacity", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.3.1.1.2", "name": "Release work orders to the shop floor", "steps": [ "Receive the trigger and confirm the inputs required for release work orders to the shop floor", "Release work orders to the shop floor", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "4.3.1.2", "name": "Manage material availability to schedule", "tasks": [ { "id": "4.3.1.2.1", "name": "Check component/material availability (ATP/CTP)", "steps": [ "Assess scope and gather the supporting data needed for check component/material availability (atp/ctp)", "Check component/material availability (ATP/CTP)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.3.1.2.2", "name": "Resolve shortages via expediting or substitution", "steps": [ "Receive the trigger and confirm the inputs required for resolve shortages via expediting or substitution", "Resolve shortages via expediting or substitution", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "For retail private-label/owned manufacturing, scheduling is driven by seasonal drop dates and store set requirements rather than continuous replenishment alone.", "tech": "Tech manufacturing scheduling (often at contract manufacturers) is tightly coupled to component allocation and new-product-introduction (NPI) ramp curves.", "insurance": "The nearest insurance analog is claims workload scheduling -- routing and prioritizing adjuster assignments and vendor work (inspections, repairs) against capacity, especially during catastrophe surge periods when claim volume spikes far beyond normal staffing.", "hotel": "For a hotel company, this means scheduling kitchen production and banquet/event service against the forecasted covers and function-space bookings for each day.", "manufacturing": "For a manufacturer, this translates the supply plan into a detailed production schedule -- sequencing work orders, line changeovers, and shift assignments against machine capacity and material availability, typically in MES or advanced planning software.", "banking": "For a bank, the analogous process schedules back-office loan processing, document fulfillment, and item/check processing, sequencing work against daily cut-off times and capacity." }, "country": { "PH": "Scheduling for PH-based contract manufacturing/export processing zone facilities must align with PEZA import/export documentation cycles.", "US": "No distinct regulatory requirement beyond general corporate practice; scheduling should account for DOT hours-of-service limits when they drive inbound material delivery timing.", "SG": "Scheduling for Singapore-based operations should account for the country's role as a regional distribution/assembly hub with tight port slot availability." }, "systems": [ "SAP PP/DS", "Kinaxis RapidResponse", "Oracle Manufacturing Cloud", "Siemens Opcenter (Preactor)" ], "kpis": [ "Schedule adherence %", "Material-shortage-driven downtime", "On-time work order release %" ] }, "trigger": "Triggered by an upcoming requirement to schedule production/service delivery", "output": "A confirmed, published schedule covering production/service delivery" }, { "id": "4.3.2", "name": "Execute Production/Manufacturing Operations", "description": "Run the physical or service production process, including work-order execution, line changeovers, and real-time production tracking.", "hasStepDetail": false, "activities": [ { "id": "4.3.2.1", "name": "Execute work orders on the line", "tasks": [ { "id": "4.3.2.1.1", "name": "Perform line setup and changeover", "steps": [ "Receive the trigger and confirm the inputs required for perform line setup and changeover", "Perform line setup and changeover", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.3.2.1.2", "name": "Execute and record production against work orders", "steps": [ "Prepare templates, access, and stakeholder alignment for execute and record production against work orders", "Execute and record production against work orders", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "4.3.2.2", "name": "Track production performance in real time", "tasks": [ { "id": "4.3.2.2.1", "name": "Capture OEE and downtime data", "steps": [ "Prepare templates, access, and stakeholder alignment for capture oee and downtime data", "Capture OEE and downtime data", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "4.3.2.2.2", "name": "Trigger andon/escalation on line stoppage", "steps": [ "Receive the trigger and confirm the inputs required for trigger andon/escalation on line stoppage", "Trigger andon/escalation on line stoppage", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail's owned production is mostly limited to fresh food/bakery/private-label goods made in-store or in regional commissaries, scheduled around daily sell-through rather than long production runs.", "tech": "Tech \"production\" is typically outsourced to EMS/ODM partners; the brand owner's execution role is largely NPI oversight, quality gating, and yield monitoring rather than direct line operation.", "insurance": "Insurers have no physical production; the closest operational equivalent is claims processing execution itself -- inspection, estimation, and repair or settlement work orchestrated through the claims system and adjuster/vendor network, scaled up rapidly after catastrophe events.", "hotel": "For a hotel operator, this means running kitchen and banquet production -- prep, plating, event service -- and tracking it in real time against covers served and event timelines.", "manufacturing": "For a manufacturer, this runs the physical production process on the shop floor -- work-order execution, line changeovers, and real-time tracking of throughput and OEE via MES systems.", "banking": "For a bank, this maps to running back-office loan-processing and payment-operations production -- application intake, underwriting queues, and settlement batch runs -- tracked in real time against daily processing cut-offs." }, "country": { "PH": "Manufacturing operations in PEZA/BOI-registered facilities must maintain production records supporting fiscal-incentive compliance and export-ratio requirements.", "US": "OSHA workplace-safety recordkeeping applies to all US production floors regardless of industry.", "SG": "Factories must comply with Ministry of Manpower (MOM) workplace safety and Workplace Safety and Health (WSH) Act requirements." }, "systems": [ "SAP ME/MES", "Rockwell FactoryTalk", "Siemens Opcenter MES", "Tulip" ], "kpis": [ "OEE (Overall Equipment Effectiveness)", "First-pass yield %", "Unplanned downtime hours" ] }, "trigger": "Triggered by an approved mandate to execute production/manufacturing operations", "output": "A closed-out, audit-ready record confirming production/manufacturing operations has been completed" }, { "id": "4.3.3", "name": "Manage Quality Control and Assurance", "description": "Establish and execute quality inspection, testing, and non-conformance management across incoming, in-process, and finished goods.", "hasStepDetail": false, "activities": [ { "id": "4.3.3.1", "name": "Perform incoming/in-process inspection", "tasks": [ { "id": "4.3.3.1.1", "name": "Conduct incoming material inspection (AQL sampling)", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct incoming material inspection (aql sampling)", "Conduct incoming material inspection (AQL sampling)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "4.3.3.1.2", "name": "Perform in-process quality checks", "steps": [ "Prepare templates, access, and stakeholder alignment for perform in-process quality checks", "Perform in-process quality checks", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "4.3.3.2", "name": "Manage non-conformance and corrective action", "tasks": [ { "id": "4.3.3.2.1", "name": "Log and disposition non-conforming product", "steps": [ "Receive the trigger and confirm the inputs required for log and disposition non-conforming product", "Log and disposition non-conforming product", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.3.3.2.2", "name": "Drive root-cause corrective/preventive action (CAPA)", "steps": [ "Prepare templates, access, and stakeholder alignment for drive root-cause corrective/preventive action (capa)", "Drive root-cause corrective/preventive action (CAPA)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail QA for private label centers on lab-testing consumer-safety attributes (flammability, chemical content, food safety) before goods clear customs and reach shelves.", "tech": "Tech QA includes reliability/stress testing (HALT/HASS), firmware validation, and regulatory certification testing (FCC/CE) as part of the release gate.", "insurance": "Insurance quality assurance centers on claims file audits and underwriting file reviews to catch mispricing, leakage, or improper claims handling, rather than physical product defects, and is often required for regulatory market conduct exams.", "hotel": "For a hotel company, this means running food-safety inspections (HACCP), housekeeping quality checks, and brand-standard QA audits across incoming supplies and in-service delivery.", "manufacturing": "For a manufacturer, this establishes and executes incoming, in-process, and finished-goods inspection under a formal quality system (ISO 9001, Six Sigma), managing non-conformance and corrective/preventive action (CAPA).", "banking": "For a bank, this means executing quality checks on loan documentation, account-opening files, and transaction processing to catch errors and control breaches before they become compliance or credit-loss exposures." }, "country": { "PH": "Food, cosmetic, and drug private-label products require Philippine FDA product registration (CPR/LTO) before sale; regulated electronics require Bureau of Philippine Standards (BPS) PS-mark certification.", "US": "Consumer products must meet CPSC safety requirements; food items fall under FDA/USDA jurisdiction; electronics require FCC certification.", "SG": "Regulated products require Health Sciences Authority (HSA) approval (health/cosmetic items) and IMDA type-approval for telecom/wireless electronics." }, "systems": [ "SAP QM", "MasterControl", "ETQ Reliance", "TrackWise" ], "kpis": [ "First-pass yield / defect rate", "Customer return rate for quality", "CAPA closure cycle time" ] }, "trigger": "Triggered at the start of a new quality control and assurance cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed quality control and assurance position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "4.4", "groupName": "Manage Logistics, Warehousing and Inventory", "processes": [ { "id": "4.4.1", "name": "Manage Warehouse Operations", "description": "Operate distribution center/warehouse processes from inbound receiving through outbound shipping, including pick, pack, and load execution.", "hasStepDetail": true, "activities": [ { "id": "4.4.1.1", "name": "Manage inbound receiving and putaway", "tasks": [ { "id": "4.4.1.1.1", "name": "Receive and verify inbound shipments", "steps": [ "Prepare templates, access, and stakeholder alignment for receive and verify inbound shipments", "Receive and verify inbound shipments", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "4.4.1.1.2", "name": "Putaway stock to storage locations", "steps": [ "Assess scope and gather the supporting data needed for putaway stock to storage locations", "Putaway stock to storage locations", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "4.4.1.2", "name": "Fulfill outbound customer/store orders", "tasks": [ { "id": "4.4.1.2.1", "name": "Release and prioritize orders for picking", "steps": [ "Prepare templates, access, and stakeholder alignment for release and prioritize orders for picking", "Release and prioritize orders for picking", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "4.4.1.2.2", "name": "Pick, pack, and stage outbound shipments", "steps": [ "Release wave/batch of orders to pick devices (RF scanner or voice-pick)", "Pick items per optimized pick path (each-, case-, or pallet-picking)", "Consolidate picks at the packing station and verify against the order", "Pack into cartons with appropriate dunnage and print the shipping label", "Stage packed cartons/pallets in the outbound lane by carrier/route", "Load and manifest the shipment onto the outbound trailer and confirm the ASN" ] } ] }, { "id": "4.4.1.3", "name": "Manage warehouse labor and slotting", "tasks": [ { "id": "4.4.1.3.1", "name": "Plan warehouse labor to forecasted volume", "steps": [ "Assess scope and gather the supporting data needed for plan warehouse labor to forecasted volume", "Plan warehouse labor to forecasted volume", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.4.1.3.2", "name": "Optimize storage slotting and facility layout", "steps": [ "Receive the trigger and confirm the inputs required for optimize storage slotting and facility layout", "Optimize storage slotting and facility layout", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail DC operations run high-velocity cross-docking and store-replenishment picking (often case/each-pick to store) alongside separate e-commerce pick-pack for direct-to-consumer orders from the same facility.", "tech": "Tech warehousing handles higher-value, lower-volume SKUs requiring serialized tracking (IMEI/serial-number capture) and often kitting/configure-to-order work at the DC before shipment.", "insurance": "Largely not applicable to a pure insurer; the closest analog is salvage and recovery operations -- inspecting, storing, and disposing of or auctioning damaged/totaled vehicles and property recovered from paid claims.", "hotel": "For a hotel operator, this means running the receiving dock and storeroom operations for F&B and housekeeping inventory, from inbound delivery through issuing supplies to outlets and floors.", "manufacturing": "For a manufacturer, this operates the raw-material and finished-goods warehouse -- receiving, put-away, and outbound shipping -- often synchronized with production kitting and line-side material delivery.", "banking": "For a bank, the closest analog is managing cash-vault and cash-in-transit operations -- inbound and outbound cash handling, ATM replenishment, and branch cash-order fulfillment -- rather than physical-goods warehousing." }, "country": { "PH": "Bonded warehouse operations require a Bureau of Customs (BOC) bonded-warehouse license and strict inventory reconciliation for duty-deferred goods.", "US": "Warehouse operations must comply with OSHA material-handling/forklift safety standards, and multi-state operations must track inventory location for state sales/use-tax nexus.", "SG": "Many DCs operate under Singapore Customs' Zero-GST Warehouse Scheme (ZGS) or Free Trade Zone status, deferring GST on imported goods held in the warehouse." }, "systems": [ "Manhattan Associates WMS", "Blue Yonder WMS", "SAP EWM", "Körber WMS" ], "kpis": [ "Order fill rate / OTIF", "Units picked per labor hour", "Dock-to-stock cycle time" ] }, "trigger": "Triggered at the start of a new warehouse operations cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed warehouse operations position, with exceptions resolved and status reported to stakeholders" }, { "id": "4.4.2", "name": "Manage Transportation and Distribution", "description": "Plan and execute inbound and outbound transportation, carrier selection, load optimization, and freight settlement.", "hasStepDetail": false, "activities": [ { "id": "4.4.2.1", "name": "Plan and optimize transportation", "tasks": [ { "id": "4.4.2.1.1", "name": "Build optimized loads and delivery routes", "steps": [ "Assess scope and gather the supporting data needed for build optimized loads and delivery routes", "Build optimized loads and delivery routes", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.4.2.1.2", "name": "Select carrier and mode (LTL/FTL/parcel/ocean/air)", "steps": [ "Receive the trigger and confirm the inputs required for select carrier and mode (ltl/ftl/parcel/ocean/air)", "Select carrier and mode (LTL/FTL/parcel/ocean/air)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "4.4.2.2", "name": "Execute and track shipments", "tasks": [ { "id": "4.4.2.2.1", "name": "Tender loads and track shipments in transit", "steps": [ "Receive the trigger and confirm the inputs required for tender loads and track shipments in transit", "Tender loads and track shipments in transit", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.4.2.2.2", "name": "Manage freight audit and carrier settlement", "steps": [ "Prepare templates, access, and stakeholder alignment for manage freight audit and carrier settlement", "Manage freight audit and carrier settlement", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail distribution blends store-replenishment truckload routes on fixed delivery windows with parcel/last-mile networks for e-commerce, often across multiple national, regional, and gig-economy carriers.", "tech": "Tech distribution frequently uses premium air freight for new-product launches and high-value electronics, alongside ocean freight for steady-state inventory replenishment.", "insurance": "Not directly applicable; where relevant it maps narrowly to coordinating salvage vehicle/property transport and, for some carriers, logistics for catastrophe-response teams and mobile claims units deployed to disaster areas.", "hotel": "For a hotel company, this means coordinating deliveries from central distribution or commissary kitchens to individual properties, and managing guest transportation/shuttle logistics.", "manufacturing": "For a manufacturer, this plans inbound freight for raw materials and outbound distribution to distributors or plants, optimizing carrier selection and load planning against production and delivery schedules.", "banking": "For a bank, this maps to managing armored-carrier cash logistics and courier distribution between branches, vaults, and ATMs, including carrier selection and route optimization for cash movement." }, "country": { "PH": "Inter-island transportation depends on RORO shipping and domestic air freight; import shipments must clear Bureau of Customs and, for select goods, Bureau of Plant/Animal Industry inspection at the port.", "US": "Motor carriers must comply with FMCSA/DOT hours-of-service and ELD regulations; interstate freight brokers must be FMCSA-licensed.", "SG": "Ocean freight through PSA terminals benefits from Singapore's transshipment-hub efficiency; carriers must comply with Maritime and Port Authority (MPA) regulations." }, "systems": [ "SAP TM", "Blue Yonder TMS", "Oracle Transportation Management", "project44 / FourKites (visibility)" ], "kpis": [ "On-time delivery %", "Freight cost per unit/mile", "Load/trailer utilization %" ] }, "trigger": "Triggered at the start of a new transportation and distribution cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed transportation and distribution position, with exceptions resolved and status reported to stakeholders" }, { "id": "4.4.3", "name": "Manage Inventory", "description": "Set inventory policy (safety stock, replenishment triggers) and execute cycle counting, allocation, and obsolescence management to balance service level against carrying cost.", "hasStepDetail": false, "activities": [ { "id": "4.4.3.1", "name": "Set inventory policy and replenishment parameters", "tasks": [ { "id": "4.4.3.1.1", "name": "Calculate safety stock and reorder points", "steps": [ "Receive the trigger and confirm the inputs required for calculate safety stock and reorder points", "Calculate safety stock and reorder points", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "4.4.3.1.2", "name": "Define allocation rules across network nodes", "steps": [ "Receive the trigger and confirm the inputs required for define allocation rules across network nodes", "Define allocation rules across network nodes", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "4.4.3.2", "name": "Execute inventory accuracy and control", "tasks": [ { "id": "4.4.3.2.1", "name": "Perform cycle counts and reconcile variances", "steps": [ "Assess scope and gather the supporting data needed for perform cycle counts and reconcile variances", "Perform cycle counts and reconcile variances", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "4.4.3.2.2", "name": "Manage slow-moving/obsolete inventory disposition", "steps": [ "Prepare templates, access, and stakeholder alignment for manage slow-moving/obsolete inventory disposition", "Manage slow-moving/obsolete inventory disposition", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail inventory management must balance in-store safety stock (avoiding out-of-stocks on the shelf) against markdown risk on seasonal goods nearing end-of-life.", "tech": "Tech inventory management focuses on component/finished-goods balance against fast product-lifecycle obsolescence and end-of-life (EOL) transition planning.", "insurance": "The closest analog is managing salvage inventory (recovered vehicles or property held pending disposal) and, more materially, managing the open-claim reserve 'inventory' -- claim counts and reserve adequacy by line -- as the equivalent capital tied up awaiting resolution.", "hotel": "For a hotel operator, this means setting par levels for F&B, linen, and amenity inventory and running cycle counts to balance stockouts against carrying cost and shrinkage.", "manufacturing": "For a manufacturer, this sets inventory policy for raw materials, WIP, and finished goods -- safety stock, reorder points, and cycle counting -- to balance production continuity against carrying cost and obsolescence risk.", "banking": "For a bank, this translates to managing branch and ATM cash-holding levels -- setting replenishment triggers to balance customer cash-availability service levels against the carrying cost of idle vault cash." }, "country": { "PH": "Inventory valuation and cycle-count records must support BIR RELIEF/Inventory List filing requirements and reconcile to books for tax-audit purposes.", "US": "Inventory costing methods (FIFO/weighted-average) must align with IRS/GAAP requirements, and multi-state inventory location affects sales-tax nexus exposure.", "SG": "Inventory held in Zero-GST/FTZ warehouses must be reconciled per Singapore Customs record-keeping rules to retain GST-deferral status." }, "systems": [ "SAP IBP/ECC Inventory", "Blue Yonder Inventory Optimization", "RELEX Solutions", "NetSuite" ], "kpis": [ "Inventory turns", "Inventory accuracy %", "Days of supply / carrying cost %" ] }, "trigger": "Triggered at the start of a new inventory cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed inventory position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "retail-specific-operations", "functionName": "Retail-Specific Operations", "processGroups": [ { "groupId": "9.1", "groupName": "Merchandising & Category Management", "processes": [ { "id": "9.1.1", "name": "Manage Assortment Planning", "description": "Define the product assortment by category, channel, and store cluster, balancing width and depth against space, financial targets, and local demand.", "hasStepDetail": false, "activities": [ { "id": "9.1.1.1", "name": "Develop category assortment strategy", "tasks": [ { "id": "9.1.1.1.1", "name": "Analyze category role and market-basket data", "steps": [ "Assess scope and gather the supporting data needed for analyze category role and market-basket data", "Analyze category role and market-basket data", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.1.1.1.2", "name": "Define assortment width/depth by store cluster", "steps": [ "Prepare templates, access, and stakeholder alignment for define assortment width/depth by store cluster", "Define assortment width/depth by store cluster", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.1.2", "name": "Build store-cluster assortment plans", "tasks": [ { "id": "9.1.1.2.1", "name": "Segment stores into clusters by demand profile", "steps": [ "Prepare templates, access, and stakeholder alignment for segment stores into clusters by demand profile", "Segment stores into clusters by demand profile", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.1.1.2.2", "name": "Localize assortment by cluster, climate, and demographics", "steps": [ "Receive the trigger and confirm the inputs required for localize assortment by cluster, climate, and demographics", "Localize assortment by cluster, climate, and demographics", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "This is core retail DNA -- assortment plans directly drive open-to-buy budgets, planogram counts, and seasonal buy commitments unique to physical and digital retail merchandising.", "tech": "Not directly applicable to a pure technology/software company; a tech company with retail stores (e.g., flagship device stores) would apply a much narrower version limited to its own product line and accessories.", "insurance": "Not directly applicable to an insurer, which manages no physical merchandise; the closest analog is curating the product portfolio and coverage/rider mix offered through each channel and state, balancing breadth of coverage options against underwriting complexity.", "hotel": "For a hotel operator, this applies mainly to on-property retail -- gift shops, resort boutiques, and minibar/F&B retail -- where the assortment of branded merchandise, sundries, and local products is planned to match property positioning and guest demographics rather than a broad merchandise category plan.", "manufacturing": "For a manufacturer that operates direct or outlet stores, this defines which finished-goods SKUs and configurations to stock at each location, balancing standard plant production runs against local demand.", "banking": "For a bank, the analogous discipline is branch and digital product-shelf planning -- deciding which deposit, lending, and wealth products are actively offered and cross-sold at each branch or through digital channels based on local demand and profitability." }, "country": { "PH": "Assortment localization should reflect regional purchasing-power differences (Metro Manila vs. provincial) and typhoon/wet-season seasonal category shifts.", "US": "Assortment planning must account for state-level regulatory restrictions on certain categories (e.g., alcohol, tobacco, CBD) that vary store by store.", "SG": "No distinct statutory requirement; assortment must account for licensing restrictions on regulated categories (liquor licenses, tobacco display rules under HSA)." }, "systems": [ "Blue Yonder Assortment & Space", "Oracle Retail Merchandising (RMS)", "JDA/Blue Yonder Category Management", "Impact Analytics" ], "kpis": [ "Sales per linear foot", "Category sell-through %", "Assortment localization index" ] }, "trigger": "Triggered at the start of a new assortment planning cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed assortment planning position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.1.2", "name": "Manage Pricing and Promotions", "description": "Set base pricing strategy and plan/execute promotional campaigns and markdowns across channels in line with margin and competitive targets.", "hasStepDetail": false, "activities": [ { "id": "9.1.2.1", "name": "Set base pricing and competitive strategy", "tasks": [ { "id": "9.1.2.1.1", "name": "Conduct price elasticity and competitive analysis", "steps": [ "Receive the trigger and confirm the inputs required for conduct price elasticity and competitive analysis", "Conduct price elasticity and competitive analysis", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.2.1.2", "name": "Set and maintain regular/zone pricing", "steps": [ "Prepare templates, access, and stakeholder alignment for set and maintain regular/zone pricing", "Set and maintain regular/zone pricing", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.2.2", "name": "Plan and execute promotions and markdowns", "tasks": [ { "id": "9.1.2.2.1", "name": "Build the promotional calendar and offer mechanics", "steps": [ "Assess scope and gather the supporting data needed for build the promotional calendar and offer mechanics", "Build the promotional calendar and offer mechanics", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.1.2.2.2", "name": "Execute markdown cadence for seasonal clearance", "steps": [ "Assess scope and gather the supporting data needed for execute markdown cadence for seasonal clearance", "Execute markdown cadence for seasonal clearance", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Promotion and markdown cadence is a defining retail rhythm -- from seasonal end-of-season sales to flash promotions synchronized across store and e-commerce pricing engines.", "tech": "A tech company applies a narrower version for direct hardware sales (e.g., holiday device discounts), but pricing is largely centralized/global versus retail's zone/store-level pricing complexity.", "insurance": "Insurance pricing is actuarially filed and regulator-approved rather than dynamically promotional; the closest analog is administering approved discounts (multi-policy bundling, safe-driver, loyalty) and timing rate changes, rather than markdowns or flash sales.", "hotel": "For a hotel company, this covers pricing and promoting on-property retail and F&B outlets -- gift-shop merchandise, spa retail, in-room dining -- distinct from room-rate pricing, and is typically a smaller, boutique-scale version of retail promotion planning.", "manufacturing": "For a manufacturer with retail or dealer-facing pricing, this sets list and channel pricing and plans promotions or rebate periods, coordinated with production cost trends and distributor margin requirements.", "banking": "For a bank, this maps to setting deposit and loan rate strategy and running time-bound promotional offers (e.g., account-opening bonuses, promotional APRs) balanced against net interest margin and competitive rate positioning." }, "country": { "PH": "Promotional pricing must comply with DTI Price Act rules on suggested retail price (SRP) display and prohibitions on misleading \"was/now\" pricing claims for basic necessities.", "US": "Pricing/markdown practices must comply with FTC guidance against deceptive reference pricing and state-level unit-pricing and price-accuracy (scanner-accuracy) laws.", "SG": "Pricing communications must comply with the Consumer Protection (Fair Trading) Act and CASE guidelines against misleading discount claims." }, "systems": [ "Revionics", "DemandTec", "Oracle Retail Price Management", "Blue Yonder Pricing" ], "kpis": [ "Gross margin %", "Markdown as % of sales", "Price change compliance/accuracy rate" ] }, "trigger": "Triggered at the start of a new pricing and promotions cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed pricing and promotions position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.1.3", "name": "Manage Vendor and Private-Label Buying", "description": "Manage the end-to-end buying cycle with brand and private-label vendors, from line planning and vendor negotiation through purchase order commitment.", "hasStepDetail": false, "activities": [ { "id": "9.1.3.1", "name": "Plan private-label/branded product lines", "tasks": [ { "id": "9.1.3.1.1", "name": "Brief and develop private-label product specifications", "steps": [ "Receive the trigger and confirm the inputs required for brief and develop private-label product specifications", "Brief and develop private-label product specifications", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.3.1.2", "name": "Select and negotiate with vendors", "steps": [ "Prepare templates, access, and stakeholder alignment for select and negotiate with vendors", "Select and negotiate with vendors", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.3.2", "name": "Commit and manage buy orders", "tasks": [ { "id": "9.1.3.2.1", "name": "Place seasonal purchase order commitments", "steps": [ "Receive the trigger and confirm the inputs required for place seasonal purchase order commitments", "Place seasonal purchase order commitments", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.3.2.2", "name": "Manage vendor compliance (routing guide, chargebacks)", "steps": [ "Receive the trigger and confirm the inputs required for manage vendor compliance (routing guide, chargebacks)", "Manage vendor compliance (routing guide, chargebacks)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Buying cycles are retail-defining -- seasonal line commitments made 6-12 months in advance, vendor compliance/chargeback programs, and private-label development are core retail merchandising functions.", "tech": "Minimal applicability; a tech company's closest analog is component/ODM sourcing (covered under general supply chain procurement) rather than a distinct \"buying\" function.", "insurance": "Not directly applicable in the retail-merchandise sense; the closest analog is sourcing and negotiating reinsurance treaties and MGA/program-administrator partnerships that effectively 'buy' underwriting capacity and distribution on the insurer's behalf.", "hotel": "For a hotel operator, this means buying branded amenities, gift-shop merchandise, and private-label bath/toiletry lines from vendors, negotiating terms that scale across the property portfolio.", "manufacturing": "For a manufacturer, the closest analog is managing contract-manufacturing or private-label production agreements and outside-buy decisions for components or finished items the plant doesn't produce in-house.", "banking": "For a bank, the closest analog is managing co-brand and private-label card partnerships and outsourced product arrangements (e.g., white-labeled insurance or investment products), negotiated much like a retailer manages private-label vendor relationships." }, "country": { "PH": "Private-label food/cosmetic/drug items require Philippine FDA product registration before the buy commitment can convert to a saleable SKU; imported private-label goods require BOC import documentation.", "US": "Private-label goods sold in the US require compliance with FTC \"Made in USA\"/country-of-origin labeling rules and CPSC safety requirements before PO commitment.", "SG": "Imported private-label goods require correct HS-code classification for Singapore Customs duty/GST assessment at entry." }, "systems": [ "Oracle Retail Merchandising (RMS)", "SAP Retail", "Centric PLM", "TradeStone/Infor Nexus" ], "kpis": [ "Private-label sales mix %", "Vendor on-time delivery to PO %", "Open-to-buy variance" ] }, "trigger": "Triggered at the start of a new vendor and private-label buying cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed vendor and private-label buying position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "9.2", "groupName": "Store Operations", "processes": [ { "id": "9.2.1", "name": "Manage Store Replenishment and Planogram Execution", "description": "Ensure stores are replenished to plan and merchandised to approved planograms, maintaining on-shelf availability and visual merchandising standards.", "hasStepDetail": false, "activities": [ { "id": "9.2.1.1", "name": "Execute store replenishment", "tasks": [ { "id": "9.2.1.1.1", "name": "Generate store-level replenishment orders", "steps": [ "Assess scope and gather the supporting data needed for generate store-level replenishment orders", "Generate store-level replenishment orders", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.2.1.1.2", "name": "Receive and stock incoming store deliveries", "steps": [ "Prepare templates, access, and stakeholder alignment for receive and stock incoming store deliveries", "Receive and stock incoming store deliveries", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.2.1.2", "name": "Execute planogram and visual merchandising", "tasks": [ { "id": "9.2.1.2.1", "name": "Implement planogram resets by category", "steps": [ "Receive the trigger and confirm the inputs required for implement planogram resets by category", "Implement planogram resets by category", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.2.1.2.2", "name": "Audit shelf compliance and on-shelf availability", "steps": [ "Receive the trigger and confirm the inputs required for audit shelf compliance and on-shelf availability", "Audit shelf compliance and on-shelf availability", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "This is the physical heart of retail -- daily/weekly replenishment cycles, planogram compliance audits, and on-shelf-availability tracking are unique to brick-and-mortar retail operations.", "tech": "Not applicable to a pure technology company; only relevant to a tech firm's own branded retail stores, and even then at far smaller scale and SKU count.", "insurance": "Not applicable to an insurer, which has no physical merchandise or store planograms to replenish; branch or agency offices, where they exist, require only routine facilities upkeep rather than merchandising execution.", "hotel": "For a hotel company, this maps to replenishing minibar, retail-shop, and amenity stock at each property and keeping in-room and lobby merchandising to brand visual standards.", "manufacturing": "For a manufacturer running company-owned outlet or showroom locations, this ensures those sites are replenished from finished-goods inventory and merchandised to standard, with the deeper analog being replenishment of distributor branches from plant output.", "banking": "For a bank, this translates to ensuring branches are stocked with current product collateral and disclosures, and that in-branch merchandising of promoted products meets brand and compliance standards." }, "country": { "PH": "Store replenishment in typhoon-prone regions should build contingency buffer stock ahead of forecast severe-weather events that disrupt inbound delivery routes.", "US": "No distinct regulatory requirement; large chains commonly use continuous replenishment (CPFR) with vendors under EDI standards.", "SG": "No distinct requirement beyond general corporate practice; compact store footprints and dense urban locations make frequent small-batch replenishment the norm." }, "systems": [ "Blue Yonder Store Replenishment", "SAP Retail", "RELEX Solutions", "JDA Space Planning" ], "kpis": [ "On-shelf availability %", "Planogram compliance %", "Store replenishment order accuracy" ] }, "trigger": "Triggered at the start of a new store replenishment and planogram execution cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed store replenishment and planogram execution position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.2.2", "name": "Manage Store Labor and Scheduling", "description": "Forecast store traffic/sales-driven labor need and build compliant, cost-effective staff schedules across the store network.", "hasStepDetail": false, "activities": [ { "id": "9.2.2.1", "name": "Forecast store labor demand", "tasks": [ { "id": "9.2.2.1.1", "name": "Forecast customer traffic and sales by store/daypart", "steps": [ "Prepare templates, access, and stakeholder alignment for forecast customer traffic and sales by store/daypart", "Forecast customer traffic and sales by store/daypart", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.2.2.1.2", "name": "Translate the forecast into labor hour budgets", "steps": [ "Receive the trigger and confirm the inputs required for translate the forecast into labor hour budgets", "Translate the forecast into labor hour budgets", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "9.2.2.2", "name": "Build and manage store schedules", "tasks": [ { "id": "9.2.2.2.1", "name": "Generate compliant staff schedules", "steps": [ "Receive the trigger and confirm the inputs required for generate compliant staff schedules", "Generate compliant staff schedules", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.2.2.2.2", "name": "Manage shift swaps and time & attendance", "steps": [ "Prepare templates, access, and stakeholder alignment for manage shift swaps and time & attendance", "Manage shift swaps and time & attendance", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Labor scheduling is highly granular in retail -- hourly/daypart staffing tied directly to footfall and sales forecasts across a large hourly workforce, unlike most corporate functions.", "tech": "Minimal applicability outside a tech company's own retail stores or support/call-center operations, where a lighter version of demand-based scheduling would apply.", "insurance": "The closest analog is forecasting and scheduling claims-adjuster and contact-center staffing against policy volume and, critically, catastrophe-driven claim surges that can require deploying hundreds of additional adjusters within days.", "hotel": "For a hotel operator, this is closely analogous to forecasting occupancy-driven labor need and building front-desk, housekeeping, and F&B staff schedules across the property -- the largest controllable cost line in hotel operations.", "manufacturing": "For a manufacturer with retail or showroom locations, this forecasts foot traffic and builds compliant staff schedules for those sites, distinct from the shift-scheduling used on the production floor.", "banking": "For a bank, this means forecasting branch foot traffic and transaction volume to build compliant, cost-effective teller and relationship-manager schedules across the branch network." }, "country": { "PH": "Schedules must comply with Philippine Labor Code rules on rest days, night-shift differential, and holiday-pay premiums for retail hourly staff.", "US": "Scheduling must comply with state/local \"fair workweek\" predictive-scheduling laws (e.g., New York City, San Francisco, Chicago, Oregon) requiring advance notice and predictability pay.", "SG": "Scheduling must comply with the Employment Act provisions on rest days and overtime for retail workers under MOM regulations." }, "systems": [ "Workforce.com", "UKG (Kronos) Workforce Management", "Zebra Reflexis Workforce Management", "Legion" ], "kpis": [ "Labor cost as % of sales", "Schedule adherence %", "Sales per labor hour" ] }, "trigger": "Triggered at the start of a new store labor and scheduling cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed store labor and scheduling position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.2.3", "name": "Manage Store Cash and Loss Prevention", "description": "Operate daily cash handling/reconciliation and loss-prevention programs to protect store assets and ensure financial control at store level.", "hasStepDetail": false, "activities": [ { "id": "9.2.3.1", "name": "Manage daily cash operations", "tasks": [ { "id": "9.2.3.1.1", "name": "Reconcile register/till cash to POS transactions", "steps": [ "Prepare templates, access, and stakeholder alignment for reconcile register/till cash to pos transactions", "Reconcile register/till cash to POS transactions", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.2.3.1.2", "name": "Prepare and process the daily bank deposit", "steps": [ "Assess scope and gather the supporting data needed for prepare and process the daily bank deposit", "Prepare and process the daily bank deposit", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.2.3.2", "name": "Execute loss prevention and shrink control", "tasks": [ { "id": "9.2.3.2.1", "name": "Monitor CCTV/EAS and exception-based reporting for shrink", "steps": [ "Assess scope and gather the supporting data needed for monitor cctv/eas and exception-based reporting for shrink", "Monitor CCTV/EAS and exception-based reporting for shrink", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.2.3.2.2", "name": "Investigate and report inventory shrinkage incidents", "steps": [ "Receive the trigger and confirm the inputs required for investigate and report inventory shrinkage incidents", "Investigate and report inventory shrinkage incidents", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Cash handling and shrink control are foundational, daily retail-store disciplines with no real analog in most other business functions.", "tech": "Not applicable beyond a tech company's own retail storefronts, which would run a much smaller-scale version of the same controls.", "insurance": "The closest analog is premium-collection reconciliation and controls against agent/producer premium misappropriation, alongside claims-fraud detection as the insurer's primary loss-prevention discipline.", "hotel": "For a hotel company, this covers front-desk and F&B outlet cash handling/reconciliation and loss-prevention programs, such as minibar and retail shrinkage and key-card security, at the property level.", "manufacturing": "For a manufacturer with retail/outlet operations, this operates cash handling and loss-prevention controls at those sites, while the plant-floor analog is inventory shrinkage and scrap control.", "banking": "For a bank, this is a direct and heightened analog: daily branch cash-drawer reconciliation, vault controls, and robbery/fraud loss-prevention programs are core operational-risk disciplines given branches hold physical cash." }, "country": { "PH": "Cash operations must comply with BIR requirements for official receipts/CRM-POS accreditation and end-of-day Z-reading reporting.", "US": "Retailers must comply with state bottle-deposit/cash-handling rules where applicable and PCI-DSS for card-transaction security at the POS.", "SG": "POS systems must issue GST-compliant tax invoices, and cash handling should align with MAS anti-money-laundering thresholds for large cash transactions." }, "systems": [ "NCR/Oracle POS", "Zebra/Verint exception-based reporting", "Agilence", "LP DataMart" ], "kpis": [ "Shrink as % of sales", "Cash variance rate", "Loss-prevention incident closure rate" ] }, "trigger": "Triggered at the start of a new store cash and loss prevention cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed store cash and loss prevention position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "9.3", "groupName": "Omnichannel / E-commerce Fulfillment", "processes": [ { "id": "9.3.1", "name": "Manage E-commerce Order Orchestration", "description": "Capture, validate, and intelligently route online orders to the optimal fulfillment node (DC, dark store, or physical store) based on inventory and cost-to-serve.", "hasStepDetail": false, "activities": [ { "id": "9.3.1.1", "name": "Capture and validate online orders", "tasks": [ { "id": "9.3.1.1.1", "name": "Process checkout and payment capture", "steps": [ "Prepare templates, access, and stakeholder alignment for process checkout and payment capture", "Process checkout and payment capture", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.3.1.1.2", "name": "Validate fraud, address, and inventory availability", "steps": [ "Assess scope and gather the supporting data needed for validate fraud, address, and inventory availability", "Validate fraud, address, and inventory availability", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.3.1.2", "name": "Route orders to optimal fulfillment node", "tasks": [ { "id": "9.3.1.2.1", "name": "Apply distributed order management (DOM) routing logic", "steps": [ "Assess scope and gather the supporting data needed for apply distributed order management (dom) routing logic", "Apply distributed order management (DOM) routing logic", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.3.1.2.2", "name": "Allocate inventory across fulfillment nodes", "steps": [ "Receive the trigger and confirm the inputs required for allocate inventory across fulfillment nodes", "Allocate inventory across fulfillment nodes", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Order orchestration across store, DC, and dark-store inventory pools is a defining omnichannel-retail capability, unlike a single-warehouse e-commerce model.", "tech": "A tech company's direct-to-consumer site typically routes from a small number of centralized DCs, making orchestration far simpler than multi-node retail routing.", "insurance": "For a direct-to-consumer insurer, this maps to orchestrating the online quote-bind-issue flow across web, app, and comparison-rater/aggregator channels, routing applications through automated underwriting rules or to a human underwriter based on risk complexity.", "hotel": "For a hotel operator, this is the closest analog to reservation routing -- capturing bookings from the brand's direct-booking engine and OTA channels and ensuring room inventory is allocated correctly across the distribution mix.", "manufacturing": "For a manufacturer selling direct-to-customer or through an e-commerce storefront, this captures and routes online orders to the optimal fulfillment point -- a distribution center or the plant itself for build-to-order items.", "banking": "For a bank, the analogous process routes digital account-opening and loan applications to the right fulfillment path -- instant digital approval, branch referral, or underwriter queue -- based on risk profile and product complexity." }, "country": { "PH": "Order validation should account for address-verification challenges in areas without standardized postal codes and should support cash-on-delivery (COD) as a dominant payment method.", "US": "Order capture must support state sales-tax calculation at checkout (economic nexus post-Wayfair) based on the ship-to address.", "SG": "E-commerce order systems must issue GST-compliant invoices and support PayNow/major local payment rails alongside cards." }, "systems": [ "Manhattan Active Order Management", "Fluent Commerce", "Salesforce Order Management", "Shopify Plus" ], "kpis": [ "Order fulfillment cost per order", "Order routing accuracy %", "Cart-to-order conversion rate" ] }, "trigger": "Triggered at the start of a new e-commerce order orchestration cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed e-commerce order orchestration position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.3.2", "name": "Manage BOPIS / Ship-from-Store Fulfillment", "description": "Fulfill online orders from store inventory for customer pickup or last-mile delivery, coordinating store associate picking with digital order systems.", "hasStepDetail": true, "activities": [ { "id": "9.3.2.1", "name": "Process buy-online-pickup-in-store (BOPIS) orders", "tasks": [ { "id": "9.3.2.1.1", "name": "Assign and pick BOPIS orders in-store", "steps": [ "Assess scope and gather the supporting data needed for assign and pick bopis orders in-store", "Assign and pick BOPIS orders in-store", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.3.2.1.2", "name": "Notify and hand off order to customer at pickup counter/curbside", "steps": [ "Assess scope and gather the supporting data needed for notify and hand off order to customer at pickup counter/curbside", "Notify and hand off order to customer at pickup counter/curbside", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.3.2.2", "name": "Process ship-from-store orders", "tasks": [ { "id": "9.3.2.2.1", "name": "Pick and stage ship-from-store orders", "steps": [ "Receive the order routed to the store via the distributed order management (DOM) system", "Store associate receives the pick task on a handheld/mobile app with shelf location", "Pick the item from the sales floor shelf, scanning to confirm SKU and quantity against the order", "Perform substitution/out-of-stock exception handling if the item is unavailable", "Stage the picked item in the designated ship-from-store staging area, separate from BOPIS staging", "Hand off the staged order to the packing station or carrier pickup queue within the SLA window" ] }, { "id": "9.3.2.2.2", "name": "Pack, label, and dispatch ship-from-store parcels", "steps": [ "Assess scope and gather the supporting data needed for pack, label, and dispatch ship-from-store parcels", "Pack, label, and dispatch ship-from-store parcels", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Ship-from-store and BOPIS are signature omnichannel-retail capabilities that turn the store network into a distributed fulfillment network, dramatically shrinking last-mile delivery times -- a capability with no equivalent in pure e-commerce or non-retail businesses.", "tech": "Not applicable to a typical technology company, which lacks a dense physical store network to use as fulfillment nodes; only a tech company with significant retail footprint (flagship stores) would run a small-scale analog.", "insurance": "Not applicable to an insurer, which has no physical goods to fulfill from store inventory; there is no meaningful insurance analog for this process.", "hotel": "For a hotel company, there is no direct BOPIS equivalent, but this maps loosely to on-property fulfillment such as grab-and-go F&B pickup or spa/retail purchases tied to a guest's stay rather than shipped inventory.", "manufacturing": "For a manufacturer, the closer analog is fulfilling online or dealer orders from distributor-branch or regional-warehouse inventory rather than a retail store, coordinating branch-level picking with the order system.", "banking": "For a bank, this maps to hybrid digital-to-branch servicing -- for example, a loan or account opened online but completed or funded in-branch -- coordinating digital origination with in-person steps like notarization or identity verification." }, "country": { "PH": "Store-based fulfillment should plan around metro traffic congestion affecting rider-based last-mile delivery (Grab, Lalamove) and should support COD collection at pickup/delivery.", "US": "Ship-from-store fulfillment triggers sales-tax collection obligations based on the shipping store's state/local jurisdiction, requiring careful tax-engine configuration.", "SG": "Given Singapore's compact geography, ship-from-store and BOPIS windows can be extremely short (same-day/1-hour), and delivery riders must comply with LTA regulations for delivery vehicles/PMDs." }, "systems": [ "Manhattan Active Omni", "Fluent Commerce", "Salesforce Order Management", "Zebra/Reflexis Store Task Management" ], "kpis": [ "BOPIS pickup SLA compliance %", "Ship-from-store order cycle time", "Store fulfillment accuracy %" ] }, "trigger": "Triggered at the start of a new bopis / ship-from-store fulfillment cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed bopis / ship-from-store fulfillment position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.3.3", "name": "Manage Returns and Reverse Logistics", "description": "Process customer returns across channels (in-store, mail-back, locker) and route returned goods to restock, liquidation, or disposal.", "hasStepDetail": false, "activities": [ { "id": "9.3.3.1", "name": "Process customer-facing returns", "tasks": [ { "id": "9.3.3.1.1", "name": "Accept and inspect returns at store/return point", "steps": [ "Assess scope and gather the supporting data needed for accept and inspect returns at store/return point", "Accept and inspect returns at store/return point", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.3.3.1.2", "name": "Issue refund, exchange, or store credit", "steps": [ "Assess scope and gather the supporting data needed for issue refund, exchange, or store credit", "Issue refund, exchange, or store credit", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.3.3.2", "name": "Manage reverse logistics disposition", "tasks": [ { "id": "9.3.3.2.1", "name": "Route returned goods to restock/outlet/liquidation channel", "steps": [ "Prepare templates, access, and stakeholder alignment for route returned goods to restock/outlet/liquidation channel", "Route returned goods to restock/outlet/liquidation channel", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.3.3.2.2", "name": "Manage vendor return/chargeback for defective goods", "steps": [ "Assess scope and gather the supporting data needed for manage vendor return/chargeback for defective goods", "Manage vendor return/chargeback for defective goods", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Omnichannel returns (buy online, return in store, or vice versa) are a defining retail complexity, requiring cross-channel inventory and refund reconciliation with no equivalent in single-channel business models.", "tech": "Tech companies manage a narrower returns flow centered on warranty/defective-unit RMA processing rather than high-volume discretionary retail returns.", "insurance": "The closest analog is processing policy cancellations and free-look-period refunds, and handling return-premium calculations when a policy is cancelled mid-term or replaced.", "hotel": "For a hotel operator, this maps to processing on-property retail-shop returns/exchanges and, more broadly, guest service-recovery processes -- comping a stay or refunding a charge -- when a product or service falls short.", "manufacturing": "For a manufacturer, this processes customer and distributor returns, warranty replacements, and core-return programs, routing returned goods to rework, refurbishment, or scrap/disposal.", "banking": "For a bank, the analog is managing account-closure, loan-cancellation (right-of-rescission), and dispute-reversal processes across channels, routing them through the appropriate compliance and reconciliation workflow." }, "country": { "PH": "Consumer returns are governed by the Consumer Act of the Philippines (RA 7394), which sets baseline warranty/return expectations retailers must honor.", "US": "Returns policies interact with state-level consumer protection laws and, for restocked goods, sales-tax refund rules; retailers must also manage \"returns fraud\" (wardrobing) controls.", "SG": "Returns are governed by the Consumer Protection (Fair Trading) Act and Lemon Law provisions for defective goods within the statutory period." }, "systems": [ "Narvar", "Loop Returns", "Optoro", "Manhattan Active Omni Returns" ], "kpis": [ "Return rate %", "Return processing cycle time", "Recovery value of returned inventory %" ] }, "trigger": "Triggered at the start of a new returns and reverse logistics cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed returns and reverse logistics position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "human-capital-management", "functionName": "Human Capital Management", "processGroups": [ { "groupId": "6.1", "groupName": "Develop and Manage HR Planning, Policies, and Strategies", "processes": [ { "id": "6.1.1", "name": "Develop HR strategy and workforce plans", "description": "Establishes the organization's human capital strategy, translating business strategy into workforce plans, organizational design, and job architecture that ensure the right capabilities are in place to execute strategy.", "hasStepDetail": false, "activities": [ { "id": "6.1.1.1", "name": "Align HR strategy with business strategy", "tasks": [ { "id": "6.1.1.1.1", "name": "Conduct workforce supply/demand analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct workforce supply/demand analysis", "Conduct workforce supply/demand analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.1.1.1.2", "name": "Define strategic workforce plan and headcount budget", "steps": [ "Assess scope and gather the supporting data needed for define strategic workforce plan and headcount budget", "Define strategic workforce plan and headcount budget", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "6.1.1.2", "name": "Develop organizational design and job architecture", "tasks": [ { "id": "6.1.1.2.1", "name": "Design org structure and reporting lines", "steps": [ "Assess scope and gather the supporting data needed for design org structure and reporting lines", "Design org structure and reporting lines", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.1.1.2.2", "name": "Build job architecture (job families, levels, grades)", "steps": [ "Prepare templates, access, and stakeholder alignment for build job architecture (job families, levels, grades)", "Build job architecture (job families, levels, grades)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "For a major retailer, workforce planning centers on modeling seasonal peak-season headcount (holiday, back-to-school) against store-level sales forecasts, and on flexible org designs that scale frontline headcount up and down quickly across hundreds of locations.", "tech": "For a major tech company, workforce planning focuses on scarce specialized engineering/product talent pools, build-vs-buy decisions for R&D capacity, and rapid re-allocation of headcount across product bets, often within a flatter, less hierarchical job architecture.", "insurance": "Insurer workforce planning must account for a specialized talent pipeline -- actuaries, underwriters, and claims adjusters -- often requiring credentialing (e.g., FCAS/ACAS for actuaries, state adjuster licensing) that lengthens time-to-productivity and constrains hiring pools.", "hotel": "For a hotel company, this means building workforce plans around a largely hourly, shift-based, multi-property workforce -- housekeeping, F&B, front desk, engineering -- and designing job architecture that supports both single-property and multi-property career paths.", "manufacturing": "For a manufacturer, workforce planning centers on multi-shift production staffing, skilled-trades and technician pipelines, and job architecture that spans union and non-union plant roles alongside corporate functions.", "banking": "For a bank, this means translating strategy into workforce plans for branch, contact-center, credit, and compliance staffing, with job architecture reflecting the licensing and certification requirements many banking roles carry." }, "country": { "PH": "Workforce and org design decisions must account for DOLE regulations on contracting/subcontracting (Department Order 174-17) when using manpower agencies for peak staffing, and for the distinction between regular, project-based, seasonal, and probationary employment categories that affect security-of-tenure obligations.", "US": "Workforce planning should incorporate EEOC/OFCCP considerations (affirmative action planning for federal contractors) and state-level pay transparency/pay equity laws when defining job architecture and grade structures.", "SG": "Workforce plans involving foreign talent must factor in Ministry of Manpower (MOM) work-pass quota and levy requirements (Employment Pass, S Pass, Dependant's Pass) and the Fair Consideration Framework, which requires local job advertising before hiring foreign talent for PMET roles." }, "systems": [ "Workday Adaptive Planning", "SAP SuccessFactors Workforce Planning", "Visier", "ChartHop" ], "kpis": [ "Workforce plan accuracy (forecast vs. actual headcount)", "Time to fill critical/strategic roles", "Internal capability coverage ratio" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop hr strategy and workforce plans", "output": "A completed, validated hr strategy and workforce plans, ready for stakeholder review and sign-off" }, { "id": "6.1.2", "name": "Develop and manage HR policies and compliance framework", "description": "Develops, maintains, and governs the organization's HR policy framework and employee handbook, and monitors regulatory and labor-relations obligations to keep policies and practices compliant across jurisdictions.", "hasStepDetail": false, "activities": [ { "id": "6.1.2.1", "name": "Develop HR policies and employee handbook", "tasks": [ { "id": "6.1.2.1.1", "name": "Draft and update policy library", "steps": [ "Assess scope and gather the supporting data needed for draft and update policy library", "Draft and update policy library", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.1.2.1.2", "name": "Conduct legal/regulatory compliance review", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct legal/regulatory compliance review", "Conduct legal/regulatory compliance review", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "6.1.2.2", "name": "Manage labor relations and statutory compliance", "tasks": [ { "id": "6.1.2.2.1", "name": "Monitor labor law and regulatory changes", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor labor law and regulatory changes", "Monitor labor law and regulatory changes", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.1.2.2.2", "name": "Manage union/works council relations", "steps": [ "Receive the trigger and confirm the inputs required for manage union/works council relations", "Manage union/works council relations", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail policy frameworks require heavy emphasis on predictive-scheduling ordinances, meal/rest break compliance across many store locations, and minor-employment rules for younger frontline hires.", "tech": "Tech company policy frameworks emphasize remote/hybrid work policies, global mobility and cross-border employment compliance, and IP/confidentiality and non-compete policy design for engineering and R&D staff.", "insurance": "HR policy frameworks for insurers must layer in state adjuster and producer licensing requirements and continuing-education obligations on top of standard labor-law compliance.", "hotel": "For a hotel operator, this means maintaining HR policy and labor-law compliance across many local jurisdictions and, often, unionized housekeeping and F&B workforces, plus tip-pooling and service-charge rules specific to hospitality.", "manufacturing": "For a manufacturer, this maintains HR policy and monitors labor-relations obligations with particular attention to union contracts (collective bargaining agreements), OSHA workplace-safety requirements, and multi-shift labor-law compliance.", "banking": "For a bank, this includes standard HR policy governance plus banking-specific conduct requirements, such as fit-and-proper standards for regulated roles, monitored across every operating jurisdiction." }, "country": { "PH": "Policy libraries must be benchmarked against the Labor Code of the Philippines, DOLE Labor Advisories, and Republic Act 11058 (OSH Law); handbooks typically codify the 13th-month pay mandate (PD 851), holiday pay rules, and due-process requirements (the twin-notice rule) for discipline and termination.", "US": "Policy frameworks must reconcile federal law (FLSA, Title VII, ADA, FMLA) with a patchwork of state and local requirements (e.g., state paid sick leave, harassment-prevention training mandates, at-will employment disclaimers).", "SG": "Policies must align with the Employment Act (Singapore's principal labor statute), MOM's Tripartite Guidelines on Fair Employment Practices (TAFEP), and Work Injury Compensation Act requirements." }, "systems": [ "SharePoint/Confluence policy repositories", "PolicyTech", "ComplyAdvantage", "Frappe HR/HRMS" ], "kpis": [ "Policy review/update cycle time", "Employee handbook acknowledgment rate", "Number of compliance findings per audit cycle" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop and manage hr policies and compliance framework", "output": "A completed, validated develop and manage hr policies and compliance framework, ready for stakeholder review and sign-off" }, { "id": "6.1.3", "name": "Manage HR analytics and reporting", "description": "Builds HR metrics, dashboards, and reporting capability, and conducts HR audits and data-governance activities to ensure workforce data is accurate, secure, and actionable for leadership decision-making.", "hasStepDetail": false, "activities": [ { "id": "6.1.3.1", "name": "Build HR metrics and dashboards", "tasks": [ { "id": "6.1.3.1.1", "name": "Define HR KPI framework", "steps": [ "Prepare templates, access, and stakeholder alignment for define hr kpi framework", "Define HR KPI framework", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.1.3.1.2", "name": "Produce workforce reporting for leadership and board", "steps": [ "Receive the trigger and confirm the inputs required for produce workforce reporting for leadership and board", "Produce workforce reporting for leadership and board", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.1.3.2", "name": "Conduct HR audits and risk management", "tasks": [ { "id": "6.1.3.2.1", "name": "Perform compliance audits", "steps": [ "Assess scope and gather the supporting data needed for perform compliance audits", "Perform compliance audits", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.1.3.2.2", "name": "Manage HR data governance and privacy program", "steps": [ "Receive the trigger and confirm the inputs required for manage hr data governance and privacy program", "Manage HR data governance and privacy program", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail HR analytics emphasize store-level labor-cost-to-sales ratios, turnover heat maps by location/region, and real-time headcount-vs-schedule variance reporting across a large distributed footprint.", "tech": "Tech company HR analytics emphasize attrition/regretted-attrition modeling for engineering talent, diversity representation reporting at each career level, and predictive people analytics feeding into retention and comp interventions.", "insurance": "Insurer HR analytics track headcount and productivity for licensed roles (adjusters, underwriters, producers) alongside standard workforce metrics, since regulatory licensing status directly gates who can perform certain work.", "hotel": "For a hotel company, this means building workforce dashboards that tie labor cost per occupied room, turnover, and overtime to occupancy and RevPAR trends across the property portfolio.", "manufacturing": "For a manufacturer, HR analytics tracks metrics like plant headcount by shift, absenteeism, safety-incident rates, and turnover among skilled-trades roles that are hard to backfill.", "banking": "For a bank, this builds workforce dashboards and audit capability that increasingly must also demonstrate fair and non-discriminatory people practices, the same standard of scrutiny regulators apply to lending decisions." }, "country": { "PH": "HR audits must verify compliance with the Data Privacy Act of 2012 (RA 10173) administered by the National Privacy Commission, including registration of personal data processing systems and breach-notification obligations.", "US": "Analytics and reporting must support EEO-1 component reporting, OFCCP audit readiness for federal contractors, and increasingly state pay-data reporting requirements (e.g., California SB 1162).", "SG": "Data governance must comply with the Personal Data Protection Act (PDPA) and, for headcount reporting, MOM's annual workforce and Comprehensive Labour Force Survey reporting obligations." }, "systems": [ "Visier", "Power BI/Tableau", "SAP SuccessFactors People Analytics", "Frappe HR/HRMS reporting" ], "kpis": [ "HR dashboard adoption rate among managers", "Data accuracy/completeness rate", "Audit finding remediation time" ] }, "trigger": "Triggered at the start of a new hr analytics and reporting cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed hr analytics and reporting position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "6.2", "groupName": "Recruit, Source, and Select Employees", "processes": [ { "id": "6.2.1", "name": "Manage recruitment and sourcing", "description": "Manages requisition planning, job description development, and multi-channel candidate sourcing and pipeline-building to ensure a steady, qualified flow of candidates into open roles.", "hasStepDetail": false, "activities": [ { "id": "6.2.1.1", "name": "Plan and manage requisitions", "tasks": [ { "id": "6.2.1.1.1", "name": "Define job requisition and approve headcount", "steps": [ "Prepare templates, access, and stakeholder alignment for define job requisition and approve headcount", "Define job requisition and approve headcount", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.2.1.1.2", "name": "Develop job descriptions and postings", "steps": [ "Receive the trigger and confirm the inputs required for develop job descriptions and postings", "Develop job descriptions and postings", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.2.1.2", "name": "Source candidates", "tasks": [ { "id": "6.2.1.2.1", "name": "Manage sourcing channels (job boards, agencies, referrals)", "steps": [ "Receive the trigger and confirm the inputs required for manage sourcing channels (job boards, agencies, referrals)", "Manage sourcing channels (job boards, agencies, referrals)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.2.1.2.2", "name": "Build and manage talent pipelines/CRM", "steps": [ "Assess scope and gather the supporting data needed for build and manage talent pipelines/crm", "Build and manage talent pipelines/CRM", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail sourcing runs high-volume, short-cycle campaigns (mass hiring events, walk-in interviews, social-media blitzes) to staff seasonal peaks, relying heavily on referral programs and rehire pools of former seasonal staff.", "tech": "Tech sourcing relies on specialized technical recruiters, engineering-brand campaigns, university/campus pipelines, and passive-candidate outreach on platforms like LinkedIn and GitHub for scarce engineering and data-science talent.", "insurance": "Insurance recruiting competes for a specialized talent pool -- actuaries, underwriters, and claims professionals -- increasingly against insurtech entrants and consulting firms, and must verify licensing eligibility early in the pipeline for regulated roles.", "hotel": "For a hotel operator, this means sourcing for chronically hard-to-fill, high-turnover roles -- housekeeping, culinary, front desk -- often through local job fairs, hospitality schools, and seasonal/resort hiring pipelines.", "manufacturing": "For a manufacturer, sourcing focuses heavily on skilled-trades and production-technician pipelines -- trade schools, apprenticeship programs, and local labor markets -- alongside standard corporate recruiting.", "banking": "For a bank, this means sourcing candidates for roles ranging from tellers and relationship managers to credit analysts and compliance officers, often requiring background and licensing checks unique to regulated financial roles." }, "country": { "PH": "Job postings and requisitions must avoid discriminatory language prohibited under DOLE guidance and RA 10911 (Anti-Age Discrimination in Employment Act); agencies used for sourcing must be DOLE-licensed private employment/recruitment agencies.", "US": "Job postings must comply with EEOC guidance and increasingly with state pay-transparency laws requiring salary ranges to be disclosed in postings (e.g., Colorado, New York, California).", "SG": "Job postings for PMET (professional, managerial, executive, technical) roles must be advertised on MyCareersFuture for a minimum period under the Fair Consideration Framework before a foreign candidate can be hired." }, "systems": [ "Greenhouse", "LinkedIn Recruiter", "SmartRecruiters", "Frappe HR Recruitment module" ], "kpis": [ "Time to fill", "Sourcing channel conversion / cost-per-hire", "Pipeline-to-offer ratio" ] }, "trigger": "Triggered at the start of a new recruitment and sourcing cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed recruitment and sourcing position, with exceptions resolved and status reported to stakeholders" }, { "id": "6.2.2", "name": "Select and hire employees", "description": "Screens, assesses, and interviews candidates, and manages offer approval and pre-employment requirements to convert qualified candidates into hired employees.", "hasStepDetail": true, "activities": [ { "id": "6.2.2.1", "name": "Screen and assess candidates", "tasks": [ { "id": "6.2.2.1.1", "name": "Screen applications and resumes", "steps": [ "Assess scope and gather the supporting data needed for screen applications and resumes", "Screen applications and resumes", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.2.2.1.2", "name": "Conduct interviews and assessments", "steps": [ "Assess scope and gather the supporting data needed for conduct interviews and assessments", "Conduct interviews and assessments", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "6.2.2.2", "name": "Extend offers and manage pre-employment", "tasks": [ { "id": "6.2.2.2.1", "name": "Approve and extend offer of employment", "steps": [ "Prepare compensation recommendation and offer package, validating against the approved pay band and headcount budget", "Obtain internal approvals (hiring manager, HRBP, and compensation/finance sign-off per delegation of authority)", "Generate the formal offer letter/employment contract from a jurisdiction-specific template", "Present the offer to the candidate and manage any negotiation", "Receive candidate acceptance and countersigned offer/contract", "Trigger the pre-onboarding workflow (background-check initiation, IT/systems provisioning request)" ] }, { "id": "6.2.2.2.2", "name": "Conduct background checks and pre-employment requirements", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct background checks and pre-employment requirements", "Conduct background checks and pre-employment requirements", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Selection for frontline retail roles is typically a fast, high-volume, structured-interview process (often a single interview with same-day decisioning) prioritizing availability, reliability, and customer-service aptitude over deep technical assessment.", "tech": "Tech selection processes use multi-stage technical interview loops (coding assessments, system design, take-home projects) and structured debrief/hiring-committee calibration to reduce bias and assess both skill and culture/values fit.", "insurance": "Hiring for licensed insurance roles (adjusters, producers) must confirm state licensing eligibility and, for many roles, pass background or credit checks required by state insurance regulations before an offer can be finalized.", "hotel": "For a hotel company, this means screening and hiring for guest-facing roles with strong service orientation, and managing pre-employment requirements like background checks for staff with room-key access.", "manufacturing": "For a manufacturer, hiring for production roles often includes physical-capability assessments and safety-orientation screening alongside standard interviews before extending an offer.", "banking": "For a bank, this includes standard screening and interviewing plus mandatory pre-employment background and regulatory fitness checks required before hiring into most customer-facing or financial-control roles." }, "country": { "PH": "Employers commonly require NBI clearance, barangay clearance, and pre-employment medical exams as part of pre-employment requirements; new hires are generally placed on probationary status for up to six months per the Labor Code before regularization, and the standards for regularization must be communicated to the employee at the time of engagement.", "US": "Background checks must comply with the Fair Credit Reporting Act (FCRA), and many states/cities enforce 'ban-the-box' rules restricting when criminal-history questions can be asked; Form I-9 employment eligibility verification (and E-Verify in some states) is mandatory within 3 business days of hire.", "SG": "For foreign hires, the offer and hiring decision is contingent on Employment Pass or S Pass approval from MOM, which is assessed against the Complementarity Assessment Framework (COMPASS) points system." }, "systems": [ "Greenhouse", "HireRight/Sterling (background checks)", "HackerRank/Codility", "Frappe HR Recruitment module" ], "kpis": [ "Offer acceptance rate", "Time from interview to offer", "Quality of hire (90-day/1-year performance correlation)" ] }, "trigger": "Triggered by a business need requiring select and hire employees", "output": "A documented, approved selection decision for select and hire employees" }, { "id": "6.2.3", "name": "Onboard new employees", "description": "Prepares for and delivers a structured onboarding experience — contracts, system access, orientation, and early-tenure milestones — to accelerate new-hire productivity and engagement.", "hasStepDetail": false, "activities": [ { "id": "6.2.3.1", "name": "Prepare for new-hire start", "tasks": [ { "id": "6.2.3.1.1", "name": "Generate employment contract and documentation", "steps": [ "Receive the trigger and confirm the inputs required for generate employment contract and documentation", "Generate employment contract and documentation", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.2.3.1.2", "name": "Set up employee records, systems access, and equipment", "steps": [ "Prepare templates, access, and stakeholder alignment for set up employee records, systems access, and equipment", "Set up employee records, systems access, and equipment", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "6.2.3.2", "name": "Deliver onboarding and orientation", "tasks": [ { "id": "6.2.3.2.1", "name": "Conduct new-hire orientation", "steps": [ "Receive the trigger and confirm the inputs required for conduct new-hire orientation", "Conduct new-hire orientation", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.2.3.2.2", "name": "Manage 30/60/90-day onboarding plan", "steps": [ "Prepare templates, access, and stakeholder alignment for manage 30/60/90-day onboarding plan", "Manage 30/60/90-day onboarding plan", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail onboarding is compressed and standardized (often a single day-one orientation plus point-of-sale/systems training), delivered consistently across hundreds of stores via a centralized LMS to get frontline staff productive within days.", "tech": "Tech onboarding is a multi-week structured program (engineering ramp plans, buddy/mentor assignment, codebase orientation) designed to get technical new hires to a first commit/first project contribution quickly while embedding them in team culture.", "insurance": "Insurer onboarding for adjusters and underwriters must sequence state licensing/exam completion and policy-administration or claims-system training alongside standard orientation, since these employees cannot legally perform licensed work until credentialed.", "hotel": "For a hotel operator, this means delivering structured onboarding -- brand-standard service training, PMS/systems access, uniform and badge issuance -- often on a rolling basis given high seasonal and frontline turnover.", "manufacturing": "For a manufacturer, onboarding a production hire includes mandatory safety certification (e.g., lockout/tagout, PPE training) and shop-floor orientation in addition to standard paperwork and system access.", "banking": "For a bank, onboarding layers in mandatory compliance training -- AML/BSA, code of conduct, information security -- that new hires must complete before gaining systems access or customer-facing responsibilities." }, "country": { "PH": "Onboarding documentation must include mandatory government-benefit enrollment forms (SSS E-1/E-4, PhilHealth PMRF, Pag-IBIG MDF) and BIR Form 2305/1902 for tax registration, all of which the employer is obligated to process on the employee's behalf.", "US": "Onboarding must complete Form I-9 verification within the statutory window, distribute required new-hire notices (state wage theft prevention notices in some states), and register the employee with the state's new-hire reporting system.", "SG": "Onboarding for foreign hires requires physical Employment Pass/S Pass card issuance, and the employer must contribute to the Skills Development Levy (SDL) from the first month of employment for all employees including foreigners." }, "systems": [ "BambooHR", "Workday Onboarding", "DocuSign", "Frappe HR Onboarding module" ], "kpis": [ "New-hire 90-day retention rate", "Time to full productivity", "Onboarding task completion rate" ] }, "trigger": "Triggered by a confirmed new addition requiring new employees", "output": "A fully onboarded party, set up and ready to operate within new employees" } ] }, { "groupId": "6.3", "groupName": "Develop and Counsel Employees", "processes": [ { "id": "6.3.1", "name": "Manage employee performance", "description": "Manages the end-to-end performance cycle — goal-setting/cascading, ongoing feedback, and formal review — including performance improvement processes for underperforming employees.", "hasStepDetail": false, "activities": [ { "id": "6.3.1.1", "name": "Plan and set performance goals", "tasks": [ { "id": "6.3.1.1.1", "name": "Cascade goals/OKRs to individuals", "steps": [ "Assess scope and gather the supporting data needed for cascade goals/okrs to individuals", "Cascade goals/OKRs to individuals", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.3.1.1.2", "name": "Conduct goal-setting and calibration sessions", "steps": [ "Receive the trigger and confirm the inputs required for conduct goal-setting and calibration sessions", "Conduct goal-setting and calibration sessions", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.3.1.2", "name": "Conduct performance reviews", "tasks": [ { "id": "6.3.1.2.1", "name": "Conduct mid-year and annual performance reviews", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct mid-year and annual performance reviews", "Conduct mid-year and annual performance reviews", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.3.1.2.2", "name": "Manage performance improvement plans (PIPs)", "steps": [ "Prepare templates, access, and stakeholder alignment for manage performance improvement plans (pips)", "Manage performance improvement plans (PIPs)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail performance management is often metrics-driven at the individual level (sales-per-hour, units-per-transaction, customer satisfaction scores) with frequent, short-cycle check-ins tied to shift performance and mystery-shopper results.", "tech": "Tech performance management typically uses OKRs or similar goal frameworks with calibrated ratings across peer groups, 360-degree feedback, and strong linkage to promotion/leveling committees rather than annual-only reviews.", "insurance": "Performance management for underwriters and adjusters incorporates loss-ratio