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3. Strengthen product dominance in all segments KPI: Parts Sales (Sales…

- - - - 1.1.2.1 Improving Service Rate (Parts) for Suppliers
        KPI: Parts Ordered VS Supplied by supplier (by quantity/ amount) :check:
        
        1.1.2.1.1 Inefficient production planning at Suppliers' end
        
        1.1.2.1.2 Improving Service Rate (Parts) for Suppliers
        KPI: Parts Fulfilment Trend by Supplier :check:
    - - 1.1.1.3 Parts Inventory Type Across AHM Network
        KPI: Inventory by Status Flag (Current, Non-current, Others), Inventory by Rank/ ABC Indicator (A, B, C, D, F :check:
      - 1.1.1.4 Rationalizing number of SKUs
        KPI: Number of parts SKUs for AHM / number of unit platforms within AHM , average Number of parts SKUs per platform for global 2W players
      - 1.1.1.5 Inaccurate demand parts demand forecasting by AHM
        
        1.1.1.5.1 Improving Missing Data Around Seasonality of Parts
        KPI: Historical spares demand of parts by month/season, Forecasted demand of spares including the seasonality of parts by month/ season
        
        1.1.1.5.2 Improving Demand Forecasting Accuracy based on Real Time Data/Actual Consumption Rather Than Scheduled Maintenance Data
        KPI: Real time consumption of spares on field
        (Note: real time consumption = actual consumption through AHM network + non AHM network)
        
        1.1.1.5.2.1 Enhancing Systems Capability to Capture the Real Time Consumption of Spares
        KPI: Implementation status of - Inventory management module, Order management system, warehousing manual, Live Inventory tracking system
        
        1.1.1.5.2.2 Increasing Share of Spares Revenue from Own Service Network
        
        KPI: Split of spares revenue from AHASS/own dealers service network and retail network (H3)
      - 1.1.1.1 Optimizing Back-order
        KPI: Top 5 Parts with most Back-orders (AHM-MD):check:
      - 1.1.1.2 Improving Service Rate for Parts Across the Network
        KPI: Service Rate (Supplier-AHM), Service Rate (AHM-MD), Service Rate (MD-Dealer) :check:
    - - 1.1.4.1 Physical Inspection of Parts by Parts Group
        KPI: Top 5 Parts Group Deviation (Stock Op-Name), Top 5 Parts Group Deviation (Cycle Count Accuracy) :check:
    - - 1.1.6.1 Optimizing Hotline Orders Across AHM Network
        KPI: Top 10 Parts with unfulfilled orders (AHM-MD), Top 10 Parts with Highest Qty of Hotline Orders MD to AHM :check:
        
        1.1.6.1.1 Optimizing Hotline Orders Across MDs
        
        KPI: Top 5 MDs with Highest Hotline Orders by Parts :check:
- - - - 3.5.2 Improving Network and Process Efficiencies Across Parts Network
        KPI: # of H123 Outlets, # of H23 Outlets, # H3 outlets, CSL H3 Score (with H3 component) :check:
        
        3.5.2.1 DOS Implementation across Parts Network
        KPI: DOS Implementation (Platinum / Gold / Silver / Bronze) - Only H3 :check:
      - 3.5.3 Improve service quality Delivered by AHASS
        Issue Tree to be detailed out in TSD branch
      - 3.5.1 Improving Share of Parts Revenue from Own Service Network by Area / MD
        KPI: Parts Sales by Network - (by Area/MD :check:
      - 3.5.4 Improving Profitability and Sustainability of Business for Dealers and AHASS
        KPI: DOS Implementation, Operating profit margin, working capital ratio, ROCE
        
        3.5.4.2 Improving Standard of Financial Reporting Practices and Cash Flow Management
        Covered in Q4 (4.1.4)
        
        3.5.4.3 Inadequate Understanding of Real Cost of Ownership of Unit
        KPI: real cost of ownership, total expenditure on spares in a lifetime
        
        3.5.4.1 Automating Manual Operations Across all Functions and Processes
        KPI: % CRM implementation, Implementation status of - Inventory management module, Order management system, warehousing manual, Live Inventory tracking system
        
        3.5.4.4 Limited visibility of price built up of spares
        KPI: Profitability of each channel partner
    - - 3.6.3 Improving Brand Value of HGP vis-à-vis Competitors (suppliers' own brands) for Proprietary Spare Parts
        KPI: brand value/ brand recall
        
        3.6.3.1 Improving spares focused and best maitenance practices awareness campaigns?
        KPI: % implementation of campaigns agaist the target
        
        3.6.3.1.1 Enhancing training of field spares team
        KPI: % training completion of spares team
        
        3.6.3.2: Increasing effectiveness of Spares focused campaigns
        KPI: Campaign ROI
        
        3.6.3.3. Increasing understanding of competition
        KPI: Price difference of HGP and competition, Price sensitivity of HGP and competition, Product life difference of HGP and competition, warranty period difference between HGP and competition
      - 3.6.2 Increasing Influence on Multibrand Retailers
        
        3.6.2.1 Increase in Number and Effectiveness of Trade Promotions Beyond H3 in Parts Distribution Network
        KPI: % completion of trade promotions planned for multibrand parts retailers, Trade promotion ROI% completion of trade promotions planned for multibrand parts retailers, Trade promotion ROI
        
        3.6.2.2. Improving Training/Awareness of Multibrand Retailers on HGP
        KPI: %completion of multibrand retailers' training, % completion of HGP promotions/campaigns at multibrand level
      - 3.6.1 Improving Accuracy in Retail Demand Forecast by AHM
        (Same as 1.1.1.3)
    - - 3.4.1 Improving Spares Availability Across Network
        (same as 1.1.1):check:
      - 3.4.2 Improving Parts Revenue of MDs from Key Parts Group
        KPI: Parts Sales by Major Groups (by MD) :check:
      - 3.4.3 Improving Parts Campaigns Effectiveness
        KPI: Target vs. Actual Budget for Parts Campaign (National)
        To be jointly delivered by Parts, TSD and MPA :check:
        
        3.4.3.1 Campaign Effectiveness in Parts Campaigns
        
        KPI: Target Achieved % by Campaign :check:
        
        3.4.3.1.1 Campaign Target Achievement by MD
        
        KPI: Target Achieved % by MD, Target Achieved % by Campaign
        To be jointly delivered by Parts, TSD and MPA:check:
      - 3.4.4 Enhancing Customer Satisfaction in After-sales of Own Service Network
        Issue Tree to be detailed out in TSD branch
- - - - 4.1.3 Financial Reporting Practices
        KPI: % of Dealers with robust financial reporting practices, # of Dealers with robust financial reporting practices
        Metric only valid for Main Dealers as AHM has very little visibility on financial practices of dealers
      - 4.1.4 Optimal Density of Network
        KPI: Penetration, potential parts demand by area
      - 4.1.2 Appropriate : Inventory norms
        KPI: Inventory holding cost, Net Profit margin, D&A as % of revenue
        
        4.1.2.2 Optimal fixed cost
        KPI: D&A as % of revenue
        
        4.1.2.1 Optimal variable cost
        KPI: Inventory holding cost, Deadstock inventory
      - 4.1.1 Optimal Dealer Profitability pricing management
        KPI: Dealer Profitability vs. competition (Net Price vs. Retail Price), HGP Margins across Network :check:
        
        4.1.1.1 Parts Price vs. Competition
        KPI: Dealer Net Price vs. competition, Retail Price vs. competition :check:
        
        4.1.1.2 Impact of Competition
        KPI: External/ Competition News, Internal News / Remarks :check: