Metrics Glossary — the single source of truth for every KPI¶
How to read this page
A metric is only a KPI if it can change a decision. Everything here is on some entity's scoreboard or feeds one. LEAD = a controllable behavior that predicts the result you want; LAG = the result itself. A scoreboard of pure LAG metrics can't be managed — every LAG target should have at least one LEAD metric next to it. Markers: 🟢 Confirmed · 🟡 Assumption · 🔴 Gap · 🎯 Target.
RAG thresholds (standard, set once — do not move them)¶
RAG (Red / Amber / Green) is a trigger for a conversation, not a verdict. Applied to actual vs plan:
| Status | Rule (for "higher is better" metrics) | Means |
|---|---|---|
| 🟢 Green | ≥ 100% of plan (or within stated tolerance) | on track — keep going |
| 🟡 Amber | 90–99.9% of plan | watch — named owner, note in MBR |
| 🔴 Red | < 90% of plan | act — named owner + a "now-what" decision required |
For "lower is better" metrics (cost per mile, aging %, deadhead %, AR days) the bands invert — Green = at/under target. Each metric below states its direction.
Enterprise (holding company — capital allocator)¶
The holdco's scoreboard is not an average of the children — it measures how well capital is deployed.
| Metric | Formula | Dir | LEAD/LAG | Owner | Source |
|---|---|---|---|---|---|
| Consolidated ROIC | NOPAT ÷ invested capital | higher | LAG | Brandon/AM | Warehouse P&L + balance sheet |
| Operating / free cash flow | Cash from ops − maintenance capex | higher | LAG | AM | QB → warehouse |
| Net debt / EBITDA (leverage) | (Debt − cash) ÷ trailing EBITDA | lower | LAG | AM | QB → warehouse |
| Incremental ROIC by entity (ranking) | Δ operating profit ÷ Δ capital in entity | higher | LAG | Brandon | Capital-allocation page |
| Group leads captured / month | Distinct new leads across entities | higher | LEAD | IT-CRM | Warehouse (GHL) |
Truck / equipment DEALERSHIP (STE — sell)¶
| Metric | Formula | Dir | LEAD/LAG | Owner | Source |
|---|---|---|---|---|---|
| Front-end gross per unit (GPU) | Front gross ÷ units sold | higher | LAG | STE | QB P&L (pending #55) |
| Aging inventory % | Units > 60 days ÷ total units | lower | LEAD | STE | Inventory system / ops log |
| Days supply / inventory turn | Avg days a unit sits (target ~30–45) | lower | LAG | STE | Inventory / QB |
| F&I gross per unit + penetration % | Back-end gross ÷ units; deals w/ F&I ÷ deals | higher | LAG | STE | QB (pending #55) |
| Units sold / month | Retail units delivered | higher | LAG | STE | Ops log / QB invoices |
Equipment RENTAL fleet (SWTR — rent)¶
| Metric | Formula | Dir | LEAD/LAG | Owner | Source |
|---|---|---|---|---|---|
| Time (physical) utilization | Days on rent ÷ days available (target ~65–75%) | higher | LAG | Ops | Rental log |
| Dollar (financial) utilization | Annual rental revenue ÷ fleet acquisition cost | higher | LAG | Ops/AM | QB + fleet register |
| Avg rate realized | Rental revenue ÷ rental-days (vs published bands) | higher | LAG | IT-CRM | Rate engine / QB |
| Fleet-ready turnaround (time-to-rent) | Hrs from return → available-to-rent | lower | LEAD | Ops | Ops log — stand up |
| Rent→own conversions | Rentals converting to a SEQ/STE purchase | higher | LAG | IT-CRM | CRM (the flywheel KPI) |
PARTS distribution (SWTP — maintain)¶
| Metric | Formula | Dir | LEAD/LAG | Owner | Source |
|---|---|---|---|---|---|
| Fill rate (first-pass, off-shelf) | Lines filled from stock ÷ lines ordered (≥90%) | higher | LEAD | SWTP | Order system — stand up |
| GMROI | Gross margin $ ÷ avg inventory cost (>2.0 healthy) | higher | LAG | SWTP/AM | QB inventory + P&L |
| Inventory turns | COGS ÷ avg inventory (competitive ~5.9) | higher | LAG | SWTP | QB |
| Obsolescence % | Value of SKUs no-sale 12+ mo ÷ inventory | lower | LEAD | SWTP | Inventory system |
| Orders / month | Distinct parts orders | higher | LAG | SWTP | Order system |
Freight / TRANSPORT (DET — move)¶
| Metric | Formula | Dir | LEAD/LAG | Owner | Source |
|---|---|---|---|---|---|
| Operating ratio (OR) | Operating expense ÷ revenue (<93 healthy) | lower | LAG | DET | QB P&L (pending #55) |
| Revenue per mile (RPM) | Revenue ÷ total miles | higher | LAG | DET | Ops log + QB |
| Cost per mile (CPM) | Operating cost ÷ total miles | lower | LAG | DET/AM | QB job cost |
| Deadhead / empty-mile % | Empty miles ÷ total miles (avg ~28–35%) | lower | LEAD | DET | Dispatch log |
| Truck utilization | Revenue-miles ÷ truck ÷ week | higher | LAG | DET | Ops log |
Production engine (SEQ — build)¶
| Metric | Formula | Dir | LEAD/LAG | Owner | Source |
|---|---|---|---|---|---|
| Finished builds / month | Completed rebuilds (target 8) | higher | LAG | Shop | Ops log / QB invoice to STE |
| Rebuild cost / truck | Job cost per build (≤ $10,000) | lower | LAG | Shop | QB job cost |
| Per-shop utilization | Station busy-time ÷ available (no station <70%) | higher | LEAD | Shop | Utilization tracker — stand up |
| AR days to STE | Avg days SEQ→STE invoices outstanding (≤30) | lower | LAG | AM | QB AR aging |
| Gross margin % | (Build price − cost) ÷ price | higher | LAG | AM | QB P&L (pending #55) |
Pipeline status
Cells sourced from QB P&L that read — are gated on the GL-detail pipeline (TaskLoop #55,
core.gl_fact). Build-count, job-cost, AR, inventory and lead metrics wire from QuickBooks and the
warehouse now; revenue/margin follow #55. See the Loop for how numbers reach these tables.
Every metric above is defined here and nowhere else. If you need a new one, add it here first, then reference it.