and claims-accuracy/cycle-time outcomes tied to their book of business, not just standard competency ratings.", "hotel": "For a hotel company, this means running performance cycles for both salaried management and hourly frontline staff, with service-quality metrics like guest comment scores and secret-shopper audits factored into reviews.", "manufacturing": "For a manufacturer, performance management for plant roles is often tied to individual and line-level production and safety metrics, alongside the standard goal-setting and review cycle for salaried staff.", "banking": "For a bank, performance management typically balances sales and origination targets against compliance and conduct metrics, since incentive-driven misconduct is a well-known regulatory risk in banking." }, "country": { "PH": "Performance improvement plans that may lead to termination for just cause (e.g., gross and habitual neglect) must strictly follow the twin-notice due-process rule under the Labor Code (notice to explain, opportunity to be heard, notice of decision), or the dismissal risks being ruled illegal by the NLRC.", "US": "Documentation of performance issues should be contemporaneous and consistent to defend at-will termination decisions against wrongful-termination or discrimination claims; some states require specific PIP or notice procedures for certain worker categories.", "SG": "Performance-related dismissals must comply with the Employment Act's requirement of just cause and due inquiry, and the Tripartite Guidelines on Wrongful Dismissal, which MOM uses to assess complaints." }, "systems": [ "Lattice", "Workday Performance Management", "15Five", "Frappe HR Performance module" ], "kpis": [ "Review completion rate", "Goal alignment/cascade rate", "PIP success/exit ratio" ] }, "trigger": "Triggered at the start of a new employee performance cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed employee performance position, with exceptions resolved and status reported to stakeholders" }, { "id": "6.3.2", "name": "Develop employees and manage learning", "description": "Assesses training needs, designs curricula, and delivers and tracks learning (classroom, e-learning, on-the-job) including mandatory compliance training, to build organizational capability.", "hasStepDetail": false, "activities": [ { "id": "6.3.2.1", "name": "Assess training needs and build curricula", "tasks": [ { "id": "6.3.2.1.1", "name": "Conduct training needs analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct training needs analysis", "Conduct training needs analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.3.2.1.2", "name": "Design learning curricula and content", "steps": [ "Receive the trigger and confirm the inputs required for design learning curricula and content", "Design learning curricula and content", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.3.2.2", "name": "Deliver learning and track development", "tasks": [ { "id": "6.3.2.2.1", "name": "Deliver training (classroom, e-learning, on-the-job)", "steps": [ "Assess scope and gather the supporting data needed for deliver training (classroom, e-learning, on-the-job)", "Deliver training (classroom, e-learning, on-the-job)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.3.2.2.2", "name": "Track certifications and compliance-training completion", "steps": [ "Prepare templates, access, and stakeholder alignment for track certifications and compliance-training completion", "Track certifications and compliance-training completion", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail learning programs prioritize scalable, standardized e-learning and microlearning delivered via mobile LMS to a large, distributed, high-turnover frontline population, with heavy emphasis on compliance (food safety, loss prevention, POS) and rapid ramp-up training.", "tech": "Tech learning programs emphasize technical upskilling (cloud certifications, engineering craft), internal tech talks/conferences, and tuition/conference stipends, often self-directed with manager-guided individual development plans.", "insurance": "Insurer learning programs must deliver mandatory continuing-education hours for licensed adjusters and producers to maintain state licensure, alongside actuarial exam study support and product/underwriting-guideline training.", "hotel": "For a hotel operator, this means delivering brand-standard service training, food-safety certification, and mandatory compliance training -- harassment prevention, safety -- across a dispersed, shift-based workforce.", "manufacturing": "For a manufacturer, learning includes mandatory compliance and safety training (OSHA, equipment certification) plus skills-based training on new machinery or process changes, alongside standard leadership development.", "banking": "For a bank, this includes mandatory annual compliance training (AML, information security, fair lending) alongside role-specific skills development for lending, credit, and advisory staff." }, "country": { "PH": "Learning and development programs should track completion against mandatory OSH training required under RA 11058/DOLE regulations and, where applicable, coordinate with TESDA-accredited training providers for nationally recognized skills certification.", "US": "Certain training is legally mandated in many states (anti-harassment training, e.g., California SB 1343, New York), and completion records must be retained to demonstrate compliance in the event of an EEOC complaint.", "SG": "Training investment can be subsidized through SkillsFuture funding and the SDL-funded Absentee Payroll scheme via SkillsFuture Singapore (SSG), which employers should factor into curriculum and budget planning." }, "systems": [ "Cornerstone OnDemand", "LinkedIn Learning", "Docebo", "Frappe LMS" ], "kpis": [ "Training completion rate", "Compliance training on-time rate", "Learning hours per employee" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop employees and manage learning", "output": "A completed, validated employees and manage learning, ready for stakeholder review and sign-off" }, { "id": "6.3.3", "name": "Manage career development and succession", "description": "Manages career pathing, mentoring, and coaching programs alongside talent review and succession planning to build a pipeline of ready talent for key and critical roles.", "hasStepDetail": false, "activities": [ { "id": "6.3.3.1", "name": "Manage career pathing and mentoring", "tasks": [ { "id": "6.3.3.1.1", "name": "Define career paths and job ladders", "steps": [ "Assess scope and gather the supporting data needed for define career paths and job ladders", "Define career paths and job ladders", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.3.3.1.2", "name": "Manage mentoring and coaching programs", "steps": [ "Prepare templates, access, and stakeholder alignment for manage mentoring and coaching programs", "Manage mentoring and coaching programs", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "6.3.3.2", "name": "Manage succession planning and talent review", "tasks": [ { "id": "6.3.3.2.1", "name": "Conduct talent/9-box review", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct talent/9-box review", "Conduct talent/9-box review", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.3.3.2.2", "name": "Build succession plans for key and critical roles", "steps": [ "Prepare templates, access, and stakeholder alignment for build succession plans for key and critical roles", "Build succession plans for key and critical roles", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail succession planning focuses heavily on store-manager and district-manager pipelines, often building 'promote-from-within' pathways from hourly associate to management to address high frontline turnover and management-bench gaps.", "tech": "Tech succession and career-pathing typically offer dual-track ladders (individual contributor vs. management) with well-defined technical leveling criteria, and succession planning concentrates on engineering leadership and key technical-architect roles.", "insurance": "Succession planning for insurers places particular weight on actuarial and underwriting leadership pipelines, given the long lead time -- years of professional exams -- required to develop a credentialed actuary or senior underwriter.", "hotel": "For a hotel company, this means building career paths from frontline roles into supervisory and general-manager positions, and succession-planning for GM and regional leadership roles across the property portfolio.", "manufacturing": "For a manufacturer, succession planning covers both plant leadership (plant managers, maintenance leads) and corporate roles, with particular attention to bench strength for critical skilled-trades and engineering positions.", "banking": "For a bank, succession planning places particular emphasis on regulated and control-function roles -- chief risk officer, compliance, credit -- where regulators expect documented succession readiness." }, "country": { "PH": "Succession and internal-mobility programs should be documented to support regularization decisions and to demonstrate merit-based promotion practices, strengthening the employer's position in any future labor dispute regarding claims of constructive dismissal or discrimination.", "US": "Succession planning for public companies increasingly intersects with SEC human-capital-disclosure requirements and board-level CEO succession governance expectations.", "SG": "Succession and leadership-development programs for Singapore-based regional roles often integrate with SkillsFuture leadership-development initiatives and support MOM's expectations around developing local (Singaporean/PR) leadership pipelines under the Fair Consideration Framework." }, "systems": [ "SuccessFactors Succession & Development", "Workday Talent (9-box review)", "Fuel50", "Frappe HR" ], "kpis": [ "Succession coverage ratio for critical roles", "Internal promotion rate", "Bench strength / readiness-now percentage" ] }, "trigger": "Triggered at the start of a new career development and succession cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed career development and succession position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "6.4", "groupName": "Reward and Retain Employees", "processes": [ { "id": "6.4.1", "name": "Develop and manage compensation", "description": "Designs market-benchmarked pay structures and grades, and administers annual merit review and variable/incentive pay programs to keep total compensation competitive and internally equitable.", "hasStepDetail": false, "activities": [ { "id": "6.4.1.1", "name": "Design compensation structure", "tasks": [ { "id": "6.4.1.1.1", "name": "Conduct market benchmarking and salary surveys", "steps": [ "Assess scope and gather the supporting data needed for conduct market benchmarking and salary surveys", "Conduct market benchmarking and salary surveys", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.4.1.1.2", "name": "Design pay bands, grades, and structures", "steps": [ "Receive the trigger and confirm the inputs required for design pay bands, grades, and structures", "Design pay bands, grades, and structures", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.4.1.2", "name": "Administer compensation programs", "tasks": [ { "id": "6.4.1.2.1", "name": "Manage annual merit/salary review cycle", "steps": [ "Assess scope and gather the supporting data needed for manage annual merit/salary review cycle", "Manage annual merit/salary review cycle", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.4.1.2.2", "name": "Administer variable pay, bonus, and incentive programs", "steps": [ "Receive the trigger and confirm the inputs required for administer variable pay, bonus, and incentive programs", "Administer variable pay, bonus, and incentive programs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail compensation is anchored to local minimum-wage and living-wage benchmarks for hourly frontline staff, with frequent wage-structure reviews to remain compliant as state/local/regional minimum wages change, plus store-level incentive plans tied to sales targets.", "tech": "Tech compensation structures rely heavily on equity (RSUs/stock options) as a major component of total rewards, with sophisticated market benchmarking for scarce engineering talent and total-rewards statements that emphasize equity value.", "insurance": "Insurer compensation structures benchmark actuarial, underwriting, and claims roles against a specialized labor market, and often include incentive pay tied to underwriting profitability or claims-handling quality rather than pure sales volume.", "hotel": "For a hotel operator, this means benchmarking pay for hourly hospitality roles by local market and administering incentive pay tied to property GOP and guest-satisfaction targets for management.", "manufacturing": "For a manufacturer, compensation design includes shift-differential pay, production incentive/piece-rate structures, and union pay scales alongside standard salary bands for corporate roles.", "banking": "For a bank, compensation design must also satisfy regulatory limits on incentive structures that could encourage excessive risk-taking or improper sales practices, particularly for lending and sales roles." }, "country": { "PH": "Compensation structures must comply with Regional Tripartite Wages and Productivity Board (RTWPB) minimum wage orders, which vary by region, and pay statements must clearly itemize the mandatory 13th-month pay computation (PD 851, due on or before December 24).", "US": "Compensation design must comply with FLSA exempt/non-exempt classification rules (salary-basis and duties tests) and increasingly with state pay-equity/pay-transparency laws requiring posted salary ranges and periodic pay-equity audits.", "SG": "Compensation for lower-wage workers must comply with the Progressive Wage Model (PWM) sector-specific minimum wage schedules, and employers hiring foreign talent must meet MOM's qualifying salary thresholds for Employment Pass/S Pass eligibility." }, "systems": [ "SAP SuccessFactors Compensation", "Radford/Mercer benchmarking data", "Carta (equity management)", "Frappe HR" ], "kpis": [ "Compa-ratio distribution", "Pay equity gap (by gender/role)", "Merit budget utilization rate" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop and manage compensation", "output": "A completed, validated develop and manage compensation, ready for stakeholder review and sign-off" }, { "id": "6.4.2", "name": "Administer payroll", "description": "Operates end-to-end payroll processing — maintaining pay master data, calculating and disbursing pay, and remitting statutory contributions and taxes — accurately and on a compliant, on-time cycle.", "hasStepDetail": true, "activities": [ { "id": "6.4.2.1", "name": "Manage payroll operations", "tasks": [ { "id": "6.4.2.1.1", "name": "Maintain payroll master data and inputs", "steps": [ "Receive the trigger and confirm the inputs required for maintain payroll master data and inputs", "Maintain payroll master data and inputs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.4.2.1.2", "name": "Calculate and process payroll run", "steps": [ "Collect and validate time, attendance, and pay-input data (new hires, terminations, leave, overtime, one-time adjustments)", "Calculate gross pay per employee (base pay, overtime, differentials, allowances, incentives)", "Calculate statutory deductions and withholding (income tax and social security/health/retirement contributions per jurisdiction)", "Calculate net pay and generate the payroll register and exception report", "Obtain payroll sign-off/approval from the payroll manager and finance controller", "Disburse net pay to employees, remit statutory contributions and taxes to authorities, issue payslips, and post journal entries to the general ledger" ] } ] }, { "id": "6.4.2.2", "name": "Manage statutory remittances and reporting", "tasks": [ { "id": "6.4.2.2.1", "name": "Remit statutory contributions and taxes", "steps": [ "Assess scope and gather the supporting data needed for remit statutory contributions and taxes", "Remit statutory contributions and taxes", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.4.2.2.2", "name": "File payroll-related regulatory reports", "steps": [ "Receive the trigger and confirm the inputs required for file payroll-related regulatory reports", "File payroll-related regulatory reports", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail payroll must process large volumes of hourly, shift-differential, and overtime pay across many locations on tight biweekly/weekly cycles, with high sensitivity to timekeeping-system accuracy given thin margins and wage-and-hour litigation risk.", "tech": "Tech payroll must handle complex compensation elements — equity vesting events, sign-on/relocation bonuses, multi-state or multi-country remote-worker tax withholding — often through a global payroll aggregator given distributed workforces.", "insurance": "Insurer payroll must administer producer/agent commission and contingent-commission payments alongside standard employee pay, and accurately track licensed-role compensation for state regulatory reporting.", "hotel": "For a hotel company, this means running payroll across many properties with complex hourly, overtime, tip-pooling, and service-charge distribution rules, and remitting statutory contributions per local jurisdiction.", "manufacturing": "For a manufacturer, payroll must handle multi-shift schedules, overtime, and union pay-rate rules alongside standard salaried payroll, remitting statutory contributions accurately across plant locations.", "banking": "For a bank, payroll runs like any large enterprise's, though pay for regulated roles is often subject to additional deferral or clawback provisions tied to risk and compliance outcomes." }, "country": { "PH": "Payroll must correctly compute and remit employee and employer shares to SSS, PhilHealth, and Pag-IBIG monthly, withhold income tax per the BIR withholding tax table (filing/remitting via BIR Form 1601-C monthly, with Form 2316 issued annually to each employee), and compute holiday pay, night-shift differential, and overtime per Labor Code formulas.", "US": "Payroll must comply with FLSA overtime rules (1.5x for non-exempt hours over 40/week, with some states requiring daily overtime), withhold and remit federal/state/local taxes and FICA, and issue Form W-2 annually; multi-state remote employees create nexus and withholding complexity.", "SG": "Payroll must compute mandatory CPF (Central Provident Fund) contributions for Singapore citizens/PRs on a graduated rate table by age band, and must submit annual IR8A income data to IRAS for tax filing via the Auto-Inclusion Scheme." }, "systems": [ "ADP", "SAP SuccessFactors Employee Central Payroll", "Sprout Solutions (PH)", "Frappe HR Payroll module" ], "kpis": [ "Payroll accuracy rate (error-free runs)", "On-time payroll disbursement rate", "Statutory remittance timeliness / penalty incidents" ] }, "trigger": "Triggered by a recurring administrative cycle or an incoming request related to payroll", "output": "An up-to-date, compliant record of payroll" }, { "id": "6.4.3", "name": "Manage employee benefits and recognition", "description": "Administers health, retirement, and other benefit programs (enrollment, eligibility, vendor/claims administration) and runs engagement, retention, and recognition programs to support employee wellbeing and retention.", "hasStepDetail": false, "activities": [ { "id": "6.4.3.1", "name": "Administer benefits programs", "tasks": [ { "id": "6.4.3.1.1", "name": "Manage enrollment and eligibility (health, retirement, and other benefits)", "steps": [ "Assess scope and gather the supporting data needed for manage enrollment and eligibility (health, retirement, and other benefits)", "Manage enrollment and eligibility (health, retirement, and other benefits)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.4.3.1.2", "name": "Manage benefits vendor administration and claims", "steps": [ "Receive the trigger and confirm the inputs required for manage benefits vendor administration and claims", "Manage benefits vendor administration and claims", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.4.3.2", "name": "Manage retention and recognition programs", "tasks": [ { "id": "6.4.3.2.1", "name": "Conduct engagement and pulse surveys", "steps": [ "Receive the trigger and confirm the inputs required for conduct engagement and pulse surveys", "Conduct engagement and pulse surveys", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.4.3.2.2", "name": "Administer rewards and recognition programs", "steps": [ "Prepare templates, access, and stakeholder alignment for administer rewards and recognition programs", "Administer rewards and recognition programs", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail benefits programs must manage eligibility thresholds tied to hours worked (many part-time frontline staff), with careful ACA compliance tracking in the US and creative low-cost recognition programs (peer recognition, discounts) given thin margins per employee.", "tech": "Tech benefits packages are typically premium and comprehensive (full health coverage, mental-health stipends, generous parental leave, wellness/learning stipends) as a key lever in a highly competitive talent market, alongside sophisticated engagement-survey and retention-analytics programs.", "insurance": "As a company that itself underwrites health and life coverage, an insurer's own benefits program is often a visible proof point of product quality, and self-insuring its own employee health plan is common practice.", "hotel": "For a hotel operator, this means administering benefits for a largely hourly, part-time, and seasonal workforce, and running recognition programs -- employee-of-the-month, guest-comment shoutouts -- that matter for retention in high-turnover roles.", "manufacturing": "For a manufacturer, benefits administration often spans union-negotiated benefit plans alongside corporate offerings, and recognition programs frequently include safety-milestone and production-achievement awards.", "banking": "For a bank, benefits and recognition programs are largely standard, though recognition criteria are typically designed to avoid rewarding behavior that runs counter to sound risk and compliance practices." }, "country": { "PH": "Beyond SSS/PhilHealth/Pag-IBIG statutory benefits, employers commonly provide HMO coverage for employees (and often dependents) as a market-standard supplemental benefit; leave benefits must meet DOLE's Service Incentive Leave minimum (5 days/year) as a floor.", "US": "Benefits administration must comply with ACA employer-mandate requirements (offering affordable minimum-essential coverage for applicable large employers), COBRA continuation-coverage obligations, and ERISA fiduciary/reporting requirements for retirement plans.", "SG": "Beyond CPF, employers typically provide supplementary private medical/dental insurance and must comply with the Work Injury Compensation Act for workplace-injury coverage; flexible ('flexi-benefits') schemes are common market practice for PMET employees." }, "systems": [ "Workday Benefits", "Employee Navigator", "Culture Amp (engagement)", "Frappe HR" ], "kpis": [ "Benefits enrollment/utilization rate", "Employee engagement/eNPS score", "Voluntary turnover rate" ] }, "trigger": "Triggered at the start of a new employee benefits and recognition cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed employee benefits and recognition position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "6.5", "groupName": "Redeploy and Retire Employees", "processes": [ { "id": "6.5.1", "name": "Manage internal mobility and redeployment", "description": "Manages internal transfers and promotions, and workforce restructuring, including planning and executing redeployment and outplacement support when roles are eliminated or reorganized.", "hasStepDetail": false, "activities": [ { "id": "6.5.1.1", "name": "Manage internal transfers and promotions", "tasks": [ { "id": "6.5.1.1.1", "name": "Process internal job applications and transfers", "steps": [ "Receive the trigger and confirm the inputs required for process internal job applications and transfers", "Process internal job applications and transfers", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.5.1.1.2", "name": "Manage promotion approvals and compensation changes", "steps": [ "Assess scope and gather the supporting data needed for manage promotion approvals and compensation changes", "Manage promotion approvals and compensation changes", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "6.5.1.2", "name": "Manage restructuring and redeployment", "tasks": [ { "id": "6.5.1.2.1", "name": "Plan workforce restructuring/reduction-in-force", "steps": [ "Receive the trigger and confirm the inputs required for plan workforce restructuring/reduction-in-force", "Plan workforce restructuring/reduction-in-force", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.5.1.2.2", "name": "Manage redeployment and outplacement support", "steps": [ "Receive the trigger and confirm the inputs required for manage redeployment and outplacement support", "Manage redeployment and outplacement support", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail redeployment often involves shifting staff between nearby store locations to balance seasonal demand and store openings/closures, requiring careful management of transfer-related wage and schedule changes to remain compliant with local scheduling laws.", "tech": "Tech companies use internal mobility as a key retention lever (internal job marketplaces, cross-team transfers) and, during periodic restructurings tied to product-portfolio shifts, must manage large-scale reduction-in-force planning with WARN Act and severance considerations.", "insurance": "Internal mobility for insurers often moves underwriters and claims adjusters across lines of business (e.g., property to specialty) as capacity needs shift, requiring line-specific underwriting or settlement authority re-certification.", "hotel": "For a hotel company, this means managing transfers between properties within a brand or portfolio and redeploying staff when a property closes for renovation or seasonal demand drops.", "manufacturing": "For a manufacturer, internal mobility includes transfers between plants or shifts, and redeployment planning tied to line changes, automation investment, or plant consolidations that shift labor needs.", "banking": "For a bank, internal mobility often supports rotation through credit, compliance, and risk roles to build broad regulatory and product knowledge, alongside standard redeployment during branch-network optimization." }, "country": { "PH": "Redundancy/retrenchment programs must comply with Labor Code Articles 298-299, requiring 30-day written notice to both the employee and DOLE, and payment of separation pay (generally one month's pay or at least one-half month's pay per year of service, depending on the authorized ground).", "US": "Larger-scale layoffs are subject to the WARN Act (60-day advance notice for qualifying plant closings/mass layoffs federally, with stricter mini-WARN requirements in some states like California and New York) and must be reviewed for adverse-impact/disparate-impact discrimination risk.", "SG": "Retrenchment exercises involving 5 or more employees within 6 months must be notified to MOM, and employers are expected to follow the Tripartite Advisory on Managing Excess Manpower, including retrenchment benefit norms." }, "systems": [ "Workday Talent Marketplace", "Gloat", "SAP SuccessFactors", "Frappe HR" ], "kpis": [ "Internal fill rate", "Redeployment success rate (vs. involuntary exit)", "Time to redeploy affected employees" ] }, "trigger": "Triggered at the start of a new internal mobility and redeployment cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed internal mobility and redeployment position, with exceptions resolved and status reported to stakeholders" }, { "id": "6.5.2", "name": "Manage employee separations", "description": "Manages the full separation lifecycle — voluntary resignations, exit interviews, involuntary terminations, and retirement — including final pay computation and clearance processing.", "hasStepDetail": false, "activities": [ { "id": "6.5.2.1", "name": "Manage voluntary separations", "tasks": [ { "id": "6.5.2.1.1", "name": "Process resignation and notice period", "steps": [ "Prepare templates, access, and stakeholder alignment for process resignation and notice period", "Process resignation and notice period", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.5.2.1.2", "name": "Conduct exit interviews", "steps": [ "Assess scope and gather the supporting data needed for conduct exit interviews", "Conduct exit interviews", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "6.5.2.2", "name": "Manage involuntary separations and retirement", "tasks": [ { "id": "6.5.2.2.1", "name": "Manage termination-for-cause/redundancy process", "steps": [ "Prepare templates, access, and stakeholder alignment for manage termination-for-cause/redundancy process", "Manage termination-for-cause/redundancy process", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.5.2.2.2", "name": "Process retirement and final pay/clearance", "steps": [ "Assess scope and gather the supporting data needed for process retirement and final pay/clearance", "Process retirement and final pay/clearance", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail separations involve high transaction volume given elevated frontline turnover, requiring a highly standardized, largely automated offboarding workflow (system deactivation, uniform/asset return, final paycheck) across many locations.", "tech": "Tech separations, particularly involuntary layoffs, are increasingly high-visibility events requiring careful coordination of severance packages, equity treatment (vesting cliffs, exercise windows), and outplacement support to protect employer brand.", "insurance": "Separations for licensed roles (adjusters, producers) require promptly deactivating state licensing appointments and system access to claims and policy platforms to prevent unauthorized binding or claims authority.", "hotel": "For a hotel operator, this means managing the full separation lifecycle for a high-turnover, frontline-heavy workforce, including the seasonal layoffs and rehires common in resort and leisure destinations.", "manufacturing": "For a manufacturer, separations can include layoffs tied to production-volume swings, seniority-based bumping rights under union contracts, and standard voluntary/involuntary processes for corporate staff.", "banking": "For a bank, separations from regulated roles typically require additional documentation and, in some jurisdictions, regulatory notification, alongside standard exit and final-pay processing." }, "country": { "PH": "Final pay (including pro-rated 13th-month pay, unused leave conversion, and any separation pay due) must generally be released within 30 days from separation per DOLE Labor Advisory No. 06-20, and a Certificate of Employment must be issued within 3 days of request.", "US": "Final paycheck timing is governed by state law (some states, like California, require immediate payment on involuntary termination); COBRA notice must be provided within 44 days of a qualifying event, and severance agreements involving a release of age-discrimination claims must comply with the Older Workers Benefit Protection Act (OWBPA) review-period requirements.", "SG": "Notice periods and final settlement follow the Employment Act and the employment contract; CPF contributions must be made on the final month's wages including any pay in lieu of notice, and employers must file an IR21 tax clearance with IRAS for foreign employees leaving Singapore or the company." }, "systems": [ "Workday Offboarding", "DocuSign", "Frappe HR", "Culture Amp/Qualtrics (exit surveys)" ], "kpis": [ "Voluntary turnover/attrition rate", "Time to final-pay disbursement", "Exit interview completion rate" ] }, "trigger": "Triggered at the start of a new employee separations cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed employee separations position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "6.6", "groupName": "Manage Employee Information", "processes": [ { "id": "6.6.1", "name": "Manage employee data and records", "description": "Maintains accurate, secure employee master data and personnel records across the employment lifecycle, and administers the HRIS platform and data-quality controls that underpin all other HR processes.", "hasStepDetail": false, "activities": [ { "id": "6.6.1.1", "name": "Maintain employee master data", "tasks": [ { "id": "6.6.1.1.1", "name": "Manage employee lifecycle data updates", "steps": [ "Prepare templates, access, and stakeholder alignment for manage employee lifecycle data updates", "Manage employee lifecycle data updates", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.6.1.1.2", "name": "Manage personnel file/document management", "steps": [ "Prepare templates, access, and stakeholder alignment for manage personnel file/document management", "Manage personnel file/document management", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "6.6.1.2", "name": "Manage HR systems and data integrity", "tasks": [ { "id": "6.6.1.2.1", "name": "Administer HRIS configuration and access", "steps": [ "Prepare templates, access, and stakeholder alignment for administer hris configuration and access", "Administer HRIS configuration and access", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.6.1.2.2", "name": "Conduct data quality audits and reconciliation", "steps": [ "Receive the trigger and confirm the inputs required for conduct data quality audits and reconciliation", "Conduct data quality audits and reconciliation", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Given very high headcount volume and turnover across many locations, retail employee-data management prioritizes automation and integration between POS/scheduling systems and the core HRIS to prevent data drift and payroll errors at scale.", "tech": "Tech companies manage complex, distributed employee data across multiple countries/entities, requiring strong system-integration architecture (HRIS as system of record feeding IT provisioning, finance, and equity-management platforms) and robust role-based access controls.", "insurance": "Insurer HRIS platforms must also track licensing status, continuing-education credits, and underwriting or claims authority levels for regulated employees as part of core employee records.", "hotel": "For a hotel company, this means maintaining accurate personnel records across many properties and administering the HRIS platform that underpins multi-site scheduling, payroll, and compliance.", "manufacturing": "For a manufacturer, employee records must track shift assignments, safety-certification status, and union seniority alongside standard personnel data across the HRIS platform.", "banking": "For a bank, employee-records management also supports regulator and auditor requests tied to individual-accountability regimes that hold specific officers responsible for compliance outcomes." }, "country": { "PH": "Personnel records and data-processing systems must comply with the Data Privacy Act (RA 10173), including appointment of a Data Protection Officer, registration with the National Privacy Commission where thresholds apply, and defined retention periods for 201 files (personnel files) consistent with BIR/SSS/labor recordkeeping requirements.", "US": "Employee records (I-9s, medical records under ADA/GINA, personnel files) must be maintained with legally required segregation and retention periods, and are subject to state employee-records-access laws granting employees rights to inspect their own files.", "SG": "Employee data management must comply with the PDPA's consent, purpose-limitation, and data-breach-notification obligations, and NRIC/FIN numbers (national ID) require specific handling restrictions under PDPC advisory guidelines." }, "systems": [ "Workday HCM", "SAP SuccessFactors Employee Central", "Frappe HR", "BambooHR" ], "kpis": [ "Data accuracy/completeness rate", "System uptime/HRIS SLA adherence", "Personnel file audit pass rate" ] }, "trigger": "Triggered at the start of a new employee data and records cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed employee data and records position, with exceptions resolved and status reported to stakeholders" }, { "id": "6.6.2", "name": "Manage employee self-service and support", "description": "Operates HR service delivery channels — helpdesk/shared services and self-service portals — and manages statutory recordkeeping and response to employment verification and data-subject requests.", "hasStepDetail": false, "activities": [ { "id": "6.6.2.1", "name": "Provide HR service delivery", "tasks": [ { "id": "6.6.2.1.1", "name": "Operate HR helpdesk/shared services (tier 1/2)", "steps": [ "Assess scope and gather the supporting data needed for operate hr helpdesk/shared services (tier 1/2)", "Operate HR helpdesk/shared services (tier 1/2)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.6.2.1.2", "name": "Manage employee self-service portal", "steps": [ "Prepare templates, access, and stakeholder alignment for manage employee self-service portal", "Manage employee self-service portal", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "6.6.2.2", "name": "Manage HR documentation and reporting compliance", "tasks": [ { "id": "6.6.2.2.1", "name": "Manage statutory recordkeeping requirements", "steps": [ "Receive the trigger and confirm the inputs required for manage statutory recordkeeping requirements", "Manage statutory recordkeeping requirements", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.6.2.2.2", "name": "Respond to employment verification and data-subject requests", "steps": [ "Receive the trigger and confirm the inputs required for respond to employment verification and data-subject requests", "Respond to employment verification and data-subject requests", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail HR service delivery must support a largely deskless, mobile-first frontline workforce, so self-service (schedule viewing, pay stub access, shift swaps) is delivered primarily through mobile apps rather than desktop portals.", "tech": "Tech companies typically build sophisticated internal people-ops platforms and tiered HR helpdesks (chatbot/tier-1 self-resolution, escalation to HRBP tier-2) reflecting a tech-forward, high-expectation employee base.", "insurance": "HR service delivery for insurers fields high volumes of licensing-renewal, continuing-education, and producer-appointment questions alongside standard HR self-service topics.", "hotel": "For a hotel operator, this means giving frontline staff without regular desk or computer access self-service tools, often mobile, for schedules, pay stubs, and HR requests, plus a shared-services helpdesk.", "manufacturing": "For a manufacturer, self-service channels need to reach shift workers without regular desk or computer access -- kiosks or mobile apps on the plant floor -- alongside standard HR helpdesk service.", "banking": "For a bank, HR service delivery follows standard shared-services patterns, with statutory recordkeeping calibrated to the labor and banking-sector regulations of each operating jurisdiction." }, "country": { "PH": "HR shared services must be able to promptly issue Certificates of Employment (COE) and BIR Form 2316 on request, and respond to SSS/PhilHealth/Pag-IBIG member-inquiry documentation requests employees need for loans or claims.", "US": "Self-service and support functions must accommodate employment-verification requests (often routed through The Work Number/Equifax) and unemployment-insurance claims responses, and must provide reasonable-accommodation request intake under the ADA.", "SG": "Support functions must be able to produce IR8A/IR21 tax documents on request and handle CPF-related employee inquiries, and must respond to PDPA data-access/correction requests within statutory timelines." }, "systems": [ "ServiceNow HR Service Delivery", "Workday Help", "Frappe Helpdesk", "employee self-service portals" ], "kpis": [ "HR ticket resolution time (tier 1 vs. tier 2)", "Self-service adoption rate", "Employee satisfaction (HR CSAT) score" ] }, "trigger": "Triggered at the start of a new employee self-service and support cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed employee self-service and support position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "6.7", "groupName": "Manage Time, Attendance, and Leave", "processes": [ { "id": "6.7.1", "name": "Manage time and attendance", "description": "Captures, schedules, and validates employee time — through biometric/mobile capture, shift rostering, and timesheet/overtime approval — to ensure accurate, compliant time data feeds payroll and labor-cost management.", "hasStepDetail": false, "activities": [ { "id": "6.7.1.1", "name": "Capture and manage time data", "tasks": [ { "id": "6.7.1.1.1", "name": "Manage time capture (biometric, mobile, kiosk)", "steps": [ "Prepare templates, access, and stakeholder alignment for manage time capture (biometric, mobile, kiosk)", "Manage time capture (biometric, mobile, kiosk)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "6.7.1.1.2", "name": "Manage shift scheduling and rostering", "steps": [ "Receive the trigger and confirm the inputs required for manage shift scheduling and rostering", "Manage shift scheduling and rostering", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.7.1.2", "name": "Validate and approve time", "tasks": [ { "id": "6.7.1.2.1", "name": "Approve timesheets and exceptions", "steps": [ "Assess scope and gather the supporting data needed for approve timesheets and exceptions", "Approve timesheets and exceptions", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.7.1.2.2", "name": "Manage overtime authorization and tracking", "steps": [ "Assess scope and gather the supporting data needed for manage overtime authorization and tracking", "Manage overtime authorization and tracking", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Time and attendance is mission-critical in retail: shift-based rostering must optimize labor cost against footfall forecasts across hundreds of stores, and biometric/mobile clock-in with geofencing is standard to control time theft and buddy-punching among hourly staff.", "tech": "Tech companies with largely exempt/salaried knowledge workers apply lighter-touch time tracking (project/time-allocation tracking rather than clock-in/out), though non-exempt support/operations staff and contractors still require FLSA-compliant time capture.", "insurance": "Time and attendance for claims adjusters must account for catastrophe-response deployment -- extended hours and travel to disaster sites -- that falls outside normal shift patterns.", "hotel": "For a hotel company, this means capturing shift-based time, often via biometric clock-in at the property, and managing overtime approval tightly, since labor is the largest controllable cost against occupancy.", "manufacturing": "For a manufacturer, time capture relies on badge/biometric clock-in systems tied to shift rosters and overtime rules, feeding payroll and labor-cost tracking by production line.", "banking": "For a bank, time and attendance tracking is largely standard, though branch and teller scheduling data also feeds cash-operations coverage and compliance reporting." }, "country": { "PH": "Time records must support Labor Code computations for night-shift differential (10% premium for work performed 10pm-6am), holiday pay (100-200% multipliers for regular/special holidays), and overtime (125%/130% premiums), and must be retained for at least 3 years to support DOLE labor inspection.", "US": "Time and attendance systems must accurately capture all hours worked (including off-the-clock work risk) to comply with FLSA recordkeeping requirements, and predictive-scheduling/fair-workweek ordinances in several cities (e.g., San Francisco, New York, Chicago) impose advance-notice and premium-pay rules for schedule changes.", "SG": "Time records for workers covered under Part IV of the Employment Act (generally lower-wage/non-PMET employees) must track hours to support statutory overtime pay (1.5x rate, capped at 72 overtime hours/month) and rest-day entitlements." }, "systems": [ "Kronos/UKG", "Deputy", "When I Work", "Frappe HR Shift & Attendance module" ], "kpis": [ "Schedule adherence rate", "Overtime as % of total labor cost", "Time-capture exception rate" ] }, "trigger": "Triggered at the start of a new time and attendance cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed time and attendance position, with exceptions resolved and status reported to stakeholders" }, { "id": "6.7.2", "name": "Manage leave and absence", "description": "Configures leave policies and accrual rules, processes leave requests, and manages statutory leave compliance and absence case management (including return-to-work) to balance employee wellbeing with operational coverage.", "hasStepDetail": false, "activities": [ { "id": "6.7.2.1", "name": "Administer leave entitlements", "tasks": [ { "id": "6.7.2.1.1", "name": "Configure leave policies and accrual rules", "steps": [ "Assess scope and gather the supporting data needed for configure leave policies and accrual rules", "Configure leave policies and accrual rules", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "6.7.2.1.2", "name": "Process leave requests and approvals", "steps": [ "Receive the trigger and confirm the inputs required for process leave requests and approvals", "Process leave requests and approvals", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "6.7.2.2", "name": "Manage absence and statutory leave compliance", "tasks": [ { "id": "6.7.2.2.1", "name": "Track statutory leave (maternity/paternity/sick)", "steps": [ "Receive the trigger and confirm the inputs required for track statutory leave (maternity/paternity/sick)", "Track statutory leave (maternity/paternity/sick)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "6.7.2.2.2", "name": "Manage absence case management and return-to-work", "steps": [ "Receive the trigger and confirm the inputs required for manage absence case management and return-to-work", "Manage absence case management and return-to-work", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Managing leave in retail requires real-time visibility into store-level coverage gaps when frontline staff take leave, often triggering same-day replacement scheduling from a flex/on-call labor pool.", "tech": "Tech companies commonly offer generous, sometimes unlimited PTO policies alongside extended parental-leave programs, requiring careful policy design and manager training to prevent under-utilization or perceived-unfairness issues associated with unlimited-leave models.", "insurance": "Leave and absence management for an insurer follows standard statutory frameworks, with added attention to coverage continuity for licensed roles (adjusters, underwriters) whose absence can bottleneck claims or underwriting throughput.", "hotel": "For a hotel operator, this means managing leave policies and absence coverage for a 24/7, shift-based operation where every housekeeping or front-desk absence needs same-day coverage.", "manufacturing": "For a manufacturer, absence management must account for shift-coverage gaps on the production line, requiring quick backfill coordination alongside standard leave-policy administration.", "banking": "For a bank, leave and absence management follows standard statutory frameworks, with particular attention to mandatory-leave policies some regulators require for staff in cash-handling or trading roles as a fraud-control measure." }, "country": { "PH": "Statutory leave includes Service Incentive Leave (5 days/year minimum), Expanded Maternity Leave (105 days paid, RA 11210, plus 15 additional days for solo parents), Paternity Leave (7 days, RA 8187), and Solo Parent Leave (7 days, RA 11861); maternity benefits are advanced by the employer and reimbursed by SSS.", "US": "Leave administration must coordinate federal FMLA (12 weeks unpaid, job-protected, for qualifying employers/employees) with a growing patchwork of state paid-family-and-medical-leave programs (e.g., California, New York, Washington) and the ADA's reasonable-accommodation leave obligations.", "SG": "Statutory leave includes annual leave scaling with tenure under the Employment Act (minimum 7 days in year 1), Government-Paid Maternity Leave (16 weeks) and Government-Paid Paternity Leave (2 weeks) under the Child Development Co-Savings Act, with government reimbursement to employers via MSF." }, "systems": [ "Workday Absence Management", "Zenefits", "Frappe HR Leave module", "Sprout Solutions (PH)" ], "kpis": [ "Leave utilization rate", "Unplanned absence rate", "Statutory leave compliance/reimbursement accuracy" ] }, "trigger": "Triggered at the start of a new leave and absence cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed leave and absence position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "finance-accounting", "functionName": "Finance & Accounting", "processGroups": [ { "groupId": "8.1", "groupName": "Perform Record to Report (R2R)", "processes": [ { "id": "8.1.1", "name": "Execute Period-End and Continuous Close", "description": "Orchestrate the end-to-end period-end close cycle - from sub-ledger cutoff through journal entry posting, reconciliation, flux review, and certification - increasingly executed as a continuous, agentic-AI-monitored process rather than a discrete month-end event.", "hasStepDetail": true, "activities": [ { "id": "8.1.1.1", "name": "Prepare and Execute Close Calendar and Task Orchestration", "tasks": [ { "id": "8.1.1.1.1", "name": "Configure close calendar, task dependencies, and preparer/reviewer assignments in the close management platform", "steps": [ "Receive the trigger and confirm the inputs required for configure close calendar, task dependencies, and preparer/reviewer assignments in the close management platform", "Configure close calendar, task dependencies, and preparer/reviewer assignments in the close management platform", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.1.1.1.2", "name": "Monitor real-time close progress, bottlenecks, and exception dashboards throughout the cycle", "steps": [ "Assess scope and gather the supporting data needed for monitor real-time close progress, bottlenecks, and exception dashboards throughout the cycle", "Monitor real-time close progress, bottlenecks, and exception dashboards throughout the cycle", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "8.1.1.2", "name": "Perform Sub-Ledger to General Ledger Reconciliation and Journal Entry Close", "tasks": [ { "id": "8.1.1.2.1", "name": "Execute automated transaction matching and account reconciliations across sub-ledgers and bank/GL accounts", "steps": [ "Receive the trigger and confirm the inputs required for execute automated transaction matching and account reconciliations across sub-ledgers and bank/gl accounts", "Execute automated transaction matching and account reconciliations across sub-ledgers and bank/GL accounts", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.1.1.2.2", "name": "Review, approve, and post period-end and adjusting journal entries", "steps": [ "System auto-flags required adjusting entries from sub-ledger variances, accrual rules, and prior-period recurring templates using AI-driven anomaly detection.", "Preparer drafts the journal entry with supporting documentation (calculation workpaper, contract/invoice reference) attached in the close platform.", "Automated policy engine checks the entry against materiality thresholds, account mapping rules, and segregation-of-duties requirements, routing high-risk or unusual entries for elevated review.", "Reviewer, independent of the preparer, validates entry logic, supporting evidence, and account coding; an agentic AI assistant surfaces comparable prior-period entries and flags statistical outliers for reviewer attention.", "Approver, per delegation of authority and dollar threshold, provides electronic sign-off; entries above defined thresholds route to the controller or CFO for secondary approval.", "Approved entry auto-posts to the general ledger with a system-enforced audit trail capturing preparer, reviewer, approver, and timestamp.", "Entry and support are archived in the close binder/evidence repository, tagged to the relevant control ID for SOX/ICFR testing and external audit retrieval." ] } ] }, { "id": "8.1.1.3", "name": "Perform Flux Analysis, Management Review, and Close Certification", "tasks": [ { "id": "8.1.1.3.1", "name": "Generate variance/flux analysis versus budget, forecast, and prior period with AI-drafted commentary", "steps": [ "Assess scope and gather the supporting data needed for generate variance/flux analysis versus budget, forecast, and prior period with ai-drafted commentary", "Generate variance/flux analysis versus budget, forecast, and prior period with AI-drafted commentary", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.1.1.3.2", "name": "Obtain controller and CFO review, sign-off, and formal close certification", "steps": [ "Assess scope and gather the supporting data needed for obtain controller and cfo review, sign-off, and formal close certification", "Obtain controller and CFO review, sign-off, and formal close certification", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "High-volume, multi-location retailers must reconcile thousands of daily point-of-sale settlement batches, gift card/loyalty liabilities, and inventory-in-transit accruals before the books can close, making automated POS-to-GL matching and store-level cutoff discipline critical to a fast close.", "tech": "Technology companies with multi-element subscription arrangements must true up deferred revenue waterfalls, stock-based compensation expense, and R&D capitalization judgments each period, so the close calendar typically embeds an extra revenue-recognition sub-close before consolidation.", "insurance": "Insurer close cycles include actuarial reserve (loss and loss-adjustment-expense) estimation and reinsurance recoverable reconciliation alongside the standard GL close, and increasingly run statutory (SAP) and GAAP books in parallel.", "hotel": "For a hotel company, this means closing the books property by property against the Uniform System of Accounts for the Lodging Industry (USALI), consolidating room revenue, F&B, and departmental results into portfolio-level close.", "manufacturing": "For a manufacturer, close involves reconciling standard-cost variances, WIP inventory valuation, and cost-of-goods-sold from the plant's cost-accounting system alongside the standard journal-entry and reconciliation cycle.", "banking": "For a bank, this means closing the books across interest income/expense accruals, loan-loss provisioning (CECL/IFRS 9), and trading-book valuations, with reconciliation and certification standards shaped by prudential reporting deadlines." }, "country": { "PH": "Philippine entities must align close timing with BIR's monthly/quarterly VAT (2550M/2550Q) and withholding tax (1601-EQ) filing deadlines, and journal entries affecting revenue must reconcile to BIR-accredited Computerized Accounting System (CAS) records to avoid discrepancies at audit.", "US": "US public and many private companies operate the close under SOX Section 404 ICFR requirements, so every close task (reconciliation, JE approval, flux review) must carry documented evidence, segregation of duties, and preparer/reviewer sign-off retained for external auditor testing.", "SG": "Singapore entities close against Singapore Financial Reporting Standards (SFRS(I)) and must be audit-ready for ACRA's annual return, and where GST-registered, reconcile output/input tax to the F5 return filed with IRAS within one month of the accounting period end." }, "systems": [ "BlackLine", "SAP S/4HANA", "Oracle Fusion Cloud ERP", "Workiva" ], "kpis": [ "Days to close (calendar days)", "% journal entries auto-matched/touchless", "Number of late/manual adjusting entries post-close" ] }, "trigger": "Triggered by an approved mandate to execute period-end and continuous close", "output": "A closed-out, audit-ready record confirming period-end and continuous close has been completed" }, { "id": "8.1.2", "name": "Manage General Ledger, Journal Entries, and Account Reconciliations", "description": "Maintain the chart of accounts and GL master data, process routine and non-routine journal entries, and perform ongoing (not just period-end) balance sheet account reconciliations to sustain audit-ready books throughout the period.", "hasStepDetail": false, "activities": [ { "id": "8.1.2.1", "name": "Maintain Chart of Accounts and GL Master Data", "tasks": [ { "id": "8.1.2.1.1", "name": "Govern chart of accounts structure, entity/cost-center hierarchies, and mapping changes", "steps": [ "Assess scope and gather the supporting data needed for govern chart of accounts structure, entity/cost-center hierarchies, and mapping changes", "Govern chart of accounts structure, entity/cost-center hierarchies, and mapping changes", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.1.2.1.2", "name": "Administer GL master data change requests and approval workflow", "steps": [ "Prepare templates, access, and stakeholder alignment for administer gl master data change requests and approval workflow", "Administer GL master data change requests and approval workflow", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "8.1.2.2", "name": "Process Routine and Non-Routine Journal Entries", "tasks": [ { "id": "8.1.2.2.1", "name": "Process recurring, accrual, and allocation journal entries via automated templates", "steps": [ "Prepare templates, access, and stakeholder alignment for process recurring, accrual, and allocation journal entries via automated templates", "Process recurring, accrual, and allocation journal entries via automated templates", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.1.2.2.2", "name": "Review and approve manual/non-routine journal entries with supporting documentation", "steps": [ "Receive the trigger and confirm the inputs required for review and approve manual/non-routine journal entries with supporting documentation", "Review and approve manual/non-routine journal entries with supporting documentation", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.1.2.3", "name": "Perform Continuous Balance Sheet Account Reconciliation", "tasks": [ { "id": "8.1.2.3.1", "name": "Classify accounts by risk and set reconciliation frequency/tolerance thresholds", "steps": [ "Receive the trigger and confirm the inputs required for classify accounts by risk and set reconciliation frequency/tolerance thresholds", "Classify accounts by risk and set reconciliation frequency/tolerance thresholds", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.1.2.3.2", "name": "Investigate and clear reconciling items and aged open items", "steps": [ "Prepare templates, access, and stakeholder alignment for investigate and clear reconciling items and aged open items", "Investigate and clear reconciling items and aged open items", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retailers carry high-volume, low-dollar GL activity (store cash, inventory shrinkage, markdown reserves) that benefits from risk-based reconciliation tiering so scarce accountant time focuses on high-dollar, high-risk accounts like inventory and intercompany rather than immaterial store suspense accounts.", "tech": "Tech companies frequently restructure legal entities and cost centers as they scale, so chart-of-accounts governance must support rapid, controlled remapping without breaking historical trend reporting or triggering restatement risk.", "insurance": "Insurer GL processes must reconcile unearned premium, loss reserves, and reinsurance recoverable/payable balances in addition to standard balance-sheet accounts, given how heavily these items weigh on an insurer's balance sheet.", "hotel": "For a hotel operator, this means maintaining a USALI-aligned chart of accounts across departments -- rooms, F&B, spa -- and reconciling property-level accounts up to the corporate GL.", "manufacturing": "For a manufacturer, GL activity includes significant inventory and production-variance postings (material, labor, overhead variances) that must reconcile cleanly between the ERP's cost module and the general ledger.", "banking": "For a bank, this includes maintaining the chart of accounts across deposit, loan, and treasury sub-ledgers and reconciling high-volume settlement accounts (nostro/vostro, suspense) unique to banking's clearing activity." }, "country": { "PH": "Chart of accounts and supporting schedules must map to the BIR-prescribed format for the Financial Statements and Alphalist attachments, and any CAS/e-accounting records changes require re-notification to the BIR RDO to preserve accreditation.", "US": "Under SOX, account reconciliations are a key ICFR control point; PCAOB guidance expects documented review thresholds, aging of reconciling items, and evidence that stale/aged items above materiality are escalated and resolved timely.", "SG": "Singapore-incorporated entities must retain GL and reconciliation records for at least 5 years per the Income Tax Act and Companies Act, and reconciliations should tie to the XBRL-tagged figures filed with ACRA." }, "systems": [ "SAP S/4HANA", "BlackLine", "Trintech Cadency", "NetSuite" ], "kpis": [ "% of accounts reconciled to tolerance on time", "Average age of open reconciling items", "% of journal entries requiring manual rework" ] }, "trigger": "Triggered at the start of a new general ledger, journal entries, and account reconciliations cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed general ledger, journal entries, and account reconciliations position, with exceptions resolved and status reported to stakeholders" }, { "id": "8.1.3", "name": "Consolidate and Prepare Financial Statements & Management Reporting", "description": "Consolidate multi-entity results, including intercompany eliminations and currency translation, prepare statutory and management financial statements, and support external audit and board/investor reporting.", "hasStepDetail": false, "activities": [ { "id": "8.1.3.1", "name": "Perform Multi-Entity Consolidation and Intercompany Elimination", "tasks": [ { "id": "8.1.3.1.1", "name": "Execute intercompany matching, elimination, and out-of-balance investigation", "steps": [ "Prepare templates, access, and stakeholder alignment for execute intercompany matching, elimination, and out-of-balance investigation", "Execute intercompany matching, elimination, and out-of-balance investigation", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.1.3.1.2", "name": "Perform currency translation and consolidation adjustments", "steps": [ "Prepare templates, access, and stakeholder alignment for perform currency translation and consolidation adjustments", "Perform currency translation and consolidation adjustments", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "8.1.3.2", "name": "Prepare Statutory and External Financial Statements", "tasks": [ { "id": "8.1.3.2.1", "name": "Draft financial statements, footnote disclosures, and XBRL tagging", "steps": [ "Prepare templates, access, and stakeholder alignment for draft financial statements, footnote disclosures, and xbrl tagging", "Draft financial statements, footnote disclosures, and XBRL tagging", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.1.3.2.2", "name": "Coordinate external audit PBC requests and manage audit findings", "steps": [ "Assess scope and gather the supporting data needed for coordinate external audit pbc requests and manage audit findings", "Coordinate external audit PBC requests and manage audit findings", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "8.1.3.3", "name": "Prepare Management and Board Reporting Packages", "tasks": [ { "id": "8.1.3.3.1", "name": "Compile management reporting package with KPI dashboards and narrative commentary", "steps": [ "Receive the trigger and confirm the inputs required for compile management reporting package with kpi dashboards and narrative commentary", "Compile management reporting package with KPI dashboards and narrative commentary", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.1.3.3.2", "name": "Support board/audit committee and investor reporting cycles", "steps": [ "Prepare templates, access, and stakeholder alignment for support board/audit committee and investor reporting cycles", "Support board/audit committee and investor reporting cycles", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Multi-banner retailers with numerous store-level legal entities and leases face heavy intercompany elimination volume and must consolidate lease accounting (ASC 842/IFRS 16) balances across hundreds of store locations.", "tech": "Tech companies with global subsidiaries and IP-holding entities face complex functional currency determinations and transfer-pricing-driven intercompany balances that must eliminate cleanly to avoid consolidation out-of-balance issues before earnings release.", "insurance": "Insurers prepare both GAAP and statutory (SAP) financial statements -- including the NAIC Annual Statement filed by legal entity in each state of domicile -- alongside investor and board reporting on combined ratio and reserve development.", "hotel": "For a hotel company, this means consolidating results across owned, managed, and franchised properties, each with different revenue-recognition treatment, into statutory statements and RevPAR/GOPPAR-driven management reporting.", "manufacturing": "For a manufacturer, consolidation must eliminate intercompany transactions between plants and distribution entities and present COGS, inventory, and capex trends that matter to investors tracking industrial performance.", "banking": "For a bank, this means consolidating results across legal entities and jurisdictions, applying bank-specific statutory reporting formats, and supporting disclosures such as capital adequacy and asset-quality metrics for regulators and investors." }, "country": { "PH": "Philippine subsidiaries of foreign groups must file audited financial statements with the SEC Philippines within 120 days of fiscal year-end via the SEC's Electronic FS filing system, and PEZA/BOI-registered entities must submit separate incentive compliance reports.", "US": "US SEC registrants must file consolidated statements on Form 10-Q/10-K under US GAAP with XBRL tagging per SEC rules, on tight deadlines (e.g., 40 days for large accelerated filers' 10-Q) that drive fast-close and controls maturity.", "SG": "Singapore holding/consolidation entities prepare under SFRS(I) (IFRS-aligned) and must file financial statements with ACRA in XBRL format via BizFinx, with audit exemption only for small companies meeting the statutory thresholds." }, "systems": [ "OneStream", "SAP Group Reporting", "Oracle Hyperion/EPM", "Workiva" ], "kpis": [ "Consolidation cycle time (days)", "Number of audit adjustments post-close", "Intercompany out-of-balance amount at close" ] }, "trigger": "Triggered by the close of the relevant period requiring consolidate and prepare financial statements & management reporting", "output": "A single, validated consolidated view of consolidate and prepare financial statements & management reporting" } ] }, { "groupId": "8.2", "groupName": "Perform Order to Cash (O2C) and Revenue Accounting", "processes": [ { "id": "8.2.1", "name": "Manage Accounts Receivable and Cash Application", "description": "Bill customers accurately, apply incoming cash against open invoices, and maintain the AR sub-ledger in a state that reconciles cleanly to the GL.", "hasStepDetail": false, "activities": [ { "id": "8.2.1.1", "name": "Manage Customer Billing and Invoicing", "tasks": [ { "id": "8.2.1.1.1", "name": "Generate and validate customer invoices against contract/order terms", "steps": [ "Prepare templates, access, and stakeholder alignment for generate and validate customer invoices against contract/order terms", "Generate and validate customer invoices against contract/order terms", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.2.1.1.2", "name": "Distribute e-invoices and manage customer billing disputes/inquiries", "steps": [ "Receive the trigger and confirm the inputs required for distribute e-invoices and manage customer billing disputes/inquiries", "Distribute e-invoices and manage customer billing disputes/inquiries", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.2.1.2", "name": "Perform Cash Application and AR Sub-Ledger Maintenance", "tasks": [ { "id": "8.2.1.2.1", "name": "Apply incoming payments using AI-driven remittance matching", "steps": [ "Receive the trigger and confirm the inputs required for apply incoming payments using ai-driven remittance matching", "Apply incoming payments using AI-driven remittance matching", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.2.1.2.2", "name": "Investigate and resolve unapplied cash and short-pays", "steps": [ "Assess scope and gather the supporting data needed for investigate and resolve unapplied cash and short-pays", "Investigate and resolve unapplied cash and short-pays", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "High-volume retail billing spans B2C card/wallet settlements and B2B wholesale invoicing simultaneously, requiring cash application engines that can auto-match thousands of small daily card-network remittances alongside larger wholesale customer payments.", "tech": "SaaS/subscription billing must handle usage-based, tiered, and multi-year contract invoicing with proration and mid-term amendments, making billing-to-contract validation a key control to prevent revenue leakage.", "insurance": "Insurer AR centers on premium billing and cash application across direct-bill and agency-bill channels, reconciling agent-collected premium remittances against policy-level billing rather than traditional customer invoicing.", "hotel": "For a hotel operator, this means billing corporate and group accounts through direct-bill and master-account arrangements and applying cash from a mix of guest folios, OTA remittances, and group invoices.", "manufacturing": "For a manufacturer, AR often involves large B2B invoices to OEM customers and distributors, with cash application matched against purchase orders and, sometimes, volume-rebate deductions.", "banking": "For a bank, the closest analog is managing loan-payment receipting and cash application against borrower accounts, alongside fee billing for commercial and wealth-management clients." }, "country": { "PH": "Sales invoices/official receipts must be issued from BIR-accredited CAS or Computerized Books of Accounts, sequentially numbered per BIR Authority to Print/CAS permit, with e-invoicing mandatory for large taxpayers under the EIS (Electronic Invoicing/Receipting System).", "US": "State-level sales/use tax must be correctly calculated and invoiced per jurisdiction (post-Wayfair economic nexus rules), typically via a tax engine integrated to the billing system, with AR aging monitored against SEC disclosure requirements for allowance for doubtful accounts.", "SG": "GST-registered businesses must issue tax invoices meeting IRAS format requirements and are increasingly expected to adopt InvoiceNow (PEPPOL e-invoicing) for B2B transactions per the national e-invoicing framework." }, "systems": [ "HighRadius", "SAP S/4HANA", "Billtrust", "NetSuite" ], "kpis": [ "Days Sales Outstanding (DSO)", "% cash auto-applied touchless", "Unapplied cash as % of AR balance" ] }, "trigger": "Triggered at the start of a new accounts receivable and cash application cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed accounts receivable and cash application position, with exceptions resolved and status reported to stakeholders" }, { "id": "8.2.2", "name": "Perform Revenue Recognition and Accounting", "description": "Determine and account for revenue recognition under ASC 606/IFRS 15 across performance obligations, including deferred revenue schedules, variable consideration, and contract modifications.", "hasStepDetail": false, "activities": [ { "id": "8.2.2.1", "name": "Perform Contract Review and Performance Obligation Identification", "tasks": [ { "id": "8.2.2.1.1", "name": "Review contracts to identify distinct performance obligations and allocate transaction price", "steps": [ "Prepare templates, access, and stakeholder alignment for review contracts to identify distinct performance obligations and allocate transaction price", "Review contracts to identify distinct performance obligations and allocate transaction price", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.2.2.1.2", "name": "Assess variable consideration, discounts, and contract modifications", "steps": [ "Receive the trigger and confirm the inputs required for assess variable consideration, discounts, and contract modifications", "Assess variable consideration, discounts, and contract modifications", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.2.2.2", "name": "Manage Deferred Revenue and Recognition Schedules", "tasks": [ { "id": "8.2.2.2.1", "name": "Maintain automated revenue recognition sub-ledger and waterfall schedules", "steps": [ "Assess scope and gather the supporting data needed for maintain automated revenue recognition sub-ledger and waterfall schedules", "Maintain automated revenue recognition sub-ledger and waterfall schedules", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.2.2.2.2", "name": "Reconcile deferred revenue to billing and GL, and prepare disclosure schedules", "steps": [ "Assess scope and gather the supporting data needed for reconcile deferred revenue to billing and gl, and prepare disclosure schedules", "Reconcile deferred revenue to billing and GL, and prepare disclosure schedules", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retailers must account for gift cards, loyalty points, and layaway/buy-now-pay-later programs as separate performance obligations with breakage estimates, and markdown/promotional allowances as variable consideration reducing transaction price.", "tech": "SaaS and software companies face the most complex ASC 606/IFRS 15 fact patterns - multi-element bundles of license, SaaS subscription, professional services, and support requiring standalone selling price (SSP) allocation and ongoing deferred revenue waterfall automation; this is frequently the highest-risk area in a tech company's financial statements.", "insurance": "Insurers recognize premium revenue ratably over the policy period through the unearned premium reserve, and must separately account for ceded reinsurance premium, loss reserves (case and IBNR), and deferred acquisition costs under both GAAP and statutory accounting bases.", "hotel": "For a hotel company, this means recognizing room revenue over the length of stay, accounting for advance deposits and cancellation/no-show fees, and handling the distinct revenue treatment of management and franchise-fee income.", "manufacturing": "For a manufacturer, revenue recognition must handle shipping terms (FOB/CIF) and, for long-cycle or custom-build products, percentage-of-completion accounting alongside standard point-of-sale recognition.", "banking": "For a bank, this means recognizing interest income under the effective-interest method, fee income under ASC 606/IFRS 15, and trading gains and losses, each governed by accounting standards specific to financial instruments." }, "country": { "PH": "Revenue recognized for financial reporting under PFRS 15 (the Philippine equivalent of IFRS 15) can diverge from BIR taxable revenue timing, requiring a reconciling schedule between book revenue and VAT/income-tax-reportable revenue to avoid BIR examination findings.", "US": "ASC 606 is heavily scrutinized by the SEC (a frequent comment letter topic), and public companies must maintain robust documentation of judgments (SSP, variable consideration constraint) to support external audit and potential SEC review.", "SG": "SFRS(I) 15 mirrors IFRS 15; GST treatment of prepaid/deferred revenue can differ from accounting recognition timing (GST is generally due at invoice or payment, whichever is earlier), requiring a separate GST point-of-supply tracking schedule." }, "systems": [ "Zuora RevPro", "SAP Revenue Accounting and Reporting (RAR)", "NetSuite ARM", "Workday Adaptive" ], "kpis": [ "Revenue recognized vs. billed variance", "Deferred revenue roll-forward accuracy", "Number of revenue recognition audit adjustments" ] }, "trigger": "Triggered on the scheduled cadence, or on demand, to perform revenue recognition and accounting", "output": "A completed record confirming revenue recognition and accounting has been carried out to standard" }, { "id": "8.2.3", "name": "Manage Credit, Collections, and Deductions", "description": "Set customer credit terms and limits, manage the collections process for past-due receivables, and resolve trade deductions and disputes.", "hasStepDetail": false, "activities": [ { "id": "8.2.3.1", "name": "Manage Customer Credit Risk and Terms", "tasks": [ { "id": "8.2.3.1.1", "name": "Perform credit risk assessment and set/monitor credit limits", "steps": [ "Receive the trigger and confirm the inputs required for perform credit risk assessment and set/monitor credit limits", "Perform credit risk assessment and set/monitor credit limits", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.2.3.1.2", "name": "Manage credit holds, releases, and bad debt reserve estimation", "steps": [ "Receive the trigger and confirm the inputs required for manage credit holds, releases, and bad debt reserve estimation", "Manage credit holds, releases, and bad debt reserve estimation", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.2.3.2", "name": "Manage Collections and Deductions Resolution", "tasks": [ { "id": "8.2.3.2.1", "name": "Execute AI-prioritized collections outreach and dunning workflows", "steps": [ "Prepare templates, access, and stakeholder alignment for execute ai-prioritized collections outreach and dunning workflows", "Execute AI-prioritized collections outreach and dunning workflows", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.2.3.2.2", "name": "Investigate and resolve trade deductions, chargebacks, and short-payments", "steps": [ "Receive the trigger and confirm the inputs required for investigate and resolve trade deductions, chargebacks, and short-payments", "Investigate and resolve trade deductions, chargebacks, and short-payments", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail wholesale/distribution arms face heavy trade deduction volume (promotional allowances, co-op advertising, chargebacks from big-box customers) that requires a dedicated deductions-management workflow distinct from standard collections.", "tech": "Enterprise tech vendors often extend longer payment terms to large customers and must monitor concentration risk (a handful of large accounts driving DSO), with credit decisions tightly coupled to the sales deal desk approval workflow.", "insurance": "Insurance collections manage past-due premium against cancellation-for-nonpayment rules that vary by state and line, and must coordinate closely with policy administration to ensure coverage lapses are executed and communicated compliantly.", "hotel": "For a hotel operator, this means managing direct-bill credit terms for corporate and group accounts and collecting on group/banquet receivables and OTA commission disputes.", "manufacturing": "For a manufacturer, this sets credit terms for distributor and OEM accounts and resolves deductions tied to volume rebates, cooperative marketing, or quality claims alongside standard collections.", "banking": "For a bank, this converges with the bank's own credit-risk and collections function -- managing delinquent loan accounts, workout and restructuring, and charge-off processes rather than trade receivables." }, "country": { "PH": "Bad debt write-offs must meet strict BIR substantiation requirements (demand letters, aging analysis, board approval) to be allowed as a deductible expense for income tax purposes.", "US": "Allowance for doubtful accounts/credit losses must be estimated under the CECL (Current Expected Credit Loss) model per ASC 326 for public companies, requiring forward-looking loss-rate modeling rather than pure historical incurred-loss methods.", "SG": "No distinct requirement beyond general corporate practice; bad debt relief for GST purposes can be claimed under IRAS rules if the debt is written off and remains unpaid for over 12 months." }, "systems": [ "HighRadius", "SAP Credit Management", "Emagia", "Salesforce (deal/credit workflow)" ], "kpis": [ "DSO / Best Possible DSO gap", "Bad debt write-off as % of revenue", "Deduction resolution cycle time" ] }, "trigger": "Triggered at the start of a new credit, collections, and deductions cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed credit, collections, and deductions position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "8.3", "groupName": "Perform Planning, Budgeting, and Forecasting", "processes": [ { "id": "8.3.1", "name": "Develop Annual Operating Budget", "description": "Coordinate the annual budgeting cycle across business units, consolidating revenue, cost, and headcount plans into an approved operating budget aligned to strategic targets.", "hasStepDetail": false, "activities": [ { "id": "8.3.1.1", "name": "Issue Budget Guidance and Collect Departmental Inputs", "tasks": [ { "id": "8.3.1.1.1", "name": "Define budget targets, assumptions, and calendar; issue guidance to business units", "steps": [ "Assess scope and gather the supporting data needed for define budget targets, assumptions, and calendar; issue guidance to business units", "Define budget targets, assumptions, and calendar; issue guidance to business units", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.3.1.1.2", "name": "Collect and validate departmental revenue, opex, and headcount submissions", "steps": [ "Prepare templates, access, and stakeholder alignment for collect and validate departmental revenue, opex, and headcount submissions", "Collect and validate departmental revenue, opex, and headcount submissions", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "8.3.1.2", "name": "Consolidate, Review, and Approve Budget", "tasks": [ { "id": "8.3.1.2.1", "name": "Consolidate submissions and run scenario/what-if iterations against targets", "steps": [ "Receive the trigger and confirm the inputs required for consolidate submissions and run scenario/what-if iterations against targets", "Consolidate submissions and run scenario/what-if iterations against targets", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.3.1.2.2", "name": "Present budget for executive/board review and approval, and load into reporting systems", "steps": [ "Assess scope and gather the supporting data needed for present budget for executive/board review and approval, and load into reporting systems", "Present budget for executive/board review and approval, and load into reporting systems", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail budgets are built bottoms-up by store/banner with heavy seasonality (holiday peak staffing, markdown reserves) and must integrate merchandise planning (open-to-buy) with the financial budget.", "tech": "Tech company budgets are dominated by headcount cost (the largest opex line) and R&D investment allocation, requiring tight integration between the FP&A budget tool and the HRIS for position-level headcount planning.", "insurance": "Insurer budgeting must plan for combined ratio and expense ratio targets by line of business, factoring in reinsurance cost, planned rate changes, and a catastrophe loss allowance based on modeled expected annual losses.", "hotel": "For a hotel company, this means building the annual budget property by property around RevPAR, occupancy, and ADR assumptions, department by department -- rooms, F&B, spa -- per USALI.", "manufacturing": "For a manufacturer, budgeting must plan plant-level production costs, capital expenditure for equipment/automation, and raw-material cost assumptions alongside standard revenue and headcount planning.", "banking": "For a bank, budgeting consolidates net-interest-income projections, fee-income plans, credit-loss provisioning, and headcount across lines of business into a board-approved operating plan tied to capital-planning targets." }, "country": { "PH": "No distinct statutory filing requirement for internal budgets, though PEZA/BOI-registered entities should align capex/opex budget categorization with registered activity lines to support incentive utilization reporting.", "US": "Public companies must ensure budget assumptions used in forward guidance are consistent with Regulation FD and reasonable-basis requirements if any budget figures inform public disclosures or MD&A forward-looking statements.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Anaplan", "Workday Adaptive Planning", "Oracle EPM (PBCS)", "Pigment" ], "kpis": [ "Budget cycle time (weeks)", "Number of budget iteration rounds", "Budget-to-actual variance at year-end" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop annual operating budget", "output": "A completed, validated annual operating budget, ready for stakeholder review and sign-off" }, { "id": "8.3.2", "name": "Perform Rolling Forecasts and Management Reporting", "description": "Maintain a rolling forecast cadence (monthly/quarterly) updating the outlook against actuals, with driver-based modeling and management reporting on performance versus plan.", "hasStepDetail": false, "activities": [ { "id": "8.3.2.1", "name": "Update Rolling Forecast and Driver-Based Models", "tasks": [ { "id": "8.3.2.1.1", "name": "Refresh forecast with latest actuals and business driver inputs", "steps": [ "Receive the trigger and confirm the inputs required for refresh forecast with latest actuals and business driver inputs", "Refresh forecast with latest actuals and business driver inputs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.3.2.1.2", "name": "Run AI-assisted predictive forecasting and flag material deviations", "steps": [ "Receive the trigger and confirm the inputs required for run ai-assisted predictive forecasting and flag material deviations", "Run AI-assisted predictive forecasting and flag material deviations", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.3.2.2", "name": "Analyze Variance and Deliver Management Insights", "tasks": [ { "id": "8.3.2.2.1", "name": "Prepare budget-vs-actual-vs-forecast variance analysis by business unit", "steps": [ "Receive the trigger and confirm the inputs required for prepare budget-vs-actual-vs-forecast variance analysis by business unit", "Prepare budget-vs-actual-vs-forecast variance analysis by business unit", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.3.2.2.2", "name": "Deliver forecast review with business partners and finalize outlook", "steps": [ "Prepare templates, access, and stakeholder alignment for deliver forecast review with business partners and finalize outlook", "Deliver forecast review with business partners and finalize outlook", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail rolling forecasts must incorporate weekly/daily comparable-sales trends and inventory position, since a single bad sales week can materially move the quarterly outlook.", "tech": "Tech forecasts center on recurring revenue metrics (ARR, net revenue retention, pipeline coverage) feeding a bookings-to-revenue bridge that finance must reconcile with the GTM/sales forecast.", "insurance": "Insurer rolling forecasts update loss ratio and reserve development trends against plan, with catastrophe events (hurricanes, wildfires) capable of causing material in-quarter forecast revisions.", "hotel": "For a hotel operator, this means maintaining a rolling RevPAR and GOP forecast updated against booking pace and actuals, reported by property and portfolio.", "manufacturing": "For a manufacturer, rolling forecasts track production volume, capacity utilization, and input-cost trends against plan, feeding management reporting that operations leaders rely on for line-level decisions.", "banking": "For a bank, rolling forecasts update net interest margin, loan-growth, and provisioning outlooks against actuals, feeding directly into the asset-liability management (ALM) process that governs balance-sheet strategy." }, "country": { "PH": "No distinct statutory requirement; however, entities under PEZA/BOI incentive regimes should track forecast revenue by registered vs. non-registered activity to support annual incentive compliance reporting.", "US": "SEC registrants providing quarterly earnings guidance must ensure internal forecast processes support the reasonable basis and disclosure controls (Reg FD, safe-harbor forward-looking statements) behind any external guidance.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Anaplan", "Workday Adaptive Planning", "Power BI / Tableau", "Oracle EPM" ], "kpis": [ "Forecast accuracy (MAPE)", "Forecast cycle time", "Number of forecast iterations per quarter" ] }, "trigger": "Triggered on the scheduled cadence, or on demand, to perform rolling forecasts and management reporting", "output": "A completed record confirming rolling forecasts and management reporting has been carried out to standard" }, { "id": "8.3.3", "name": "Perform Long-Range Strategic and Capital Planning", "description": "Develop multi-year strategic financial plans and capital allocation frameworks, including investment business cases and capital budgeting prioritization.", "hasStepDetail": false, "activities": [ { "id": "8.3.3.1", "name": "Develop Long-Range Financial Plan", "tasks": [ { "id": "8.3.3.1.1", "name": "Model multi-year revenue, margin, and investment scenarios aligned to strategy", "steps": [ "Receive the trigger and confirm the inputs required for model multi-year revenue, margin, and investment scenarios aligned to strategy", "Model multi-year revenue, margin, and investment scenarios aligned to strategy", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.3.3.1.2", "name": "Stress-test the plan against macroeconomic and competitive scenarios", "steps": [ "Assess scope and gather the supporting data needed for stress-test the plan against macroeconomic and competitive scenarios", "Stress-test the plan against macroeconomic and competitive scenarios", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "8.3.3.2", "name": "Manage Capital Allocation and Investment Business Cases", "tasks": [ { "id": "8.3.3.2.1", "name": "Evaluate capital project business cases (NPV/IRR/payback)", "steps": [ "Receive the trigger and confirm the inputs required for evaluate capital project business cases (npv/irr/payback)", "Evaluate capital project business cases (NPV/IRR/payback)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.3.3.2.2", "name": "Prioritize and approve the capital allocation portfolio against strategic criteria", "steps": [ "Prepare templates, access, and stakeholder alignment for prioritize and approve the capital allocation portfolio against strategic criteria", "Prioritize and approve the capital allocation portfolio against strategic criteria", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Capital planning centers heavily on new-store/remodel capex prioritization and e-commerce/omnichannel technology investment, evaluated against store-level ROI hurdle rates.", "tech": "Capital allocation debates typically weigh R&D/engineering investment and cloud infrastructure capex against M&A and share buyback alternatives, with long-range plans sensitive to platform/product-cycle assumptions.", "insurance": "Long-range capital planning for an insurer centers on maintaining regulatory capital adequacy (e.g., risk-based capital ratios, or Solvency II-style regimes) while allocating capital across underwriting growth, investment portfolio strategy, and reinsurance purchasing.", "hotel": "For a hotel company, this means planning multi-year capital allocation across renovation cycles, PIP compliance, and new-build or acquisition investment, prioritized by expected RevPAR and IRR uplift.", "manufacturing": "For a manufacturer, long-range planning centers heavily on capital allocation for plant expansion, automation, and equipment replacement, with business cases built around throughput and return on capacity investment.", "banking": "For a bank, this means developing multi-year capital plans and stress-tested projections, akin to CCAR/ICAAP-style analysis, that satisfy both strategic ambition and regulatory capital-adequacy requirements." }, "country": { "PH": "Capital plans for PEZA/BOI-registered projects should be structured to preserve income tax holiday (ITH) or Special Corporate Income Tax eligibility, since committed capital investment levels are often a condition of the incentive registration.", "US": "No distinct statutory requirement beyond general practice, though public companies' long-range plans often inform goodwill/long-lived-asset impairment testing assumptions under ASC 350/360.", "SG": "No distinct requirement beyond general corporate practice; Singapore EDB incentive schemes may require minimum committed capital expenditure to be documented in the long-range plan." }, "systems": [ "Anaplan", "Board International", "Oracle EPM", "Power BI (capex tracking)" ], "kpis": [ "Portfolio ROI/IRR vs. hurdle rate", "Capex actual vs. plan variance", "% of capital plan tied to strategic priorities" ] }, "trigger": "Triggered on the scheduled cadence, or on demand, to perform long-range strategic and capital planning", "output": "A completed record confirming long-range strategic and capital planning has been carried out to standard" } ] }, { "groupId": "8.4", "groupName": "Manage Fixed Assets and Treasury", "processes": [ { "id": "8.4.1", "name": "Manage Fixed Assets and Capital Project Accounting", "description": "Track capital projects from construction-in-progress through capitalization, maintain the fixed asset register, compute depreciation/amortization, and perform physical verification and impairment assessment.", "hasStepDetail": false, "activities": [ { "id": "8.4.1.1", "name": "Manage Capital Project and Construction-in-Progress (CIP) Accounting", "tasks": [ { "id": "8.4.1.1.1", "name": "Track capital project costs and CIP balances against approved budget", "steps": [ "Assess scope and gather the supporting data needed for track capital project costs and cip balances against approved budget", "Track capital project costs and CIP balances against approved budget", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.4.1.1.2", "name": "Determine in-service date and execute asset capitalization", "steps": [ "Prepare templates, access, and stakeholder alignment for determine in-service date and execute asset capitalization", "Determine in-service date and execute asset capitalization", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "8.4.1.2", "name": "Maintain Fixed Asset Register and Depreciation", "tasks": [ { "id": "8.4.1.2.1", "name": "Maintain asset master data, useful life, and depreciation method configuration", "steps": [ "Prepare templates, access, and stakeholder alignment for maintain asset master data, useful life, and depreciation method configuration", "Maintain asset master data, useful life, and depreciation method configuration", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.4.1.2.2", "name": "Run depreciation/amortization and reconcile the fixed asset sub-ledger to GL", "steps": [ "Assess scope and gather the supporting data needed for run depreciation/amortization and reconcile the fixed asset sub-ledger to gl", "Run depreciation/amortization and reconcile the fixed asset sub-ledger to GL", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "8.4.1.3", "name": "Perform Asset Verification, Retirement, and Impairment Review", "tasks": [ { "id": "8.4.1.3.1", "name": "Conduct physical asset verification/cycle counts and reconcile discrepancies", "steps": [ "Receive the trigger and confirm the inputs required for conduct physical asset verification/cycle counts and reconcile discrepancies", "Conduct physical asset verification/cycle counts and reconcile discrepancies", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.4.1.3.2", "name": "Process asset disposals/retirements and assess impairment indicators", "steps": [ "Prepare templates, access, and stakeholder alignment for process asset disposals/retirements and assess impairment indicators", "Process asset disposals/retirements and assess impairment indicators", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retailers maintain large populations of low-unit-cost store fixtures and leasehold improvements across hundreds or thousands of locations, making barcode/RFID-based physical verification and store-closure impairment testing (ASC 360) a recurring, high-volume exercise.", "tech": "Technology companies must distinguish capitalizable internal-use software development costs (ASC 350-40/IAS 38) from R&D expense, and data center/cloud infrastructure assets often carry shorter useful lives requiring more frequent depreciation policy review.", "insurance": "Fixed asset accounting for an insurer is a modest balance-sheet item relative to loss reserves, typically covering office facilities and the capitalized cost of core policy administration and claims system development.", "hotel": "For a hotel operator, this means tracking renovation and PIP capital projects from construction through capitalization, and maintaining the FF&E fixed-asset register across the property portfolio.", "manufacturing": "For a manufacturer, this tracks major capital projects -- new production lines, plant expansions, equipment installs -- from construction-in-progress through capitalization, and maintains the fixed-asset register for heavy machinery and tooling.", "banking": "For a bank, this tracks branch build-outs, data-center, and core-system capital projects through capitalization and depreciation, a comparatively small balance-sheet category relative to the bank's financial assets." }, "country": { "PH": "Depreciation for BIR tax purposes may follow different allowable useful lives/methods than book depreciation, requiring a permanent book-tax reconciling schedule; PEZA/BOI-registered capital equipment often carries separate customs/VAT-exemption documentation that must tie to the fixed asset register.", "US": "Fixed asset additions and useful life estimates are a SOX-relevant control area, and public companies must test for impairment under ASC 360 whenever a triggering event (e.g., store closures, restructuring) occurs, not only annually.", "SG": "Singapore permits accelerated capital allowances (Section 19A, 100%/3-year write-off) for tax purposes that typically diverge from SFRS(I) book depreciation, requiring a deferred tax reconciliation between the two schedules." }, "systems": [ "SAP Asset Accounting (FI-AA)", "Oracle Fixed Assets", "Sage Fixed Assets", "BlackLine" ], "kpis": [ "Capitalization cycle time (in-service to capitalized)", "Fixed asset register accuracy (verification variance %)", "CIP aging beyond target in-service date" ] }, "trigger": "Triggered at the start of a new fixed assets and capital project accounting cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed fixed assets and capital project accounting position, with exceptions resolved and status reported to stakeholders" }, { "id": "8.4.2", "name": "Manage Cash and Liquidity (Treasury Operations)", "description": "Manage global cash positioning, bank account structures, short-term liquidity forecasting, and intercompany funding to ensure the organization meets obligations while optimizing yield.", "hasStepDetail": false, "activities": [ { "id": "8.4.2.1", "name": "Perform Daily Cash Positioning and Bank Account Management", "tasks": [ { "id": "8.4.2.1.1", "name": "Consolidate global bank balances and execute daily cash positioning", "steps": [ "Assess scope and gather the supporting data needed for consolidate global bank balances and execute daily cash positioning", "Consolidate global bank balances and execute daily cash positioning", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.4.2.1.2", "name": "Administer bank account structure, signatories, and KYC compliance", "steps": [ "Prepare templates, access, and stakeholder alignment for administer bank account structure, signatories, and kyc compliance", "Administer bank account structure, signatories, and KYC compliance", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "8.4.2.2", "name": "Perform Short-Term Cash Forecasting and Liquidity Planning", "tasks": [ { "id": "8.4.2.2.1", "name": "Build a rolling 13-week cash flow forecast with AI-assisted variance detection", "steps": [ "Assess scope and gather the supporting data needed for build a rolling 13-week cash flow forecast with ai-assisted variance detection", "Build a rolling 13-week cash flow forecast with AI-assisted variance detection", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "8.4.2.2.2", "name": "Manage intercompany cash pooling/sweeping and short-term funding decisions", "steps": [ "Receive the trigger and confirm the inputs required for manage intercompany cash pooling/sweeping and short-term funding decisions", "Manage intercompany cash pooling/sweeping and short-term funding decisions", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Multi-location retailers with heavy cash/card receipts require daily store-level cash concentration (sweeping) into centralized accounts, and treasury must forecast around pronounced seasonal peaks (holiday-season working capital swings).", "tech": "Tech companies often hold large cash/investment balances across many currencies from global subsidiaries, requiring sophisticated multi-currency cash pooling and notional pooling structures to optimize yield while managing repatriation/withholding tax friction.", "insurance": "Insurer treasury must maintain sufficient liquidity to pay claims -- including sudden large catastrophe payouts -- while investing the bulk of premium float in a regulated, duration-matched investment portfolio subject to statutory investment limits.", "hotel": "For a hotel company, this means managing cash positioning across many property-level bank accounts and forecasting liquidity through seasonal occupancy swings.", "manufacturing": "For a manufacturer, treasury manages cash positioning across plant and corporate entities, often with meaningful working-capital swings tied to raw-material purchasing cycles and seasonal production.", "banking": "For a bank, treasury operations sit at the center of the business itself -- managing the bank's own funding mix, interbank and central-bank liquidity facilities, and regulatory liquidity ratios (LCR/NSFR) rather than simply managing corporate cash." }, "country": { "PH": "Cross-border fund transfers and intercompany loans must comply with Bangko Sentral ng Pilipinas (BSP) foreign exchange regulations, including registration of foreign loans/investments for future repatriation of capital and dividends, and banks require BSP-compliant documentation for large FX transactions.", "US": "No distinct treasury-specific federal regulator for corporate treasury, but banking relationships require standard KYC/Bank Secrecy Act compliance, and large cash positions may trigger disclosure considerations under SEC rules on liquidity/capital resources (MD&A).", "SG": "The Monetary Authority of Singapore (MAS) regulates the banks Singapore treasury centers work with, and companies operating regional treasury/cash-pooling hubs from Singapore can apply for the Finance and Treasury Centre (FTC) tax incentive scheme administered by EDB." }, "systems": [ "Kyriba", "SAP Treasury and Risk Management", "GTreasury", "FIS Trax" ], "kpis": [ "Cash forecast accuracy (13-week variance %)", "Days of cash on hand", "% of cash under centralized visibility/control" ] }, "trigger": "Triggered at the start of a new cash and liquidity (treasury operations) cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed cash and liquidity (treasury operations) position, with exceptions resolved and status reported to stakeholders" }, { "id": "8.4.3", "name": "Manage Debt, Investments, and FX Risk", "description": "Manage the debt portfolio and covenant compliance, invest surplus cash per policy, and hedge foreign exchange and interest rate exposure.", "hasStepDetail": false, "activities": [ { "id": "8.4.3.1", "name": "Manage Debt Portfolio and Covenant Compliance", "tasks": [ { "id": "8.4.3.1.1", "name": "Monitor debt facilities, maturities, and covenant compliance testing", "steps": [ "Receive the trigger and confirm the inputs required for monitor debt facilities, maturities, and covenant compliance testing", "Monitor debt facilities, maturities, and covenant compliance testing", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.4.3.1.2", "name": "Execute debt issuance, refinancing, or repayment transactions", "steps": [ "Assess scope and gather the supporting data needed for execute debt issuance, refinancing, or repayment transactions", "Execute debt issuance, refinancing, or repayment transactions", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "8.4.3.2", "name": "Manage FX and Interest Rate Hedging Program", "tasks": [ { "id": "8.4.3.2.1", "name": "Identify FX/interest-rate exposures and execute hedge transactions per policy", "steps": [ "Receive the trigger and confirm the inputs required for identify fx/interest-rate exposures and execute hedge transactions per policy", "Identify FX/interest-rate exposures and execute hedge transactions per policy", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.4.3.2.2", "name": "Perform hedge accounting documentation and effectiveness testing (ASC 815/IFRS 9)", "steps": [ "Assess scope and gather the supporting data needed for perform hedge accounting documentation and effectiveness testing (asc 815/ifrs 9)", "Perform hedge accounting documentation and effectiveness testing (ASC 815/IFRS 9)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retailers with significant lease obligations must monitor lease-adjusted leverage covenants closely, and those importing goods carry material transactional FX exposure on inventory purchases requiring programmatic forward-hedging.", "tech": "Many high-growth tech companies operate with convertible debt and minimal traditional bank covenants, but must actively manage FX exposure from geographically dispersed revenue and R&D cost bases, plus manage investment policy for large cash reserves.", "insurance": "Insurer investment management is core to the business model -- managing a bond-heavy portfolio to match policy liability duration and generate investment income that subsidizes underwriting -- subject to statutory asset-admissibility and concentration limits, alongside standard debt and FX hedging.", "hotel": "For a hotel operator, this means managing property-level mortgage debt and covenant compliance, often tied to RevPAR/DSCR thresholds, and hedging FX exposure for internationally operated properties.", "manufacturing": "For a manufacturer with global plants and suppliers, this manages FX exposure on cross-border raw-material purchases and foreign sales, alongside standard debt-portfolio and investment management.", "banking": "For a bank, this means managing the investment-securities portfolio, interbank borrowing and wholesale funding, and interest-rate/FX risk through the asset-liability management function under board-approved risk limits." }, "country": { "PH": "Foreign currency-denominated loans by Philippine entities generally require BSP registration if repatriation of principal/interest in foreign currency through the banking system is intended, and FX hedge transactions with local banks are subject to BSP FX regulations.", "US": "Hedge accounting must comply with ASC 815, and public companies must provide extensive derivative and market-risk disclosures (Item 7A of Form 10-K); debt covenant compliance is a standard quarterly SOX-relevant control.", "SG": "MAS regulates derivatives dealing and may require reporting of certain OTC derivative transactions under the Securities and Futures Act; Singapore treasury centers benefit from withholding tax exemptions on qualifying interest/hedging payments under the FTC scheme." }, "systems": [ "Kyriba", "SAP TRM", "Bloomberg/Reuters (market data)", "ChathamDirect" ], "kpis": [ "Covenant headroom (%)", "Hedge effectiveness ratio", "FX gain/loss volatility vs. exposure hedged" ] }, "trigger": "Triggered at the start of a new debt, investments, and fx risk cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed debt, investments, and fx risk position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "8.5", "groupName": "Manage Tax and Internal Controls", "processes": [ { "id": "8.5.1", "name": "Manage Direct and Indirect Tax Compliance", "description": "Prepare and file corporate income tax, VAT/GST, and other statutory tax returns, manage tax payments, and respond to tax authority inquiries and audits.", "hasStepDetail": false, "activities": [ { "id": "8.5.1.1", "name": "Manage Indirect Tax Compliance (VAT/GST/Sales Tax)", "tasks": [ { "id": "8.5.1.1.1", "name": "Prepare and file periodic VAT/GST/sales tax returns and reconcile to GL", "steps": [ "Prepare templates, access, and stakeholder alignment for prepare and file periodic vat/gst/sales tax returns and reconcile to gl", "Prepare and file periodic VAT/GST/sales tax returns and reconcile to GL", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.5.1.1.2", "name": "Manage indirect tax exemption/incentive documentation and e-invoicing compliance", "steps": [ "Receive the trigger and confirm the inputs required for manage indirect tax exemption/incentive documentation and e-invoicing compliance", "Manage indirect tax exemption/incentive documentation and e-invoicing compliance", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.5.1.2", "name": "Manage Direct/Corporate Income Tax Compliance", "tasks": [ { "id": "8.5.1.2.1", "name": "Prepare the corporate income tax return and supporting workpapers", "steps": [ "Receive the trigger and confirm the inputs required for prepare the corporate income tax return and supporting workpapers", "Prepare the corporate income tax return and supporting workpapers", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.5.1.2.2", "name": "Manage tax payments, estimated tax installments, and authority correspondence/audits", "steps": [ "Receive the trigger and confirm the inputs required for manage tax payments, estimated tax installments, and authority correspondence/audits", "Manage tax payments, estimated tax installments, and authority correspondence/audits", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "High transaction volume across many jurisdictions/states makes indirect tax determination engine accuracy (correct tax rate/nexus by SKU and location) a major compliance risk, particularly for omnichannel retailers with marketplace facilitator obligations.", "tech": "SaaS/digital services often face ambiguous indirect tax treatment across jurisdictions (is it a good, service, or digital service for VAT/GST purposes?), and R&D tax credit claims are typically a material, actively managed tax position.", "insurance": "Insurer tax compliance includes premium taxes owed to each state (in lieu of or alongside standard income tax) in addition to corporate income tax and indirect tax filings.", "hotel": "For a hotel company, this means filing occupancy/bed tax, sales tax, and corporate tax returns across every jurisdiction where properties operate -- a heavier compliance load than most industries given hotel-specific lodging taxes.", "manufacturing": "For a manufacturer, this includes managing VAT/GST and customs/duty obligations on cross-border raw-material and finished-goods movement, alongside standard corporate income tax filing.", "banking": "For a bank, tax compliance follows standard corporate patterns, layered with bank-specific levies, such as financial-transaction or bank-asset taxes, that apply in some jurisdictions." }, "country": { "PH": "VAT compliance requires monthly/quarterly BIR Form 2550M/2550Q filings, withholding tax remittance via 1601-EQ/0619E, and use of BIR-accredited CAS/e-invoicing (EIS) for large taxpayers; PEZA/BOI-registered entities must separately track VAT zero-rating eligibility on registered activities.", "US": "Indirect tax (state sales/use tax) compliance is highly fragmented across 45+ states post-Wayfair, requiring automated tax engines (e.g., Avalara, Vertex) and nexus monitoring; federal corporate income tax follows IRS rules with quarterly estimated payments and an annual Form 1120 filing.", "SG": "GST returns (Form F5) are filed quarterly with IRAS; corporate income tax follows a one-tier system with the annual Form C-S/C filing, and Singapore's competitive corporate tax rate (17%) with partial tax exemptions is a key planning consideration." }, "systems": [ "Vertex", "Avalara", "OneSource Tax Provision", "SAP Tax Compliance" ], "kpis": [ "On-time filing rate (%)", "Effective tax rate variance to forecast", "Number of tax audit findings/adjustments" ] }, "trigger": "Triggered at the start of a new direct and indirect tax compliance cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed direct and indirect tax compliance position, with exceptions resolved and status reported to stakeholders" }, { "id": "8.5.2", "name": "Manage Internal Controls (SOX/ICFR) and Statutory Audit", "description": "Design, test, and monitor internal controls over financial reporting, remediate deficiencies, and manage the external statutory/financial audit relationship and deliverables.", "hasStepDetail": false, "activities": [ { "id": "8.5.2.1", "name": "Design and Test Internal Controls (ICFR)", "tasks": [ { "id": "8.5.2.1.1", "name": "Maintain the risk-control matrix and control design documentation", "steps": [ "Prepare templates, access, and stakeholder alignment for maintain the risk-control matrix and control design documentation", "Maintain the risk-control matrix and control design documentation", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.5.2.1.2", "name": "Execute control testing, including AI-assisted continuous controls monitoring, and track deficiencies", "steps": [ "Prepare templates, access, and stakeholder alignment for execute control testing, including ai-assisted continuous controls monitoring, and track deficiencies", "Execute control testing, including AI-assisted continuous controls monitoring, and track deficiencies", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "8.5.2.2", "name": "Manage External Statutory Audit", "tasks": [ { "id": "8.5.2.2.1", "name": "Coordinate audit planning, PBC list fulfillment, and interim/year-end fieldwork", "steps": [ "Receive the trigger and confirm the inputs required for coordinate audit planning, pbc list fulfillment, and interim/year-end fieldwork", "Coordinate audit planning, PBC list fulfillment, and interim/year-end fieldwork", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "8.5.2.2.2", "name": "Track and remediate audit findings and management letter points", "steps": [ "Receive the trigger and confirm the inputs required for track and remediate audit findings and management letter points", "Track and remediate audit findings and management letter points", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail ICFR programs place heavy emphasis on inventory existence/valuation controls (cycle counts, shrink reserves) and IT general controls over high-volume POS/e-commerce transaction systems.", "tech": "Tech company ICFR programs focus heavily on revenue recognition controls (given ASC 606 judgment areas) and IT general controls over rapidly evolving, often cloud-native ERP/billing environments, which auditors scrutinize closely.", "insurance": "Insurer ICFR programs place heavy emphasis on controls over actuarial reserve estimation and reinsurance recoverable valuation -- the two most judgment-intensive, highest-dollar balance-sheet items -- alongside statutory (SAP) audit requirements from state regulators in addition to the GAAP audit.", "hotel": "For a hotel operator, this means testing controls over cash handling and revenue recognition at the property level, a higher-risk area given the cash-intensive nature of front-desk and F&B operations.", "manufacturing": "For a manufacturer, controls testing places particular emphasis on inventory valuation, standard-cost accuracy, and physical inventory count procedures across plant locations, in addition to standard financial controls.", "banking": "For a bank, internal-controls testing extends beyond SOX/ICFR to prudential-regulator expectations for control effectiveness over credit, liquidity, and operational risk, examined through regular regulatory exams alongside the external statutory audit." }, "country": { "PH": "Philippine SEC-registered companies (and PSE-listed ones) require audited financial statements from a SEC-accredited external auditor; there is no PH-specific SOX-equivalent mandate for private companies, though subsidiaries of US-listed parents inherit SOX 404 scope.", "US": "SOX Section 404 requires management assessment and (for accelerated filers) external auditor attestation of ICFR effectiveness annually, with the PCAOB setting audit standards; material weaknesses must be publicly disclosed.", "SG": "The Companies Act requires an annual audit unless a company qualifies for the small-company exemption; directors of Singapore-incorporated entities bear statutory responsibility for adequate internal controls, and ACRA monitors audit quality through its Audit Quality Indicators framework." }, "systems": [ "AuditBoard", "Workiva", "SAP Process Control (GRC)", "ServiceNow (control workflow)" ], "kpis": [ "Number of control deficiencies (material weakness/significant deficiency)", "% controls tested on time", "Audit adjustment count/value" ] }, "trigger": "Triggered at the start of a new internal controls (sox/icfr) and statutory audit cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed internal controls (sox/icfr) and statutory audit position, with exceptions resolved and status reported to stakeholders" }, { "id": "8.5.3", "name": "Manage Transfer Pricing and Tax Provision", "description": "Set and document intercompany transfer pricing policy, prepare the quarterly/annual tax provision (ASC 740/IAS 12), and manage deferred tax and uncertain tax position analysis.", "hasStepDetail": false, "activities": [ { "id": "8.5.3.1", "name": "Manage Transfer Pricing Policy and Documentation", "tasks": [ { "id": "8.5.3.1.1", "name": "Set intercompany pricing policy and monitor actual margins against target", "steps": [ "Prepare templates, access, and stakeholder alignment for set intercompany pricing policy and monitor actual margins against target", "Set intercompany pricing policy and monitor actual margins against target", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.5.3.1.2", "name": "Prepare transfer pricing documentation and country-by-country reporting", "steps": [ "Receive the trigger and confirm the inputs required for prepare transfer pricing documentation and country-by-country reporting", "Prepare transfer pricing documentation and country-by-country reporting", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "8.5.3.2", "name": "Prepare Income Tax Provision and Deferred Tax", "tasks": [ { "id": "8.5.3.2.1", "name": "Calculate the current and deferred tax provision by entity/jurisdiction", "steps": [ "Prepare templates, access, and stakeholder alignment for calculate the current and deferred tax provision by entity/jurisdiction", "Calculate the current and deferred tax provision by entity/jurisdiction", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "8.5.3.2.2", "name": "Assess uncertain tax positions and maintain tax contingency reserves", "steps": [ "Prepare templates, access, and stakeholder alignment for assess uncertain tax positions and maintain tax contingency reserves", "Assess uncertain tax positions and maintain tax contingency reserves", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retailers with owned sourcing/buying entities in low-cost countries must defend arm's-length markup on intercompany merchandise purchases, a frequent transfer pricing audit focus area for tax authorities.", "tech": "Technology companies with IP-holding structures face the highest transfer pricing scrutiny globally (royalty/licensing arrangements, cost-sharing agreements for R&D), and the OECD Pillar Two global minimum tax (15%) materially affects provision calculations for large multinational tech groups.", "insurance": "Insurer tax provision work must account for the tax treatment of loss reserves and reinsurance transactions, alongside transfer pricing for intercompany reinsurance and shared-service arrangements in multi-entity, multi-jurisdiction groups.", "hotel": "For a hotel company, this means setting transfer pricing for management and franchise-fee arrangements between corporate and property-owning entities, and preparing the related tax provision.", "manufacturing": "For a manufacturer, transfer pricing must document intercompany pricing for components and finished goods moving between plants in different tax jurisdictions, alongside the standard quarterly tax provision.", "banking": "For a bank, transfer pricing must also account for intercompany funding and guarantee arrangements between entities, adding banking-specific complexity beyond typical goods and services transactions." }, "country": { "PH": "The BIR requires transfer pricing documentation per Revenue Regulations No. 19-2020 and related-party transaction disclosure via BIR Form 1709 attached to the annual income tax return for taxpayers meeting materiality thresholds.", "US": "IRC Section 482 governs transfer pricing enforcement, and the tax provision must comply with ASC 740, including recognition/measurement of uncertain tax positions with detailed disclosure in the 10-K.", "SG": "IRAS requires contemporaneous transfer pricing documentation per its e-Tax Guide where related-party transaction thresholds are met, and Singapore has adopted the OECD BEPS 2.0 Pillar Two rules (Multinational Enterprise Top-up Tax) effective from 2025." }, "systems": [ "OneSource Tax Provision", "Longview Tax", "Corptax", "SAP BPC (tax provision workpapers)" ], "kpis": [ "Effective tax rate (ETR) vs. forecast variance", "Provision-to-return true-up adjustment size", "Transfer pricing margin variance to policy band" ] }, "trigger": "Triggered at the start of a new transfer pricing and tax provision cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed transfer pricing and tax provision position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "procurement", "functionName": "Procurement", "processGroups": [ { "groupId": "7.1", "groupName": "Perform Procure-to-Pay (P2P)", "processes": [ { "id": "7.1.1", "name": "Manage Purchase Requisitioning and Purchase Order Issuance", "description": "Convert business demand into approved purchase requisitions and purchase orders, ensuring spend is channeled through approved catalogs/contracts and delegation-of-authority approval workflows.", "hasStepDetail": false, "activities": [ { "id": "7.1.1.1", "name": "Manage Requisition Creation and Catalog Enablement", "tasks": [ { "id": "7.1.1.1.1", "name": "Maintain punch-out/internal catalogs and guided buying channels", "steps": [ "Receive the trigger and confirm the inputs required for maintain punch-out/internal catalogs and guided buying channels", "Maintain punch-out/internal catalogs and guided buying channels", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.1.1.1.2", "name": "Capture and validate purchase requisitions against budget and category rules", "steps": [ "Prepare templates, access, and stakeholder alignment for capture and validate purchase requisitions against budget and category rules", "Capture and validate purchase requisitions against budget and category rules", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "7.1.1.2", "name": "Manage PO Approval and Issuance", "tasks": [ { "id": "7.1.1.2.1", "name": "Route requisitions through the delegation-of-authority approval workflow", "steps": [ "Receive the trigger and confirm the inputs required for route requisitions through the delegation-of-authority approval workflow", "Route requisitions through the delegation-of-authority approval workflow", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.1.1.2.2", "name": "Convert approved requisitions to purchase orders and transmit to suppliers", "steps": [ "Prepare templates, access, and stakeholder alignment for convert approved requisitions to purchase orders and transmit to suppliers", "Convert approved requisitions to purchase orders and transmit to suppliers", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail indirect procurement spans store-level supplies and fixtures ordered by thousands of local requestors, so guided-buying catalogs with pre-negotiated pricing and hard budget controls are essential to prevent maverick spend across the store network.", "tech": "Tech company requisitioning is dominated by software/SaaS subscriptions and cloud infrastructure spend requested by engineering teams, requiring integration with software asset management to prevent duplicate/shadow-IT purchases.", "insurance": "Insurer procurement requisitioning routes spend for core categories like policy administration/claims software licensing, actuarial and catastrophe-modeling data subscriptions, and claims vendor services through approved catalogs and delegation-of-authority workflows.", "hotel": "For a hotel operator, this means channeling property-level F&B, housekeeping, and engineering spend through approved group-purchasing-organization contracts and delegation-of-authority approvals.", "manufacturing": "For a manufacturer, requisitions are often generated automatically from MRP runs against the production schedule, converting planned orders into approved purchase orders for raw materials and components.", "banking": "For a bank, this governs requisitioning for technology, professional-services, and facilities spend, routed through approval workflows that reflect the delegation-of-authority limits typical of a regulated institution." }, "country": { "PH": "No distinct BIR requirement at the requisition/PO stage, but PEZA/BOI-registered entities should tag POs for imported capital equipment or raw materials to preserve duty/VAT exemption documentation trails.", "US": "No federal requirement beyond general practice, though public companies treat requisition-to-PO approval as a key SOX control point evidencing proper authorization of committed spend before liability is incurred.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "Coupa", "SAP Ariba", "Oracle Procurement Cloud", "Zip" ], "kpis": [ "% spend under managed/catalog channel", "PO cycle time (requisition to issuance)", "% requisitions requiring off-catalog exception approval" ] }, "trigger": "Triggered at the start of a new purchase requisitioning and purchase order issuance cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed purchase requisitioning and purchase order issuance position, with exceptions resolved and status reported to stakeholders" }, { "id": "7.1.2", "name": "Manage Receipt, Invoice Matching, and Payment", "description": "Receive goods/services, capture and match supplier invoices against PO and receipt, resolve exceptions, and execute timely, controls-compliant supplier payment - the core touchless invoice-to-pay flow increasingly run through agentic AI matching and exception resolution.", "hasStepDetail": true, "activities": [ { "id": "7.1.2.1", "name": "Perform Goods/Services Receipt Confirmation", "tasks": [ { "id": "7.1.2.1.1", "name": "Record goods receipt/service entry against the purchase order", "steps": [ "Prepare templates, access, and stakeholder alignment for record goods receipt/service entry against the purchase order", "Record goods receipt/service entry against the purchase order", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "7.1.2.1.2", "name": "Reconcile receipt discrepancies (quantity/quality) with requestor and supplier", "steps": [ "Assess scope and gather the supporting data needed for reconcile receipt discrepancies (quantity/quality) with requestor and supplier", "Reconcile receipt discrepancies (quantity/quality) with requestor and supplier", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.1.2.2", "name": "Perform Invoice Capture and Matching", "tasks": [ { "id": "7.1.2.2.1", "name": "Capture supplier invoices via OCR/e-invoicing and validate against PO/contract", "steps": [ "Receive the trigger and confirm the inputs required for capture supplier invoices via ocr/e-invoicing and validate against po/contract", "Capture supplier invoices via OCR/e-invoicing and validate against PO/contract", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.1.2.2.2", "name": "Execute two-/three-way match and resolve exceptions", "steps": [ "Invoice data captured via OCR/e-invoicing is auto-matched against the corresponding purchase order and goods/service receipt for quantity, price, and unit-of-measure agreement (three-way match).", "The system applies configured tolerance thresholds (e.g., +/-2% price, +/-5% quantity) to auto-clear immaterial variances without human touch.", "Invoices failing match tolerance are auto-classified by exception type (price variance, quantity variance, missing receipt, no PO) and routed to the appropriate resolver (buyer, requestor, or AP analyst).", "An agentic AI assistant analyzes the exception against historical resolution patterns, supplier communication, and contract terms, proposing a recommended resolution (e.g., request receipt confirmation, apply approved price change, split-code the residual variance).", "The resolver reviews the AI-proposed resolution, requests a supplier credit memo/clarification if needed, and approves or overrides the recommendation with documented rationale.", "The resolved invoice is re-matched and cleared for payment; unresolved/disputed invoices are held with an aging escalation trigger to prevent silent write-off or duplicate payment risk.", "Match outcome, exception type, resolution path, and cycle time are logged to the exception analytics dashboard, feeding continuous tuning of tolerance rules and AI recommendation accuracy." ] } ] }, { "id": "7.1.2.3", "name": "Execute Supplier Payment", "tasks": [ { "id": "7.1.2.3.1", "name": "Schedule payments per payment terms and optimize working capital/early-payment discounts", "steps": [ "Assess scope and gather the supporting data needed for schedule payments per payment terms and optimize working capital/early-payment discounts", "Schedule payments per payment terms and optimize working capital/early-payment discounts", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.1.2.3.2", "name": "Process payment runs and remittance advice, and manage payment exceptions/escheatment", "steps": [ "Prepare templates, access, and stakeholder alignment for process payment runs and remittance advice, and manage payment exceptions/escheatment", "Process payment runs and remittance advice, and manage payment exceptions/escheatment", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "High-volume merchandise vendor invoicing requires automated matching tolerant of retail-specific variances (quantity shortages, vendor chargebacks, promotional allowances deducted at payment), making exception-handling rules the single biggest driver of touchless-match rates.", "tech": "Tech companies process a large share of non-PO/recurring SaaS invoices (subscriptions billed outside formal procurement), so invoice-to-pay automation must handle both traditional three-way match and lighter-weight recurring-vendor workflows with strong duplicate-payment detection.", "insurance": "Invoice-to-pay for an insurer processes high-value technology and data-licensing invoices (policy administration, actuarial, catastrophe-modeling platforms) alongside routine claims-vendor and facilities spend.", "hotel": "For a hotel company, this means matching deliveries of perishable F&B goods and supplies against purchase orders at the property receiving dock, resolving exceptions quickly given spoilage risk, and paying suppliers on time.", "manufacturing": "For a manufacturer, this matches supplier invoices against PO and goods-receipt records at the plant receiving dock, with particular attention to quantity and quality discrepancies before releasing payment.", "banking": "For a bank, this core invoice-to-pay flow operates alongside strict segregation-of-duties controls, since procurement payment processes sit under the same operational-risk and fraud-control scrutiny regulators apply to the bank's customer-facing payment rails." }, "country": { "PH": "Supplier invoices received must be validated as BIR-compliant (proper OR/sales invoice format, TIN, VAT breakdown) to support input VAT claims, and withholding tax must be correctly computed and remitted (BIR Form 1601-EQ) at the time of payment, generating a BIR Form 2307 certificate to the supplier.", "US": "1099 reporting obligations require capturing supplier TIN/W-9 data at onboarding so payments to US vendors are correctly reported to the IRS; SOX treats the three-way match and payment approval as key controls preventing unauthorized disbursement.", "SG": "GST input tax claims require the underlying tax invoice to meet IRAS format requirements, and companies are increasingly expected to receive supplier invoices via InvoiceNow (PEPPOL) for straight-through GST-compliant processing." }, "systems": [ "SAP Ariba", "Coupa", "Tipalti", "Medius" ], "kpis": [ "% invoices processed touchless", "Invoice-to-pay cycle time", "Duplicate/erroneous payment rate" ] }, "trigger": "Triggered at the start of a new receipt, invoice matching, and payment cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed receipt, invoice matching, and payment position, with exceptions resolved and status reported to stakeholders" }, { "id": "7.1.3", "name": "Manage Procurement Cards, T&E, and Employee-Initiated Spend", "description": "Govern low-value, high-velocity spend channels - procurement cards (p-cards), virtual cards, and travel & expense reimbursement - with policy controls and reconciliation to the GL.", "hasStepDetail": false, "activities": [ { "id": "7.1.3.1", "name": "Administer Procurement/Virtual Card Program", "tasks": [ { "id": "7.1.3.1.1", "name": "Issue and configure card limits/merchant category controls per policy", "steps": [ "Assess scope and gather the supporting data needed for issue and configure card limits/merchant category controls per policy", "Issue and configure card limits/merchant category controls per policy", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.1.3.1.2", "name": "Reconcile card transactions to GL and enforce receipt/documentation compliance", "steps": [ "Assess scope and gather the supporting data needed for reconcile card transactions to gl and enforce receipt/documentation compliance", "Reconcile card transactions to GL and enforce receipt/documentation compliance", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.1.3.2", "name": "Manage Travel & Expense Reimbursement", "tasks": [ { "id": "7.1.3.2.1", "name": "Process employee expense reports with automated policy/receipt audit", "steps": [ "Receive the trigger and confirm the inputs required for process employee expense reports with automated policy/receipt audit", "Process employee expense reports with automated policy/receipt audit", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.1.3.2.2", "name": "Investigate policy exceptions and process reimbursement payment", "steps": [ "Receive the trigger and confirm the inputs required for investigate policy exceptions and process reimbursement payment", "Investigate policy exceptions and process reimbursement payment", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Store operations rely heavily on p-cards for local, small-dollar purchases (facilities, minor repairs), requiring tight merchant-category-code (MCC) restrictions and monthly reconciliation discipline across a very large card population.", "tech": "Tech companies show high T&E volume tied to sales travel, conferences, and distributed/remote workforce equipment stipends, making automated receipt-matching and policy-violation flagging (e.g., alcohol limits, class-of-travel) a high-value automation target.", "insurance": "T&E spend for an insurer includes notable travel for catastrophe-response field adjusters deployed to disaster sites, in addition to standard corporate travel and expense.", "hotel": "For a hotel operator, this means governing p-card spend for property-level incidentals and manager travel & expense across a dispersed multi-property footprint.", "manufacturing": "For a manufacturer, this governs plant-level MRO and maintenance-spares purchasing on procurement cards alongside standard travel-and-expense spend.", "banking": "For a bank, p-card and expense management follows standard patterns, with reconciliation controls that mirror the same conduct and expense-policy scrutiny applied to customer-facing sales staff." }, "country": { "PH": "Reimbursed employee expenses must be supported by BIR-compliant official receipts to be deductible business expenses, and per diem/allowance amounts above BIR-prescribed thresholds may become taxable fringe benefits subject to fringe benefit tax.", "US": "Card and T&E programs must support accountable-plan requirements under IRS rules (substantiation, business connection, timely reporting) to keep employee reimbursements non-taxable; unsubstantiated amounts must be treated as taxable wages.", "SG": "No distinct requirement beyond general corporate practice; GST input tax on qualifying business expenses (excluding disallowed categories like private car expenses/club subscriptions) can generally be claimed if properly substantiated." }, "systems": [ "SAP Concur", "Coupa (card management)", "Airbase", "Ramp" ], "kpis": [ "% card spend reconciled within policy SLA", "Average expense report processing time", "Policy exception/violation rate" ] }, "trigger": "Triggered at the start of a new procurement cards, t&e, and employee-initiated spend cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed procurement cards, t&e, and employee-initiated spend position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "7.2", "groupName": "Source and Select Suppliers (Strategic Sourcing)", "processes": [ { "id": "7.2.1", "name": "Develop Category and Sourcing Strategy", "description": "Analyze category spend and market conditions to develop sourcing strategies (make/buy, supplier consolidation, should-cost modeling) aligned to business requirements and savings targets.", "hasStepDetail": false, "activities": [ { "id": "7.2.1.1", "name": "Perform Spend Analysis and Category Segmentation", "tasks": [ { "id": "7.2.1.1.1", "name": "Aggregate and classify spend data (taxonomy, tail spend identification)", "steps": [ "Receive the trigger and confirm the inputs required for aggregate and classify spend data (taxonomy, tail spend identification)", "Aggregate and classify spend data (taxonomy, tail spend identification)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.2.1.1.2", "name": "Segment categories by the Kraljic matrix (risk/value) to set sourcing approach", "steps": [ "Assess scope and gather the supporting data needed for segment categories by the kraljic matrix (risk/value) to set sourcing approach", "Segment categories by the Kraljic matrix (risk/value) to set sourcing approach", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.2.1.2", "name": "Develop Category Sourcing Strategy and Should-Cost Model", "tasks": [ { "id": "7.2.1.2.1", "name": "Conduct market/supplier landscape and should-cost analysis", "steps": [ "Assess scope and gather the supporting data needed for conduct market/supplier landscape and should-cost analysis", "Conduct market/supplier landscape and should-cost analysis", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.2.1.2.2", "name": "Define category strategy, savings target, and stakeholder-approved sourcing roadmap", "steps": [ "Assess scope and gather the supporting data needed for define category strategy, savings target, and stakeholder-approved sourcing roadmap", "Define category strategy, savings target, and stakeholder-approved sourcing roadmap", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail sourcing strategy is dominated by direct/merchandise sourcing (private label, global sourcing offices) alongside indirect categories, requiring category managers to jointly optimize landed cost, FX exposure, and supplier lead time against seasonal merchandising calendars.", "tech": "Tech company sourcing strategy centers on components/contract manufacturing (hardware) or cloud/infrastructure and software categories (for pure software companies), where should-cost modeling for semiconductor/component categories requires specialized engineering-finance collaboration.", "insurance": "Insurer category strategy weighs core technology categories heavily -- policy administration and claims platforms (Guidewire, Duck Creek, Majesco), actuarial/catastrophe-modeling data (e.g., Verisk, RMS, CoreLogic), and reinsurance brokerage -- alongside standard indirect categories.", "hotel": "For a hotel company, this means developing sourcing strategy for hospitality-specific categories -- F&B, linens/textiles, guest amenities, cleaning supplies -- often through group purchasing organizations to capture portfolio-wide scale.", "manufacturing": "For a manufacturer, category strategy covers raw materials, components, and packaging, weighing make-vs-buy decisions and supplier consolidation against production continuity and cost targets.", "banking": "For a bank, sourcing strategy weighs heavily on the technology, core-banking, and outsourced-services categories, where regulatory outsourcing rules constrain which functions can be moved to third parties." }, "country": { "PH": "Sourcing strategies involving imported goods should account for Philippine tariff classification (HS codes) and available free trade agreement (e.g., ASEAN, RCEP) preferential duty rates, plus PEZA/BOI duty-exemption eligibility for registered-activity imports.", "US": "No distinct federal requirement, though public companies increasingly must consider forced-labor/supply-chain disclosure exposure (e.g., UFLPA import bans) when developing category sourcing strategy in higher-risk regions.", "SG": "No distinct requirement beyond general corporate practice; Singapore's extensive free trade agreement network makes it an attractive regional sourcing/re-invoicing hub, often factored into category strategy for Asia-Pacific supply." }, "systems": [ "SAP Ariba Spend Analysis", "Coupa Analytics", "Jaggaer", "GEP SMART" ], "kpis": [ "Addressable spend under active category management (%)", "Should-cost vs. quoted price gap", "Savings pipeline value by category" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop category and sourcing strategy", "output": "A completed, validated category and sourcing strategy, ready for stakeholder review and sign-off" }, { "id": "7.2.2", "name": "Conduct Supplier Selection and RFx/eAuction Events", "description": "Run competitive sourcing events (RFI/RFP/RFQ/eAuction) to identify, evaluate, and select suppliers against defined technical, commercial, and risk criteria.", "hasStepDetail": false, "activities": [ { "id": "7.2.2.1", "name": "Design and Execute RFx Events", "tasks": [ { "id": "7.2.2.1.1", "name": "Develop RFx documents, evaluation criteria, and scoring model", "steps": [ "Prepare templates, access, and stakeholder alignment for develop rfx documents, evaluation criteria, and scoring model", "Develop RFx documents, evaluation criteria, and scoring model", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "7.2.2.1.2", "name": "Manage supplier Q&A, bid submission, and eAuction execution", "steps": [ "Assess scope and gather the supporting data needed for manage supplier q&a, bid submission, and eauction execution", "Manage supplier Q&A, bid submission, and eAuction execution", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.2.2.2", "name": "Evaluate Bids and Select Suppliers", "tasks": [ { "id": "7.2.2.2.1", "name": "Score technical and commercial proposals against weighted criteria", "steps": [ "Assess scope and gather the supporting data needed for score technical and commercial proposals against weighted criteria", "Score technical and commercial proposals against weighted criteria", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.2.2.2.2", "name": "Conduct final negotiation and present supplier selection for approval", "steps": [ "Receive the trigger and confirm the inputs required for conduct final negotiation and present supplier selection for approval", "Conduct final negotiation and present supplier selection for approval", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail RFx events for private-label goods typically bundle pricing negotiation with quality/compliance audits (factory social compliance, product safety testing) as a gating evaluation criterion alongside price.", "tech": "Tech RFx events for cloud/infrastructure and critical component suppliers weight technical fit, security/compliance certifications (SOC 2, ISO 27001), and supply continuity heavily alongside commercial terms given switching-cost and lock-in risk.", "insurance": "Selecting a core policy administration or claims platform vendor is among the highest-stakes sourcing events an insurer runs, given multi-year implementation timelines and the operational risk of migrating in-force policies and open claims.", "hotel": "For a hotel operator, this means running competitive sourcing events for F&B distributors, linen services, and amenity suppliers against quality, reliability, and price criteria.", "manufacturing": "For a manufacturer, sourcing events evaluate suppliers against technical specification compliance, quality certifications, and capacity to support just-in-time delivery schedules, not just price.", "banking": "For a bank, sourcing events for technology and outsourced-services vendors typically include a mandatory third-party risk and information-security assessment stage before contract award." }, "country": { "PH": "No distinct statutory requirement for private-sector sourcing events; government-linked or PEZA/BOI-adjacent entities may need to document fair competitive bidding to support incentive audit trails, but this is not a general legal mandate.", "US": "No distinct federal requirement for private companies; government contractors and their supply chains, however, must comply with Federal Acquisition Regulation (FAR) competitive bidding rules where applicable, which can flow down sourcing documentation requirements.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "SAP Ariba Sourcing", "Coupa Sourcing Optimization", "Jaggaer", "Scanmarket" ], "kpis": [ "Sourcing event cycle time", "Negotiated savings vs. baseline (%)", "% spend awarded via competitive event vs. sole source" ] }, "trigger": "Triggered by a scheduled requirement or a specific event calling for supplier selection and rfx/eauction events", "output": "A completed, documented outcome of supplier selection and rfx/eauction events, filed for governance and audit purposes" }, { "id": "7.2.3", "name": "Negotiate and Manage Contracts", "description": "Negotiate commercial and legal terms, execute supplier contracts, and maintain the contract repository with obligation and renewal tracking through the contract lifecycle.", "hasStepDetail": false, "activities": [ { "id": "7.2.3.1", "name": "Draft and Negotiate Contract Terms", "tasks": [ { "id": "7.2.3.1.1", "name": "Draft the contract using approved templates/playbook and negotiate commercial/legal terms", "steps": [ "Receive the trigger and confirm the inputs required for draft the contract using approved templates/playbook and negotiate commercial/legal terms", "Draft the contract using approved templates/playbook and negotiate commercial/legal terms", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.2.3.1.2", "name": "Route the contract through legal, risk, and finance review/approval", "steps": [ "Assess scope and gather the supporting data needed for route the contract through legal, risk, and finance review/approval", "Route the contract through legal, risk, and finance review/approval", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.2.3.2", "name": "Manage Contract Repository and Obligation Tracking", "tasks": [ { "id": "7.2.3.2.1", "name": "Execute and store contracts in a central repository with metadata tagging", "steps": [ "Prepare templates, access, and stakeholder alignment for execute and store contracts in a central repository with metadata tagging", "Execute and store contracts in a central repository with metadata tagging", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "7.2.3.2.2", "name": "Track key obligations, pricing, and renewal/expiration milestones", "steps": [ "Receive the trigger and confirm the inputs required for track key obligations, pricing, and renewal/expiration milestones", "Track key obligations, pricing, and renewal/expiration milestones", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail supplier contracts commonly embed volume rebate tiers, chargeback/compliance penalty clauses, and seasonal delivery-window SLAs that must be actively tracked against actual purchase volume to capture earned rebates.", "tech": "Tech vendor contracts (especially cloud/SaaS) require careful negotiation of data processing/security addenda, SLA credits, and auto-renewal/price-escalation clauses, with contract lifecycle management critical to avoid unplanned auto-renewals at list price.", "insurance": "Insurer contract negotiation for core system vendors (policy administration, claims, data/analytics providers) must address data ownership, uptime SLAs during catastrophe surge periods, and exit/data-portability terms given high switching costs.", "hotel": "For a hotel company, this means negotiating multi-property supply agreements -- F&B distribution, laundry/linen services, OTA/GDS contracts -- and tracking renewal and obligation terms across the portfolio.", "manufacturing": "For a manufacturer, contracts often include price-adjustment clauses tied to commodity indices, minimum-order commitments, and quality/delivery performance terms with key raw-material and component suppliers.", "banking": "For a bank, contract negotiation with critical technology and outsourcing vendors must incorporate regulator-mandated provisions such as audit rights, data-location, and exit/resolution-planning clauses tied to operational-resilience requirements." }, "country": { "PH": "Contracts with foreign suppliers involving royalty, technical service, or licensing payments may trigger Philippine withholding tax on royalties/fees to non-residents and should be reviewed against applicable tax treaty relief procedures with the BIR.", "US": "Contract terms affecting revenue/cost recognition timing must be reviewed for US GAAP accounting implications (e.g., embedded leases under ASC 842, variable consideration under ASC 606 for revenue-sharing arrangements).", "SG": "No distinct requirement beyond general corporate practice; stamp duty is generally not applicable to standard commercial/service contracts in Singapore (unlike property-related documents)." }, "systems": [ "Icertis", "SAP Ariba Contracts", "DocuSign CLM", "ContractPodAi" ], "kpis": [ "Contract cycle time (draft to execution)", "% contracts under active CLM/obligation tracking", "Rebate/SLA credit capture rate vs. entitlement" ] }, "trigger": "Triggered by a business need to negotiate and manage contracts", "output": "A finalized, signed agreement covering negotiate and manage contracts" } ] }, { "groupId": "7.3", "groupName": "Manage Supplier Relationships and Performance", "processes": [ { "id": "7.3.1", "name": "Onboard and Qualify Suppliers", "description": "Onboard new suppliers with master data setup, risk/compliance screening (sanctions, financial health, diversity), and tax/banking validation before enabling transacting.", "hasStepDetail": false, "activities": [ { "id": "7.3.1.1", "name": "Perform Supplier Risk and Compliance Screening", "tasks": [ { "id": "7.3.1.1.1", "name": "Screen suppliers against sanctions/watchlists and assess financial viability", "steps": [ "Assess scope and gather the supporting data needed for screen suppliers against sanctions/watchlists and assess financial viability", "Screen suppliers against sanctions/watchlists and assess financial viability", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.3.1.1.2", "name": "Collect and validate tax forms (W-9/W-8, TIN) and banking details", "steps": [ "Receive the trigger and confirm the inputs required for collect and validate tax forms (w-9/w-8, tin) and banking details", "Collect and validate tax forms (W-9/W-8, TIN) and banking details", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "7.3.1.2", "name": "Establish Supplier Master Data and System Enablement", "tasks": [ { "id": "7.3.1.2.1", "name": "Create and validate the supplier master record with approval workflow", "steps": [ "Assess scope and gather the supporting data needed for create and validate the supplier master record with approval workflow", "Create and validate the supplier master record with approval workflow", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.3.1.2.2", "name": "Enable the supplier in transacting systems (portal access, catalog/EDI setup)", "steps": [ "Prepare templates, access, and stakeholder alignment for enable the supplier in transacting systems (portal access, catalog/edi setup)", "Enable the supplier in transacting systems (portal access, catalog/EDI setup)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail supplier onboarding for merchandise vendors typically requires additional product compliance documentation (safety certifications, country-of-origin, factory audit results) before a vendor is enabled to ship goods.", "tech": "Tech supplier onboarding for critical infrastructure/data-processing vendors requires security and privacy due diligence (SOC 2 report review, data processing agreement execution) as a gating step, given elevated data-risk exposure.", "insurance": "Supplier onboarding for an insurer screens technology and data vendors handling policyholder PII or health data for security and compliance posture (e.g., SOC 2, HIPAA where applicable) before granting system access.", "hotel": "For a hotel operator, this means onboarding F&B and amenity suppliers with food-safety and quality screening in addition to standard financial and compliance checks.", "manufacturing": "For a manufacturer, supplier qualification includes formal supplier-quality audits and process-capability assessments (PPAP-style approval) before a supplier is approved to ship production material.", "banking": "For a bank, supplier onboarding includes heightened due diligence -- sanctions screening, financial-health, and information-security assessment -- treated as an extension of the bank's own AML/KYC discipline applied to its vendor base." }, "country": { "PH": "Supplier master setup should capture the correct BIR-registered TIN and validate whether the supplier is VAT-registered or non-VAT, since this determines the applicable withholding tax rate and input VAT eligibility on future invoices.", "US": "New US-based suppliers must complete Form W-9 (or the W-8 series for foreign suppliers) at onboarding to support correct 1099/1042-S reporting and backup withholding determination.", "SG": "No distinct statutory onboarding requirement, though the GST-registration status of the supplier should be captured to determine whether GST is properly chargeable on future invoices." }, "systems": [ "SAP Ariba Supplier Management", "Coupa Supplier Information Management", "Tradeshift", "GEP Smart" ], "kpis": [ "Supplier onboarding cycle time", "% suppliers with completed compliance screening", "Supplier master data accuracy/duplicate rate" ] }, "trigger": "Triggered by a confirmed new addition requiring onboard and qualify suppliers", "output": "A fully onboarded party, set up and ready to operate within onboard and qualify suppliers" }, { "id": "7.3.2", "name": "Manage Supplier Performance and Scorecards", "description": "Monitor and formally review supplier performance against quality, delivery, cost, and service KPIs, driving continuous improvement through structured business reviews.", "hasStepDetail": false, "activities": [ { "id": "7.3.2.1", "name": "Track Supplier Performance Metrics", "tasks": [ { "id": "7.3.2.1.1", "name": "Collect and calculate delivery, quality, and service-level performance data", "steps": [ "Assess scope and gather the supporting data needed for collect and calculate delivery, quality, and service-level performance data", "Collect and calculate delivery, quality, and service-level performance data", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.3.2.1.2", "name": "Publish supplier scorecards and performance dashboards", "steps": [ "Prepare templates, access, and stakeholder alignment for publish supplier scorecards and performance dashboards", "Publish supplier scorecards and performance dashboards", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "7.3.2.2", "name": "Conduct Supplier Business Reviews and Improvement Plans", "tasks": [ { "id": "7.3.2.2.1", "name": "Facilitate quarterly/annual business reviews with strategic suppliers", "steps": [ "Receive the trigger and confirm the inputs required for facilitate quarterly/annual business reviews with strategic suppliers", "Facilitate quarterly/annual business reviews with strategic suppliers", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.3.2.2.2", "name": "Manage corrective action/improvement plans for underperforming suppliers", "steps": [ "Receive the trigger and confirm the inputs required for manage corrective action/improvement plans for underperforming suppliers", "Manage corrective action/improvement plans for underperforming suppliers", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Retail supplier scorecards weight on-time-in-full (OTIF) delivery and fill-rate metrics heavily given the direct link to on-shelf availability and seasonal sell-through, often with contractual OTIF penalty clauses.", "tech": "Tech company scorecards for critical suppliers (component manufacturers, cloud providers) emphasize quality/defect rates and uptime/SLA attainment, with formal quarterly business reviews standard for top infrastructure vendors.", "insurance": "Insurers scorecard core technology vendors (policy administration, claims platforms, data providers) on uptime and support responsiveness, with catastrophe-period system availability weighted heavily given the operational stakes.", "hotel": "For a hotel company, this means scorecarding F&B distributors and service vendors on delivery reliability and quality, since a stockout or quality miss shows up directly in guest experience.", "manufacturing": "For a manufacturer, supplier scorecards track quality (defect PPM), on-time delivery, and cost performance, with structured business reviews for suppliers feeding the production line.", "banking": "For a bank, supplier scorecards weigh operational resilience and security performance alongside cost and service quality, given regulators hold banks accountable for critical vendor failures." }, "country": { "PH": "No distinct statutory requirement beyond general corporate practice; PEZA/BOI-registered manufacturers may factor supplier delivery performance into their own export/production compliance reporting.", "US": "No distinct federal requirement beyond general practice, though performance data supporting supplier risk ratings is increasingly relevant to ESG/supply-chain disclosure expectations from investors.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "SAP Ariba Supplier Performance", "Coupa Supplier Actionable Insights", "Jaggaer", "Power BI dashboards" ], "kpis": [ "On-time-in-full (OTIF) delivery rate", "Supplier quality/defect rate (PPM)", "% strategic suppliers with active QBR cadence" ] }, "trigger": "Triggered at the start of a new supplier performance and scorecards cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed supplier performance and scorecards position, with exceptions resolved and status reported to stakeholders" }, { "id": "7.3.3", "name": "Manage Supplier Risk, ESG, and Business Continuity", "description": "Assess and monitor ongoing supplier risk (financial, geopolitical, cyber, ESG/sustainability, labor practices) and maintain business continuity/contingency plans for critical suppliers.", "hasStepDetail": false, "activities": [ { "id": "7.3.3.1", "name": "Assess and Monitor Supplier Risk", "tasks": [ { "id": "7.3.3.1.1", "name": "Perform ongoing financial health, cyber, and geopolitical risk monitoring", "steps": [ "Receive the trigger and confirm the inputs required for perform ongoing financial health, cyber, and geopolitical risk monitoring", "Perform ongoing financial health, cyber, and geopolitical risk monitoring", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.3.3.1.2", "name": "Conduct ESG/sustainability and labor practice audits for high-risk suppliers", "steps": [ "Assess scope and gather the supporting data needed for conduct esg/sustainability and labor practice audits for high-risk suppliers", "Conduct ESG/sustainability and labor practice audits for high-risk suppliers", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.3.3.2", "name": "Manage Supply Continuity and Contingency Planning", "tasks": [ { "id": "7.3.3.2.1", "name": "Identify single-source/critical suppliers and develop contingency/dual-source plans", "steps": [ "Receive the trigger and confirm the inputs required for identify single-source/critical suppliers and develop contingency/dual-source plans", "Identify single-source/critical suppliers and develop contingency/dual-source plans", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.3.3.2.2", "name": "Activate and manage the supplier disruption response (natural disaster, insolvency, geopolitical event)", "steps": [ "Assess scope and gather the supporting data needed for activate and manage the supplier disruption response (natural disaster, insolvency, geopolitical event)", "Activate and manage the supplier disruption response (natural disaster, insolvency, geopolitical event)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retailers face intense scrutiny of factory labor practices and product safety in apparel/consumer goods supply chains, requiring formal social-compliance audit programs for overseas manufacturing suppliers.", "tech": "Tech companies face concentrated supply risk in semiconductor and rare-earth-dependent component categories, plus growing regulatory pressure (e.g., conflict minerals reporting, forced-labor import restrictions) requiring traceable multi-tier supply chain mapping.", "insurance": "Supplier risk management for an insurer emphasizes business-continuity assurance from core system and data vendors, since an outage in the policy administration or claims platform directly halts the ability to issue policies or pay claims.", "hotel": "For a hotel operator, this means managing supply-continuity risk for perishable F&B categories and monitoring ESG practices -- sustainable sourcing, labor practices -- increasingly required by brand standards and guest expectations.", "manufacturing": "For a manufacturer, this monitors single-source and geopolitical risk for critical components, and maintains contingency plans for suppliers whose disruption could halt a production line.", "banking": "For a bank, this is a formal regulatory obligation for critical or outsourced technology and processing vendors, requiring documented business-continuity and exit plans reviewed under third-party and operational-resilience regulation." }, "country": { "PH": "Suppliers importing goods should be monitored for compliance with Philippine Bureau of Customs requirements and any applicable import bans/restrictions; PEZA-registered exporters have specific supply continuity reporting tied to their export commitment obligations.", "US": "Importers must exercise supply-chain due diligence against forced-labor import restrictions (Uyghur Forced Labor Prevention Act) and Customs and Border Protection Withhold Release Orders, with detention/seizure risk for non-compliant shipments.", "SG": "No distinct regulatory requirement beyond general corporate practice; MAS-regulated financial institutions operating from Singapore face outsourcing/third-party risk guidelines that can flow down to their critical suppliers/vendors." }, "systems": [ "Prewave", "Ecovadis", "Interos", "SAP Ariba Supplier Risk" ], "kpis": [ "% critical suppliers with active risk monitoring", "Number of high/critical risk alerts resolved within SLA", "% critical categories with qualified dual-source backup" ] }, "trigger": "Triggered at the start of a new supplier risk, esg, and business continuity cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed supplier risk, esg, and business continuity position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "7.4", "groupName": "Manage Procurement Policy, Governance, and Technology", "processes": [ { "id": "7.4.1", "name": "Define Procurement Policy, Delegation of Authority, and Controls", "description": "Establish procurement policy, authorization/delegation-of-authority thresholds, and compliance monitoring to ensure spend is properly controlled and ethically sourced.", "hasStepDetail": false, "activities": [ { "id": "7.4.1.1", "name": "Define Procurement Policy and Delegation of Authority", "tasks": [ { "id": "7.4.1.1.1", "name": "Draft and maintain procurement policy, approval thresholds, and the DOA matrix", "steps": [ "Assess scope and gather the supporting data needed for draft and maintain procurement policy, approval thresholds, and the doa matrix", "Draft and maintain procurement policy, approval thresholds, and the DOA matrix", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.4.1.1.2", "name": "Communicate and train the organization on procurement policy compliance", "steps": [ "Assess scope and gather the supporting data needed for communicate and train the organization on procurement policy compliance", "Communicate and train the organization on procurement policy compliance", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.4.1.2", "name": "Monitor Procurement Compliance and Ethics", "tasks": [ { "id": "7.4.1.2.1", "name": "Monitor policy compliance (maverick spend, segregation of duties) via analytics", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor policy compliance (maverick spend, segregation of duties) via analytics", "Monitor policy compliance (maverick spend, segregation of duties) via analytics", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "7.4.1.2.2", "name": "Investigate policy violations and conflicts of interest/ethics concerns", "steps": [ "Assess scope and gather the supporting data needed for investigate policy violations and conflicts of interest/ethics concerns", "Investigate policy violations and conflicts of interest/ethics concerns", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail DOA matrices often set materially lower approval thresholds for store-level/local purchases versus corporate merchandise buying to reflect the very high transaction count and lower average dollar value at the store level.", "tech": "Tech company procurement policy must explicitly address software/SaaS and cloud spend approval routing given how easily employees can independently subscribe to tools, making maverick-spend/shadow-IT monitoring a top policy priority.", "insurance": "Procurement delegation-of-authority for an insurer aligns with its broader financial controls environment, with elevated scrutiny on technology and data-licensing spend given its weight in the expense ratio.", "hotel": "For a hotel company, this means setting procurement policy and delegation-of-authority thresholds that work across both corporate purchasing and property-level general-manager discretionary spend.", "manufacturing": "For a manufacturer, this establishes procurement policy and approval thresholds across plant-level and corporate purchasing, ensuring production-critical spend is properly controlled.", "banking": "For a bank, procurement policy and delegation-of-authority thresholds are set with the same rigor as credit-approval authorities, reflecting the bank's broader internal-control culture." }, "country": { "PH": "No distinct statutory requirement for private-sector procurement policy, though anti-bribery provisions under the Revised Penal Code and the Anti-Red Tape Act (for entities transacting with government) can inform ethics policy design where relevant.", "US": "Public companies' procurement DOA and segregation-of-duties controls are directly tested under SOX; the Foreign Corrupt Practices Act (FCPA) requires anti-bribery controls over payments to any foreign officials that could arise through procurement/agent relationships.", "SG": "No distinct statutory requirement beyond general corporate practice; the Prevention of Corruption Act applies to bribery involving Singapore-based counterparties and should inform ethics policy for supplier-facing procurement staff." }, "systems": [ "SAP GRC Access Control", "Coupa (approval workflow)", "AuditBoard", "ServiceNow" ], "kpis": [ "Maverick/off-contract spend (%)", "Policy exception rate", "Segregation-of-duties violation count" ] }, "trigger": "Triggered by a new or changing business requirement to define procurement policy, delegation of authority, and controls", "output": "A documented, approved definition of procurement policy, delegation of authority, and controls, published for stakeholder use" }, { "id": "7.4.2", "name": "Manage Procurement Technology, Data, and Analytics", "description": "Own the procurement technology stack (source-to-pay platform, catalogs, analytics), manage spend data quality/taxonomy, and deploy AI/agentic capabilities across the procurement lifecycle.", "hasStepDetail": false, "activities": [ { "id": "7.4.2.1", "name": "Manage Source-to-Pay Platform and Data Quality", "tasks": [ { "id": "7.4.2.1.1", "name": "Administer S2P platform configuration, integrations, and catalog content", "steps": [ "Assess scope and gather the supporting data needed for administer s2p platform configuration, integrations, and catalog content", "Administer S2P platform configuration, integrations, and catalog content", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.4.2.1.2", "name": "Govern spend data taxonomy, classification, and data quality standards", "steps": [ "Assess scope and gather the supporting data needed for govern spend data taxonomy, classification, and data quality standards", "Govern spend data taxonomy, classification, and data quality standards", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "7.4.2.2", "name": "Deploy Procurement Analytics and AI/Agentic Capabilities", "tasks": [ { "id": "7.4.2.2.1", "name": "Build spend/performance analytics dashboards for category and executive reporting", "steps": [ "Assess scope and gather the supporting data needed for build spend/performance analytics dashboards for category and executive reporting", "Build spend/performance analytics dashboards for category and executive reporting", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "7.4.2.2.2", "name": "Pilot and scale AI/agentic automation across sourcing, invoice matching, and supplier risk workflows", "steps": [ "Assess scope and gather the supporting data needed for pilot and scale ai/agentic automation across sourcing, invoice matching, and supplier risk workflows", "Pilot and scale AI/agentic automation across sourcing, invoice matching, and supplier risk workflows", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Retail S2P platforms must integrate tightly with merchandising/inventory systems (not just the finance ERP) so purchase-order and vendor data flows correctly into both financial and inventory-planning processes.", "tech": "Tech companies typically push the frontier of agentic procurement automation (AI-drafted RFx documents, autonomous invoice-exception resolution), both as internal-process innovation and as informed early adopters of their own vendors' AI-enabled procurement tools.", "insurance": "Procurement technology and analytics for an insurer track total cost of ownership across its core insurance technology stack (policy administration, claims, rating, data/analytics platforms), a disproportionately large share of non-labor spend relative to other industries.", "hotel": "For a hotel operator, this means running the source-to-pay platform and spend analytics across a portfolio of properties, each with a somewhat different local supplier base.", "manufacturing": "For a manufacturer, this owns the source-to-pay platform's integration with ERP/MRP systems (e.g., SAP MM) and manages spend-data quality across raw-material and indirect categories.", "banking": "For a bank, the source-to-pay technology stack and spend analytics must meet the same data-governance and security standards applied to core banking systems." }, "country": { "PH": "No distinct statutory requirement, though platform data architecture should support BIR CAS/e-invoicing (EIS) integration requirements if the entity is a large taxpayer subject to mandatory e-invoicing.", "US": "No distinct federal requirement beyond general data governance/privacy practice (e.g., state privacy laws if supplier data includes personal information of individual contractors).", "SG": "Supplier and procurement data containing personal data (e.g., individual contractor details) falls under Singapore's Personal Data Protection Act (PDPA), requiring appropriate consent and data protection safeguards in the S2P platform." }, "systems": [ "SAP Ariba", "Coupa", "Celonis (process mining)", "Power BI/Tableau" ], "kpis": [ "Spend data classification accuracy (%)", "% procurement processes with AI/automation coverage", "System uptime / integration error rate" ] }, "trigger": "Triggered at the start of a new procurement technology, data, and analytics cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed procurement technology, data, and analytics position, with exceptions resolved and status reported to stakeholders" }, { "id": "7.4.3", "name": "Manage Procurement Savings Tracking and Value Realization", "description": "Track negotiated savings from identification through realized P&L/balance sheet impact, validating savings claims with finance and reporting value delivered to leadership.", "hasStepDetail": false, "activities": [ { "id": "7.4.3.1", "name": "Track Savings Pipeline and Validate Claims", "tasks": [ { "id": "7.4.3.1.1", "name": "Log negotiated savings opportunities and classify by type (hard/cost avoidance)", "steps": [ "Receive the trigger and confirm the inputs required for log negotiated savings opportunities and classify by type (hard/cost avoidance)", "Log negotiated savings opportunities and classify by type (hard/cost avoidance)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "7.4.3.1.2", "name": "Validate savings claims jointly with FP&A against the budget baseline", "steps": [ "Receive the trigger and confirm the inputs required for validate savings claims jointly with fp&a against the budget baseline", "Validate savings claims jointly with FP&A against the budget baseline", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "7.4.3.2", "name": "Report Realized Value and Continuous Improvement", "tasks": [ { "id": "7.4.3.2.1", "name": "Track realized savings against budget flow-through over the fiscal year", "steps": [ "Prepare templates, access, and stakeholder alignment for track realized savings against budget flow-through over the fiscal year", "Track realized savings against budget flow-through over the fiscal year", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "7.4.3.2.2", "name": "Report procurement value delivered to executive leadership and identify improvement opportunities", "steps": [ "Prepare templates, access, and stakeholder alignment for report procurement value delivered to executive leadership and identify improvement opportunities", "Report procurement value delivered to executive leadership and identify improvement opportunities", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Retail savings tracking must distinguish true negotiated cost reduction from volume-driven or mix-driven price changes given significant category volume fluctuation tied to seasonal demand, which finance scrutinizes closely during joint validation.", "tech": "Tech company savings programs increasingly focus on software/cloud spend optimization (license rationalization, committed-use discounts) as a fast-growing, easily over-provisioned cost category, requiring close FinOps-procurement collaboration.", "insurance": "Savings tracking for an insurer validates realized reductions in technology-licensing and claims-vendor costs against the expense-ratio target embedded in the annual plan.", "hotel": "For a hotel company, this means tracking savings from group-purchasing-organization contracts and validating that negotiated F&B and supply savings actually show up in property-level GOP.", "manufacturing": "For a manufacturer, this tracks negotiated raw-material and component savings from identification through realized impact on standard cost and cost-of-goods-sold, validating claims with finance.", "banking": "For a bank, savings tracking validates negotiated reductions in technology and vendor spend against finance, reported as part of the broader efficiency-ratio discipline banks are measured on by investors." }, "country": { "PH": "No distinct statutory requirement; PEZA/BOI-registered entities may need to report cost savings/efficiency metrics as part of periodic performance reporting tied to incentive renewal, depending on registration terms.", "US": "No distinct federal requirement beyond general practice; for public companies, procurement savings claims feeding into cost-guidance commentary should be supportable and consistent with disclosure controls if referenced in earnings communications.", "SG": "No distinct requirement beyond general corporate practice." }, "systems": [ "SAP Ariba Savings Tracker", "Coupa", "Anaplan (FP&A validation)", "Power BI (savings ledger)" ], "kpis": [ "Realized savings as % of addressable spend", "Savings validated/accepted by finance (%)", "Savings pipeline-to-realization conversion rate" ] }, "trigger": "Triggered at the start of a new procurement savings tracking and value realization cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed procurement savings tracking and value realization position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "information-technology-management", "functionName": "Information Technology Management", "processGroups": [ { "groupId": "5.1", "groupName": "IT Strategy, Governance and Architecture", "processes": [ { "id": "5.1.1", "name": "Develop IT Strategy and Enterprise Architecture", "description": "Define the multi-year IT strategy, target-state enterprise architecture, and technology roadmap that align IT investment with business objectives.", "hasStepDetail": false, "activities": [ { "id": "5.1.1.1", "name": "Develop IT Strategic Plan", "tasks": [ { "id": "5.1.1.1.1", "name": "Assess current-state IT capabilities and technology landscape", "steps": [ "Receive the trigger and confirm the inputs required for assess current-state it capabilities and technology landscape", "Assess current-state IT capabilities and technology landscape", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.1.1.1.2", "name": "Define target-state architecture and multi-year technology roadmap", "steps": [ "Receive the trigger and confirm the inputs required for define target-state architecture and multi-year technology roadmap", "Define target-state architecture and multi-year technology roadmap", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "5.1.1.2", "name": "Manage IT Investment and Portfolio Planning", "tasks": [ { "id": "5.1.1.2.1", "name": "Prioritize and approve IT project/program portfolio", "steps": [ "Assess scope and gather the supporting data needed for prioritize and approve it project/program portfolio", "Prioritize and approve IT project/program portfolio", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "5.1.1.2.2", "name": "Track IT budget, capital/opex allocation and portfolio value realization", "steps": [ "Prepare templates, access, and stakeholder alignment for track it budget, capital/opex allocation and portfolio value realization", "Track IT budget, capital/opex allocation and portfolio value realization", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Strategy is anchored on omnichannel commerce resilience and peak-season scalability (Black Friday/holiday traffic), with architecture decisions weighted toward POS and e-commerce platform uptime and PCI-DSS-compliant payment architecture.", "tech": "Strategy emphasizes cloud-native, API-first architecture and rapid tooling refresh cycles for a largely remote/distributed engineering workforce, with governance built around SOC 2 Type II and ISO 27001 attestations expected by enterprise customers.", "insurance": "Insurer IT strategy centers on core system modernization -- migrating legacy policy administration and claims systems onto modern platforms (Guidewire, Duck Creek, Majesco) or cloud-native architectures -- while maintaining continuity for in-force policies and open claims.", "hotel": "For a hotel company, this means setting the technology roadmap around the PMS -- platforms like Opera or Cloudbeds -- the channel manager, and guest-facing systems that must work consistently across owned, managed, and franchised properties.", "manufacturing": "For a manufacturer, IT strategy must address the convergence of IT and OT (operational technology) -- integrating ERP, MES, and plant-floor control systems into a coherent enterprise architecture.", "banking": "For a bank, IT strategy centers on core-banking modernization, API and open-banking architecture, and integration of digital channels, balanced against the technical debt of legacy mainframe-based core systems (e.g., Temenos, FIS, Finacle) still running critical processing." }, "country": { "PH": "IT strategy documents should reference alignment with the NPC Data Privacy Act of 2012 (RA 10173) and, where the roadmap includes offshored/BPO delivery, PEZA IT-park accreditation requirements for tax-incentivized facilities.", "US": "IT strategic plans for public companies must anticipate SOX Section 404 IT general control (ITGC) scope and, for regulated sectors, NIST CSF/800-53 alignment; state-level data localization is minimal but sectoral rules (HIPAA, GLBA) may apply.", "SG": "Architecture roadmaps should reference the Singapore Cybersecurity Act 2018 for critical information infrastructure designation, and MAS Technology Risk Management Guidelines if the entity is financial-services-adjacent." }, "systems": [ "ServiceNow Strategic Portfolio Management", "LeanIX", "Ardoq", "Jira Align" ], "kpis": [ "% of IT spend aligned to strategic priorities", "IT budget variance vs. plan", "Technology debt reduction rate" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop it strategy and enterprise architecture", "output": "A completed, validated it strategy and enterprise architecture, ready for stakeholder review and sign-off" }, { "id": "5.1.2", "name": "Manage IT Governance, Risk and Vendor/Contract Management", "description": "Establish IT governance bodies, policies and control frameworks, and manage third-party technology vendor relationships and contracts.", "hasStepDetail": false, "activities": [ { "id": "5.1.2.1", "name": "Establish IT Governance Framework and Policies", "tasks": [ { "id": "5.1.2.1.1", "name": "Define IT policies, standards and control frameworks (e.g., COBIT-aligned)", "steps": [ "Receive the trigger and confirm the inputs required for define it policies, standards and control frameworks (e.g., cobit-aligned)", "Define IT policies, standards and control frameworks (e.g., COBIT-aligned)", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.1.2.1.2", "name": "Operate IT steering committee and architecture review board", "steps": [ "Assess scope and gather the supporting data needed for operate it steering committee and architecture review board", "Operate IT steering committee and architecture review board", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "5.1.2.2", "name": "Manage IT Vendor and Contract Lifecycle", "tasks": [ { "id": "5.1.2.2.1", "name": "Source, evaluate and onboard technology vendors", "steps": [ "Receive the trigger and confirm the inputs required for source, evaluate and onboard technology vendors", "Source, evaluate and onboard technology vendors", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.1.2.2.2", "name": "Monitor vendor SLAs, performance and contract renewals", "steps": [ "Assess scope and gather the supporting data needed for monitor vendor slas, performance and contract renewals", "Monitor vendor SLAs, performance and contract renewals", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Vendor governance places heavy emphasis on PCI-DSS-compliant payment processors and POS hardware vendors, plus seasonal-capacity SLAs with cloud/CDN providers ahead of peak trading periods.", "tech": "Governance frameworks are calibrated to third-party SaaS sprawl (hundreds of dev-tool vendors) with lightweight, tiered vendor risk assessment to avoid bottlenecking engineering velocity, while still meeting SOC 2 vendor-management trust criteria.", "insurance": "IT governance for an insurer places outsized emphasis on core policy administration, claims, and data/analytics vendor relationships, given how deeply embedded these systems are in regulated, revenue-critical processes.", "hotel": "For a hotel operator, this means governing vendor relationships with PMS, channel-manager, and point-of-sale providers, and managing IT risk across many property-level network environments.", "manufacturing": "For a manufacturer, this governs IT vendor relationships spanning both enterprise software and industrial-automation vendors, with policies that account for OT systems' longer refresh cycles.", "banking": "For a bank, IT governance is shaped directly by regulatory technology-risk expectations, and vendor/contract management for core-banking and payments providers falls under formal third-party risk oversight." }, "country": { "PH": "Outsourcing and offshore vendor contracts should reflect BSP circular guidance where the parent is bank-affiliated, and standard Philippine data-sharing agreement clauses required under NPC rules for any vendor processing personal data.", "US": "Vendor governance for public companies must document ITGC vendor-access controls for SOX; federal contractors face additional FAR/DFARS cybersecurity clauses and CMMC requirements for defense-adjacent vendors.", "SG": "Vendor contracts involving personal data must include PDPA-compliant data processing clauses; MAS outsourcing guidelines apply if any vendor processes financial transaction data." }, "systems": [ "ServiceNow VRM", "Archer (GRC)", "Ivalua", "DocuSign CLM" ], "kpis": [ "% vendors with current risk assessment", "Vendor SLA compliance rate", "Contract renewal cycle time" ] }, "trigger": "Triggered at the start of a new it governance, risk and vendor/contract management cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed it governance, risk and vendor/contract management position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "5.2", "groupName": "Application Development and Maintenance", "processes": [ { "id": "5.2.1", "name": "Manage Application Development and Delivery (SDLC)", "description": "Design, build, test and deploy internal business applications using agile/DevOps delivery practices, from requirements through release.", "hasStepDetail": false, "activities": [ { "id": "5.2.1.1", "name": "Manage Requirements and Solution Design", "tasks": [ { "id": "5.2.1.1.1", "name": "Gather and prioritize business requirements/user stories", "steps": [ "Receive the trigger and confirm the inputs required for gather and prioritize business requirements/user stories", "Gather and prioritize business requirements/user stories", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.2.1.1.2", "name": "Produce solution design and architecture review sign-off", "steps": [ "Prepare templates, access, and stakeholder alignment for produce solution design and architecture review sign-off", "Produce solution design and architecture review sign-off", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "5.2.1.2", "name": "Manage Build, Test and Release", "tasks": [ { "id": "5.2.1.2.1", "name": "Develop code and conduct peer/code review", "steps": [ "Receive the trigger and confirm the inputs required for develop code and conduct peer/code review", "Develop code and conduct peer/code review", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.2.1.2.2", "name": "Execute QA testing and manage CI/CD release to production", "steps": [ "Assess scope and gather the supporting data needed for execute qa testing and manage ci/cd release to production", "Execute QA testing and manage CI/CD release to production", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Release cadence is tightly gated around freeze windows before peak trading periods (e.g., no non-critical deployments in the six weeks before holiday peak), and testing must validate POS/e-commerce integration under high transaction volume.", "tech": "Delivery follows continuous deployment with feature flags and canary releases multiple times per day, supported by mature CI/CD and automated test coverage expectations well above typical enterprise IT.", "insurance": "Insurer application delivery spans core insurance systems (policy administration, claims, billing) and supporting enterprise applications, with releases to rated/regulated systems requiring sign-off tied to approved rate and form filings.", "hotel": "For a hotel company, this means building and deploying internal applications -- property-management dashboards, engineering/maintenance ticketing -- that integrate with the core PMS across the estate.", "manufacturing": "For a manufacturer, application delivery often includes ERP/MES configuration and integration work alongside custom internal applications, deployed carefully around plant production schedules.", "banking": "For a bank, application delivery covers digital banking, payments, and internal risk/compliance systems, developed under an SDLC with mandatory security and regulatory-compliance checkpoints." }, "country": { "PH": "Development teams handling customer PII must apply privacy-by-design per NPC guidelines, including data minimization and encryption-at-rest for any offshore development or QA environments using production-like data.", "US": "Applications processing payment or health data must be built to PCI-DSS or HIPAA technical safeguards respectively; SOX-scoped applications require documented change-management approval trails.", "SG": "Development practices should reflect PDPA data protection obligations, and MAS Technology Risk Management Guidelines' secure SDLC and code review requirements for financial-services-linked applications." }, "systems": [ "Azure DevOps", "Jira", "GitHub Enterprise", "Jenkins/GitLab CI" ], "kpis": [ "Deployment frequency", "Change failure rate", "Cycle time from commit to production" ] }, "trigger": "Triggered at the start of a new application development and delivery (sdlc) cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed application development and delivery (sdlc) position, with exceptions resolved and status reported to stakeholders" }, { "id": "5.2.2", "name": "Manage Application Maintenance and Support", "description": "Sustain, patch and enhance the in-production application portfolio, including defect resolution, technical debt remediation and end-of-life management.", "hasStepDetail": false, "activities": [ { "id": "5.2.2.1", "name": "Manage Application Support and Defect Resolution", "tasks": [ { "id": "5.2.2.1.1", "name": "Triage and resolve production application defects", "steps": [ "Prepare templates, access, and stakeholder alignment for triage and resolve production application defects", "Triage and resolve production application defects", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "5.2.2.1.2", "name": "Apply patches, security fixes and minor enhancements", "steps": [ "Assess scope and gather the supporting data needed for apply patches, security fixes and minor enhancements", "Apply patches, security fixes and minor enhancements", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "5.2.2.2", "name": "Manage Application Portfolio Rationalization", "tasks": [ { "id": "5.2.2.2.1", "name": "Assess application technical debt and obsolescence risk", "steps": [ "Prepare templates, access, and stakeholder alignment for assess application technical debt and obsolescence risk", "Assess application technical debt and obsolescence risk", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "5.2.2.2.2", "name": "Plan and execute application retirement/replacement", "steps": [ "Assess scope and gather the supporting data needed for plan and execute application retirement/replacement", "Plan and execute application retirement/replacement", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Support prioritization ranks POS, inventory and e-commerce checkout defects as Sev-1 regardless of when raised, given direct revenue impact per minute of downtime during store hours.", "tech": "Application portfolio rationalization is aggressive, with internal tools frequently replaced by SaaS or open-source alternatives to reduce maintenance burden and focus engineering capacity on product.", "insurance": "Maintaining a large insurer's application portfolio often means sustaining a mix of modern cloud-native platforms and legacy mainframe-based policy or claims systems still running critical in-force business, with technical-debt remediation weighed against the risk of touching stable legacy systems.", "hotel": "For a hotel operator, this means sustaining and patching PMS integrations and property-level applications, since downtime at check-in or point-of-sale has immediate guest impact.", "manufacturing": "For a manufacturer, this sustains and patches the ERP, MES, and plant-floor applications the business depends on, managing technical debt in systems that may be tightly coupled to production equipment.", "banking": "For a bank, this sustains the application portfolio including aging core-banking and payments systems, where technical-debt remediation must be carefully sequenced to avoid disrupting always-on transaction processing." }, "country": { "PH": "No distinct requirement beyond general corporate practice, though patch management SLAs should reflect NPC breach-notification timelines (72 hours) for any personal-data-handling application.", "US": "Patch management for SOX-scoped or PCI-scoped applications requires documented approval and testing evidence retained for audit; critical vulnerability patching timelines are often benchmarked to CISA directives.", "SG": "Application maintenance for regulated entities should align with MAS patch-management and vulnerability-remediation timeframes under the Technology Risk Management Guidelines." }, "systems": [ "ServiceNow ITSM", "Jira Service Management", "SolarWinds", "Snyk" ], "kpis": [ "Mean time to resolve (MTTR) defects", "% critical patches applied within SLA", "Application technical debt ratio" ] }, "trigger": "Triggered at the start of a new application maintenance and support cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed application maintenance and support position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "5.3", "groupName": "IT Infrastructure, Service Management and Cybersecurity", "processes": [ { "id": "5.3.1", "name": "Manage IT Infrastructure and Cloud Operations", "description": "Operate and optimize compute, network, storage and cloud infrastructure to deliver reliable, scalable technology services.", "hasStepDetail": false, "activities": [ { "id": "5.3.1.1", "name": "Manage Data Center and Cloud Infrastructure", "tasks": [ { "id": "5.3.1.1.1", "name": "Provision and manage compute, storage and network resources", "steps": [ "Receive the trigger and confirm the inputs required for provision and manage compute, storage and network resources", "Provision and manage compute, storage and network resources", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.3.1.1.2", "name": "Monitor infrastructure capacity, performance and cost (FinOps)", "steps": [ "Prepare templates, access, and stakeholder alignment for monitor infrastructure capacity, performance and cost (finops)", "Monitor infrastructure capacity, performance and cost (FinOps)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "5.3.1.2", "name": "Manage Business Continuity and Disaster Recovery", "tasks": [ { "id": "5.3.1.2.1", "name": "Design and test backup and disaster recovery procedures", "steps": [ "Prepare templates, access, and stakeholder alignment for design and test backup and disaster recovery procedures", "Design and test backup and disaster recovery procedures", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "5.3.1.2.2", "name": "Execute DR failover exercises and update recovery plans", "steps": [ "Prepare templates, access, and stakeholder alignment for execute dr failover exercises and update recovery plans", "Execute DR failover exercises and update recovery plans", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Infrastructure design prioritizes network resilience across the store network (thousands of POS endpoints on WAN/SD-WAN) and elastic e-commerce capacity that can absorb 10-20x traffic spikes during major sales events.", "tech": "Infrastructure is predominantly multi-cloud/cloud-native with infrastructure-as-code and auto-scaling as default; FinOps discipline is mature given cloud spend is a top-3 opex line item.", "insurance": "Insurer infrastructure must be sized for extreme, unpredictable demand spikes -- claims-portal and call-routing traffic can surge many times over in the hours after a major catastrophe -- in addition to steady-state policy and billing system loads.", "hotel": "For a hotel company, this means operating network and Wi-Fi infrastructure across every property -- a guest-facing amenity in its own right -- alongside back-office cloud systems.", "manufacturing": "For a manufacturer, infrastructure spans corporate cloud/data-center environments and plant-floor network infrastructure that must stay resilient to keep production running.", "banking": "For a bank, infrastructure operations must satisfy resilience and data-residency requirements regulators impose on systems supporting deposit-taking and payments, alongside standard compute, network, and storage optimization." }, "country": { "PH": "DR planning should account for Philippines-specific business continuity risk (typhoons, seismic activity, grid instability), often requiring an out-of-region DR site and BCP testing aligned to local disaster-preparedness norms.", "US": "Regulated entities must maintain DR/BCP documentation meeting FFIEC or sector-specific resilience standards; SOX-scoped infrastructure changes require change-control evidence.", "SG": "Critical Information Infrastructure operators must comply with Cybersecurity Act 2018 resilience and incident-reporting obligations; MAS-regulated entities follow additional business continuity management guidelines." }, "systems": [ "AWS/Azure/GCP", "VMware", "Datadog", "Zerto/Veeam" ], "kpis": [ "Infrastructure uptime/availability %", "Recovery time objective (RTO) achievement", "Cloud cost variance vs. budget" ] }, "trigger": "Triggered at the start of a new it infrastructure and cloud operations cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed it infrastructure and cloud operations position, with exceptions resolved and status reported to stakeholders" }, { "id": "5.3.2", "name": "Manage Cybersecurity Operations and Incident Response", "description": "Continuously monitor, detect, and respond to cybersecurity threats and incidents to protect enterprise systems, data and operations.", "hasStepDetail": true, "activities": [ { "id": "5.3.2.1", "name": "Operate Security Monitoring and Threat Detection", "tasks": [ { "id": "5.3.2.1.1", "name": "Monitor security events via SIEM/SOC", "steps": [ "Receive the trigger and confirm the inputs required for monitor security events via siem/soc", "Monitor security events via SIEM/SOC", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "5.3.2.1.2", "name": "Perform threat intelligence gathering and vulnerability management", "steps": [ "Prepare templates, access, and stakeholder alignment for perform threat intelligence gathering and vulnerability management", "Perform threat intelligence gathering and vulnerability management", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "5.3.2.2", "name": "Manage Security Incident Response", "tasks": [ { "id": "5.3.2.2.1", "name": "Detect and triage security incidents", "steps": [ "Assess scope and gather the supporting data needed for detect and triage security incidents", "Detect and triage security incidents", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "5.3.2.2.2", "name": "Contain, eradicate and recover from security incidents", "steps": [ "Isolate affected systems and network segments to contain spread", "Preserve forensic evidence (logs, memory images, disk snapshots)", "Identify and eradicate root cause (remove malware, patch vulnerability, revoke compromised credentials)", "Restore systems from clean backups/images and validate integrity", "Monitor restored systems for signs of recurrence before declaring closure", "Conduct post-incident review and update playbooks and controls" ] } ] } ], "calibration": { "industry": { "retail": "Incident response runbooks are heavily weighted toward payment card environment (PCE) breaches given PCI-DSS forensic and card-brand notification obligations, and POS malware (e.g., RAM-scraping) is a recurring threat scenario.", "tech": "Security operations run a mature 24/7 SOC with extensive threat-hunting and bug-bounty programs, and incident response must account for customer-facing breach disclosure obligations under numerous customer contracts and SOC 2/ISO 27001 commitments.", "insurance": "Insurer cybersecurity operations prioritize protecting policyholder PII and health/medical data (for life and health lines) against breach, and must maintain compliance evidence for state insurance-department data-security exams under frameworks like the NAIC Insurance Data Security Model Law.", "hotel": "For a hotel operator, this means monitoring for and responding to threats against systems holding guest payment-card and personal data across many property networks, a frequent target given the volume of PCI data hotels process.", "manufacturing": "For a manufacturer, cybersecurity must extend beyond enterprise IT into OT/ICS environments (SCADA, PLCs), where an incident can halt physical production, not just disrupt data systems.", "banking": "For a bank, cybersecurity operations defend against a persistent, high-value threat surface -- account takeover, payment fraud, and ransomware targeting core systems -- with incident-response protocols that trigger mandatory regulatory breach notification within tightly defined windows." }, "country": { "PH": "Security incidents involving personal data must be reported to the National Privacy Commission within 72 hours per NPC Circular 16-03, and BSP Circular 808/982 cyber-resilience requirements apply if the entity is bank-affiliated.", "US": "Breach notification is governed by a patchwork of state laws (e.g., California, New York SHIELD Act) with varying timelines; SEC cyber disclosure rules require material incident disclosure on Form 8-K within four business days for public companies.", "SG": "Cybersecurity Act 2018 mandates incident reporting for Critical Information Infrastructure within prescribed timelines to the Cyber Security Agency (CSA); PDPA breach notification to the PDPC is required within three days of assessment for notifiable breaches." }, "systems": [ "Splunk/Microsoft Sentinel", "CrowdStrike Falcon", "Palo Alto Cortex XSOAR", "Recorded Future" ], "kpis": [ "Mean time to detect (MTTD)", "Mean time to respond/contain (MTTR)", "% critical vulnerabilities remediated within SLA" ] }, "trigger": "Triggered at the start of a new cybersecurity operations and incident response cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed cybersecurity operations and incident response position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "enterprise-risk-legal-compliance", "functionName": "Enterprise Risk, Legal & Compliance", "processGroups": [ { "groupId": "10.1", "groupName": "Enterprise Risk Management", "processes": [ { "id": "10.1.1", "name": "Develop Enterprise Risk Management Framework and Strategy", "description": "Establish the ERM framework, risk appetite, and governance structure used to identify and manage risk across the enterprise (COSO-aligned).", "hasStepDetail": false, "activities": [ { "id": "10.1.1.1", "name": "Define Risk Appetite and ERM Framework", "tasks": [ { "id": "10.1.1.1.1", "name": "Establish risk appetite statement and tolerance thresholds", "steps": [ "Receive the trigger and confirm the inputs required for establish risk appetite statement and tolerance thresholds", "Establish risk appetite statement and tolerance thresholds", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "10.1.1.1.2", "name": "Design ERM framework, taxonomy and governance structure", "steps": [ "Receive the trigger and confirm the inputs required for design erm framework, taxonomy and governance structure", "Design ERM framework, taxonomy and governance structure", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "10.1.1.2", "name": "Establish Risk Governance and Reporting", "tasks": [ { "id": "10.1.1.2.1", "name": "Operate enterprise risk committee and board risk reporting", "steps": [ "Prepare templates, access, and stakeholder alignment for operate enterprise risk committee and board risk reporting", "Operate enterprise risk committee and board risk reporting", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "10.1.1.2.2", "name": "Define risk escalation protocols and ownership (RACI)", "steps": [ "Prepare templates, access, and stakeholder alignment for define risk escalation protocols and ownership (raci)", "Define risk escalation protocols and ownership (RACI)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Risk appetite explicitly addresses supply chain disruption, inventory shrinkage, and consumer-facing brand/reputational risk from data breaches or product safety issues given high public visibility.", "tech": "ERM framework places elevated weight on intellectual property risk, platform/data-privacy risk, and rapid-scaling operational risk (e.g., from acquisitions or new market entry) relative to traditional operational categories.", "insurance": "For an insurer, the ERM framework must explicitly integrate underwriting risk (catastrophe/accumulation risk, reserve adequacy) and investment risk alongside operational risk, since regulatory capital frameworks (risk-based capital, Solvency II-style regimes) require quantified risk appetite by risk category.", "hotel": "For a hotel company, this means building an ERM framework that captures hospitality-specific risk categories -- guest safety and liability, cybersecurity of payment systems, brand/reputation risk, and natural-disaster exposure at resort and coastal properties.", "manufacturing": "For a manufacturer, the ERM framework must explicitly address operational risks like supply-chain disruption, plant safety incidents, and product-liability exposure alongside standard financial and strategic risk categories.", "banking": "For a bank, the ERM framework is a formal regulatory requirement, integrating credit, market, liquidity, and operational risk appetite under board-level governance aligned to frameworks like Basel III and supervisory expectations for risk culture." }, "country": { "PH": "Publicly listed Philippine companies should align ERM disclosures with SEC Philippines Code of Corporate Governance requirements for risk oversight committees and annual risk disclosure.", "US": "Public companies must integrate ERM with the COSO ERM framework referenced by the SEC and NYSE/Nasdaq listing standards requiring board-level risk oversight committees.", "SG": "SGX-listed companies must comply with the Code of Corporate Governance's risk management and internal controls provisions, including an annual Board statement on risk management adequacy." }, "systems": [ "Archer (GRC)", "LogicManager", "Diligent Risk", "Resolver" ], "kpis": [ "% top risks with defined mitigation owner", "Risk appetite breach incidents", "Time to board risk reporting" ] }, "trigger": "Triggered by an approved mandate or roadmap milestone to develop enterprise risk management framework and strategy", "output": "A completed, validated enterprise risk management framework and strategy, ready for stakeholder review and sign-off" }, { "id": "10.1.2", "name": "Identify, Assess and Monitor Enterprise Risks", "description": "Systematically identify, quantify, and monitor strategic, operational, financial and emerging risks across business units.", "hasStepDetail": false, "activities": [ { "id": "10.1.2.1", "name": "Conduct Risk Identification and Assessment", "tasks": [ { "id": "10.1.2.1.1", "name": "Facilitate risk workshops and risk register updates", "steps": [ "Prepare templates, access, and stakeholder alignment for facilitate risk workshops and risk register updates", "Facilitate risk workshops and risk register updates", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "10.1.2.1.2", "name": "Quantify risk exposure (likelihood x impact, scenario/stress analysis)", "steps": [ "Prepare templates, access, and stakeholder alignment for quantify risk exposure (likelihood x impact, scenario/stress analysis)", "Quantify risk exposure (likelihood x impact, scenario/stress analysis)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "10.1.2.2", "name": "Monitor Key Risk Indicators and Emerging Risks", "tasks": [ { "id": "10.1.2.2.1", "name": "Track key risk indicators (KRIs) against thresholds", "steps": [ "Prepare templates, access, and stakeholder alignment for track key risk indicators (kris) against thresholds", "Track key risk indicators (KRIs) against thresholds", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "10.1.2.2.2", "name": "Scan for and assess emerging and geopolitical risks", "steps": [ "Receive the trigger and confirm the inputs required for scan for and assess emerging and geopolitical risks", "Scan for and assess emerging and geopolitical risks", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Risk monitoring includes seasonal demand-forecast risk, third-party logistics/supplier concentration risk, and currency exposure for multinational sourcing.", "tech": "Emerging-risk scanning prioritizes AI/algorithmic risk, cross-border data transfer restrictions, and antitrust/platform-regulation risk given the pace of regulatory change targeting large tech platforms.", "insurance": "Enterprise risk monitoring for an insurer tracks catastrophe accumulation/concentration risk (e.g., aggregate coastal wind exposure), reserve development risk, reinsurance counterparty credit risk, and investment portfolio risk as primary strategic risk categories.", "hotel": "For a hotel operator, this means monitoring risks like guest injury/liability claims, food-safety incidents, and climate exposure at resort and coastal properties across the portfolio.", "manufacturing": "For a manufacturer, this monitors risks such as single-source supplier dependency, commodity-price volatility, and workplace-safety incident trends across plant locations.", "banking": "For a bank, this means monitoring credit concentration, interest-rate, liquidity, and operational risk (including cyber and model risk) through a formal risk taxonomy and reporting structure reviewed by the board risk committee and examiners." }, "country": { "PH": "Risk registers should capture natural catastrophe exposure (typhoon, earthquake) given the Philippines' high disaster-risk profile, alongside peso currency volatility for import-dependent operations.", "US": "KRI monitoring for financial institutions must align with OCC/Federal Reserve heightened-standards expectations; all sectors increasingly track cyber and third-party concentration risk given SEC disclosure emphasis.", "SG": "Risk scanning should reflect MAS's growing focus on climate and third-party/outsourcing risk for financial institutions, alongside standard geopolitical trade-exposure monitoring given Singapore's trade-hub economy." }, "systems": [ "Archer (GRC)", "Riskonnect", "Tableau/Power BI (KRI dashboards)", "Dow Jones Risk & Compliance" ], "kpis": [ "# of KRIs breaching threshold", "Risk register update currency (% reviewed within cycle)", "Risk-adjusted loss events vs. forecast" ] }, "trigger": "Triggered by the start of the relevant cycle for assess and monitor enterprise risks", "output": "A validated, prioritized list resulting from assess and monitor enterprise risks" } ] }, { "groupId": "10.2", "groupName": "Regulatory Compliance Management", "processes": [ { "id": "10.2.1", "name": "Manage Regulatory Compliance Program", "description": "Maintain the compliance program that identifies applicable laws and regulations, translates them into policy, and manages compliance obligations across jurisdictions.", "hasStepDetail": false, "activities": [ { "id": "10.2.1.1", "name": "Maintain Regulatory Inventory and Policy Framework", "tasks": [ { "id": "10.2.1.1.1", "name": "Track applicable laws/regulations by jurisdiction and business line", "steps": [ "Receive the trigger and confirm the inputs required for track applicable laws/regulations by jurisdiction and business line", "Track applicable laws/regulations by jurisdiction and business line", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "10.2.1.1.2", "name": "Develop and maintain compliance policies and procedures", "steps": [ "Receive the trigger and confirm the inputs required for develop and maintain compliance policies and procedures", "Develop and maintain compliance policies and procedures", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "10.2.1.2", "name": "Deliver Compliance Training and Communication", "tasks": [ { "id": "10.2.1.2.1", "name": "Design and deliver mandatory compliance training", "steps": [ "Receive the trigger and confirm the inputs required for design and deliver mandatory compliance training", "Design and deliver mandatory compliance training", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "10.2.1.2.2", "name": "Communicate regulatory changes to affected business units", "steps": [ "Prepare templates, access, and stakeholder alignment for communicate regulatory changes to affected business units", "Communicate regulatory changes to affected business units", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Regulatory inventory must track consumer protection law, product safety/labeling regulation, and PCI-DSS across every jurisdiction of store operation, which multiplies compliance complexity for multinational retailers.", "tech": "Compliance programs are dominated by data privacy regimes (GDPR, CCPA, and dozens of emerging state/national AI and privacy laws) requiring a dedicated privacy compliance function distinct from general regulatory compliance.", "insurance": "Insurance compliance programs manage obligations across dozens of state (or multiple national) insurance regulators simultaneously -- rate/form filing compliance, market conduct standards, producer licensing, and claims-handling practice requirements -- a substantially more fragmented regulatory landscape than most industries face.", "hotel": "For a hotel company, this means maintaining compliance with hospitality-specific regulation -- health/food-safety codes, liquor licensing, ADA accessibility requirements, and lodging-tax law -- across every jurisdiction where properties operate.", "manufacturing": "For a manufacturer, the compliance program must track environmental (EPA), workplace-safety (OSHA), and product-safety regulations across every jurisdiction where the company operates a plant or sells product.", "banking": "For a bank, the compliance program spans AML/BSA, KYC, sanctions, consumer-protection, and fair-lending regulation across every jurisdiction of operation, translated into policy and control requirements for every business line." }, "country": { "PH": "Compliance inventory must include the Data Privacy Act (RA 10173) and NPC issuances, the Ease of Doing Business/Anti-Red Tape Act for regulatory dealings, and sector-specific BSP/SEC/IC rules as applicable.", "US": "Programs must track a fragmented federal/state regulatory landscape (FTC, SEC, state AGs) plus sector rules (HIPAA, GLBA); training must satisfy anti-corruption (FCPA) requirements for companies with international operations.", "SG": "Compliance inventory centers on PDPA, the Computer Misuse Act, and MAS regulations where applicable; the Corruption, Drug Trafficking and Other Serious Crimes Act imposes AML obligations relevant to compliance training scope." }, "systems": [ "OneTrust", "Thomson Reuters Compliance Learning", "NAVEX Global", "ComplyAdvantage" ], "kpis": [ "Compliance training completion rate", "% regulatory changes actioned within SLA", "Policy review currency rate" ] }, "trigger": "Triggered at the start of a new regulatory compliance program cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed regulatory compliance program position, with exceptions resolved and status reported to stakeholders" }, { "id": "10.2.2", "name": "Manage Compliance Monitoring, Testing and Reporting", "description": "Test compliance controls, investigate violations, and report compliance status to management, the board and regulators.", "hasStepDetail": false, "activities": [ { "id": "10.2.2.1", "name": "Conduct Compliance Monitoring and Testing", "tasks": [ { "id": "10.2.2.1.1", "name": "Execute risk-based compliance control testing", "steps": [ "Prepare templates, access, and stakeholder alignment for execute risk-based compliance control testing", "Execute risk-based compliance control testing", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "10.2.2.1.2", "name": "Investigate compliance violations and hotline reports", "steps": [ "Assess scope and gather the supporting data needed for investigate compliance violations and hotline reports", "Investigate compliance violations and hotline reports", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "10.2.2.2", "name": "Manage Regulatory Reporting and Examinations", "tasks": [ { "id": "10.2.2.2.1", "name": "Prepare and submit required regulatory filings/reports", "steps": [ "Receive the trigger and confirm the inputs required for prepare and submit required regulatory filings/reports", "Prepare and submit required regulatory filings/reports", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "10.2.2.2.2", "name": "Manage regulatory examinations and audit responses", "steps": [ "Prepare templates, access, and stakeholder alignment for manage regulatory examinations and audit responses", "Manage regulatory examinations and audit responses", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Compliance testing includes recurring PCI-DSS self-assessment questionnaires/QSA audits and state-level sales-tax and consumer-protection compliance reviews across a large multi-state or multi-country footprint.", "tech": "Monitoring emphasizes continuous, automated compliance testing (compliance-as-code) integrated into engineering pipelines to keep pace with SOC 2/ISO 27001 continuous-monitoring expectations rather than periodic manual review.", "insurance": "Compliance testing for an insurer includes market conduct self-audits (claims-handling timeliness, complaint-ratio monitoring, underwriting fairness) that regulators use to trigger targeted market conduct examinations.", "hotel": "For a hotel operator, this means testing property-level compliance -- food safety, fire/safety code, brand standards -- and reporting violations and remediation status up to management and the board.", "manufacturing": "For a manufacturer, this tests controls around safety and environmental compliance at each plant and reports incident and audit findings to management, the board, and regulators.", "banking": "For a bank, compliance testing covers AML transaction-monitoring effectiveness, fair-lending outcome analysis, and sanctions-screening accuracy, with findings and violations reported to management, the board, and banking regulators." }, "country": { "PH": "Regulatory reporting obligations include NPC breach notifications and annual security incident reports, plus BSP/SEC periodic filings for regulated entities.", "US": "Public companies manage SEC periodic filings (10-K/10-Q) compliance certifications and, if regulated, agency examinations (OCC, Federal Reserve, state insurance regulators) with formal exam-response protocols.", "SG": "Reporting obligations include PDPC notifiable data breach reporting and, for MAS-regulated entities, periodic prudential and technology risk returns." }, "systems": [ "Archer (GRC)", "MetricStream", "Convercent/NAVEX EthicsPoint", "Workiva" ], "kpis": [ "Compliance testing coverage %", "Open violation remediation cycle time", "Regulatory filing on-time rate" ] }, "trigger": "Triggered at the start of a new compliance monitoring, testing and reporting cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed compliance monitoring, testing and reporting position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "13.1", "groupName": "Legal Services, Corporate Governance and Internal Audit", "processes": [ { "id": "13.1.1", "name": "Manage Legal Services and Contract Management", "description": "Provide legal counsel, manage litigation and disputes, and administer the enterprise contract lifecycle.", "hasStepDetail": false, "activities": [ { "id": "13.1.1.1", "name": "Manage Corporate Legal Counsel and Litigation", "tasks": [ { "id": "13.1.1.1.1", "name": "Provide legal advisory support to business units", "steps": [ "Receive the trigger and confirm the inputs required for provide legal advisory support to business units", "Provide legal advisory support to business units", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "13.1.1.1.2", "name": "Manage litigation, disputes and outside counsel", "steps": [ "Receive the trigger and confirm the inputs required for manage litigation, disputes and outside counsel", "Manage litigation, disputes and outside counsel", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "13.1.1.2", "name": "Manage Contract Lifecycle", "tasks": [ { "id": "13.1.1.2.1", "name": "Draft, review and negotiate commercial contracts", "steps": [ "Assess scope and gather the supporting data needed for draft, review and negotiate commercial contracts", "Draft, review and negotiate commercial contracts", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "13.1.1.2.2", "name": "Track contract obligations, renewals and expirations", "steps": [ "Assess scope and gather the supporting data needed for track contract obligations, renewals and expirations", "Track contract obligations, renewals and expirations", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Legal focus includes high-volume lease and supplier contracts across a large store footprint, product liability exposure, and consumer class-action risk management.", "tech": "Legal function is heavily weighted toward IP protection and patent litigation defense, open-source license compliance, and complex SaaS/data-processing customer contracts negotiated at high volume.", "insurance": "Insurance legal teams manage coverage litigation and bad-faith claims exposure alongside standard contract and dispute work, and administer reinsurance treaty and MGA/program agreements as a distinct, high-value contract category.", "hotel": "For a hotel company, this means providing counsel on franchise and management agreements, guest-liability litigation, and labor disputes, and administering the lifecycle of hundreds of property-level vendor and franchise contracts.", "manufacturing": "For a manufacturer, legal counsel handles product-liability litigation, supplier and distributor contracts, and IP protection for proprietary processes, alongside general corporate legal support.", "banking": "For a bank, legal services cover regulatory enforcement matters, lending and credit-agreement documentation, and litigation risk specific to consumer-protection and fair-lending claims, alongside standard contract lifecycle management." }, "country": { "PH": "Contract management should reflect Philippine Civil Code contract requirements and, for foreign-owned entities, Anti-Dummy Law and Foreign Investments Act restrictions on certain sectors.", "US": "Legal services must navigate a highly litigious environment with significant e-discovery obligations; contract management often integrates export-control (ITAR/EAR) review clauses for technology companies.", "SG": "Contracts are governed by Singapore common-law contract principles; foreign entities should note Legal Profession Act restrictions on practicing Singapore law and the need for local counsel on court matters." }, "systems": [ "DocuSign CLM", "Ironclad", "Relativity (e-discovery)", "SAP Ariba Contracts" ], "kpis": [ "Average contract cycle time", "% contracts with tracked renewal alerts", "Litigation cost vs. budget" ] }, "trigger": "Triggered at the start of a new legal services and contract management cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed legal services and contract management position, with exceptions resolved and status reported to stakeholders" }, { "id": "13.1.2", "name": "Manage Corporate Governance and Internal Audit", "description": "Support board and committee governance processes and provide independent assurance over internal controls through the internal audit function.", "hasStepDetail": false, "activities": [ { "id": "13.1.2.1", "name": "Manage Board and Corporate Governance Processes", "tasks": [ { "id": "13.1.2.1.1", "name": "Coordinate board/committee meetings, materials and minutes", "steps": [ "Prepare templates, access, and stakeholder alignment for coordinate board/committee meetings, materials and minutes", "Coordinate board/committee meetings, materials and minutes", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "13.1.2.1.2", "name": "Manage corporate secretarial and statutory filing obligations", "steps": [ "Assess scope and gather the supporting data needed for manage corporate secretarial and statutory filing obligations", "Manage corporate secretarial and statutory filing obligations", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "13.1.2.2", "name": "Conduct Internal Audit Program", "tasks": [ { "id": "13.1.2.2.1", "name": "Develop risk-based annual internal audit plan", "steps": [ "Prepare templates, access, and stakeholder alignment for develop risk-based annual internal audit plan", "Develop risk-based annual internal audit plan", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "13.1.2.2.2", "name": "Execute audits and track remediation of findings", "steps": [ "Receive the trigger and confirm the inputs required for execute audits and track remediation of findings", "Execute audits and track remediation of findings", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Internal audit plans allocate significant coverage to store-level cash handling, inventory shrinkage, and loss-prevention controls in addition to standard financial and IT controls.", "tech": "Governance and audit focus includes stock-based compensation controls, revenue recognition for complex SaaS contracts, and audit coverage of rapidly scaling internal controls following growth-stage acquisitions.", "insurance": "Internal audit for an insurer places particular emphasis on independent assurance over actuarial reserve estimation, underwriting authority adherence, and claims-handling controls, reporting to the board audit and risk committees.", "hotel": "For a hotel operator, this means supporting board governance and running internal-audit programs that cover property-level cash handling, F&B cost controls, and franchise-standard compliance across the portfolio.", "manufacturing": "For a manufacturer, internal audit provides independent assurance over plant-level controls -- inventory accuracy, safety-procedure adherence, cost-accounting integrity -- in addition to standard corporate governance support.", "banking": "For a bank, internal audit provides independent assurance over credit, liquidity, and operational-risk controls with a level of regulatory scrutiny, including direct examiner interaction, that exceeds most non-financial industries." }, "country": { "PH": "Corporate secretarial obligations include SEC Philippines annual General Information Sheet (GIS) filings and compliance with the Revised Corporation Code's board composition and independent-director requirements for public companies.", "US": "Internal audit for public companies is central to SOX Section 404 management assessment of internal controls; governance must satisfy NYSE/Nasdaq board-independence and audit-committee requirements.", "SG": "Governance follows the SGX Code of Corporate Governance's board-independence and audit-committee provisions; ACRA filing obligations apply for annual returns and corporate secretarial compliance." }, "systems": [ "Diligent Boards", "AuditBoard", "TeamMate+", "Workiva" ], "kpis": [ "% audit plan completed on schedule", "Average finding remediation time", "Board material delivery lead time" ] }, "trigger": "Triggered at the start of a new corporate governance and internal audit cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed corporate governance and internal audit position, with exceptions resolved and status reported to stakeholders" } ] } ] }, { "functionId": "asset-facilities-management", "functionName": "Asset & Facilities Management", "processGroups": [ { "groupId": "9.1", "groupName": "Manage Physical and Fixed Assets", "processes": [ { "id": "9.1.1", "name": "Manage Fixed Asset Lifecycle", "description": "Manage the acquisition, capitalization, tracking, and disposal of physical fixed assets across the enterprise.", "hasStepDetail": false, "activities": [ { "id": "9.1.1.1", "name": "Manage Asset Acquisition and Capitalization", "tasks": [ { "id": "9.1.1.1.1", "name": "Process capital asset requests and procurement", "steps": [ "Assess scope and gather the supporting data needed for process capital asset requests and procurement", "Process capital asset requests and procurement", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.1.1.1.2", "name": "Record asset capitalization, tagging and depreciation setup", "steps": [ "Prepare templates, access, and stakeholder alignment for record asset capitalization, tagging and depreciation setup", "Record asset capitalization, tagging and depreciation setup", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.1.2", "name": "Manage Asset Tracking and Disposal", "tasks": [ { "id": "9.1.1.2.1", "name": "Conduct physical asset inventory/verification cycles", "steps": [ "Prepare templates, access, and stakeholder alignment for conduct physical asset inventory/verification cycles", "Conduct physical asset inventory/verification cycles", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.1.1.2.2", "name": "Manage asset retirement, disposal and write-off", "steps": [ "Receive the trigger and confirm the inputs required for manage asset retirement, disposal and write-off", "Manage asset retirement, disposal and write-off", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Asset tracking spans thousands of geographically dispersed store fixtures, POS hardware and refrigeration/display equipment, requiring high-frequency inventory cycles and shrinkage/loss controls.", "tech": "Fixed asset base skews toward data center/server hardware and laptop fleets for a distributed workforce, with asset tracking integrated into IT asset management (ITAM) rather than traditional facilities-led tracking.", "insurance": "An insurer's physical fixed-asset base is comparatively modest -- mainly office facilities, IT hardware, and data-center equipment -- dwarfed on the balance sheet by loss reserves and the investment portfolio, so fixed-asset management is a lower-stakes, largely administrative process.", "hotel": "For a hotel company, this means managing the lifecycle of FF&E -- furniture, fixtures, and equipment -- across guestrooms and public spaces, from acquisition and capitalization through disposal during renovation cycles.", "manufacturing": "For a manufacturer, this manages the acquisition, capitalization, and disposal of production equipment and machinery -- assets with long useful lives and significant maintenance requirements -- not just office or IT assets.", "banking": "For a bank, this manages branch fit-out, ATM fleets, and data-center equipment through acquisition, capitalization, and disposal, a comparatively modest balance-sheet category relative to a bank's financial assets." }, "country": { "PH": "Asset disposal of IT equipment must comply with Republic Act 6969 (Toxic Substances and Hazardous and Nuclear Wastes Control Act) for e-waste handling and BIR rules on asset write-off documentation for tax purposes.", "US": "Fixed asset capitalization thresholds and depreciation must comply with GAAP and IRS Section 179 rules; e-waste disposal is governed by state-level electronics recycling laws that vary significantly by state.", "SG": "Asset disposal, particularly IT e-waste, must comply with National Environment Agency (NEA) regulations under the Resource Sustainability Act; capitalization follows Singapore Financial Reporting Standards (SFRS)." }, "systems": [ "SAP Asset Accounting", "IBM Maximo", "Oracle Fixed Assets", "Asset Panda" ], "kpis": [ "Asset inventory accuracy rate", "Fixed asset utilization rate", "Disposal compliance rate" ] }, "trigger": "Triggered at the start of a new fixed asset lifecycle cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed fixed asset lifecycle position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.1.2", "name": "Manage Asset Maintenance and Capital Planning", "description": "Plan preventive/corrective maintenance and multi-year capital expenditure for physical assets to optimize lifecycle cost and reliability.", "hasStepDetail": false, "activities": [ { "id": "9.1.2.1", "name": "Manage Preventive and Corrective Maintenance", "tasks": [ { "id": "9.1.2.1.1", "name": "Schedule and execute preventive maintenance programs", "steps": [ "Receive the trigger and confirm the inputs required for schedule and execute preventive maintenance programs", "Schedule and execute preventive maintenance programs", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.1.2.1.2", "name": "Manage corrective/breakdown maintenance work orders", "steps": [ "Prepare templates, access, and stakeholder alignment for manage corrective/breakdown maintenance work orders", "Manage corrective/breakdown maintenance work orders", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.1.2.2", "name": "Manage Capital Expenditure Planning", "tasks": [ { "id": "9.1.2.2.1", "name": "Develop multi-year capex plan for asset replacement/refresh", "steps": [ "Assess scope and gather the supporting data needed for develop multi-year capex plan for asset replacement/refresh", "Develop multi-year capex plan for asset replacement/refresh", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.1.2.2.2", "name": "Track capex spend against approved budget", "steps": [ "Assess scope and gather the supporting data needed for track capex spend against approved budget", "Track capex spend against approved budget", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Maintenance planning prioritizes refrigeration and HVAC equipment reliability (perishable inventory risk) and POS/self-checkout hardware refresh cycles tied to peak-season readiness.", "tech": "Capital planning centers on data center/server refresh cycles and specialized lab or R&D equipment, often coordinated closely with cloud-migration strategy that can reduce owned-hardware capex over time.", "insurance": "Capital planning for an insurer's physical assets (offices, data centers) is modest relative to its core capital-allocation decisions around underwriting capacity and investment portfolio strategy, and increasingly shifts spend toward cloud infrastructure rather than owned data-center hardware.", "hotel": "For a hotel operator, this means planning preventive maintenance for HVAC, elevators, and kitchen equipment and multi-year capital expenditure for PIP-driven renovations across the property portfolio.", "manufacturing": "For a manufacturer, this plans preventive and predictive maintenance for production equipment (tied to OEE and unplanned-downtime targets) and multi-year capex for machinery replacement and capacity expansion.", "banking": "For a bank, this plans preventive maintenance and multi-year capital spend for the branch network, ATM fleet, and data centers, balancing branch-footprint optimization against continued in-person service demand." }, "country": { "PH": "No distinct requirement beyond general corporate practice, though maintenance contractors for elevators, fire-safety and generators must hold DPWH/local-government-mandated certifications and permits.", "US": "Facility maintenance must comply with OSHA workplace safety standards and, for public companies, capex approval documentation supports SOX asset-controls testing.", "SG": "Maintenance of building systems (lifts, fire safety, air-conditioning) must comply with Building and Construction Authority (BCA) periodic inspection and licensing requirements." }, "systems": [ "IBM Maximo", "IBM TRIRIGA", "Fiix CMMS", "SAP Plant Maintenance" ], "kpis": [ "Preventive maintenance compliance rate", "Mean time between failures (MTBF)", "Capex plan vs. actual variance" ] }, "trigger": "Triggered at the start of a new asset maintenance and capital planning cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed asset maintenance and capital planning position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "9.2", "groupName": "Facilities and Real Estate Management", "processes": [ { "id": "9.2.1", "name": "Manage Real Estate Portfolio and Lease Administration", "description": "Plan and manage the corporate real estate portfolio, including site selection, leasing, and lease accounting/administration.", "hasStepDetail": false, "activities": [ { "id": "9.2.1.1", "name": "Manage Site Selection and Portfolio Strategy", "tasks": [ { "id": "9.2.1.1.1", "name": "Evaluate and select new site locations", "steps": [ "Assess scope and gather the supporting data needed for evaluate and select new site locations", "Evaluate and select new site locations", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.2.1.1.2", "name": "Develop real estate portfolio strategy (own vs. lease, footprint optimization)", "steps": [ "Prepare templates, access, and stakeholder alignment for develop real estate portfolio strategy (own vs. lease, footprint optimization)", "Develop real estate portfolio strategy (own vs. lease, footprint optimization)", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] }, { "id": "9.2.1.2", "name": "Manage Lease Administration and Accounting", "tasks": [ { "id": "9.2.1.2.1", "name": "Negotiate and execute lease agreements", "steps": [ "Receive the trigger and confirm the inputs required for negotiate and execute lease agreements", "Negotiate and execute lease agreements", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.2.1.2.2", "name": "Administer lease payments, renewals and ASC 842/IFRS 16 accounting", "steps": [ "Receive the trigger and confirm the inputs required for administer lease payments, renewals and asc 842/ifrs 16 accounting", "Administer lease payments, renewals and ASC 842/IFRS 16 accounting", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Real estate strategy is a core competitive lever, with site selection driven by foot-traffic analytics and co-tenancy strategy across a large multi-hundred to multi-thousand store lease portfolio.", "tech": "Portfolio strategy trends toward footprint reduction and flexible/coworking space given hybrid and remote-first work models, with fewer, larger flagship campuses replacing broad office networks.", "insurance": "Insurer real estate strategy has shifted sharply toward a smaller branch/regional-office and hybrid-work footprint as claims and underwriting staff increasingly work remotely, supported by digital claims and underwriting tools rather than in-person branch service.", "hotel": "For a hotel company, this means managing ground leases and, for the F&B/retail space within properties, negotiating and administering tenant leases with restaurant and shop operators.", "manufacturing": "For a manufacturer, real estate management centers on plant and warehouse site selection, industrial leasing, and lease accounting for manufacturing and distribution facilities.", "banking": "For a bank, real estate management centers on the branch network -- site selection, lease renewal/exit decisions, and lease accounting -- increasingly shaped by branch-footprint reduction as digital-banking adoption grows." }, "country": { "PH": "Lease administration should account for PEZA zone requirements for tax-incentivized BPO/tech facilities and standard Philippine lease law provisions on security deposits and renewal terms.", "US": "Lease accounting must comply with ASC 842, requiring on-balance-sheet recognition of operating leases; site selection may trigger local zoning and CFIUS considerations for foreign-linked real estate transactions.", "SG": "Real estate transactions are subject to Urban Redevelopment Authority (URA) zoning; commercial leasing by foreign entities is generally unrestricted, and lease accounting follows SFRS 16." }, "systems": [ "IBM TRIRIGA", "CoStar", "Lucernex", "Visual Lease" ], "kpis": [ "Occupancy cost per square foot", "Lease renewal on-time rate", "Portfolio utilization rate" ] }, "trigger": "Triggered at the start of a new real estate portfolio and lease administration cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed real estate portfolio and lease administration position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.2.2", "name": "Manage Facilities Operations and Maintenance", "description": "Operate day-to-day facility services including building maintenance, cleaning, security infrastructure and energy management.", "hasStepDetail": false, "activities": [ { "id": "9.2.2.1", "name": "Manage Building Operations and Maintenance Services", "tasks": [ { "id": "9.2.2.1.1", "name": "Coordinate janitorial, HVAC and building maintenance vendors", "steps": [ "Prepare templates, access, and stakeholder alignment for coordinate janitorial, hvac and building maintenance vendors", "Coordinate janitorial, HVAC and building maintenance vendors", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.2.2.1.2", "name": "Manage facility work order and service request fulfillment", "steps": [ "Receive the trigger and confirm the inputs required for manage facility work order and service request fulfillment", "Manage facility work order and service request fulfillment", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] }, { "id": "9.2.2.2", "name": "Manage Energy and Sustainability", "tasks": [ { "id": "9.2.2.2.1", "name": "Monitor energy consumption and sustainability metrics", "steps": [ "Receive the trigger and confirm the inputs required for monitor energy consumption and sustainability metrics", "Monitor energy consumption and sustainability metrics", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.2.2.2.2", "name": "Execute energy efficiency and green building initiatives", "steps": [ "Prepare templates, access, and stakeholder alignment for execute energy efficiency and green building initiatives", "Execute energy efficiency and green building initiatives", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] } ] } ], "calibration": { "industry": { "retail": "Facilities operations manage a decentralized network of store-level vendors, with energy management focused on refrigeration and lighting efficiency across thousands of locations to control per-store operating cost.", "tech": "Facilities operations emphasize amenity-rich campus experience (food service, wellness, transit) to support talent retention, alongside aggressive corporate sustainability/net-zero commitments tracked via LEED-certified buildings.", "insurance": "Facilities operations for an insurer are largely standard office-building management, with claims-processing centers requiring resilient power and connectivity given their role sustaining claims intake during regional catastrophe events.", "hotel": "For a hotel operator, this means running day-to-day engineering and maintenance across every property -- HVAC, plumbing, elevators, pool/spa systems -- to brand-standard cleanliness and functionality, with room-turnover speed directly affecting occupancy.", "manufacturing": "For a manufacturer, facilities operations cover plant building maintenance, utility and energy management for energy-intensive production processes, and security infrastructure specific to industrial sites.", "banking": "For a bank, this operates day-to-day branch and head-office facility services, with security infrastructure (vaults, alarms, surveillance) elevated relative to typical corporate offices given on-site cash holdings." }, "country": { "PH": "Facility operations should comply with local government fire-safety and sanitation permit renewals and DOLE occupational safety standards (RA 11058) for building operations staff.", "US": "Facilities must comply with ADA accessibility requirements and local building/fire codes; sustainability reporting increasingly ties to SEC climate-disclosure expectations for large public companies.", "SG": "Building operations must meet BCA Green Mark certification expectations increasingly mandated for new developments, and NEA regulations on energy efficiency for large energy users." }, "systems": [ "IBM TRIRIGA", "EnergyCAP", "ServiceChannel", "Schneider EcoStruxure" ], "kpis": [ "Facility service request resolution time", "Energy consumption per square foot", "Sustainability/carbon reduction target attainment" ] }, "trigger": "Triggered at the start of a new facilities operations and maintenance cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed facilities operations and maintenance position, with exceptions resolved and status reported to stakeholders" } ] }, { "groupId": "9.3", "groupName": "Workplace Services", "processes": [ { "id": "9.3.1", "name": "Manage Workplace Experience and Office Services", "description": "Deliver day-to-day workplace services (reception, mail, catering, space/desk booking) that support employee productivity and experience.", "hasStepDetail": false, "activities": [ { "id": "9.3.1.1", "name": "Manage Workplace Support Services", "tasks": [ { "id": "9.3.1.1.1", "name": "Operate reception, mailroom and general office services", "steps": [ "Prepare templates, access, and stakeholder alignment for operate reception, mailroom and general office services", "Operate reception, mailroom and general office services", "Cross-check the output against policy and prior-period baselines", "Are all required approvals and sign-offs in place?", "Hand off the finalized output to the downstream task or team" ] }, { "id": "9.3.1.1.2", "name": "Manage meeting room, desk booking and space allocation", "steps": [ "Assess scope and gather the supporting data needed for manage meeting room, desk booking and space allocation", "Manage meeting room, desk booking and space allocation", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.3.1.2", "name": "Manage Employee Workplace Programs", "tasks": [ { "id": "9.3.1.2.1", "name": "Coordinate onsite amenities (catering, wellness, events)", "steps": [ "Assess scope and gather the supporting data needed for coordinate onsite amenities (catering, wellness, events)", "Coordinate onsite amenities (catering, wellness, events)", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.3.1.2.2", "name": "Manage hybrid-work space planning and utilization analytics", "steps": [ "Receive the trigger and confirm the inputs required for manage hybrid-work space planning and utilization analytics", "Manage hybrid-work space planning and utilization analytics", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] } ] } ], "calibration": { "industry": { "retail": "Workplace services are concentrated at corporate HQ/distribution centers rather than the store network, with distribution-center workplace programs focused on shift-based workforce amenities.", "tech": "Workplace experience is a significant talent-differentiation investment (premium amenities, wellness programs) and hybrid-work space analytics are heavily used to right-size office footprint amid fluctuating in-office attendance.", "insurance": "Workplace services for an insurer support a workforce increasingly concentrated in underwriting, claims, and actuarial roles operating in hybrid arrangements, with less need for the large centralized office footprints of prior decades.", "hotel": "For a hotel company, this covers back-of-house employee spaces -- staff cafeterias, break rooms, uniform services -- at each property, distinct from guest-facing amenities.", "manufacturing": "For a manufacturer, workplace services must serve both corporate office staff and plant-based employees, with amenities like break-room and locker-room services adapted to shift-based production work.", "banking": "For a bank, workplace services support head-office and operations-center staff, largely following standard corporate-office patterns outside the branch network." }, "country": { "PH": "Workplace programs should reflect statutory benefits under Philippine labor law (e.g., service incentive leave, 13th-month pay administration touchpoints) even though these are typically HR-led; facilities coordinates physical delivery.", "US": "No distinct requirement beyond general corporate practice and ADA accommodation for workplace service accessibility.", "SG": "No distinct requirement beyond general corporate practice, though workplace safety committees may be required under the Workplace Safety and Health Act for larger sites." }, "systems": [ "Robin/Envoy", "Condeco", "WorkJam", "Microsoft Places" ], "kpis": [ "Desk/space utilization rate", "Employee workplace satisfaction score", "Service request SLA attainment" ] }, "trigger": "Triggered at the start of a new workplace experience and office services cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed workplace experience and office services position, with exceptions resolved and status reported to stakeholders" }, { "id": "9.3.2", "name": "Manage Corporate Security and Safety (EHS)", "description": "Protect employees, visitors and physical assets through corporate security operations and environmental, health and safety (EHS) programs.", "hasStepDetail": false, "activities": [ { "id": "9.3.2.1", "name": "Manage Physical Security Operations", "tasks": [ { "id": "9.3.2.1.1", "name": "Operate access control, badging and surveillance systems", "steps": [ "Assess scope and gather the supporting data needed for operate access control, badging and surveillance systems", "Operate access control, badging and surveillance systems", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] }, { "id": "9.3.2.1.2", "name": "Manage security guard force and incident response protocols", "steps": [ "Assess scope and gather the supporting data needed for manage security guard force and incident response protocols", "Manage security guard force and incident response protocols", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] }, { "id": "9.3.2.2", "name": "Manage Environmental, Health and Safety (EHS) Compliance", "tasks": [ { "id": "9.3.2.2.1", "name": "Conduct workplace safety inspections and hazard assessments", "steps": [ "Receive the trigger and confirm the inputs required for conduct workplace safety inspections and hazard assessments", "Conduct workplace safety inspections and hazard assessments", "Validate the output against the defined quality and control checklist", "Do the results meet the completion criteria, with no exception handling required?", "Log the outcome in the system of record and notify the next process owner" ] }, { "id": "9.3.2.2.2", "name": "Manage EHS incident reporting and regulatory compliance", "steps": [ "Assess scope and gather the supporting data needed for manage ehs incident reporting and regulatory compliance", "Manage EHS incident reporting and regulatory compliance", "Review the results with the accountable process owner", "Is further escalation or rework required before this task can close?", "Document the decision and update the relevant system(s) of record" ] } ] } ], "calibration": { "industry": { "retail": "Physical security programs must address loss prevention (organized retail crime) and store-level robbery/violence risk across a public-facing store network, distinct from typical corporate-office security.", "tech": "Security programs emphasize sophisticated badge/access-control integration with IT identity systems (converged physical-logical access) and executive protection programs for high-profile leadership.", "insurance": "Insurer corporate security programs are largely standard office/facility security, with added attention to protecting sensitive policyholder and claims data physically (e.g., document handling, call-center access controls) alongside standard EHS programs.", "hotel": "For a hotel operator, this means running property-level security operations -- guest room-key security, surveillance, loss prevention -- and environmental/health/safety programs covering pool safety, fire/life safety, and kitchen safety across the portfolio.", "manufacturing": "For a manufacturer, EHS is a core operating discipline -- managing plant safety programs, hazardous-material handling, and OSHA compliance to protect production workers, not just a support function.", "banking": "For a bank, corporate security is elevated by branch robbery-prevention protocols, cash-in-transit security, and physical protection of vault and ATM infrastructure, alongside standard employee health-and-safety programs." }, "country": { "PH": "Security operations must comply with the Private Security Agency Law (RA 5487) for licensed guard forces, and EHS programs must meet DOLE Occupational Safety and Health Standards (RA 11058) inspection requirements.", "US": "EHS compliance is governed by OSHA recordkeeping and inspection requirements (Form 300 logs); physical security programs must consider state-specific workplace-violence-prevention laws (e.g., California SB 553).", "SG": "EHS compliance is governed by the Workplace Safety and Health Act with mandatory incident reporting to the Ministry of Manpower (MOM); physical security services must be licensed under the Private Security Industry Act." }, "systems": [ "Lenel OnGuard/Genetec", "Intelex EHS", "Cority", "Everbridge (critical event management)" ], "kpis": [ "Workplace incident/injury rate (TRIR)", "Security incident response time", "EHS inspection completion rate" ] }, "trigger": "Triggered at the start of a new corporate security and safety (ehs) cycle, or when an exception surfaces that requires attention", "output": "A current, actively managed corporate security and safety (ehs) position, with exceptions resolved and status reported to stakeholders" } ] } ] } ] }